Displaying items by tag: Holcim
French Guiana: Colombia's Cementos Argos has signed an agreement with the French multinational cement giant Lafarge to acquire assets in French Guiana for Euro50m. The purchase is coherent with Cementos Argos' objective of consolidating its operational and logistical cement network and with its expansion strategy, which has recently incorporated assets in the United States and Honduras.
Subject to approvals, Cementos Argos has acquired 100% of the company Ciments Guyanais, which is owned equally by France's Lafarge and Switzerland's Holcim. As such the announced deal represents the first sale of Lafarge, Holcim or Lafarge-Holcim joint venture cement assets since the announcement of the intended mega-merger between Lafarge and Holcim to form LafargeHolcim. The assets included in the purchase are a 0.2Mt/yr clinker grinding station and a port, both located in Dégrad des Cannes, close to the capital, Cayenne. They generate earnings before interest, tax, depreciation and amortization (EBITDA) of approximately Euro8.1m/yr.
"This new acquisition in French Guiana nicely complements our current network of assets in the region, especially given its proximity to our grinding facilities in Suriname and our cement terminals in the Antilles," said Jorge Mario Velásquez, CEO of Cementos Argos. "This overseas department of France has cement consumption per capita of 433kg/capita/yr, which is almost twice as much as the average in Latin America. Also, the assets are well aligned with the operations that were recently acquired in the United States and our assets in the Caribbean and Colombia."
The transaction is subject to the usual regulatory procedures.
LafargeHolcim and the power of the mega-merger
09 April 2014The 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.
New leadership proposed for LafargeHolcim
09 April 2014Worldwide: Lafarge and Holcim have released plans regarding who will lead their proposed merger, LafargeHolcim. The chairman of the new board will be Wolfgang Reitzle, the future chairman of Holcim. Bruno Lafont, chairman and CEO of Lafarge will become CEO of the new group and member of the board.
Thomas Aebischer, Holcim's CFO will become CFO of the new group. Jean-Jacques Gauthier, Lafarge's CFO will become chief integration officer of the new group. The Executive Committee will be formed from both Lafarge and Holcim management.
In order to ensure efficient execution of the merger, an integration committee will prepare the integration plan to be implemented straight after the closing of the transaction. Bernard Fontana, Holcim's existing CEO will remain in charge of Holcim until completion of the transaction. He will co-chair the integration committee.
The merger is expected to be completed in the first half of 2015 subject to shareholder approval and regulatory approval in the many countries that the two multinational building materials producers operate in.
Brazil: Brazil's anti-trust regulator, Conselho Administrativo de Defesa Econômica (Cade) will force the sale of 24% of the total installed capacity of the country's four largest cement manufacturers and fine them a total of US$1.4bn as punishment for cartel activities. The decision to implement these measures comes after months of internal uncertainty at Cade.
The four companies are Votorantim, InterCement, Itabira and Holcim. Lafarge Brasil had previously settled with Cade by way of an agreement on divestments and a negotiated fine of US$19m.
Votorantim will be the most affected by the forced divestments. It will have to sell 35% of its production capacity, which Cade says is equivalent to 15% of the Brazilian cement market. InterCement will have to sell 25% of its capacity, equivalent to 4% of the market, Itabira will have to sell 22% of its assets, which is 3% of the market share and Holcim Brasil's 22% divestment equates to 2% of the market.
According to Cade, there has been a cement cartel active in Brazil for the last 10 years, which has seen companies collude to fix prices and sales volumes and create barriers to competition. Cade estimates that this has cost the economy US$6.3bn in inflated prices.
Holcim and Lafarge agree merger to create cement giant
07 April 2014Worldwide: Reuters has reported new details regarding the potential merger of Holcim and Lafarge. The merger would spark some Euro5bn of asset sales worldwide to steer it through antitrust rules.
With operations in 90 countries, Lafarge and Holcim expect to face antitrust scrutiny in 15 jurisdictions, including Brazil, Canada, Ecuador, France, the UK, the US, Morocco and the Philippines. LafargeHolcim could have a market share in excess of 50% in some areas. Even in countries such as the US where it would be smaller, monopoly authorities are likely to become involved.
The deal will help the companies slash costs, trim debt and better cope with soaring energy prices, tough competition and weaker demand that have hurt the sector since the 2008 economic crisis. The groups complement each other well geographically, with Lafarge stronger in Africa and Holcim stronger in Latin America. Emerging markets such as Latin America and Africa will account for 60% of the new group's sales, but no single country will represent more than 10%.
"The new group will offer higher growth and low risk thus creating more value," said Lafarge chief executive Bruno Lafont, who will become CEO of LafargeHolcim. The companies added that they expected total annual savings from joining forces of Euro1.4bn after three years, thanks to economies of scale, better operational efficiency and lower financing costs.
Lafarge and Holcim confirmed that they would sell businesses worth 10 - 15% of the group's earnings before interest, tax, depreciation and amortisation (EBITDA) to satisfy antitrust concerns, worth about Euro5bn in total. Two-thirds of the asset sales would be in Europe, according to Lafont. The companies also have overlapping business operations in Canada, Brazil, India and China.
"We are immediately going to start discussions with the European Commission and other competition regulators in a constructive spirit," Lafont said, adding that the combined company would continue to improve operational performance and that there would be no plant closures associated with the deal.
The expected EBITDA synergies are made up of Euro200m at operational level, Euro340m in purchasing, Euro250m in sales and Euro200m in innovation. On top of this, the company sees Euro200m of savings on financial costs and Euro200m for investments.
Lafarge's largest shareholder, Belgian holding company Groupe Bruxelles Lambert, which has a 21% stake, said that it would support the deal and would hold about 10% stake in the combined group after the transaction was completed. The transaction has the support of core shareholders and is expected to close in the first half of 2015, the companies added.
European Commission spokesman for competition policy, Antoine Colombani, said that the companies had not yet formally notified the European Union about the deal.
LafargeHolcim merger gathers pace
07 April 2014Worldwide: More details have emerged over the weekend regarding the proposed merger of Lafarge and Holcim, with the name LafargeHolcim mentioned by key staff. The discussions look set to lead to a company with combined sales of around Euro32bn and earnings before interest, taxes, depreciation and amortisation (EBITDA) of Euro6.5bn.
"This proposed merger is a once in a lifetime opportunity to deliver substantially better value to customers with more innovation, a wider range of products and solutions and more sustainability and enhanced returns to shareholders," said Rolf Soiron, chairman of Holcim. "LafargeHolcim will be uniquely positioned to take advantage of growth in developed markets and the world's fastest growing economies by supplying the materials that will enable the construction industry to meet the challenges of the future."
"By combining Holcim's experienced teams, complementary geographies and innovative expertise with ours, we propose to set up the most advanced group in the construction industry, for the benefit of our clients, our employees and our shareholders," said Bruno Lafont, chairman and CEO of Lafarge. "I am confident that this merger of equals provides a unique opportunity to rapidly create the most advanced platform in our industry with outstanding synergies. With a best-in-class international portfolio, robust balance sheet and strong governance, the new group will offer higher growth and low risk, thus creating more value.'
Unofficial sources have suggested that the weekend's meetings involved detailed discussions regarding the sale of some parts of the companies' assets to conform to national and regional anti-monopoly regulations.
Subject to shareholder and regulatory approvals and other customary authorisations completion is to take place by the end of the first half of 2015.
Holcim and Lafarge discuss possible combination
04 April 2014Worldwide: Holcim has confirmed that Lafarge and Holcim are in advanced discussions regarding a possible combination.
Holcim and Lafarge have stated that, given the strong complementarity of their portfolio and the cultural proximity between the two companies, there is rationale in considering a potential merger that could deliver significant benefits to customers, employees and shareholders. Holcim said that their discussions have been based on principles consistent with a merger of equals, which would build on the strengths and identities of the two companies.
No agreement has yet been reached and no assurance can be given that these discussions will lead to a definitive agreement. Holcim stated that it will inform the public of any material developments in this respect.
Vietnam: Larger cement producers in Vietnam have failed to build government mandated waste heat recovery (WHR) systems. Under Vietnam's cement industry development plan until 2020 with a vision towards 2030, all cement plants with a clinker production capacity of 2500t/day or above have to implement a WHR system to save at least 20% of their electricity consumption by 2015. However, local media has reported that only Holcim and Ha Tien 2 have invested in the technology. Other cement producers have been prevented from investing in their plants by high debt and poor local demand for cement.
Nguyen Quang Cung, chairman of the Vietnam Cement Association admitted to the delayed investment in the WHR systems. "However, there won't be an extension. The cement makers will be forced to implement this on time," said Quang Cung.
Nguyen Cong Minh Bao, director of Sustainable Development of Holcim Vietnam, which invested US$18m in a WHR system in 2012, said that Vietnam should not extend the deadline. According to Bao 60% of Chinese firms apply the system in China and WHR is an intrinsic component of any new project.
Holcim Vietnam's WHR system has an output capacity of 44MkWh/yr. It will be enough to serve the firm's Hon Chong Cement Factory for 88 days of operation, meaning Holcim Vietnam will save 9000t of coal and reduce 25,300t of CO2 per year.
Vietnam's cement sector is considered as one of the country's most energy-intensive industries. Under the third draft of the retail pricing scheme conducted by the state-run Electricity of Vietnam in 2013, steel and cement producers using power voltages of 110kV or higher during peak hour would pay 10% than the asking price for their normal power. Overall, the draft would dish out a power tariff hike of 2 - 16% to steel and cement producers.
Slovakia: Technology provider A TEC, in collaboration with raw materials company Ferro Duo GmbH and Holcim's Rohožník plant in Slovakia, are now able to provide a complete solution for the recovery of bypass dust in the cement industry for various conditions.
In recent years, A TEC has engaged in technologies for the use of alternative fuels, chlorine bypasses and the re-use and recycling of bypass dust in cooperation with Holcim. Ferro Duo has specialised in the recovery and processing of cement and steel industry dusts and has developed a patented process for treatment and recycling of bypass dust.
Europe: A European court has rejected an appeal by members of an alleged cement cartel, including Holcim Deutschland, HeidelbergCement, Schwenk Zement, Holcim, Buzzi Unicem, Italmobiliare, Portland Valderrivas and various subsidiaries of Cemex. The companies have argued that the European Commission (EC) had exceeded its powers when it opened an investigation in 2008.
The cement manufacturers brought seven appeals forward, arguing that the EC had not given a sufficient explanation for the suspected infringements before pushing them to respond to a long series of questions in too short a time limit. The judges considered that the EC had judicially provided the required 'minimum degree of clarity.'
On the other hand, the court partially agreed with Schwenk Zement. It judged that the time limit of two weeks that the companies were given to identify all of their contacts, including informal ones, was inadequate.