2000
Equipment maintenance is integrated into the production cycle, which increases competitiveness. The hot strip rolling process achieves, in June, a record of 56.1 thousand t/month. Stainless steel sales reaches 268,999 t, with a net earning of R$ 835 million. In the total, the Company produces 278,000 t of stainless steel as compared to 238,000 t in 1999.
2001
Complementing the investment cycle started in 1992 of US$ 700 million, the Corporate profile focuses on high-added value products: flat stainless, electrocal or silicon and carbon/alloyed steels.
Equipment units are replaced and the operational system is upgraded. Equipment empowerment and flexibility translate into more production.
Investments in environment make the Company fully compliant with standards and eligible for ISO 14001 Certificate.
Between 2001 and 2002, Arcelor is created, which resulted from the merging of the European groups – Usinor, Arbed and Aceralia, thus representing, at that time, the world’s largest steelmaking complex.
Photo: Edmar Silva.
ISO 14001 Certificate.
Photo: Daniel Mansur.
Oikós.
2002
Completion of the strategic investment program started in 2001, which allows for the desired configuration of the Steel Plant by elimination the limitations to the increase of stainless steel production volume, the phasing out of bar production and the achievement of wide operation flexibility.
Photo: Saulo Tárcia personal archive
IV Graf – Blast Furnace No. 2 Great Revamping. Timóteo, MG.
2003
Acesita walks a large step towards the quality of 430 series stainless steel production and speeds up the hot strip rolling line production (LTQ).
The Company renews its certificates: ISO 9001, 2000; ISO/TS 16949, 2002 and ISO 14001.
QCC turns 20. The QCC groups were responsible for the implementation of 4,715 projects related to process improvement in several areas in the Company.
2004
Acesita turns 60, Acesita Energética 30 and Acesita Foundation 10.
Photo: Daniel Mansur.
60 Years Monument.
2005
ArcelorMittal Inox Brasil implants a series of innovations in its administration model seeking to guarantee the development of its long term businesses, disregarding the macroecononomic ambient. The flexibility of the Plant is a great competitive differential and risk minimization against sales volatility. That flexibility makes possible for the Company to compose its mix of products according to the demand and market opportunities.
Three great programmed interventions take place successfully: the reforms of the Blast Furnaces 1 and 2, and maintenance of the Hot Strip Rolling Mill. The greatest of those interventions, the Blast Furnace 2, increased the nominal capacity of the equipment from 1.350 tons/day to 1.500 tons/day, with zero accident index.
The Management Council approves a R$ 95 million investment to increase the capacity of the Electric Steels Cold Rolling. And on that year the Company consolidated important new export routes, supporting the development of businesses to more profitable and stable markets (Naphtha - USA, Canada and Mexico, Central Europe and East Europe.
Acesita closes long term contracts for the supply of the main raw materials consumed by the Company, among them nickel and natural gas. And the Company moves forward significantly in the consolidation of the synergy with the group Arcelor and Arcelor Brasil.
The Purchase Portal of Acesita enters operation in the areas of maintenance and operation materials, providing agility in the exchange of information between the Company and suppliers, with productivity earnings.
Photo: Edmar Silva.
Blast Furnace 2 had its nominal capacity increased
2006
Acquisition of a service center in Campinas (SP), therefore concluding one of the Organization's Strategic Planning that foresees increasing of its performance in Brazil and overseas, so much in the distribution extent as in the services rendered of greater aggregate value.
The Company starts to measure customer service in the hired destination, so much in the internal as as in the external market, seeking improvements in the services rendered and consequent customers' loyalty.
Acesita invests R$ 112 million in modernization and enlargement of its productive capacity, including electrial/silicon (OG) steel. Among the best, the Blast Furnace 1, with the Dedusting System, thus significantly reducing the environmental impact of the equipment.
Photo: Edmar Silva.
Blast Furnace 1 Dedusting Tower
2007
On September 20th the integration of Acesita to ArcelorMittal, the greatest metallurgical group of the world. The most important event was the visit of the CEO of the Group, Mr. Lakshmi Mittal, to the industrial plant in Timóteo and inauguration of the commemorative monument, in front of the Research Center.
With the world integration, Acesita becomes ArcelorMittal Inox Brasil, with change also of its logo (which is the same for all of companies of the group, in the whole world). The denominations of the other units, such as Service Centers, Energetics, Foundation etc, follow international orientations
Photo:Edmar Silva.
CEO of ArcelorMittal Group, Lakshmi Mittal, and the president of ArcelorMittal Inox Brasil, Jean-Philippe Demäel.
Photo: Edmar Silva.
Visit of CEO of ArcelorMittal Group, Lakshmi Mittal, to Timóteo.
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