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.

We aim to be a business that optimises its ability to create value, continuing to serve the needs of customers and society in an increasingly resource-constrained, low-carbon world. Through the actions we're taking now, we're building our long-term resilience as a business that is successful in creating value for all our stakeholders.

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Effectively implementing our strategy; developing a high performing organisation; innovating for long-term customer needs; responding to social and environmental trends; long term value; transforming tomorrow

Action 2020

Read more about our Action 2020 strategic roadmap

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How we're implementing Action 2020 in our business segments

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Sustainability tool

10 outcomes driving innovation.

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Innovating for customers' long-term needs

We see the ability to innovate products and processes that solve customers' design challenges as being at the core of our long-term success. We've already established our position as leaders in innovation in a number of sectors. Automotive is a prime example, where we've long worked in close partnership with our customers on breakthrough advances in safe, weight-saving, and emissions-reducing steel solutions. By applying the same model to other industries, we can understand, anticipate and meet the needs of customers at the design stage.

Steel in Modern Construction

Tools for architects and designers.

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Beyond 2020, we want to expand the realms of possibility for our customers by showing them how imaginative new solutions – advanced steels and revolutionised processes – can transform their products or the way they are made, sold and used.

Sustainable development will play an important part in this. We know that trends driven by technology, such as autonomous driving and car-sharing, will transform the way our customers offer their products. We also know that customers will, like us, increasingly seek solutions that offer social and environmental benefits.

Already, we're providing customers with a range of tools and data to help them assess the lifecycle impact of the steel they use. We have a number of new initiatives that will enable us to create customer and broader stakeholder value beyond 2020. For example, our Steel in Modern Construction programme will enable architects and engineers to design the most sustainable buildings by looking at the lifecycle impacts of all the materials they use. Our new sustainability innovation tool, with which we plan to assess the social and environmental impact of every innovation in our R&D pipeline, will reassure us and our customers that ArcelorMittal’s steel solutions are making a positive contribution to a more sustainable future.

Our people

Creating a safe, high performance culture for the workforce of the future.

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High-performing organisation

We know that businesses like ours will have to become ever more adaptable in the years beyond 2020, and be able to anticipate and respond to the needs of customers and society more widely. The new technologies and approaches that are already changing our industry – robotics, digitalisation and big data – will need new skills and talents. We're building a lean, agile organisation, with a focus on these particular capabilities, in order to capitalise on the benefits these technologies bring.


Just one of the megatrends we are investigating is the digitalisation of both manufacturing and business. The ultimate goal of this initiative is to have a fully digitalised enterprise where manufacturing and business optimisation are fully linked together. To accomplish this, global R&D is developing a set of tools – both physical, such as sensors, and analytical, such as big data platforms.

This means ensuring a pipeline of the technical, scientific and engineering skills we'll need to continue being the leader and innovator of our industry. It also means identifying and nurturing the leaders who have the important strategic and communication skills to take us forward.

Regarding digitalisation, I am sure we are only at the beginning of capitalising on the opportunities it presents. It will be a key building block of our future business and performance.

Geert van Poelvoorde
CEO, ArcelorMittal Europe Flat Products

Investment in schools and universities

We're building a pipeline of talented scientists and engineers through our investment in STEM in schools and universities.

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To find, retain and motivate these talented people, we're creating a culture that enables them to perform at their best, rewarding success and giving people opportunities while hearing and responding to their concerns. We believe our commitment to sustainable development will also prove increasingly important, as people want to know that their work is making a positive contribution to the world.

Robotisation. 3D printing. Big data. The questions that new technologies pose are fundamental to how our future economy will be run: it’s not only a question of what benefits digitalisation can bring, but what new skills we will need, and what roles people will be freed up to play in a world where technology does so much more.

Henri Blaffart
Executive vice-president, group head of human resources and corporate affairs

Sustainability Review 2016

Embedding and building on our 10 outcomes.

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Responding to social and environmental trends

Our 10 sustainable development outcomes are designed to equip us to respond to society’s long-term trends. The challenge by 2050 will be to ensure that the nine billion people living on earth can live well within a low-carbon, circular economy. The Paris Agreement on Climate Change and the UN's Sustainable Development Goals (SDGs) have now clearly indicated how governments, companies and civil society need to work together to respond to this challenge.


To sustain the lifestyles enjoyed in a developed economy, we use about 10 tonnes of steel per person, providing endless aspects of our quality of life that we take for granted – safety, shelter, mobility, clean water and healthcare to name but a few. A developing country typically uses less than half a tonne per person. What will it take to enable every person in the world to enjoy the quality of life that 10 tonnes of steel provides, without compromising the security of our climate?

Seizing the value chain opportunity

We're helping lead our industry in sustainability assurance through ResponsibleSteel™ and IRMA.

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Firstly, achieving a sustainable society will mean higher social and environmental standards, with businesses expected to know and show how their products are sourced and made, and to demonstrate that they create value, rather than erode it. This is the expectation for responsible production patterns encapsulated in SDG12. By 2020, we expect ResponsibleSteel™ to be the norm in our industry.

Our customers know that sustainability standards are increasingly important to the young generation, who will become both the consumers and the leaders beyond 2020.

Geert Van Poelvoorde
CEO, ArcelorMittal Europe – Flat Products

It will also mean developing a truly circular economy – a transformation in which we believe steel has a vital role. Although endlessly recyclable, there will not be enough obsolete scrap steel in the world to enable all new steel to be made from recycled scrap until 2070. So we are looking at the ways in which new ownership models will influence steel consumption in the future – in cars for example.

In a circular economy world where nothing is wasted, where water and materials are a protected resource, we need to find new models to extend the life of the products we make, and ensure that one industry’s waste is another’s input collaboration. This will not only be a good idea, it will be the only way to survive.

Alan Knight
General manager, corporate responsibility

In the interim, we're working on the technology to enable the steelmaking process itself to be part of a low-carbon, circular economy. One idea is to enable the carbon we need for the chemistry of steelmaking to be re-used so that society as a whole minimises its overall emissions.

For example, carbon capture and utilisation technology (CCU) can combine waste carbon with hydrogen to produce useful products such as liquid fuel. This has the potential to transform not just steel but those parts of the transport sector that are most difficult to decarbonise, such as heavy goods vehicles and aviation. Such advanced biofuels from CCU could even be used as a form of energy storage, to support intermittent renewable energy sources such as wind and solar power. And it doesn’t stop there. The possibilities to use steel’s by-products in place of fossil fuels to make other products are significant – plastics, rubber, paints and even protein, that would lock in carbon and prevent it from release into the atmosphere. Just as in the past, when the steel industry closed the materials loop by recycling scrap, could it in the future become the groundbreaker to close the carbon loop too? We’re starting before 2020, of course, but we are laying the foundations of a very different future.

Innovative cross-sector partnerships will help us to develop and industrialise carbon re-use technologies that have the potential to take waste products created in the steelmaking process and use them to transform many of the basic systems we take for granted.

Carl de Maré
Vice-president, technology strategy