Shree Cement back in the market for strategic buys - The Economic Times


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Shree Cement's Acquisition Strategy

Shree Cement, India's third-largest cement producer, is actively seeking strategic acquisitions to expand its production capacity to 80 million tonnes by 2028. Currently evaluating two to three assets, the company aims to maintain its cost leadership and increase market share to around 10%.

Financial Considerations

Acquisitions are considered more expensive than brownfield or greenfield expansion. The company prioritizes profitability, emphasizing value creation for shareholders. They are focusing on assets with an enterprise value/EBITDA below a certain threshold.

Competitive Advantage

Shree Cement boasts the highest profitability in the industry, with an EBITDA of over β‚Ή1,400 per tonne in the March quarter. They intend to maintain their position as the lowest cost producer, and this cost competitiveness is a key factor in their acquisition strategy.

Challenges

Most available cement plants are at least two decades old, requiring significant investments for upgrades. This increases the cost of acquisition compared to building new plants. Shree Cement is careful to avoid overpaying for aging assets.

  • Company aims for 80 million tonnes capacity by fiscal 2028.
  • Prioritizes profitable growth and shareholder value.
  • Seeks to maintain its cost leadership in the industry.
  • Faces challenges in balancing acquisition costs with potential for upgrades.
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Shree Cement is currently evaluating at least two to three assets for acquisition as a geographical fit as it pursues 80 million tonne (mt) of production capacity while continuing to maintain its cost leadership, managing director Neeraj Akhoury said.

"I think we have got this reputation that we don't look at opportunities. In fact, we look at all the opportunities that come up in the market," Akhoury told ET in an exclusive interaction. "Some parts of the country have higher utilisation levels and some may have lower, but all parts of India are equally attractive," he said.

The past couple of years have seen a host of smaller and mid-level cement assets being acquired by Adani Cement and the Aditya Birla Group's UltraTech Cement. The country's third-largest producer of cement has stood out as its last acquisition came a decade ago. Not that it is not growing. From a little over 40 mt in fiscal 2020, the company is set to have 71 mt of production capacity by September this year, with a target of 80 mt by fiscal 2028. The company is also looking at augmenting its market share to around 10% from around 8% currently.

While the "right opportunity" will make it easier to press the pedal on growth, Akhoury is equally sure that growth has to be profitable. "We should be razor sharp that we should not only play for the size, we should play for the value that (it) brings to the shareholders," he said.

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Adding capacity through the brownfield route works out to be the most cost-effective, followed by setting up a greenfield unit, while an acquisition is typically the most expensive.

"Capex per ton is a major driver, where $110-120 (per tonne) would be a typical acquisition cost if not higher than that, but you can do a greenfield in around $75 (per tonne), so that itself is a great advantage when it comes to capex," Akhoury said.

Most cement plants which are currently on the block are at least two decades old, and that itself leads to an additional cost of at least β‚Ή150-200 per tonne vis-a-vis a recently built plant, Akhoury explained.

The cement industry uses enterprise value/earnings before interest, tax, depreciation and amortization (EBITDA) to gauge the cost of production of each tonne of cement. At an EBIDTA of more β‚Ή1,400 per tonne in the March quarter, the company has the highest profitability in the industry, about one third more than the next . "There is always an advantage of having your own plant because you design a plant for a particular cost level, and in an acquisition, that part gets slightly compromised," he said.

"We are very firm that for an asset, a value above this is a no and below this is something that we would like to talk," he affirmed.

The company will fiercely protect its position as the lowest cost producer, and this cost competitiveness has also allowed it to clock in a higher EBITDA on each tonne of cement sold.

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