Displaying items by tag: Lafarge Africa

Nigeria: UK-based Entec International has secured a contract to optimise maintenance, repair and operations (MRO) supply chains for Lafarge Africa. The project will involve the consolidation of 125 separate suppliers into a single supply chain, which will be managed by Entec, operating in a single currency with standardised terms. No value for the deal has been disclosed.

“This is a great step for Entec, this contract opens up a new market with huge potential for us. We are delighted to be working with LafargeHolcim, whose commitment to innovation and environmental sustainability reflects our ethos at Entec,” said Entec sales director Charlie Patterson.

Patterson expects Entec to achieve a 12% reduction in freight, clearance and handling costs for Lafarge Africa in year one of the three to five-year contract. Supply chain consolidation is predicted to cut the number of shipments by more than half and will deliver a reduction in the volume of purchase orders and invoices currencies into a single currency, replacing multiple payment terms from different suppliers into a single payment term and converting multiple air freight shipments from Europe and China into consolidated ocean freight.

Entec specialises in saving costs and reducing complexity for client companies by managing their MRO supply chains. It has managed complex supply chains for manufacturers in over 70 different shipping destinations. Entec’s client base includes customers in the food and beverage packaging industries, oil, gas production, textile processing and mining and minerals sectors.

Nigeria: Lafarge Africa CEO Michael Puchercos re-introduced the company’s fast-setting and early-strengthening Supaset cement at a product launch in Lagos on 2 October 2019. The Guardian Nigeria has reported that the new and improved Supaset has been specially refined to suit climate conditions across the country. In line with the ‘Building for Growth’ pillar of its Strategy 2022, the cement is packaged in horizontal bags for ease of block making.

South Africa: Lafarge Africa has agreed to sell its full stake in Lafarge South Africa business to Caricement for US$317m. The deal is expected to complete in the third quarter of 2019 subject to regulatory approval. Proceeds from the transaction will be used to pay off Lafarge Africa’s shareholder loan of US$293m.

The subsidiary of Lafarge Holcim said that net sales fell by 2.6% year-on-year to US$218m in the first quarter of 2019 from US$224m in the same period in 2018. Its operating profit rose by 35% to US$23.4m from US$17.3m. Growth was driven by the Nigerian market and it described its cement volumes as ‘flat’ in South Africa. It also reported that its revenue rose by 3% year-on-year to US$855m in 2018 from US$829m in 2017. It reduced its loss to US$25.6m from US$43.7m.

Nigeria: Lafarge Africa has delayed publication of its annual results for 2018. It blamed the delay on ‘pending actions required for the resolution of key matters relating to the closure of its annual financial statement. It says it will release its audited financial statement by the end of June 2019. The subsidiary of LafargeHolcim reported a net loss of US$28.8m for the first nine months of 2019 compared to an income of US$2.61m in the same period in 2017, although it managed to grow its revenue on a year-on-year basis.

Nigeria: Lafarge Africa’s Nigerian operations have won the inaugural Corporate Social Responsibility (CSR) Awards of LafargeHolcim for the Middle East and Africa. The country won the overall award after beating 35 other countries in two of the four award categories, according to the Vanguard newspaper. It won gold for its CSR initiatives in the Education and Employment category ahead of Egypt (silver) and Kenya (bronze). Nigeria also won gold in the Shelter and Infrastructure category ahead of Morocco (silver) and Cote d’Ivoire (bronze).

Lafarge Africa runs its ‘Easy Home’ initiative in Nigeria, to help individuals build decent houses on a low budget. In 2016 over 30,000 people benefited from the initiative. In 2017, Lafarge Africa created the Cement Professionals Training Program, to help young people in the fields of technology, engineering, cement manufacturing, instrumentation and automation. The company made investments in social investment programs and initiatives in 2017 in its host communities across the country, directly impacting more than 450,000 beneficiaries. Lafarge Africa also complements the local government’s efforts to improve primary school education through the Lafarge Africa National Literacy Competition.

Nigeria: Ashaka Cement has spent over US$4m on community projects in Gombe state since 2010. The funding has been invested in social initiatives near its Ashaka cement plant and Maiganga coal mine, according to the Daily Independent newspaper. Its projects include training young people in vocational trades and engineering. It also distributed 5000 safety vests to schoolchildren at a community day.

Nigeria: The Federal Government says it is investigating complaints from residents at Akinbo village near to the quarry of Lafarge Africa’s Ewekoro cement plant in Ogun State. Local residents have complained about breeches of local environmental legislation at the site, according to the Vanguard newspaper. Adegboyega Salam, the Director of Mines Environmental Compliance Department from the Federal Ministry of Mines and Steel Development, said that the issue was related to relocation of the community. He added that he had asked Lafarge Africa for comment. The dispute relates to an agreement between the cement producer and the local community in 2012.

Nigeria: Sales in Nigeria have boosted Lafarge Africa’s sales revenue so far in 2018. It added that increasing prices in South Africa had also helped. The cement producer’s sales rose by 5% year-on-year to US$643m in the first nine months of 2018 from US$614m in the same period in 2017. However, its operating earnings before interest, taxation, depreciation and amortisation (EBITDA) fell by 8% to US$115m from US$124m due to poor performance in South Africa in the first half of the year.

“We continued to deliver strong margins in our Nigerian business as a result of our successful commercial strategies with improved product visibility and the fast tracking of the new route to market. Our energy efficiency plan translated in increased use of alternative fuel and coal,” said Michel Puchercos, the chief executive officer (CEO) of Lafarge Africa.

Nigerian financial analysts Cordros Securities concluded this week that the merger of some of Lafarge’s Sub-Saharan African businesses had reduced earnings at Lafarge Africa. The report is interesting because it explicitly points out a situation where the consolidation of some of Lafarge’s various companies have failed in the wake of the formation of LafargeHolcim.

Cordros Securities’ criticism is that Nigeria’s Lafarge WAPCO performed better in 2013 alone before it became part of Lafarge Africa, with a higher standalone earnings before interest, taxation, depreciation and amortisation (EBITDA) margin. Lafarge Africa formed in 2014, a year before the LafargeHolcim merger was completed, through the consolidation of Lafarge South Africa, United Cement Company of Nigeria, Ashakacem and Atlas Cement into Lafarge WAPCO. Since the formation of Lafarge Africa, Cordros maintains that its earnings per share have consistently fallen, its share price has dropped, its debt has risen, its margins have decreased and its sales volumes of cement have also withered.

Cordros mainly focuses on the Nigerian parts of Lafarge Africa’s business, given its interest in that market and the fact that about three quarters of the company is based in the country. It blames the current situation on growing operating costs since the merger, skyrocketing financing costs for debts and efficiency issues. In Nigeria, Lafarge Africa has had to cope with disruptions to gas supplies. Nigeria’s Dangote Cement had similar problems domestically in 2017 with falling cement sales volumes in a market reeling from an economic recession but Cordros reckoned that Dangote is picking up market share in the South West due to an ‘aggressive retail penetration’ strategy. Finally, Lafarge Africa faced a US$9m impairment in 2017 due to its abandoned pre-heater upgrade project at AshakaCem. The project has been suspended since 2009 due to security concerns in the North-East region. The plant faced an attack by the Boko Haram militant group in 2014 and the group has seemed reluctant to invest further in the site subsequently.

Cordros’ final word on the matter is that with the Nigerian cement market performing slower than it has previously, the local market has become a battleground between the established players of Dangote Cement, BUA Group and Lafarge Africa. What little the report does have on South Africa covers problems with old and inefficient hardware, labour disputes, low prices due to weak demand, high competition and a negative product mix.

Lafarge Africa itself presents a more mixed picture, with market growth picking up in Nigeria following end of the recession but continued market problems in South Africa. Overall, its reported sales grew by 4.8% to US$448m in the first half of 2018 but its EBITDA fell by 25% to US$76.4m. Overall cement sales volumes were reported as up by 5.4% to 2.6Mt in the first half but volumes were still falling in South Africa in the second quarter.

Part of the backdrop to all of this is the intention of Lafarge Africa to cut its debt. In May 2018 its chairman Mobolaji Balogun said that the company wanted to cut its debts by 2020 before continuing with its expansion programme. Part of this process will include a new rights issue later in 2018 to allow shareholders to buy stock at a discount.

It must have made sense, on paper at least, to merge the Lafarge subsidiaries in the two largest economies in Sub-Saharan Africa. Once the merger had settled in, with synergies generating extra revenue, the group could have considered adding extra territories such as Kenya. However, it’s not turned out like that. Two recessions in Nigeria and South Africa respectively, old equipment, debt and serious competition from locally owned producers have piled on the pressure instead. From a stockholder perspective, Cordros is not impressed by the performance of Lafarge Africa. The wider question is: what else did Lafarge and Holcim get wrong when they joined to form LafargeHolcim?

Nigeria: Financial analysts Cordros Securities have blamed falling earnings at Lafarge Africa on the merger of its Nigerian businesses with Lafarge South Africa. In a research report the analysts found that the merger increased operating costs and reduced shareholder value, according to the Vanguard newspaper. Lafarge WAPCO’s earnings per share, earnings before interest, taxation, depreciation and amortisation (EBITDA) and profit before tax have all fallen since 2013. It also found that operating costs had increased ‘significantly’ following the merger, debt had risen and that earnings had also been hit by efficiency issues.

Lafarge announced plants to merge its businesses in Nigeria and South Africa in 2014. The move saw the consolidation of Lafarge South Africa, United Cement Company of Nigeria, Ashakacem and Atlas Cement to Lafarge WAPCO. It was subsequently renamed Lafarge Africa.