Technology developed by end–users
firm roots in the IJmuiden steel plant
The origins of our company are in the IJmuiden integrated steel plant, where benchmarks were set for equipment reliability and efficiency in Blast Furnace Ironmaking and Basic Oxygen Steelmaking.
Throughout our existence, we have continued to develop and improve our technology with the same focus on campaign length capability, maintainability, energy conservation and low emissions.
1924
Blast Furnace Ironmaking started in 1924 at the IJmuiden integrated steel plant. After 1945, steel demand in The Netherlands grew steadily for decades, fueling capacity increases in IJmuiden. This demanding business environment at the same time fueled the need to have long and uninterrupted campaigns with critical plant equipment.
1977
After completion of Blast Furnace No. 7 and other major plants in the early 1970s, steel demand growth came to a halt. It was recognized that the technology that was developed during a prolonged period of exceptional growth had unparalleled value for steel producers elsewhere. With the absence of projects within the IJmuiden plant, a section of the plant’s engineering department shifted focus to a global market to form the company that is now Danieli Corus.
1999
During the first two decades of its existence, the company grew rapidly, mainly operating under the name Hoogovens Technical Services. Through M&A activity, a foothold in the North–American market was established and activities in the field of emission control for primary aluminium production and power generation were developed.
When in the late 1990s, Koninklijke Hoogovens—at that time the company’s shareholder—revised corporate strategy to focus on metals production, half of the ownership of the company was transferred to Italian equipment manufacturer Danieli & C. Officine Meccaniche S.p.A.
When Koninklijke Hoogovens merged with British Steel to form Corus Group, Hoogovens Technical Services was renamed Danieli Corus.
2015
After becoming part of the Danieli Group, the company continued its focus on solutions for the production of steel and aluminium with reduced activity in other fields. The strategy of being close to where metals production grows continued to pay off with vast business growth—first in China, then in India.
Project scopes grew, with Danieli Corus being able to successfully execute complete, integrated projects for greenfield plants with responsibility for all plant areas.
At this point, the remainder of the shares were transferred from Tata Steel Europe, the new owner of the IJmuiden plant since the take–over of Corus Group, to Danieli.
2030
Our history has fostered our ability to look at our own portfolio through the eyes of the end–user. Our experience of five decades on all continents has given us a different perspective as a plant builder: whenever change needs to be effected, proven technology and financial viability are critical for any scenario to be successful.
By 2030, metals production will have transformed. Substantial steps forward in terms of CO2 emissions and pollution control will have been taken and plants will be safe and healthy working environments. Our industry’s future is sustainable.
As a strong team, we will make this happen
The challenges that the global metals industry is currently facing appear very difficult to overcome—from limited access to raw materials and financial constraints to the underdevelopment of hydrogen infrastructure. These factors are slowing the pace of the green transition.
Yet, history shows that our industry is no stranger to adversity. Its cyclical nature has tested us time and again over the centuries, and we’ve always emerged through resilience and creativity. These qualities flourish when technology providers and plant operators collaborate as a strong team.
With our realistic scenario for industry decarbonization, we are confident today’s challenges can become tomorrow’s breakthroughs. By working together, those who choose to lead the change today will be our industry’s leaders tomorrow.
