Strategy revisited

Resetting the vision
for the future

Resetting the vision
for the future
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Mindful of the speed of change in the world around us, John Cockerill has taken a close look at its strategic roadmap in 2018. It was an opportunity to examine major trends, and identify those needs for which the Group can provide solutions.

Alive to an evolving world

Integration of 8 major trends

Based on expert analysis of different fields, we have picked up on 8 underlying trends we expect to see over the coming years. Will these forecasts come true? Perhaps not all of them. They simply seem to be the best assumptions we can make at the present time. In clarifying these, we wish to focus on the issues for which the Group is able to provide responses.


In 10 years, there will probably be a billion more human beings living on the planet. Most of this increase is expected to come from Asia, Africa and the cities. A billion more mouths to feed, to house, to heat, to transport, and so on. Likewise challenges in terms of access to water, pollution and waste treatment.


Asia seems set to account for an ever-increasing share of the global economy. China, for its part, will continue to master new technologies. In addition to the BRIC countries, others also show good growth prospects. Their growing middle classes will create new needs to which the future will have to respond.

Scarcity of resources

The lack of water will affect more and more regions and cities. Population growth will evolve alongside global warming and water pollution by nutrients and micropollutants. Access to raw materials and rare earths will become increasingly difficult. The world will have to face up to demands in terms of access to drinking water, of recycling and of circular economies.

Climate change

We need to reduce greenhouse gases. In spite of the awareness of this and measures put in place, it seems clear today that the aims of COP 21 will not be achieved. Unless we innovate and change established practices, the impacts on biodiversity and urban pollution will increase. The world is going to need new solutions, especially in terms of energy transition and green transport.

Innovation and technology

Data processing capacity is forecast to break ever greater limits. As a result, Man will be able to anticipate and to gauge increasingly stunning phenomena. Big data, robots, virtual reality, the Internet of Things, 3D printing, etc. will offer new opportunities, and push forward the way in which we design, produce and consume.

New ways of working

Digitalization, dematerialization, uberization, internationalization, etc. all mean that organizations, collaboration tools and human resources management will all need to be rethought. Not to mention changes in the mindset and aspirations of coming generations, differing noticeably from those of their elders. We will need to prepare customized responses to meet increasingly diverse expectations.

Geopolitical instability

Recent decades have seen an emphasis on globalization and changes in the overall balance within allies. Today, more and more people are voicing concerns over national decline. Terrorism has become a major concern in many parts of the world, meaning we have to think about fresh ways to counter the threats posed to our communities.

Hopes for sustainable development

The world’s citizens are demanding more sustainable products and fair trade. The UN has set out its Sustainable Development Goals, worldwide. NGOs have an increasingly important part to play here, sometimes working alongside private partners.

Providing responses to the needs of our time

Clear mission, vision and objectives

Our Group’s mission is to meet the needs of our time. At John Cockerill, we are enablers of opportunities. We take an entrepreneurial view of the world, its current and developing technologies, our customers’ needs and those of the communities in which we live.

Our aspiration is to combine technologies and expertise to develop large-scale, real and sustainable solutions embodied in associated services and equipment. Our technical contribution is seen as being complementary to the essential measures taken at political, educational and social levels.

In the next few years, we aim to contribute to the following 5 areas of need.

Preserving natural resources

Reducing consumption levels and wastage of natural resources; water and air sanitization and purification; create access to drinking water.

Producing sustainably

Making production capacity and infrastructure more resource efficient, less energy intensive and more environment friendly.

Contributing to greener mobility

Providing governments, cities, businesses and citizens with smooth and sustainable mobility and transport solutions.

Fighting against insecurity

Helping states to protect their citizens against terrorism and maintaining the overall balance between allies.

Facilitating access to renewable energy

Producing electricity, from sun, water and air, storing it and supplying it where and when it is needed.

Levers for action

Strategic lines of action

The Group has outlined levers to implement this strategy. Some of these have guided its actions for many years.

In the future, John Cockerill will continue to do so :

  • To expand its range of services and products. For more
    information go to
  • To widen its international coverage. Discover below a selection of defense, industry, energy, environment and services projects across all continents.
  • To innovate in designing proposed solutions and to ensure the operational excellence of projects.
  • To enhance its attractiveness and develop its skills management.

On top of these well-established strategic levers, the Group has added two main features to guide it over the coming years:

  • Whilst at the same time staying small among the big world players and big among the small local stakeholders, John Cockerill wishes to remain an agile, flexible and reactive organization.
  • John Cockerill’s strong reputation as a producer is based on proven performance. But with disruption to solutions, it is sometimes harder to convince the customer. The Group is exploring other business models that might speed up the adoption of these new solutions.



Central A


Middle East

North America


South America