Global Cement News

Germany: Michael Ambros has been appointed as the managing director of KA Schmersal, part of the Schmersal Group. Ambros is responsible for the Administration and Sales & Marketing divisions on a global basis. Fellow managing director Michael Mandel will run the technical divisions alongside Ambros. The company’s management team includes both Ambros and Mandel, plus two managing shareholders, Heinz and Philip Schmersal. The Schmersal Group develops and produces a range of switchgear and control devices.

Dominican Republic: Alejandro Ramirez Cantu has been appointed as the president of Cemex Dominican Republic. Ramirez succeeds Carlos Emilio Gonzalez, who has held the position since 2011, according to the Diario Libre newspaper. Ramirez will also be responsible for the operations of Cemex in Bahamas and Haiti. He has worked for the building materials producer since 2000, managing operations in Thailand, Puerto Rico and Costa Rica.

Mexico: Grupo Cementos de Chihuahua (GCC) has appointed Luis Carlos Arias Laso as its new Chief Financial Officer. Luis Carlos Arias has worked for GCC since 1996 in the Planning, Finance, and Corporate Treasury functions. He holds an undergraduate degree in financial administration and an MBA, both from the Tecnológico de Monterrey (ITESM). He is also a graduate of the senior management program of the Instituto Panamericano de Alta Dirección de Empresas (IPADE).

The changeover at the top of LafargeHolcim, with Eric Olsen standing down and with the appointment of Jan Jenisch (CEO of Sika AG), is worthy of note for a number of reasons. American/French Eric Olsen has been in charge of the merged company since its inception and has made a good job of bringing together two very different companies, while at the same time battling uneven economic growth worldwide which has seen some patchy results over the last two years. Given more time, he would undoubtedly have presided over more robust results as yet more synergies are discovered in the newly-lean company.

In fact, lean-ness is one of the four ‘strategic pillars’ that are now governing LafargeHolcim, according to the recent fascinating 2016 annual report. Alongside ‘commercial transformation,’ ‘cost leadership’ and ‘sustainability,’ the report stipulates that the company will be ‘asset light.’ The report goes on to explain that LafargeHolcim ‘will optimise our current asset base, better leveraging our industrial footprint, reducing our capital expenditure and exploring new growth opportunities with lower capital expenditure.’ It says that ‘Future growth will be focussed on low-capital intensive business models that enable us to access more of the value chain.’ Putting numbers to the words, LafargeHolcim’s capex in 2016-2017 was CHF3.5bn (Euro3.21bn), but it will plummet to CHF2bn (Euro1.83bn) from then on. As CEO, Eric Olsen’s prints are all over this plan.

The company plans to use its ‘know-how in preventative maintenance and capacity optimisation’ to reduce its ongoing capex in the cement industry, and says that ‘we outsource our fleet management whenever possible and develop alternative logistics offers to reduce capital expenditure.’ So, out with its own fleets of vehicles, and in with contractors, freeing-up capital (but possibly leading to lower retained profits). The company also says that ‘the leveraging of our global trading platform enables us to serve some markets without the need to invest in local clinker capacity.’ Alongside various statements in the annual report that suggest that the company has quite enough clinker production capacity already, we can see that it intends to stop building any new greenfield plants, and to potentially invest in clinker grinding facilities in markets where it does not have a presence, supplied by its currently under-utilised clinker-producing plants. It plans to expand into low-capital concrete markets, stating that ‘we are implementing franchise models in the ready-mix and retail segments, enabling us to reach customers in a differentiated way while keeping capital expenditure low.’

Eric Olsen’s plan is/was a sensible one: stop sending money out the door, make the current assets work a lot harder, and get into businesses with a good margin but which don’t cost a lot in which to become established. This is a plan that will take time to come to fruition, but unfortunately, Eric Olsen will not be at the helm of the company to see the benefits. He resigned at the end of April after an internal investigation at the company showed that managers at the company’s cement plant in Syria had paid-off local militias in order to stay open. As Eric Olsen stated at the time, “While I was absolutely not involved in, nor even aware of, any wrongdoing I believe my departure will contribute to bringing back serenity to a company that has been exposed for months on this case.” It seems that the chairman and the board of directors owe Mr Olsen a few beers - at least - for taking the heat off the company.

German national Jan Jenisch steps into Eric Olsen’s shoes at an interesting time then. He is coming from a company, Sika AG, that has also seen some tumultuous events in the last few years. The company’s controlling family wish to sell its 16% stake (including 53% voting rights) to multi-national building materials group Saint-Gobain, which is eager to buy, against the wishes of the company’s board, senior managers and other shareholders. So far the sale has been foiled by Mr Jenisch, but a crucial court case decision is due later in the year. Who knows, in the meantime maybe another building materials company might step-in to try to take over Sika’s attractive business? Mr Jenisch managed to increase Sika’s profit by 22% in the last full year of operation of the company, and the board of LafargeHolcim will be hoping that he can repeat the magic with his new company. If he manages it though, just remember that he has inherited Eric Olsen’s ‘cunning plan that might just work.’

Germany: Opterra, the German subsidiary of Ireland’s CRH, has announced a change of plant manager at its Karsdorf plant. Berthold Perschall, 50, will take over from Giuseppe De Donno on 1 June 2017. De Donno has been in the post since July 2015 and has left the company to pursue a new professional challenge.

Perschall has been with CRH (and Lafarge beforehand) since 2000. Before coming to the Karsdorf plant in 2009 he worked at Lafarge’s Sötenich and Wössingen plants. He was most recently the head of maintenance and production at Karsdorf.