Displaying items by tag: Tarmac

UK: Tarmac has launched a cement-packing unit at its Tunstead cement plant in Derbyshire. The Haver and Boecker 10-spout Adams 2000 packing plant increases the plant’s packing capacity. The launch takes place on the site’s 50th anniversary of cement production. The plant will manufacture Tarmac’s range of plastic packed and tubbed cement products for merchant and retail customers. The plant will also be used to house the company’s new 12.5kg mixer bags that were launched earlier in 2016.

“This new plant is an exciting development for us. It enhances our existing UK-wide supply capacity, ensuring we continue to offer customers and end users superior packed cement products, service and supply. As a business with a strong culture of innovation, the plant will use some of our most pioneering developments, such as plastic packaging,” said Kevan Greenhalgh, Packed Business Manager for Tarmac’s Cement business.

The plant has created 23 new jobs at Tunstead, which employs around 450 people. It will also offer training opportunities for existing employees, through the use of the packing plant’s automated technology. The plant launch coincides with the recent upgrading of Tunstead’s rail freight infrastructure, part of Tarmac’s strategy to support sustainable delivery of materials, and cut transport CO₂ by 10% by 2020.

UK: The Competition and Markets Authority (CMA) has approved the acquisition by Breedon Aggregates of Hope Construction Materials subject to a sale of selected assets. Breedon has offered to sell 14 ready-mix concrete sites to Tarmac and the Concrete Company, which has been accepted by the CMA. As indicated in Breedon’s announcement on 21 July 2016, it now expects to complete the acquisition of Hope on 1 August 2016.

“The way is now clear for Hope to join us and create the UK’s largest independent construction materials group. It will give us a stronger platform for growth, with a broader geographical footprint, increased scale, an improved product mix, greater financial capacity and a team of highly talented people,” said Breedon’s Chairman, Peter Tom.

With the acquisition of Hope, Breedon Group, as the company will be named from 1 August 2016, Breedon will become the UK’s largest independent construction materials group, with the country’s largest cement plant, around 60 quarries, nearly 30 asphalt plants, approaching 200 ready-mixed concrete plants, some 2100 employees and approximately 750Mt of mineral reserves and resources. The enlarged group’s strategy will be to continue growing organically and through consolidation of the UK heavyside building materials sector.

Europe: The Low Emissions Intensity Lime And Cement (LEILAC) consortium has secured Euro12m in funding over five years from the European Commission Horizon 2020 Grant programme to test Calix’s direct separation process to capture CO₂ emissions from cement and lime production. The consortium comprises HeidelbergCement, Cemex, Tarmac, Lhoist, Amec Foster Wheeler, ECN, Imperial College, PSE, Quantis and the Carbon Trust. The consortium will also contribute a further Euro9m towards the project.

During the first three years, the project will focus on finalising the design of the demonstration plant, to be constructed at the HeidelbergCement plant in Lixhe, Belgium once the necessary permits have been secured. The high temperature Direct Separation Calciner pilot unit will then undergo two years of testing in a standard operational environment, at a feed rate capacity of 240t/day of cement raw meal and 200t/day ground limestone respectively, on a continuous basis for several weeks.

Fundamental research on the process demands and performance will be carried out to demonstrate that the technology works sufficiently and robustly enough to be scaled up to full operational use. The project results will be shared widely with industry at key intervals during the testing.

Calix’s direct separation technology is achieved by re-engineering the process flows used in the best available technology for lime and cement calcination. Carbonate calcination occurs by indirect counterflow heating, and consequentially the flue gases are not mixed with the CO₂ emitted from the carbonate minerals. This technology is already operating at a commercial scale for magnesite calcination. It does not require any separation technologies, new materials or processes. The technology is complementary with other carbon capture methods already developed in the power and cement sector, such as oxyfuel, and can make use of alternative fuels.

UK: Martin Riley has been appointed Senior Vice President of Tarmac. He will report to Ken McKnight, President Europe Heavyside. Riley was previously Managing Director, Aggregates and Asphalt at Tarmac. The appointment is part of the transition of the businesses acquired from Lafarge Holcim into the European Heavyside business of CRH.

In addition, the Tarmac Cement and Lime business will integrate into a new CRH business cluster consisting of UK Cement, Ireland and Spain, led by Oliver Mahon, Senior Vice President, who will also report to Ken McKnight. As part of this reorganisation the former CEO of Tarmac since 2013, Cyrille Ragoucy, will leave the business.

UK: A pair of peregrine falcons nesting in a disused building at the former Westbury Lafarge Cement plant in Wiltshire will be protected even if the buildings are demolished, according to the Royal Society for the Protection of Birds (RSPB).

Owners of the site, Tarmac (now part of CRH), recently submitted a Prior Notification to Wiltshire Council to have the area demolished so that it could be used for other purposes. "We've worked with Tarmac nationally and we're working with them on this to ensure that the birds are not dramatically affected by any development work at the site," said Phil Sheldrake, a conservation officer from the RSPB. "They don't have a nest in the chimney, but they are nesting in another building on the site for the first time this year and have been roosting on the chimney. We have to make sure that if the buildings are demolished we can provide an alternative for them, such as a nest box that could be placed close to the site until a new building is built." Peregrine falcons are strictly protected under the Wildlife and Countryside Act after their numbers went into steep decline in the 1980s.

Ireland: On 2 February 2015, CRH announced that it had reached an agreement to acquire certain assets from Lafarge and Holcim for Euro6.5bn. The deal has now been completed, with the exception of the Philippines, which is expected to close in the third quarter of 2015.

"Today we extend a warm welcome to 15,000 new colleagues joining CRH. With their expertise and talent on board, combined with the strength of our existing employee base, CRH is a step closer to achieving our aim of becoming the world's leading building materials company. The businesses we are acquiring, which represent an excellent geographic fit with CRH's existing operations, are all strong performers in their respective areas. The integration of these high quality assets, which we have acquired at an attractive valuation and at the right point of the cycle, will strengthen our presence in a number of key markets as well as providing new platforms for strategic growth. The additional scale will help us to improve efficiency, speed up innovation and provide an even better service to our customers," said Albert Manifold, CRH chief executive.

The transaction more than doubles CRH's cement production volumes and will further expand its aggregates and ready-mixed concrete portfolios. The acquired assets consist of more than 685 locations in 11 countries and include:

- The largest cement producer in central Canada; an excellent fit with CRH's existing Americas Materials business;
- Major cement and aggregates operations in western Europe's three largest markets: The UK, France and Germany;
- Leading cement and aggregates companies in the growth regions of central and eastern Europe, creating a strong regional cluster in which CRH becomes the number one heavy-side building materials company;
- Entry positions of scale in two emerging economic regions; Brazil and the Philippines.

With the closure, Tarmac and Blue Circle come together to form Tarmac, under the new ownership of CRH, according to Agg-Net. The company's new branding combines the heritage and innovation associated with the Tarmac name and the unique identity of the Blue Circle logo. The newly combined business is now the market leader in aggregates, asphalt, contracting services, lime and powders and is a leading player nationwide in cement, concrete and other building products.

"This is an exciting evolution for our business. With our new owner CRH in place to support the ongoing development and delivery of our strategic vision, we're in an exceptionally strong position to deliver our growth ambitions and continue creating value for our customers, our shareholders and our employees," said Tarmac's CEO, Cyrille Ragoucy, said. Tarmac has confirmed that there will be no change to its relationships with customers, suppliers and other stakeholders.

UK: UK-based Anglo American plc said that it has completed the sale of its building products unit, Tarmac Building Products Ltd (TBP), to Lafarge Tarmac, without providing financial details.

Lafarge Tarmac is a 50/50 joint venture between Lafarge and Anglo American, formed through the merger of Lafarge's business in the UK and the local construction materials and services businesses of Anglo American.

The news that Holcim and Lafarge are planning a merger should come as no great surprise to long-term observers of the industry. Such mega-mergers have been periodically mooted over the decades and have already come to pass.

Lafarge took its present form through many acquisitions, but it was the mega-merger with Blue Circle Industries that brought it to pre-eminence. That deal was hard fought, rapidly becoming a hostile takeover after the then-CEO of Blue Circle, Richard Haythornthwaite, decided that the amount that the CEO of Lafarge, Bertrand Coulomb, was offering for his company was not high enough.

A year of claims, counter-claims, offers, rebuffs and haggling ensued, leading to a higher offer that was eventually accepted by the Blue Circle board. However, as Lafarge was a Euro-denominated company and Blue Circle was resolutely British (and was thinking in UK pounds sterling) after exchange rate variations had been taken into account, Lafarge paid less after a year than it had offered in he first place. The British CEO got a big pay-off and went on to greater glory, having appeared to extract a great deal more money (in GB pounds) for his shareholders. Apparently they teach this as a case study in business schools.

Mega-mergers have also shaped other giants in the industry. For example Chichibu-Onoda and Sumitomo-Osaka came together to make Taiheiyo Cement and Ciments Français was added to Italcimenti, although in this last case they still retain their separate identities. Often the deals amount to an accretive takeover by one larger company of a smaller one, but transformative deals consisting of a 'merger' of 'equals' also happen in the cement industry, and with good reason. The merging of research efforts; the optimisation of management; the rationalisation of procurement strategies: all of these will immediately save plenty of money.

However, it's on the financial side that these larger merged companies can sometimes see the most benefit. The cost of borrowing money is inversely proportional to the size of the company (and of the sums involved); the colossal sums demanded by overpaid and greedy bankers will diminish in proportion if the sums involved are larger. So, the cost of borrowing money to be able to invest in takeovers or for capital expenditure will reduce as a proportion of overall cost.

There are other significant potential savings as well, from operational synergies, although these can be harder to quantify and - critically - harder to retain once the competition technocrats have run their slide rules over the proposed deal. They generally do not like too much of the market ending in the hands of too few players.

A good case in point is the recent mega of Tarmac and Lafarge in the UK. To allow the deal to take place the merged company was obliged to sell off one of its key assets, the Hope cement plant, which is now owned and operated by newcomer Hope Construction Materials. Even after the deal has been completed, the market regulator is considering the possibility of making the merged company sell additional facilities, something that strikes Global Cement as 'just not on.'

However, with operations in 90 countries, Lafarge and Holcim can expect to face competition scrutiny in at least 15 countries including Brazil, Canada, Ecuador, France, the UK, the US, Morocco and the Philippines. Meanwhile, in Serbia it has been reported the two companies have a combined market share of 97% across all their business lines!

Lafarge and Holcim have overlapping facilities and distribution networks in a number of countries, and any merged company will probably be required to sell some of them to its competitors. Other companies might be licking their lips at the prospect, as usual CRH is already being lined up in the Irish press, but the units will be sold at a market rate - and not a penny less. It might be that the merged company cannot control which facilities are sold, meaning that they might end up with a less than optimised system. Not so good after all.

If the deal goes through, it will create a Europe-based behemoth with a production capacity of over 200Mt, enough to retain a place on the global top 10 companies with the ever-rationalising and concatenating Chinese companies. When the news first broke we asked what might the new company called? We liked a short mash-up of the two names, like Lolcim (a humorous nod to today's 'youth-speak' perhaps) or Hafarge. However, the level of preparation backing the merger plan soon became clear from financial due-diligence right down to a new name: LafargeHolcim.

Yet for all this co-ordinated work from companies that were meant to be competitors until as recently as March 2014, we should remember what happened to the proposed BHP Billiton-Rio Tinto takeover. Valued at a high of US$170bn it shrivelled up as the global economy collapsed in 2008 amidst concerns from regulators. The idea may be out there but LafargeHolcim has a long way to go before it actually exists.

UK: Anglo American announced that it has reached an agreement to sell Tarmac Building Products Limited (TBP) to Lafarge Tarmac Holdings Limited.

Lafarge Tarmac is the 50:50 joint venture of Lafarge's and Anglo American's construction materials and services businesses in the UK. The terms of the transaction are confidential and the transaction is subject to regulatory approvals. The transaction is expected to close in the first half of 2014.

Both TBP and Lafarge Tarmac operations will continue to operate independently until such approvals are obtained.

UK: Lafarge and Anglo American have announced the completion of a 50:50 venture which combines their cement, aggregates, ready-mix concrete, asphalt and asphalt surfacing, maintenance services and waste service businesses in the UK. The joint venture will be known as Lafarge Tarmac and began trading today. The Lafarge Tarmac combination is expected to generate savings of Euro74m through improved operational, logistical and purchasing efficiencies and the introduction of value-added products across a wider geographic area.



Completion of the Lafarge Tarmac joint venture follows final clearance from the UK Competition Commission, based on the completed sale of a portfolio of Tarmac and Lafarge construction materials operations in the UK, which also occurred on 7 January 2013. The agreed sale of Tarmac's 50% ownership interest in Midland Quarry Products is subject to a right of pre-emption in favour of Hanson Quarry Products Europe Limited. As a result of this the completion of this transaction is pending.



"We have successfully united two high quality and complementary UK businesses to create the leading UK construction materials company with high quality assets, two experienced management teams and a portfolio of well-recognised, innovative brands," said Cynthia Carroll, Chief Executive of Anglo American.



"The closing of this transaction and the creation of a new British construction materials champion reinforce Lafarge's ongoing commitment to the UK market and its efforts to continuously improve its offering to customers, as well as playing a full role in developing the infrastructure needed for a growing economy," said Bruno Lafont, Chairman & Chief Executive of Lafarge.