Displaying items by tag: LafargeHolcim

Greece: Titan Cement has appointed Marcel Cobuz as the chair of its executive committee. He will succeed Dimitri Papalexopoulos in the post from 15 October 2022. Papalexopoulos, in turn, will become the chair of the board of directors, succeeding Efstratios-Georgios Arapoglou.

Cobuz, a French and Romanian national, has worked for Holcim and its associated companies for over 20 years. He joined Lafarge Group in 2000 and has held various leadership roles in Europe, Asia, the Middle East and Africa. He later became the Europe Region Head for LafargeHolcim from 2018 to 2021. Prior to his time at Lafarge, Cobuz started his career in investment banking at Creditanstalt Investment Bank and worked as an entrepreneur in Romania. He studied law and economics in Bucharest, completed an Advanced Management Program at Harvard Business School and has attended executive programs at INSEAD, the IMD Business School and Singularity Group.

Holcim agreed to sell its Indian assets to Adani Group this week for US$6.37bn. These include Holcim’s stakes in its local subsidiaries Ambuja Cement and ACC. The deal, if approved by the local competition body, should complete in the second half of 2022. This is one of the larger sales of cement company assets over the last decade. Adani Group, an Indian-based conglomerate with businesses across energy, transport and more, is now poised to become the second largest cement producer in India.

Global Cement Weekly previously covered a potential sale of Ambuja Cement and ACC in April 2022 when the story that Holcim was looking for a buyer first emerged in the Indian press. At the time local press speculated that the sale could generate as much as US$15bn for Holcim. So it is interesting to see that a figure of US$6.37bn has been agreed upon instead, less than half of the speculative figure. Roughly, as ever, this places a value of a little below US$100/t of cement production capacity. This seems like a relatively low pricing for these plants by international standards over the last decade. However, this doesn’t take into account many factors such as, for example, the condition of the plants, Holcim’s desire to change its business, the ease of selling up in India all in one go, other non-cement assets and so on. For Adani Group though, buying into heavy building materials production in a large market like India clearly seemed attractive. It is also worth noting that, similar to other cement sector acquisitions recently, here again is a buyer with a background in another carbon-heavy industry buying into another heavy emitter.

Table 1: Selected large scale acquisitions of controlling shares in non-Chinese cement production assets since 2012. Source: Global Cement news and company releases. Italcementi acquisition value reported by Reuters.

Table 1 above provides some historical context to Adani Group’s agreed acquisition by comparing it to other large completed deals in the cement sector over the last decade. Don’t forget that it is only looking at this from the cement sector. This list excludes changes in ownership in the Chinese cement companies in this period because, generally, there has been a government-driven consolidation in the industry through mergers rather than large-scale acquisitions. So, for example, the world’s current biggest cement producer CNBM had a reported production capacity of 350Mt/yr in 2012 and this rose to 514Mt/yr in 2020 as it absorbed other state-owned companies. The big merger it underwent during this time was with China National Materials (Sinoma) in 2018, primarily an engineering company that also produced cement.

The most obvious trend in Table 1 is the journey of Lafarge and Holcim from their merger in 2015 and the gradual realignment of the business subsequently. During this time the company has sold up in large markets outside of its core regions in Europe and North America. Latterly, it has also started to diversify away from heavy into lightweight building materials. One notable ‘nearly happened’ was LafargeHolcim’s attempt to sell its business in the Philippines to San Miguel Corporation for US$2.15bn in 2019. That deal collapsed when the Philippines Competition Authority failed to approve it within a year of its proposal. CRH enlarged itself from assets sold during the creation of LafargeHolcim and then picked up Ash Grove in the US in 2018. CRH’s head Albert Manifold memorably said in 2018 that his company was focusing on markets in developed countries and CRH’s large-scale acquisitions have largely followed this.

As for the others, HeidelbergCement’s purchase of Italcementi in 2016 almost appeared as a riposte to the formation of LafargeHolcim, albeit on a slightly smaller scale. It confirmed HeidelbergCement’s place as the world’s second largest non-Chinese cement producer. It is also one of the minority of truly multinational acquisitions on this list. Unlike LafargeHolcim and now Holcim though, HeidelbergCement hasn’t exhibited a desire to downsize or diversify at quite the same speed. UltraTech Cement’s acquisition of Jaiprakash Associates in 2017 confirmed its place as the largest Indian producer. That deal was publicly one of the longer lasting one as it originally started out in at least 2014 on a smaller scale and was later slowed down by the Mines and Minerals (Development and Regulation) (MMDR) Amendment Act. Smikon’s purchase of Eurocement in 2021 almost looks like part of the isolation of the Russian economy, especially with the benefit of hindsight given by the invasion of the Ukraine in early 2022.

Mega-deals have lots of moving parts but two of the most tangible to broader audiences are the price and the timing. Cemex infamously got both of these wrong with its acquisition of Rinker in 2007 as it paid high just as the US subprime mortgage crisis started a wider global financial one. This was despite Cemex’s emergence over the previous 15 years as a multinational force to be reckoned with due in part to the so-called ‘Cemex Way’ approach to management, acquisitions and integration. Clear winners from the big acquisitions over the last decade are harder to spot but CRH and UltraTech Cement look strong so far. Adani Group has certainly picked a lively time to make a purchase on this scale following a global pandemic with ongoing global supply chain issues and disruptions to energy and food markets.

Holcim’s investors’ event last week confirmed the changes the company has been making to its sales mix. At its Capital Markets Day it revealed its commitment to expand the net sales of its Solutions & Products division to 30% of the group total by 2025. This division covers products such as roofing, mortar, precast concrete and asphalt. At the same time it is reducing the proportion of sales from its cement division. Graph 1, below, from a presentation given by chief executive officer Jans Jenisch, hints at what group may be aiming for: roughly a third of its sales from cement; a third from aggregates and ready mixed concrete; and a third from the Solutions & Products division in 2025.

Graph 1: Forecast growth of sales by Holcim’s Solutions & Products division to 2025. Source: Holcim Capital Markets Day 2021 presentations on website.

To give readers an idea of the scale of change in Holcim’s cement business since the merger with Lafarge in 2015, just look at the figures. In 2015 LafargeHolcim sold 256Mt of cement and it had a cement production capacity of 374Mt/yr. In 2020 it sold 190Mt of cement and it had a cement production capacity of 288Mt/yr. However, the ratio of sales from cement has remained consistent at just below 60%.

This all changed in January 2021 when Holcim announced it was buying roofing and building envelope producer Firestone Building Products for US$3.4bn. Instead of trimming down the business to make synergistic changes as it had been for the previous five years the group significantly changed its sales mix. As noted in ‘2021 in Cement’ in the December 2021 issue of Global Cement Magazine, Holcim remains the world’s largest non-Chinese cement producer. Yet its acquisitions in 2021 have consisted of ready-mixed concrete and aggregate companies in mature markets, and Firestone. Its divestments have been cement subsidiaries. Since 2019, and including the agreed Brazilian sale, planned to complete in 2022, the group has generated US$4.1bn in these divestments. Almost as if to reinforce this change of direction the group also switched its name to Holcim in May 2021.

Aside from the focus on expanding the scope of the Solutions & Products division over the next few years, the group said at its recent investors’ event that it wants to lead in sustainability and innovation. It also reminded investors that growth remains in building materials markets. Once Jenisch had established the potential the construction market has in the coming years it was all about so-called ‘green’ growth. On the sustainability side this includes promoting the group’s Science Based Targets initiative net-zero targets by 2050, pushing sales of its low-carbon concrete products and working on increasing the uptake of construction and demolition waste in Europe. The group has a target of reaching 25% or higher for sales of its ECOPact ready-mixed concrete product by 2025. Holcim reported Scope 1 CEM specific CO₂ net emissions of 555kgCO₂/t in 2020 and it has target of 475kgCO₂/t by 2030. This is broadly in line with its peers. Cemex has also committed to 475kgCO₂/t or lower and HeidelbergCement is currently aiming for 500kgCO₂/t or lower by 2030.

Simultaneously promoting sustainability and growth in products that release CO₂ during their manufacture is quite the balancing act for all cement producers. The way Holcim appears to be squaring this particular circle is by heading elsewhere. Back in January 2021 we asked whether Holcim would leave it with the Firestone acquisition or go further. This question has now been answered with Holcim’s intent to increase the share of its Solutions & Products to 30% by 2025. Other large cement producers don’t seem to be diversifying their sales mix at the same speed but similar strategic thinking along supply chains can be seen from the proposed buyer of LafargeHolcim Brazil, Companhia Siderúrgica Nacional (CSN) Cimentos. CSN is a steel manufacturer and buying cement assets gives it somewhere to use its slag. Fittingly, Holcim’s investors’ day ended with a night out at a museum holding an exhibition on the history of concrete. For now at least concrete looks set to remain a key part of the business.

France/US: Fortera has appointed Thierry Legrand as the president of its European region. The company said that the addition of a president in Europe was the first step in creating a broader presence allowing for Fortera's carbon reducing cement to be deployed on a global scale.

Legrand previously worked for Lafarge and Holcim for over 25 years in European, Asian and African markets. During this time he became the country chief executive officer (CEO) in South Africa and Malaysia before finally becoming the Project Director Logistic Europe for LafargeHolcim between 2018 and 2020. Legrand follows former LafargeHolcim CEO Eric Olsen in joining Fortera. Olsen was appointed to Fortera’s board of directors in June 2021.

Read more about Fortera in the October 2021 issue of Global Cement Magazine

Nigeria: Dangote Cement has appointed Philip Mathew as its deputy group managing director and chief executive officer with effect from 15 September 2021.

Following his training at the Indian Institute of Technology in Madras, Matthew has worked for cement companies since the mid-1980s when he started out as a process engineer for ACC. He later worked for Lafarge in a number of roles and countries, eventually becoming its Director - Performance and Progress for Asia based in Kuala Lumpur in the early 2010s. He held the post of Chief Manufacturing Officer for ACC in India from 2016 to 2019 before becoming LafargeHolcim’s Head of Cement Excellence Manufacturing for the Asia-Pacific region subsequently.

US: Fortera has appointed Eric Olsen to its board of directors. Olsen is the former chief executive officer (CEO) of LafargeHolcim.

He started his career in the field of mergers and acquisitions at Deloitte & Touche, Banque Paribas and was one of the managing partners of Trinity Associates for six years. He studied business at the University of Colorado and holds a Master of Business Administration (MBA) from HEC international business school in Paris. He joined Lafarge Group in 1999 and was a member of its executive committee from 2007 until its merger with Holcim in 2015 to form LafargeHolcim. He then worked as the CEO of LafargeHolcim until April 2017 when he resigned following a review into a conduct of a cement plant in Syria. Legal charges of financing a terrorist organisation were dropped by French authorities in 2019.

Fortera is a materials technology company that has developed a recarbonation process that uses captured CO2 and mineralises it into a secondary cementitious material. In March 2021 it signed a collaboration agreement with Lehigh Hanson to build a carbon capture and storage (CCS) system at the producer’s 0.8Mt/yr integrated Redding Cement plant in California.

France/Syria: The Court of Cassation, a court of last resort, has delayed its ruling on the conduct of Lafarge in Syria between 2011 and 2014 until September 2021. It was due to make a decision on a number of appeals related to the case including whether charges of charge of crimes against humanity should be upheld, according to the Agence France Presse. Other indictments include those of financing terrorism, endangering life and violating an embargo. Lafarge has been accused of financing terrorism through indirect payments to extremist groups to keep its Jalabiya cement plant operational after the outbreak of war in Syria.

Lafarge Cement Syria was a subsidiary of Lafarge in the early 2010s. Lafarge and Holcim merged in 2015 becoming LafargeHolcim. LafargeHolcim’s shareholders later voted to change the company’s name to Holcim in May 2021.

LafargeHolcim became Holcim this week with the launch of its new group identity. It also released a manifesto. Corporate names and logos come and go in the swirl of capital but straight up declarations of intent are rarer. Companies in the normally conservative building materials sector don’t tend to do this. This is more the terrain of political movements. So what’s going on?

Figure 1: From a merger of equals to building progress for people and the planet, the LafargeHolcim and Holcim logos.

Looking at the new logo gives us a few clues. The light grey-brown Tetris-style ‘L’ and ‘H’ letters symbolising the ‘merger of equals’ have gone. In its place come two circular symbols that look like they might connect. Together they give the impression of a slanted figure of eight or a lemniscate (infinity symbol). All of this is set to a few shades of blue and green. Could these two symbols be suggesting recycling or the circular economy? Who knows, but hopefully the advertising agency that came up with it was well remunerated. Luckily for us Holcim’s chief executive officer, Jan Jenisch, explained it, “Today marks a milestone for our company in our transformation to become the global leader in innovative and sustainable solutions.”

The manifesto is clearer. Entitled ‘Building progress for people and the planet’ it lays out some of the problems facing the world, such as population growth, urbanisation and climate change mitigation. It then addresses how Holcim is already tackling these issues and how it wants to go further in becoming part of the answer. This is the big vision so it doesn’t trouble itself with the detail on how, for example, the company is going to eliminate process emissions from clinker production on its journey to net zero. This is after all the big pitch to hearts and minds. It also doesn’t stain its fingers with anything suggesting who is going to pay for this grand noble ambition. We’ll have to wait for the next investor’s event to discover how much of this dream washes over into the private equity and pension fund crowd.

In Holcim’s defence, as one of the world’s largest building materials producers, it needs to carve itself a grand vision to occupy within a future preoccupied with climate change. Pretty much everyone in the developed world uses products manufactured by Holcim and its competitors even if they don’t realise it. Yet they are increasingly becoming more aware of the negative issues raised by environmental campaigners. Over in the developing world, adequate housing and infrastructure provision are live political issues for many as economies grow. Threading the needle to tie these trends together is quite the challenge for Holcim and the others. As a public company it serves its shareholders, but, as a multinational wedged in the middle of the climate change debate cascading into global politics, it ultimately answers to everyone. Hence a mission statement or a manifesto makes sense.

Meanwhile, for a glimpse on the Chinese approach to these kinds of problems, China National Building Materials (CNBM) subsidiary China Building Materials Academy (CBMA) signed a knowledge sharing agreement this week with the Canada-based International CCS Knowledge Centre to collaborate on carbon capture technology. The project plans to start with a 155kg CO2/day pilot on an active cement plant kiln. If successful, the study could lead to CNBM rolling it out across its entire cement operations. This would be hugely significant globally and given the scale of the Chinese industrial sector there’s also a reasonable chance it could happen at speed. If this occurred CNBM could leave the politics to its owner, the Chinese government.

Switzerland: Holcim has unveiled its new corporate brand identity as part of the change in group name from LafargeHolcim. The new group logo consists of a white letter H, for Holcim, on a two-tone green and blue backdrop. The group says that the new identity unites its market brands behind its purpose of ‘building progress.’ The change is intended to mark its transformation into a global leader in innovative and sustainable building solutions and signify its focus on developing green cities, smart infrastructure and improved standards of living globally.

Chief executive officer Jan Jenisch said, “Our world is changing in many ways, with population growth, urbanisation and the climate challenge. We are determined to play our part to accelerate low-carbon and circular construction so that we build a net-zero future and raise living standards for everyone. Our new group identity sends a signal to the world that we are fully committed to building progress for people and the planet.”

Lafarge and Holcim merged in 2015 becoming LafargeHolcim. LafargeHolcim’s shareholders later voted to change the company’s name to Holcim in May 2021.

Germany: Switzerland-based Holcim has agreed to acquire ready-mix concrete and aggregates producer Heinrich Teufel. The Strassburg, Baden-Württemberg-based company employs 160 people across its operations in southern Germany. No value for the purchase has been disclosed and the transaction will be subject to regulatory approval.

Europe, Middle East and Africa regional head Miljan Gutovic said "The acquisition of Heinrich Teufel will strengthen our footprint in southern Germany in aggregates and ready-mixed concrete. We were especially impressed by their shared commitment to advancing the circular economy. We look forward to warmly welcoming the Heinrich Teufel colleagues joining our team.”