As mentioned last week, there were a number of big news stories, one of which was the planned merger between RHI and Magnesita. On 10 October 2016 both companies announced that they were combing to form a ‘leading’ refractory company with complementary assets and a completion date penned in for 2017. As Informed’s Mike O’Driscoll presents a good overview of the two companies and the general implications of the merger we will focus on the cement industry aspects of the merger here. It is worth noting here that the new company will be established in the Netherlands but its shares will be listed in London. O’Driscoll reckons that had the UK voted to stay in the European Union the new company would have been based in London.

Comparing like-with-like for RHI and Magnesita is difficult because Magnesita doesn’t publish figures on its refractory sales to the cement industry. However, RHI produced 443,000t of refractory materials in 2015 for its Industrial Division, including the cement and lime industries, and Magnesita produced 151,000t for its Industrial Division at the same time. As can be seen in Graph 1 RHI produces nearly three times as much refractory as Magnesita in this area. Sales volumes for RHI have fallen over the last five years and Magnesita’s sales hit a high in 2013. Total revenue for RHI, across all business lines, was US$1.95bn or about double that of Magnesita.

Graph 1: Refractory sales volumes to industrial divisions for RHI and Magnesita, 2011 – 2016. Sources: RHI and Magnesita financial reports. Note: Figures for Magnesita are calculated from percentages.

RHI reported that 12.6% of its revenue in 2015 came from the cement and lime industries. It pointed out that this sector of its business benefited from the growing construction industry in North America. Elsewhere, it had a tough time in most of its territories, with the exception of Indonesia where its revenue grew due to a major contract won in the lime segment. Over the last five years RHI’s revenue from its cement and lime customers dipped to a low in 2013 before recovering year-on-year since then.

However, the situation has deteriorated during the first half of 2016 with revenues from the cement and lime industries falling by 13% year-on-year. China was blamed as the biggest single factor, with business down by roughly a quarter as a result of the downturn in the construction industry, falling property prices and lower investment activities. One interesting point that RHI made at this time was that, “the globally weak economic situation and regional excess capacities are causing a decrease in repair volume.” Another was the importance the refractory producer placed on Africa and on Nigeria and Algeria in particular. This seems to belie the petrodollar woes Nigeria has experienced recently and the scaling back by Dangote Cement of its international expansion plans.

Magnesita reported that sales volumes for its industrial segments sector, including cement, dropped by 11.7% year-on-year to 133,000t in 2016. It blamed the shortfall on the declining cement industry in Brazil with problems in Venezuela also contributing. In contrast to RHI though it reported growing sales in the Middle East and Africa, notably in Saudi Arabia and Egypt. Sales revenue actually rose by 10.2% to US$145m due to favourable exchange rates on sales outside of Brazil.

In the first half of 2016 the negative trend in Brazil continued for Magnesita with sales volumes falling by 22% in its so-called ‘established’ markets. This was compensated for by Bolivia, Mexico, Argentina and the Middle East, Africa and the Commonwealth of Independent States territories. Sales volumes for its industrial segments sector rose slightly by 1.1% to 75,200t in the first half of 2016. Again, sales revenue grew on the back of exchange rates.

As with mergers between large producers in the cement industry, if global growth is stagnating, then mergers offer an alternative way for refractory companies to compensate. However, LafargeHolcim’s promise of savings and synergies has withered to periodic news bulletins of what assets the group is planning to sell next. One question to pose is whether the merger of RHI and Magnesita will herald a similar drip-drip of assets disposals in coming years or whether it will usher in a new era for the refractory industry. A large part of this will depend on the health of the steel industry, as well as minority markets such as cement.

Germany: The Supervisory Board of KHD Humboldt Wedag International has appointed Gerold Keune as chief executive officer. He replaces Johan Cnossen who resigned with immediate effect for personal reasons in March 2016.

US: Chairman and CEO Doug Oberhelman will retire from Caterpillar on 31 March 2017. The company’s board of directors has elected Jim Umpleby, currently a Caterpillar Group President with responsibility for Energy & Transportation, to succeed Oberhelman as CEO.

Umpleby, a 35-year veteran of the company, will join the Caterpillar Board of Directors and become CEO effective 1 January 2017. He joined Solar Turbines in San Diego, California in 1980. Solar, a wholly owned subsidiary of Caterpillar, is a manufacturer of industrial gas turbine systems. Early in his career, he held numerous positions of increasing responsibility in engineering, manufacturing, sales, marketing and customer services. Umpleby lived in Asia from 1984 to 1990 with assignments in Singapore and Kuala Lumpur, Malaysia. The Caterpillar Board of Directors elected Umpleby a Caterpillar Vice President and President of Solar Turbines in 2010. He was named Group President and a member of Caterpillar’s Executive Office, effective from January 2013.

The European Commission’s decision to investigate Duna-Dráva Cement’s (DDC) purchase of Cemex Croatia sticks out in a busy news week. There have been a few noteworthy news stories this week from the Indonesian government making preparations to fight overcapacity, LafargeHolcim retreating from Chile, Cemex restructuring its management in Colombia after investigations into a land deal and the announcement of merger plans between two of the larger refractory manufacturers. Yet the commission’s probe is a response to what may be in effect a ‘land grab’ by DDC. How on earth did HeidelbergCement and Schwenk, the joint-owners of DDC, think they were going to pass this one past the relevant competition bodies?!

As the commissions describes it, the “proposed transaction would combine Cemex Croatia, the largest producer in the area, and DDC, the largest importer.” So far, so bad. Then add the observation that Cemex Croatia and LafargeHolcim control all the cement terminals in ports along the Croatian coast. Cemex has three cement plants in the south of the country with no nearby competition. Giving the owners of DDC those assets ties up the market southern Croatia nicely. Understandably, the European Commission has concerns.

Croatia has five cement plants. LafargeHolcim runs a 0.45Mt/yr plant at Koromačno and Nasicecement run a 0.6Mt/yr plant at Nasice. Cemex’s three plants are all in the south near Split within about 10km of each other. When Global Cement visited in late 2014 Cemex Croatia told us that the plants were so close together that the company considered them as one plant. The sites also share one quarry for their raw materials. Only one of three plants, Sv Juraj the largest, has a bagging unit and Sv 10 Kolovoz was mothballed due to poor market demand. Together the plants have a cement production capacity of 1.92Mt/yr. This gives Cemex 65% of the market by production capacity.

Describing the three plants as one certainly makes sense for a company that might have been considering selling them. However, it is a fair comment given the close proximity of the plants to each other and the joint-capacity below that of some of the larger single site multi-kiln plants around the world. In this sense, the real questions for the European Commission will be how much of a dent to competition will it make to hand over the area’s main importer to the area’s main producer?

Graph 1: Cement consumption in Croatia, 2011 - 2015 (Mt). Source: Croatian Bureau of Statistics.

Looking at the national cement market since 2011 in Graph 1 using data from the Croatian Bureau of Statistics, sales volumes fell to a low in 2013 and have picked up since then, although not to the same levels. Prior to this cement sales halved from 2008 to 2013. Under these kinds of conditions Nexe Grupa, the owner of Nasicecement, filed with pre-bankruptcy settlements in 2013. HeidelbergCement expressed interest in the cement assets around this time, although nothing eventually happened. Imports of cement grew by 11% year-on-year to 312,000t in 2015 from 280,000t in 2014. This compares to a 1% increase to 2.36Mt in domestic cement sales in 2015.

As the commission suggests, combining the region’s biggest producer and its biggest importer seems like a recipe for reduced competition and inflated prices. This could be mitigated, in theory, if DDC decided to flood the region with imports from HeidelbergCement’s new assets from Italcementi once it completes its purchase of that company. Although a dominant player in a region undercutting its own prices seems far fetched. Theoreticals aside, it seems very unlikely that the European Commission will let the purchase go ahead without taking some sort of action.

Jamaica: Chris Dehring has resigned as chairman of Caribbean Cement with immediate effect. He was appointed chairman of Caribbean Cement in October 2014, months after joining the board of its parent company, Trinidad Cement, according to the Jamaica Observer. He has left the cement producer to commit to his next business venture in broadcasting. Previously, Dehring founded the Dehring, Bunting and Golding investment bank, and served as managing director of the 2007 ICC Cricket World Cup, chief marketing executive of the West Indies Cricket Board, manager at Citibank NA and chairman of LIME Caribbean/Cable & Wireless.

News from the Democratic Republic of the Congo (DRC) this week: Lucky Cement has nearly finished its new 1.2Mt/yr cement plant. The US$270m project is due to start commercial operation in October 2016, according to a report by Bloomberg. The news is fascinating because it marks the opening up of central sub-Saharan Africa to the cement industry and it puts the boots of Pakistan’s Lucky Cement on the African continent in a big way.

The Nyumba Ya Akiba plant is a 50:50 joint venture between Lucky Cement and a local conglomerate Groupe Rawji, with financing supplied from a group of international development agencies. Originally proposed in 2013 the plant is located in Kongo Central province in the far west of the country between Kinshasa and the port of Matadi near to the connecting main road and railway line. The kit for the plant was ordered from FLSmidth in 2014 for Euro68m, including crushers, pyro processing equipment and vertical mills for raw meal, coal and cement grinding. An overview from the International Finance Corporation also added that the plant intended to cut a deal to import South African coal via the railway from the coast. Limestone and clay will come from a captive quarry. Incidentally, FLSmidth reckoned in 2015 that the project was the first new cement plant in the country in 40 years.

From Lucky Cement’s perspective the project makes sense given the bad reaction it has had trying to import its cement into western and southern Africa. Local producers recoiled from cheap imports along the coast and then lobbied their governments to block them. So, putting down manufacturing roots in a target country with a local partner makes it that much harder to block additional imports. It may or may not be importing its own clinker from somewhere else to supplement local demand but it is definitely providing local jobs and supporting local development. Lucky Cement’s previous international adventure of this kind was the opening of a cement grinding plant in Iraq in 2014.

Naturally, like buses, one waits ages for a cement plant to be built and then two turn up at the same time. South Africa’s PPC is also building an integrated cement plant in the DRC at Kimpese, in the same province as Lucky Cement’s plant. PPC’s half year report to March 2016, released in September 2016, mentioned that its 1Mt/yr plant was 83% complete with all civic and structural work complete. Commissioning was intended for the end of 2016 with cement ready for sale in early 2017. It is being built by Sinoma. The cement producer already has a sales depot in Kinshasa and it exports 32.5N and 42.5N cement from South Africa to the territory. Given PPC’s falling revenues from cement in South Africa and growing revenue elsewhere in Africa the opening of this plant will be keenly awaited.

The local demographics may answer whether the DRC can support two new cement plants. The country’s cement consumption was just 24kg/capita with a gross domestic product (GDP) per capita of US$490 in 2015. These are some of the smallest figures in the world. A feasibility study ahead of the Nyumba Ya Akiba plant estimated that the country would have a demand of 1.8Mt/yr by 2015 compared to a local production capacity of under 1Mt/yr. Nature, and markets, abhor a vacuum. Lucky Cement and PPC are about to fill it.

US: Summit Materials has appointed Noel R Ryan III as its new Vice President, Investor Relations. Ryan has more than 15 years’ experience in the investor relations and capital markets industries, most recently serving as Vice President and Head of Investor Relations & External Communications for Calumet Specialty Products Partners, a publicly traded producer of specialty hydrocarbon and fuels products.

Previously, Ryan served as head of the investor relations function at Delek US Holdings and as head of corporate communications at QEP Resources. Prior to these roles, he was Executive Director and Co-Head of the Financial Communications Practice Group at a nationally-ranked investor relations consultancy. Ryan began his career in US equities research at Banc of America Securities. He holds a Bachelors of Arts degree from the University of California, Berkeley.

India: The board of directors of Wonder Cement, a part of the RK Group, has appointed Sailesh Mohta as President (Marketing). Mohta will report into JC Toshniwal, Managing Director, according to Asian News International. Mohta will oversee strategic business partnerships and develop tactical policies aimed at augmenting the national presence of the brand, identifying potential markets, implementing a conducive growth stratagem and generating a significant share of voice in the marketplace.

Since 2010, Mohta has served as the president of Binani Cement. He holds a bachelor's degree in commerce from the University Of Mumbai and a chartered accountancy degree from the Institute of Chartered Accountants of India. He is also a member of Multi Commodity Exchange of India and National Spot Exchange.

Once again Ecocem has shone the torch this week for a rare thing within Europe these days: a growing cement company. Its latest project is an import terminal in Sweden, as part of a deal with Bolidan, which launched on 22 September 2016. This supports an arrangement to supply cement for the Boliden Garpenberg mine. The agreement also includes supply for the Boliden Tara Mines in Ireland.

This follows the announcement to build a new slag grinding plant in Dunkirk, France in early September 2016 and the opening of a new terminal in Runcorn, UK earlier in the year. The 1.4Mt/yr Dunkirk plant is a joint-venture with the steelmaker ArcelorMittal, intended to target markets in north of France and in the UK. Once complete it will join Ecocem’s growing collection of grinding units in Ireland, France and the Netherlands. The slag-cement producer operates a 0.35Mt/yr plant at Dublin, a 0.7Mt/yr plant at Fos in the south of France and a 0.35Mt/yr plant at Moerdijk under its subsidiary Orcem Netherlands.

The focus on the UK makes sense given that Ecocem said that it had made commitments to sell more product in the UK in its first year than its total domestic sales in 2016. This followed the situation where, prior to entering the British market, Ecocem had to stop taking orders in the short term due to demand. If this is actually the case then it is unsurprising to note that Ecocem is also building a second UK terminal at Sheerness at the mouth of the River Thames near to London. As an aside, Francis Flower bought the Scunthorpe ground granulated blast furnace slag (GGBS) plant from Hanson Cement in mid-2015 after the local market regulator requested the sale.

As Charlie Zeynel, ZAG International, says in an interview to be published in the October 2016 issues of Global Cement Magazine, that supplementary cementitous materials, including slags, in cement blends has grown worldwide, particularly in Europe and Japan, where GGBS cement represents around 25% and 30% of cement sales respectively. Zeynel goes on to say that GGBS usage is set to rise in other parts of the world, particularly the US, but this helps to explain the market Ecocem is operating in within northern Europe.

Ecocem seems well aware of the potential for slag cements in the US because it is attempting to build a Euro45m grinding plant Vallejo, California under its Orcem Americas subsidiary. The process has so far been dogged by planning problems at the proposed site as well as organised local opposition, which does not want a new industrial plant in the neighbourhood and issues such as the increased traffic it would bring. The irony here is that Ecocem bills itself as an environmentally friendly cement producer. Yet even environmentally-friendly cement needs to be manufactured and taken to site.

To misquote Kermit the Frog: it’s not easy selling green cement. However, Ecocem’s progress in Europe is encouraging both in the UK and the wider area. Roll on the opening of the Sheerness terminal.

Find out more about Ecocem's operations here: www.ecocem.fr/en/

China: JI Youhong has been appointed as the executive director, chief executive officer and a member of the executive committee of China Resources Cement with effect from 22 September 2016. He succeeds Pan Yonghong who has resigned from each of these roles.

Ji, aged 51 years, joined the group in October 2003 and has served various managerial positions of the company, including the general manager of various cement and concrete subsidiaries, the Marketing Controller from November 2008 to December 2012 and the Regional General Manager (Guangxi) from April 2012 to September 2016. He currently serves as the director of various subsidiaries of the company.

Ji is a senior engineer of building materials accredited by the Private Enterprise Senior Engineer Panel of Guangxi Zhuang Autonomous Region. He graduated from the Nanjing Industrial College (currently known as Southeast University), China with a bachelor’s degree in engineering in 1985 and a master’s degree in inorganic and non-metallic materials in 1988. He has over 28 years of experience in construction materials engineering and marketing. He is currently the Chairman of the Guangxi Cement Association.