2016 was a year of important progress for ArcelorMittal.

Action 2020

Action 2020 is ArcelorMittal's commitment to structurally improving profitability and cash flow generation.


Good corporate governance is about compliance, continuous stakeholder dialogue and being a good corporate citizen.

Fact book

Details of our steel and mining operations, financials, production facilities and shareholder information.





(US$ billion)



(US$ billion)

Steel shipments


(million tonnes)

Lost time injury frequency rate


(incidents per million hours worked)

Ebitda contribution to Action 2020


(US$ million)

Safety performance


incidents per million hours worked

Color #8B819E
X-axis LTIFR
2014 1.09
2015 0.99
2016 1.01

Severity rate

number of days lost to injury per thousand hours worked

Color #AA9E6E
X-axis Severity rate
2014 0.10
2015 0.10
2016 0.10
Severity rate
Take care

A flagship new safety training programme for Europe

In Europe, we launched a different kind of initiative at the end of 2015 to drive better progress on safety. The Take Care! training programme targets all 60,000 shop-floor workers across our plants in Europe and aims to build a better health and safety culture. It focuses on changing behaviour through intensive participatory classroom and shop-floor learning.


Based on well-known standards such as ArcelorMittal’s 10 Golden Rules, Take Care! brings the principles of safety to life through practical examples, group activities and games that enable staff to internalise safety values and thus contribute to a stronger safety culture.

In 2016, we rolled the programme out across operations in France, Spain, Luxembourg and Bosnia & Herzegovina.

Belval, Luxembourg wins excellence award for safety ‘maturity culture’

An ambitious programme of safety culture change at our Belval plant is recognised by Worldsteel.


Even with all the proper processes and systems in place, safety can still be a challenge, because it’s as much about behaviour and paying attention as it is about procedure. Our plant in Belval, Luxembourg, saw that their safety standards were beginning to slip, and realised that the solution lay in attitudes and culture. The leadership team introduced the ‘Maturity Project’ which aimed to bring about an ambitious culture change to ensure that everyday production processes adhered to the highest safety standards. This included a training programme for all site leaders to enable them to empower all employees at the facility by building technical knowledge and the right behaviour. The project was recognised by Worldsteel’s Safety and Health Excellence Recognition Programme in October 2016.

World first as Jet Vapor Deposition line opens

Breakthrough technology for metallic coating of steel.

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Sustainable innovation at the heart of Action 2020

The future of steel, and of our Europe business in particular, will be driven by innovation. In 2016, we developed and expanded a wide range of solutions in terms of both products and processes – and since our customers are, like us, growing more focused on their environmental and social impact, these solutions are increasingly designed to contribute to a sustainable future.


Broadening our product mix is a key part of our Action 2020 strategy, and innovation ensures that this expansion is focused on quality, as well as quantity. In 2016, for example, we inaugurated a new, breakthrough technology for the metallic coating of steel – called Jet Vapor Deposition (JVD) – in our brand new line in Liège (Belgium). This line will produce two new coated products – Jetgal® for the automotive industry and Jetskin™ for industrial applications such as household appliances, both of which demonstrate improved quality, enhanced functionality and lower environmental footprints in both energy and water. The €63 million production line was officially inaugurated by the King of the Belgians in February 2017.

We also expanded our capability to produce improved versions of existing products – for instance, by bringing out new refinements to our range of sheet piles, developed by our R&D teams, enabling us to attract new customers in new market segments.

Our customers’ needs are continually evolving and the products we will make in ten years’ time will not be the same products we are making today. We're working alongside customers to understand and anticipate these developments and shape our product portfolio accordingly. Our R&D teams' focus on sustainability – and increasing customer demand – mean that the products we develop will contribute to a sustainable future.

Augustine Kochumparampil
CEO, ArcelorMittal Europe - Long Products

ResponsibleSteel™ and sustainability assurance

Our customers are growing increasingly interested in how the products they buy are sourced and made, and requests for value chain assurance are becoming widespread in a range of industries. We are seeing evidence of the broader trend already in Europe. In 2016, our ability to demonstrate sustainability standards contributed to us winning an open tender for a valuable contract to supply 120-metre rails to Deutsche Bahn, while many of our biggest automotive customers were involved in founding the European Automotive Working Group on Supply Chain Sustainability.


European carmakers come together to drive sustainability

Some of the biggest names in the European automotive industry have joined forces to form the European Automotive Working Group on Supply Chain...

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Deutsche Bahn supplier

ArcelorMittal secures another year of rail deliveries to Deutsche Bahn.

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We see this trend as an opportunity to develop a common approach for our customers and, as a result, strengthen our credentials as our customers' preferred supplier. At its heart, the ambition is to reassure our customers about our own sustainability standards and our approach is to work with partners to drive improvements across the steel and raw materials supply chain. This is why, at a global level, ArcelorMittal is helping to lead the industry’s drive towards third-party certification standards through the development of ResponsibleSteel™, something many of our European customers are responding to positively.

Innovating to create a lower-carbon future

Through life cycle assessment – the study of the total impact of a product from raw material extraction, through manufacture and transport, to use and disposal or recycling – we know that our steel can contribute to lower overall carbon emissions compared to other materials in many applications. We also know that many of the products we make, such as lighter components for cars or packaging, help our customers achieve CO2 savings.


Read more about our Low Carbon Technology Partnership Initiative.

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But we also expect innovation, and innovative partnerships and collaborations, to play a key role in addressing the carbon footprint of our operations. At the COP22 talks in Marrakesh in 2016, we announced the formation of our Low-Carbon Technology Partnership Initiative with our European partners Evonik, LafargeHolcim and Solvay. The partnership will look at the potential synergies that exist between the manufacturing processes of the steel, cement and chemicals industries, and how we can harness them to produce CO2 savings. As a first step, the partnership will study potential ways to use waste gases and other by-products to create value.

Innovative cross-sector partnerships such as this will help us to develop and industrialise carbon re-use technologies, ensuring that waste products created from the steelmaking process are effectively harnessed and re-used.

Carl de MaréHead of technology strategy

Steel, ethanol and the low-carbon economy

How our partnership with LanzaTech could show the way to a carbon economy of the future.

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We're also exploring the use of breakthrough technologies to capture and store carbon. One of our most promising projects is our partnership with biotech company LanzaTech, designed to convert waste carbon monoxide from steel production into ethanol on a commercial basis. In 2016, we began an €87 million pilot of this technology at our mill in Ghent, which aims to produce enough ethanol each year to run half a million cars. Ethanol produced in this way was recognised as a renewable energy by the European Commission in 2016 – and each tonne of ethanol produced will reduce overall CO2 emissions by 2.3 tonnes.

These developments, though exciting, are still at a relatively early stage, and we know that many challenges remain for us. Among them is the availability and price of scrap steel, which affects the balance of steel production at our sites. High scrap prices make it less viable to produce steel in electric arc furnaces, which recycle a higher proportion of scrap than blast furnaces; these make steel from iron ore, with a higher carbon input. We have supported a number of studies into scrap steel flows in order to further explore this issue.

See Outcome 4 for our Resources.

Energy vigilance brings further cost and carbon efficiencies

Many of our steel plants in Europe are at a good level in terms of energy efficiency. And yet our colleagues are always looking for further improvements. A simple example in 2016 comes from Dabrowa Gornicza (Poland), where the installation of 11 variable speed drives (VSD) on different motors across the site, is expected to deliver electricity cost savings of over 250 times the investment in the first year.

Being able to control the speed of a motor and therefore the power supplied to it means that we can reduce the rotational speed of the motor to just what is needed. Since motors drive a large number of fans and pumps in a steel plant, even a small reduction in each can add up to a significant amount of energy and carbon savings. In the case of DG, the new VSDs will save an estimated 24,000 tonnes indirect CO2 emissions from reduced electricity each year.

In total, our energy related investments in Europe Flat Products totaled €18.5 million in 2016 – generating a total of 135,000 tonnes CO2 reduction (scope 1 and 2) on an annual basis.

Air emissions

Harnessing innovative technology to reduce emissions.

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Investing in cleaner air

While we continue to explore ways to address our CO2 emissions, we're also improving our sites to reduce dust and other emissions that we know are a matter of concern for the people who live and work around us. A great example is our modernisation programme in Poland, in which environmental investments play an important part.


By the end of 2016, we had completed our modernisation of the coke plant at Zdzieszowice, which will have a significant impact on air emissions. We also approved three new capital investment projects at our Dabrowa Gornicza site, with a total investment of US$92 million. We expect these projects to be completed by 2018, when they will ensure our operations in Poland are compliant with the European Industrial Emissions Directive.

We know that other communities have concerns about dust and air quality, and we are continuing a programme of both innovation and investment across Europe. At our Zenica site in Bosnia and Herzegovina in early 2017, for example, we installed an industrial demonstration of an important new technology developed by our global R&D team to improve air emissions from the sinter plant.

Continuing our transformation as a business

The innovative work we've done in Europe in 2016 has been made possible because of the changes we've made to the business in recent years. In 2016 this involved important progress in the utilisation of new digital platforms to optimise our service to customers and our procurement processes. In 2016 this continued with changes to our operational footprint in our Long Products business through the sale of Zaragoza, the partial closure of Zumarraga and the partial shutdown of Sestao in Spain. In addition to footprint optimisation, our Long Products business also moved to a new, product-based business model in order to facilitate stronger customer focus and service.

We also made encouraging progress through our Flat Products Transformation Plan, the backbone of our European Action 2020 initiatives. In 2016 this involved important progress in the utilisation of new digital platforms to optimise our service to customers and our procurement processes. This has focused on further removing bottlenecks from our supply chain, reorganising our finance and purchasing functions, and increasing our commercial focus so that we can be more responsive to customers.

A high-performing workforce with the skills we need

The improvement in performance we still need to make to achieve our Action 2020 objectives will be delivered by our workforce. We're working with employees to ensure that our working culture is diverse, fair, and performance driven.


ArcelorMittal Europe employs more than 80,000 people

In 2016, ArcelorMittal Ostrava received the "Company of the Year: Equal Opportunities award" at the Prague Diversity at Work conference for its support of female employees, and in France, we've worked with three trade unions to promote the vocational integration of workers with disabilities. Our Fos-sur-Mer site runs a training programme aimed at qualifying unemployed people with disabilities to work in metallurgical roles in partnership with Agefiph (Fund for the Integration of the Disabled).

Ensuring that our current and future workforce has the skills needed to succeed in a rapidly evolving industry, in which digitalization and robotics are playing an increasingly important part, is also crucial, and we've continued to build relationships with schools, technical colleges and universities across Europe. To cite just a few examples, ArcelorMittal Galati in Romania welcomed 100 graduates from Galati and Braila counties at its apprentice school in 2016, and in Poland, we ran a pilot skills programme for students from Zespół Szkół HTS vocational school in Kraków.

At-a-glance: key progress against our Action 2020 objectives


  • Continued to optimise operating footprint with the sale of Zaragoza, partial closure of Zumarraga and partial shutdown of Sestao in Spain.
  • Flat Products Transformation Plan: procurement, productivity and reliability savings on track.
  • Reporting structures amended in finance, supply chain and marketing, to drive a more integrated, centrally co-ordinated approach.


  • Relining of blast furnace #5 in Kraków completed in 2016 as part of total upstream and downstream investment at the plant that will extend hot rolling mill capacity by 0.9 million tonnes a year and hot dip galvanizing capacity by 0.4 million tonnes a year.

Product mix and customer service

  • Expanding our Fortiform® family of third-generation AHSS products through upgrades at Ghent and Liège.
  • Sagunto, Spain, became our fourth plant in Europe to produce aluminium-silicon coated steel, Usibor® Alusi.
  • Working with customers on products with sustainability benefits and on supply chain assurance.

Outlook for 2017

European carmakers come together to drive sustainability

Some of the biggest names in the European automotive industry have joined forces to form the European Automotive Working Group on Supply Chain Sustainability, which aims to improve the social, ethical and environmental performance of automotive supply chains.


The new group reflects the automotive industry's leadership in supply chain sustainability, a trend that is growing among other sectors. Coordinated by CSR Europe, the group consists of several automotive manufacturers working together in recognition that people and the environment are vital resources in the automotive industry. In their words:

"As the automotive industry has complex value chains and a deep structured supplier base, the group believes in the benefits of a common approach and common messages towards suppliers, i.e. trainings and other activities. However, every party of the group shall maintain the management of their independent supply chains. In the process of collaboration, the participants strongly agreed to work together in compliance with competition law."

Find out more about our SD outcome 7: Supply chains that our customers trust.