Displaying items by tag: Ambuja

India: LafargeHolcim plans to spend US$214m towards building a new cement plant in the state of Rajasthan. The 3.1Mt/yr plant will be operated by its local subsidiary, Ambuja Cement, and it will target markets in the north of the country, including Delhi. Commissioning for the plant is scheduled for the second half of 2020.

"India is the second biggest global cement market and is forecasted to continue to see high growth rates. We are excited to invest in this highly attractive market to further strengthen our footprint and to reinforce our leading building materials position in India," said Jan Jenisch, Group chief executive officer (CEO) of LafargeHolcim.

India: Ambuja Cements has benefited in 2017 as the impact of demonetisation and general sales tax eased. The subsidiary of LafargeHolcim reported that its sales rose by 12% year-on-year to US$1.58bn in 2017 from US$1.41bn in 2016. Its operating earnings before interest, taxation, depreciation and amortisation (EBTIDA) rose by 14.9% to US$300m from US$261m. Its cement sales volumes rose by 8.7% to 23Mt from 21Mt.

“During the year, we focused on providing specific solutions to address customer needs, value offerings, particularly for the retail segment products, and made strong investments in building brand equity. Our strategy to focus on premium products, core markets and managing costs has delivered higher sales and EBITDA growth,” said Ajya Kapur, managing director and chief executive officer (CEO) of Ambuja Cements.

India: A contract worker has been killed in an accident at Ambuja Cement’s Maratha plant in Maharashtra. An apparent electrical problem in a wagon loading machine caused the incident that crushed the 32 year old worker, according to the IndustriAll union. The union says that mechanical problems had been reported previously in the plant’s packing unit. LafargeHolcim, the owner of Ambuja Cement, reported 86 fatalities at its sites in 2016.

India: Ambuja Cement has been ranked seventh in the Construction Material category of the Dow Jones Sustainability Index (DJSJ) 2017. The subsidiary of LafargeHolcim was invited to participate in the DJSI Emerging Markets Index and beat its score from 2016. Each year about 2500 global companies, listed on the stock exchange, belonging to about 59 economic sectors, are invited to participate in the DJSI.

It’s been a pessimistic month for the Indian cement industry with Ministry of Commerce & Industry data showing that cement production has fallen year-on-year every month since December 2016. This was followed by the Cement Manufacturers Association (CMA) saying that the industry was sitting on 100Mt/yr of excess production capacity. Now, the credit ratings agency ICRA has followed the data and downgraded its forecast for cement demand growth to not more than 4% for the 2017 - 2018 financial year.

Graph 1: Annual cement production in India. Source: Ministry of Commerce & Industry.

Graph 2: Monthly cement production growth rate year-on-year in India: Source: Ministry of Commerce & Industry.

Graph 1 shows a production peak in the 2015 - 2016 financial year before falling monthly production broke the trend in the 2016 - 2017 period. Graph 2 pinpoints the month it started to go wrong, November 2016, when the government introduced its demonetisation policy. Production growth went negative the following month in December 2017 and it hasn’t managed to right itself since then and grow. It’s convenient to blame the government for the slump in production but it troughed in February 2017 before taking a lower level of decline since then.

The Reserve Bank of India (RBI) annual report in August 2017 suggests that the policy failed in its principal purpose of reducing the kind of corruption that a cash heavy economy can hide such as tax avoidance. People reportedly managed to find ways to bypass the bank deposit limit and may have successfully laundered large amounts of cash without being caught. However, as commentators like the Financial Times have pointed out, the longer term implications of forcing the economy towards digital payments and increasing the tax base could yet be beneficial overall.

Graph 3: Cement production capacity utilisation rates in India. Source: UltraTech Cement.

Moving on, the CMA has blamed production overcapacity for the current mess and Graph 3 shows the problem starkly. If anything the CMA appears to have downplayed the over capacity crisis facing India, as UltraTech Cement’s figures (using data from the Department of Industrial Policy and Promotion) show an overcapacity of 155Mt in the 2016 – 2017 year and this will grow to a forecast 157Mt in the next financial year, even though the utilisation rate is expected to rise slightly. UltraTech Cement’s estimates don’t see the utilisation rate topping 70% until the 2020 – 2021 financial year. Analysts quoted in the Mint business newspaper concur, although they reckoned it would the rate would bounce sooner, in 2019 - 2020. Last month when the CMA moaned about the industry's excess capacity it pinned its hopes on infrastructure schemes like the Mumbai-Ahmedabad bullet train. This prompted an official at JK Cements to say that he didn't think that one train line was going to make much of a difference.

This is one reason why ICRA’s and the other credit agencies’ growth rate forecasts for cement demand are important, because they indicate how fast India might be able to close the gap between production capcity and demand. Unfortunately demonetisation scuppered ICRA’s growth prediciton for 2016 – 2017. It forecast a rate of 6% but it actually fell by 1.2%! So downgrading its forecast for 2017 – 2018, with fears of weather and the implementation of the Goods and Services Tax (GST) in the second half of the year, is ominious. Major cement producers such as Ultratech Cement and Ambuja Cement have based their road to recovery in their latest investor presentations on a 6% growth rate or higher. Pitch it lower and the gap doesn’t close. Here’s hoping for a brisk second half.

India: Holcim Group, which is under the process of restructuring its holdings in India, has appointed Bernard Terver as additional director on the board of ACC and Ambuja Cements with effect from 4 December 2013.

Terver graduated from Ecole Polytechnique, Paris, in 1976 and has worked in the cement industry for more than 35 years. He has been in the service of Holcim since 1994, holding senior positions including that of CEO of Holcim Colombia and Holcim US.

The board also re-appointed Kuldip Kaura as the CEO and MD for one year with effect from 1 January 2014.

Minority shareholders have bowled a googly at Holcim's attempt to simplify its business structure in India.

Or for readers unacquainted with cricket terminology, domestic institutions which hold about 9% in Ambuja Cements have been widely reported in the Indian media as having voted against a move to merge the cement producer with its parent company, Holcim India. The final results of the shareholders vote will be publicly announced on 21 November 2013. The shareholders actions follow Holcim's recent approval by the Indian Foreign Investment Promotion Board for the merger.

That this is bad news for Holcim is not in doubt given that the multinational cement producer has taken a hit in its Asia-Pacific region, particularly in India. Overall for the region its operating profit fell by 32.5% year-on-year to US$333m for the quarter to 30 September 2013.

Specifically, Ambuja Cements managed to maintain its sales volume of cement and clinker year-on-year at 4.89Mt for the third quarter. However, its net profit after tax fell by 45.4% to US$27m. It blamed the decline on subdued demand due to overall economic slowdown combined with higher input costs. Meanwhile, ACC saw its sales revenue from cement fall slightly to US$388m for the third quarter while its profit for cement before costs and tax fell by 57% year-on-year to US$22m.

As mentioned in August 2013 when this column last looked at India, the parallels to cement industry consolidation in China are telling. In China guidelines have been issued to cut overcapacity in the cement industry, with the Ministry of Industry and Information Technology releasing lists of companies that should cut excess production. Alongside this, the country's leading cement producers have reported a return to profit so far in 2013. Who exactly is taking the loss from this production retraction in China, if it is happening, remains unreported and unclear.

In India, much more light has been shone upon an over-producing cement industry. Holcim and its subsidiaries are just some of the companies reporting falling profits at present. Ambuja's minor shareholders look like they have made a decision that is counter to the best interests of the Indian cement industry.

In a recent UK newspaper article, political theorist David Runciman compared the respective merits of democratic and more autocratic modes of government. Unsurprisingly for a British academic Runciman came out in favour of democracies, yet the advantages of more centralised governments were noted, such as the ability to make wide-reaching decisions faster and more comprehensively.

In light of this, comparing the Indian and Chinese cement industries in 2040 will be fascinating. Minor shareholder tussles will likely be forgotten but cement (and hopefully cricket) will be as vital then as they are now.

Austria: Ghassan Broummana has been appointed managing director of A TEC Group from 1 October 2013. As managing director Broummana will be responsible for sales and marketing within the A TEC and A TEC GRECO group.

Broummana started his career in 1987 designing and starting-up cement plants. In 1996 he joined Holcim Group Support in Switzerland where he developed and implemented various corporate initiatives. In 2004, he moved to Holcim's subsidiary in Thailand, Siam City Cement, to start up a new business unit preparing alternative fuels and raw materials from industrial and household waste.

In 2009 Broummana joined the managing committee and executive committee respectively of Holcim's subsidiaries in India, ACC and Ambuja Cements. Here he restructured Techport, the unified technical support service centre that provides expertise to both ACC and Ambuja Cements with the aim of improving the efficiency and effectiveness of over 25 integrated cement plants and grinding stations and managing all the major capital expenditure projects for both companies.

Broummana holds a Diploma in Electrical Engineering and a Diploma in Wirtschafts-Ingenieur (MBA) from the University of Dortmund. He has also completed a 'Program for Executive Development' at IMD-Lausanne and 'Advanced Management Program' at Harvard Business School, US.

A stark reminder came this week of the thankfully rare but potential risks of working in the cement industry. Five deaths were reported at Ambuja Cement's Bhatapara cement plant in India on 31 January 2013.

According to a press release Ambuja issued, the steel construction supporting a fly ash hopper located on top of a building, and connected to the cement mill, collapsed at the Bhatapara plant. Further details in local press reports added that about 200t of fly ash fell from a height of 15m. Five labourers and plant employees working at the site were buried under the debris and subsequently died. Four officials from the company have since been arrested and the plant closed while investigations are conducted.

Previously in January 2013 burn injuries were reported as another Ambuja cement plant, this time at Darlaghat. Eight workers received burns after a blast from a boiler unit.

However, despite these incidents the safety figures for Ambuja Cement and the other major Indian producers are high. In Ambuja Cement's 2011 sustainability report it recorded that its lost time injury frequency rate (LTIFR) was 1.04 for total employees and supervised workers. Its LTIFR has been dropping steadily since 2008, when it was 3.18.

This compares to other major Indian cement producers as follows. UltraTech Cement reported that its LTIFR for permanent employees was 0.82 in 2011-2012, a consistent drop year by year since 2008-2009. ACC reported that its LTIFR for its own and subcontracted employees was 0.31 in 2011. Shree Cement reported a LTIFR of 0.91 in 2010-2011 for employees and contractors. For international comparison the Mineral Products Association set a LTIFR target of 1.79 or lower for 2014 in the UK. Lafarge's global LTIFR in 2011 was 0.63 and Holcim's was 1.6.

An Ambuja's plant in Rajasthan picked up two national awards from the Government of India for Safety Performance in mid 2012. One was for first place for outstanding performance in Industrial Safety based on 'Lowest Average Frequent Rate'. The second was a runners-up prize for the category 'Accident Free Year'. Lafarge India, UltraTech, ACC and the other major producers all hold similar accolades. Sadly, any safety record is only as good as the shift that has just finished.

Onne van der Weijde, currently CEO of Ambuja Cements Ltd in India, has been appointed as an area manager and a member of the senior management of Switzerland's Holcim Ltd. He took on his new role on 1 January 2012. Mr van der Weijde remains CEO of Ambuja Cements Ltd and reports directly to Holcim's executive committee member Paul Hugentobler, who is responsible for Holcim operations in South Asia, excluding the Philippines.

A Dutch citizen, Mr van der Weijde holds a Bachelor's Degree in Economics and Accounting from the University of Rotterdam in the Netherlands and an MBA from the University of Bradford in the UK.

Mr van der Weijde was CFO at Holcim Indonesia from 2001 to 2005. In 2005 he was appointed General Manager of Holcim India Ltd and in 2006 he also assumed the CFO function at ACC Ltd until October 2008. Since November 2009 he has been CEO of Ambuja Cements Ltd.