Green Transformation as a Critical Factor in Steel Industry Strategy Formulation
Green Transformation as a Critical Factor in Steel Industry Strategy Formulation

Summary/Abstract: Aim: The author aimed to identify and present how the European steel industry practically responds to the regulatory changes termed the Green Deal. The article thoroughly discusses and compares the strategic responses of three market leaders - ArcelorMittal, Thyssenkrupp, and Voestalpine - to the regulatory environment shaped by mechanisms such as the EU ETS and CBAM. Methodology: The study adopted a qualitative research strategy, utilising a multiple case study approach. The empirical basis consisted of desk research, encompassing corporate documents, industry publications, and statistical data. The collected material underwent thematic analysis to identify and compare the key dimensions of the announced strategies. Results: The analysis revealed an apparent convergence that conceals a deep strategic divergence. While all the examined companies identified the hydrogen-based DRI-EAF technology as the target production model, their declared implementation logics and risk management pathways differed significantly - from technological diversification (ArcelorMittal) to radical transformation (Thyssenkrupp) and an evolutionary, phased approach (Voestalpine). A fundamental gap was also identified between corporate declarations and market realities, illustrated by the projects' dependence on timely public support and stable economic conditions. Implications and recommendations: The conclusions point to a strategic gap in current plans, specifically the underestimation of operational risk arising from the incompatibility between continuous steel production and the variable generation of green energy and hydrogen. The strategic recommendation is for companies to consider vertical diversification towards proprietary hydrogen production and storage, which may secure supply and reduce exposure to market fluctuations. Originality/value: The paper fills a research gap identified in the literature, moving from a general, sectoral perception of the transition to a granular, comparative analysis of announced corporate strategies. Its value lies in providing a benchmark for evaluating different models of strategic adaptation under conditions of unprecedented regulatory and technological pressure.

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