Displaying items by tag: corporate

UK: Quinn Industrial Holdings has announced an upcoming rebranding, to take place in October 2020, to Mannok. The new branding will extend to its subsidiaries Quinn Building Products and Quinn Packaging, as well as to its Quinn brand cement. Chief executive officer (CEO) Liam McCaffrey said that the group’s 2019 results, the strongest since its acquisition from Seán Quinn in 2014, signalled the time for the change. The new name derives from the Gaelic name for Fermanagh, the UK county in which Quinn Industrial Holdings is based.

McCaffrey said, “We are extremely pleased to unveil Mannok as our new brand identity, which we believe better reflects the ownership, evolution and future focus of our business. It marks a major milestone for us following a five-year transformation programme that has empowered our staff and repositioned our businesses for continuing growth and innovation.” He added, “2019 marked our fifth successive year of earnings growth and a robust performance given Brexit uncertainty. Our targeted investment of recent years has established strong foundations for continuing growth across Ireland and the UK.”

Denmark: Novo Holdings has reduced its stake in FLSmidth to 4.8% from 10%. The equipment supplier said that the investor now holds 2.46m of its shares.

Netherlands: Turkey-based Sabanci Holding and subsidiary Çimsa have announced the launch of Cimsa Sabanci Cement, a 60:40 subsidiary of both companies, based in the Netherlands. Reuters News has reported that Sabanci Holding plans to use the new company “to reach its goal of becoming a leading player in the global white cement trade.”

Cimsa Sabanci Cement will buy 70% of shares in Cimsa Adriatico Cement, Cimsa Americas Cement, Cimsa Cementos España and Cimsa Cement Sales North. Other assets will be sold off, including its 1.5Mt/yr Alicante integrated grey cement plant to Cementos Molins, according to Alimarket-Construcción News.

South Africa: PPC has announced the postponement of its full year results for the financial year that ended 31 March 2020 “as a result of required restatements and the finalisation of the year-end audit.” The company has twice delayed the results already, most recently to 18 August 2020 due to a “restructuring and refinancing project.”

In a notice to the Johannesburg Stock Exchange, PPC said, “The company wishes to advise shareholders that during the audit process for the year ended 31 March 2020, and subsequent to 18 August 2020, additional prior year errors were identified and corrected.”

Mexico: The board of directors of Cemento Cruz Azul has asserted legal control of its Cementos y Concretos Nacionales (CYCNA) subsidiary cement plants in Puebla and Aguascalientes following accusations of ‘looting’ by partners in the company. In a video statement José Antonio Marín, president of the board of directors, said that the move would give the producer greater control over its operations since all cement would be registered in an internal audit programme, according to the Milenio newspaper. He alleged that some partners of the company had sold cement manufactured at the units independently.

José Antonio Cárdenas has been appointed manager of the CYCNA plants to replace Benito Rodríguez Fayad. Fayad allegedly had links to Cruz Azul’s former director Guillermo ‘Billy’ Álvarez, a former director of the company who is currently being investigated by law enforcement for links to organised crime and money laundering.

US: Fortune has named Cemex amongst socially impactful companies on its 2020 Change the World list. It gave the reasons for the company’s inclusion as “its efforts in social impact business models. One such initiative was the rapid deployment of solutions to meet the current challenges caused by the Covid-19 pandemic. Working with the Mexican Institute of Social Security and in coordination with more than 20 multi-sectoral partners in Mexico, Cemex built mobile hospitals with highly durable precast antibacterial concrete modules in a record time of two weeks per medical facility. This effort in Mexico will be replicated in other countries where Cemex has operations to contribute to global challenges positively.”

Chief executive officer (CEO) Fernando González said, “Once again, we are honoured by Fortune’s recognition of our efforts to improve the well-being and quality of life of the population. By living our purpose of building a better future and working with our stakeholders, we seek to develop innovative solutions while promoting a sustainable and resilient future.”

South Africa: PPC says that it has extended existing short-term banking facilities with its two primary South African lenders until at least September 2021 and deferred scheduled interest and capital repayments on long-term facilities until March 2021. The company says that it will “enhance its security position through a security pool arrangement” and “reduce the levels of gearing in South Africa through a combination of a capital raise and asset sales.” It added, “Any capital raise is conditional on the implementation of the other project steps.”

PPC also signed a new working capital facility with its third South African lender, which it says “provides on-going liquidity until December 2021.”

Germany: HeidelbergCement has presented a new business strategy, involving an accelerated climate action plan, called Beyond 2020. Under the Strategy, the company will aim to reduce its specific carbon dioxide (CO₂) emissions by 10% to 525kg/t of cement by 2025 from 585kg/t in 2019. Its financial targets over the period are “a significant increase in earnings before interest, taxation, depreciation and amortisation (EBITDA) margin by 300 basis points and return on invested capital (ROIC) to clearly above 8%. The group says that it will target a leverage ratio between 1.5 and 2 times its result from current operations in 2020.

Chief executive officer (CEO) Dominik von Achten said, “We see climate change and digitalisation as the two central challenges of the future for society and for our company. As one of the world's leading building materials producers, we have the ambition and the innovative strength to actively shape this change in a pioneering role. At the same time, we see further optimisation potential in our plants and processes. Ecology and economy are not contradictory. Our new medium-term targets for 2025 illustrate this claim.”

Cemex’s transition from a multinational building materials producer to a regional one continued this week with the launch of its ‘Operation Resilience’ strategy. The plan is a stew of coronavirus response, earnings growth, debt reduction, portfolio sharpening and sustainability measures. Yet the intent to “construct a portfolio more weighted towards the US and Europe” marks a public confirmation of the company’s direction in recent years.

Chart 1: Geographic breakdown of Cemex’s revenue in the first half of 2020. Source: Cemex.

This direction of travel for the company has at least two threads that can be seen in the announcements surrounding its new strategy. The first covers the geographical spread of its current portfolio of assets. European countries and the US represented a little under half of Cemex’s revenue in the first half of 2020 as can be seen in the chart above. So focussing on these territories makes sense from an existing portfolio perspective, especially if growth has continued throughout the coronavirus crisis, as is the case in the US. In the general information accompanying its new strategy it broke down revenue by business line so far in 2020 as cement (42%), concrete (41%) and aggregates (17%).

To be fair to Cemex, its decision to focus on certain geographical regions mirrors recent moves at other multinational producers like LafargeHolcim and CRH. The former (mostly) sold its operations in South-East Asia in 2018 and 2019. Albert Manifold, the chief executive officer (CEO) of the latter, memorably favoured the safe and stable earnings of investing in assets in Europe or North America over doing so in somewhere ‘more exotic’ in an earnings meeting in 2019. However, Cemex doesn’t seem overly wedded to sticking to assets in Europe and/or the US either. It recently decided to mothball its South Ferriby integrated cement plant in the UK and sold a plant owned by its Kosmos Cement subsidiary in the US earlier in the year. Fernando A González, the chief executive officer (CEO) of Cemex, confirmed this in the questions and answer session after the strategy launch on 10 September 2020. When asked whether the company was considering selling assets in Asia and Latin America he replied that Cemex was open to divestments in Latin America or in the Mediterranean or in Asia but that driving down debt was the motivator, not coronavirus.

Debt is the other factor that has been persuading Cemex to focus on the US and Europe. It has been the smell clinging to its decisions over the last decade since its poorly timed acquisition of Rinker in 2007. The company stuck out with a high debt to earnings ratio when this column looked at the state of the major cement producers as the coronavirus lockdowns started in Europe: hence all the talk of paying down debt in its ‘Operation Resilience’ strategy. The company now hopes to whittle its net leverage down to at most 3x by 2023. At the same time as this market-calming announcement, it is in the process of changing some of its credit agreements such as extending a US$1.1bn loan from 2022 to 2025. It has also priced another US$1bn worth of senior secured bonds this week in its ongoing drive to raise more funds. This reliance on loans may explain why Cemex has shrunk back towards ‘safe’ markets over the last decade.

Cemex isn’t alone in cooing out market-calming noises as the coronavirus crisis continues. Buzzi Unicem has done the same thing this week for example. Yet, these announcements are instructive because they show what’s on the minds of these companies at least, or what they think investors want them to be thinking about. In Cemex’s case it could be summarised as: make more money more efficiently, cut debt and try to factor sustainability into all of this. Note, however, that as dominance in both industry and geopolitics heads east, Cemex is sticking to the west.

Italy: Buzzi Unicem says that it has implemented a number of measures to enable it to deal with any economic downturn resulting from the financial impacts of the coronavirus outbreak. The Il Sole newspaper has reported that the company’s strategies fall under two headings, namely increasing efficiencies and improving products and services. As such, the company is targeting a medium-term increase of Italian cement plant capacity utilisation of 70 - 75% from 55 - 60%, while also increasing its product range to offer custom concrete blends “to best suit the needs of the customer.”