Global Cement News

Russia: 577 Gornozavodskcement employees became unemployed in the six months to 30 June 2019. 87 resigned, 195 retired and 295 left by agreement with the company. This follows South Ural Mining and Processing’s takeover of the struggling cement producer in December 2018. Kommersant has reported that the liquidation of auxiliary departments is a part of unit optimisation which extends to the company’s facilities, with the site of a planned dry line at its 2.2Mt/yr (wet) integrated Perm cement plant being used for parking. Wages have reportedly risen for the remaining three quarters of the Gornozavodskcement’s original staff.

Nigeria: Dangote Cement has extended its services agreement with US-based General Electric to the implementation of asset performance management (APM) digital products at its 12.5Mt/yr integrated Obajana cement plant and 12Mt/yr integrated Ibese cement plant, with the aim of unplanned downtime reduction. Dangote operations director Ravi Sood said that “Operational performance is crucial to a plant’s overall productivity, directly affecting end products. The introduction of GE’s latest digital solutions will improve efficiency and enable us to become more self-sufficient in power generation.”

The Australian cement supply spat calmed down a little this week with the announcement that Wagners Holdings has agreed to resume the supply of cement products from its Pinkenba grinding plant in Brisbane to Boral. Legal proceedings are still on-going with a trial date set at the Supreme Court of Queensland in late November 2019.

The argument blew up publicly in March 2019, when Wagners said it had suspended its cement supply to Boral for six months. Wagners has a cement supply agreement with Boral whereby it supplies cement on an annual basis for a fixed price. However, Boral informed Wagners that it had found cheaper cement from a ‘long established’ supplier in South East Queensland. Local press speculated that this ‘long established’ supplier was Cement Australia, the joint venture between LafargeHolcim and HeidelbergCement. Wagners then had the choice to either match the lower price or suspend its supply. The disagreement took the legal route as the parties failed to reach an agreement. Wagner says that its cement supply agreement with Boral ‘remains binding on both parties’ until 2031.

Wagners later reported that it expected the suspension to cost it around US$7m in 2019. The deal with Boral constituted about 40% of its cement sales volumes. Its overall revenue grew year-on-year in its 2019 business year to the end of June 2019 but its cement sales volumes fell. Its earnings also fell. This was blamed on higher activity in lower margin areas such as contract haulage and fixed plant concrete, and delays in major infrastructure project work in South-East Queensland.

Boral, meanwhile, suffered from falling revenue and earnings from its Boral Australia subsidiary in its financial year to June 2019 due to a slowing construction market. Notably, its cement sales revenue rose by 7% due to ‘favourable’ pricing, higher volumes and cost-saving programs. It didn’t say whether the cost cutting included sourcing cement from a different supplier! All of this though was counteracted by lower contributions from its Sunstate joint venture (JV) with Adelaide Brighton and higher fuel and clinker costs.

All of this is fascinating because these kinds of disputes usually remain out of the public eye. The large size of Wagners’ cement supply deal with Boral meant that when it was threatened it likely had to tell its shareholders due to the potential financial impact. Whether Boral can wriggle out of the contract is now a matter for the courts.

The broader picture is that even though Boral Australia’s cement division seemed to be growing in its 2019 financial year it was still trying to reduce its costs in the face of a decelerating construction market. Added to this, the companies hold both a supplier and a competitor relationship. On the production side Boral operates an integrated plant at Berrima in New South Wales (NSW), a grinding plant at Maldon, NSW and another grinding plant in its Sunstate JV at Brisbane, Queensland. Wagners runs its own grinding plant at Pinkenba, Queensland. Both companies operate concrete plants. This is not unusual for a concentrated industrial sector like cement but it creates problems for the regulators. Note that, also this week, the Australian Competition and Consumer Commission was reportedly paying attention to the links between Barro Group and Adelaide Brighton. Barro owns a 43% stake in Adelaide Brighton but the authorities are concerned about a possible overlap in the two companies’ roles as suppliers of cement, concrete and aggregates. Any slowdown in construction in Australia seems likely to heighten these kinds of issues.

Ireland: CRH has appointed Richard Boucher as its chairman designate. He will succeed the present chairman, Nicky Hartery, on 1 January 2020. Hartery, who has been chairman since May 2012 and a board member since 2004, will retire as chairman and from the board at the end of 2019.

Boucher, aged 61 years, joined the board of CRH in March 2018 and has been chairman of CRH’s Remuneration Committee since September 2018. He was chief executive of Bank of Ireland Group from 2009 to 2017. He also held a number of key senior management roles within Bank of Ireland, Royal Bank of Scotland and Ulster Bank. He is a nonexecutive Director of Kennedy Wilson Holdings and Eurobank Ergasias.

Switzerland: LafargeHolcim has recorded a fall in third-quarter net sales of 3.0% year-on-year to Euro6.46bn from Euro6.68bn in 2018 and a fall of 2.1% year-on-year in 2019 to Euro18.3bn in nine-month net sales to 30 September 2019 from Euro18.7bn in the corresponding period of a 2018. Earnings before interest, taxes, depreciation and amortisation (EBITDA) grew by 0.8% year-on-year to Euro1.71bn in the third quarter of 2019 from Euro1.69bn. EBITDA in the nine months to 30 September 2019 grew by 4.4% to Euro4.12bn from Euro3.95bn. The company said that it improved its margin in the Europe, North America and Asia Pacific regions, with localised profit growth in the Middle East Africa region in South Africa, Jordan and Iraq. Profitability in Latin America stabilised, with price management partially mitigating the challenges of several markets and a good performance in Colombia.

Based on the results, LafarageHolcim has reaffirmed its commitment to increase net sales by 3-5% year-on-year to between Euro25.6bn and Euro26.2bn in 2019 from Euro24.9bn in 2018, and to reduce the ratio of its net debt to recurring EBITDA to ‘well below’ two to one.