Displaying items by tag: South Africa

South Africa: Johan Claassen, the chief executive officer (CEO) of PPC, says he wants to take early retirement. He made the decision during a restructuring of the company’s board. It will now search for a replacement while Claassen stays in post until his successor is found.

South Africa: PPC reports that its strategy to expand into the rest of Africa has started to bear fruit, despite continuing challenges in many markets. Johan Claassen, the chief executive of PPC said that the group's diversified portfolio had enabled the company to offset the weaker South African performance with robust growth in its rest of Africa segment.

"We are very pleased with our rest of Africa operations, which grew volumes by more than 34%, increased revenues by 36% to US$120m and improved earnings before interest, tax, depreciation and amortisation (EBITDA) by 18% to US$36.7m. "This performance was supported by robust volume growth in Zimbabwe and a positive contribution from the Democratic Republic of Congo (DRC),” said Claasen.

Claassen added that the first phase of PPC's Cimerwa plant upgrade in Rwanda, which involved de-bottlenecking the plant to increase production capacity, was successfully completed in the six months to September 2018 and that PPC began to realise the benefits towards the end of the reporting period when record volumes were achieved.

However, the revenue achieved by the Cimerwa plant declined to US$29.1m from US$31.9m in the prior period because of a 7% reduction in volumes. PPC’s Rwandan EBITDA slumped to US$6.7m from US$12.2m, because of unexpected maintenance associated with clinker imports costs. Claassen added that its operations in the DRC continued to encounter challenging market conditions, which were characterised by overcapacity and muted cement demand due to political uncertainty.

South Africa: Sephaku Holding’s revenue rose by 5% to US$32.1m in the six months to 30 September 2018 from US$30.7m in the same period in 2017. Its profit nearly doubled to US$1.8m. The subsidiary of Nigeria’s Dangote Cement said that cement prices had increased in most markets. It added that competition from cement importers and grinding plants had placed pressure on its cement sales volumes in the Kwa-Zulu Natal province in the latest quarter.

Nigeria: Sales in Nigeria have boosted Lafarge Africa’s sales revenue so far in 2018. It added that increasing prices in South Africa had also helped. The cement producer’s sales rose by 5% year-on-year to US$643m in the first nine months of 2018 from US$614m in the same period in 2017. However, its operating earnings before interest, taxation, depreciation and amortisation (EBITDA) fell by 8% to US$115m from US$124m due to poor performance in South Africa in the first half of the year.

“We continued to deliver strong margins in our Nigerian business as a result of our successful commercial strategies with improved product visibility and the fast tracking of the new route to market. Our energy efficiency plan translated in increased use of alternative fuel and coal,” said Michel Puchercos, the chief executive officer (CEO) of Lafarge Africa.

South Africa: PPC has started a cost cutting campaign at its head office following poor cement sales so far in 2018. A source quoted by Business Report told the newspaper that staff redundancies had taken place already. The fall in sales has been blamed on poor local economic growth, the impact of a value added tax (VAT) increase on consumer spending and problems in the construction industry, including a fall in large infrastructure projects and private non-residential building.

South Africa: Germany’s Haver & Boecker has entered into a joint-venture with Southport-based Portland Packaging. Through the joint venture, the Portland Packaging plant will start producing Haver & Boecker products and equipment alongside its own products, retaining the brands of both companies. The German company says that this is the first time a multinational full line packaging company has manufactured product for Africa, in Africa. It will be the minority partner in the joint venture.

Portland Packaging was founded in 2002 by Barry Buist, a former employee of a Haver & Boecker partner company in South Africa. It sells packaging machinery, parts and service to more than 100 customers across Africa and beyond, primarily in the cement industry.

South Africa: A ship carrying clinker and gypsum has arrived at the Port of Ngqura. The raw material is intended for Osho Cement, a company setting up a grinding plant at Coega special economic zone, according to the Herald newspaper. The imported clinker and gypsum was transported by truck to the new plant.

The joint venture between South Africa’s Osho ventures and Germany’s Heidelberg Cement plans to market cement from its new unit to South Africa, Sub-Saharan Africa and islands in the Indian Ocean. The plant is scheduled to open the new plant in late 2018.

Nigerian financial analysts Cordros Securities concluded this week that the merger of some of Lafarge’s Sub-Saharan African businesses had reduced earnings at Lafarge Africa. The report is interesting because it explicitly points out a situation where the consolidation of some of Lafarge’s various companies have failed in the wake of the formation of LafargeHolcim.

Cordros Securities’ criticism is that Nigeria’s Lafarge WAPCO performed better in 2013 alone before it became part of Lafarge Africa, with a higher standalone earnings before interest, taxation, depreciation and amortisation (EBITDA) margin. Lafarge Africa formed in 2014, a year before the LafargeHolcim merger was completed, through the consolidation of Lafarge South Africa, United Cement Company of Nigeria, Ashakacem and Atlas Cement into Lafarge WAPCO. Since the formation of Lafarge Africa, Cordros maintains that its earnings per share have consistently fallen, its share price has dropped, its debt has risen, its margins have decreased and its sales volumes of cement have also withered.

Cordros mainly focuses on the Nigerian parts of Lafarge Africa’s business, given its interest in that market and the fact that about three quarters of the company is based in the country. It blames the current situation on growing operating costs since the merger, skyrocketing financing costs for debts and efficiency issues. In Nigeria, Lafarge Africa has had to cope with disruptions to gas supplies. Nigeria’s Dangote Cement had similar problems domestically in 2017 with falling cement sales volumes in a market reeling from an economic recession but Cordros reckoned that Dangote is picking up market share in the South West due to an ‘aggressive retail penetration’ strategy. Finally, Lafarge Africa faced a US$9m impairment in 2017 due to its abandoned pre-heater upgrade project at AshakaCem. The project has been suspended since 2009 due to security concerns in the North-East region. The plant faced an attack by the Boko Haram militant group in 2014 and the group has seemed reluctant to invest further in the site subsequently.

Cordros’ final word on the matter is that with the Nigerian cement market performing slower than it has previously, the local market has become a battleground between the established players of Dangote Cement, BUA Group and Lafarge Africa. What little the report does have on South Africa covers problems with old and inefficient hardware, labour disputes, low prices due to weak demand, high competition and a negative product mix.

Lafarge Africa itself presents a more mixed picture, with market growth picking up in Nigeria following end of the recession but continued market problems in South Africa. Overall, its reported sales grew by 4.8% to US$448m in the first half of 2018 but its EBITDA fell by 25% to US$76.4m. Overall cement sales volumes were reported as up by 5.4% to 2.6Mt in the first half but volumes were still falling in South Africa in the second quarter.

Part of the backdrop to all of this is the intention of Lafarge Africa to cut its debt. In May 2018 its chairman Mobolaji Balogun said that the company wanted to cut its debts by 2020 before continuing with its expansion programme. Part of this process will include a new rights issue later in 2018 to allow shareholders to buy stock at a discount.

It must have made sense, on paper at least, to merge the Lafarge subsidiaries in the two largest economies in Sub-Saharan Africa. Once the merger had settled in, with synergies generating extra revenue, the group could have considered adding extra territories such as Kenya. However, it’s not turned out like that. Two recessions in Nigeria and South Africa respectively, old equipment, debt and serious competition from locally owned producers have piled on the pressure instead. From a stockholder perspective, Cordros is not impressed by the performance of Lafarge Africa. The wider question is: what else did Lafarge and Holcim get wrong when they joined to form LafargeHolcim?

Nigeria: Financial analysts Cordros Securities have blamed falling earnings at Lafarge Africa on the merger of its Nigerian businesses with Lafarge South Africa. In a research report the analysts found that the merger increased operating costs and reduced shareholder value, according to the Vanguard newspaper. Lafarge WAPCO’s earnings per share, earnings before interest, taxation, depreciation and amortisation (EBITDA) and profit before tax have all fallen since 2013. It also found that operating costs had increased ‘significantly’ following the merger, debt had risen and that earnings had also been hit by efficiency issues.

Lafarge announced plants to merge its businesses in Nigeria and South Africa in 2014. The move saw the consolidation of Lafarge South Africa, United Cement Company of Nigeria, Ashakacem and Atlas Cement to Lafarge WAPCO. It was subsequently renamed Lafarge Africa.

South Africa: Bearing International has supplied a large order of Köbo chains to cement producers in the North West and the Western Cape. This consisted of 80m of coal reclaimer chain, 93m of bucket elevator chain, 90m of elevator chain, and 120m of hot pan conveyor chain. The bucket elevator chain was supplied to cement producers in both the Western Cape and the North West, while the pan conveyor chain and reclaimer chain were supplied exclusively to its Western Cape client.

Bearing International has been the exclusive distributor of Köbo chains in Southern Africa since early 2017. Germany company Köbo produces chains to order and it has manufacturing plants in Germany, Poland, and China.