Displaying items by tag: Ambuja

India: Ambuja Cements’ profit in the first three months of 2020 was US$52.4m, down by 6.5% year-on-year from US$56.2m in the corresponding period of 2019. Sales were US$3.72bn, down by 3.4% from US$3,86bn. The company said the shutdown of all plants in March 2020 due to the coronavirus pandemic ‘impacted operations.’ It added, “Taking into account directives from the government, operations at a few plants have commenced in a phased manner since 20 April 2020.’

Ambuja has said that together with ACC it has donated US$434,000 to non-governmental organisations (NGOs) to provide food and ration kits to vulnerable people affected by the coronavirus outbreak. LafargeHolcim CEO India and Ambuja Cements managing director and CEO Neeraj Akhouray said, “Collaborative models are more effective in both containment of the disease as well as support for those whose livelihood and even survival is at risk. We believe that our contributions to these NGOs that are delivering grass-roots relief measures, coupled with our own companies’ efforts on ground working with local communities, will greatly accelerate the scale and impact we will have.”

India: Operations of industrial units in rural areas are clear to resume as of 20 April 2020, subject to local permissions and social distancing rules. Dion News Service has reported that JK Lakshmi Cement has resumed operations at two grinding units in Gujarat, JK Cement has resumed reduced operations at its 3.0Mt/yr integrated Muddapur plant in Karnataka and UltraTech has resumed operations ‘at some of the company’s locations.’ Ambuja Cements, ACC, ICC and India Cements all announced plans to return to full capacity utilisation in phases.

As part of phase two of India’s coronavirus lockdown, public spaces remain closed and public transport is suspended until 3 May 2020.

Cement producers and suppliers are now reacting to the coronavirus pandemic at scale. The biggest obvious development has been the lockdown in India that began on 24 March 2020. The implications for the cement industry are profound given the country’s population (1.3Bn) and massive cement consumption under normal conditions. It is the country with the world’s second largest cement production capacity.

UltraTech Cement, the biggest producer, said that it was suspending production at ‘various’ locations although it added that the situation was ‘dynamic’ and that it was monitoring it from time to time. Ambuja Cement and JK Lakshmi Cement have done likewise. The latter has suspended cement production at an integrated plant in Rajasthan and three grinding plants in Gujarat. Some Indian states have moved faster than others towards shutting down movement of people so JK Lakshmi’s decision may merely be based on legal necessity. However, a difference may arise in producer strategies between keeping integrated and grinding plants open. Building up inventory is one strategy seen in poor market conditions previously around the world. Alternatively, moving to more of a grinding model might make sense in some territories if, as is happening, countries implement lockdowns at different periods. However, some Indian states have moved faster than others towards shutting down movement of people and JK Lakshmi Cement’s closure pattern may simply reflect this.

At the international scale HeidelbergCement gave an idea to Reuters of the challenge facing the multinationals. Chief executive officer (CEO) Dominik von Achten described the start of 2020 as being strong but that construction projects were being delayed in the US and that activity in France and Spain was starting to weaken. Unsurprisingly, the company has shut down three of its plants in Lombardy at the centre of the Italian epidemic. He added that the group was holding a daily crisis call to assess the effect of the virus upon staff. He also said that the group was stockpiling cement amid the disruption. The clear warning sign was of an existential threat like that faced by the airlines whereby sales could simply stop for a three or four week period… or longer.

On the supplier side, Denmark’s FLSmidth has issued a robust plan on how it is aiming to maintain service and support for its customers. Past all the now-usual stuff such as remote working it included detail on how to support clients on site where absolutely necessary on a case-by-case basis. With regards to its supply chain it pointed out that it was confident, “that any local interruptions to our suppliers can be minimised, even when the agility of some suppliers is put to the test. We have redundancy built into the system.” To this end it emphasised the global nature of its business to ensure that it could deliver parts and equipment to its customers. It claimed that it coped with coronavirus in China due to its ‘very flexible’ supply chain but did admit to some supply chain impacts. Yet it says that production is back to approaching full capacity with workshops in Qingdao and Shanghai above 90% as they work their way through accumulated backlogs. Finally, it is also offering advice on how the company can support its customers on reducing or shutting down operations.

Other supplier comments on the situation have mainly been about protecting staff, working remotely and supporting customers through continued supply of equipment and services. Back in India, Sameer Nagpal, the CEO of refractory manufacturer Dalmia-OCL told Business Standard that the company was coping so far with the crisis with little major impact seen so far. Its raw material supply chain was dependent on China but after some minor disruption it was secure. Most of its customers are domestic, where it hadn’t reported problems so far, although this may change with the Indian lockdown. Exports were a different story as it sends around 10% of its production abroad and it has a plant in Germany. In Europe it was seeing a challenge due to supply chain disruption.

The experiences above are a snapshot of some of what is happening in parts of the industry as coronavirus disruption hits home. China’s restrictions are easing, most of Europe is in lockdown, India has started its quarantine and the US has restricted movement in about a third of its states. The current restrictions in the UK, for example, allow for construction work to continue but local media is debating the associated risks for workers. Other territories have different rules. All of this is affecting demand for cement and concrete. This in turn feeds through to producers and their suppliers. Global Cement continues to monitor the situation and wishes readers a safe passage through the pandemic.

India: Bimlendra Jha, Managing Director and CEO of Ambuja Cement, a member of LafargeHolcim, has left the company to pursue other interests. The company has appointed Neeraj Akhoury as MD and CEO with effect from 21 February 2020. His appointment is subject to the approval of the shareholders.

Meanwhile, LafargeHolcim’s other Indian subsidiary, ACC, which is in the process of merging with Ambuja, has promoted its chief commercial officer Sridhar Balakrishnan to the position of MD and CEO.

India: Lafarge Holcim-owned Ambuja Cement’s consolidated net profit almost halved to US$100.4m during the three months to 31 December 2019, from US$191.4m in the three months to 31 December 2018. The 2018 result was boosted by a one off benefit of US$121.5m, meaning that underlying operating profit has improved year-on-year. Ambuja’s revenue from operations was up by 6% to US$992m from US$936m.

India: Emami Group has indicated that it will receive bids for its cement division Emami Cement from mid-January 2020. Business Standard newspaper has reported that Aditya Birla’s UltraTech Cement is likely to submit an offer in the region of US$0.94bn for the company – over 20% lower than Emami Group’s previously projected evaluation of US$1.18bn for Emami Cement. It also reported the possible involvement of Switzerland-based LafargeHolcim’s Ambuja Cements in the upcoming auction.

India: LafargeHolcim subsidiary Ambuja Cement has grown its consolidated net profit by 35% year-on-year to US$73.4m in the three months to 30 September 2019 from US$55.9m in the corresponding period of 2018. Revenue grew by 1.5% to US$0.87bn from US$0.86bn. Ambuja managing director and CEO Bimlendra Jha spoke in positive terms of the growth in spite of falling volumes. Expenses fell amidst logistics improvements, as Ambuja continues to focus on product mix enrichment, alternative fuel substitution and the increased use of renewable energy.

Other Indian cement companies to weather stagnant third quarter sales with growing net profit were Shree Cement with 414% growth to US$43.6m and ACC with 45% growth to US$29.5m.

India: LafargeHolcim and HeidelbergCement have joined a bidding war for Emami Cement. LafargeHolcim is reported to have submitted an expression of interest via its subsidiary Ambuja Cement, according to the Hindu newspaper. HeidelbergCement has submitted its bids through HeidelbergCement India. Emami Cement has an expected value of around US$845m. Nuvoco Vistas Corporation, Shree Cement and Dalmia Bharat have also been linked to the sale.

Emami Cement operates a 2.5Mt/yr integrated plant at Risda in Chhattisgarh and a 2.5Mt/yr grinding plant at Panagarh in West Bengal. It acquired a 0.6Mt/yr grinding plant at Bhabua, Bihar in September 2018. In addition, the firm has mining assets in Guntur in Andhra Pradesh and near Jaipur in Rajasthan. Its main markets are in West Bengal, Chhattisgarh, Odisha, Jharkhand, Bihar, Maharashtra and Madhya Pradesh. It markets its products under the Double Bull brand.

India: Ambuja Cement’s net sales increased by 5% year-on-year to US$834m in the first half of 2019 from US$824m in the same period in 2018. Its earnings before interest, taxation, depreciation and amortisation (EBITDA) rose by 3% to US$168m from US$164m. However, its sales volumes of cement dropped by 3% to 12.2Mt from 12.6Mt. Bimlendra Jha, the managing Director and chief executive officer (CEO) of the subsidiary of LafargeHolcim, said that the company managed to optimise its logistics, raw material and fixed costs.

India: Ambuja Cement is looking for ready-mix concrete (RMX) and aggregate assets to buy as part of its growth plans. A company source quoted by the Business Standard newspaper said that it was considering ‘growth options’ in all of its core businesses of cement, RMX and aggregates. Industry analysts have interpreted this as an effort to diversify the business away from dominance by the cement sector. However, expansion in the RMX market is expected to be difficult owing to the lack of local organisation in the market.

The subsidiary of LafargeHolcim has a cement production capacity of 63Mt/yr, including those of ACC. Both Ambuja Cement and ACC use a master supply agreement to coordinate sales, marketing and logistics.