Sustainability targets

SSAB aims to become one of the most sustainable steel companies. To support us in this ambition we have defined a set of sustainability targets on Group level. The targets and progresses are presented below. 

*The base year for monitoring the targets referred to above is 2014

Targets (annual/end of 2019)*   Status end of 2016
A lasting reduction of 200,000 tonnes in CO2 emissions by the end of 2019  

SSAB has achieved appr. 89,000 tonnes or 45% of this target

  • The main contribution was the switch from heavy fuel oil to LNG in Borlänge
  • Started a new hot stove in Oxelösund in 2015, which increased blast temperature and led to reduced CO2 emissions due to lower consumption of coke
  • Reduced flaring of converter gas in Luleå due to improved controlling and planning
  • Decreased blast furnace fuel rate and CO2 emissions through reduced moisture content of pellets in Raahe in 2016
A lasting reduction of 300 GWh in purchased energy by the end of 2019  

SSAB has achieved appr. 162 GWh (583 TJ) or 54% of this target. The most important measures have been:

  • Applying principle of continuous improvement for energy efficiency at production sites
  • Optimization of media systems for compressed air and hydraulics and furnace control systems
  • Natural gas (LNG), replaced oil in Borlänge to fuel in reheating furnace in hot strip mill
  • The consolidation of color-coated products production from four lines to three
  • Transferred metal-coated product production from Borlänge to Hämeenlinna in 2016 increasing the energy efficiency of the Nordic production system
  • Expanded implementation of oxygen lancing in a reheating furnace in Borlänge in 2016
A lasting improvement of 30,000 tonnes in residuals utilization by the end of 2019  

SSAB has achieved appr. 36,000 tonnes or 120% of this target. The most important measures have been:

  • Basic oxygen steelmaking sludge in Luleå, turned into briquettes for use as a raw material instead of being landfilled
  • Utilization of ladle slag in the blast furnaces was initiated in all steel works in the Nordics. In 2016, development was made mainly in Oxelösund and Raahe
Annual performance dialogs between managers and all employees   More than 90% of office employees conducted performance dialogs with their managers in 20161)
Reaching an employee engagement score that exceeds the external norm in 2017 Overall the Employee Engagement Index (as measured in Voice, SSAB’s global employee survey) was in line
with the external global norms.
SSAB: 70, External norm: 72
Compliance with SSAB’s Code of Conduct and behavior in accordance with the company’s core values   SSAB held training in business ethics for sales organization during 2016
Training all employees in business ethics through e-learning by the end of 2016   At the end of 2016, 90% of SSAB’s employees had completed the training in business ethics
Completion of a self-assessment questionnaire regarding social and environmental conditions for all
suppliers registered in SSAB’s purchasing system as medium- or high-risk
  At the end of 2016, 3,730 (3,456) of SSAB´s 20,0002) active suppliers were registered in SSAB’s purchasing system, of which 1,033 (902) were risk classified and had CSR3) status. 66 (51) suppliers have been identified as medium-risk suppliers and 111 (81) as high-risk suppliers, and have also completed the self-assessment questionnaire regarding their social and environmental conditions
Women holding 30% of the top management positions in the company by the end of 2019   At the end of 2016, women held 27 (23)% of SSAB’s top management positions
 Target achieved    Slightly below target    Below target, plan to be developed

1) Currently SSAB is able to follow only office employees regarding conducted performance dialogs.
2) Those parts of the organization that do not have access to the Group Purchasing System evaluate their suppliers and follow-up on supplier’s performance through other internal systems.
3) CSR status = Supplier has a CSR status, if it has a CSR classification.