Displaying items by tag: Nigeria

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: The Cement Company of Northern Nigeria (CCNN) has announced the appointment of Yusuf Binji as its new Managing Director, effective 1 September 2018.

Prior to this appointment, Binji was the Managing Director of Obu Cement Company, a subsidiary of BUA Cement in Okpella, Edo State, a position he has held since February 2017.

Speaking on the appointment, Abdul Samad Rabiu, the Chairman of CCNN Board of Directors, said that Binji’s appointment was part of a restructuring effort aimed at further positioning the company for better business performance.

Binji brings with him almost 30 years experience garnered from the African cement industry, having worked with HeidelbergCement Africa, CCNN and BUA Cement in various capacities.

Binji is a chemical engineering graduate from Ahmadinejad Bello University, Nigeria and also studied at the University College, London, UK. He is a fellow of Nigerian Society of Engineers, the Solar Energy Society of Nigeria and the Nigerian Society of Chemical Engineers. He is also a registered engineer with the Council for Regulation of Engineering in Nigeria (COREN) and an associate member of the UK’s Institution of Chemical Engineers.

Nigeria: The Cement Company of Northern Nigeria (CCNN) has appointed Khairat Abdulrazaq-Gwadabe and Shehu Abubakar as independent directors. It has also appointed Abbas Ahmad Gandi as a non-executive director of the company, according to the This Day newspaper.

Abdulrazaq-Gwadabe is a barrister and a solicitor of the Supreme Court of Nigeria and the managing partner of A Abdulrazaq & Co, a legal firm. She obtained a B.A in European Studies and Spanish from the University of Wolverhampton, UK and the Universidad Complutense in Madrid, Spain. She holds an LL.B from the University of Buckingham, UK and was called to the Nigerian Bar in 1986. She also holds a Masters Degree in Law (LL.M) from the University of Lagos. From 1999 to 2033 she was the senator for the Abuja Federal Capital Territory constituency.

Abubakar has worked for the banking industry from 1987 to 2017, recently retiring as an executive director of Keystone Bank. He has also been a director
on the boards of Global Bank of Liberia and KBL Health Care. He holds a B.Sc. (Business Management) from Usman Danfodio University, Sokoto and an MBA from Ahmadu Bello University, Zaria.

Gandi qualified as a chartered secretary from the Chelmer Institute of Higher Education, Chelmsford, UK. Amongst a career spanning two decades he worked as the Director General (Permanent Secretary) in the Sokoto State Civil Service. He was elected as a member of Constituent Assembly for the 1989 Constitution of the Federal Republic of Nigeria. On his return from the Constituent Assembly he was appointed as sole administrator/chairman of Yabo Local Government Council in Sokoto State.

Nigeria: Dangote Cement has appointed former Xstrata CEO Mick Davis as a non-executive director alongside Cherie Blair, a lawyer and the wife of ex-UK Prime Minister Tony Blair. The new board appointments are targeted at strengthening the company’s board, according to Bloomberg. While the company did not explain the reason for such high-level appointments, it has been reported that the company is planning to relaunch its bid to be listed on the London Stock Exchange (LSE). According to Bloomberg, Dangote has already approached investment bankers to discuss a potential UK listing.

Davis ran Xstrata, the mining giant now owned by Glencore, for 12 years to 2013. He is now the chairman of Macsteel and the CEO of the UK’s ruling Conservative party. Cherie Blair’s other board positions include Renault SA.

Lots of facts stuck out from the inaugural Global GypSupply Conference that took place in Brussels last week. One was that Spain exported 1.49Mt of raw gypsum to West Africa in 2016. The data point from Spanish customs popped up in a presentation by Mohamed El Moustapha, the managing director of a gypsum mining company based in Mauritania. He was using the figures to reinforce the opportunities for his company to supply the growing cement industry in West Africa. Yet the size of the market has implications for the oft-repeated claims of cement sector self-sufficiency that various countries in the region have cried out for.

Gypsum is used as a retarding agent to control the setting time of cement. It gets added whilst clinker is ground into cement. Roughly speaking, cement production requires about 5% of gypsum. So a 1Mt/yr cement plant would require around 50,000t/yr of gypsum. The crucial question for cement producers in West Africa is where is this gypsum coming from. Given that the Global Cement Directory 2018 places cement production capacity at just under 100Mt/yr in the region, this requires around just under 5Mt/yr of gypsum.

El Moustapha made out that there were no gypsum deposits in West Africa. This contradicts a study on Nigerian gypsum mining published in Global Gypsum Magazine in March 2016 estimated local reserves to be around 150Mt although to be fair to El Moustapha these appear to be relatively underused. This also doesn’t take into account sources of synthetic gypsum produced at coal-power plants although this is likely to be negligible at present.

Reserves in Mauritania appear to be much larger at 1.7Bnt. Instead, the problem here appears to be assisting the exploitation of mined gypsum by improving infrastructure and supply chain issues. El Moustapha’s company Samia reported that it exported 170,00t of gypsum to cement plants in West Africa, mainly via ship, but with a significant minority via truck overland to Mali. Another speaker at the conference from the Moroccan gypsum trader Cultura presented a snapshot of a more mature market with exports of 210,000t in 2017. However, similar issues with port infrastructure were also present. To this end the company was keenly looking forward to an upgrade project the Port of Safi due for commissioning in 2020 – 2022 that would allow larger ships to berth.

A market report on the gypsum and anhydrite market by Roskill in 2014 placed Egypt, Algeria and South Africa as Africa’s leading gypsum producers. In particular it singled out South Africa as the only sub-Saharan country producing more than 100,000t/yr of gypsum. In terms of usage of gypsum Roskill estimated that just over half of the world’s gypsum was used to make cement, followed by 38% for wallboard and plaster production and then 18% for agricultural usage. Although this compares to just over a quarter for cement production and most of the rest for wallboard production in the US, with its more developed wallboard market than the rest of the world, according to recent United States Geological Survey (USGS) data.

As the Global GypSupply Conference demonstrated plenty of raw gypsum is available around the world. However, since supply and price can vary considerably in the short term, cement producers are keen to secure steady sources. Developing gypsum sources in northern Africa are necessary to help build the West African cement industry, but the regions need to work together.

The 2nd Global GypSupply Conference will take place in spring 2020

Nigeria: Onne Van der Weijde, the chief executive officer (CEO) of Dangote Cement, has decided to step down. He will leave the post at the end of 2017 to return to his home country of the Netherlands. He has served three years in the role. Following the departure he will be appointed as a non-executive director with effect from 1 January 2018.

Until a successor is appointed, JO Makoju, Honorary Adviser to the chairman and former managing director of Lafarge WAPCO will be the acting managing director and CEO of Dangote Cement.

Nigeria: Lafarge Africa has reduced the size of its board of directors to 11 members from 17. The African subsidiary of LafargeHolcim increased the size of its board followings its formation but following its annual general meeting it has now agreed to decrease it once more. Joe Hudson, Jean-Christophe Barbant, Oludewa Edodo-Thorpe and Thierry Metro have all resigned voluntarily with effect from 8 June 2017.

Nigeria: Mallam Suleiman Yahyah has resigned as chairman from AshakaCem. Yahyah joined the board of directors of the subsidiary of LafargeHolcim in 2010 and became its chairman in 2015.

Nigeria: Adepeju Adebajo has resigned as an executive director of Lafarge Africa. Adebajo was the Managing Director, Wapco Operations and then Managing Director, Geo-Cycle and Project Management Office at Lafarge Africa. Her resignation from Lafarge follows her appointment as the Honourable Commissioner for Agriculture in Ogun State.

Shock news this week: Dangote Cement has decided to slow its expansion in Africa. The announcement from CEO Onne van der Weijde topped a half-year financial report that trumpeted high revenues and sales volumes of cement but one that also had to explain why earnings before interest, taxes, depreciation, and amortisation (EBITDA) had fallen by 10% year-on-year. The decline was blamed on lower cement prices and higher fuel costs, as well as the costs of setting up new cement plants.

The mixed bag of results can be demonstrated by a 38.8% leap in cement sales volumes in Nigeria to 8.77Mt for the half year. Dangote attributed this in part to price cut in September 2015. This then netted an increase in revenue of 4.2% to US$677m but its EBITDA in Nigeria fell at a faster rate than the group total.

As an indication of some the pressures facing Dangote at home, it reported that its fuels costs rose by 32.3% to US$14.4/t in the reporting period. The backdrop to this has been the general poor state of the Nigerian economy. The International Monetary Forum (IMF) forecast that its gross domestic product (GDP) will fall by 1.8% in 2016 in its World Economic Outlook Update published in mid-July. Given that over three-quarters of Dangote Cement’s sales revenue came from Nigeria in 2015 this might explain the decision to slow its expansion plans down.

Outside of Nigeria, Dangote did extremely well in its West & Central Africa region, pushing up sales volumes, revenue and EBITDA by triple figure percentages helped by commissioning of a new plant in Ethiopia. Exports were also highlighted as a key part of this region’s strategy to neighbouring countries. It also stated that its recent procurement of about 1000 trucks in Ghana would ensure that an increased share of that country’s imported cement would come from Dangote’s Ibese plant in Nigeria. South & East Africa was a different story, however with sales volumes and revenues rising as new cement plants bedded in but the region was dogged by currency devaluations and poor economies.

Dangote Cement’s response to its current situation is to protect its margins through cost cutting, by adjusting its prices and by slowing its expansion strategy to a five-year programme. However, it isn’t alone in its struggles to preserve profit in its Nigerian business. LafargeHolcim also reported a ‘challenging’ market in its first quarter results for 2016. Its cement sales volumes fell in that quarter due to what it said were energy shortages and logistics-related issues. Its mid-year financial report, out on 5 August 2016, will make interesting reading to see if its experience in Nigeria matches Dangote’s.

Elsewhere, it appears that both PPC and LafargeHolcim have also been struggling in South Africa. PPC’s revenue from cement sales within the country fell by 5% year-on-year to US$171m its half-year to the end of March 2016. It blamed the drop on increased competition. LafargeHolcim noted similar problems in South Africa without going into too much detail in its first quarter.

With the Nigeria Naira-US Dollar exchange rate devalued by over 50% since the start of 2016 and the Nigerian economy bracing itself for a recession, it seems unlikely that Dangote Cement could do anything else than slow down its expansion plans given how much of its revenue comes from within Nigeria. As we also report this week, PPC is in a similar bind. Its CEO had to reassure shareholders that the group’s new plant in Zimbabwe would be finished on schedule later in the year. Controlling imports and exports of cement in Africa has suddenly become more important than ever.

Both companies need to expand internationally to protect themselves from regional economic downturns but the current situation in each of their home territories is preventing this. In the meantime their own export markets are set to become more important than ever. Any target markets that declare themselves ‘self-sufficient’ in cement will be a big impediment to this.