Displaying items by tag: Ambuja

The Bureau of Indian Standards (BIS) has warned local cement producers to rein in their more outlandish claims. In a letter reported upon by the Economic Times newspaper this week, the government department has accused some manufacturers of making both objective and subjective claims about their products that strained credulity and didn’t fit the corresponding official standards. One industry source from the newspaper blamed the crackdown on some producers claiming that their cement products helped protect people from Covid-19! In their view the bureau was now over-enforcing its rules in retaliation. Given the severity of the outbreak in India - it has the second highest number of reported cases in the world this week - the response of the authorities is understandable to say the least.

The distinction between objective and subjective exaggeration that the BIS makes it worth looking at in more detail. For example, objective or supposedly fact-based claims the BIS cited included: ‘Protect Steel in Concrete’; ‘Protect Concrete from Corrosion’; ‘Corrosion Resistant’; ‘Weather Proof’; and ‘Damp Proof.’ Then, there were subjective, or more emotionally evocative, claims along the lines of ‘strong’ or ‘high performance.’ The BIS then outlines the specific ways in which objective and subjective assertions can be used. Objective claims should be avoided on marketing and packaging material. Subjective claims should, “explicitly indicate that such claims are not covered under the scope of BIS licence granted to them and the responsibility of such claims lies with them.”

Marketing is a big part of standing out in the crowded Indian cement market with producers sponsoring major sports teams. This might seem odd to readers elsewhere in the world but it demonstrates the target market, the importance of cement as a commodity to the general public and the power of brand awareness. Amubja Cement’s logo of a man with a Charles Atlas style physique cuddling a building sums up the message they want to convey: strength. No wonder producers are wary of the BIS wading in.

Standards also appeared in another news story this week with the announcement that Taiwan Cement Corporation (TCC) had obtained the first cement product carbon footprint label issued by the Environmental Protection Administration (EPA) in the country. Its products will be marked with carbon footprint labels from the fourth quarter of 2020.

This shows a general trend in cement products towards showing sustainability credentials from putting environmental footprint data in front of specifiers for large projects towards making it a more basic retail selling point. Lots of other cement producers around the world have done and/or are doing similar things, from the dedicated slag cement manufacturers to the larger producers routinely releasing and promoting new low-CO₂ products. To pick one example from many, in July 2020 LafargeHolcim France introduced ‘360Score CO₂ emissions reduction ratings’ to its bagged cement range. The score, between ’A’ and ’D,’ corresponds to the factor of CO₂ compared to CEM-I Ordinary Portland Cement (OPC), with ‘A’ products producing less CO₂ than ‘D’ products in their overall creation.

To look at an older example of the need for standards generally, building collapses in Nigeria appeared to increase post-2000, with the misuse of lower-grade cements blamed for the situation. The Standards Organisation of Nigeria (SON) took action in 2014, local producers introduced higher strength cements and the problem was reduced. Given the intangible nature of measuring sustainability in cement products there is a need for reliable standards. Unlike performance metrics, such as a strength or durability, the CO₂ footprint of a cement product will generally remain utterly intangible for most end-users. The effects of CO₂ emissions are continually analysed and debated, but the negative climate effects of cement products are more akin to someone else’s house flooding on the other side of the world 50 years later, than one’s own house falling down a decade later due to using the wrong strength cement. So, some form of trustworthy enforcement for sustainability standards is crucial. Standards may represent ‘boring’ bureaucratic red tape at its most officious but we need them. In India and elsewhere though, the debate on enforcement continues.

India: Ambuja Cement has appointed Rajani Kesari as its chief financial officer (CFO). She succeeds Sonal Shrivastava, who has moved to a new role in LafargeHolcim Group.

Kesari holds over 26 years of experience in accounting, finance, taxation, audit and general management in manufacturing, pharmaceutical as well as auditing and consulting companies. She is currently the CFO of ACC, another subsidiary of LafargeHolcim. Prior to that she was the Head of Finance for Asia Region for LafargeHolcim Group. She joined LafarqeHolcim Group in 2018 from Schneider Electric, an energy management and automation company where she was the CFO for East Asia and Japan Zone.

Kesari started her career in 1991 in finance and auditing with Lovelock & Lewes. Apart from LafargeHolcim Group, she has worked in senior positions with organisations including KPMG, Dr Reddy's Laboratories and Schneider Electric. Kesari is a qualified chartered accountant from ICAI, a Cost Accountant from ICWAI and a certified public accountant from the American Institute of Certified Public Accountant.

India: Ambuja Cement’s net profit in the first half of 2020 was US$22.1m, up by 1.5% year-on-year from US$21.7m in the first half of 2019. Revenues decreased by 15% to US$127m from US$149m. The company sold 9.95Mt of cement over the period, down by 18% from 12.2Mt.

Managing director and chief executive officer (CEO) Neeraj Akhoury said, “Volumes were impacted during the second quarter of 2020 as a result of Covid-19 lockdown. Cement demand is expected to rebound, presupposing a normal monsoon and various policy support measures to enhance rural and agricultural incomes. Continued infrastructure, development and affordable housing investment are expected to boost demand growth in the mid-term. The health of our employees and partners is accorded the highest priority.”

India: Ambuja Cement has modernised its logistics operations by digitising its supply chain to “improve visibility, deliver quality customer service and optimise cost.” The Economic Times newspaper has reported that the company has integrated all aspects of raw material, fuel and equipment supply and product deliveries on a single online platform in order to “enhance overall efficiency and productivity.” Company director Martin Kriegner said additionally that the digitisation will aid in, “fuel mix optimisation and strategic sourcing, helping to mitigate rising input costs.”

Ambuja Cement’s 3.0Mt/yr greenfield expansion to its integrated 1.5Mt/yr Marwar Munda, Rajasthan plant is scheduled for commission by 1 January 2021. The company has a master supply agreement with ACC aimed at maximising the consistency of cement supply to the Rajasthan market once the new 4.5Mt/yr plant becomes operational.

India: The Bureau of Indian Standards has granted a licence to Counto Microfine Products (CMP), a joint venture of Ambuja Cements and medical company Alcon Group, for the production of micro-fine Ordinary Portland Cement (OPC) and ground granulated blast furnace slag (GGBFS) cement. The Times of India newspaper has reported that CMP operates a grinding plant in the state of Goa.

Under the current circumstances it’s not surprising to see how much Indian cement production fell in April 2020. Like many other countries, its lockdown measures to combat the coronavirus outbreak suppressed industrial output. Yet seeing an 86% year-on-year fall in the world’s second largest producer is shocking. Cement production declined to 4.1Mt from 29.2Mt. Further data shows, as part of the Indian government’s eight core industries, that steel and cement production suffered the most. Coal, crude oil, natural gas, petroleum refinery products, fertilisers and electricity generation all fell by far less.

Graph 1: Change in Indian cement production year-on-year (%). Source: Office of the Economic Adviser.

By comparison in China monthly cement output only fell around 30% at the peak of its outbreak. The difference is that China implemented a graduated lockdown nationally, with the toughest measures applied in Wuhan, the place the outbreak was first identified. As we reported in April 2020 demand for cement in Wuhan had fallen by around 80% at the time its lockdown ended. Production and demand are different, but India’s experience feels similar except that it’s on a national scale. The last time the country had a dip in cement production recently was in late 2016 when the government introduced its demonetisation measures and dented cement production growth rate (and national productivity) in the process.

UltraTech Cement, Orient Cement, Ambuja Cement, India Cement, Dalmia Bharat, JK Lakshmi Cement, Shree Cement and others all suspended operations to varying degrees in the first phase of the lockdown in late March 2020. Operations of industrial plants in rural areas was then cleared to restart in mid-April 2020, although subject to local permissions and social distancing rules, as the country’s lockdown zones took shape. All of this started to show in company results towards the end of March 2020 as sales started to be hit. The worst is yet to filter through to balance sheets.

March 2020 was a particularly bad time for the government to shut down cement plants because it is normally the month when annual construction work peaks. Cement production usually hits a high around the same time. The monsoon season then follows, reducing demand, giving producers a poor time to restart business. Credit ratings agency Care Ratings has forecast that capacity utilisation will drop to 45% in the 2020 – 2021 financial year. This follows a rate of 65 – 70% over the last six years with the exception of 2019- 2020, which was dragged down to 61% due to lockdown effects. On top of this labour issues are also expected to be a major issue to the sector returning to normality. The mass movement of workers back to their homes made world-wide news as India started its lockdown. Now they have to move back and Care Ratings thinks this is unlikely to complete until after the monsoon season, by September 2020. Hence, it doesn’t expect a partial recovery until the autumn, nor a full recovery until January 2021 at the earliest.

Not everybody is quite as gloomy though. HM Bangur, the managing director at Shree Cement recently told the Business Standard newspaper that he was expecting a rebound following the resumption of production in May 2020. He also reported a capacity utilisation rate of 60% at his company, higher than Care Rating’s prediction above, and he noted a difference between demand in rural areas and smaller cities (higher) compared to bigger cities (lower).

India is now pushing forward with plans to further unlock its containment measures to focus on the economy. However, daily reported news cases of coronavirus surpassed 8000 for the first time on Sunday 31 May 2020. How well its more relaxed lockdown rules will work won’t be seen for a few weeks. While this plays out we’ll end with quote from HM Bangur that will resonate with cement producers everywhere: “sales are imperative.”

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.