Displaying items by tag: LafargeHolcim
France: The French judiciary has launched an inquiry into the Syrian conduct of LafargeHolcim. Three judges, one dealing with anti-terrorism matters and two financial judges, will handle the probe that opened on 9 June 2017, according to Agence France Presse. The prosecutors will examine the ‘financing of a terrorist enterprise’ and whether the actions of the building materials producer had endangered lives.
LafargeHolcim admitted in March 2017 that its staff at a cement plant in Syria in 2013 and 2014 had struck deals with armed groups, following an investigation by the French newspaper La Monde in mid-2016. It is also alleged that Lafarge, one of the companies that merged to become LafargeHolcim in 2015, purchased oil in Syria in violation of international sanctions. The group’s chief executive officer Eric Olsen then resigned after the completion of a review into the affair in April 2017 despite not being found personally culpable or even aware of the situation. However, the review found that selected members of group management had been aware of the situation at the time.
Morocco: Cemengal says that a modular and portable grinding station Plug&Grind XL it is supplying for LafargeHolcim in Laâyoune is proceeding to schedule. No details regarding cost and production capacity have been disclosed but the model has a cement production capacity of up to 0.22Mt/yr and a total installed power of around 1500kW.
Ada completes US$100m upgrade
05 June 2017US: The Holcim US Ada plant in Oklahoma, a member of LafargeHolcim, has seen the completion of its three-year, US$100m new kiln and modernisation project. The project has boosted the plant’s capacity by 20%, raising its clinker capacity to 0.68Mt/yr from 0.62Mt/yr. The upgrades allow the plant to conform to the US National Emissions Standards for Hazardous Air Pollutants (NESHAP) regulations.
Mike Langan, Ada plant manager, said, "NESHAP is one performance standard that's fairly restrictive. New Source Performance Standards are the most restrictive environmental regulations in our industry and this plant meets that. So it is much cleaner environmentally (than before)."
The upgrades made it possible for the plant to increase its use of fuel derived from scrap tires, replacing at least 20% of the fossil fuel used in the new kiln line. That change will make the operation cleaner and more efficient, supporting LafargeHolcim's sustainable-development goals.
UK: Aggregate Industries has launched six new products in its Lafarge Cement range. The additions include Super White Cement and Sulfate Resistant Portland fly ash cement as well as Concrete Mix, Postmix and Mortar Mix blends, and Hydrated Lime. The new products join the LafargeHolcim subsidiary’s already established Lafarge General Purpose Cement range.
The changeover at the top of LafargeHolcim, with Eric Olsen standing down and with the appointment of Jan Jenisch (CEO of Sika AG), is worthy of note for a number of reasons. American/French Eric Olsen has been in charge of the merged company since its inception and has made a good job of bringing together two very different companies, while at the same time battling uneven economic growth worldwide which has seen some patchy results over the last two years. Given more time, he would undoubtedly have presided over more robust results as yet more synergies are discovered in the newly-lean company.
In fact, lean-ness is one of the four ‘strategic pillars’ that are now governing LafargeHolcim, according to the recent fascinating 2016 annual report. Alongside ‘commercial transformation,’ ‘cost leadership’ and ‘sustainability,’ the report stipulates that the company will be ‘asset light.’ The report goes on to explain that LafargeHolcim ‘will optimise our current asset base, better leveraging our industrial footprint, reducing our capital expenditure and exploring new growth opportunities with lower capital expenditure.’ It says that ‘Future growth will be focussed on low-capital intensive business models that enable us to access more of the value chain.’ Putting numbers to the words, LafargeHolcim’s capex in 2016-2017 was CHF3.5bn (Euro3.21bn), but it will plummet to CHF2bn (Euro1.83bn) from then on. As CEO, Eric Olsen’s prints are all over this plan.
The company plans to use its ‘know-how in preventative maintenance and capacity optimisation’ to reduce its ongoing capex in the cement industry, and says that ‘we outsource our fleet management whenever possible and develop alternative logistics offers to reduce capital expenditure.’ So, out with its own fleets of vehicles, and in with contractors, freeing-up capital (but possibly leading to lower retained profits). The company also says that ‘the leveraging of our global trading platform enables us to serve some markets without the need to invest in local clinker capacity.’ Alongside various statements in the annual report that suggest that the company has quite enough clinker production capacity already, we can see that it intends to stop building any new greenfield plants, and to potentially invest in clinker grinding facilities in markets where it does not have a presence, supplied by its currently under-utilised clinker-producing plants. It plans to expand into low-capital concrete markets, stating that ‘we are implementing franchise models in the ready-mix and retail segments, enabling us to reach customers in a differentiated way while keeping capital expenditure low.’
Eric Olsen’s plan is/was a sensible one: stop sending money out the door, make the current assets work a lot harder, and get into businesses with a good margin but which don’t cost a lot in which to become established. This is a plan that will take time to come to fruition, but unfortunately, Eric Olsen will not be at the helm of the company to see the benefits. He resigned at the end of April after an internal investigation at the company showed that managers at the company’s cement plant in Syria had paid-off local militias in order to stay open. As Eric Olsen stated at the time, “While I was absolutely not involved in, nor even aware of, any wrongdoing I believe my departure will contribute to bringing back serenity to a company that has been exposed for months on this case.” It seems that the chairman and the board of directors owe Mr Olsen a few beers - at least - for taking the heat off the company.
German national Jan Jenisch steps into Eric Olsen’s shoes at an interesting time then. He is coming from a company, Sika AG, that has also seen some tumultuous events in the last few years. The company’s controlling family wish to sell its 16% stake (including 53% voting rights) to multi-national building materials group Saint-Gobain, which is eager to buy, against the wishes of the company’s board, senior managers and other shareholders. So far the sale has been foiled by Mr Jenisch, but a crucial court case decision is due later in the year. Who knows, in the meantime maybe another building materials company might step-in to try to take over Sika’s attractive business? Mr Jenisch managed to increase Sika’s profit by 22% in the last full year of operation of the company, and the board of LafargeHolcim will be hoping that he can repeat the magic with his new company. If he manages it though, just remember that he has inherited Eric Olsen’s ‘cunning plan that might just work.’
Switzerland: LafargeHolcim has announced the appointment of Jan Jenisch as its new CEO, effective from 16 October 2017. The move follows the resignation of Eric Olsen, who will leave the company on 15 July 2017, two years after he took up the CEO role and assumed responsibility for the merger of Lafarge and Holcim. Between 15 July 2017 and 16 October 2017 Beat Hess, Chairman of the Board, will become interim CEO. Roland Köhler, currently an Executive Committee member, will be appointed Chief Operating Officer.
Jenisch, aged 50, joins from Swiss company Sika AG, a developer and producer of systems and products for the building materials and automotive sectors. He has been the CEO of Sika AG since January 2012. Under his leadership, the market capitalisation of Sika has more than tripled and the company has recently gained admission to the Swiss Market Index. Jenisch joined Sika in 1996 and has worked in various management functions and countries. He was appointed to the Management Board in 2004 as Head of the Industry Division and he served as President Asia Pacific from 2007 to 2012.
Show US the infrastructure
17 May 20172017 has started more uncertainly for the US cement industry than 2016 did according to the latest data from the United States Geological Survey (USGS). Cement shipment data from just two months, January and February 2017, can only present a limited impression of the state of the industry. Yet the key trend to look for in Graph 1 is the growth in Midwestern US states against a decline in the Western ones. Previously in 2016 this region’s shipments sunk below those in the West in December and didn’t overtake them until the spring. This time round they’ve stuck closely and overtaken them already in February 2017.
Graph 1: Portland and blended cement shipments by US Census Bureau region for 2016 to February 2017. Source: USGS.
The Midwest’s cement shipments jumped by 21% year-on-year to 2.2Mt for those first two months. Buzzi Unicem concurred with this picture in the Midwest with its first quarter financial results this week, reporting a boost in deliveries in the region. HeidelbergCement agreed, reporting sales volumes increases in the north of the country and a decrease in the West. In that region the USGS data shows an 8% fall in shipments to 2.2Mt. HeidelbergCement blamed heavy rain and flooding in California and Oregon as the cause of the problems. Another potential reason that the USGS hints at are increasing imports of cement that it says have been rising faster than sales. For example, imports of cement to the US as a whole grew by 23.9% year-on-year to 0.81Mt in February 2017.
Overall though the situation for the larger cement producers has been subdued. Many of them blamed good weather in the first quarter of 2016 giving them a hard quarter to measure against in 2017. For example, LafargeHolcim’s sales volumes of cement fell by 4.5% in North America although it did report sales growth off the back of cement pricing and cost controls. HeidelbergCement may have looked good on paper following its integration of the Italcementi/Essroc assets but its cement volumes only grew by 1% in the period. Cemex too reported a similar scenario with falling sales volumes of 5% but growing sales revenue.
To put this in perspective, as the Portland Cement Association’s (PCA) chief economist Ed Sullivan says in the May 2017 issue of Global Cement Magazine, cement production in the US grew in 2016 and it is expected to continue growing in 2017 and 2018. Just like the start of 2016 (see GCW251) the potential for US construction growth in the year ahead is a quietly confident one but it isn’t assured.
Cemex points out that housing starts rose by 8% in the first quarter of 2017, as did construction spending in the industrial and commercial sector. However, it says that infrastructure spending fell by 9% in February 2017. Indeed this last point is an important one given that one of the major Trump campaign pledges in the 2016 presidential campaign was to build more infrastructure. As commentators in Washington DC including the PCA have asked: where is the Bill? Rightly, the PCA are not letting the lawmakers forget this during ‘Infrastructure week’ as the issue is discussed. The US cement industry needs this.
For further information on the US cement industry take a look at the May 2017 issue of Global Cement Magazine
Jordan: The Labour Ministry has helped to resolve a dispute between workers and management at Lafarge Jordan. Following several days of work stoppages the employees have agreed to sign a collective work contract and resume work as normal, according to the Jordan Times. In return workers at the Rashadia cement plant will receive a bonus payment at Eid Al Fitr and then pay increases based on performance. The parties have also agreed to let the ministry lead future talks on early retirement and workers’ association bans on employees.
Today HeidelbergCement publishes its financial results for the first quarter of 2017, giving us an idea of how the year is shaping out for the major cement producers outside of China. Looking at graphs 1 and 2 below of cement production volumes and sales revenue gives the initial impression of a reversal of fortunes for the two leading multinational companies. LafargeHolcim’s production and sales are declining as HeidelbergCement races to catch up, boosted by its acquisition of Italcementi in 2016.
This interpretation would be misleading, however, given that LafargeHolcim has been steadily whittling down its assets to become more profitable and because HeidelbergCement has just taken on a raft of production units. The real figures to look at might be the like-for-like changes with adjustments made for currency, consolidation effects and suchlike. Under these conditions each of the three leading cement producers, with the addition of Cemex, have reported stagnant cement sales in the period. Yet the surprise comes from an analogous look at sales. LafargeHocim and Cemex both reported sales revenue increases of 5 – 6% on a like-for-like basis, whilst HeidelbergCement reported no change. This is further backed up by operating earnings before interest, taxation, depreciation and amortisation (EBITDA) figures that rose significantly on a like-for-like basis for LafargeHolcim at 8.8%, more modestly at 2% for Cemex but fell by 3% for HeidelbergCement.
Graph 1: Cement sales volumes at selected multinational producers in Q1 2016 and Q1 2017. Sources: company reports.
Graph 2: Sales revenue at selected multinational producers in Q1 2016 and Q1 2017. Sources: company reports.
The tragedy of the picture above appears to be that Eric Olsen, the chief executive officer of LafargeHolcim, has started to turn the company around following the merger between Lafarge and Holcim in 2015, just as he is leaving the company. This week Olsen denied that his departure was related to the Syria scandal but that it was related to ‘tensions’ at the group. The lesson that HeidlebergCement can take from this is that enlarging a building materials company in a supressed global market requires decisive action to maintain profitability. Certainly, if it doesn’t go HeidelbergCement’s way in future months and years then the stability of its management and major shareholders may become apparent. Although it doesn’t mention internal matters, HeidelbergCement does flag up higher geopolitical and macroeconomic risks in its outlook for 2017 as well as a ‘shift of political measures towards protectionism.’ That last one is potentially bad news for a multinational cement producer looking to move excess clinker around as it downsizes towards profitability.
Of the rest of the producers included in the graphs above Dangote Cement is worth some attention. The production and sales figures show a company evolving from a national player into an international one. Challenged by economic problems and a market contraction at home in Nigeria the company is exploding internationally in sub-Saharan Africa. Roughly, it sold a third of its cement outside of Nigeria in the period but only made a quarter of its revenue outside of its home turf. This has interesting implications for the international future of the company. However, it will be a big moment for the firm once it finally builds a plant in Nepal outside of Africa.
Italy’s Buzzi Unicem and the Brazilian operators Votorantim and InterCement are due to release their first quarter results in the coming weeks which will flesh out the international picture. Already there are lots of fascinating regional trends emerging that require discussion, such as the Philippines that we looked at last week and a ‘back to business’ feeling in China. Next week in the run up the IEEE/PCA Cement Industry Technical Conference in Calgary, Canada we’ll look at the US.
Mallam Suleiman Yahyah resigns from AshakaCem
10 May 2017Nigeria: 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.