Steel Industry: From dirty to clean
ArcelorMittal’s Decarbonisation Programme is driven by the ambition to transform a significant portion of its production facilities. By shifting from coal-fired to hydrogen-fired installations across seven European plants and one in Canada, ArcelorMittal is taking a major step in the fight against climate change. This program represents a total investment of 15 billion euros and leads the way in the global steel industry as an example for others to follow.
Wesley van der Burg (founder @ BAEKEN) contributed to this project while working for Primaned project consultancy, part of Eiffel Projects, prior to founding BAEKEN.
Why was Wesley needed?
In this complex and ambitious program, which extends beyond traditional production, it was essential to align various disciplines and teams. The project required a Project Controls Manager with experience, and that’s where I came in. My role went beyond time management and risk management; I brought structure and insight—critical elements for the success of a decade-long program of this scale.
How did I approach the project?
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Managing project controls
In a program of this scale, a clear approach is crucial. During the Pre-Front End Engineering Design (PReFEED) phase, I led a team of 8 Project Controls professionals to develop a program approach that mapped out all time- and risk-related aspects. The core focus was on establishing a robust planning that provided an overview of the entire program while simultaneously guiding both the ArcelorMittal teams and Fluor ( contractor). Building on this, we integrated the cost control process.
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Collaboration with the contractor
Through intensive collaboration with the contractor’s Project Controls team (FLUOR), we ensured seamless coordination and oversight across all aspects, allowing the phases to proceed without disruptions and ensuring every step remained within contractual frameworks. This partnership guaranteed that the project was executed efficiently and effectively, with a focus on sustainability as the guiding principle.
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Navigating toward a sustainable future
In my role as Project Controls Manager, my aim was to support ArcelorMittal in making informed and sustainable decisions. By carefully overseeing each step, I ensured that the project not only reduced environmental impact but also met internal time and cost objectives. The program included a shift from the traditional blast furnace route to the Direct Reduced Iron-Electric Arc Furnace (DRI-EAF) production route, resulting in a substantial 60% reduction in CO₂ emissions. After the successful launch of the FEED phase, my involvement concluded, though the program continues to advance.
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Risk management in a strategic program
In addition to daily planning and execution, I focused on risk management. We conducted a comprehensive risk analysis using Monte Carlo simulations, enabling us to establish realistic time and cost contingencies. This approach allowed us to manage risks effectively and set realistic expectations. By closely monitoring risks and continuously aligning efforts between teams, the project team could respond proactively to changes. This approach was essential to ensure continuity and maintain progress throughout the program.
Wat has been used?
Primavera P6
for planning and project controls
Risk management
for managing project uncertainties
Power BI
for visualization of data
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