Mining Canada G.P. Pierre Lapointe General Manager Operational Excellence September 2014

Transcription

1 Mining Canada G.P. Pierre Lapointe General Manager Operational Excellence September

2 ArcelorMittal Mining Portfolio 29 mines in 11 countries Canada Baffinland 50% Bosnia Iron Ore 51% Ukraine Iron Ore 95% Russian Coal 98.64% USA Iron Ore Minorca 100% Hibbing 62%* USA Coal 100% Canada AMEM/AMIC 85% Algeria Iron Ore 70% Kazakhstan Coal 8 mines 100% Kazakhstan Iron Ore 4 mines 100% Non ferrous mine Iron ore mine Coal mine Existing mines Mexico Iron Ore Las Truchas & Volcan 100%; Pena 50%* Brazil Iron Ore 100% Liberia Iron Ore 85% South Africa Manganese 50% Coal of Africa 15.98% Indian Iron Ore & Coal exploration license New projects / exploration South Africa Iron Ore** 1

3 Profile The largest mining subsidiary of ArcelorMittal for the extraction of iron ore One of the leading suppliers of iron ore in Canada and on world steel markets Production exported to dozens of countries on four continents, mainly in Europe, North America, Africa and Asia. Approximately 2,800 employees in the area of Port- Cartier, Montreal and Mont-Wright

4 Overview Mont-Wright Port-Cartier 3 ArcelorMittal Mining Canada G.P. is located in the Labrador Trough Its integrated operations include a railway and a deep-water port 3

5 Brief history 1957 : Quebec Cartier Mining Company was established 1974 : blasting of the summit of mount Wright : first production of pellets at the Pellet Plant 2003 : ratification of an agreement to pursue the development of the Mont-Wright mine until 2016, predicted life of mine at the time 2006 : merger of Arcelor and Mittal Steel to create ArcelorMittal : Quebec Cartier officially becomes ArcelorMittal. Mai 2011: Announcement of the Expansion

6 Expansion from 16 to 24 MTPA Mining equipment 23 trucks, 6 shovels, 3 drills New 8 MTPA concentrator New maintenance buildings 5 additional locomotives and 320 additional cars 24 km of siding and second loop-line Replacement of stacker-reclaimer Addition of a second ship loader New car shop 5

7 Where are we now and why the need for change? Expansion project completed: $1,6 B investment Fiercer competition Cyclical commodity market 6

8 Product Attraction Competition is mobilising HIgh AMEM. Market trends: Development of new fields by competitors Pressure to reduce costs globally Restructuring In addition, critical for us: Limited production volumes Low Distant markets Low Competitiveness High Domestic AMMC Luxembourg Kazakhstan coal and iron ore Sth Korea Japan ArcelorMittal Liberia Shanghai, China Taiwan 7 Belo Horizonte, Brazil Sales office Current/proposed material flow

9 The supply leads to lower prices and a new reality sets in 8 * US$ / in China / 62 % Fe

10 It is self evident: we need to adapt The World is changing

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12 An Expansion, a transition and 3 pillars to sustain change 24 MT 24

13 Courageous Leadership : the foundation of Engagment The courage to have the real discussions The courage to intervene, at home and at work, all the time Not only managers but also employees to employees More than Health and Safety: Basis of any improvement Little things make big improvements

14 Organizational Effectiveness a pathway to better results Three key perspectives: The organization design must enable the achievement of the strategy forms follows function. The managerial work must be capable of creating the conditions to achieve the expected results, among which is the need for clear accountability and authority. People in role must be capable of achieving the required outputs for the roles in which they are assigned. Structure Level of the work Roles at level Accountabilities & authorities Vertical working relationships Lateral working relationships Role Complexity Managerial Accountability Individual Capability Organization values Managerial leadership practices Three-tier management process Talent pool Performance management Source : Requisite Organisation Elliot Jaques Potential capability Applied capability Mental processing Complexity of information Career development 13

15 Operational Excellence Vehicle for improvement Building a culture of continuous improvement Systematic and rigorous execution Encourage employee engagement Management of change Improving the value chain Improvement of support processes Results: Lean- 6 Sigma Approach Approx. 75 projects in 5 waves Training of more than 50 employees Green Belts Black Belts Change Advisors Development of an internal training program (develop a critical mass of people) Rigorous project selection. d opération nettes récupérées.

16 Mining Planning Bench preparation Drilling Blasting Shoveling Hauling Crushing Concentration Tailing Silo loading Railway Cars dumping Ships loading Pelletizing Logistic - Commercial OPEX Main Work Streams Wk 1 March 18 Wk2 Wk3 Wk4 Wk5 Wk6 Wk7 Wk8 Wk9 Wk10 Wk11 th Wk12 Mining Operation Crusher / Concentrator Rail to Port Pellet Plant Cost Reduction Planning Process Integration 5 programs with dedicated Black Belt and Change Agents Understanding process capability Selecting projects with Site Leadership Site Leadership ensuring execution gouvernance / war room concept 15

17 Global Reliability: an essential component of OpEx Reliability: maintenance is as important as production. This includes better preventative maintenance. In order to produce more and better, the focus is on the overall reliability and it is everyone's business. Reliability: the capacity of an equipment to perform the expected work at the right time without maintenance interruption for the duration of its mission. Global: the contribution of all our employees in operation, in maintenance and in services to achieve production targets. Our production losses are due to non reliability. By implementing Global Reliability, we are addressing the situation 16

18 Global Reliability Governance CEO Steering Committee Accountability for the global reliability program implementation GM Steering Committee AMEM-MW GM Steering Committee AMEM-UB GM Steering Committee AMIC Accountability for the implementation in each area Execution Committee Mine Execution Committee C&C Execution Committee CRC Execution Committee UB Execution Committee Locos Execution Committee Rail Execution Committee Wagons Mobilising the organisation at all levels on reliability

19 Where we are Health and Safety LTIFR reduction from 4.1 in 2011 to 0.70 in August millions hours without lost time injury in MW Production highlights Estimated production of 24 Mt in 2014 Yearly run rate of 27 Mt attained for the entire value chain in a month Railing record of 6.3Mt for a quarter Monthly Pellet Production record of 884,645 tonnes reached in June Shipping record of 2.19Mt in June Costs Cost Reduction for Concentrate production of 20% since 2013 Management gains of 80 M$ in 2014 Cost reduction for pellet production of 3% in 2014

20 The integration of the next steps in our strategic plan: 6 working axis Technical Systems Adequate technical systems to support management Social License to operate HSE, risk Management, Leadership Ramp up A stable and predictive operation Financial Controls Integrated Financial management of our assets Management and operational methods Planning and execution of all processes and systems People Engaged and capable employees 19

21 Reaching our potential

22 Summary New Reality Competition Concentrate price Fundamental Principles of improvement Courageous Leadership Organisational Effectiveness Operational Excellence Strategic Plan Axis Social License to operate People Ramp up Management and Operational Methods Financial Controls Technical Systems 21 Upgraded railway line Mont linking Wright, mine with port Canada, at Liberia