DOCSLIB.ORG

Summary Assessment of Luxembourg

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Summary Assessment of Luxembourg ESIC European Service Innovation Centre REPORT Summary Assessment of Luxembourg Prepared by: Henri Lahtinen (Ramboll Management Consulting) Kimmo Halme (Ramboll Management Consulting) Emmanuel Muller (Strasbourg Conseil) November 2013 ESIC in Brief Increasingly service innovation plays an instrumental role in the transformation and upgrading of traditional economic sectors and industries into more productive, competitive and high value-added business eco- systems. Considered as being multi-dimensional in nature, service innovation comprises innovation in services, service sectors or service industries that are provided by service entrepreneurs and service firms. It also takes place in manufacturing industries, adding further value and contributing significantly to overall productivity and profitability. There is a growing need to assess, analyse and demonstrate what impact service innovation has on industrial change and to assist Member States and regions towards a greater understanding of service innovation as a driver of industrial transformation and future competitiveness. The European Service Innovation Centre (ESIC) is a two-year initiative commissioned by the European Commission’s Directorate-General for Enterprise and Industry to capture and demonstrate the dynamics and large-scale impact of service innovation as well as to assess how service innovation impacts on competitiveness, industrial structures and regional development. It will also focus on assessing the implications and impacts of service innovation on employment structures, economic patterns and on value creation. Primarily, ESIC will provide customised advice to six selected model demonstrator regions (the Canary Islands, Emilia-Romagna, Limburg, Luxembourg, Northern Ireland and Upper Austria). The initiative will also help other Europe’s regions and Member States to make better use of the transformative power of service innovation in strengthening existing and emerging industries and markets and to develop better industrial policies and smart specialisation / cluster strategies. The goal of creating a favourable eco-system for service innovation will boost supportive infrastructures and business conditions that, in turn, will facilitate the take-up of innovative services throughout the economy. This work is a part of a service contract for the Enterprise and Industry Directorate-General of the European Commission. The views expressed in this report, as well as the information included in it, do not necessarily reflect the opinion or position of the European Commission and in no way commit the institution. Table of Contents 1. The Challenge 1 2. Regional Performance and Potential 2 2.1. Socio-economic context for service innovation 2 2.2. Regional benchmarking 7 2.3. Opportunities and demands for service innovation 9 2.4. Assessment of regional performance 15 3. Regional Policy and Policy Mix 17 3.1. Innovation policy and institutional background 17 3.2. The policy mix 18 3.3. Assessment of the regional policy mix 26 4. Large-Scale Demonstrator: Strategy for the Future 30 5. Conclusions 35 Appendix A – Bibliography 37 Appendix B - Stakeholders consulted 41 Appendix C - Regional benchmarking analysis 42 Appendix D - Institutional fabric relevant for service innovation 46 Appendix E - Policy measures for service innovation 47 This work is a part of a service contract for the Enterprise and Industry Directorate-General of the European Commission. The views expressed in this report, as well as the information included in it, do not necessarily reflect the opinion or position of the European Commission and in no way commit the institution. Introduction A strong, healthy, high value-added services sector is essential for the efficient operation of a modern economy, for facilitating commercial transactions and for enabling the production and delivery of other high value added goods and services. Service innovation represents the systematic development, design and testing of new and/or improved service offerings, processes and business models, using multidisciplinary social science, engineering and technology-enabled models, methods and tools. As it addresses the whole economy and not only the service sector, service innovation is very relevant to achieving the EU2020 goals of smart, sustainable and inclusive growth. In this context, the European Service Innovation Centre is instrumental in pointing up the innovation potential of service activities across Europe and supporting the assessment of how regions can both unlock their service innovation potential and increase their economic performance significantly. The purpose of this summary assessment report is to assess whether the regional policy mix of Luxembourg is conducive to the emergence of new business sectors/models or the transformation of existing sectors/models, via the application of service innovation processes and concepts. This includes a mapping of the economic change induced by service activities and service innovation and also an assessment of policy options and policy support measures. Based on the analysis, the report provides policy recommendations for a systemic approach to policies and better support for innovative companies, which offers a favourable business environment conducive to structural change. The report was prepared by Henri Lahtinen ([email protected]), Kimmo Halme ([email protected]), and Emmanuel Muller ([email protected]). The contents and views expressed in this report do not necessarily reflect the opinions or policies of the Member States or the European Commission. The copyright to this document belongs to the European Commission. Neither the European Commission, nor any person acting on its behalf, may be held responsible for the use to which information contained in this document may be put, or for any errors which, despite careful preparation and checking, may appear. This work is a part of a service contract for the Enterprise and Industry Directorate-General of the European Commission. The views expressed in this report, as well as the information included in it, do not necessarily reflect the opinion or position of the European Commission and in no way commit the institution. Executive Summary Luxembourg is a wealthy region, as well as a state that has enjoyed political and economic stability for a long period of time. The steel industry laid the foundation for economic growth in the past which has been, for the most part, replaced by financial services. Dependence on a relatively few industries that have provided wealth to Luxembourg is also a challenge for the region. Luxembourg no longer can afford to rely only on a few cornerstones of the economy and therefore, it has chosen a diversification strategy built on knowledge-based services. In addition to its many attributes, Luxembourg hosts one of the most expensive healthcare systems in the world. For several years, investments have been made in the supportive infrastructure, focusing especially on life sciences and bio-health. The investments indicate a governmental level of commitment, as well as an acknowledgement of the need for a change in approach from treating illnesses to preventing them. Hence the Large-Scale Demonstrator (LSD) strategy of Luxembourg emphasises a more personalised and integrated approach to healthcare in a system comprising three dimensions – the patient, the service and the national healthcare system - interlinked by a common data platform. The chosen strategy is expected to decrease the impact of diabetes on the healthcare system, whilst boosting related health services and service innovations, stabilising the costs of the system and maintaining quality. Ultimately, learning from the pilot on diabetes will help to scale up the fight against other diseases that add a burden to the healthcare system, not forgetting the related business opportunities that might be developed. Currently, life sciences and biotechnology do not contribute significantly to Luxembourg’s economy and it is not certain if the investments already made are adequate to trigger a more systemic change in Luxembourg. In line with the European Service Innovation Centre’s analytical framework, the Luxembourg LSD approach has been assessed in relation to the following systemic elements of the innovation system: entrepreneurial activities, knowledge development and transfer, innovation and business model generation, financing innovation and growth, as well as collaboration and networking. The evaluation has also been compared with the results of the self-assessment or SAT conducted with the regional stakeholders. The assessments were aligned in a number of respects, although the local respondents were even more critical and called for improvements in, for instance, entrepreneurs’ awareness of service innovation, technology transfer offices, involvement of services-oriented SMEs in large collaborative research and innovation, as well as new forms of financial engineering mechanisms such as crowd-funding and microfinance. The overall business environment is both start-up-friendly and SME-friendly and it has been further improved over the years. Consequently, setting up a business in Luxembourg has been made relatively easy. Other supportive factors are relative stability and a rather central location in Europe. The generic conditions designed for SMEs are less applicable to service innovation intensive companies, which require more than traditional R&D support and an understanding of the needs of the
Load more

Recommended publications
  • Core Strengths, Sustainable Returns
    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
    [Show full text]
  • Case No COMP/M.3334 Œ ARCELOR/ 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.
    [Show full text]
  • “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.
    [Show full text]
  • 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.
    [Show full text]
  • 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”).
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • Historical Survey of Iron and Steel Production in Bosnia and Herzegovina
    UDK 669.1(497.15)(091) ISSN 1580-2949 Professional article/Strokovni ~lanek MTAEC9, 43(4)223(2009) S. MUHAMEDAGI], M. ORU]: HISTORICAL SURVEY OF IRON AND STEEL PRODUCTION IN BiH HISTORICAL SURVEY OF IRON AND STEEL PRODUCTION IN BOSNIA AND HERZEGOVINA ZGODOVINSKI PREGLED PROIZVODNJE @ELEZA IN JEKLA V BOSNI IN HERCEGOVINI Sulejman Muhamedagi}1, Mirsada Oru~2 1University of Zenica, Faculty of metallurgy and materials, Travni~ka c. 1, 72000 Zenica, Bosna i Hercegovina 2University of Zenica, Institute of Metallurgy "Kemal Kapetanovi}", Travni~ka c. 1, 72000 Zenica, Bosna i Hercegovina [email protected] Prejem rokopisa – received: 2009-01-08; sprejem za objavo – accepted for publication: 2009-01-16 Cast-iron and steel production facilities were, and still are, frequently located on sites with deposits of iron ore and coal. The center of steel metallurgy in Bosnia and Herzegovina, and of the former Yugoslavia, is located in the Iron and Steel Plant Zenica, today known as Arcelor Mittal Zenica. In this paper the beginning, the development and the planned growth of the iron and steel plant in Zenica is presented with periods of success and periods of crisis. Key words: Iron and Steel Plant Zenica, developmentr, pig iron, steel. Proizvodne naprave za grodelj in jeklo so pogosto zgrajene na le`i{~ih `elezove rude in premoga. Sredi{~e proizvodnje jekla v Bosni in Hercegovini ter v nekdanji Jugoslaviji je bilo v @elezarni Zenica, danes Arcelor Mittal Zenica. V tem sestavku so predstavljeni za~etek, razvoj in na~rtovana rast @elezarne Zenica z obdobji krize in uspeha. Klju~ne besede: @elezarna Zenica, razvoj, grodelj, jeklo advantage of road and railway communications along the 1 INTRODUCTION Bosna valley.
    [Show full text]
  • Lehigh Preserve Institutional Repository
    Lehigh Preserve Institutional Repository Luxembourg: World Headquarters for the Steel Industry Copeland, Cameron 2008 Find more at https://preserve.lib.lehigh.edu/ This document is brought to you for free and open access by Lehigh Preserve. It has been accepted for inclusion by an authorized administrator of Lehigh Preserve. For more information, please contact [email protected]. LUXEMBOURG: WORLD HEADQUARTERS FOR THE STEEL INDUSTRY Cameron Copeland Introduction The History of Steel in Luxembourg The Grand Duchy of Luxembourg (Luxem- bourg), although one of the smallest coun- Although there is evidence of ironworking tries in the world, has historically played a in Gallo-Roman times circa 500 A.D. (Edwards, disproportionate role in the formation of mod- p. 1), for all intents and purposes the steel indus- ern Europe. It was a charter member of the try’s rich history in Luxembourg took shape Benelux Economic Union, the European Union, in the late nineteenth century. Following the NATO, and the United Nations. The territory inventions of two British industrialists, Henry now called Luxembourg was a prized possession Bessemer and Sidney Gilchrist Thomas in 1855 of various powers in Europe because of its geog- and 1875 respectively, mass production of raphy and natural resources, only gaining its steel became feasible. The Bessemer process, independence in 1890; with a population of developed in Sheffield, England, utilized the 480,000 (2007), it boasts the world’s highest GDP patented Bessemer converter in order to mass- per capita of $87,995. (The World Factbook . .) produce steel from pig-iron by removing impu- Although insignificant in size and area, Luxem- rities using compressed air which was bubbled bourg has been able to maintain its economic through the molten metal.
    [Show full text]
  • Page 1 Sur 2 Arcelor Recommends Improved Mittal Steel Offer
    Arcelor recommends improved Mittal Steel offer – ArcelorMittal Page 1 sur 2 Arcelor recommends improved Mittal Steel offer Proposed creation of Arcelor-Mittal ◾ Press Webcast (14h CET) ◾ Press Webcast (14h CET) (versão portuguesa) ◾ J. Kinsch speech – 26 June ◾ Analysts Webcast (17h CET) ◾ Analyst Slides – 26 June ◾ The Board of Directors of Arcelor unanimously recommends the Mittal Steel offer ◾ Proposed creation of Arcelor-Mittal ◾ 49% improvement compared to the initial offer of 27 January (+108% improvement of the cash component) ◾ The industrial and corporate governance model will be based on Arcelor's model Luxembourg, 25 June 2006 – The Board of Directors of Arcelor, chaired by Mr. Joseph Kinsch, has met today to evaluate and compare: ◾ proposed revisions to the strategic alliance with SeverStal; and ◾ proposed improvements to Mittal Steel's offer. The Board has concluded that Mittal Steel's improved offer consists of a merger proposal effected by way of a mixed share and cash offer that will be followed by the merger of Mittal Steel into Arcelor. The new group, which will be called Arcelor-Mittal, will be listed in New York, Paris, Madrid, Amsterdam, Brussels and Luxembourg. The Board believes that Mittal Steel's new offer represents a substantial improvement compared to Mittal Steel's preceding offer announced on 19 May. In particular, the Board notes that all of the key conditions established by the Board and presented by the Management Board as well as the observations made by the European works council in terms of valuation,
    [Show full text]
  • Arcelor Mittal
    Project Name Arcelor-Mittal Steel Plant Location Dunkerque, France THE INTERVIEW Operating Area Operating Units EUROPE Operating Area BERNARD CONTROLS FRANCE Virgile Mialet, France North East Business Did you know? Development Manager, who was in charge of the On Arcelor Mittal site in Dunkerque, the production of Description project, explains how the operation was conducted the iron goes through three principal blast fumaces, including the HF4, actually one of the biggest that Intervention on the ventilation system of the blast and pinpoints the principal technical difficulties the can be found in Europe. furnaces, aimed at producing the steel which is extracted team met while processing to the operation on from the ironworks. In total, eight explosionproof electric Arcelor Mittal site in Dunkerque. actuators have been replaced, wired, and settled. • What was making work harder than on other installations? We regularly had to go down to the lower floors SUCCESS STORY as the gas alarm was warning us from a gas concentration on the highest facilities of the HF4. Eventually, we were compelled to wear a breathing inhalator so that the work could be Installation of an aluminium cover before the done. separation of the snag from smelting iron • Why did you not fully pursue the second operation? We were able to set up the actuators although we could not configure parameters as foreseen. The gas alarm triggered too frequently for us to make a move and experts noticed it was too dangerous to realize this operation while still keeping on producing iron on the site. In this case, a new BERNARD CONTROLS’ actuators used to motorize operation has been conducted by the end of 2015.
    [Show full text]
  • Notice to the Shareholders of Arcelormittal Luxembourg (Formerly
    Notice to the shareholders of ArcelorMittal Luxembourg (formerly Arcelor Luxembourg and originally incorporated under the name ARBED) formerly listed under ISIN LU0006047129 THIS NOTICE APPEARS FOR REGULATORY PURPOSES AND IS NOT ADDRESSED TO THE SHAREHOLDERS OF ARCELORMITTAL Luxembourg, 26 September 2014 This notice is addressed to the shareholders of ArcelorMittal Luxembourg only and is published by ArcelorMittal having its registered office at 19, avenue de la Liberté, L-2930 Luxembourg solely in its capacity as majority shareholder of ArcelorMittal Luxembourg within the meaning of the Squeeze Out Law (as defined below). IMPORTANT NOTICE This notice relates to the squeeze out initiated by ArcelorMittal on the securities in ArcelorMittal Luxembourg in accordance with the provisions of the law of 21st July 2012 relating to the squeeze out and mandatory sell out of securities admitted or having been admitted to negotiation on a regulated market or having been offered to the public (the "Squeeze Out Law"). The holders of securities have the right to oppose the squeeze out project in accordance with the terms and the deadline provided by article 4 (6) of the Squeeze Out Law. Opposition must be made by registered letter with acknowledgment of receipt addressed to the Commission de Surveillance du Secteur Financier (the "CSSF") setting out the reasons of the opposition and sent within a period of one month starting from the date of publication of the proposed price in accordance with article 4 (5) of the Squeeze Out Law. A copy of the letter must be sent within the same time period by registered letter with acknowledgment of receipt to the majority shareholder and to the relevant company.
    [Show full text]