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Abbreviation Acronym Abbreviation
AAI Airport Authority of India
APH Air Pre Heater
ARR Annual Revenue Requirement
AT&C Aggregate Technical and Commercial Losses
AVR Automatic Voltage Regulator
BFP Boiler Feed Water Pump
BMCR Boiler Maximum Continuous Rating
BOP Balance Of Plant
BTG Boiler and Turbine Generator
BU Billion Units
CAGR Compounded Annual Growth Rate
CERC Central Electricity Regulatory Commission
COD Commercial Date of Operation
CPP Captive Power Plant
CRPS Cumulative Redeemable Preference Shares
CW Cooling Water
DCS Distributed Control System
DE Debt Equity
DPR Detailed Project Report
EA Electricity Act
EBDIT Earning Before Depreciation, Interest and Taxes
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Acronym Abbreviation
EHV Extra High Voltage
FOB Free On Board
FPA Fuel Procurement Agreement
FSA Fuel Supply Agreement
GCV Gross Calorific Value
GDP Gross Domestic Product
GoI Government of India
ICT Interconnecting Transformer
ID Induced draft
IDC Interest During Construction
IEC International Electro-technical Commission
KVKEIPL KVK Energy & Infrastructure Private Limited
KW Kilo Watts
KWh Kilo Watt Hour
L/c Letter of Credit
LD Liquidated Damages
MoA Memorandum of Agreement
MOEF Ministry Of Environment and Forest
MT Million Tonne
MTPA Million Tonnes Per Annum
MW Mega Watt
NOC No Objection Certificate
NTP Notice to Proceed
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Acronym Abbreviation
O&M Operations & Maintenance
PG Performance Guarantee
PPA Power Purchase Agreement
ppm Parts Per Million
RCC Reinforced Cement Concrete
SEB State Electricity Board
SERC State Electricity Regulatory Commission
SG Steam Generator
TNEB Tamil Nadu Electricity Board
TNERC Tamil Nadu Electricity Regulatory Commission
TPA Tonnes Per Annum
TPD Tonnes Per Day
TPH Tonnes Per Hour
TWAD Tamil Nadu Water and Drainage Board
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Index
SL.NO PARTICULARS PAGENO
1. INTRO Of SBI CAPS
2. INTRODUCTION
3. THE COMPNY
4. PROJECT DETAILS
5. PLANT & MACHINERY
6. COST OF PROJECT
7. MENS OF FINANCE
8. STATUS & IMPLEMENTATION
9. PRODUCT PROFILE
10. INDUSTRY STRUCTURE
11. MARKET ANALYSIS
12. FINANCIAL PROJECTIONS
13. SENSITIVITY ANALYSIS
14. RISK & SCOT ANALYSIS
15. CONCLUSION & RECOMMENDATIONS
16. ANNEXURE
MA1RKET ANLYSSI
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FINNACIAL PROJECTIONS Table of illustration
1. Executive summary
2. Introduction
3. Company’s profile
a. Promoter’s profile
b. Management and organization
c. Details of the associate companies
4. Project details
a. Location and site
b. Manufacturing process
c. Raw materials
d. Utilities
e. Manpower
f. Environment aspects
g. Technical arrangements
5. Plant and machinery
6. Cost of project
a. Project cost
b. cost comparison
7. Means of finance
8. Status of approvals and implementation
a. Plant approvals
b. Mining approvals
c. Implementation status
9. Product profile
a. Product profile
b. Qualities of cement
c. Product types
d. Portland cement (PC)
e. Categories of Portland cement
f. Product mix
g. Product application
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10. Industry structure
a. Industry scenario
b. Players
c. Structural Characteristics of the Industry
11. Market analysis
a. Demand drives continue to be strong
b. Supply
c. Overall demand supply scenario in the country
d. Cement pricing as a function of demand
e. Region wise demand supply scenario
f. Southern region demand supply scenario
g. Prognosis for the industry
h. Marketing and selling arrangements
i. Financial performance of comparable players
12. Financial projections
a. Financials of the project
13. Sensitivity analysis
14. Risk analysis
15. SCOT analysis
16. Conclusion and Recommendation
17. Annexure
ANNEXURE I: Project balance sheet statement
ANNEXURE II: Project Cash Flow Statement ANNEXURE III: Assumptions of financial projections ANNEXURE IV: Working Capital & Margin Money Calculations ANNEXURE V: Capex & Debt Draw‐Down Schedule ANNEXURE VI: Project Profitability Statement ANNEXURE VII: Rev & Cost ANNEXURE VIII: Depreciation ANNEXURE IX: P&L Acc Annexure:X Process flow of the cement plant Annexure XI : specification of plant and machinery
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Abstract
The report covers the complete details of the project that was to be submitted by me for the
completion of my internship program.
The report covers all the aspects that go in the making of a project report.
The project proposal is regarding the implementation of the new cement plant.
The areas that have been dealt in the report include the project at a glance, company details, market
analysis, marketing strategy of the company, details about the promoters and the management,
particulars of the project, cost of the project, assumptions to the working and finally the analysis of
the important financial parameters.
Finally, the projected balance sheet, funds flow statement, cash flow statement and the company
has been attached as an appendix.
Note
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This financial appraisal report (FAR) contains proprietary and confidential information regarding
M/S CSTAWAY cement limited. This FRA has been prepared by SBI capital markets limited
(SBICAPS) on the basis of the project report /information provided by the company/ its officials/
promoters, its consultants and other publicly available information. The FAR has been prepared
for raising funds from financial institutions /banks. Further, it is clarified that SBICAPS has no role
or obligation to monitor the end use / deployment of the funds for the project, even the
temporary use of funds pending deployment. Financial appraisal of the project by SBICAP in no
way shall cast any responsibility on it s regards compliance with various SEBI and other statuary
rules, regulations, guidelines with respect to the envisaged public issue, if any, by the company.
There are financial projects present in this FAR based on the information made available by the
CASTAWAY. A financial projection presents to the best management’s knowledge and belief, a
company’s expected financial position, results of operations and cash flow for the projected
period. Financial projections require ex4ercise of the judgment and are subject to uncertainties
concerning the effects that change in legislation or economic or other circumstances may have on
future events, and different people, any have a different view in future. There will usually be
differences projected and actual results because events and circumstances do not occur as
expected, and those differences may be material. Under the circumstances, no assurance can be
provided that the assumptions or data upon which these projections have been based are
accurate or whether these business plan projections will actually materialized.
Neither SBICAP, nor state bank of India nor any of its associates, nor any of their respective
directors, employees or advisors make nay expressed or implied representation or warranty and
no responsibility or liability is accepted by any of them with respect to the accuracy, completeness
or reasonableness of the facts, opinions, estimates, forecasts, projections, or other information set
forth in this FAR or the underlying assumption on which they are based or the accuracy of any
computer model used and nothing contained herein is, or shall be relied upon as a promise or
representation regarding the historic or current position or performance of the company, or any
future events or performance of the company. This FAR is furnished on strictly confidential basis.
Neither this FAR, nor the information contained herein, may be reproduced or passed to any
person or used for any purpose other than stated above. By accepting a copy of this FAR the
receipt accepts the terms of this notice, which forms an integral part of this report.
Executive summary
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The company
Castaway cement, a company promoted by Mr. Ram Agarwal, and associates is engaged in the business of manufacturing cement. To take advantage of the increasing demand for Portland and blended cement in India , Castaway proposes to set up a 1.25 million TPA cement plant for the manufacture of the ordinary Portland cement/ Portland Pozzolana cement with a clinker capacity of 1062500 million TPA along with setting up of a captive coal based power plant 15 MW. The project site is at Bhvanipuram in Nalgonda dist. Of Andhra Pradesh (adjacent to its existing plant) and in close proximity to its existing limestone mines.
The cost of the project estimated at Rs. 378.51crores is proposed to be financed through equity of Rs. 137.64crores and term loan s of Rs. 240.87crores
The company has appointed Mott Mac Donald (IMM) for carrying out a techno‐economic feasibility of the proposed project.
Castaway has approached SBI Caps to appraise the project based on this techno –economic feasibility report, data provided by the company and other market information and to syndicate the debt component.
Thus, the company is new, it do not have any past cash accruals. The marketing establishment of the company is also expensive but due to the increase in the demand of the cement sector the company will not have any future problem in selling.
Main crust of the project
Cost of the project
The cost of project is estimated at Rs. 378.51crores. The capital cost estimated prepared by the company have been vetted by Matt Mac Donald and are summarized below:
Project cost Rs. Rs. crore
land & site development 12.00Civil works 70.00Plant &machinery 180.00Power plant 50.00Misc. fixed assets 5.00Contingency 15.85IDC 19.73Preliminary & preoperative expenses 17Working capital margin 8.93Total project cost 378.51
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The cost of the project includes both the soft and the hard cost. the components of the hard cost are:
Land and site development Civil works Plant and machinery Power plant Misc. fixed assets
The soft cost is calculated once the hard cost is calculated and this includes the following components:
Contingency Preliminary and Preoperative Expenses Working Capital Margin IDC (Interest during Construction)
Brief detail is given below on each component
Land and site development:
The company already has 78.80 acres at its disposal on which new plant will be constructed. However, the company is in the process of acquiring an additional 261 acres of land (govt. land‐118 acres and patta land 143 acres).
This land will be for power plant, railway siding, Godowns, administrative building, mandatory green belt, parks etc.
Building and other civil structures
The total cost of buildings is estimated at about Rs. 70.00crores. This cost includes
1. plant structure Limestone Crusher Limestone Stacker & Reclaimer Raw Material Feed Hopper Raw Material Grinding Section Raw Heat Bag House Pre‐Heater Tower
2. non plant structure Administrative Building Security & Time Office Work Shop Stores Canteen
3. Colony structure Colony roads and drainage
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Type of quarters
Plant and machinery
The total cost of plant & machinery is estimated at about Rs. 180crores. The cost of plant & machinery has been validated by IMM based on‐
Quotations received by the client from the suppliers. Information available with them, which was collected for carrying out asset valuation assignments or TEFR studies for similar assignments.
Discussion with the equipment suppliers. International benchmarks available based on evaluation of similar plants setup globally.
Research papers published by various reputed universities.
This head further includes
Core Equipments used to form the Cement. Electrical Auxillary Equipments
Power plant
The 15 MW coal fired captive power plant is to come up at a cost of Rs. 50crores. The cost of rs.3.33/‐ crore per MW is considered reasonable for such kind of projects. The supplier identified by the company for the captive power plant is M/s Greensol power systems
Misc. fixed assets
The cost of this overhead is estimated 5crores.
The components under soft cost are
IDC (interest during construction) :
This is the interest which is calculated from the star of the project till the commencement of it. The cost of the project is part financed by the term loan. The term loan is of amount Rs. 240.87crores. On this term loan the interest rate is estimated around 12%.therefore, the ODC for is project is around Rs. 19.73crore.
Preliminary & preoperative expenses:
Preoperative expenditure of Rs. 17.00crores has been estimated taking into account the cost of up‐front fees, salaries, traveling, communications and consultancy costs.
Working capital margin:
The margin money for working capital requirement of the project is estimated at Rs. 8.93 crores, based on the calculations for the first full year of operations for the project.
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Contingency
Contingency cost at 5% of the total hard cost has been assumed since the company has not placed orders for the entire set of plant and machinery. Hence, to account for any unforeseen escalation in prices, a contingency of Rs. 15.85crores is estimated at 5% of all hard cost components
Means of finance
Project is partially financed by equity and partially by term loan.
The debt to equity ratio is 1.75:1.thus the company is having huge amount of equity.the break up is as follows:
Sources of funds Rs. In crores
Equity 137.64 Debt 240.87 Total 378.51 Debt to equity ratio 1.75
Equity
The total equity requirement of the project is 137.64crores. Out of this the company has 50% as the up‐front equity that accounts to around 68.82crore.
1. The rest of the amount i.e. 68.82 is proposed to be brought in by way of unsecured loans/additional promoter’s equity. Unsecured loans, if any, will be subordinate to the term loans from banks/institutions and will not carry any interest. The company needs to increase the authorized share capital to an appropriate level if they are to bring in additional equity. Debt
The debt is taken in the form of the term loan of amount Rs. 240.87crores with the interest rate of 12 % and the repayment period of 31 quarters.
HERE, we have calculated the IRR and the DSCR ratios for the final evaluations
The sensitivity analysis is also done to evaluate the project.
Introduction to SBI CAPS
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SBI1 CAPITAL MARKETS LIMITED (SBICAPS) is India’s investment bank and project advisor, assisting domestic companies fund mobilization efforts for the last many years.
Foreseeing the changing needs of clients in a rapidly opening economy over the year, we have evolved an array of advisory services in almost all sectors of the economy. We are known for professionalism and business ethics and provide a full range of investment, advisory and financial services under one umbrella. A pioneer in privatization in India, we have established ourselves as leader in providing financial and advisory services in the core and infrastructure industries.
We began operations in august 1986 as a wholly owned subsidiary of the state bank of India, which is the largest commercial bank I India. In January 1997,fresh equity shares were issued to Asian development bank (ADB) and ADB now holds 13.84% stake in the equity of SBICAPS .the distinguished parentage (with a 86.16% stake) together with the long standing association of an internationally renowned financial institution like the Asian development bank further enhances our image as truly ‘world class investment ban’.
Recognizing our efforts of setting up a truly professional organization, ICAI has awarded SBICAPS the second best presented financials, amongst the entries received under the category ‘financial sector’.
Our mission is to provide credible, professional and customer focused world class investment banking services
THE SBI CAPS Edge
We are an edge above others when it comes to understanding the needs of the client .A comprehensive analysis of the dynamics of the markets and an extensive knowledge about the regulatory environment gives us a wider view of all the aspects of this highly competitive market. We tower above others as the thought leaders in analysis and interpreting industry trend, both at the micro and macro levels.
Our knowledge and understanding enables us to offer complete, end‐to‐end corporate finance solutions to clients at all levels. We provide seamless investment banking advice and execution in capital market deals, apart from offering innovative fund raising solutions, both dynamically and internationally in debt, equity and hybrids. It also enables us to make a structured entry and exit mechanism for cross border transactions.
Our expertise in structuring investments enhances expertise value leading to long term mutually beneficial partnerships.
1 SBICAPS year book
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The SIBCAPS Services
At SBICAPS, we have a dedicated team of professionals with vast experience in a range of investment banking services. We provide complete platform to our clients, including advising on project advisory and structured finance, corporate strategy and structure, equity, debt and hybrid capital raising, and securities research.
We don’t just advise our clients. We partner with them.
Project advisory & structured finance
SBICAPS has built a formidable presence in the area of project finance advisory and funds syndication with several prestigious mandates in almost every sector of the industry.
Our product portfolio includes:
Project structuring & due diligence Structured finance & syndication Infrastructure project advisory Securitization Debt & equity syndication
The breadth & depth of domain expertise combined with strong product capability enables us to function as a financial cum business advisor and offer integrated “concept‐to‐commissioning” solutions across product streams.
Fulfilling the needs of sponsors, regulators, vendors and investors.
Capital markets
We have a formidable presence in the areas of capital markets advisory, having been involved in most major book building and fixed price offerings over the as decade we manage fund raising for corporate, banks, financial institutions, PSUs, state government undertakings, etc, both from the domestic as well as from international capital markets.
In the last 10 years, we were ranked no. 1 five times, in terms of private placement, and rights issue of debt and equity.
Our experience in managing a vast array of capital market products has enabled us to develop and accumulate expertise in this field. New product development is essentially based on assimilation of such expertise and implementing the same to suit local conditions.
Mergers, Acquisitions & Advisory
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SBICAPS is the leading domestic investment bank offering advisory and fund solutions to corporate for organic as well as inorganic growth. In case of organic growth, we provide services to raise private equity, foreign currency convertible bonds (FCCBS), rights issue etc. In case of inorganic growth, we advise and assist companies in domestic and cross borders mergers & acquisitions as well as in raising financing for acquisition.
SBICAPS is the exclusive Indian member of M& A international Inc., the world’s leading alliance of mid‐market mergers & acquisitions specialists, with over 500 professional advisors in 41 member firms in 39 countries. M&A International Inc. closed 380 deal worth US $ 21 billion in 2007.M & A international Inc. brings to bear the unparalleled expertise in acquisitions, divestitures, financing and joint ventures through this network to facilitate cross border M&A.
The M&A product portfolio includes :
Mergers and acquisitions Private equity Foreign currency convertible bonds (FCCB) Corporate advisory
Timely expertise with an Enduring perspective
Introduction
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Castaway2 cement, a company promoted by Mr. Ram Agarwal, and associates is engaged in the
business of manufacturing cement. To take advantage of the increasing demand for Portland and blended cement in India, Castaway proposes to set up a 1.25 million TPA cement plant for the manufacture of the ordinary Portland cement/ Portland Pozzolana cement with a clinker capacity of 1.06255 million TPA along with setting up of a captive coal based power plant 15 MW. The project site is at Bhavanipuram, in Nalgonda dist. Of Andhra Pradesh (adjacent to its existing plant) and in close proximity to its existing limestone mines.
The cost of the project estimated at Rs. 378.51crores is proposed to be financed through equity of Rs. 137.64crores and term loan s of Rs. 240.87crores
The company has appointed Mott Mac Donald (IMM) for carrying out a techno‐economic feasibility of the proposed project.
Castaway has approached SBI Caps to appraise the project based on this techno –economic feasibility report, data provided by the company and other market information and to syndicate the debt component.
2 Hypothetical company name but financial data given by SBICAPS
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The company3
Name : Castaway Cement Limited Date of Incorporation : 16th April ,2008 Constitution : Public Limited Company Sector : Private Industry : Cement Location of the project : Bhavanipuram,
Mahankaligudam Nalgonda district‐ 508218 Andhra Pradesh.
Registered Office : Castaway chambers, 7‐5‐999/A,Begumpet,Hyderabad
Existing Activities : NoneProposed Activities : Cement manufacturing and power
generation
Promoter’s profile
Following is the list of the promoter‐directors of the company:
S.No Name Designation 1
Sri DEEN DAYAL AGARWAL MANAGING DIRECTOR
2 Sri ASHOK KUMAR AGARWAL DIRECTOR Smt SUNITHA KUMARI AGARWAL DIRECTOR 4 Sri NAWAL KISHORE AGARWAL DIRECTOR5 Smt GINNIBAI AGARWAL DIRECTOR
PROMOTERS AND MANAGEMENT:
CASTAWAY CEMENT (P) Ltd has four promoters namely Sri Deen Dayal Agarwal, Sri Ashok Kumar Agarwal, Sri Naval Kishore Agarwal and Smt. Ginni Bai Agarwal. The top management of the company works as a cohesive team to make the business grow higher and faster than the competition.
Following is the brief profile of the promoters of the company:
Sri Deen Dayal Agarwal, aged about 52 years, is the main promoter of the company. He is the Managing Director of Castaway cement Pvt. Ltd. He is a graduate in commerce. As a founder member and Managing Director of the company, he has taken keen interest in the business process of the company and can be credited with the phenomenal success of the company. Having 35 years
3 Hypothetical company name but financial data is original
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of business experience as partner in Mancherial Company, he manages the affairs of the company through his sharp business acumen and professional approach of management. He has been able to clinch many a vital business deals in favor of the company applying his gifted negotiating skills.
Sri Ashok Kumar Agarwal, aged about 42yrs is a commerce graduate. He has a rich experience of 25 years in this industry as partner in Mancherial Company and Director of castaway cement Pvt. Ltd. He takes care of management and the day‐to‐day affairs of business. He also takes active interest in the managerial issues of the business. As a director, his contribution to the management and decision making process is very vital for the success of the company. Human Resource Management and inter‐personnel relations are his strong points. It is due to his sheer dedication that the above concern grew to the present heights.
Smt Ginni Bai Agarwal, w/o Late Mukhram Agarwal, aged about 69yrs is having 40 years of business experience as partner in Mancherial Company. She is actively involved in all the business decisions and processes there by playing a major part in the growth of the company.
Sri Naval Kishore Agarwal, aged about 25yrs is a graduate in commerce. He is actively involved in all the business decisions and processes thereby playing a major part in the growth of the company. As a young professional he has successfully led the company to be one of the growing companies in the Industry. The wide and varied experiences of other promoter‐directors when coupled with the youthful energy of Sri Naval Kishore Agarwal results in a formidable combination, which augurs well for the future of castaway (P) Ltd.
The company has one sister concern, namely AGARWAL CEMENT PRIVATE LIMITED.
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Project details Castaway proposes to set up a cement plant with an installed cement capacity of 1.25 million TPA with a clinker capacity of 1.06225 million TPA at Bhavanipuram, Mahakaligudam Nalgonda dist. of Andhra Pradesh along with a captive coal based power plant of 15 MW.
Location and site4
The proposed project will be located at Bhavanipuram, Mahakaligudam Nalgonda dist. of Andhra Pradesh adjoining the company’s existing plant.
The company already has 78.80 acres at its disposal on which the new plant will be constructed. However, Castaway is in the process of acquiring an additional 261 acres of land (govt. land 118 acres and patta land 143 acres) costing Rs. 4.97crores. This land will be for the captive power plant, railway siding, godowns, administrative building, mandatory green belt, parks etc.
The plant site has the following location advantages:
Locational advantages
Proximity to raw material sources
Limestone
Limestone is the main raw material for the clinkerisation process in the proposed plant. The plant areas are adjacent to the limestone mines of which 183.11 hectares of mines are currently on lease with castaway. The company has reported calcium carbonate content of 75%‐87% in the limestone deposits.
It proposes to obtain mining leasehold rights for an additional 73.93 hectares of land for its future operations. Limestone is being transported by means of dumpers to the plant.
Laterite
Laterite is to be procured from Mallampalli near Warangal and Rajamundry/ Yelemanchii in Andhra Pradesh. Laterite is available at Zaheerabad, Kavali and other places in Andhra Pradesh which can be procured conveniently.
Iron ore
There are huge deposits of iron ore in Bellary, Karnataka and also in Andhra Pradesh, A.P. iron ore is being procured from Bellary area and various sponge iron plant in A.P.
Gypsum
Presently gypsum is being procured from Coromandal fertilizers, Vishakhapatnam which is located 300 kms from Castaway’s plant.
4 Data provided by the company through Matt Mac Donald report
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Fly ash
Castaway proposes to purchase the same Vijayawada thermal station, which is 100 kms away from the plant.
Coal
The company buys coal from Singareni collieries company Ltd (SCCL). Indents are issued on yearly basis and SCCL allots the quantity for the whole year .castaway makes advance payment and procures the material on a fortnightly basis from the allotted quantity. Meanwhile, castaway is also exploring the possibilities of importing coal.
Proximity to the market
The project site is at a distance of about 15 kms from the state highway connecting Hyderabad and Guntur.While the railway linkage is established through Vishnupuram railway station which is around 6 kms from the plant site and falls on the main line connecting Hyderabad and Guntur.
On account of the well developed road and rail linkages, the cement produced in the plant has easy access to the market.
Manufacturing process5
In this section the manufacturing processes followed in a cement plant and also that in a captive power plant are discussed:
Cement plant manufacturing process
For its raw material cement uses minerals containing the four essential elements for its creation‐
Calcium Silicon Aluminum Iron
Most common raw material used in cement production is:
Limestone (supplies the bulk of the lime) Clay, marl or shale (supplies the bulk of eh silica, alumina and ferric oxide) Other supplementary materials such as sand, fly ash
The production of cement includes the following steps:
Isolation and preparation of raw materials Drying Fusion of raw materials to give cement linker Preparation of other component of cement
5 Data provided by company through Matt Mac Donald report
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Grinding of cement components with calcium sulphate for settings.
The process flow chart of a cement plant is as illustrated
Raw material preparation6
The initial production step is raw material acquisition. Calcium is the most important raw material and is obtained from limestone, chalk and seashells. These raw materials are obtained from open face quarries or underground mines.raw materials are extracted from the quarry may have different composition. So the preparation of raw materials is needed. The raw material preparation includes variety of blending and sizing that are designed to feed the raw material with the physical and chemical properties. Cement raw materials received may contain initial moisture content with 1 to 50 percent. This moisture content can be limited to 1 percent before or during grinding. The raw material is crushed and ground as necessary to roved a fine material for blending. The quarry material is fed through the chutes in crusher where it is reduced by crushing into the required size. Primary crusher reduces the material to about the size of baseball, while secondary crushing reduces it to the size of gravel. Nowadays, some plants crush materials in a single stage.
Most of the material is usually ground finer than 90 um (the fineness is often expressed in terms of the percentage retained on a 90 um sieve).The dosed raw materials are dried and finely ground in the raw mill to form an intermediate product called raw meal. The grinding provides an increased surface area to enhance the heat exchange in the downstream heating process.
6 Data provided by company through Matt Mac Donald report
Limestone Clay
Blending of Raw materials
Pre‐Heating of Raw materials
Heating of Raw materilas
Quality check Grinding of material
Cooling of molten material
Storage of packing
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Once raw materials are ground fine enough, they are blended in the proportions required to produce clinker of the desired composition. The raw material is then stored in a homogenizing silo in which the chemical variation is reduced. This homogenizing process is important to stabilize the downstream sintering process as well as to provide a uniform quality product. These activities are as carried out in the vertical roller mill.
The raw materials are analyzed in the plant laboratories to make certain the chemical composition is correct, blended in the proper proposition, and then ground even finer. After grinding, the material is now ready for the Pre heater.
PRE‐HEATER TOWER
To save energy most modern plants pre heater the materials before they enter in the kiln.
The pre‐heater tower supports a series of vertical cyclone chambers through which the raw materials pas on their way to the kiln. To save energy, modern cement plants preheat the materials before they enter the kiln. Rising more than 200 feet, hot exit gases from the kiln het the raw materials as they swirl through the cyclones.
In the Pre‐Heater, the raw meal undergoes a series of concurrent heat exchanges with the hot exhaust gas from the kiln system. The gas and material stream are separated by cyclones after each heat exchange process. The raw meal temperature increases from 80 C to 1000 C within 40 seconds. The first chemical reaction also takes place in the Pre‐Calciner of the pre heater, where limestone CaCO3 is decomposed into lime.
Kiln
Raw material is then fed in to huge rotating furnace known as kiln. It’s the heat of the cement making process –a horizontally sloped steel cylinder, lined with firebrick, turning from about one to three revolutions per minute.
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From the pre heater the raw materials enter the kiln at the upper end. It slides and tumbles down the kiln through progressively hotter zones towards the flame. At the lower end of the kiln, fuels such as powdered coal and natural gas feed a flame that reaches 1870 degree centigrade. Here the raw material becomes partially molten. Because of the intense heat the series of chemical reactions converts the calcium and silicon oxides into calcium silicates, cement’s primary constitute. At the lower end of the kiln, the raw materials emerge as a new substance, red‐hot particle known as clinker.
Rotary kilns are refractory lined tubes with a diameter up to about 6m.they are inclined at an angel of 3‐4 and rotate at 1.2‐2 times/min., as a result of inclination and rotation of the tube, the material to be fused into the top of the kiln moves down towards the coal dust oil or gas flame burning at the bottom of the tube. Near the flame in sintering or clinkering zone of a rotary kiln with a gas temperature of 1800‐2000 C, the temperature of the material being burnt reaches 1350‐1500 C, which is necessary for the formation of clinker.
Cooler
The clinker is discharged from the rotating kiln into the air quenching coolers that reduce the temperature to approximately 100 to 200 degree centigrade while simultaneously preheating the combustion air.
Grinding
Pulverizing followed by fine grinding in the tube ball mills and an automatic packaging completes the process. During the fine grinding, setting retarders, such as gypsum, plaster, or calcium lingosulfonate, and air entraining, dispersing, and waterproofing agents are added. The clinker is ground by various hook ups and by different sizes of steel ball while it works its way through the mills two chambers.
Quality check7
Cement quality check typically involves x ray tests and compress strength tests.
Storage and packaging
The cement is then housed in storage silos from where it is mechanically or hydraulically extracted and transported to the facilities where it is packaged in sacks or supplied in bulk. The transportation of cement can be done by rail, road or ship.
Another illustration of the cement plant process i.e., process flow from quarry product shipment is enclosed at annexure II
7 Data provided by company through Matt Mac Donald report
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Captive power plant manufacturing process
A power station (also referred to as generating station or power plant) is a facility for the generation of electrical power. In thermal power stations, mechanical power is produced by a heat engine, which transforms thermal energy, often from combustion of a fuel, into rotational energy. Most thermal power stations produce steam, and these are sometimes called steam power stations. A thermal power plant consists of all the equipments and the system that makes a complete thermal power station using coal fired system generator or boiler. A convectional coal fired thermal power plant consists of a coal handling system, boiler, turbine, generator, transformer, and water handling and emission control system.
The detailed process is described as follows:‐
Coal is fed into a boiler where it is burned in order to heat after to produce high‐pressure steam. Depending on many factors including the size of the boiler and the type of coal burned energy content, ash content etc), the amount of coal used will vary. Coal is delivered by mass transport systems such as truck and rail. Generating stations adjacent to a mine may receive coal by conveyor belt or massive diesel electric drive trucks. The coal is prepared for use by crushing the rough coal to about ¾ inch (6 m) in size. Then the coal is transported from the storage yard to in‐plant storage silos by rubberized conveyor belts and stored in the boilers hoppers above the boilers. the coal then passes through pipes to the coal feeders for regulating and measuring coal quantity, then to coal pulverizers for pulverizing coal, and then to a pulverized coal bin.
The pulvenizers may be a rotary drum type or ball or roller grinder tyre. From the pulverized coal bin coal is conveyed by hot air injectors through coal pipes to boiler coal burner of one tier or level at a horizontal angle into the furnace to give a swirling action for powered coal for proper mixing of coal powder and also the incoming hot air from FD fans, to give the best combustion. If the system does not have pulverized coal bin then coal powder is conveyed directly to coal burners from pulverizers. To provide sufficient combustion temperature in the furnace before spraying powdered coal to catch
Water recycling Coal fired boiler
Steam turbineCondensers
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fire or ignite, the furnace temperature is brought up by spraying and burning light oil by means of igniter oil guns.
Pulverized coal is air‐blown into the furnace from fuel nozzles at the four corners and it rapidly burns, forming a large fireball at the center. The steam generator unit has to produce steam at highest purity, and at high pressure and temperature required for the turbine. This is made up of Economizer, the steam drum with all internal and external fittings and chemical dosing arrangements, generating tubes (with necessary headers for uniform distribution of water flow) forming the Furnace chamber and super heater coils. Necessary safety valves are located at suitable points to avoid excessive boiler pressure. Air and gas path equipment are: forced draught fan (FD fan), air pre heater (APH), boiler furnace, induced draft fan (ID fan), mechanical and electrical dust precipitators and the Stack or chimney. This heats the water that circulates through the boiler tubes. The water circulation rate in the boiler is three to four times the throughput and is typically driven by pumps. As the water in the boiler circulates it absorbs heat and changes into steam at 700 degree F (370 degree C) and 3200 psi. It is separated from the water inside a drum at the top of the furnace. Here the steam is superheated to 1000 degree F (540 degree C) to prepare it for the turbine.
The turbine generator consists of a series of steam turbines interconnected to each other and a generator on a common shaft. There is a high pressure turbine at one end, followed by an intermediate pressure turbine, two low pressure turbines, and the generator. superheated steam from the boiler is delivered through 14‐16 inch (350‐400nm) diameter piping to the high pressure turbine where it falls in pressure to 600 psi (4 MPa ) ant to 600 F (315 C) through the stage. it exists via 24‐26 inch (600‐650nm) diameter cold reheat lines and passes back into the boiler where the steam is reheated in special reheat lines passes back into the boiler where the steam is reheated in special reheat pendant tubes back to 1000 F (540 C). The hot reheat steam is conducted to the intermediate pressure turbine where it falls n both temperature and pressure and exists directly to the long‐ bladed low pressure turbines and finally exists to the condenser.
The rotation of the generator induces alternating current in the coils to produce electricity. To ensure that the alternating current is kept constant at the standard frequency, the turbine and generator must rotate at a constant speed. Once generated, the electricity passes through a transformer, which steps up the voltage to ensure efficient transmission over long distances.
A critical part of the power generation system is water handling. After the steam passes through the turbine, it enters a condenser. The condenser converts the low‐ pressure steam to liquid water. Cooling water from rivers or large lakes is generally used. If the rivers or lakes are distant, cooling towers are constructed.
Raw materials
Availability of raw materials is a very critical factor in the operations of cement plants. The same is as brought out in this section.
The following table illustrates the consumption rate of the various inputs, their price of procurement and their respective freight costs
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OPC’s composition is 95% clinker and 5 % gypsum while that of PPC is 70% clinker, 5% gypsum and 25 % fly ash. The cost of clinker, OPC and PPC are Rs. 789.20/‐ per tone, Rs. 804.05/‐ per tone and Rs. 714.99/‐ per tone respectively.
From the above table it can be inferred that coal, limestone, power, gypsum and fly‐ash are the most critical inputs for this plant.
The table below illustrated the cost incurred w.r.t procuring the raw materials that going for inputs for clinker:
Inputs for clinker production
Pure raw material cost per ton of clinker production (Rs./T of cement)
Freight cost per ton of clinker production (Rs./T of clinker)
Total cost per ton of clinker (Rs./T of clinker)
% age of raw material cost
Limestone Laterite Iron ore Coal
145.00 7.5 7.5 414
0.00 4.8 9.15 54.00
145.00 12.30 16.65 468.00
22% 2% 3% 73%
Total cost of clinker per tone
574.00 67.915 641.95 100%
Inputs for clinker production
Consumption per ton of clinker or cement in tones
Input price (Rs/T of input)
Freight cost (Rs./T of input)
Value of input (Rs./T of cement)
Limestone Laterite Iron ore Coal Power (units*Rs./unit) Stores consumed
1.4500 0.0150 0.0150 0.1800 50.00 1.0000
100.00 500.00 500.00 2300.00 1.74 60.00
0.00 320.00 610.00 300.00
145.00 12.30 16.65 468.00 87.25 60.00
Total cost of clinker per tone
1.0000 789.20 789.20
For OPC Total cost of clinker per tone Gypsum Input cost/‐tonne of OPC cement
0.9500 0.0500
621.00
480.00
749.74 55.05 804.05
For PPC Total cost of clinker per tone Gypsum Fly ash Input cost /‐tonne of PPC cement
0.7000 0.0500 0.2500
621.00 40.00
480.00 390.00
552.44 55.05 107.50 714.99
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As illustrated in the above table, the transportation cost of the raw materials alone account for around 20% of the total raw material cost of clinkers.
The availability of the main raw materials is as discussed below:
Limestone
Limestone is the main raw material for the clinkerisation process in the proposed plant. The plant area is adjacent to the limestone mine of which 183.11 hectares of mines is currently on lease with castaway. The company has reported calcium carbonate content of 75%‐87% in the limestone deposits.
It proposes to obtain mining leasehold rights for an additional 73.93 hectares of land for its future operations. Limestone is being transported by means of dumpers to the plant.
The table below illustrates details of mining leases of CASTAWAY as cited in the rapid environmental impact assessment report prepared for castaway by M/s B.S. Envi‐tech Pvt. Ltd area in hectares mineable reserves (million
tones) existing mining lease 183.11 74.99 proposed mining lease 73.93 17.50 257.04 92.49 It is indicated in their report that the combined mineable lime stone reserves of existing and proposed plants @ 92.49 mts is sufficient for 40 years of production.
Laterite The annual requirement of the new plant will be procured from Malllampalli near Warangal and Rajamundry / Yelemanchii in Andhra Pradesh which can be procured conveniently
Iron ore
There are huge deposits of iron ore in Bellary, Karnataka and also in Andhra Pradesh, A.P. iron ore is being procured from Bellary area and various sponge iron plant in A.P.
Gypsum
Gypsum requirement for the proposed cement production is being procured from Coromandal fertilizers, Vishakhapatnam which has a surplus quantity being generated and which is located 300 kms from castaway’s plant.
Fly‐ash
The total requirement of fly‐ash is proposed to be purchased from Vijayawada thermal station, which is 100 kms way from the plant.
Coal
The company buys coal from M/s Singareni collieries company ltd (SCCL).indents are issued in yearly basis an SCCL allots the quantity for the whole year. Castaway makes advances payment and
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procures the material on a fortnightly basis from the allotted quantity .meanwhile, castaway is also exploring the possibilities of importing coal. The main raw material viz. Limestone will be transported from the mines by dumpers. Regular transport vehicles will transport the other raw materials. The finished product viz. cement will be transported through regular authorized private truck operators to be finalized by the company on rate contract basis. Bigger and bulk supplies will be made through railway wagons depending upon the destination.
Utilities8
Power supply
The power requirement for the project will be met from the 15 MW proposed captive coal power plant to be set up adjacent to the plant. To maintain uninterrupted operation of clinkerisation, installation of 1250 KV DG is also planned. These sets will supplement cement packing and dispatch during grid interruption.
The consumption norms and cost for power at capacity utilization of 95% to manufacture clinker, OPC and PPC are given in the table blow. The same has been considered while making projections.
Consumption norms of power
category UNIT POWER Clinker KWH/MT 50ordinary Portland cement (OPC) KWH/MT 40 Portland Pozzolana cement (PPC)
KWH/MT 40
Water supply9
The requirement of water is as indicated in the following table:
1. circulating cooling 300 cubic meters/day 2. boiler feed 300 cubic meters/day3. Drinking 100 cubic meters/day 4. total requirement 700 cubic meters/day
The water is mainly used for circulating cooling water for bearings and gearboxes and sprays in crushers and transfer points to control dust and domestic purposes in the factory and colony. The water required for the plant as well as colony would be met from the Krishna where near the site or from existing bore walls. Since, the quality of water is clear. Treatment is normally not required. However, a treatment plant will be installed for the captive power plant.
8 Data provided by company through Matt Mac Donald report 9 Data provided by the company through the Matt Mac Donald report
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Steam
The plant does not require any steam for the purposes. The captive power plant will generate steam.
Compressed air
Compressed air is required for pneumatic conveying and feeding of raw meal coal and cement besides for bleeding and fluidizing operations. It is also required for cleaning the bag filters and certain pneumatically operated equipments.
Manpower
It is estimated that 135 employees will be required to operate cement and captive power plant. The details of the manpower cost are indicated in the table below. The table also indicates the grade wise manpower requirement for operating the cement and captive power plant.
Manpower cost
Sr.no Category Number of persons
Average annual salary per head (in rs.)
Total annual cost (in rs. Lakhs)
1. 2. 3. 4.
Manager Supervisor Skilled Semi‐skilled
1530 70 20
456,000384,000 312,000 240,000
68.40 115.20 218.40 48.00
Total 135 450.00
The company does not envisage any problem in arranging manpower as they have been in this business for the last two decades.
Environmental aspects10
The potential pollution types for the project can be broadly categorized into‐‐‐‐
Air pollution
The various sources of pollutants include—
dust particulates from fly ash coal dust particles during storage/handling of coal ash dust particles during ash handling and disposal
Castaway plans to take the following steps to reduce the overall impact on local air quality—
electro static precipitators tall chimney use of low sulphur and nitrogen coal
10 Data through the research done by the company
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covered storage for coal, wherever necessary use of wet system for ash handling
Water pollution
The project will generate significant quantum of pollutants that can damage water quality in the region. The various sources of pollutants include—
polluted water from ash handling system sewerage generated blow downs from boilers and cooling towers run‐off water from coal piles sewerage
Castaway plans to take the following steps to reduce the overall impact on local water quality—
reverse osmosis system to recycle waste water sealing of ash pits to minimize seepage of water biological treatment facility for sewerage
Noise pollution
The project will generate noise from various locations like—
steam generator rotary equipments like fans, blowers and compressors combustion chamber steam traps and leaking points
Castaway plans to take the following steps to reduce the overall impact on local air quality—
use of better acoustic systems to minimize noise generated by the equipments regular maintenance of equipments to minimize noise pollution
The environmental management plan for the project has been prepared by castaway. On the basis of the plan, castaway has approached the AP pollution control board (APPCB) for obtaining a no objection certificate (NOC) from the state government.
The emissions as per APPB norms should conform to the following norms.
total suspended particles (TSPM) 200 ppm RESUDIAL SUSPENDED PARTICLES (TSPM) 100 ppm Sulphur dioxide 80 ppm Nitrate oxide 80 ppm
Cement manufacture yields around 1 MT of carbon dioxide for every MT of cement produced. The project envisages reduction of 60000 MT of CO2 per annum resulting in carbon credits valued at Rs 150 lakhs per annum
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Castaway proposes to install pollution control equipment to have a least possible dust emission levels from both the primary and secondary dust generating sources and will adhere to other norms prescribed by APPCB
Clean Development Mechanism
The company plans to adopt the clean development mechanism (CDM) in the plant.
The new 1.25 million TPA cement plant project envisaged by CASTAWAY incorporates clean development mechanism (CDM) project activity, where it considers reduction of clinker content of Portland Pozzolana cement (PPC) and slag cement which are proposed to be manufactured, by increasing the additive percentage to be maximum possible extent by using fly ash in the production of slag cement
The above proposed reduction in the clinker percentage in the cement would conserve natural resources like lime stone and coal. The CDM activity therefore will reduce direct onsite missions from the clinkerization, which is the main source of Co2 emission in the cement production. Thus would also reduce environmental problems like land destruction and erosion arising out lime stone quarry mining and its associated dust e missions. It would also help in reducing electrical energy consumption in the manufacture of cement.
Further fly ash disposal by thermal power plant is a continuous environmental issue in India. The project activities facility fly‐ash utilization and reduce the coal of waste handling and disposal on the part of coal fired thermal power plants. It also helps in mitigating air and water pollution problems arising out of land‐fill dumps of fly ash.
The CDM project which has been conceived as an integral part of this cement project has excellent environmental benefits in terms of reduction of carbon emissions, limestone reserve conservation, coal conservation, decreased environmental destruction etc
Technical arrangements
The company proposes to engage civil design consultants, electrical/instrumentation system design consultants and mechanical design consultants for project implementation. It would rely on it’s in –house technical expertise given the considerable experience of its chairman and key executives in setting up and running cement plants. The techno‐economic feasibility study has been carried out by Mott Mac Donald (IMM)
Techno‐economic feasibility study11
Castaway has appointed Mott Mac Donald India (IMM) for techno‐economic feasibility study
IMM is a part of the Mott Mac Donald group head quarter in the UK and provided business planning and advisory services for a wide spectrum of clients in industry, infrastructure and social development.
Some cement sector credentials of IMM are as follows:
11 Data provided by the Matt Mac Donald to the company
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Preliminary project profile on Vidhya cement Market survey on asbestos cement sheets for Shree Digvijay cement co. Ltd Energy conservation study for Gujarat Ambuja cement ltd Pre‐feasibility study for a cement project for the Arvind mills ltd
Scope of the techno economic study
The scope of work for the techno economic study encompassed the following
Appraise the project configuration, product mix, pricing strategy and target markets. Appraise the project cost including details such as land and civil works, plant and machinery cost, cost of miscellaneous fixed assets, preliminary and preoperative expenses.
Validate cost of production including cost of raw material and utilities, manpower cost, cost of term loan and working capital and other fixed and variable costs
Validate cost of manpower, manpower required along with requisite skill sets Validate project profitability
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Product profile
Product description12
Cement is a finely ground, grey colored mineral powder, which is the most widely used construction material. Cement is composed of calcium silicates, calcium aluminates, and calcium ferrites. Cement is a blinder, a substance which sets and hardens independently, and can bind other materials like sand and coarse rock. Burning a mixture of lime and clay to form clinker and then pulverizing the clinker into powder can obtain cement.
The project focuses on the Portland Cement (PC) and hence Portland cement is detailed in the subsequent section.
Qualities of cement
Cement’s qualities strength, durability, and flexibility among others make it the world’s most popular building material.
Cement is hydraulic because, when mixed with water, it chemically reacts until it hardens. Cement is capable of hardening in dry and humid conditions, and even under water.
Cement is remarkable shapeable: when it comes into contact with water and aggregates, such as sand and gravel, cement is capable of taking on any three‐dimensional shape.
Cement and the concrete made from it is as durable as rock. Despite climate conditions, cement holds the shape and volume, and its durability increases with the passage of time.
Cement is such an effective adhesive that, once it sets, it is virtually impossible to break its bond to materials such as brik, steel, gravel, and rock.
Buildings made with cement products are more waterproof then the proportion of cement is greater than that of aggregate materials.
Cement can provide excellent noise insulation.
Product types
Cement can be classified into two categories based on their composition as indicated below
Hydraulic cement
Hydraulic cements are materials which set and harden after combining with water, as a result of chemical reactions with the mixing water and, after hardening, retain strength and stability even under water. The key requirement for this is that the hydrates formed on immediate reaction with water are essentially insoluble in water. Most construction cements today are hydraulic, and most of these are based upon Portland cement.
12 Data provided by the company through the Matt Mac Donald report
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Non hydraulic cement
Non hydraulic cements include materials such as (non hydraulic) lime and gypsum plasters, which must be kept dry in order to gain strength, and oxychloride cements which have liquid components. lime mortars, for example, ”set” only by drying out, and gain strength only very slowly by absorption of carbon dioxide from the atmosphere to re‐form calcium carbonate.
Portland cement (PC)
Portland cement is the most common type of cement in general usage, as it is a basic ingredient of concrete, mortar and most non‐specialty grout. The most common use for Portland cements in the production of concrete. Concrete is a composite material consisting of aggregate (gravel and sand), cement and water. As a construction material, concrete can be cast in almost any shape desired and once hardened can become a structural (load bearing) element. Portland cement may be gray or white.
Categories of Portland cement Based upon the chemical composition Portland cement can be classified as below:‐
Portland blast furnace cement contains up to 70% ground granulated blast furnace slag, with the rest Portland clinker and a little gypsum. All compositions produce high ultimate strength, but as slag content is increased, early strength is reduced, while sulfate resistance increases and heat evolution diminishes .used as an economic alternative to Portland sulfate‐resisting and low‐heat cements.
Portland fly ash cement contains up to 30% fly ash. The fly ash is Pozzolanic, so that ultimate strength is maintained. Because fly ash addition allows lower concrete water content, early strength can also be maintained. Where good quality cheap fly ash is available, this can be an economic alternative to ordinary Portland cement.
Portland Pozzolan cement includes fly ash cement. Since fly ash is a pozzolan, but also includes cements made from other natural or artificial Pozzolan. In countries where volcanic ash are available (ex. Italy, Chile, Mexico, the Philippines) these cements are often the most common form in use.
Portland silica fumes cement. Addition of silica fume can yield exceptionally high strengths, and cements containing 5‐20% silica fume are occasionally produced. However, silica fume is more usually added to Portland cement at the concrete mixer.
Masonry cements are used for preparing bricklaying mortars and stuccos, and must not e used in concrete. They are usually complex proprietary formulations containing Portland clinker and a number of other ingredients that may include limestone, hydrated lime, air entries, retarders, water proofers and coloring agents. They are formulated to yield workable mortars that allow rapid and consistent masonry work. Subtle variations of masonry cement in the US are plastic cements and stucco cements. These are designed to produce controlled bond with masonry blocks.
Expansive cements contain, in addition to Portland clinker, expansive clinkers (usually sulphoaluminate clinkers), and designed to offset the effects of drying shrinkage that is normally encountered with hydraulic cements. This allows large floor slabs (up to 60 m square) to be prepared without contraction joints.
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White blended cements may be made using white clinker and white supplementary materials such as high‐ purity Metakaolin.
Colored cements are used for decorative purposes and some standards, the addition of pigments to produce “colored Portland cement” is allowed. In other standards, pigments are not allowed constitute of Portland cement, and colored cements are sold as “blended hydraulic cements”.
Product mix
Castaway proposes to produce OPC with 40% of the clinkers produced while the balance 60% would be used towards manufacturing PPC.
Product applications
The most common use for PC is in the production of concrete. Concrete is a composite material consisting of aggregate (gravel and sand), cement, and water. As a construction material, concrete can be cast in almost any shape desired, and once hardened, can become a structural (load bearing) element. Users may be involved in the factory production of pre‐cast units, such as panels, beams, road furniture, or may make cast‐in‐situ concrete such as building superstructures, roads, Dams. These may be supplied with concrete mixed on site, or may be provided with “ready‐mixed” concrete made at permanent mixing sites. Portland cement is also used in mortars (with sand and water only) for plasters and screeds, and in grouts (cement/water mixes squeezed into gaps to consolidate foundations, road‐beds, etc).
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37 | P a g e
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38 | P a g e
Vertical mill for coal grinding
Capacity is 30 TPH Classifier rotor size is 2500 mm – 900mm
Pre heater
Pre calciner Inlet chamber with brick retaining shell Connecting pipes for the gad stream with seals Raw material pipes with pendulum locks and compensators
Kiln
Rotary kiln three tyre 3.8 M * 56 M Kiln inclination is 3.5 degree Kiln speed is 4.5 RPM normal and 5.5 maximum Single drive motor 340 KW
Pyrostep clinker cooler
Cooler type‐Pyrostep Grate surface 63 sq meter Specific loading 47.6t/sq meter Number of air fans‐8
Raw mill blending silo and kiln feed system
Silo capacity 8000 T Feeding capacity 250‐315 TPH Discharge capacity 300 TPH
Kiln feeding system
Feeding capacity is 300 TPH Discharge capacity is 300 TPH Bin diameter * height is 5*7 meter
Vertical roller mill for raw material
Feed material – cement raw material Feed size ‐95% <75 mm, max. 80mm Capacity ‐260 TPH Grinding fines‐15% R on 90 microns Grinding table ‐3750 MM
Clinker grinder with ball mill
Double chamber ball mill 4.6 dia M * 14.5 M length
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Detail specifications of some of the plant and machinery items are as shown in annexure XI
Captive power plant
Captive power plant using is a proven technology and is extensively adopted by players in the cement industry. The features of the technology being procured by the company include—
The steam turbines will have a gross capacity of 15 MW. There will be two steam turbines with each having a gross capacity of 7.5 MW to improve operating flexibility.
Power will be generated at 6.6 kV level and later stepped down to 433 V for usage Extraction type condensers will be used to improve power generation Condensate energy will be used to heat feed water ,which will improve plant performance Reverse osmosis system will be installed to use wastewater generated in the plant operation to be recycled as make‐up feed water
Automation to improve controls Adequate environmental safety measures
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Status of approvals and implementation status14
Approvals are required from various statutory and governmental agencies for setting up cement plant and mining activities. Given below are the various approvals required for setting up the project along with their present status.
Plant approvals
Approval Status Content of establishment of industry from APPCB Under process IEM acknowledgement from SIA ObtainedGrampanchayat approval Obtained Director of town and country planning approval Under process Permission under factories act Under process Confirmation of power availability from APTRANSCO
Under process
NOC from APPCB Under process MOEF clearance Under process Public hearing held during Cleared on 28/04/07
Mining approvals
Castaway cement has obtained mining lease sanctions from govt. of Andhra Pradesh for an area of 183.11 hectares for a period of 20 years w.e.f 09.02.2000.copy of the order dated 09.02.2000 is as placed in annexure IV
The company proposes to apply for similar sanctions for the balance 73.93 hectares proposed in this project and which is required for its future mining operations.
Implementation status
Our executive visited the plant site in MAY 07. During the visit, the land demarcated for the propose cement plant and also that for the captive power plant were seen. It was observed that the limestone deposit is right next to this proposed plant. The existing plants were found to be operational.
Further, the company has obtained acknowledgement for the IEM filed with secretariat for industrial assistance, ministry of commerce and industry, government of India. Necessary applications for the approvals from different authorities as cited above have been made. Preliminary geological survey has been conducted at the limestone deposits to assess the reserves and quality of the deposits. Core machinery requirement have been finalized and orders are being released. Ancillary equipments required are under finalization.
14 Company applied for such approvals
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Cost of project15 Project cost
The cost of project is estimated at Rs. 378.51crores. The capital cost estimated prepared by the company have been vetted by Matt Mac Donald and are summarized below:
Project cost Rs. Crorers.croreland & site development 12.00 Civil works 70.00Plant &machinery 180.0 Power plant 50.00Misc. fixed assets 5.00 Contingency 15.85IDC 19.73 Preliminary & preoperative expenses 17.00 Working capital margin 8.93Total project cost 378.51
The details of the various project cost components are as under :
a) Land and site development This head has three components:
1. Land for the cement plant and the captive power plant
The company already has 78.80 acres at its disposal on which new plant will be constructed. However, castaway is in the process of acquiring an additional 261 acres of land (govt. land‐118 acres and Patta land 143 acres) costing Rs. 4.97 crores.
This land will be for power plant, railway siding, godowns, administrative building, mandatory green belt, parks etc.
Factory land Acres Rate(rs.crs) Rs.in crs Govt land 118 0.03 3.54 Patta land 143 0.01 1.43 Total 4.97
2. Land for mining purposes
The plant area is adjacent to the limestone mine of which 183.11 hectares of mine is currently on lease with DCL. It proposes to obtain lease for an additional 73.93 hectares of land for its future mining operations.
15 Done by us as the financial aspects of the company
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ONE HECTARE =2.46 ACRES
Mining land Hectares Rate(rs. Per acre) Rs.in crs Compensatory land 73.93 40000 0.727 Aforrestation cost 73.93 50000 0.909 Total 1.636
An additional amount of Rs. 7.31lakhs per hectare needs to be remitted to the govt. on the basis of the NPV for the acquired land. Thus, the total NPV for 73.83 hectares works out to Rs. 5.40crores.
Therefore, the total land and site development cost is estimated at Rs. 12crores.
3. Building and other civil structures
The total cost of buildings is estimated at about Rs. 70.00crores. Details of civil costs are given below
Department S.N Name
No.of units
No. of floors
Units Quantities Rate Amount (rs)
A)plant structures
1. lime stone crusher
1 CUM 2000 9500 19,000,000
2 .Lime stone stacker & reclaimer
1 CUM 2500 9500 23,750,000
3.Raw material feed hopper
1 2 CUM 1000 9000 9,000,000
4.raw material grinding section
1 5 CUM 4000 11000 44,000,000
5.raw heat bag house
1 2 CUM 1800 10500 18,900,000
6.raw heat blending silo
1 MT 12000 3300 39,600,000
7.preheater tower
1 3 CUM 5000 12000 60,000,000
8.rotary kiln & TA duct
1 CUM 1200 9000 10,800,000
9.grate cooler & ESP
1 2 CUM 2600 9000 23,400,000
10.coal mill 1 6 CUM 2000 9000 18,000,000 11.clinker tank 1 MT 35000 1500 52,500,000 12.gypsum stock pile
1 SHED CUM 500 9000 4,500,000
13.fly ash silo 1 MT 4000 4000 16,000,000 14.cement mill hoppers
1 2 CUM 600 9000 5,400,000
15.cement mill building
1 5 CUM 5000 11000 55,000,000
16.cement storage silo’s
3 MT 6000 4000 72,000,000
17.dump hopper 2 CUM 300 9000 5,400,000
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for additives 18.packaging plant including truck loaders
1 6 CUM 1900 10500 19,950,000
19.CCR building 1 2 SQM 1600 8000 12,800,000 20.load centres (3 no’s)
3 2 CUM 2000 10000 60,000,000
21.conveyor foundations
1 CUM 600 8000 4,80,000
22.cable tunnels 1 CUM 500 8000 4,000,000 Total plant structures
574,480,000
B)Non plant structures
23.administrative building
1 2 SQM 2000 9000 18,000,000
24.security & time office
1 2 SQM 50 6000 300,000
25.work shop 1 SQM 2000 5000 10,000,000 26.stores 1 SQM 2000 5000 10,000,000 27.canteen 1 SQM 400 7000 28,00,000 28.underground water tank
1 Gallons 60000 60 3,600,000
29.Weigh bridge 2 LS 800,000 30.Roads & drainage
LS 9,000,000
54,500,000Total non plant structures
C) COLONY STRUCTURES
31.”A” type quarters
3 1 120 7500 2,700,000
32.”B” type quarters
4 2 500 7000 14,000,000
33.”C” type quarters
6 3 500 8000 24,000,000
34.”D” type quarters
8 3 500 6000 24,000,000
35.colony roads drainage
6,320,000
Total colony structures
71,020,000
Grand total 700,000,000
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4. Plant and machinery
The total cost of plant & machinery & miscellaneous fixed asset is estimated at about Rs. 180crores & Rs. 5.00crores respectively. The cost of plant & machinery has been validated by IMM based on—
Quotations received by the client from the suppliers. Information available with them, which was collected for carrying out asset valuation assignments or TEFR studies for similar assignments.
Discussion with the equipment suppliers. International benchmarks available based on evaluation of similar plants setup globally.
Research papers published by various reputed universities.
The detailed break‐up of the plant & machinery is as follows:
Plant & machinery A. Cement plant‐core equipments I. Crusher, apron feeder 1.28 II. staker, reclaimer 2.92 III. Vertical mill for coal grinding phroprocessing (including pre
heater, kiln, clinker cooler, raw meal blending silo, kiln feed system)
3.40 18.20
IV. Vertical roller mill for raw material 14.35 V. Clinker grinding with ball mill 8.00 VI. Packing plant, roto packer model with wagon loading machines 2.85
Total 51.00
B. Electrical & instrumentation of cement plant I. 132 KVA switch yard, circuit breakers, power and distribution
transformers etc. 7.00
II. 6.6 KW switch boards 7.00 III. HT and LT power and control cables 2.00 IV. HT and LT motors 4.00 V. VFD drives 3.00 VI. PLC automation system/instrumentation 8.00 VII. Plant lighting 1.00 VIII. Miscellaneous 5.00
Total 37.00
C. Auxillary equipments Process fans, ESP etc 10.00 Bag house, elevators, conveyors, weigh 9.00 Feeders, silo internals, refractories and castables, 14.00 Mill internals, gear boxes 7.00 Aux. gearboxes, etc 7.00 Total 47.00
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D. Erection & fabrication 25.00
E. Railway siding 10.00 Total 170.00
The proposed technology suppliers for the project are as listed below while the credentials of a few of them are as in annexure XI:
Sr.no Description Suppliers
1. Crusher & apron feeder M/s Gebr. Pfeirffer India P. Ltd, India
2. Stacker & reclaimer Tecpro systems limited, India3. Vertical mill for coal grinding M/s Alston India Ltd. India4. Pyroprocessing equipments Humboldt Wedag India P. Ltd,
India 5. Vertical roller mill M/s. Gebr. Pfeirffer India P. Ltd,
India 6. Clinker grinding with ball mill Humboldt Wedag India P. Ltd,
India 7. Packaging plant Supplier being identified 8. Electrical Supplier being identified 9. Auxiliary equipments Supplier being identified 10. Miscellaneous equipments Supplier being identified 11. Fabrication Supplier being identified 12. Railway sidings Supplier being identified
5. Mining equipments
Mining equipments worth Rs. 12crores is proposed to be procured. The same would be employed for mining the limestone which is one of the critical raw materials.
Mining equipments Supplier Rs.in crores Shovel 1.91 Cu meter‐1 no Hind Marion 1.20 Excavator 3.7 Cu meter‐2 no L&T 4.46 Dumper‐35 ton ‐5 no’s BEML 1.50 Bull dozer‐2 no’s BEML 1.20Pay loader‐2 no’s BEML 0.60 Crawler mounted drill‐100 mm Ingersol rand 0.30 Wheel mounted drill‐100 mm‐2no
Ingresol rand 0.60
Diesel compressor‐1 no Consolidated pneumatic 0.14 Total cost 10.00
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6. Captive power plant
The 15 MW coal fired captive power plant is to come up at a cost of Rs. 50crores. The cost of rs.3.33crore per MW is considered reasonable for such kind of projects. The supplier identified by the company for the captive power plant is M/s Greensol power systems
7. Contingency
Contingency cost at 5% of the total hard cost has been assumed since the company has not placed orders for the entire set of plant and machinery. Hence, to account for any unforeseen escalation in prices, a contingency of Rs. 15.85crores is estimated at 5% of all hard cost components.
8. Interest during construction (IDC)
The project cost is proposed to be part financed through a term loan of Rs. 240.87crore. The construction period has been considered as 21 months starting from JULY 2008 and the production is expected to start from 1st April 2010.the interest up‐to the commencement of the production has been considered as IDC. Accordingly, the IDC has been estimated at Rs. 19.73crores for the project.
9. Preliminary & preoperative expenses
Preoperative expenditure of Rs. 10.092crores has been estimated taking into account the cost of up‐front fees, salaries, traveling, communications and consultancy costs.
These costs have been capitalized over the fixed assets in proportion of their hard costs. The total pre‐operative expenses amount to 2% of the total project cost and these primarily comprise of fees payable to various consultants engaged for the project. Apart from these fees, other pre‐operative expenses like salaries, travel, financial and legal expenses too have been accounted for.
10. Working capital margin
The margin money for working capital requirement of the project is estimated at Rs. 8.93crores, based on the calculations for the first full year of operations for the project. The particulars for the same for the year 2009‐10 are as follows:
Particulars Basis(months) Amount(rs.crs) Lime stone 0.50 0.50Gypsum+iron+laterite+coal 1.00 4.00 Fly ash 0.17 0.10 Coal for power plant 1.50 2.10Stores & consumables 3.33 1.00Packing material 0.50 0.50 WIP‐clinker 0.23 2.00 Cement (FG) 0.17 1.90 Sundry debtors 1.00 25.10
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Current assets 37.10 Sundry creditors 1.00 5.60Current liabilities 5.60 Net working capital margin(NWC)
31.50
Margin money for working cap 25% of NWC 7.90
The detailed computation of working capital is given in annexure IV
Cost comparison16
As the cement industry is in consolidation stage, most of the plants that have come up in the recent past are capacity additions. Based on the foregoing, the total cost may not be comparable due to the underlying advantages of the existing land, common equipment and other facilities enjoyed in expansion projects. Unlike an expansion project, this project is a new project to be put up right from scratch. In the absence of a detailed break up, an attempt for cost comparison has been made vis‐à‐vis analysis of some key performers in the cement industry are as follows:
Acc ltd Gujarat ambuja cements Ltd. (GACL)
India cements
Ultratech cement Ltd.
CY06 CY05 CY06 CY05 CY06 CY05 CY06 CY05 PBDIT 1930.38 1219.88 1561.15 803.85 277.77 216.85 596.98 350.31 PAT 231.84 725.57 1002.17 468.29 445.31 4.58 229.76 2.85PBDIT/Sales 27.21% 16.24% 31.39% 25.89% 14.67% 10.77% 15.40% 12.31% PAT/Sales 16.39% 6.28% 19.47% 14.81% 1.96% ‐4.56% 5.71% 0.97% Capacity (mn. Tons)
18.60 18.20 14.90 14.60 8.80 8.80 17.00 17.00
Plant & machinery
4048.76 3895.65 3454.74 2883.61 2388.68 2376.84 3719.35 3461.45
P& M cost Rs. Per ton
2176.75 2140.46 2318.61 1975.08 2714.40 2700.95 2187.85 2036.14
The performance of ACC, GACL & Ultratech cements can be classified as strong while that of India cements is just fair thus demonstrating the benefit of economies of scale in this industry.Similarly, the cost of plant & machinery for most of the key performers falls in the range of Rs.2700‐3000/ tone. In this project’s case, the same works out to Rs. 2700 per ton of the capacity (approx.)
16 source: ISI emerging markets/ CRIS INFAC/ SBICAP Analysis
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Means of finance17 The funding of the cement project is proposed at a debt to equity ratio of 1.75:1.the funding pattern for the project would thus be as under:
Sources of funds Rs. In crores Equity 137.64 Debt 240.87 Total 378.51Debt to equity ratio 1.75
Equity
The total equity requirement for the project is estimated at Rs. 137.64crores which is brought in the following manner:
2. Rs. 68.82crores is the up‐front equity which is brought up from the beginning by the promoters
3. The left over equity is brought up according to the needs.
The schedule is given below:
Schedule Crores Quarter sep‐09 34.29 Quarter dec‐09 19.82 Quarter mar‐10 14.71
Unsecured loans, if any, will be subordinate to the term loans from banks/institutions and will not carry any interest. The company needs to increase the authorized share capital to an appropriate level if they are to bring in additional equity.
17 Done by us as the financial aspect of the company
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Terms loans
The company proposes to raise term loans aggregating Rs. 240.87crores for the project. The proposed terms and conditions of the term loans are given below—
Particulars Terms
Facility Rupee term loan /foreign currency loans Tenure of loan 40 quarters i.e.,(10 years door‐to‐door)
(7 qurly drawals from jul‐08 to apr‐10 ) 2 qtrs moratorium,31 qtrs repayment)
Moratorium 6 months from the date of commencement of operations
Repayment 31 quarterly installments commencing from QE jun 11 1st 3 qtrs‐qtrly repayments of 3.33% Next 4 qtrs‐qtrly repayment of 3.00% NEXT 24 qrts‐qtrly repayment of 3.25%
Interest rate Bank PLR 12.00% (BPLR MINUS 25 BASIS POINTS)
Up‐front fee 50% of the loan amount payable up‐front Security ‐First pari passu charge on all movable and
immovable fixed assets of the company ‐Second pari passu charge on the current assets of the company
Working capital arrangements
The project would necessitate working capital loan of Rs. 8.93crores. This has been assumed from the first year of full operations. The company would be approaching the working capital bankers separately for the grant of working capital limits.
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Financial projections
Financials of the project
The projected financial performance of the project on a “stand‐alone” basis is detailed under:
Project financials
Mar‐11 Mar‐12
Mar‐13
Mar‐14
Mar‐15
Mar‐16
Mar‐17
Mar‐18
Mar‐19
Mar‐20
Capacity utilization
80% 90% 100% 100% 100% 100% 100% 100% 100% 100%
Net sales: cement, clinker & power
227.16 258.75 287.54 287.94 287.94 287.94 287.94 287.94 287.94 287.94
Other income 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 PBDIT 84.62 90.80 96.20 91.57 91.42 91.42 91.42 91.42 91.42 91.42 Depreciation 17.22 17.22 17.22 17.22 17.22 17.22 17.22 17.22 17.22 17.22 Interest 31.43 28.58 25.40 21.69 17.93 14.17 10.41 6.65 3.95 3.84PBT 35.97 45.00 53.58 52.67 56.27 60.03 63.79 67.55 70.25 70.37 PAT 23.74 29.71 35.37 34.77 37.15 39.63 42.11 44.59 46.37 46.45 Cash accruals 25.54 61.92 97.03 132.03 167.58 203.62 242.54 286.72 346.09 405.76 Share capital 137.64 137.64 137.64 137.64 137.64 137.64 137.64 137.64 137.64 137.64Reserves & surplus(incl shares premium)
23.74 53.45 88.82 123.58 160.73 200.36 242.47 287.05 333.42 379.87
Tangible net worth
161.38 191.09 223.46 261.22 298.37 338.00 380.11 424.70 471.07 517.51
DSCR 1.81 1.47 1.54 1.52 1.58 1.66 1.76 1.89 7.91 Min. DSCR 1.47 Avg. DSCR 1.77 IRR 21.31%
The average and minimum DSCRs are comfortable at 1.77 and 1.47 respectively, which reflect that the projected cash flows are adequately robust to meet the debt service obligations.
Projected Capex & debt raw schedule, profitability statement, balance sheet and cash flow statement for the project on a stand‐alone basis have been placed at annexure V, VI,I,II statement.
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Sensitivity analysis A sensitivity analysis has been carried out to ascertain the effect of the following scenarios on the major financial parameters of the project:
Scenario Description Scenario 1 Increase in project cost by 5% Scenario 2 Increase in operating cost 5%Scenario 3 Decrease in selling price 5% Scenario 4 Reduction in capacity utilization 5% Scenario 5 Increase in interest cost 0.50%
The summary of the sensitivity analysis is provided hereunder:
scenario Project IRR Min. DSCR Avg. DSCR Base case 21.31% 1.47 1.77 Scenario 1 24.21% 1.54 1.96 Scenario 2 23.85% 1.53 1.95 Scenario 3 21.55% 1.41 1.76 Scenario 4 23.73% 1.53 1.96 Scenario 5 25.11% 1.56 2.02
It can be seen that the DSCR is more sensitive to variation in decrease in the selling price as well as the increase in the operating cost and the reduction in the capacity utilization. However, even in these scenarios. The debt service obligations are comfortably met.
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Risk analysis18 The risk associated with the project and the proposed mechanism for mitigation of these risks is mentioned below. The risks have been classified as pre and post completion risks.
Risk factor Proposed mitigation mechanism Management risk Operating risk Castaway proposes to operate the cement plant
by itself. This is the factor which is risky and has to be taken care of.
Marketing knowledge risk A critical success factor in this business, especially for commanding higher realizations, is marketing knowledge in the southern region
Employee risk Andhra Pradesh has a large resources of skilled as well as unskilled manpower.
Transportation raw material Limestone mines‐a critical raw material are located adjacent to the plant site. The transportation of coal is by road and other raw materials are to be procured from distances ranging from 100‐300 kms.
Withdrawal promoters Not envisaged Pre –completion risk Construction period risk/time overrun Reputed equipment suppliers have been
identified and orders are being placed. Cost overrun Firm contracts are yet to be placed for supply of
equipments. Adequate contingency provisions have made in the project cost. The company may submit firm purchase orders to the lenders as and when placed. The lenders may have cost over‐run support from promoters towards the project in the form of equity or debt subordinated in principal and interest to the senior lenders.
Funding risk Lenders may stipulate for 50% upfront equity from the promoters.
Post completion/operation risk Environment risk Through castaway does not envisaged any
problem in obtaining the clearance, lenders may stipulate for suitable clearances from the project based on the progress made.
Power availability risk The company plans to set up a captive power plant of 15 MW and also plans to take up balance load from the state grid. However, approvals for the same are under process.
18 Done by us for calculating the risk factors
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Market risk Off‐take risk Castaway never been in the cement business,in
order to have the strong business network they have to do the marketing with great care. Further, castaway currently sells around 90% of its entire production in Andhra Pradesh (AP) itself and the rest 10% in the border areas of Maharashtra, Tamil Nadu and Karnataka. The company’s brand “castaway cement” has a good quality perception and it caters to the state of AP through a network of 600 dealers.
Payment risk As castaway would be selling through stockiest/retailers on advance payment basis and /or at the credit norms prevalent in the industry, the company does not envisaged any payment risk in this regard.
Technology risk Plant performance Castaway is well equipped with the necessary
expertise. Also dry process for cement manufacturing is proven internationally and plants with similar technology are performing satisfactorily in India.
Plant maintenance Castaway proposes to operate the plant in‐house. The view of the long standing experience of promoter in this area, no risk is foreseen
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Scot analysis19
Strengths
Low debt level and a strong credit track record The promoters have demonstrated expertise in setting up cement plants and operations thereafter
CASTAWAY has a team of professionals who have a rich experience in the cement industry Proposed captive power plant will improve operating efficiencies Location of the project near its captive mines ensures availability, reliability of supplies and lower transportation costs
Proximity to railways and roadways
Concerns
key approvals required for project implementation are pending:
The company has started the process of applying for various approvals. Since they are new players and also since the project is to come up adjoining to their limestone mines, any hurdle in getting approval on time is not perceived.
Cement industry faces tough competition. So, the company will have to make aggressive efforts to sell the production.
Notwithstanding the promoter’s expertise in the field, given the scale of operations of its competitors as also their relative financial muscle, it is considered necessary that Castaway associates itself with companies having experience in the industry through equity participation or alternatively through marketing/branding agreements.
Cost Pressures ‐ The profitability of the industry has high correlation with the prices of key raw materials such as limestone, coal etc as they account for more than 70% of the total costs.
‐ Pricing Pressures – The huge raw material costs have resulted in pressure on the realizations and hence, the players have been vouching to increase the prices, although, due to competitive pressures, they have not been able to pass on the entire increase to the customer
‐ Highly capital intensive ‐ It requires about Rs 400crore to set up a cement plant with a capacity of 1.00 million TPA.
Opportunities
The positive trend in the cement industry is expected to continue due to increased housing demand and implementations of major road projects in the coming years. Price of cement has firmed up in the current financial year. This has raised expectation of an increase in margins and realizations from the cement in future.
19 Done by us to known the parameters affecting the company
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Repeal of urban land ceiling regulation act will give further impetus to the housing sector thus increasing the demand for cement.
Availability of cement grade limestone in the area is abundant leading to enough opportunity for the plant to increase the capacity.
Threats
Consolidation in the industry
The cement sector has been witnessing a lot of consolidation and foreign entrants over the past few years. Lafarge was the first MNC to enter the Indian market. It acquired companies like Tisco cement and Raymond Wollen in 1999‐2000, followed by Italcementi, Holcim and Heidelberg. This would help large players cut competition from small regional players. Its aggressive acquisition strategy has made Holcim the largest MNC player in the cement sector currently Holcim has a total of 34 mn tones of capacity through GACL, ACC and ACEL.
Heidelberg entered India by acquiring indo Rama’s capacity of 1 MT and has now acquired 2.1 MT capacities of Mysore cements.
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Industry outlook
As discussed above, the cement industry is witnessing a number of Mergers & Acquisitions (M&A). The extent of concentration in the industry has increased over the years. This concentration is mainly because of the focus of the larger and the more efficient units to consolidate their operations by restructuring their business and taking over relatively weaker units. The relatively smaller and weaker units are finding it difficult to withstand the cyclical pressure of the cement industry.
Declining Role of Public Sector20 Historically, cement has been one of the most important areas of operations for the Indian private sector. Unlike much of heavy industry and utilities, cement was not deemed to be the exclusive preserve of the State sector in the post‐independence development strategy. Cement was also the industry of choice of many corporate diversifying away from the troubled traditional areas of jute and textiles. Over the years, the share of the public sector in cement production has declined. While the private sector (large companies) accounts for around 95% of the total installed capacity, the share of public sector companies has declined from a level of 11% in FY1996 to around 4.4% in FY2006. The share in production of the public sector companies is even lower at 1.2% in FY2006 as compared to 6.5% in FY1996. Among cement public sector undertakings (PSUs), Cement Corporation of India (CCI), a central PSU, is the leading player. It has 10 cement plants with a total installed capacity of 3.85mtpa at end‐FY2006. Other PSU companies manufacturing cement include State entities such as UP State Cement Corporation (3 units with total capacity of 2.16mtpa); and Tamil Nadu Cement (2 plants with a total capacity of 0.9mtpa). Given the extent of losses being incurred by most of these plants, restructuring and revival through privatization appears imminent. Accordingly, the Yerraguntla unit in Andhra Pradesh, which belonged to CCI, was taken over by India Cements in FY1998. The three units of UP State Cement Corporation have been closed since early 1998. These units were taken over by Jaypee Group in FY2006. The Mini‐Cement Industry21 In order to reduce transportation as well as capital costs, to increase regional development and to make use of smaller limestone deposits, many mini‐cement plants have been set up in dispersed locations across India. Construction of such plants began in the early‐1980s and their capacity (including capacities of white cement plants) aggregates about 11.1mtpa. The main attraction of the mini‐cement plant concept is the lower capital costs per tonne of capacity as compared to large plants. Against the requirement of Rs. 3500+ per tonne of capacity of large plants, capital costs for mini‐cement plants come to about Rs. 1,400‐1,600 per tonne. This reduces to a large extent the fixed cost per tonne of cement produced. Also, as the main market is in the vicinity of a mini‐cement plant, savings are large on transportation costs.
20 http://icra.in/recentrel/Cement‐200607.pdf 21 www.icra.com
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All these benefits however are negated by other factors like diseconomies associated with small‐scale operation, significant competition from large‐scale units and rising cost of production. The mini‐cement plants rely almost entirely on the State Electricity Boards (SEBs) for power supply, since captive generation is uneconomical for small size. A backup DG set for meeting 25% of the power is however usually provided FOR. Process Technology While adding fresh capacities, the cement manufacturers are very conscious of the technology used. In cement production, raw materials preparation involves primary and secondary crushing of the quarried material, drying the material (for use in the dry process) or undertaking a further raw grinding through either wet or dry processes, and blending the materials. Clinker production is the most energy‐intensive step, accounting for about 80% of the energy used in cement production. Produced by burning a mixture of materials, mainly limestone, silicon oxides, aluminum, and iron oxides, clinker is made by one of two production processes: wet or dry; these terms refer to the grinding processes although other configurations and mixed forms (semi‐wet, semi‐dry) exist for both types. Importance to Economy22 The cement industry accounts for approximately 1.3% of GDP and employs over 0.14 million people. It is a significant contributor to the revenue collected by both the central and state governments through excise and sales taxes. For example, central excise collections from cement industry aggregated Rs. 45.23 billion in FY2005 and accounted for 4.3% of total excise revenue collected by the government. Cement has consistently figured among the top 5‐7 commodities. It is a heavily taxed commodity and the duties amount to around 30% of the selling price of cement. India is the second largest producer of cement in the world. In 2005, India produced 142mt of cement, accounting for 6.4% of global production of 2.22 billion tonnes. India is the second largest producer‐behind China (1,000mt), but ahead of the US (99mt) and Japan (66mt). India's cement industry‐both installed capacity and actual production‐has grown significantly over the past three decades, with production increasing at an average rate of 8.1% per year between 1981 and 2004‐05.
Indian cement industry
The Indian Cement industry is the second largest cement producer in the world, with an installed capacity of 144 million tonnes. The industry has undergone rapid technological up‐gradation and vibrant growth during the last two decades, and some of the plants can be compared in every respect with the best operating plants in the world. The industry is highly energy intensive and the energy bill in some of the plants is as high as 60% of cement manufacturing cost. Although the newer plants are equipped with the latest state‐of‐the‐art equipment, there exists substantial scope for reduction in energy consumption in many of the older plants adopting various energy conservation measures. The Indian cement industry is a mixture of mini and large capacity cement plants, ranging in unit capacity per kiln as low as 10tpd to as high as 7500tpd. Majority of the production of cement in the
22 http://icra.in/recentrel/Cement‐200607.pdf
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country (94%) is by large plants, which are defined as plants having capacity of more than 600tpd. At present there are 124 large rotary kiln plants in the country. The Ordinary Portland Cement (OPC) enjoys the major share (56%) of the total cement production in India followed by Portland Pozzolana Cement (PPC) and Portland Slag Cement (PSC). A positive trend towards the increased use of blended cement can be seen with the share of blended cement increasing to 43%. There is regional imbalance in cement production in India due to the limitations posed by raw material and fuel sources. Most of the cements plants in India are located in proximity to the raw material sources, exploiting the natural resources to the full extent. The southern region is the most cement rich region while other regions have almost same cement production capacity.
Salient features of Indian cement industry23 Indian cement industry is the second largest in the world with an installed capacity of 135 MTPA. It accounts for nearly 6% of the world production.
There are 124 large plants and around 365 mini plants. The industry presents a mixed picture with many new plants that employ state‐of‐the‐art dry process technology and a few old wet process plants having wet process kilns.
Production from large plants (with capacity above 1 MTPA) account for 85% of the total production.
The cement industry has achieved significant progress in terms of reducing the overall energy intensity.
Dry process plants that the weighted average thermal energy consumption was 734kCal/kg clinker, and weighted average electrical energy consumption was 89 kWh/tone of cement. The best energy consumption is 692kCal/ kg. Clinker and 66 kWh/ton of cement.
Major cement producing states24
Madhya Pradesh Maharashtra Karnataka
Andhra Pradesh Chhattisgarh Rajasthan
Production growth Momentum continues25 India's cement production increased 9.5% during FY07 to 155.31m tonnes from 141.81m tonnes in the FY06. Production capacity has gone up, and top cement companies of the world are vying to enter the Indian market. Despite the fact that Indian cement industry has clocked a production of more than 100m tonnes for the last five consecutive years, the per capita consumption of around 130kgs compares poorly with the world average of over 260kgs and more than 450kgs in China. This, 23 www.icra.com 24 Source: Cygnus Research 25http://www.reportbuyer.com/industry_manufacturing/construction/opportunities_trends_indian_cement_industry.html
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more than anything underlines the tremendous scope for growth in the Indian cement industry in the long term.
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Both sides of the coin26 We expect a total surplus of 11 mn tonnes by 1Q FY09E, assuming demand growth of 10% p.a. continues, considering the time element and lower utilization levels. With the regional analysis of the demand supply mismatch, companies having huge market share in the northern region would face maximum impact, as the region would have surplus of 4.9 mn tonnes (45% of total surplus) in FY09E. However, regional players in South (India Cement and Madras Cements) would not have a sharp correction as compared to the northern players, as surplus situation is not seen till FY10E. We expect a mixed bag, seeing both sides of the coin for pan India players. This surplus situation is driven by addition of 96.6 mn tonnes of cement capacities between FY07‐FY10E. The surplus situation would not change even if we presume higher growth rate of 12% p.a. versus our assumption of 10% p.a. growth over the next two years, though the surplus may come down to 2 mn tonnes from 11 mn tonnes in FY09E. However, we still remain positive on Grasim (diversified nature of business) and India Cements (deficit in South till FY09E). We feel that the current party enjoyed by the cement manufacturers, due to the demand supply mismatch, will not last long. The surplus would lead to price correction impacting the profits of the companies. We will be shortly introducing FY09E earnings estimates and we expect cement realizations to decline by 5‐8% YoY in FY09E depending on the region due to oversupply, which would have a negative impact on the earnings. Profits for the companies would fall by 15% to 20% YoY in FY09E for pan India players like Grasim, UltraTech, ACC and Ambuja Cements. Considering this reversal in the cement cycle, the companies will not command the premium valuations that they did during the uptrend, resulting in the de‐rating. 27
26http://www.indiainfoline.com/content/rep/Sector_Updates/2006/4/2442006/Cement_Sector_Update_151205.pdf 27 Exhibit 1‐‐Source : CMA ASK Raymond james
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28
Highlights Adding approximately 96.6 mn tonnes by FY10E: After meeting the machinery suppliers and collating the data of the announced capacities by the cement producing companies, we expect a total of 96.6 mn tonnes of new capacities to be added by FY10E (see Exhibit 3). This would also include the additional capacities through debottlenecking and exclude the dead capacities. At present the total capacity excluding the dead capacity is around 160.2 mn tonnes in FY06. Currently KHD Humboltd Wedag (cement machinery supplier) is working on 14.5 mn tonnes new kiln capacities. They mentioned that currently their order book is completely full till FY09E 29
Higher30 demand may not change the surplus situation in FY09E: Demand has remained quite strong and grown by 10% YoY for the period April‐January 2007. We expect demand to continue to grow at 10% YoY in FY08E, which would translate in a deficit of 0.80 mn tone which would drive the prices. Being optimistic with the increasing thrust on infrastructure development and assuming demand grows at 12% for FY08E, we see a huge gap in demand‐supply
28Exhibit 2‐‐ Source : CMA,ASK Raymond James 29 Exhibit 3‐‐Source : CMA,ASK Raymond James 30 http://www.bharatbook.com/detail.asp?id=40496
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with a deficit of 3 mn tonnes in FY08E. But, if the growth is lowered to 8%, than the surplus is 2.92 mn tonnes. Thus, depending on the demand growth, the outlook for prices is expected to change, however this is likely only till FY08E. In FY09E, with huge capacity addition, even a stronger growth in demand would not help beat the surplus as huge as 12 mn tonnes. 31
Region wise demand‐supply outlook: The analysis shows that the southern and eastern region are likely to be in deficit till FY09E. This is considering when additional capacities come on stream in phases in various regions and also considering state wise demand growth. Whereas northern, central and western regions would be surplus from FY09E. 32
Southern region in deficit till FY09E: Considering all the capacities coming in various regions and the strong demand growth, the southern region is likely to be in deficit till FY09E. This deficit of 1.2 mn tonnes is due to strong growth in demand as compared to supply addition (Refer Exhibit 6). From April 2006‐January 2007, demand in the southern market grew by 16% YoY. We expect demand to grow by 11% YoY in FY08E and by 11% YoY in FY09E. ACC and UltraTech with 10% market share and regional companies like India Cements and Madras Cements will benefit. 31 Exhibit 4‐‐Source: CMA,ASK Raymond James 32 Exhibit 5‐‐source CMA,ASK Raymond James
63 | P a g e
33
Northern region to witness surplus of 4.9 mn tonnes in FY09E: With major capacities coming in the northern region there is huge surplus of 5 mn tonnes likely from FY09E. Demand in the northern region has grown by 11.8% YoY for April 2006‐January 2007. Going forward, we expect demand to remain strong in the northern region due to upcoming Commonwealth Games to be held in Delhi in 2010. We expect demand to grow at 12% YoY in FY08E and 11% in YoY FY09E. But the incremental supply of 22.6 mn tonnes in North in two years will cause a substantial surplus in the region. Regional players like Shree Cements, JK Lakshmi, Gujarat Ambuja would be impacted. 34
High capacity utilization levels: The average capacity utilizations for the industry have been in the ra nge of 79‐81%. In FY06 the utilization jumped to around 90% and April to January (YTD) utilization has remained at around 92%. Such high utilizations and increase in blending ratio shows tight supply scenario. But, going forward, when all the capacities are onstream and considering the time element and lower utilizations of the new capacities there is huge surplus creating a glut in the sector.
35
33 Exhibit 6‐‐Source: CMA,ASK Raymond James 34Exhibit 7—Source : CMA,ASK Raymond James
64 | P a g e
Threat of imports minuscule: Post the announcement of the import duty cut of 12.5% there are threats from imports. But for imports to be feasible, proper logistics (ports facility) is needed, which India lacks. Also cement being a very bulky and perishable commodity requires proper warehousing facility, as the shelf life is not more than 45 days. The Chinese producers prefer to dump in other markets like the Middle East where demand is much higher, as the quantity exported is huge. Moreover the landed cost of cement even at zero import duty works out to be Rs250 per 50 kg bag (see exhibit 10), which is much higher than the average domestic prices of Rs211 per bag. 36
No threat from exports flowing back: According to machinery suppliers, exports contributed around 4.2% of the overall production in FY06. And with the demand growing in double digit of around 10% CAGR for FY06‐10E these would be easily consumed in the domestic market. Moreover, the suppliers added that even after huge capacities coming on stream in the Middle East by December 2007, the rising demand in the Middle East markets would surpass the incremental supply. Thus there will be no major threat of exports flowing back in the domestic market. 37Consolidation to help the industry: The cement sector has been witnessing a lot of consolidation and foreign entrants over the past few years (see Exhibit 11). Lafarge was the first MNC to enter the Indian market. It acquired companies like Tisco Cement and Raymond Woollen in 1999‐2000, followed by Ital cement, Holcim and Heidelberg. This would help large players to cut competition from small regional players. Its aggressive acquisition strategy has made Holcim the largest MNC player in the cement sector. Currently Holcim has a total of 34 mn tonnes of capacity through GACL, ACC and ACEL. Heidelberg entered India by acquiring Indo Rama's capacity of 1 MT and has now acquired 2.1 MT capacities of Mysore Cements.
35 Source : CMA,ASK Raymond James 36 Exhibit 10—source : CMA,ASK Raymond James 37 http://www.ibef.org/artdisplay.aspx?cat_id=525&art_id=9722
65 | P a g e
38
Cement prices frozen at current levels post budget: Cement prices have risen by 27% from January 2006 till January 2007. Currently national average prices are at Rs211 per 50 kg bag. Prices remained firm during monsoons and currently prices are stable in all regions due to concerns from the government with respect to rising cement prices. In the Union Budget 2007‐2008, differential excise duty on cement has been introduced due to which a cap of Rs190 per 50 kg bag is imposed on the prices. Although the debate still continues on how these will be tracked as the prices vary from plant to plant depending on the distance travelled and also accounting for the dealer margins. 39Marginal impact to our earnings estimates in FY08E: We had assumed a marginal increase in average realizations of 2.5%‐3% YoY in FY08E which translates to around Rs4‐5 per 50 kg bag. This Rs4‐ 5 per bag, along with Rs3 per bag in 4Q FY07E, has already come through in 4Q FY07E, which would have a positive impact on FY07E earnings by 5%. Further to this, after the pass on of the excise duty and the government's interference, the manufacturers have agreed on to raise prices further. Thus the average realizations of the companies are likely to be stable in FY08E. Further, due to strong demand and lag in supply, we believe companies will be able to maintain the prices at current levels in FY08E. This also considers a dip in the monsoons and price correction in the last quarter due to increase in supply. Considering stable price scenario in FY08E and our quick number crunching it will impact our earnings estimates for FY08E in the range of 3‐7%. The valuations table below is taking into account the impact of stable price scenario in FY08E.
40
38 Exhibit 11—Source: CMA,ASK Raymond James 39 http://www.indiainbusiness.nic.in/industry‐infrastructure/industrial‐sectors/Cement.htm 40 Exhibit 12,13—source : CMA,ASK Raymond James
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Glut from 1Q FY09E41: The Indian economy is growing at 9.2% (FY07) and has been projected to grow at 9‐10% in the 11th Plan period (2007‐2012). Cement sector, being a core infrastructure sector, is expected to grow at more than 9% (See exhibit 15). India is a developing country and so there are good growth opportunities with respect to infrastructure initiatives by the government, boom in the construction and real estate industry and Commonwealth Games to be held in India in 2010, which would drive the demand for cement. But the concern remains that the substantial addition of supply, which is expected to come from early FY09E, will create oversupply scenario. This would lead to price correction impacting the profits of the companies. We will be shortly introducing FY09E earnings estimates and we expect cement realizations to decline by 5‐8% YoY in FY09E depending on the region due to oversupply, which would have a negative impact on the earnings. Profits for the companies would fall by 15% to 20% in FY09E for pan India players like Grasim, UltraTech, ACC and Ambuja Cements. Considering this reversal in the cement cycle, the companies will not command the premium valuations that they did during the uptrend, resulting in the rerating. However we still remain positive on Grasim (diversified nature of business) & India Cements (deficit in south till FY09E). 42
41 www.cma.com 42 Exhibit 14,15 –source : CMA,ASK Raymond James
67 | P a g e
43
43 Exhibit 16—source : CMA,ASK Raymond James
68 | P a g e
Market analysis
Demand44 drives continues to be strong
Cement industry depends on the growth in various sectors of the economy, such as construction, housing, demand, infrastructure development and industrial investment. And hence, growth in cement consumption, in the country, has exhibited a strong correlation to the GDP growth.
The strong demand growth in the, medium term will be driven by continued:
Strong housing demand Higher level of commercial construction activity Increased government focus on infrastructure spending and Higher investment in industrial projects.
Supply
India is the world’s largest producer of cement. As of FY 06, the total installed cement capacity in the country was 160 MTPA as compared to 141 in FY03.
Overall demand supply scenario
Against the above backdrop, cement demand in the year 2005‐2006 grew at 10.1% to 136 million tons and is estimated to grow at the rate of 10.5% to 150 million tons by 2006‐2007.thereafter,demand is to continue growing at 10% would translate in the deficit of 0.80mn tonne. Thereafter on account of the capacity additions going on line, beginning from the FY 09 a surplus scenario is created. This is expected to last till the further demand catches up with the surplus.
Cement pricing as a function of demand45
Cement prices have risen by 27% from January 2006 till January 2007.currently national average prices are at Rs 211 per 50 kg bag. Prices remained firm during monsoons and currently prices are stable in all regions due to concerns from the government with respect to rising cement prices.
in the union budget of 2007‐2008, differential excise duty on cement has been introduced due to which a cap of Rs 190 per 50 kg bag is imposed on the prices although the debate still continues on how these will be tracked as the price vary from plant to plant depending on the distance travelled and also for the dealer margins
The pricing of cement varies from region to region primarily on account of the freight cost incurred in reaching the market. Hence, given the strong regional characteristics of the cement it is more meaningful to look at demand‐supply balance in a region separately.
44 http://www.bharatbook.com/detail.asp?id=40496 45 http://www.crisil.com
69 | P a g e
Region wise demand –supply scenario
The Southern and the eastern region are likely to be in the deficit till FY09.this is considering when additional capacities come on the stream in various phases in various regions and also considering state wise demand growth of the other hand, northern, central and western regions would be in surplus in FY09E.
Prognosis for the industry46
It is likely that the substantial addition of supply, which is expected to come from FY09E, will create oversupply scenario even in the southern region.
This may lead to price correction impacting the profits of the companies. It is expected that the cement utilizations would decline in FY09E depending on the region due to the oversupply, which may have a negative impact on the earnings.
We have sought to assess the impact of supply overhang on the project by examining the sensitivities of the project to fall in capacity utilization, decrease in selling price, increase in operating costs and also increase in project cost.
DEMAND-SUPPLY POSITION
Robust Production Growth47
India's cement production increased 11.2% during FY2006 to 141.81mt. By comparison, production increased 8.6% during FY2005, and 5.5% during FY2004. Production has increased at a 3‐year compound annual growth rate (CAGR) of 8.4%. On a decadal basis, India's cement production increased at an annual average of 8.2% during FY1996‐2006, as compared with 6.9% during FY1986‐96.
46 http://www.indiabiznews.com/biznews/categoryNewsDesc.jsp?catId=11740 47 http://www.icra.com
70 | P a g e
During FY2006, after the slack of the monsoon season, cement production registered high growth since October 2005. High growth in the cement sector reflected robust demand from the construction sector and high exports.
The increased growth in cement consumption since 2004 has had a positive impact of the capacity utilization of cement producers. Capacity utilization increased from 76% in FY2002 to around 90% in FY2006.
48
Given the strong benefits associated with the use of blended cement, the industry can initiate corrective action for enhancing its consumption. Some of the likely ways in which this can be done are as follows:
• Improving the quality of the additive. For example, the quality of a Pozzolonic material like flash can be improved by processing it, so that its fineness and chemical composition can be assured.
• Increasing customer awareness by organizing training programmers.
48 Compiled by ICRA
71 | P a g e
• The Government can also play a role by taking strategic initiatives like increasing the concession on excise duty on blended cements, or providing sales tax exemption benefits to producers of blended cement. Key benefits accruing to the country from this move would include greater pollution control (because of the effective use of waste material like slag) and preservation of the valuable limestone reserve of the country. Besides, it would also help in improving the construction quality in the country.
EXPORTS49
The Indian cement industry exported around 6mt of cement during FY2006, accounting for around 4% of the total production. There has been a significant year on year variation in the export trend, implying that Companies rely on cement exports to balance out the domestic demand supply situation. Because of increased overseas demand, cement exports increased from 4.07mt in FY2005 to 6.01mt during FY2006. However, increased domestic demand resulted in clinker exports declining from 5.99mt to 3.18mt.
As cement is a low value, high bulk commodity, freight cost becomes a significant factor in determining the landed cost of cement. This has resulted in a very low volume of international trade in cement. World cement trade has averaged just around 6‐7% of the total production.
With the export point of view two kinds of strategies50 are highly advantageous for a country:
• Countries with high export thrust opt for bulk transportation for exporting cement. For example, by opting for bulk transportation, Greece is in a position to export over 50% of its cement production. Bulk transportation leads to significant advantages such as savings in freight costs and packing costs, avoidance of transit loss, adulteration, pilferage, bursting of bags and damage to cement.
49 http://www.cement.org/basics/cementindustry.asp 50 http://www.icra.com
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72 | P a g e
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73 | P a g ee
74 | P a g e
Region‐wise proportion (April ‐ September 2007)
in percent Capacit
yDespatche
sDemand
East 15 14 15North 25 25 30South 32 33 30West 28 29 24Total 100 100 100
Source: CMA
Source CMA
Projects under implementation
Unit Mar 2006 Dec 2006 Mar 2007 Change (per cent)
Month1 Year
Manufacturing Rs billion 8,508.8 11,893.1 12,879.3
8.3 51.4
Mining Rs billion 1,098.3 1,637.1 1,690.6
3.3 53.9
Services Rs billion 7,541.7 9,370.0 9,756.6
4.1 29.4
‐ Hotels and Tourism Rs billion 207.6 290.3 311.8 7.4 50.2
‐ Road transport Rs billion 1,375.5 1,710.4 1,730.8
1.2 25.8
‐ Ports and shipping Rs billion 856.1 1,088.3 1,185.9 9.0 38.5
‐ Commercial complexes Rs billion 1,359.6 3,694.5 4,131.3
11.8 203.9
Electricity Rs billion 8,203.7 11,968.2 14,282.5
19.3 74.1
Irrigation Rs billion 1,318.0 1,411.1 1,416.7
0.4 7.5
Note: 1 The figures reflect the change in total investments in March 2007, as compared with those in December 2006. Source: CRISIL Research
West
Unit Jan‐07 Dec‐07 Jan‐08 Change (per
cent)
Month Year
Region profile Western region
75 | P a g e
Capacity million tonnes 4.0 4.0 4.1 1.7 1.7Production million tonnes 4.3 4.1 4.5 9.1 3.2Despatches million tonnes 4.4 4.1 4.4 7.0 0.1
Gujarat Total despatches million tonnes 1.6 1.4 1.4 2.5 ‐9.9Price (Ahmedabad) 136 146 146 0.0 7.1
Madhya Pradesh Total despatches million tonnes 1.7 1.6 1.7 6.6 ‐0.9Price (Bhopal) 133 141 144 2.3 8.3
Maharashtra Total despatches million tonnes 1.1 1.1 1.3 14.5 16.1Price (Mumbai) 134 148 148 0.0 10.7
Notes: 1. Cement prices are indexed to 100: Base year April 2001.
2. Indexed prices are for February 2007, January 2008 and February 2008.
Source: CMA, CRISIL Research
Prices to remain stable
Prices in the western region saw some volatility in February 2008. On month‐on‐month basis, cities like Bhopal saw prices grown up by 2.3 per cent, whereas prices in Mumbai and Ahmedabad remained stable. In January 2008, both production and dispatches grew by 9.1 per cent and 7 per cent, respectively over the previous month due to an increase in demand. Both, production and dispatches have seen a growth of 3.2 per cent and 0.1 per cent (y‐o‐y) basis, respectively.
CRISIL Research expects prices to remain stable in the month of April in most parts of the western region.
South
Unit Jan‐07 Dec‐07 Jan‐08 Change (per
cent)
Month Year
Region profile Southern region Capacity million tonnes 4.4 4.7 4.7 0.0 5.4Production million tonnes 4.4 4.5 4.6 2.4 4.6Despatches million tonnes 4.3 4.5 4.6 2.4 6.7
Andhra Pradesh Total despatches million tonnes 2.0 2.1 2.1 0.2 9.4Price (Hyderabad) 130 161 161 0.0 23.7
76 | P a g e
Karnataka Total despatches million tonnes 0.9 0.8 1.0 23.2 6.6Price (Bangalore) 134 156 158 1.2 17.7
Kerala Total despatches million tonnes 0.1 0.1 0.1 ‐1.7 ‐6.3Price (Calicut) 125 149 147 ‐1.9 17.3
Tamil Nadu Total despatches million tonnes 1.4 1.5 1.5 ‐5.0 3.5Price (Chennai) 122 150 150 0.0 22.9
Notes: 1. Cement prices are indexed to 100 : Base year April 2001. 2. Indexed prices are for February 2007, January 2008 and February 2008. Source: CMA, CRISIL Research
Prices to increase marginally
In February 2008, prices in major part of Andhra Pradesh and Tamil Nadu region remained stable, whereas Kerala and Karnataka saw some fluctuations. Prices in Karnataka increased by 1.2 per cent on month‐on‐month basis whereas, prices in Kerala saw decline of 1.9 per cent over previous month. In January 2008, production and dispatches increased by 2.4 per cent each over previous month. The cement demand is picking up in the region that is expected to firm up prices in coming days.
CRISIL Research expects increase in prices in major parts of the region, during April, on the back of increasing construction activities.
North
Unit Jan‐07 Dec‐07 Jan‐08 Change (per
cent)
Month Year
Region profile Northern region Capacity million tonnes 3.4 3.6 3.6 0.0 6.8Production million tonnes 3.3 3.4 3.6 3.5 7.5Despatches million tonnes 3.4 3.5 3.6 3.4 7.2
Punjab Total despatches million tonnes 0.4 0.4 0.4 ‐3.6 ‐3.0Price (Bhatinda) 137 145 144 ‐0.4 4.9
Uttar Pradesh Total despatches million tonnes 0.5 0.4 0.5 14.8 7.6Price (Lucknow) 137 138 140 1.5 1.7
Rajasthan
77 | P a g e
Total despatches million tonnes 2.0 2.2 2.3 6.3 14.8Price (Jaipur) 148 157 157 0.0 6.3
Notes: 1. Cement prices are indexed to 100 : Base year April 2001.
2. Indexed prices are for February 2007, January 2008 and February 2008.
Source: CMA, CRISIL Research
Prices to increase marginally
In February 2008, prices in the region have shown a mixed trend. On month‐on‐month basis, prices in places like Bhatinda decreased by 0.4 per cent per bag whereas prices in Uttar Pradesh witnessed an increase of 1.5 per cent per bag. In January, both production and dispatches, witnessed increase of 3.5 per cent and 3.4 per cent, respectively over the previous month.
CRISIL Research expects prices to increase marginally in the most part of northern region during April.
East
Unit Jan‐07 Dec‐07 Jan‐08 Change (per
cent)
Month Year
Region profile Eastern region Capacity million tonnes 2.1 2.2 2.2 1.1 5.1Production million tonnes 1.9 1.9 2.0 7.5 5.7Despatches million tonnes 1.9 1.9 2.0 5.0 5.1
West Bengal Total despatches million tonnes 0.3 0.3 0.3 ‐8.0 ‐4.2Price (Kolkata) 133 142 141 ‐0.5 6.0
Orissa Total despatches million tonnes 0.3 0.3 0.4 6.4 9.1Price (Bhubaneshwar) 131 142 139 ‐1.6 6.7Bihar Total despatches million tonnes 0.0 0.1 0.1 7.2 42.1Price (Patna) 134 139 139 0.3 4.1Notes: 1. Cement prices are indexed to 100 : Base year April 2001. 2. Indexed prices are for February 2007, January 2008 and February 2008. Source: CMA, CRISIL Research
Prices to be stable
In Februadeclined bmonth. Inrespective
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81 | P a g e
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82 | P a g e
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lexibility in s
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CC LOCATION
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CCI LOCATION
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adesh & Mad
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83 | P a g e
RISIL Researcerm.
hya Pradesh
ndustry, whicber) of currenng forward, ws large ceme
cted to exceeend consumeer period witrn and westercement price.
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84 | P a g e
Conclusion and recommendations
Castaway proposes to set up a 1.25 million TPA cement plant for the manufacture of
ordinary Portland cement/ Portland Puzzolona cement with a clinker capacity of 1.06225 million TPA along with setting up of a captive coal based power plant of 15 MW.
The cost of the project estimated at Rs. 378.51crores is proposed to be financed through equity of Rs. 137.64crores and term loan of Rs. 240.87crores.
The company has appointed Mott Mac Donald (IMM) for carrying out a techno‐economic feasibility of the proposed project. SBICAP has assessed the financial viability of the project based on the Techno Economic Feasibility Report prepared by IMM, data provided by the company and other market information through sensitivity analysis under the various scenarios, which are at variance with the base case scenario assumed.
It can be observed that at Rs. 2770per ton of installed cement capacity, the company has an advantage in terms of low project cost per ton when compared to the industry’s average of Rs. 2700‐ Rs 3000/ tone. Added to this is the advantages of being located close to the major raw material source i.e. limestone.
However, on an assessment of the project parameters, it is recommended that castaway should‐‐‐‐
Get the required approvals from the appropriate authorities for setting up of the project; The company needs to increase the authorized share capital to an appropriate level if they are to bring in additional equity. Unsecured loans, if any, will be subordinated to the term loans from banks/ institutions and will not carry any interest.
Take various steps for mitigating the various risks identified for the project.
Based on the detailed financial appraisal, it may be concluded that:
Considering castaway’s projected performance, the company is expected to meet its debt serving obligations towards the project;
The overall financial, liquidity and profitability parameters of te project are considered reasonable and satisfactory.
Subject to the concerns and threats enumerated and the impact of the various scenarios as envisaged under the sensitivity analysis study, the capital expenditure program of castaway for the project is viewed as financial viable.
SBI Capital Markets Limited, Mumbai
APRIL 2008
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Annexure
ANNEXURE I: Project balance sheet statement
ANNEXURE II: Project Cash Flow Statement
ANNEXURE III: Assumptions of financial projections
ANNEXURE IV: Working Capital & Margin Money Calculations
ANNEXURE V: Capex & Debt Draw‐Down Schedule
ANNEXURE VI: Project Profitability Statement
ANNEXURE VII: Rev & Cost
ANNEXURE VIII: Depreciation
ANNEXURE IX: P&L Acc
ANNEXURE X: Process flow of the cement plant
ANNEXURE XI: specification of plant and machinery
86 | P a g e
References
Online references:
www.crisil.com www.deadpresident.blogspot.com www.icra.com www.nseindia.com www.bseindia.com www.bloomberg.com www.money.rediff.com www.google.com www.myiris.com www.indiainfoline.com www.buzzingstocks.com www.karvy.com www.guruji.com
http://icra.in/recentrel/Cement‐200607.pdf http://www.reportbuyer.com/industry_manufacturing/construction/opportunities_trends_indian_cement_industry.html
http://www.cement.org/basics/cementindustry.asp http://www.indiainfoline.com/content/rep/Sector_Updates/2006/4/2442006/Cement_Sector_Update_151205.pdf
http://www.bharatbook.com/detail.asp?id=40496 http://www.indiainfoline.com/sect/ceme/ch05.html http://www.ibef.org/artdisplay.aspx?cat_id=525&art_id=9722 present scenario http://www.indiainbusiness.nic.in/industry‐infrastructure/industrial‐sectors/Cement.htm players
http://www.indiabiznews.com/biznews/categoryNewsDesc.jsp?catId=11740
Books:
Aswath Damodaran, Damodaran on valuation, Security analysis on investment and corporate finance.
Donald E. Fisher and Ronald J. Jordan, Security Analysis and Portfolio management. Thomas A. Meyers, The technical analysis course I.M. Pandey