DOCSLIB.ORG

Assessment of Cumulative Cost Impact for the Steel Industry

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
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 2 CUMULATIVE COST ASSESSMENT 45 2.1 Cumulative costs of EU regulation 46 2.1.1 Cumulative costs of EU rules in 2012 49 2.1.2 Typical cumulative cost of EU regulation in a ―typical year‖ 51 2.2 Production costs and margins of the EU steel industry 52 2.2.1 Production costs and margins of the EU steel industry in 2012 52 2.2.2 Margins of the EU steel industry between 2002 and 2011 54 2.3 The impact of cumulative regulatory costs 55 3 A METHODOLOGY FOR THE ASSESSMENT OF CUMULATIVE COSTS ON THE STEEL INDUSTRY 63 3.1 The framework of the study 63 3.2 The object of analysis: the cost structure 66 3.3 Assessment or regulatory costs 68 3.4 The selection of typical facilities 70 3.5 The scope of the study: the policy areas 71 4 THE ECONOMIC AND TECHNICAL ANALYSIS OF THE STEEL INDUSTRY 77 4.1 The industry value chain 77 4.1.1 The steel industry value chain and production technologies 77 4.1.2 The upstream and downstream value chain 81 4.2 The economics of steel 85 4.2.1 Players 85 4.2.2 High capital requirements and fixed costs 86 4.2.3 Scale economies and minimum efficient scale 87 4.2.4 Product substitutability 88 Page 3 of 259 4.2.5 Barriers to entry and barriers to exit 88 4.2.6 Intra-sectoral competitive dynamics 89 4.3 The European Steel Market 90 4.3.1 Industry definition 90 4.3.2 Supply 91 4.3.3 Demand 102 4.4 International trade of steel 107 4.4.1 World production and trade flows 107 4.4.2 EU trade flows 110 5 GENERAL POLICIES 115 6 FINANCIAL MARKETS (COMMODITY DERIVATIVES AND OTHER FINANCIAL INSTRUMENTS) 123 6.1 Markets in Financial Instruments Directive and Regulation (MiFID and MiFIR) 124 6.2 The European Market Infrastructure Regulation (EMIR) 126 6.3 Market Abuse Regulation and Directive 128 7 CLIMATE CHANGE 129 7.1.1 What is the EU ETS 129 7.1.2 Phase 1 (2005 – 2007) 130 7.1.3 Phase 2 (2008 – 2012) 130 7.1.4 Phase 3 (2012 – 2020) 130 7.1.5 Scope of the study 131 7.2 Costs 132 7.2.1 Compliance or direct costs 132 7.2.2 Indirect costs 132 7.2.3 Administrative costs 132 7.3 Quantification of Cumulative Costs 133 7.3.1 Results 137 8 COMPETITION POLICY 148 8.1 State aid and the steel industry 148 8.1.1 The regime of state aid in the EU 148 8.1.2 State aid rules for the steel industry 150 8.1.3 State aid granted to the steel industry between 2002 and 2012 in the EU 154 8.2 Antitrust law and the steel sector 158 8.2.1 Antitrust law in the EU: agreements/concerted practices, abuse of dominant positions, and merger control 158 Page 4 of 259 8.2.2 Agreements, abuses of dominant position, and notified mergers in the steel industry between 2002 and 2012 in the EU 159 8.2.3 Long-term contracts for electricity 161 9 ENERGY POLICY 165 9.1 Comparison of electricity prices 165 9.1.1 Fundamentals of electricity price formation 166 9.1.2 International comparison of industrial electricity prices 168 9.1.3 Intra-EU comparison of industrial electricity prices 170 9.2 Comparison of natural gas prices for industry 176 9.3 Impact of EU regulation 177 9.3.1 Third Energy Market Package 177 9.3.2 Renewables 181 9.3.3 Energy Infrastructures 183 9.3.4 Energy Efficiency 184 9.3.5 Energy Taxation 185 10 ENVIRONMENTAL POLICY 186 10.1 Introduction 186 10.2 Review of relevant legislation 186 10.2.1 Prevention and control of industrial emissions 186 10.2.2 Waste Prevention and Recycling 189 10.2.3 Other Environmental Policy Measures 191 10.3 Assessment of Compliance Costs 193 10.3.1 Introduction 193 10.3.2 Investment Costs 193 10.3.3 Financial Costs 199 10.3.4 Operating Costs 200 10.3.5 Compliance Costs related to EU Legislation 202 10.4 Assessment of Administrative Costs 204 10.4.1 Introduction 204 10.4.2 Estimate of Administrative Costs 205 10.5 Assessment of Indirect Costs 208 11 TRADE POLICY 210 11.1.1 Trade Defence Instruments: their impact on the EU Economy 211 11.1.2 Chinese subsidies to the steel industry 225 11.1.3 The Generalised Scheme of Preferences (GSP) 230 12 PRODUCT POLICY 232 12.1 Introduction 232 12.2 Review of Relevant Legislation 233 Page 5 of 259 12.2.1 Eco-Labeling and Eco-Design 233 12.2.2 Green Public Procurement 234 12.2.3 Life-Cycle Assessment Methodologies 236 12.2.4 Chemical Products 237 12.2.5 Construction Products 239 12.3 Assessment of Compliance Costs 240 12.3.1 Introduction 240 12.3.2 Compliance Costs Linked to the REACH Regulation 240 12.3.3 Compliance Costs Linked to the Construction Products Regulation 242 12.4 Assessment of Administrative Costs 243 12.4.1 Introduction 243 12.4.2 Administrative Costs Linked to the REACH Regulation 243 12.5 Assessment of Indirect Costs 247 12.5.1 Introduction 247 Page 6 of 259 LIST OF TABLES TABLE 1 PROTOTYPICAL PLANTS ........................................................................................................................... 26 TABLE 2 COST DIFFERENTIAL BETWEEN EU STEEL MAKERS AND LEAST COST PRODUCERS IN ABSOLUTE VALUE FOR HRCS ($ 2012) .......................................................................................................................................... 32 TABLE 3 COST DIFFERENTIAL BETWEEN EU STEEL MAKERS AND LEAST COST PRODUCERS IN ABSOLUTE VALUE FOR CRCS ($ 2012) ........................................................................................................................................... 32 TABLE 4 COST DIFFERENTIAL BETWEEN EU STEEL MAKERS AND LEAST COST PRODUCERS FOR WIRE ROD ($ 2012) ................................................................................................................................................................... 41 TABLE 5 CUMULATIVE REGULATORY COSTS IN 2012 (€/TONNE) ........................................................................... 50 TABLE 6 CUMULATIVE REGULATORY COSTS IN A TYPICAL YEAR (€/TONNE) ........................................................... 51 TABLE 7 CUMULATIVE REGULATORY COSTS IN A TYPICAL YEAR – NON-TECHNOLOGY SPECIFIC PLANT (€/TONNE) 52 TABLE 8 PRODUCTION COSTS AND MARGINS OF THE EU STEEL INDUSTRY (2012 - €/TONNE) .............................. 54 TABLE 9 MARGINS OF THE EU STEEL INDUSTRY (% OVER MARKET PRICE) ............................................................ 54 TABLE 10 MARGINS OF THE EU STEEL INDUSTRY (€/TONNE AT CONSTANT 2012 PRICES)..................................... 55 TABLE 11 THE IMPACT OF CUMULATIVE REGULATORY COSTS – 2012 ..................................................................... 55 TABLE 12 THE IMPACT OF TYPICAL CUMULATIVE REGULATORY COSTS – 2002 – 2012 .......................................... 58 TABLE 13 THE IMPACT OF CUMULATIVE REGULATORY COSTS ON COST DIFFERENTIALS – 2012 ............................. 60 TABLE 14 LIST OF LEGISLATION IN SCOPE OF THE STUDY ....................................................................................... 72 TABLE 15 OPERATION MODELS OF STEEL INTERMEDIARIES IN THE EU ................................................................ 84 TABLE 16 LARGEST STEEL COMPANIES ................................................................................................................ 86 TABLE 17 PRODUCTION OF IRON AND STEEL, NACE REV.2.0 CLASSIFICATION ..................................................... 90 TABLE 18 NUMBER OF PERSONS EMPLOYED IN THE EU IRON AND STEEL INDUSTRY -NACEREV.2 24.1 .............. 102 TABLE 19 EU27 EXPORTS, IMPORTS AND NET POSITIONS IN IRON AND STEEL BY SELECTED DESTINATION COUNTRIES - 2001 AND 2012 (THOUSAND TONNES) ...................................................................................112 TABLE 20: AVERAGE YEARLY PRICES PER TON OF CO2 (€) ................................................................................. 134 TABLE 21: EMISSIONS AND ALLOCATIONS (TONNES OF CO2) ............................................................................... 138 TABLE 22: DIRECT COSTS (€ MLN) ..................................................................................................................... 139 TABLE 23: DIRECT COSTS PER TONNE PRODUCED (€/TONNE) ............................................................................
Load more

Recommended publications
  • 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
    [Show full text]
  • 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]
  • 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.
    [Show full text]
  • 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.
    [Show full text]
  • 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.
    [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]
  • Update Client Magazine | November 2012
    Flat Carbon Europe update Client magazine | November 2012 04 Leading from the top 06 iCAReTM: Powering the future of mobility 10 Reducing the carbon footprint with steel packaging 16 Enamelling goes green 22 Light, safe, strong and local EN_UpdateFCE_Nov12_10.indd 1 30/10/12 07:52 Contents 04 Leading from the 12 Winds of change top ArcelorMittal and Siemens The reuse of high pressure fl ue gas cooperate to supply the next from the top of the blast furnace generation of wind farms. is reducing ArcelorMittal’s carbon footprint – and our energy bill! Cover Leading from the top Copyright All rights reserved. No part of this publication may be reproduced in any form or by any TM 06 iCARe : Powering means without prior permission in writing. 16 Enamelling goes Although care has been taken that the the future of mobility green information in this publication is accurate, The iCARe™ portfolio of electrical ArcelorMittal does not accept any liability for Appliance makers can now reduce errors or omissions. steels has been created by their carbon footprint, reduce ArcelorMittal to help carmakers costs and increase throughput Photography develop innovative mobility thanks to ArcelorMittal’s new ArcelorMittal and: solutions for a more sustainable Ready-to-Enamel steel. world. p. 1, 4-5: José Luis Méndez – ArcelorMittal Gijón, ArcelorMittal Dunkerque, ArcelorMittal Bremen p. 8-9: Mieres Tubos (Condesa) p. 12-13: Siemens Wind Power p. 14: Shutterstock: Vicente Barcelo Varona p. 17: Shutterstock: CCat82, szefei, Jacek Kadaj, Sergej Razvodovskij, Vadym Andrushchenko; Bretagne émaillage p. 18-19: Philippe Vandenameele, Lindab p. 20-21: David Laurent – wide, Tom 08 Keeping Europe on 18 Protected by Nature D’Haenens, SCH Holland b.v., Mieres Tubos (Condesa), Corinth Pipeworks, the road ArcelorMittal’s Nature Granite® Shutterstock: Shell114, Dmitry organic coated roofi ng steels bring ArcelorMittal’s high strength steels Kalinovsky offer lighter, stronger and safer style and modernity to p.
    [Show full text]
  • Fact B Ok 2015 2 Fact Book 2015
    ArcelorMittal Europe Fact b ok 2015 2 Fact book 2015 ArcelorMittal, the world’s leading steel & mining company > ArcelorMittal is the world’s leading steel and mining company, with around 222,000 employees in more than 60 countries. ArcelorMittal is the leader in all major global steel markets including automotive, construction, household appliances and packaging, with world-class research and development and outstanding distribution networks. > An industrial presence in 19 countries exposes the company to all major markets, from emerging to mature. > ArcelorMittal values geographical breadth, product diversity and raw materials security. > Around 38% of our steel is produced in the Americas, 46% in Europe and 16% in other countries such as Kazakhstan, South Africa and Ukraine. Underpinning all our operations is a philosophy to produce safe, sustainable steel Fact book 2015 ArcelorMittal Europe 3 Sustainability In order to generate sustainability and business improvements across the group, ArcelorMittal focuses on 10 sustainable development outcomes: 1. Safe, healthy, quality working lives for our people 2. Products that accelerate more sustainable lifestyles 3. Products that create sustainable infrastructure 4. Efficient use of resources and high recycling rates 5. Trusted user of air, land and water 6. Responsible energy user that helps create a lower carbon future 7. Supply chains that our customers trust 8. Active and welcomed member of the community 9. Pipeline of talented scientists and engineers for tomorrow 10. Our contribution to society measured, shared and valued 4 ArcelorMittal Europe Fact book 2015 Who we are 86,000 employees 400 different sites $ 39.6 billion sales* $ 259 million invested globally in R&D* $ 737 million 39.6 million tonnes operating income* steel shipments* * in 2014 Fact book 2015 ArcelorMittal Europe 5 What we do ArcelorMittal Europe – Flat Products Flat Products is the largest producer of flat steel in Europe and produces hot-rolled coil, cold-rolled coil, coated products, tinplate, plate and hot-dip galvan- ised products.
    [Show full text]
  • Factbook-2016.Pdf
    ArcelorMittal Fact book 2016 Fact book Details of our steel and mining operations, financials, production facilities and shareholder information. Financial highlights 2016 Sales revenue EBITDA Net debt 56,791 6,255 11,059 (US$ millions) (US$ millions) (US$ millions) EBITDA Capex EBITDA by segment (US$ millions)* Capital expenditure by segment (US$ millions) Mining: Mining: 13% NAFTA: 16% 18% NAFTA: 26% ACIS: 10% Total Total Brazil: ACIS: 10% 6,255 16% 2,444 Brazil: 13% Europe: 38% Europe: 39% * % figures presented exclude holding and service companies and eliminations. annualreview2016.arcelormittal.com © ArcelorMittal 2017 1 ArcelorMittal Fact book 2016 Crude steel production Steel shipments Crude steel production by segment (Mt) Steel shipments by product (Mt) Pipes & ACIS: Tubes: 16% 2% NAFTA: 25% Long: 31% Total Total 90.8 83.9 Brazil: 12% Flat: 67% Europe: 47% Mining operations Own iron ore production by region (Mt) Iron ore shipments market priced, captive and strategic contracts (Mt) Asia, CIS & Other: Strategic 22% contracts: 11% Africa: Total 4% 55.2 Europe: Total 3% 62.9 Market South North Captive Priced: America: America: (Cost 53% 6% 65% plus basis): 35% annualreview2016.arcelormittal.com © ArcelorMittal 2017 2 ArcelorMittal Fact book 2016 Sustainability Financials performance In 2016 we exceeded our financial targets and Our role in creating high materially improved our quality, sustainable balance sheet strength. lifestyles. Industrial assets Operating footprint (113Mt as per 20F) Blast furnace facilities and electric arc furnaces ACIS: 12 17% NAFTA: 25% 6 2 Brazil: 6 11% Total 100% 27 15 13 11 Europe: 47% Blast furnaces Electric arc furnaces Automotives Production We further improved our facilities already best-in-class suite With steelmaking plants in of automotive solutions.
    [Show full text]
  • Arcelormittal Bremen V Commission
    30.9.2019 EN Official Journal of the European Union C 328/53 Interveners in support of the defendant: European Parliament (represented by: L. Visaggio and M. Sammut, acting as Agents), Council of the European Union (represented by: E. Rebasti and J. Bauerschmidt, acting as Agents) Re: Action pursuant to Article 268 TFEU seeking compensation for material loss alleged to have been suffered as a result of the Commis- sion’s refusal to allow the Italian state to establish a state aid in favour of the Banca delle Marche. Operative part of the order 1. The action is dismissed. 2. Mario Scaloni and Ennio Figini shall bear their own costs and the costs incurred by the Commission. 3. The European Parliament and the Council of the European Union shall bear their own costs. (1) OJ C 152, 30.4.2018. Case T-544/18: Order of the General Court of (Ninth Chamber) of 5 July 2019 — ArcelorMittal Bremen v Commission (Case T-544/18) (1) (Environment — Directive 2003/87/EC — System for greenhouse gas emission allowance trading — Regulation (EU) No 389/2013 — Transitional rules for harmonised free allocation of emission allowances — Notification of a change in the national allocation table for Germany for the period from 2013 to 2020 — Request to change the national allocation table recorded in the European Union Transaction Log — Action for failure to act — Instruction given during the proceedings by the Commission to the central administration — Action which has become devoid of purpose — No need to adjudicate) (2019/C 328/60) Language of the case: German Parties Applicant: ArcelorMittal Bremen GmbH (Bremen, Germany) (represented by: S.
    [Show full text]
  • Dokumentation 100 Jahre Hochöfen.Indd
    Dokumentation 100 Jahre Hochöfen an der Weser Hrsg.: Eike Hemmer, Horst Meyerholz, Daniel Tech Dokumentation der Veranstaltung am 29. März 2011 im Lichthaus in Bremen-Gröpelingen Veranstalter: Bremen Betriebsrat Bremen Kooperationspartner: Redaktion: Eike Hemmer, Horst Meyerholz, Daniel Tech Bestellungen und Nachfragen: Betriebsrat ArcelorMittal Bremen Daniel Tech (BR-Referent) Carl-Benz-Str. 30 28327 Bremen Tel.: 0421-648-2267 E-Mail: [email protected] www.huette-bremen.igmetall.de Fotonachweis: Fotos von der Veranstaltung: Daniel Tech, Jan Albers, Till Reinken Historische Fotos der Norddeutschen Hütte: Staatsarchiv Bremen Fotos aus dem Werk: Betriebsrat AMB, Eike Hemmer u. Robert Milbradt Vorwort 5 Daniel Tech Begrüßung 7 Dieter Reinken 1. Bevollmächtigter IG Metall Bremen Grußwort 11 Jens Böhrnsen Präsident des Senats und Bürgermeister „ ... ein Fremdkörper im norddeutschen Raum.“ - 13 Zur Geschichte der Norddeutschen Hütte Eike Hemmer Gesprächsrunde 19 „Klöckner - Bremer Politik - linker Betriebsrat“ mit Hans Koschnick, Bonno Schütter, Robert Milbradt, Peter Sörgel, Dieter Reinken Moderation: Klaus Schloesser „Globale Zeiten: Zentrale Kontrolle, fl exible Belegschaft?“ 35 Klaus Hering Betriebsratsvorsitzender ArcelorMittal Bremen Am Schluss der Veranstaltung wurde der Film gezeigt: „Wir hätten selbst mit dem Teufel getanzt“, den Werner Eiermann und Klaus Schloesser im Auftrag von Radio Bremen 1994 über die Rettung der Hütte produziert haben. 100 Jahre Hochöfen an der Weser Vor Beginn der Veranstaltung vor dem Lichthaus Dennis Thornton und Thomas Balko begrüßen die Gäste in Schmelzermänteln Kollegen von ArcelorMittal Duisburg mit dem AMB-Betriebsratsvorsitzenden Klaus Hering 4 100 Jahre Hochöfen an der Weser Vorwort Daniel Tech 2. April 1911: Der erste Hochofen der Nordeutschen große Stahlkrise. Die gesamte Stahlbranche in der Hütte wird angeblasen.
    [Show full text]
  • Annual Report 2016 2 Management Report Management Report 3
    Management report 1 Annual Report 2016 2 Management report Management report 3 Table of contents Management Report Company overview ____________________________________________________________________________________________ 4 Business overview _____________________________________________________________________________________________ 5 Disclosures about market risks ___________________________________________________________________________________ 28 Group operational structure _____________________________________________________________________________________ 30 Key transactions and events in 2016 _______________________________________________________________________________ 32 Recent developments __________________________________________________________________________________________ 33 Corporate governance _________________________________________________________________________________________ 33 > Luxembourg takeover law disclosure_____________________________________________________________________________ 59 Additional information __________________________________________________________________________________________ 60 Chief executive officer and chief financial officer’s responsibility statement _______________________________________________ 63 Consolidated financial statements for the year ended December 31, 2016 ________________________________________________ 64 Consolidated statements of operations ____________________________________________________________________________ 65 Consolidated statements of other
    [Show full text]