September 2024
South Korea: Baring Private Equity Asia and Glenwood Private Equity have completed their acquisition of Lafarge Halla Cement from LafargeHolcim. The company will be rebranded as Halla Cement.
“The Baring Asia team impressed us with its knowledge and experience within the cement industry, and we have confidence in their ability to support our growth in the future. The industry in Korea is seeing a period of strong demand and we expect that to continue in the medium- to long-term, so we are looking forward to capitalising on this as an independent company,” said Jong Goo Moon, CEO of Halla Cement.
Halla Cement operates one 7.6Mt/yr integrated cement plant with four kilns. It runs two slag grinding plants located in Gwangyang, Jeonnam and Pohang, KyongSang with a capacity of 0.8Mt/yr and 1.5Mt/yr respectively. It also operates 10 distribution centres in the country. The company employs around 500 workers.
France: French multinational cement producer Vicat Group has reported on its cement sales for the three month period to 31 March 2016. A release from the company stated that ‘firm’ activity was observed in all of its regions apart from West Africa, with improvements in France, Egypt and Turkey relative to the prevailing poorer trends seen in 2015. This was buoyed by continued improvements in India and the US.
Vicat reported that its sales increased by 3.3% on a reported basis and by 6.5% at constant scope and exchange rates in the first quarter of 2016 relative to the same period of 2015. Cement sales totalled Euro291m, exactly matching the prior year period in reported terms but 5% up at constant scope and exchange rates. Consolidated sales across all activities came to Euro554m. In terms of cement volumes, the situation was much improved, with a 13.8% rise year-on-year to 4.83Mt.
"Vicat delivered solid growth in its business in the first quarter of the year,” said Vicat’s CEO Guy Sidos. “It is important to remember that sales in France and Turkey were boosted by significantly better weather conditions than in 2015 and are not representative of what can be expected for the full year.”
“The first few months of the year also confirmed the strong momentum in the
Turkish and US markets as well as the upturn in business in France seen since
the second half of 2015,” added Sidos. “In the rest of Europe, sales were up slightly in Switzerland and stable in Italy at a historically low level. In India, the market was boosted by the start of some large infrastructure projects, supporting the group's business in this region. Lastly, West Africa and the Middle East delivered a contrasting performance, with a very sharp pickup in business in Egypt offsetting a decline in West Africa, in particular in Mali and Mauritania.”
In France, Vicat’s sales came to Euro183m, an 8.9% year-on-year improvement. Cement sales in the country were up by 10.9%. In the rest of Europe (excluding France), overall consolidated sales were up marginally to Euro81m and operational sales derived from cement activities were down by 8.6%, although sales in Switzerland rose by 3.8%.
The US saw a 9.5% improvement in consolidated sales across all activities. In the cement sector, sales were markedly up by 18.4% in revenue terms and by 14% in volume terms.
In Vicat’s Asian region, which includes Turkey, India and Kazakhstan, consolidated sales were down by 2.4% year-on-year to Euro115m. Vicat recorded 20.4% growth in cement operational sales and volumes were up by almost 29%. This was, in part, thanks to better weather conditions than in 2015. There was significantly higher growth in the Ankara region of Turkey, boosted by the restart of one kiln and the commissioning of a second. Vicat’s Indian sales came in at Euro68m and Kazakhstan brought in Euro4.7m.
Vicat’s African operations were split in terms of performance. Egypt performed strongly, with consolidated sales of Euro33m, a 14.5% year-on-year rise for the quarter. However, this was not enough to offset a 7.4% fall in sales in West Africa, which restricted regional consolidated sales to Euro96m, a 2.6% fall year-on-year.
Philippines: Holcim Philippines’ profit was flat year-on-year in the first quarter of 2016 at US$31.7m, despite revenues increasing by 17% to US$213.6m. The company reported, however, that production costs rose by 23%, eating into revenues.
Holcim Philippines president and country chief executive Eduardo Sahagun said that the company’s first-quarter performance was due to its ability to make supply available in the market on time and its strong regional presence.
“Moving forward, we are cautiously optimistic as we await the results of the coming elections. Hopefully, the focus on infrastructure remains, as this is much needed by the country to sustain its development,” Sahagun said.
Cement demand in the Philippines grew 12% in the first quarter of 2016, on sustained rollout of private sector projects and higher state spending for infrastructure.
Pakistan: Cement sales are up in Pakistan, with All Pakistan Cement Manufacturers Association Chairman Muhammad Ali Tabba claiming that the sector is using 95% of its installed capacity. He said that strong export growth in March 2016 was ‘very encouraging’ and had been major factor behind the increased sales. Tabba highlighted new capacity being brought on by DG Khan, Lucky Cement, Cherat Cement and Attock Cement as indicative of the sector’s confidence in the Pakistani economy
Despite this, the sector remains accused of forming a cartel to keep cement prices high. Tabba rebuffed the claims, saying, “The industry is neither managing despatches nor the prices and is operating on the principles of free market economy.”
India: Cement maker Burnpur Cement plans to invest US$75m to increase the company’s grinding capacity from 0.6Mt/yr to 3Mt/yr, according to the company's vice chairman and managing director Ashok Gutgutia. He said that the investment would be spent over the next three to four years.
Burnpur Cement is a small Indian cement producer that operates two plants, one in Asansol (West Bengal) and one in Patratu (Jharkhand). Each plant operates at a capacity of 0.3Mt/yr.
How the investment will be split between the plants is unclear, but the announcement comes as the company is building a third 2Mt/yr plant in West Bengal, which was announced previously. When the three projects are complete Burnpur will have increased its capacity by nearly 10-fold, from 0.6Mt/yr to 5Mtyr.
Cimencam to ramp up grinding capacity in 2018 05 May 2016
Cameroon: Les Cimenteries du Cameroun (Cimencam), a subsidiary of the multinational LafargeHolcim, has announced that it has signed an investment agreement with the government for the construction of a new cement grinding unit in Nomayas.
The new US$40.3m installation is scheduled to start operation in 2018, initially with a capacity of 0.5Mt/yr. It will have the option to increase production to 1Mt/yr. The plant will use imported clinker from the port of Kribi.
Cement company CEO pay 04 May 2016
In April 2016 the shareholders of BP voted against a pay package of US$20m for the company's chief executive officer (CEO) Bob Dudley. The vote was non-binding to BP but it clearly sent a message to the management. Subsequently, the chairman Carl-Henric Svanberg acknowledged the mood amongst the company's investors and stated in his speech at the annual general meeting that, "We hear you. We will sit down with our largest shareholders to make sure we understand their concerns and return to seek your support for a renewed policy."
The link to the cement industry here is that many of the world's major cement producers are public companies. Similar to BP they internally set CEO and leading executive pay and remuneration packages. Just like BP, cement companies too could run into similar complaints from their shareholders, for example, should the construction and cement markets have similar jolts that the oil industry has faced since mid-2014.
To be clear: this article is not attempting to pass judgement on how much these CEOs are being compensated. It is merely seeing how compensation compares amongst a selection of leading cement companies. LafargeHolcim's revenue in 2015 was greater than the gross domestic product of over 90 countries. Running companies of this size is a demanding job. What is interesting here is how it compares and what happens when it is perceived to have grown too high, as in the case of BP.
It should also be noted that this is an extremely rough comparison of the way CEO pay and wage bills for large companies are presented. For example, the CEO total salary includes incentives, shares and pension payments. The staff wage bills includes pension payments, social charges and suchlike.
Graph 1: Comparison of CEO total remuneration from selected cement companies in 2015. Source: Company annual reports.
There isn't a great deal to comment here except that compared to the average wage these are high from a rank-and-file worker perspective! The total salary for Eric Olsen, the CEO of LafargeHolcim, is lower than HeidelbergCement and Italcementi, which seems odd given that LafargeHolcim is the bigger company. However, Olsen has only been in-post since mid-2015. By contrast, Bernd Scheifele became the chairman of the managing board of HeidelbergCement in 2005. Carlo Pesenti, CEO of Italcementi and part of the controlling family, took over in 2004. Albert Manifold, CEO of CRH, also sticks out with a relatively (!) low salary given the high revenue of the company.
Graph 2: Comparison of CEO remuneration to average staff cost and total company revenue in 2015. Source: Company annual reports.
This starts to become more interesting. HeidelbergCement's higher CEO/staff and CEO/revenue ratios might be explained by Scheifele's longer tenure. Yet Italcementi definitely sticks out with a much higher CEO wage compared to both the average staff wage and the company's revenue. Again, CRH stands out with a much lower CEO/staff ratio. Dangote's CEO/staff ratio is low but its CEO/revenue ratio is in line with the other companies' figures.
Consider the figures for China Resources and this suggests that CEO/revenue ratio may be more important than the CEO/staff ratio. The implication being that the market will only tolerate a ratio of up to about 0.05%. Any higher and the CEO's family has to own the company. Which, of course, is the case with Carlo Pesenti and Italcementi. Until HeidelbergCement takes over later in 2016 that is.
That’s as far as this rough little study of CEO remuneration at cement companies will go. So, next time anybody reading this article from a cement company asks for a pay rise, consider how much your CEO is receiving.
First Claudius Peters cooler to head to Cambodia 04 May 2016
Cambodia: China’s CITIC Heavy Industries has ordered a 5500t/day ETA 10610S clinker cooler from Germany’s Claudius Peters. The cooler will be used in a new cement plant being built for Chip Mong Insee Cement Corporation in the southern Kampot region.
The order represents a new territory for Claudius Peters, as it will be the first time it has supplied equipment to Cambodia. Delivery will take place in November 2016.
Spain: Cementos Molins has posted a net profit of Euro15.4m for the first quarter of 2016, a rise of 1.7% year-on-year. The group’s consolidated quarterly revenue came in at Euro130.7m, 10% less than in the first quarter of 2015.
Cementos Molins suffered a Euro6m negative impact on its accounts due to the depreciation of the Mexican and Argentinian currencies during the quarter, which was compensated by improved margins.
Mykolaivcement cuts loss in 2015 04 May 2016
Ukraine: Mykolaiv-based Mykolaivcement reduced the loss that it made by 25.3% to US$8.75m in 2015, having boosted its net revenue by 31.9% to US$27.2m.