- ------------------------------------------------------------------------------
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
---------------
SCHEDULE TO
(RULE 14D-100)
TENDER OFFER STATEMENT UNDER SECTION 14(D)(1)
OR SECTION 13(E)(1) OF THE SECURITIES EXCHANGE ACT OF 1934.
SOUTHDOWN, INC.
(Name of Subject Company (issuer))
CENA ACQUISITION CORP.
CEMEX, S.A. DE C.V.
(Names of Filing Persons (offerors))
---------------
COMMON STOCK, PAR VALUE $1.25 PER SHARE;
PREFERRED STOCK PURCHASE RIGHTS
(Title of Class of Securities)
---------------
841297104
(CUSIP Number of Class of Securities)
RAMIRO VILLARREAL
CEMEX, S.A. DE C.V.
Ave. Constitucion 444 Pte.
Monterrey, Nuevo Leon, Mexico 64000
Telephone: (011-528) 328-3000
(Name, address and telephone number of
person authorized to receive notices
and communications on behalf of filing persons)
Copies to:
Randall H. Doud, Esq. Frank Ed Bayouth II, Esq.
Skadden, Arps, Slate, Meagher Skadden, Arps, Slate, Meagher
& Flom LLP & Flom LLP
Four Times Square 1600 Smith Street, Suite 4400
New York, N.Y. 10036 Houston, Texas 77002
Telephone: 212-735-3000 Telephone: 713-655-5100
[X] CHECK THE BOX IF THE FILING RELATES SOLELY TO PRELIMINARY
COMMUNICATIONS MADE BEFORE THE COMMENCEMENT OF A TENDER OFFER.
Check the appropriate boxes below to designate any transactions to
which the statement relates:
[X] THIRD-PARTY TENDER OFFER SUBJECT TO RULE 14D-1.
[_] ISSUER TENDER OFFER SUBJECT TO RULE 13E-4.
[_] GOING-PRIVATE TRANSACTION SUBJECT TO RULE 13E-3.
[_] AMENDMENT TO SCHEDULE 13D UNDER RULE 13D-2.
Check the following box if the filing is a final amendment reporting
the results of the tender offer: [_]
- ------------------------------------------------------------------------------
ITEM 12. EXHIBITS.
Exhibit (a)(5)(A) Joint Press Release issued by CEMEX, S.A. de C.V.
and Southdown, Inc. on September 29, 2000
Exhibit (a)(5)(B) Investor Presention Slide delivered to CEMEX Investors
Exhibit (a)(5)(C) Presentation Script
Exhibit (a)(5)(D) Question and Answer
SIGNATURE
After due inquiry and to the best of my knowledge and belief, I certify
that the information set forth in this statement is true, complete and
correct.
CENA ACQUISITISION CORP.
By: /s/ Jill Simeone
------------------------------
Name: Jill Simeone
Title: Chief Executive Officer
Date: September 29, 2000
CEMEX, S.A. DE C.V.
By: /s/ Ramiro G. Villarreal
----------------------------
Name: Ramiro G. Villarreal
Title: General Counsel
Date: September 29, 2000
INDEX TO EXHIBITS
EXHIBIT NO DESCRIPTION
- ---------- -----------
Exhibit (a)(5)(A) Joint Press Release issued by CEMEX, S.A. de C.V. and
Southdown, Inc. on September 29, 2000
Exhibit (a)(5)(B) Investor Presention Slide delivered to CEMEX Investors
Exhibit (a)(5)(C) Presentation Script
Exhibit (a)(5)(D) Question and Answer
Exhibit (a)(5)(A)
[CEMEX Logo] [Southdown Logo]
FOR IMMEDIATE RELEASE
Contact Information:
FOR CEMEX: FOR SOUTHDOWN:
Winnie Lerner Thomas E. Daman
(800) 576-6555 (713) 650-6200
CEMEX TO ACQUIRE SOUTHDOWN IN US$2.8 BILLION TRANSACTION
--------------------------------------------------------
MONTERREY, MEXICO AND HOUSTON, TEXAS, September 29, 2000 -- CEMEX (NYSE:
CX, BMV:CEMEXCPO) and Southdown (NYSE: SDW) announced today that the
companies have entered into a definitive merger agreement under which CEMEX
will acquire all of the outstanding stock of Southdown for US$73.00 in cash
per share, or a total of approximately US$2.8 billion including US$185
million in long term debt. The transaction has been approved by the boards
of both companies. CEMEX will commence its tender offer on or before
October 5th, 2000, and intends to fund the purchase price through
commitments it has arranged with The Chase Manhattan Bank, Citibank, N.A.,
Salomon Smith Barney Inc and Deutsche Bank AG.
"Southdown is an excellent fit for CEMEX," said Lorenzo H. Zambrano,
Chairman and CEO of CEMEX. "The company's management and facilities are
world class and, I believe, will mesh well with our global network. This
combination will not only expand our presence in the United States, but
help us compete more effectively in all our markets. Integrating Southdown
into a company with the scale and resources to prosper in a rapidly
consolidating, global industry will create value for our shareholders," he
added.
After the merger with Southdown, CEMEX will have annualized combined sales
in excess of US$6.3 billion pro forma as of June 30th 2000.
"As we indicated to our shareholders last March, we have been looking at
many alternatives for enhancing value and adding to the challenge of
effectively participating in the global economy. I believe that combining
with CEMEX is far and away the best of these," said Clarence C. Comer
President and CEO of Southdown. "We recommended this transaction to our
board and, with their endorsement, we are recommending it to our
shareholders because we believe it maximizes the value for all
stakeholders. This transaction is good for our shareholders; it is good for
our customers; and it is good for our employees."
The closing of the tender offer is conditioned upon, among other things,
(1) at least two-thirds of Southdown's fully diluted shares being tendered
and not withdrawn prior to the expiration of the tender offer, and (2)
expiration or termination of the appropriate waiting period under the
Hart-Scott-Rodino Antitrust Improvements Act of 1976.
Subsequent to the consummation of the tender offer, CEMEX will acquire the
remaining shares of Southdown's outstanding common stock through a merger
of an indirect subsidiary of CEMEX with Southdown, after which each
outstanding share of Southdown common stock will be converted into the
right to receive US$73.00 per share in cash.
Until completion of the tender offer and the regulatory process, the two
companies will remain independent. Thereafter, CEMEX intends to operate all
its U.S. operations, including Southdown, as a combined entity. Mr. Comer
is expected to become the President and CEO of the new entity.
"This acquisition meets all of our investment criteria," said Mr. Zambrano.
"It allows us to maintain the strength of our capital structure and is
expected to generate attractive returns, while diversifying the sources of
our cash flow and providing a better balance between our developed and
developing country markets. We believe that implementation of CEMEX's best
practices in the new entity will lead to significant cost savings. We
expect this transaction to add to our cash earnings and free cash flow per
share from day one."
CEMEX is one of the three largest cement companies in the world with
approximately 65 million metric tons of production capacity. CEMEX is
engaged in the production, distribution, marketing and sale of cement,
ready-mix concrete, aggregates and clinker through operating subsidiaries
in four continents. For more information, visit www.cemex.com.
Southdown, headquartered in Houston, has a network of 12
cement-manufacturing plants and 45 cement distribution terminals serving 27
states throughout the United States. Southdown also mines, processes, and
sells construction aggregates and specialty mineral products in the eastern
half of the U.S. and in California. In addition, the company produces and
distributes ready-mixed concrete products in California and Florida. For
more information, visit www.southdown.com.
Salomon Smith Barney Inc. is acting as exclusive financial advisor to CEMEX
in connection with the acquisition and the related financing. Lehman
Brothers Inc. is acting as exclusive financial advisor to Southdown in this
transaction and rendered a fairness opinion.
EXCEPT FOR THE HISTORICAL INFORMATION CONTAINED, THE MATTERS DISCUSSED IN
THIS PRESS RELEASE ARE FORWARD-LOOKING STATEMENTS, THE ACCURACY OF WHICH IS
NECESSARILY SUBJECT TO RISKS AND UNCERTAINTIES. ACTUAL RESULTS MAY DIFFER
SIGNIFICANTLY FROM THE DISCUSSION OF CERTAIN MATTERS IN THE FORWARD-LOOKING
STATEMENTS. FACTORS THAT MAY CAUSE SUCH DIFFERENCE INCLUDE THOSE FACTORS
SET FORTH IN SOUTHDOWN 'S ANNUAL REPORT ON FORM 10-K FOR THE YEAR ENDED
DECEMBER 31, 1999 AND CEMEX'S ANNUAL REPORT ON FORM 20-F FOR THE YEAR ENDED
DECEMBER 31, 1999, AND OTHER FILINGS MADE BY EACH COMPANY FROM TIME TO TIME
WITH THE SECURITIES AND EXCHANGE COMMISSION.
INVESTORS AND SECURITY HOLDERS ARE STRONGLY ADVISED TO READ BOTH THE TENDER
OFFER DOCUMENTS AND THE SOLICITATION/RECOMMENDATION STATEMENT REGARDING THE
TENDER OFFER REFERRED TO IN THIS PRESS RELEASE, WHEN THEY BECOME AVAILABLE,
BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION. THE TENDER OFFER DOCUMENTS
WILL BE FILED BY CEMEX WITH THE U.S. SECURITIES AND EXCHANGE COMMISSION,
AND THE SOLICITATION/RECOMMENDATION STATEMENT WILL BE FILED BY SOUTHDOWN
WITH THE COMMISSION. INVESTORS AND SECURITY HOLDERS MAY OBTAIN A FREE COPY
OF THESE DOCUMENTS AND OTHER RELATED MATERIAL FILED BY CEMEX AND SOUTHDOWN
WITH THE COMMISSION AT WWW.SEC.GOV.
THE TENDER OFFER STATEMENT AND RELATED OFFERING DOCUMENTS MAY BE OBTAINED
FROM CEMEX BY DIRECTING SUCH REQUEST TO: WWW.CEMEX.COM. THE
SOLICITATION/RECOMMENDATION STATEMENT AND SUCH OTHER DOCUMENTS MAY BE
OBTAINED FROM SOUTHDOWN BY DIRECTING SUCH REQUEST TO: WWW.SOUTHDOWN.COM.
A WEB CAST PRESENTATION WILL BE ACCESSIBLE LIVE AT 10:00 AM EDT AT:
HTTP://WWW03.ACTIVATE.NET/CEMEX. IF YOU ARE UNABLE TO PARTICIPATE, A REPLAY
OF THE WEB CAST WILL BE AVAILABLE UNTIL OCTOBER 6.
AN ANALYST CONFERENCE CALL/WEB CAST PRESENTATION WILL BE HELD TODAY AT
10:00 AM EDT. PARTICIPANTS IN THE US, MEXICO AND NASSAU, PLEASE DIAL: (800)
406-5345. PARTICIPANTS FROM FRANCE ON FRANCE TELECOM, HONG KONG ON HONG
KONG TELECOM, AND SINGAPORE ON SINGAPORE TEL CAN DIAL TOLL FREE:
001-800-77771111. PARTICIPANTS IN GERMANY ON DEUTSCHE TELECOM, SPAIN ON
TELFONICA, ENGLAND, SCOTLAND AND ANYWHERE ELSE IN THE UK ON BT MERCURY CAN
DIAL TOLL FREE: 00-800-77771111.
INTERNATIONAL CALLERS EXPERIENCING DIFFICULTY ACCESSING THE TOLL FREE
NUMBER CAN DIAL DIRECT: (913) 981-5571 (PARTICIPANTS FROM THE NETHERLANDS
SHOULD USE THIS NUMBER ONLY).
IF YOU ARE UNABLE TO PARTICIPATE IN THE CONFERENCE CALL, A REPLAY WILL BE
AVAILABLE BEGINNING AT 3:00 PM EDT ON SEPTEMBER 29 AND RUNNING THROUGH
11:59 PM EDT ON OCTOBER 5. TO ACCESS THE REPLAY, PLEASE DIAL: (719)
457-0820, RESERVATION #520564.
IF YOU HAVE ANY QUESTIONS REGARDING THE CONFERENCE CALL/WEB CAST, PLEASE
CONTACT JESSICA BAGA, ABERNATHY MACGREGOR GROUP, (212) 371-5999.
Exhibit A(5)(B)
[Slide 1]
[CEMEX Logo 1]
Southdown Acquisition
September 2000
www.cemex.com
[CEMEX Logo 2]
[Slide 2]
FORWARD-LOOKING INFORMATION MAY PROVE INACCURATE
This presentation contains certain forward-looking statements and
information relating to CEMEX, S.A. de C.V. and its subsidiaries
(collectively, "CEMEX") that are based on the beliefs of its management as
well as assumptions made by and information currently available to CEMEX.
Such statements reflect the current views of CEMEX with respect to future
events and are subject to certain risks, uncertainties and assumptions.
Many factors could cause the actual results, performance or achievements of
CEMEX to be materially different from any future results, performance or
achievements that may be expressed or implied by such forward-looking
statements, including, among others, changes in general economic,
political, governmental and business conditions globally and in the
countries in which CEMEX does business, changes in interest rates, changes
in inflation rates, changes in exchange rates, the level of construction
generally, changes in cement demand and prices, changes in raw material and
energy prices, changes in business strategy and various other factors.
Should one or more of these risks or uncertainties materialize, or should
underlying assumptions prove incorrect, actual results may vary materially
from those described herein as anticipated, believed, estimated, expected
or targeted. CEMEX does not intend, and does not assume any obligation, to
update these forward-looking statements.
UNLESS OTHERWISE NOTED, ALL FIGURES ARE PRESENTED UNDER
MEXICAN GAAP
This presentation is the property of CEMEX, S.A. de C.V., and is provided
exclusively for your use on a confidential basis. This information may not
be copied, quoted or transmitted without the prior written consent of
CEMEX, S.A. de C.V.
Copyright CEMEX, S.A. de C.V. and its subsidiaries.
[CEMEX Logo 2]
[Slide 3]
[CEMEX Logo 1]
Southdown Acquisition
September 2000
www.cemex.com
[CEMEX Logo 2]
[Slide 4]
Transaction Summary
o All cash tender offer for up to 100% and no less than two-thirds of
Southdown's shares, and a merger to follow
o Subject to regulatory approvals and other conditions, we expect to
close in the fourth quarter of 2000 or the first quarter of 2001.
o Price $73.00 per Southdown share
o Total Enterprise Value of $2.85 billion
o 50% funded with preferred stock
o Committed(1) Financial Package
(1) Subject to customary closing requirements
[CEMEX Logo 2]
[Slide 5]
The Deal
CEMEX and Southdown together will achieve a better diversified portfolio
with one of the highest growth rates and strongest free cash flow in the
industry with combined Sales(1) of $6.3 billion and EBITDA(1) of $2.3
billion
(1) LTM as of June 30, 2000
[CEMEX Logo 2]
[Slide 6]
Acquisition Rationale
o Immediately accretive
- Single digit accretion in CEPS and FCFPS in the first year
[CEMEX Logo 2]
[Slide 7]
Acquisition Rationale
o Immediately accretive
o Improves access to funding sources
- Lower WACC
[CEMEX Logo 2]
[Slide 8]
Acquisition Rationale
o Immediately accretive
o Improves access to funding sources
o Potential to create synergies
[CEMEX Logo 2]
[Slide 9]
Acquisition Rationale
o Immediately accretive
o Improves access to funding sources
o Potential to create synergies
o Provides better platform for investments into high growth markets
- Enhances stability of free cash flow
[CEMEX Logo 2]
[Slide 10]
Acquisition Rationale
o Immediately accretive
o Improves access to funding sources
o Potential to create synergies
o Provides better platform for investments into high growth markets
o Fits with CEMEX's strategy and business model
- Supports historic high growth rate
- Meets our acquisition criteria
[CEMEX Logo 2]
[Slide 11]
The CEMEX Business Model
o Focused on cement and related products
o Focus on high growth and/or free cash flow
o Acquire assets that complement existing network
o Achieve required scale in an increasingly global marketplace
o Financial flexibility and investment grade are strategic imperatives
o Achieve returns in excess of WACC
[CEMEX Logo 2]
[Slide 12]
CEMEX Has Delivered High Growth...
76.9 million tons with Southdown
11.6% CAGR (90-00E without Southdown)
13.4% CAGR (90-00E with Southdown)
Continued EBITDA Growth
20.0% CAGR (90-2Q00LTM without Southdown)
23.0% CAGR (90-2Q00LTM with Southdown)
[Included a bar chart showing the growth of CEMEX's tons per year capacity
and the markets CEMEX entered during the relevant year.]
1990 - 23 million tons/year
1991 - 24 million tons/year
1992 - 36 million tons/year (Spain)
1993 - 39 million tons/year
1994 - 45 million tons/year (Venezuela)
1995 - 47 million tons/year
1996 - 50 million tons/year (Colombia)
1997 - 51 million tons/year (Philippines)
1998 - 57 million tons/year
1999 - 65 million tons/year (Costa Rica and Egypt)
2Q00(1) - 76.9 million tons/year (including Southdown)
[GRAPHICS OMITTED]
[Included bar chart showing the growth of (a) sales and EBITDA of CEMEX
from 1990 to 2Q00 and (b) proforma sales and EBITDA of both CEMEX and
Southdown as of the twelve months ended June 30, 2Q00.]
CEMEX
Year Sales (US$ Million) EBITDA (US$ Million)
1991 $1305 $324
1992 1706 567
1993 2194 700
1994 2897 914
1995 2101 719
1996 2564 815
1997 3365 1087
1998 3788 1193
1999 4315 1485
2Q00 5151 1902
2Q00(1) 6340 2327
(1) CEMEX + Southdown Proforma at and for the twelve months ended June 30,
2000.
[CEMEX Logo 2]
[Slide 13]
CEMEX + Southdown
attractive attributes vs. global peers
[GRAPHICS OMITTED]
[Included chart comparing a combined CEMEX and Southdown operation with
other cement companies.]
2000 Estimated US$ CX + SDN (2) Holderbank Lafarge Italcementi Heidelberger
Net sales 6,340 8,693 11,556 3,468 6,246
EBITDA 2,326 1,947 2,542 858 1,213
EBITDA Margin 37% 22% 22% 25% 19%
Installed Capacity (1) 77 103 85 54 54
1 Million tons per year
2 Proforma LTM as of June 30, 2000 CX + SDN
Source for estimates: ING Barings
[CEMEX Logo 2]
[Slide 14]
...And One of the Highest Operating
Free Cash Flows(1) in the Industry
[GRAPHICS OMITTED]
[Included a bar chart showing the growth in free cash flow from US$323
million to US$872 million between the years of 1994 and 1999.]
(US$ Million)
1994 $323
1995 -25
1996 213
1997 420
1998 646
1999 872
Year over Year Growth: +97% +54% +35%
CAGR (94-YY): +9% +19% +22%
(1) Operating free cash flow does not include expansion CAPEX
[CEMEX Logo 2]
[Slide 15]
Improving Diversification of Cash Flows...
[GRAPHICS OMITTED]
[Included pie graph of CEMEX EBITDA for last 12 months ended June 30, 2000
by region.]
Mexico - 59%
United States - 6%
Spain - 15%
Venezuela/DR - 10%
Colombia - 4%
Egypt, Philippines,
Costa Rica and Carribean - 6%
[Included pie graph of Proforma CEMEX and Southdown EBITDA for last 12
months ended June 30, 2000 by region.]
Mexico - 49%
United States - 22%
Spain - 12%
Venezuela/DR - 8%
Colombia - 4%
Egypt, Philippines,
Costa Rica and Carribean - 5%
Percentages calculated before eliminations resulting from consolidation.
[CEMEX Logo 2]
[Slide 16]
Providing Returns in Excess of the Cost of Capital
[GRAPHICS OMITTED]
[Included chart graphing return on equity and return on capital employed
for 1992 through 2Q00.]
Year Return on Equity Return on Capital Employed
1992 15.5% 13.6%
1993 13.1% 12.4%
1994 10.2% 9.4%
1995 3.2% 9.9%
1996 9.1% 12.3%
1997 13.9% 12.5%
1998 19.5% 15.7%
1999 21.3% 17.6%
2Q00 21.8% 17.0%
ROE = (EBITDA - net financial expense - cash taxes - other cash expenses +
cash dividends from non consolidated affiliates) / average shareholders'
equity
ROCE = (EBITDA - cash taxes - other cash expenses + cash dividends
from non consolidated affiliates ) / (average shareholders' equity +
average net debt)
[CEMEX Logo 2]
[Slide 17]
Southdown Acquisition: What has changed?
o Industry consolidation dynamics have changed
o Slower pace benefits CEMEX
o Post electoral outlook is better than expected
o We have obtained an investment-grade rating
o After carefully analyzing Southdown...
we like what we have seen!
[CEMEX Logo 2]
[Slide 18]
Why the US?
o Largest market in the world(1)
o Domestic capacity fully utilized
o Over 20% of demand met by imports
o Stable future demand outlook
o Consistent free cash flow generator
(1) Excluding China
[CEMEX Logo 2]
[Slide 19]
Why Southdown?
o Fits with CEMEX's business model
o Second largest US cement producer
- 11.0 million tpy of capacity [GRAPHIC OMITTED] [GRAPHIC OMITTED]
- 12 plants and 45 terminals serving 27 states [Included pie graph of [Included pie graph of
net sales by product EBITDA by product in
o Ready-mix operations in 1999.] 1999.]
- 3.5 million cubic meters per year Cement 70% Cement 85%
Concrete 21% Concrete 7%
o Aggregate products Aggregates 9% Aggregates 8%
Sales and EBITDA do not include Highway Safety business division (Sales
US$34.1MM, EBITDA US$3.0MM).
[CEMEX Logo 2]
[Slide 20]
Strong Strategic Fit
o Upon closing and subject to regulatory approvals, CEMEX USA and
Southdown will be merged
o Clarence Comer, President and CEO of Southdown, has agreed to become
the CEO of the new entity
o Operations complement each other
- Few redundancies
(1) Excluding China
[CEMEX Logo 2]
[Slide 21]
Installed Capacity of 11 Million Tons Per Year As of 2000
[GRAPHICS OMITTED]
[Included map of the United States showing locations of Southdown's cement
plants and cement terminals and showing installed capacity (in million tons
per year) at each cement plant as of 2000.]
Cement Plant Production Capacity
Cement Plant Locations (Million tons per year)
Victorville, CA 2.0
Odessa, TX 0.5
Lyons, CO 0.5
Demopolis, AL 0.9
Brookeville, FL 1.3
Clinchfield, GA 0.8
Knoxville, TN 0.8
Pittsburgh, PA 0.4
Wampum, PA 0.8
Fairborn, OH 0.7
Louisville, KY 0.9
Charlevoix, MI 1.4
(1) All figures in may represent plant production capacity in million
tons per year.
[CEMEX Logo 2]
[Slide 22]
Southdown Summary Financials (1)
1998 1999 %
------- ------ ----
Net Sales $1,185 $1,205 2%
EBITDA $ 368 $ 413 12%
EBITDA Margin 31% 34% 3pp
Net Debt $ 168 $ 166 - 1%
Installed Capacity (2) 9.9 10.2 3%
EBITDA-Maint. Capex 307 351 14%
(1) Expressed in US GAAP
(2) Current expansion program will result in 12.8 MTPY capacity by 2002
[CEMEX Logo 2]
[Slide 23]
Leading to a Stronger Financial Performance
o Continued high revenue growth
o Stronger free cash flow growth
o Improved diversification of cash flows
o Better developing / developed market balance
o Lower WACC
[CEMEX Logo 2]
[Slide 24]
Better Balance Between Developing and Developed Markets
Distribution of Production Capacity(1)
[GRAPHICS OMITTED]
[Included two pie graphs of the distribution of installed
production capacity between developing and
developed markets, one graph for CEMEX in 1999 and
another graph combining the operations of CEMEX and
Southdown on a proforma basis.]
CEMEX (1999): 82% Developing Markets and 18% Developed Markets
CEMEX and with Southdown: 71% Developing Markets and 29% Developed Markets
[GRAPHICS OMITTED]
[Included a pie graph showing the distribution of
production capacity between developing and
developed markets as averaged among the other top
five(2) Cement Players.]
Developing Markets - 55%
Developed Markets - 45%
High growth markets and a strong free cash flow have allowed CEMEX to grow
at a faster pace than competition
Source: Cembureau, National Associations, Analyst Reports & Company Research
(1) Weighted capacity
(2) Holderbank, Lafarge, Heidelberger, Italcementi & Blue Circle
[CEMEX Logo 2]
[Slide 25]
Financing Strategy
o 50% funded with preferred equity
o Acquisition through our European subsidiary
- Lower borrowing costs
o Committed(1)financial package
o Intend to maintain investment grade ratings
(1) Subject to customary closing requirements
[CEMEX Logo 2]
[Slide 26]
Preferred Equity at Valenciana Supports Strong Capital Structure
Funding Highlights
o US$1.5 billion in preferred
equity without recourse to
CEMEX or CVCP
[GRAPHICS OMITTED]
[Include table showing the o Facilities for up to US$1.4
detail of the Funding Structure] billion in Southdown
o Intend to maintain
investment grade ratings
(US$ Million) Proforma
Funding Sources 2000 2001
--------------- ----------- -----------
CEMEX Holding
+ Mexico $2,500 $2,500
250(1) 250(1)
Preferred Equity + $1,500 1,500 1,500
Compania Valenciana
de Cementos Portland 1,814 1,550
(including Egypt)
Target + 1,184 1,814 1,100
Total Debt &
Preferred Equity + 2,684 7,248 6,900
(1) Putable to CEMEX in 2005
[CEMEX Logo 2]
[Slide 27]
Preferred Equity
(non-recourse to CEMEX or Valenciana)
Description: Banks acquire US$1.5 Billion of preferred equity issued by
Valenciana
Recourse: Non-recourse to CEMEX or Valenciana. The only source of
repayment is the sale of enough common stock of Valenciana
to redeem the preferred equity
CEMEX
call option: CEMEX avoids dilution by exercising a call
option as follows:
- US$300 million between 9 and 15 months
- US$1,200 million in 18 months
To exercise the option, CEMEX intends to IPO Valenciana
[CEMEX Logo 2]
[Slide 28]
Consolidated Financial Indicators
Before Share Buy-back and Other Acquisitions
[GRAPHICS OMITTED]
[Included graph showing the consolidated financial structure (incorporating
the results of the Southdown acquisition funding package) of CEMEX, S.A. de
C.V. as parent of both CEMEX Mexico (Mexican Operation) and Compania
Valenciana de Cementos Portland, Egypt and Target (International
Operation.]
US $MIL (MEX GAAP) 1999 2Q-00LTM FYF 2000 PROFORMA 2001 2001 W/
$1-1.5K IPO
of CVCP
- -------------------------------------------------------------------------------
EBITDA 1,791 1,891 2,050 2,700
FREE CASH FLOW 862 818 1,000 1,150
NET DEBT (1) 4,795 4,445 6,900 6,900 5,400-5,900
EXCESS CASH (2)
>06/00 300 1,450 1,450
- -------------------------------------------------------------------------------
NET DEBT MINUS
EXCESS CASH/
EBITADA 2.7x 2.3x 2.7x (3) 2.0x 1.4x-1.6x
INTEREST
COVERAGE (4) 3.6x 3.8x 4.0x 4.0x 4.3x-4.4x
(1) Includes Capital Securities, Equity swaps and/or Acquisition
Preferred Equity
(2) Excess cash (above 06/00 balance) before share buy-back and other
acquisitions
(3) Proforma
(4) Includes preferred equity dividend
[CEMEX Logo 2]
[Slide 29]
Why IPO Valenciana?
o Desirability for CEMEX
- Continue participating in the industry's consolidation
- Access significant Euro indexed investor base
- Reduce cost of capital
o Viability
- Depending on then prevailing market conditions
[CEMEX Logo 2]
[Slide 30]
[CEMEX Logo 1]
Share Repurchase
Program
September 2000
www.cemex.com
[CEMEX Logo 2]
[Slide 31]
Share Repurchase Program Highlights
Program Size Up to US$500 million
Acquiring entity CEMEX, S.A. de C.V.
Eligible securities CEMEX CPO's
Effective Period 15 months through December 2001
Treatment Repurchased shares will be cancelled
Restrictions Customary
[CEMEX Logo 2]
[Slide 32]
Current Valuation Provides Opportunity to Purchase at a Discount to Historical
Multiples
Enterprise value lags growth in cash flows
[GRAPHICS OMITTED]
[Included graph showing that the enterprise value (with average share
price), EBITDA (Trailing 12 months) has not grown at the same pace of
CEMEX's EBITDA and operating free cash flow (trailing 12 months) for years
1992 through August 2000.]
($US MILLION)
ENTERPRISE VALUE EBITDA OPERATING FREE CASH FLOW
---------------- ------- ------------------------
1992 7989 700 -160
1993 9588 914 214
1994 12,304 719 323
1995 8,639 815 -25
1996 10,221 1087 213
1997 11,098 1193 420
1998 9,847 1485 648
1999 11,026 1791 872
August 00 11,366 ---- ---
Source: SSB & CEMEX
Total Enterprise Value using average share price for each period.
Value for 2000 using average share price as of August 15, 2000, number of
shares, net debt and minority interest as June 30, 2000.
[CEMEX Logo 2]
[Slide 33]
Unique Buying Opportunity Given Growth and Strong Free Cash Flow
[GRAPHICS OMITTED]
[Included graph comparing CEMEX's TEV/EBITDA with the average TEV(2)/EBITDA
of the other five Cement Players.(1)]
TOTAL ENTERPRISE VALUE DIVIDED BY EBITDA
CEMEX AVG. TOP 5 OTHER CEMENT Cos.
----- ----------------------------
1990 9.09 6.33
1991 7.84 6.84
1992 11.41 6.9
1993 10.49 7.72
1994 17.11 7.62
1995 10.6 6.6
1996 9.4 6.72
1997 9.3 7.32
1998 6.63 7.72
1999 6.16 7.73
2000 6.97 5.55
Source: SSB and CEMEX
1994 peak in CEMEX's multiple explained by translation effect caused
by the peso devaluation of December 1994.
(1) Holderbank, Lafarge, Heidelberger, Italcementi and Blue Circle
(2) Total enterprise value calculated using average yearly share price.
Multiple as of August 2000 calculated using 2000E Ebitda.
[CEMEX Logo 2]
[Slide 34]
Stock Buyback and Southdown Acquisition Are Accomplished Within Our Targeted
Structure
[GRAPHICS OMITTED]
[Included graph showing interest coverage (1) and net debt minus excess
cash/EBITDA (2) for years 1992 through T'01 under different investment
amount scenarios.]
INTEREST COVERAGE(2) NET DEBT MINUS EXCESS
CASH DIVIDED BY EBITDA(1)
1992 2.6 4.3
1993 1.9 3.8
1994 2.0 5.1
1995 1.3 5.3
1996 1.7 4.6
1997 2.4 4.0
1998 3.0 3.1
1999 3.6 2.7
T'00 4.0 2.7(3)
T'01 4.0 2.2
(1) Includes dividends from Preferred Equity but excludes interest income
from excess cash.
(2) Net Debt includes Preferred Equity
(3) Assumes acquisition before 12/00 and gradual share buy-back
of 1/5 of US$500 million.
[CEMEX Logo 2]
[Slide 35]
CEMEX Can Continue Growing Profitably in the Future...
o CEMEX's capital structure
allows for growth while
lowering risk
o Strong free cash flow [GRAPHICS OMITTED]
beyond 2000 can be used [Included graph illustrating a
for acquisitions sensitivity on CEMEX's financial
ratios based on different investment
o Stronger European amount scenarios.]
subsidiary provides
financial flexibility (IPO
candidate)
Expected EOY2001 additional
investment capacity after Southdown
and US$500MM
stock repurchase program
(USD million)
[CEMEX Logo 2]
[Slide 36]
Demonstrating Commitment to Our Shareholders
o Immediately accretive
o Provides better platform for investments into high growth markets
o Maintains a strong capital structure
o Fits with CEMEX's strategy and business model
o Balanced approach to usage of free cash flow
[CEMEX Logo 2]
[Slide 37]
[CEMEX Logo 1]
Southdown Acquisition
September 2000
www.cemex.com
[CEMEX Logo 2]
Exhibit (a)(5)(C)
[SOUTHDOWN PRESENTATION SCRIPT]
[SLIDE 1:]
Good morning. I am Hector Medina, Executive Vice President of Planning and
Finance of CEMEX. Thank you very much for joining us today in this
teleconference and web-cast.
We will be hosting the transmission of this presentation simultaneously
from Monterrey with our Chairman and CEO Lorenzo Zambrano, Francisco Garza,
President, North America region and myself; and from New York with Rodrigo
Trevino, our CFO. After our presentation, we will entertain your questions.
[TRANSITION TO SLIDE 2]
Before we start, our lawyers have asked me to remind you that all the
information that we are about to present may contain forward looking
information and judgements made in good faith and based on information we
have available today which could change in the future. You are therefore
urged to consider this as you evaluate this presentation.
With that, I introduce to you our CEO, Lorenzo Zambrano.
THANK YOU HECTOR.
[SLIDE 3:]
Good morning and, again, thank you for joining us.
This morning we announced that within one week we will be launching a
tender offer to acquire at least two thirds and up to 100% of Southdown's
outstanding shares. In the next few minutes I will show you how this
transaction will strengthen our company, our strategy and our business
model. In addition, we will share with you how the transaction will allow
us to deliver better results to all of our stakeholders--and, most
importantly, to our shareholders and debt holders.
You will also hear from Rodrigo, who will walk you through the financing of
the deal, the share buy back program that we have also announced this
morning, as well as our expectations for the evolution of our capital
structure over the next 15 months. As you will see, including this
transaction, we expect our capital structure to be stronger at the end of
2000 and after incorporating the acquisition of Southdown on a proforma
basis than it was at the beginning of the year.
[SLIDE 4:]
First, to summarize the details of the transaction.
o We are launching an all cash tender offer for up to 100% of
Southdown's outstanding shares, conditional upon acceptance of the
tender offer by the holders of at least two-thirds of the Southdown
shares. If the tender is successful, we will acquire the remaining
shares for cash in a merger. As a result, we expect to end up owning
100% of Southdown. Closing of the tender offer, of course, is subject
to regulatory approvals.
o We expect to file the official tender documents and to initiate the
tender offer next week.
o We are offering $73 dollars per share of Southdown, which implies a
market capitalization of $2.6 billion and a total enterprise value of
about $2.8 billion. The offer represents a premium of 30% over
yesterday's closing price. And a premium of 20% over the average price
for the last 6 months.
o 50% of the transaction will be funded with the issuance of Preferred
Equity at the Valenciana level and the complete financing package for
this deal is already committed by Chase, Deutsche Bank and SSB.
[SLIDE 5:]
Upon the successful closing of the transaction, we will have a much better
diversified portfolio, with one of the highest growth rates and
strongest--and most stable--free cash flows in the industry. Combined sales
of CEMEX and Southdown were about $6.3 billion with operating cash flow of
$2.3 billion for the twelve months ended June 30, 2000.
[SLIDE 6:]
Why are we making this investment?
First, the transaction will be immediately accretive. We estimate that both
in terms of cash earnings per share and free cash flow per share, the
transaction will result in high single digit accretion in the first year.
This will be possible in part by taking advantage of synergies and in part
by maintaining a more efficient capital structure.
[SLIDE 7:]
Secondly, it will allow CEMEX to have better access to a broader range of
funding sources, particularly the debt and equity capital markets in the US
and Europe. This transaction will lead to a lower cost of capital, by
reducing the cross border risk associated in the past with CEMEX.
[SLIDE 8:]
Third, by combining Southdown's operations with our existing U.S.
operations, as well as with our global network of cement facilities and
trading infrastructure, we will be able to reap significant benefits of
synergies in SG&A, procurement, logistics, and information technology.
[SLIDE 9:]
Fourth, the transaction will provide us with a much stronger platform from
which to continue with our acquisition strategy in the developing world. It
gives us a new strong and stable source of free cash flow, which will help
us both in terms of increasing our investment capacity and of continuing
the strengthening of our capital structure which has been underway for
several years.
[SLIDE 10:]
Finally, this investment fits into our strategy and business model.
Our business model is designed to deliver high growth and strong free cash
flow. This transaction will allow us to continue producing our historically
high growth rates in these two important measures.
Although the U.S. market is unlikely to produce high growth over the long
term, it does generate strong operating free cash flow. That free cash flow
complements our healthy organic and acquisition growth which will allow us
to maintain a strong capital structure, and one that we expect to remain
investment grade.
Most of you are familiar with our threefold acquisition strategy.
First, we look for investments that can benefit from our expertise in
running cement businesses all over the world. Southdown is certainly a
well-run business, but it is limited to one market. As we integrate it into
our system we will certainly be able to implement our best practices which
we have refined over time with experiences in all sorts of environments.
Second, we look for investments that do not compromise the strength of our
capital structure. In a moment, Rodrigo will explain how we will achieve an
even stronger capital structure with this investment.
Third, we look for investments that are value enhancing for our
shareholders. Apart from the fact that we estimate the deal will be
accretive in the first year, I strongly believe that having Southdown in
our portfolio is an attractive value creation proposition, one that will
allow us to deliver returns on capital employed well above our weighted
average cost of capital.
[SLIDE 11:]
I want to spend a moment with you reviewing our business model and how this
transaction fits into it.
We are focused on cement and related products. This is what we know best.
We are efficient operators of cement businesses throughout the world. Doing
what we know best has allowed us to create one of the largest, most
profitable, and well diversified cement company in the world. In fact, we
recently announced a series of initiatives to take advantage of the
Internet and leverage our assets, our networks, and our expertise in this
new medium.
In contrast, earlier this year we divested the last of our material
non-cement assets--our tourism related assets--and used the proceeds to
strengthen our capital structure.
We are focused on looking for opportunities that generate either high
growth or strong free cash flow. We are heavily concentrated in markets
with high long-term growth potential and have some of the highest margins
in the industry. Our investment in Southdown will enhance our free cash
flow generating capacity which will help us to continue making profitable
investments in high growth markets. With the inclusion of Southdown in our
portfolio on a pro-forma basis, for the twelve months ended June 30, 2000,
about two thirds of our EBITDA will be derived from high growth markets.
This is one of the highest, if not the highest contributions, among the
global cement multinationals.
We acquire assets that complement and add value to our network. Our recent
investments show the benefits of this concept. Last year, we acquired the
largest cement producer in Costa Rica. As we have integrated this operation
into our trading network, exports have risen almost twofold. This will
result in full utilization of this plant's installed capacity and therefore
maximize the return on our investment.
We know that we need to continue to grow to achieve the scale required to
succeed in an increasingly global marketplace. Globalization is
transforming the investment business as much as the cement business. We
have watched investors become more and more global, reallocating capital
from a dedicated Latin or emerging markets focus to global funds. Investors
are looking for large cap, highly liquid, industry leading global
players--which is to say, they are looking for investment opportunities
like CEMEX.
Having financial flexibility and a low cost of capital are imperatives for
our business model. Both lead to the ability to participate in the
consolidation of the industry and to achieving above average growth rates
and returns on capital. We have delivered on our commitment to achieve
investment grade ratings and we intend to maintain this status. This is
important for us and it is important for our debt holders.
And finally, we manage our business to produce returns that exceed our cost
of capital. In fact, compensation in CEMEX is geared heavily towards this
end. We reward the efficient use of capital and its ability to generate
free cash flow.
[SLIDE 12:]
I will now show you how we have delivered on our business model.
We have achieved high growth rates. In the last 10 years, we have grown our
installed production capacity at a compound annual growth rate of 11%.
Including Southdown's capacity, that rate would be 13%. In a similar
period, our EBITDA will have grown on average at 20% per year in dollar
terms. Including Southdown, pro forma for the twelve months ended June 30,
2000, this 9.5 year compounded rate would be about 23%.
[SLIDE 13:]
As an active industry consolidator, we have managed to obtain an attractive
profile relative to that of our global peers. In fact, with the inclusion
of Southdown in our consolidated results we will rank third in terms of
revenues; third in terms of installed capacity; second in terms of Ebitda;
and first in terms of Ebitda margin. This clearly underscores the
uniqueness and the strength of our business model.
We aim not necessarily to be the largest, but the most profitable and
efficient multinational cement producer in the world.
[SLIDE 14:]
We have also achieved one of the highest operating free cash flows in the
industry. In fact, this year we are aiming to produce close to 1 billion
dollars in operating free cash flow. Since 1994, our operating free cash
flow has grown in dollar terms at a rate of 22% per year, on average. This
has allowed us both to invest into new markets and to strengthen our
capital structure--and to attain our investment grade ratings.
[SLIDE 15:]
Diversification has allowed us to deliver better results. Because of our
diversified portfolio, we are much better prepared to weather downturns in
any of our markets.
In fact, our Ebitda margin has been relatively stable and growing since we
embarked in our geographic diversification strategy. Our continuing goal is
to have no single market account for more than a third of our cash flow.
The acquisition of Southdown is certainly a step in that direction.
Comparing the 12-month period ending June 30, 2000 as reported and on a pro
forma basis including Southdown, Ebitda derived from our largest market,
Mexico, drops from 59% to 49% of the total.
[SLIDE 16:]
Finally, our business model is delivering returns well in excess of our
cost of capital. As we have improved our diversification profile, increased
our cash flow generation capacity, and strengthened our capital structure
we have produced higher returns on equity and on capital employed. We are
generating positive economic value added.
Since in some markets we are not operating at full capacity, we are
positioned to grow without having to make heavy capital expenditures. This
gives us room to improve our returns even more.
[SLIDE 17:]
So let's concentrate now on the US. I want to tell you how an investment in
the US will strengthen our business model and why Southdown is the best way
for us to intensify our activity in this market.
But first, a reminder. As some of you may remember, in April of this year
we stated that we would not make a bid for Southdown under then existing
market conditions.
What has changed?
o First, the circumstances of a number of the key companies in our industry
have changed.
o Second, the consolidation process in the industry is taking somewhat
longer than we originally anticipated--which is good, not bad news.
This has given us time to enhance our acquisition capacity, without
losing opportunities. And that we can do this deal, without
necessarily precluding other acquisitions that meet our criteria down
the road.
o Third, the Mexican elections are behind us. The overwhelming--and
surprising--victory of the PAN and the subsequent strengthening of the
peso, have materially changed the financing implications of a deal of
this nature.
o Fourth, we have obtained an investment grade rating by S&P and Fitch
and we have been able to execute a very successful and highly
oversubscribed US$500 million debt deal which has helped us further
strengthen our capital structure.
o Fifth, we have spent considerable time with Southdown's top management
in analyzing their business. To make a long story short, we like what
we see.
[SLIDE 18:]
Now back to the US...
The US is the second largest cement market in the world after China,
consuming more than 100 million tons of cement per year. Its domestic
industry operates at close to full capacity and 20% of U.S. demand is met
by imports.
Going forward, we expect to see stable demand with moderate growth, driven
to a large extent by the Transportation Equity Act of the 21st century as
well as the Aviation Investment and Reform Act for the 21st century. Both
acts call for substantial highway and airport infrastructure expenditures
in the next few years.
As such, we expect Southdown, combined with our existing operations in the
US, to be a consistent source of free cash flow.
[SLIDE 19:]
Why Southdown?
Southdown is attractive because it is the second largest producer in a very
attractive market. It is also one of the few remaining independent
producers in the U.S.
It complements well our existing operations in the US. It has an attractive
network of operating facilities with a broad reach in the country. It also
has attractive ready mix and aggregate operations.
Also, and very important to us, our offer is attractive relative to recent
comparable transactions and unsolicited offers, while at the same time
providing a reasonable premium over the market for Southdown's
shareholders. It is good for them and it is good for us.
[SLIDE 20:]
Of course, closing the transaction and receiving regulatory approval will
take some time--which my lawyers told me I should not even attempt to
predict.
However, once that process is complete, we intend to merge Southdown and
CEMEX's U.S. operations into a single entity. Clarence Comer, President and
CEO of Southdown will head that new entity, reporting to Francisco Garza,
President of the North America Region. He has an impressive track record in
the industry and he knows his market. Adding him to CEMEX's management team
is important to us.
More generally, our existing operations and Southdown's are complementary.
There is not much overlap. Therefore, I do not expect there to be
significant personnel reductions when we combine the two organizations.
[SLIDE 21:]
This map illustrates the location of the Southdown plant and terminal
network. Southdown is undergoing an expansion program with which it expects
to reach a production capacity of 12.8 million metric tons by 2002. This
program includes expanding production capacity in Victorville in California
and Louisville in Kentucky as well as de-bottle necking in other plants.
[SLIDE 22:]
Over the past two years, Southdown has generated strong financial
performance.
As you can see, Ebitda grew 12.2% on the back of 2% revenue growth, with
net debt dropping marginally. This business operates with a very healthy
operating cash flow to sales margin of approximately 34%. Furthermore,
"After Maintenance Capital Expenditures" the company generated more than
US$350 million dollars. This explains why this investment will be
immediately accretive to CEMEX.
[SLIDE 23:]
For the reasons I just mentioned, we are confident that the inclusion of
Southdown in our portfolio will result in even stronger financial results.
We will be able to continue delivering high sales, Ebitda and free cash
flow growth. We will be one step closer to reaching our strategic
diversification target of having no single market account for more than a
third of our cash flow. We will achieve a better balance in our portfolio
between developed and developing markets which will provide us with a
stronger platform from which to continue investing in high growth markets.
With higher stability in our cash flows and access to a broader set of
lower cost financing alternatives, we should achieve a lower weighted
average cost of capital.
[SLIDE 24:]
We have also said on numerous occasions that we are concentrated in high
growth markets. This slide shows that in terms of installed production
capacity, even after this acquisition, we will still have the portfolio
with the strongest focus in high growth markets of the cement
multinationals.
As I mentioned earlier, including Southdown, on a pro forma basis, two
thirds of our Ebitda would have been derived from developing markets during
the year ending in June, 2000. Over time, we expect to remain focused on
high growth markets where cement is sold bagged as a branded product.
Again, this investment will enhance our capacity to invest in these markets
and provides a stronger platform from which to execute our strategy.
[SLIDE 25:]
I will now ask Rodrigo to take you through our funding strategy, the
repurchase program, and the implications for our capital structure.
Rodrigo....
Thank you Lorenzo...
Good morning to all.
Let me start by stating that we have developed a comprehensive, funding
package for this transaction that is fully committed and allows us to meet
all of our financial objectives, retain financial flexibility, and maintain
our investment grade ratings.
Let me explain how this will be accomplished.
We are funding over 50% of the deal through a bridge equity facility which
is similar in nature to the preferred equity at Valenciana. This facility
will have no recourse to CEMEX Mexico or Valenciana. I'll come back to the
details of this structure later on.
The remainder of the transaction cost will be funded by taking advantage of
the debt capacity of Southdown and supported by Valenciana, our European
subsidiary and international holding company.
From a corporate structure perspective, we intend to acquire Southdown
through our European subsidiary, Valenciana. As you know, in order to
achieve a stronger capital structure we have selected Valenciana as our
international growth vehicle. With this transaction Valenciana will become
one of the fastest growing, highest free cash flow generating European
cement multinationals.
The complete funding package we have obtained, which is subject to
customary closing requirements is committed to by Chase, Deutsche Bank and
Salomon Smith Barney/Citibank.
Finally as I already mentioned, our funding strategy for this acquisition
and the share buy-back program are designed to allow us to maintain our
investment grade ratings.
[SLIDE 26:]
This table shows the detail of the funding structure.
First, it is important to highlight that we will not be increasing absolute
debt levels at our Mexican operations or directly at the holding company
level in CEMEX from where they are today.
Second, we will raise $1.5 billion dollars through the bridge equity
facility at Valenciana, again without recourse to our Mexican operations or
our Holding company, and without recourse to Valenciana. This facility is
committed by Chase and Deutsche Bank and allows us to maintain a very
strong capital structure for the benefit of our senior unsecured lenders.
And finally, we have obtained loan commitments from SSB/Citibank and Chase
for up to $1.4 billion dollars supported by Southdown's balance sheet and
Valenciana's investment grade ratings. These facilities should be
sufficient to meet our obligations under the tender and also to refinance
obligations at Southdown. Through this structure we will also achieve a
more efficient capital structure and take advantage of the lower funding
cost enjoyed by a US/European borrower.
The bridge equity component of the transaction is a key element in the
package that will help us retain our investment grade ratings.
[SLIDE 27:]
The core of the Bridge Equity facility is the following: issuance by
Valenciana , and acquisition by the participating banks, of US$1.5 billion
in capital securities.
Banks will have two exit alternatives under this facility. The first is a
CEMEX repurchase of the securities through the exercise of a call option.
The second is through a mechanism equivalent to conversion of the capital
securities into sufficient Valenciana common stock, which would then be
sold for an amount equal to the face value of the capital securities.
CEMEX's call option is structured in two tranches. A $300 million tranche
that expires within a 9 to 15 month period of closing, and a $1.2 billion
tranche expiring 18 months from closing.
To mitigate the risk of greater dilution to CEMEX if we do not exercise the
call options before or at maturity, we intend to IPO Valenciana and use the
proceeds to exercise our call options prior to maturity. I will detail why
an IPO of Valenciana is desirable for CEMEX, in a minute.
This facility does not have recourse to our operations in Mexico, including
our holding company, or to Valenciana; however, because of the dilution
risk to CEMEX, and considering that the IPO of Valenciana will be subject
to market conditions, we will count these obligations in our Net Debt
calculation for purposes of tracking our targeted capital structure as
measured by our Leverage and Coverage ratios.
[SLIDE 28:]
Here's how our consolidated financial structure looks. This incorporates
the results of our funding strategy and the acquisition of Southdown, but
not additional investments or the share repurchase program.
We expect to reach for the consolidated full year 2000 an Ebitda level of
over US$2 billion, with a free cash flow - close to US$1 billion. We expect
our consolidated net debt level, including the effect of the Southdown
acquisition, to reach about US$6.6 billion. This is net of US$300 million
in cash accumulated from the free cash flow generated by our Mexican
operations during the second half of this year.
This will take our Net Debt, plus preferred equity to Ebitda ratio to 2.7x
for the full year 2000, or pretty much the same level where we started this
year. We have, of course, included, on a proforma basis, Southdown's
estimated Ebitda for the full year. Our Interest Coverage ratio will be
close to 4x for the full year 2000, up from 3.2x we had at the end of last
year.
In short, after acquiring Southdown, our capital structure should be as
strong as it was less than 12 months ago!
For 2001, we expect the consolidated results of the combined companies to
result in a stronger capital structure, even without considering an IPO of
Valenciana. We expect the combined companies will generate around $2.7
billion dollars in Operating Cash Flow, and close to $1.15 billion dollars
in free cash flow. This would result in a leverage ratio of 2x Net
Debt/Ebitda and a coverage ratio of 4x.
Finally, if we incorporate the assumption of a US$1 to 1.5 billion
Valenciana IPO during 2001, our leverage ratio from existing operations,
and before additional acquisitions and the share buy back program, would
fall to around 1.5x. Our coverage ratio would continue to grow considerably
by the end of 2001. This underscores our ability to regain our financial
flexibility and achieve a solid capital structure within a very short
period of time.
[SLIDE 29:]
Why does an IPO of Valenciana make sense to us?
First, we find the opportunity desirable because it would allow us to have
a much stronger capital structure, sooner, so that we can continue being an
active participant in the consolidation process of the industry.
Second, it would help us in our effort to broaden and diversify our
existing equity investor base. Today, the European index driven investor
base is not able to buy CEMEX because we are not part of their benchmarks.
Third, it would help us to continue reducing our weighted average cost of
capital.
The final decision and the viability of this IPO will clearly depend on
future market conditions. Our decision process will include working
diligently to identify windows of opportunity to access the market under
attractive terms.
[SLIDE 30:]
Now let me explain the rationale and implications of the recently approved
share repurchase program.
[SLIDE 31:]
The terms of the program are very straightforward. It is a US$500 million
dollar program which is structured to become effective as of today and
expiring on December 31st 2001.
Shares repurchased under this program will be acquired directly by CEMEX,
S.A. de C.V., our holding company and original issuer of those shares. This
program will cover CEMEX CPO's listed in the Bolsa Mexicana de Valores, and
all shares repurchased by CEMEX under this initiative will be permanently
cancelled. Finally, this program will have the customary restrictions
(trading and otherwise) as determined by the corresponding Mexican
regulatory authorities.
As you can see, this is a plain vanilla share repurchase program- but one
that represents another element of our commitment to delivering value to
our shareholders.
[SLIDE 32:]
I hope that all of you agree that CEMEX is a compelling investment
proposition. For starters, we are trading at a discount to historical
Enterprise Value to Ebitda multiples.
This graph shows how Ebitda and free cash flow have grown at a faster pace
than our Enterprise Value. Today, we generate close to US$1 billion dollars
per year in free cash flow, which is available for accretive investments.
So we clearly can continue delivering growth going forward. It is hard to
imagine that the Enterprise Value of a company with such a high growth rate
can remain stable over time.
[SLIDE 33:]
Since late 1998, when a shift in international capital flows occurred, we
have been trading at a discounted Enterprise Value/Ebitda multiple
vis-a-vis the average of the major cement multinationals. We believe we
have a stronger business model, higher growth rates and stronger free cash
flows than our competitors, and therefore believe we deserve to trade at a
premium multiple as we did during most of the 90's.
In simple terms, we constantly look at investment opportunities in the
cement industry that meet our acquisition criteria. At this point, as we
look at CEMEX, we realize that our shares are also an excellent opportunity
to allocate a portion of our future free cash flows.
Because we are part of a capital-intensive industry we must be an efficient
capital allocator.
[SLIDE 34:]
This is what our capital structure looks like after incorporating the
effects of the acquisition of Southdown, and the share buy back. By the end
of 2001 we continue to strengthen our capital structure, as the US$500
million repurchase program is equivalent to less than 50% of our free cash
flow during the program's duration. At today's share price, the resources
we will allocate to this program are equivalent to about 8% of our market
capitalization.
[SLIDE 35:]
Does the acquisition of Southdown and the share repurchase program take
away our financial flexibility for 2001? We don't think so.
This graph illustrates our financial ratios under different investment
scenarios for 2001. As we have stated in the past, our targeted capital
structure is one where we have Leverage and Coverage ratios stronger than
2.7x and 3.5x respectively. As you can see in this graph, on top of the
share buy back program, we could still invest up to US$1.5 billion dollars
during 2001 and stay within our capital structure guidelines. This
flexibility is the result of the strength in our free cash flow generating
capacity. And I should point out that this sensitivity does not incorporate
the increased flexibility we would gain with a Valenciana IPO.
[SLIDE 36:]
In summary, today we have presented two very important transactions, both
of which will result in immediate accretion to cash earnings and free cash
flow per share. Both demonstrate our commitment to deliver value to our
shareholders in the short, medium and long term.
Our investment in Southdown, should provide us with a source of stable free
cash flows that will serve as a better platform from which to continue
investing in high growth markets.
We have also showed you that after incorporating the acquisition, as well
as the share buy back program, we have the capacity to continue to invest.
Thank you. And now I would like to turn it over to our Chairman and CEO,
Lorenzo Zambrano to lead the question and answer session.
Exhibit (a)(5)(D)
[CEMEX - SOUTHDOWN CONFERENCE CALL]
[Questions and Answers]
SOUTHDOWN TRANSACTION
1. WHY ARE YOU INVESTING IN THE UNITED STATES, A MARKET THAT SEEMS TO
BE AT THE TOP OF THE CONSUMPTION CYCLE?
The United States cement market has been growing constantly over
the past years and now its consumption far exceeds its production
capacity. Approximately 1/5 of its demand is satisfied by imports.
We expect that the cement consumption level will be impacted in the
coming years by government programs and the general effect of a
growing economy. Southdown has a strong cash flow generation that
we expect will continue.
2. ARE YOU DEVIATING FROM YOUR STATED STRATEGY OF INVESTING IN HIGH
GROWTH MARKETS
We remain committed to leveraging our expertise in developing
economies, as those markets are attractive to us for a number of
reasons. However, if an attractive opportunity becomes available in
developed economies we may take advantage of it and even leverage
that position (as we have done with Valenciana and Southdown) to
pursue our growth strategy in developing economies. This
transaction serves as a platform to continue our growth path and
diversification strategy.
3. WHY IS THIS AN ATTRACTIVE ACQUISITION FOR CEMEX AND ITS SHAREHOLDERS?
We believe that this transaction will add value to CEMEX because:
1. It will be accretive to CEMEX from day one as it has a strong
free cash flow generation. It will contribute to both our
growth in free cash flow per share and cash earnings per share.
2. It will improve our access to funding sources, as it will lower
our WACC.
3. There will potential cost savings associated with synergies and
the implementation of CEMEX's best practices.
4. It will enhance our stability of free cash flow generation and
will provide a better platform for further investments into
high growth markets.
5. Supports our historical high growth rate while meeting our
acquisition criteria.
6. It will better balance our portfolio of assets and cash flow
generation while delivering returns in excess of our cost of
capital.
4. ARE THERE ANY SIGNIFICANT SAVINGS TO BE DERIVED FROM THE TRANSACTION?
We expect savings to be derived from synergies as a result of
applying CEMEX best practices and processes. We may have to close
one or more facilities for environmental reasons.
5. WHEN DO YOU EXPECT THE TRANSACTION TO BE COMPLETED?
After this announcement, we will initiate the filing of the legal
documents required to continue with the tender offer. Subject to
certain conditions and regulatory approvals, we expect that we can
complete the transaction between the fourth quarter of 2000 and the
first quarter of 2001.
6. WHY DID YOU CHANGE YOUR MIND ABOUT THIS TRANSACTION WHEN YOU
EXPLICITLY SAID THAT YOU WERE NOT INTERESTED?
The conditions we were referring to at that time were of course the
political process we were undergoing in Mexico, the dynamics of the
consolidation of the cement industry worldwide, to name a few.
Today some of such conditions prevail, some, as you know, have
changed. At all times we analyze all the potential investment
opportunities that are available to CEMEX.
7. DO YOU EXPECT THAT SOMEONE ELSE WILL BID FOR THE COMPANY? WILL YOU
GET INTO A BIDDING WAR AS A RESULT OF A POSSIBLE BID?
We believe that we have entered into an agreement that is good for
both Southdown and CEMEX's sharehodlers. The deal that has been
established is fair for both parties.
8. ARE YOU STILL COMMITTED TO YOUR FINANCIAL LEVERAGE AND COVERAGE
OBJECTIVES, OR ARE YOU CHANGING THEM AS A RESULT OF THIS
TRANSACTION?
We remain committed to maintaining a healthy capital structure and
our investment grade ratings. Our financial ratio targets should be
interpreted as guidelines to gauge the size of our potential
investments in the medium to long term. We have set our financial
ratios to aim at a steady state capital structure and we remain
committed to them.
This does not mean that we would not proceed with an attractive
investment if we deviate from our steady state capital structure by
a few decimals. Remember we are generating free cash flow very
rapidly and we can bring down debt quickly, as we have done this
year.
9. WHAT REGULATORY APPROVALS DO YOU NEED?
We will need the approval of the Federal Trade Commission under The
Hart Scott Rodino Antitrust Act.
10. CAN YOUR BALANCE SHEET SUPPORT THE SOUTHDOWN ACQUISITION AND THE
BUYBACK?
Our acquisition capacity by the end of year 2001 is of
approximately US$4.5 billion while still complying with our stated
financial targets. That capacity is enough to acquire Southdown and
do the share buy back program. The coverage and leverage ratios are
expected to be within our stated criteria by the end of 2000 and
2001, assuming the transaction is completed by the end of 2000.
11. HOW DO YOU PLAN TO FINANCE THE ACQUISITION?
We will finance the acquisition through two transactions:
1. A preferred equity issuance by Valenciana without recourse to
CVCP or CEMEX for US$1.5 billion.
2. Facilities at Southdown for up to US$1.4 billion.
After the transaction is completed, we intend to maintain our
investment grade rating as we expect our target ratios for leverage
and coverage to be around 2.7 and 4.0 and on a pro-forma basis for
year-end 2001 to be around 2.0 and 4.0 respectively.
VALENCIANA IPO
12. ARE YOU CONSIDERING DOING AN IPO?
We have not yet made any decisions about this.
13. WHAT IS THE TIMING FOR THIS TRANSACTION?
It depends on market conditions, but we will explore the
possibility of issuing equity sometime in the second half of 2001.
14. WOULDN'T THIS TRANSACTION REDUCE THE LIQUIDITY OF YOUR SHARES ON
THE NYSE AND ON THE MEXICAN BOLSA?
We will avoid losing liquidity on either the NYSE or the BMV by
targeting a different group of European institutional investors,
who could not invest in CEMEX before due to their investment
criteria. We believe that the NYSE and BMV listing will continue to
be attractive to global institutional investors as well as
dedicated regional investors.
15. DOES THIS MEAN THAT YOU HAVE ANOTHER LARGE TRANSACTION IN THE
PIPELINE THAT CANNOT BE ACQUIRED WITHOUT BREAKING UP YOUR STATED
FINANCIAL OBJECTIVES IF YOU FAIL TO ACHIEVE THE IPO?
As we have stated before, we will always be on the lookout for
investment opportunities to support our strategy. The acquisitions
must adhere to our investment criteria, which include achieving our
financial targets. A global player in our industry today must
evaluate every investment opportunity that is out there. We
constantly look at regions and facilities all over the world.
ENERGY ISSUES
16. WHAT IS THE IMPACT ON YOUR COST STRUCTURE OF THE RECENT INCREASES
IN OIL WORLDWIDE?
CEMEX, for the last few years, has been implementing a program to
burn different types of fuels in our production facilities. Most of
our efforts have been focused on burning petcoke, as this source of
energy is less volatile than fuel oil and gas.
We do not see changes in our cost structure due to increases in oil
prices worldwide. Most of our operations use coal or petcoke, which
have not been significantly affected by the oil increases. In the
case of Venezuela, we use natural gas which, due to the excess
supply, has a very stable pricing structure. Although in Mexico
fuel oil prices have increased, new investments in Cemex Mexico's
plants are being done to convert production facilities to petcoke.
By the end of the year we expect our Mexican operations to burn 40$
of petcoke from their total energy needs. In addition, Cemex Mexico
has entered a 20-year agreement with Pemex to purchase fuel grade
petcoke starting in the year 2001, thus ensuring stable energy
costs for this period.
We do not expect to have a significant decrease in margins for
Cemex, as we expect Mexico's margin to continue around 48%.
17. WHAT PERCENTAGE OF YOUR COST STRUCTURE IS REPRESENTED BY ENERGY?
Energy is an important part of costs. It represents between 20% and
40% of full production costs depending on the location and
production technology.
18. ARE YOU BEING AFFECTED BY THE NATURAL GAS PRICE INCREASES IN MEXICO?
The impact of gas prices in Mexico will not affect our cost
structure since we mostly use fuel oil and petcoke as our sources
of energy. Gas is used in limited quantities in our Mexican
operations (around 3%).
19. ARE YOU CONCERNED ABOUT ELECTRICITY PRICE INCREASES?
Cemex is constantly evaluating and developing self-supply power
generation projects in the countries where electricity prices are
significantly higher than the cost of a small to medium generation
plant or there is a deficit in electricity generation that would
affect our operations. As we have this strategy in place in all of
the countries where we operate, the electricity prices will not
significantly affect our operations or increase our costs. Cemex
will continue to look for opportunities to lower electricity costs
and take advantage of the power sector deregulation trend in the
countries where we operate.
For example, we have just started the construction of our
self-supply generation plant in Mexico to supply energy to 12 of
our cement plants. The generation plant burns petcoke and the
technology provider is Alstom/Sithe. This project ensures a low
price and guarantees the supply of electricity for our operations
in Mexico.
20. WHAT IS THE AGREEMENT WITH PEMEX REGARDING THE PETCOKE CONTRACT?
The long-term petcoke contract signed with Pemex in March 1998
guarantees an annual supply of 900,000 metric tons of fuel grade
petcoke. The term is for 20-years beginning in 2001. Substantial
annual saving are expected as this contract gives us the energy
needed for our self generation electric plant as well as our power
needs for most of our cement plants in Mexico.
SHARE BUYBACK
21. WHY DIDN'T YOU CANCEL THE SHARES THAT YOU HAVE BEEN BUYING BACK?
We have been buying our shares to hedge our Employee Stock Option
Plans and our Voluntary Employee Stock Option Plan. The option
programs as of today have been completely hedged, and as a result
of that we don't need to acquire additional shares from the market.
22. IS THIS TRANSACTION TAX EFFICIENT?
Yes, we structured the transaction to be tax efficient.
23. WHY ARE YOU BUYING BACK SHARES WHEN A FEW MONTHS AGO YOU ISSUED
SHARES FOR THE DIVIDEND PROGRAM?
The dividend election program had the purpose of giving our
shareholders the opportunity to reinvest in CEMEX shares at a
discount. The buyback program takes advantage of current CEMEX
valuation as it becomes a good investment for the company. Both
programs enhance shareholder value as one provides shares at a
discount to our existing shareholders while the other is an
effective use of our free cash flow.
GENERAL STRATEGY
24. WHAT ARE YOUR THOUGHTS OF THE CURRENT CONSOLIDATION PROCESS IN THE
GLOBAL CEMENT INDUSTRY?
As the largest multinational producers have grown over time and now
account for over 35% of the world's installed capacity (excluding
China), the M&A deals we are seeing today include those of larger
scale than what we used to see in the past. We will, however,
continue to see more traditional consolidation activities in some
regions of the world like South East Asia and the Americas. As you
know we are always seeking investment opportunities that meet our
investment criteria which we have shared with you on numerous
occasions. We are very committed to creating value to our
shareholders and we are quite comfortable that we will be able to
do so in the coming years.
25. YOU MADE PUBLIC YOUR INTEREST IN CIMPOR IN MAY. COULD YOU COMMENT
ON HOW THAT PROCESS HAS DEVELOPED AND WHAT YOU THINK WILL MOST
LIKELY HAPPEN TO CIMPOR?
As we stated in May, we have had discussions with the Portuguese
government and some Cimpor shareholders in order to explore
alternatives in which we could participate in the government's
privatization process of Cimpor. As you know, there is interest in
Cimpor from other cemet multinationals. Whenever we look at an
investment opportunity, we have to look at its value as part of the
Cemex portfolio, and how it results in value creation for our
shareholders. In our analysis of alternatives, we favor those with
the greatest opportunity for value creation potential. Investments
with a narrow opportunity in this direction will receive a lower
level of attention.
Given our momentum, diversification, and the breadth of opportunity
space, very few if any investments are crucial for CEMEX in order
to maintain our successful strategy or to strengthen our business
model. We are focused on investments that are most attractive.
Cimpor or parts of it are one of many possibilities in that
direction.
26. WHERE DO YOU THINK YOU MIGHT FIND ATTRACTIVE INVESTMENT
OPPORTUNITIES IN THE NEAR FUTURE? WOULD YOU CONSIDER MAKING
INVESTMENTS AGAIN IN THE DEVELOPED WORLD?
A global player in our industry today must evaluate every
investment opportunity that is out there. We constantly look at
regions and facilities all over the world. At this time we see
interesting opportunities in Southeast Asia, India, and the
Americas.
I would like to reiterate our commitment to a balanced global
portfolio, which would certainly include a developed market
component. In that vein, we will continue to leverage our expertise
in developing markets. If an attractive opportunity becomes
available in developed economies we may take advantage of it and
utilize such a position to bolster our growth strategy in the
developing economies. Over time, our vision is to have a portfolio
of cement assets located in countries that are predominately high
growth, and with branded product demand characteristics. This, we
feel, is the major driver of our success and our ability to deliver
high and stable margins over the last decade.
27. WHAT ARE YOUR VIEWS ON THE CEMENT MARKET IN MEXICO? WHAT ARE YOUR
VIEWS OF CEMENT PRICES IN THE MEDIUM TO LONG RUN?
This year, Mexico will be reaching volumes similar to those of 1994
(prior to the 1995 economic crisis), while the need for housing and
infrastructure has grown since then. We will be reaching these
levels thanks to the performance of the self-construction sector.
Back in 1994 demand was being driven in part by an expansion in
lending, which has not grown much since then. Given the favorable
expectations for the Mexican economy and as lending resumes, we
expect cement demand to grow steadily at a pace even faster than
GDP growth. In terms of pricing, we expect prices to rise on tandem
with inflation.
28. COULD YOU COMMENT ON YOUR EXPECTATIONS FOR CEMENT DEMAND GROWTH IN
THE SHORT TO MEDIUM TERM IN YOUR MARKETS?
In Colombia and Venezuela, we should begin to see a return to
historical growth in volumes by next year and 2002.
In Asia, the severity of the contraction that took place is likely
to result in above-average growth rates for the next two to five
years.
Mexico should continue to deliver higher than expected growth, as
foreign direct investment and portfolio capital return in response
to the policies outlined by president-elect Vicente Fox and his
team, which provide a hospitable environment to foreign investment.
Recent growth in Mexico (unlike what happened in 1992 - 1994) has
not been driven by credit expansion but rather by the external
sector of the economy, so it's less vulnerable in a slowdown. In
fact, there's more upside than downside as credit begins to flow
back into Mexico's capital markets.
In the case of Spain, we will soon be comparing ourselves against
very strong performance periods so delivering double-digit growth
will be increasingly difficult, but we don't see it slowing
significantly in the short term.
In the US, we have the benefits of both the Transportation Equity
Act for the 21st Century and the Aviation Investment and Reform Act
for the 21st Century for the market as a whole. We believe these
will, even in a soft landing scenario, probably lead to a
reasonable growth trajectory for our sector.
In Egypt, cement demand has grown at a healthy average pace of
close to 11% per year for the past five years, and the country
relies on cement imports to satisfy its domestic demand. The growth
prospects for domestic producers therefore are attractive as the
country works towards self-sufficiency.
29. COULD YOU COMMENT ON YOUR EXPECTATIONS FOR YOUR PARTICIPATION IN
SEMEN GRESIK? WILL YOU BE ABLE TO EXECUTE THIS TRANSACTION AFTER
THE SOUTHDOWN ACQUISITION AND THE SHARE BUYBACK?
The Indonesian government has expressed its interest in privatizing
its remaining stake in Gresik. However, this process has not moved
as quickly as we originally expected. We are currently working with
the Indonesian government in this process and remain committed to
increasing our stake in Gresik and to be able to fully execute our
capabilities as efficient cement plant operators. If this
opportunity becomes available soon, we are confident that we can
complete the transaction as our acquisition capacity by the end of
2001 is of about $4.5 billion, which is enough to include
Southdown, Semen Gresik and the share buyback program without
deviating us from our stated financial targets for leverage and
coverage.
30. IN THE US, COULD YOU PROVIDE US WITH AN UPDATE OF HOW THE SUNSET
REVIEW PROCESS IN GOING? WHAT WOULD BE THE IMPACT OF A RULING THAT
IS FAVORABLE TO CEMEX? A NEGATIVE RULING?
We are expecting a final determination in the Sunset Review process
in the third quarter. A favorable ruling will help in terms of
sentiment and momentum for cement producers in Mexico.
31. THE INTERNET RELATED UNDERTAKINGS SEEM TO REQUIRE A SIGNIFICANT
AMOUNT OF ATTENTION AND TIME FROM SENIOR MANAGEMENT. ARE YOU FACING
A RESOURCE CONSTRAINT AS DEMAND FOR MANAGEMENT TIME BOTH FROM YOUR
CORE BUSINESS AND FROM YOUR INTERNET EFFORT INCREASES?
We actually don't view our Internet initiatives as something
separate from our core business. In fact, we view our Internet
efforts as a proactive way to reinvent our company and to leverage
our skills even more in managing our increasingly global reach.
This translates into empowerment of company management and
therefore marks our transition into a much more efficiently managed
company.
