Presentation on theme: "Stating the case for investing in Nigeria Tony Hadley, CEO, Dangote Cement."— Presentation transcript:
Stating the case for investing in Nigeria Tony Hadley, CEO, Dangote Cement
Contents The Dangote Group in Nigeria Profile Business sectors Major Assets The Nigerian operating environment Economy Opportunities Challenges
The Dangote Group in Nigeria
Group Profile Mission Statement – Touching the lives of people by providing their basic needs Diversified business conglomerate focused on provision of essential goods (food and shelter) Began life as a trading business (1985) and made a strategic decision in 1999 to transition to local production/manufacturing. Recognition of the opportunity to develop value added local production capacity Rapid growth into one of the largest conglomerates in Nigeria
Group business sectors Cement - Manufacturing / Importing, Packing and Distribution Sugar - Farming & Refining, Packing and Distribution Salt - Refining, Packaging and Distribution Flour & Semolina - Milling, Packing and Distribution Spaghetti, Macaroni & Noodles - Manufacturing and Distribution Polysacks - Manufacturing Logistics - Port Management Logistics - Transportation of Raw material and Finished Goods Property Development Oil & Gas exploration Telecoms – 3G licence Associated infrastructure
Major Assets (1) Obajana Cement Plant – Largest cement plant in Sub-Saharan Africa (5 Million tonnes of production capacity)
Major Assets (2) Dangote Sugar Refinery Plc (Apapa, Lagos) – 1.44 Million tonnes of annual refining capacity making it the largest in SSA.
Major Assets (3) Savannah Sugar in Numan has 32, 000 hectares of cultivated land and currently produces 150,000 tonnes of raw sugar per annum. An upgrade is currently taking place to increase production to 600,000 tonnes per annum.
Major Assets (4) Dangote Flour Mills plc has five flour mills in Nigeria producing 4,500 Metric tonnes of flour every day
The Nigerian operating environment
Economy GDP (PPP) of US$293 Billion Real GDP growth (2008) of 6.4% Population (2008) – 143 Million Oil and agriculture made up 69% of GDP in 2009 (37.3% and 31.7% respectively) Non-oil sector growth outstripping real GDP growth (agriculture grew by 8% in 2007) Predicted growth of over 3.5% in 2009, despite global financial crisis (IMF)
Opportunities Cited by Goldman Sachs as one of ‘next 11’ countries expected to follow the BRICs into the top 20 world economies Significant consumer market and growing middle class (143 Million population and growing) Large natural resource reserves Reform agenda High Return on Investment (ROI)
Challenges Infrastructure deficiency (energy, services and transportation) Financial Sector – high cost of capital and short-term mindset Lack of sufficient skilled local labour Costly operating environment A challenging environment, but one that rewards those committed to success
Conclusions Strong ROI for company’s committed to investment Reform agenda creating a platform for enhanced operating environment Growth despite global financial crisis Opportunities across a range of non-oil sectors Importance of local content and knowledge The Dangote model demonstrates that success is achievable across a range of sectors