Sustainable steel

Policy and indicators 2014

TABLE OF CONTENTS

Foreword

Policy and commitments

Steels endless life cycle

Environmental performance

Social performance

Economic performance

10

Industry sustainability initiatives

12

Sustainability indicators summary table

14

Contributing organisations and associations

15

About the World Steel Association

The World Steel Association (worldsteel) is one of the largest and most dynamic industry associations in the world.
worldsteel represents approximately 170 steel producers (including 9 of the worlds 10 largest steel companies),
national and regional steel industry associations, and steel research institutes. worldsteel members represent around
85% of world steel production. worldsteels mission is to act as the focal point for the steel industry, providing global
leadership on all major strategic issues affecting the industry, particularly focusing on economic, environmental and
social sustainability.
Sustainable Steel Policy and Indicators 2014
World Steel Association 2014
ISBN 978-2-930069-75-3
Cover image: Webb Bridge, Australia designed byDenton Corker Marshall, in collaboration with artistRobert Owen
Design by double-id.com

foreword

Whether in lighter, more efficient vehicles or renewable

energy generation, steel is essential to the modern
world, and its use is critical in enabling man to
move towards a sustainable future. Steel is also
necessary for new, highly efficient power stations and
the construction of smart electrical grids, transport
infrastructure development, energy-efficient residential
housing and commercial buildings.
More than 1.6 billion tonnes of steel are produced
every year. Currently, 47% of steel is produced and
used in mainland China. There will be continuing
growth in the volume of steel produced, particularly in
developing areas such as Latin America, Asia, Africa
and the Indian sub-continent, where steel will be
vital in raising the welfare of developing societies. In
these regions, worldsteel estimates that 60% of steel
consumption will be used to create new infrastructure.

Industry commitment - a decade

of sustainability reporting
Sustainability reporting at a global level is one of the
major efforts that the steel industry undertakes to
manage its performance, demonstrate its commitment
to sustainability and to enhance transparency. We
are one of the few industries that report at the global
level and have done so since 2004 when the first
sustainability report was published.
This annual brochure is dedicated to our stakeholders.
It is the result of a joint effort between our members
as well as non-member steel companies and
associations. Our aim is to inform the public about the
environmental, social and economic performance of
the steel industry measured by a set of 8 sustainability
indicators.1 This issue compiles data from 2003 to
2013 to demonstrate trends over the past decade.

Verification and coverage

Every year our aim is to increase global tonnage
coverage and the number of companies reporting to
improve representativeness. The reported data are
reviewed and verified by worldsteel staff to ensure the
accuracy and consistency of figures. The scope of the
sustainability report is steel plant sites, including R&D
facilities, for the environmental and social indicators and
consolidated financial data for the economic indicators.
The coverage over the years reflects the steel industrys
commitment and dedication to sustainability reporting.
Reporting is voluntary. In 2004, 42 steel companies
participated with a rise to 149 companies (96 directly
and an additional 53 via 6 associations) in 2014. Crude
steel produced by companies who reported on one
or more indicators for fiscal year 2013 was 640 Mt,
representing 40% of global crude steel production.
The increase in participation is not equal across all
indicators but companies are nevertheless encouraged
to continue their participation, or to start contributing
even with fewer than 8 indicators, as it allows them to
monitor and improve their performance for those that
they are able to report. We continue to encourage
full reporting.
We recognise that continued engagement and
collaboration with our stakeholders are essential as
we strive to become a fully sustainable industry in a
sustainable world. We welcome your feedback
and ideas.
Edwin Basson
Director General
World Steel Association

1 The selected indicators were developed by worldsteel members in

consultation with external organisations in 2003. They are applicable to
steel companies worldwide. The methodology for some indicators has
been further developed since then. Current calculation methodology for
all indicators is available at worldsteel.org.

Policy and commitments

The steel industry believes that sustainable

development must meet the needs of the present
without compromising the ability of future generations
to meet their own needs. Members of worldsteel are
committed to a vision in which steel is recognised as
a key element of a sustainable world. This is achieved
by a financially sound industry that takes leadership
in environmental, social and economic sustainability.
Figure 1 below shows the steel industry sustainable

Safe

rd s

da

nd
uc
em stan t ou
plo da r b
ye rds usi
n
an es, in o ess
d cu ur w
th st
e om dea ith h
co e li
m rs, ng igh
s
m
un sup wi ethi
ity pl th ca
l
.
ier
s

Figure 1: Steel industry sustainable development policy

ls

tan

S t a ke h

Co

ra

Engage our stakeholders

and independent third parties
in constructive dialogue to help
fulfill our sustainable
development commitments.

hi

ca

ders

Opera

ties

dt

cy

mmu n i

an

en

lth

al co

u re

ar

hea

Loc

los

ge
s.
ed
er
wl
th n
no ility o e i
r k ab ith tiv elp ns
ou ain it w ac d h atio nt
on ust re nd an nis e
ild f s sha n a ns ga lem
Bu o gly ope atio d or imp es.
llin e nic an to tic
wi ll b u s in c
d wi m nie ha pra
an e om a c le
W
r c mp ply ab
ou l co sup tain
s
ee e
st n th su
i

Disc

sp

nd

te ou
and fi r business
n
e
inorde ancially su s in an effi
staina
c
r to s
u
ble w ient
p
p
ly ste
and s
el pro ay
olutio
du
ns tha
our c
t satis cts
usto
and p mers nee fy
ds
rovide
to ou
r stak value
ehold
ers.

o
vir

nm

ty a

Fo
in t ster t
h
he
ste e we
llel i
wit ndu being
ha
stry
of e
s
wo
a
rkin afe a nd p mplo
g e nd h rovi yee
s
d
nvi
ron ealthy e the
me
m
nt.

ibility
s
pons
l res initiative
d
socia
rate alues an e people
onst
h
v
h
Dem moting ect for t ted wit
ia
ro
esp
r
ssoc
by p
ies a
show
s.
that ommunit sinesse
u
c
and
our b

ehol

ectio

ts
duc sed
pro crea on
r
u
n
i
i
uct
of o ing
cy clud prod
n
e
n
, i n the teel
fici
i
s
-ef ycle
eco life-c iency se of d
e
c
t
h
te y,
t
fi he u
t
c
f
i
u
e
e
r
m
t
d
is
y
om ove
pro erg
tim
ing
Op h the d en d dur are c he rec teel.
n an
We of t of s
l
oug e a
thr sourc f stee ucts. otion cling
d om
o
re
o
cy
r
p
pr nd re
a
the
to euse
r

En

Value for stak

ent

rot
al p

development policy, which was adopted in 2002

and built on a set of principles established in 1972,
and a statement of principles issued in 1992. The
policy encompasses seven commitments which have
been translated into an industry-wide Sustainable
Development Charter. In 2012, 66 members of
worldsteel signed the Charter which commits them
to improving the social, economic and environmental
performance of their companies.

Et

o lder engagement
Source: worldsteel

Steels Endless Life Cycle

aw

ma

terial e x t r a c

el p r o du c t i o n

tio

Man

S te

-life and recyc

- of
lin
R eu s e a n d r e

nd

10
0%
pr
r
e- ecyc
ste cons lable
ume
el
r
scr
ap

100% recyclable
post-consumer
steel scrap

an

ufacturing

U se

Figure 2: Steel life cycle phases and recycling

Once steel is produced, its life cycle is potentially

endless because it is easy to recover with magnets
and 100% recyclable without loss of quality. This
makes it a permanent resource for society as long as
it is recovered at the end of each product life cycle.

Durable and reusable

Steels durability is one of the key properties that
make steel a sustainable material, allowing for the
reuse of countless products - from paper clips to
automotive components and rail tracks. A wide range
of steel products, like automotive engines and wind
turbines, can be remanufactured for reuse, taking
advantage of the durability of the steel components.
Remanufacturing restores durable used products to
like-new condition. Both reuse and remanufacturing
extend the overall product life and thereby save
valuable resources.2
2 worldsteel, Sustainable Steel - At the core of a green economy, 2012.

ufacturing

Source: worldsteel

100% Recyclable
Its recyclability is another key factor contributing to
steel being a sustainable material. 100% of scrap
from steel production and downstream processing is
collected and recycled directly into steel production.
Post-consumer scrap has to be collected and
prepared (for example by shredding and baling).
Because of the high value of steel scrap, there
are economic incentives that help to maintain high
recycling levels, in addition to environmental benefits.
Steel is the most recycled material in the world, with
over 650 Mt recycled annually, including pre- and
post-consumer scrap.3
Recycling accounts for significant energy and raw
material savings: over 1,400 kg of iron ore, 740 kg
of coal, and 120 kg of limestone are saved for every
tonne of steel scrap made into new steel.
3 Bureau of International Recycling (BIR), World Steel Recycling in Figures
2009-2013, 2014.

Environmental Performance

Environmental protection
Steel manufacturing has a variety of impacts on
the environment. The main impacts come from the
use of energy and raw materials, which result in the
emission of carbon dioxide (CO2), sulfur oxides (SOx),
nitrogen oxides (NOx) and dust to air, as well as water
consumption and associated emissions.
The steel industry is committed to act responsibly to
minimise or prevent negative environmental impacts.
Based on this commitment, our environmental
indicators track our performance in greenhouse-gas
emissions, energy intensity, implementing environmental
management systems and using resources efficiently.
worldsteel has developed a global and regional life
cycle inventory database including cradle-to-gate
environmental inputs and outputs tracking resource use
(raw materials, energy and water) and emissions to land,
air and water for 15 steel products.
worldsteel also produces technical reports to help
improve the environmental performance of steel plants
around the globe. Most of these reports are kept up-todate through internal online sharing and benchmarking
systems. Examples of topics covered are:
air quality
by-products
energy use
maintenance and reliability
raw materials
water management.

Technological advancements over the past 25 years

have enabled substantial reductions in CO2 emissions
from steel production. These advancements include:
energy efficiency in the steelmaking process
improved steel recycling rates
 increased recycling and utilisation of by-products
from steelmaking
extensive process automation for precise control
of steelmaking processes.
The efficient use of energy has always been one of the
steel industrys key priorities. Cost is a key incentive
for this, considering that energy purchases account
for 20-40% in basic steel production.5, 6 Over the last
50 years, the steel industry has reduced its energy
consumption per tonne of steel produced by 60% (see
Figure 3). On average, energy intensity is currently
at 20 GJ per tonne of crude steel cast (see p. 14,
Indicator 2).
Modern steel production processes are now very
close to their theoretical minimum energy and CO2
intensity per tonne of steel output. While further
medium-term improvements will be made through
technology transfer and spread of best practice,
to make a significant difference in energy and
CO2 intensity in the long term, new low-carbon
breakthrough steelmaking technology is required
(see worldsteel position paper: Steels contribution
to a low carbon future, 2014).
100

Energy consumption (%)

80
60

Indicators 1 and 2: Greenhouse-gas

emissions and Energy intensity
The greenhouse gas of most relevance to the world
steel industry is carbon dioxide (CO2), as it makes up
approximately 93% of all steel industry greenhouse gas
emissions.4 On average, 1.8 tonnes of carbon dioxide
are emitted for every tonne of steel produced (see p.
14, Indicator 1).

4 worldsteel LCA Methodology Report, 2011.

40
20
0

60 965 970 975 980 985 990 995 000 005 010 013
2
2
2
2
1
1
1
1
1
1
1

19

Figure 3: Indexed global energy consumption/tonne of crude

steel production
5 The State-of-the-Art Clean Technologies (SOACT) for Steelmaking
Handbook, 2nd Edition Asia Pacific Partnership for Clean Development
and Climate, 2010.
6 Saving One Barrel of Oil per Ton (SOBOT), American Iron and Steel
Institute, 2005.

Indicator 3: Material efficiency

worldsteel members report that 96% of the raw
materials used on-site to make crude steel are
converted to products and by-products, meaning that
very little waste goes to landfill (see p. 14, Indicator 3).
The industrys goal is zero waste. Material efficiency is
also promoted through innovative design for reuse and
the development of high-strength steels that allow for
dematerialisation (see case study p. 11).
Recovered by-products can be recycled during
the steelmaking process or sold for use by other
industries. Use of by-products supports the
sustainability of the steel industry. It prevents landfill
waste, reduces CO2 emissions and helps preserve
natural resources. The sale of by-products is also
economically sustainable. It generates revenues for
steel producers and forms the base of a lucrative
worldwide industry.3
Some companies report a by-products utilisation and
recycling rate as high as 99%.7

% of employees and contractors working in registered

production facilities

94
92
90
88

Indicator 4: Environmental management

system (EMS)
An EMS helps an organisation to monitor and
improve its environmental performance and to
increase its operating efficiency. Water management
and air quality control are key aspects of an effective
EMS.
According to worldsteels sustainability statistics,
in 2013 approximately 90% of steel industry
employees and contractors worked in EMS
registered production facilities (EMAS or ISO 14001
certification), up from 86% in 2003 (see p. 14,
Indicator 4). A number of steel member companies
achieved 100%. This increasing trend is expected
to continue as new and stricter regulations are
enforced in countries globally.

Also at worldsteel.org:
Steels low carbon future position paper
 Global and regional life cycle inventory data
for 15 steel products
 Local environmental issues: How steel
companies manage water and air quality
Climate Action Programme
 Fact sheets on Steel and Energy, Raw
Materials, and By-products

86
84
82
80

03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

11

20

12

20

13

20

Figure 4: Environmental management system (EMS)

CO2

7 Nippon Steel & Sumitomo Metal Sustainability Report 2013.

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

25

25

27

30

38

49

45

51

52

50

n/a

Energy

25

25

27

30

38

49

45

51

52

50

n/a

Mat.Eff.

25

27

27

31

25

26

36

38

41

42

44

EMS

26

34

31

35

25

27

36

42

44

43

45

Table 1: Number of reporting companies for Indicators 1 through 4

Social performance

Employee safety and health

Safety and health is the number one priority for the
steel industry. worldsteels policy is to help all our
members achieve an accident-free workplace as there
is no area, process or type of work that cannot be
accident-free.
This is supported through:
 use of industry safety and health principles
 sharing experience and good practice through
seminars, workshops and development of an alert
network to share serious incidents
 annual reporting on safety performance including
LTIFR (Indicator 5)
 safety and health excellence recognition programme
showcasing member initiatives and projects
an annual global Steel Safety Day.

Indicator 5: Lost time injury frequency rate

(LTIFR)
One of the most common indicators of safety is lost
time injury frequency rate. A lost time injury is an
incident that causes an injury that prevents the person
from returning to his next scheduled shift or work
period. Figure 5 shows a steady and notable decline
in the number of lost time injuries, demonstrating the
industrys commitment to eliminating accidents and
injuries. Reporting by member companies on this
indicator has more than doubled since 2004.

safetyDay
In 2014, worldsteel and its members launched
an annual global Steel Safety Day to continue
working together with all involved in the industry
to create a safer work environment in the steel
industry.
Participating companies carried out a safety
audit across the entire employee group from
CEOs to engineers to managers, operators
and service providers. The audit focused on
identifying the hazards for the main causes of
safety incidents within the steel industry and
setting up action plans to manage the hazards
and risks for each site.
More than 480,000 people from 373 sites
participated in the first industry-wide safety
audit on 28 April this year including 39
member companies, representing 53% of
worldsteel members production.

Injuries / million hours worked

6
5

Employee development and training

4
3
2
1
0

03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

11

20

12

20

Figure 5: Lost time injury frequency rate indicator results

13

20

The steel industry is committed to offer employees

the opportunity to further their education and develop
their skills. Not only is this a way of enhancing quality
of work and productivity but it also boosts employee
satisfaction. worldsteel measures performance in this
area with the employee training indicator. Training and
knowledge management are also enhanced through
the worldsteel steeluniversity initiative.

Indicator 6: Employee training

Also at worldsteel.org:

Employee training refers to instruction provided to

enhance the skills, capabilities and knowledge of
employees. Training may involve various types of
programmes such as classroom instruction, computerbased training, or on-the-job instruction. Employee
training measures the total days of training per
employee. This indicator does not focus on safety and
health training, but may include it. For 2013, members
of the steel industry reported 7.8 days of training per
employee (see p. 14, Indicator 6).
2003
LTIFR
Training

26

#lovesteel films - a series of interviews with

steel industry employees working in diverse
roles, sharing what they love about their jobs
 worldsteel Safety and Health Principles
Guidance Book
 worldsteel Safety and Health Excellence
Recognition programme brochure

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

35

33

36

44

41

64

90

92

89

74(p)*

33

28

31

24

26

33

38

39

38

38

Table 2: Number of reporting companies for Indicators 5 and 6

(p) = preliminary; data collection in progress
* In addition to 74 worldsteel member companies, 54 non-member companies reported via 4 regional associations.

steeluniversity and 8th steelChallenge

steeluniversity, a worldsteel initiative, is a web-based industry university delivering education and training to
current and future employees of steel companies and related businesses. steeluniversity includes courses
on steel manufacturing, steel applications, ferrous metallurgy, steel business, environment and safety.
steeluniversity offers more than 30 training modules via its online learning system steelLearning+ accessible
from the website steeluniversity.org. Students from over 400 universities and employees from more than
100 companies have used steeluniversity to supplement their education.
steeluniversity sponsors an annual steelChallenge to test students and young industry professionals on their
knowledge of steel manufacturing and use of one of the advanced simulations offered in steelLearning+.
Participants compete against other teams in a two-round competition, with regional champions going on to
compete in the world championship round held in Brussels, Belgium each February.
The winners in the industry category for the 8th
steelChallenge 2013/4 were Kausik Tamuli and
Animesh Kumar Singh of Tata Steel Ltd. in India. The
winners of the student category were Ezio Agustin
Casalini and Francisco Braas of Universidad
Nacional del Sur in Argentina.
The 9th steelChallenge is scheduled for
November 2014 when the regional champions
will be identified. The winning entrants will be
invited to take part in the world championships
in February 2015.
9

economic performance

Investing in innovation
Innovation is at the heart of the steel industry. Over
75% of the steels in use today did not exist 20 years
ago. Approximately 60% of the steel grades used
to manufacture automobiles today were introduced
in the last 10 years. Investing in the development
of high-strength steels also allows for reuse and
dematerialisation of steel products which saves
resources (see case study p.11).

10
8
6
4

 he steel industry must ensure the continued

T
investment in the development of new steel products
and production technologies. One of the indicators
used to track this is Investement in new processes and
products, Indicator 7.

Indicator 7: Investment in new processes

and products

Capital expenditure refers to money used to acquire

or improve long-term assets such as property,
plants, and new equipment
Research and development expenditure refers to
money used to develop new scientific or technical
knowledge to develop new products, processes,
and services.
Figure 6 shows a steady increase in investment in new
processes and products between 2003 and 2013.
Member companies reported an average value of
8.6% of revenue for investments in new processes and
products for 2013 compared with 6.0% of revenue in
2003.

EVD

0
03

20

04

20

05

20

06

20

07

20

08

20

09

20

10

20

11

20

12

20

13

20

Figure 6: Investment in new processes and products indicator

results

The steel industrys greatest value contribution

is providing society with steel products that are
indispensable in sustaining and improving our modern
world and standard of living. There is hardly any object
that we use that does not contain steel or that was not
created with equipment made of steel. From common
kitchen utensils to automobiles and wind turbines,
steels durability and strength add value to society.
While it is difficult to quantify this added value, one
indicator used by worldsteel aims to quantify the value
distributed to society by the steel industry: Economic
value distributed, Indicator 8.

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

31

35

34

36

31

32

38

41

42

40

34

24

25

34

37

42

42

40

Table 3: Number of reporting companies for Indicators 7 and 8

10

Contributing to society

Investment in new processes and products is the sum

of capital expenditure and research and development
expenditure expressed as a percentage of revenue,
where:

Investments*

% of revenue

12

*Investment in new processes and products

Indicator 8: Economic value distributed

(EVD)
EVD includes direct and indirect contributions,
regardless of the countrys financial structure e.g. all
contributions are captured - whether made directly
from the company to the community or indirectly from
the company through government taxes, shareholder
dividends or employee salaries, etc.
For 2013, steel companies reported distributing
582.7 billion US$ to society or 97.3% revenue (see
p. 14, Indicator 8), directly and indirectly. This figure
includes:
Operating costs (payments to suppliers, contractors,
etc.)
Employee salaries and benefits
Dividends paid to all shareholders
Interest payments made to providers of loans
Payments to government (gross taxes and royalties)
Community investments (voluntary contributions
and investments of funds in the broader community,
including donations and scholarships, etc.).

Innovative designs for reuse and

recycling
BlueScope Steel makes products that can be
used in designs for disassembly and reuse.
These are components of a building, or entire
buildings that are designed with the intention
of reuse rather than demolition. For example,
the MacArthur Centre for Sustainable Living in
Australia was designed for disassembly using
reusable and renewable materials.
The design incorporates whole sheets of steel for
the roofing and much of the walling to maximise
opportunities for those sheets to be used again
in the future. When the steel is no longer needed,
it can be recycled back into new steel.

Also at worldsteel.org:
World Steel in Figures 2014
 Steel Solutions in the Green Economy:
Wind turbines
 Steel Solutions in the Green Economy:
FutureSteelVehicle
 Steel solutions in the Green Economy:
Affordable social housing

Investing in development of highstrength steels

BlueScope Steel has successfully developed
high-strength steel products, so that the same
function is achieved using fewer raw materials.
This is known as dematerialisation. For example,
roofing that was once manufactured at 0.55
mm thick, is today made from high-strength
Colorbond steel 0.42 mm think a reduction of
24%.
Steel framing is another example of design
innovation that maintains functionality with less
material use. Some house framing that used to
be 1.20 mm thick is only 0.6 mm thick today
a saving of 50%.

11

Industry Sustainability Initiatives

Steelie Award: Excellence in Sustainability

Every year, worldsteel hosts an awards ceremony at
its annual conference in October to recognise the
contributions and achievements of companies and
individuals in various categories including best website,
communications, life cycle assessment, sustainability
etc.

ArcelorMittal Sonasid: Responsible

ship dismantling in Morocco for steel
recycling

The Excellence in Sustainability award seeks

to recognize a specific sustainability initiative or
programme that has made a positive impact, or
provided benefits in all three areas of sustainability
including economic, environmental and social
performance.
A judging panel consisting of internal and external
judges selects the winner based on:
the level of the initiatives impact or benefits (for the
company and society) in each of the three areas of
sustainability economic, environmental and social
the extent of communication and outreach how
widely the initiative is communicated to stakeholders
and/or the level of community/stakeholder outreach
related to the initiative.
The 2014 finalists for this award are presented here.
The Excellence in Sustainability award winner will be
announced at worldsteels 48th annual conference in
Moscow on 6 October 2014.

Recycling is at the heart of the steel industry, as

scrap steel is a key raw material for steelmaking.
With some 70 disused ships temporarily moored
at Moroccan ports - hampering trade and posing
an environmental hazard ArcelorMittals Sonasid
site began exploring the potential benefits that a
local shipbreaking industry could offer to the local
economy and environment as well as for its site by
ensuring the availability of scrap and simultaneously
reducing the carbon intensity of its steelmaking
operations.
Beginning with a pilot project in 2012 to dismantle a
vessel, Sonasid was able to ensure that international
social and environmental standards for the
recycling of ships (the Hong Kong Convention) were
embedded in the development of this new local
industry from the start.
The preparatory work to develop the shipbreaking
industry in Morocco began in 2013 with plans to
commence shipbreaking activity there by 2015 with
the construction of a shipbreaking unit.
Sonasids use of scrap steel instead of DRI as a raw
material is expected to deliver carbon savings of 0.8 t
CO2 for every tonne of steel produced and will entail
further emission reduction of 3000t CO2/year through
limiting transportation of scrap from Europe. Existing
end-of-life ships in Morocco provide the potential
for the local scrap industry to increase by 20%. The
disappearance of disused ships from Moroccos
ports is leading to an improvement in the countrys
coastline, a vital asset for the countrys economy.

12

JSW Steel: Promoting vocational education through local training centres

India has a goal of transforming around 500 million Indian youths into skilled technicians through vocational
education by the year 2022. In order to help achieve this target, the OP Jindal Centre at Vasind is running a
vocational programme for the youth. The Vasind site is a 100% subsidiary of JSW Steel. Most of the youth trained
at the Centre are from economically marginalised families.
So far, 1,674 students have undergone vocational training in different trades, including technical studies
(electronics, welding, IT etc.), but also tailoring, fashion design and machine embroidery to name just a few.
The JSW Foundation initiated the vocational project back in 2003 by conducting an extensive study covering 30
nearby villages to assess the need for technical education and other trades.
In 2013, the JSW Foundation conducted a survey to assess the impact of these courses in the lives of students.
So far, 81% of the students covered by the survey are
employed and 67% are using skill sets learnt to earn their
livelihood. Some 24% of the respondents are self-employed
using the skill set and 9% of them are pursuing further
studies through apprenticeships.
The response and success spawned similar efforts at other
sites including JSW Steel Vijayanagar, which set up its
vocational technical centre in 2008.
Through this initiative, JSW is strengthening their community
engagement efforts and empowering the local youth.

Gerdau: Improving the sustainability of their scrap supply chain

Gerdau has been conducting the Base of the Pyramid (BOP) project in partnership with the public sector and
non-profit organisations since 2007. The project aims to formalise the scrap recycling activities in Brazil, Chile,
Peru and Uruguay, countries where scrap collectors have traditionally worked independently without any protective
equipment or social security and usually under poor working conditions.
The main phases of the project were:
to ensure training in management and technical skills of the recyclers
to strengthen cooperation and communication between the different stakeholders
to monitor progress and contribute to public policies at local and national level.
Many environmental, social and economic benefits have been observed.
For example, in the cities where the project was implemented,
approximately 1,630 tons/year of waste generated are now correctly
disposed of; 1,200 waste collectors received 34,424 hours of training
during the 27 months of the main projects duration; suppliers
average income registered an increase of 155% from 2011 to 2013.
Supplier relations with the company have also improved.
The use of scrap as a raw material reduces the volume of waste
disposed of by society in inappropriate places and reduces the
consumption of energy and other natural resources during steel
production, while minimising CO2 emissions.
13

Sustainability Indicators Summary Table

In 2004 (when we first reported 2003 data), 42 steel companies participated with a rise to 149 companies (96
directly and an additional 53 via 6 associations) in 2014 (for fiscal year 2013). Crude steel produced by companies
who reported on one or more indicators for fiscal year 2013 was 640 Mt, representing 40% of global crude steel
production. Values in Table 4 may vary slightly from previous editions of this sustainability report due to updates
received from individual companies.
Environmental Performance
1

Greenhouse gas emissions (tonnes CO2/tonne crude steel cast)

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

1.6*

1.7*

1.7

1.7

1.8

1.8

1.8

1.8

1.7

1.8

1.8(p)

Energy intensity (GJ/tonne crude steel cast)

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

19.0*

19.1*

20.0

20.6

20.8

20.8

20.1

20.7

19.6

20.0

20.0(p)

Material efficiency (% of materials converted to products and by-products)

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

97.1

96.1

97.9

97.2

97.9

98.0

97.9

97.7

94.4

96.5

96.4

Environmental management systems (EMS) (% of employees and contractors working in EMS-registered

production facilities)
2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

86.4

91.9

84.0

85.5

85.1

86.6

88.9

87.6

89.9

89.5

90.2

Social Performance
5

Lost time injury frequency rate (injuries/million hours worked)

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

4.8

4.1

4.6

4.4

3.1

2.5

2.3

1.9

1.5

1.6(p)

Employee training (training days/employee)

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

8.1

9.9

12.1

10.5

11.1

8.0

8.5

6.7

7.7

7.9

7.8

Economic Performance
7

Investment in new processes and products (percent of revenue)

2003

2004

2005

2006

2007

2008

2009

2010

2011

2012

2013

6.0

6.2

6.7

7.8

7.9

8.3

10.2

8.8

8.3

10.3

8.6

Economic value distributed (billion US$:1 row; percent of revenue: 2 row)

st

2003

2004

2005

2006

nd

2007

2008

2009

2010

2011

2012

2013

323.8

308.3

470.7

477.0

617.9

642.8

582.7

83.0

68.2

92.3

91.7

93.1

97.4

97.3

Table 4: Summary of indicator results

Notes:
(p) = preliminary; data collection in progress
Indicators 1 and 2: *Prior to 2005, energy and CO2 associated with intermediate product production (e.g. conversion of coal to coke) was not included.
Indicators 1 and 2 are calculated using route-specific energy and CO2 intensities for three steel production routes: basic oxygen furnace, electric arc
furnace and open hearth furnace. The indicators are also weighted based on the production share of each route. Indicator 1 includes CO2 emissions
only as these make up approximately 93% of all steel industry greenhouse gas emissions.
Indicator 5: Lost time injury frequency rate includes fatalities and is calculated based on figures including contractors and employees. Data prior to
2004 is not available.
Indicator 6: Employee training includes production and non-production facilities.
Indicator 8: Data collection for Economic Value Distributed (EVD) started in 2007.

14

Contributing organisations and associations

The 96 organisations and six associations listed below contributed data for one or more of the 2013 indicators.
The six associations provided data for an additional 53 organisations. Subsidiary companies are listed separately
from their group (or parent) company if they contributed additional data not submitted by the group.

1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54

Acciai Speciali Terni S.p.A. (AST)

Acciaierie Bertoli Safau S.p.A.
ACERINOX S.A.
Acroni, d.o.o.
Aichi Steel Corporation
Altos Hornos de Mexico S.A.B de C.V. (AHMSA)
Anshan Iron & Steel Group Corporation
Aperam
ArcelorMittal
ArcelorMittal Industeel Benelux N.V.
Arrium Limited
Badische Stahlwerke GmbH
Baoshan Iron & Steel Co. Ltd.
Baosteel Group Corporation
BlueScope Steel Limited
Byelorussian Steel Works
CELSA Group
CELSA Steel Group
EMTA A
China Steel Corporation
Cogne Acciai Speciali Spa
Compania Siderurgica Huachipato S.A. (CAP ACERO)
Daido Steel Co., Ltd.
DEACERO, S.A. de C.V.
Deutsche Edelstahlwerke GmbH (DEW)
Dillinger Httenwerke AG
Dongbu Steel Co. Ltd.
Emirates Steel
Eregli Demir ve elik Fabrikalari TAS (Eregli Iron and Steel Works, Co.)
Essar Steel Ltd.
Evraz Group
EZZ Steel
Georgsmarienhtte Holding GmbH
Gerdau Aos Especiais
Gerdau S.A.
HADEED, an Affiliate of Saudi Basic Industries Corporation (SABIC)
Halyvourgiki Inc.
Httenwerke Krupp Mannesmann GmbH (HKM)
HYUNDAI BNG STEEL Company Ltd.
HYUNDAI Steel Company
JFE Steel Corporation
Jindal Stainless Ltd
JSW Steel Limited
Kobe Steel, Ltd
Magnitogorsk Iron & Steel Works (MMK)
Metalloinvest
Metinvest Holding LLC
NatSteel Holdings Pte Ltd
Nedstaal B.V.
Nippon Kinzoku Co., Ltd.
Nippon Steel & Sumitomo Metal Corporation
Nippon Yakin Kogyo Co., Ltd.
Nisshin Steel Co., Ltd.
Novolipetsk Steel (NLMK)

55
56
57
58
59
60
61
62
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87
88
89
90
91
92
93
94
95
96

Nucor Corporation
Outokumpu Oyj
Ovako AB
Pacific Steel NZ
POSCO
POSCO-Thainox Public Company Limited
Qatar Steel Company (Q.S.C.)
Rashtriya Ispat Nigam Ltd (VIZAG Steel)
Rautaruukki Oyj
Saarstahl AG
Sahaviriya Steel Industries Public Company Limited (SSI)
Salzgitter AG Stahl und Technologie
Schmolz + Bickenbach Group
Severstal JSC
Shabro Metals & Technologies Limited (SMTL)
Shougang Group
SSAB AB
SSAB Americas
SSAB EMEA
Steel Authority of India Ltd. (SAIL)
Tang Eng Iron Works Co. Ltd.
Tata Steel Europe
Tata Steel Group
Tata Steel Limited
Techint Group
Tenaris
Ternium
Ternium Siderar
The Timken Company
ThyssenKrupp AG
ThyssenKrupp Steel Europe AG
TINECK ELEZRNY, a.s
Tung-Ho Steel Enterprise Corporation
UGITECH
United States Steel Corporation
Usinas Siderrgicas de Minas Gerais S.A. (USIMINAS)
Vallourec
voestalpine AG
Walsin Lihwa Corp.
Wuhan Steel
Yieh United Steel Corporation (YUSCO)
Zhangjiagang Pohang Stainless Steel Co.,Ltd. (ZPSS)

Contributing associations
1

Asociacin Latinomericana del Acero (Alacero)

American Iron and Steel Institute (AISI)

International Stainless Steel Forum (ISSF)

The Japan Iron and Steel Federation (JISF)

Wirtschaftsvereinigung Stahl (Germany Steel Federation- VDEh)

South East Asia Iron and Steel Institute (SEAISI)

World Steel Association

Rue Colonel Bourg 120
B-1140 Brussels
Belgium
T: +32 (0) 2 702 89 00
F: +32 (0) 2 702 88 99
E: steel@worldsteel.org

C413 Office Building

Beijing Lufthansa Center
50 Liangmaqiao Road
Chaoyang District
Beijing 100125
China
T: +86 10 6464 6733
F: +86 10 6468 0728
E: china@worldsteel.org

worldsteel.org

16