CHAPTER TWO

COMPANY PROFILE

2.1 HISTORY OF COMPANY

LAFARGE AFRICA PLC , is a cement manufacturing company in Nigeria. It was

incorporated in Nigeria on 26 February, 1959 and commenced business on 10 January, 1961. It

stands to enjoy high value creation from the Lafarge branding equity as the Group introduces a

turning point to display customer orientation, technical excellence and innovation from the

branding platform. Lafarge Africa Plc is the oldest cement manufacturing company in Nigeria.

The Company formerly Known as Lafarge Cement WAPCO Nigeria PLC and changed its name

after a special resolution was passed and voted in favour of by the shareholders at the Annual General

Meeting held on Wednesday 9 July 2014. The change of name became effective with the acquisition

of shares in Lafarge South Africa Holdings (Proprietary) Limited (LSAH), United Cement Company

of Nigeria Limited (Unicem), Ashaka Cem PLC (AshakaCem) and Atlas Cement Company Limited

(Atlas).

The Companys corporate head office is situated at 27B Gerrard Road, Ikoyi, Lagos. Lafarge

Africa PLC is in the business of manufacturing and selling of Cement and other cementitious

products such as Ready-Mix concrete, Aggregates and Fly-Ash. Lafarge is the world leader in

building materials, with top-ranking positions in three of its activities: No 1 worldwide in

Cement, No 2 worldwide in Aggregates & Concrete, and No 3 worldwide in Gypsum. On July

15, 2015, Lafarge S.A. France and Holcim Limited, Switzerland joined to create a new company,

Lafarge Holcim, Switzerland. The implication of the merger is that Lafarge Africa PLC is now

a member of the worlds number one building materials company. LafargeHolcim is thus the

ultimate controlling parent.

Lafarge Africa Plc, Ewekoro Plant is a subsidiary of LafargeHolcim and has the brand

Elephant Cement which is of impeccable standard and quality. The company has consistently
won the Nigerian Industrial Standards (NIS) Certificate for product quality by the Nigerian

Standard Organization for over two decades now. Lafarge Africa plc, Ewekoro Plant is NIS ISO

9001:2008 certified.

2.2 LOCATION OF THE COMPANY

Lafarge Africa Plc (NIG) corporate head office is situated at 27B, Gerrard Road, Ikoyi,

Lagos. The Cement business of Lafarge Africa Plc's operations has six plants in Nigeria.

Lafarge Africa Plc, Ewekoro Plant 1 situated at Km 64, Lagos/Abeokuta Expressway,

Ewekoro, Abeokuta, Ogun State.

Lafarge Africa Plc, Ewekoro Plant 2 situated at Km 64, Lagos/Abeokuta Expressway,

Ewekoro, Abeokuta, Ogun State.

Lafarge Africa Plc, Sagamu Plant situated at Km 64, Lagos/Ikorodu Rd, Sagamu, P.M.B

2027, Sagamu, Ogun state.

Lafarge Africa Plc, Mfamosing plant situated at Mfamosing, 40km north-east of Calabar,

Cross River State.

Lafarge Africa Plc, Ashaka Plant situated at Ashaka Works, P. M. B. 3276,

Gombe, Gombe State.

Atlas Cement Company Limited Office in Atlas Road, Federal Ocean Complex, Rivers

State.

2.3 VISION, MISSION STATEMENT, SAFETY CORE VALUES & POLICIES.

At Lafarge Africa Plc, our vision is building a stronger Nigeria safely, ethically and

sustainably through innovative construction solutions.

Lafarge is committed to:

A. Offering our customers the best in innovative materials and reliable products and

services.

B. Reinforcing our position as the world leader for our suppliers, employees, customers and

shareholders.
2.3.1 Plant Vision Statement

To continuously break new positive records in the area of safety, volume, competencies,

product quality and cost optimization.

2.3.2 Plant Mission Statement

Our aim is to produce maximum volume at minimum cost without compromising product

quality, safety of employees, contractors and properties.

2.3.3 Safety Core Values

Lafarge Africa Plc embraces and adopt Incident and Injury FreeTM Safety (IIFTM

Safety) Culture and the vision is to become a high performing plant where Respect is all

Encompassing for Self, Others and the Rules, resulting in Zero Accident. The Safety

Core Values are;

C Care for one anothers Safety

R Responsibility for our own Safety

I Increased Awareness of Risk

S Speaking up when others are at risk

P Permitting others to speak up to us.

2.3.4 Lafarge Plant Policies

Health and Safety Policy Statement

Lafarge is committed to providing a safe and healthy environment for its

stakeholders and to conducting its various businesses in a safe manner. Health & Safety

are the core values that must be incorporated into all aspects of our business.

We integrate health and safety objectives into our management systems at all levels

of the Group. Management is accountable for the prevention of injuries and occupational

illness.

When it comes to safety, the only acceptable number is zero zero accidents,

incidents or occupational illness. Reaching this goal is critical for us to reach excellence.
 Quality Policy Statement

Lafarge Africa Plc, Ewekoro Plant is committed to meeting quality requirements

and to continually improve in all its operations for the production of Cement. We ensure

effective implementation of NIS ISO 9001:2008 MS requirements, carry out our

operations to meet defined quality targets and ensure the supply of products which meet

or exceed our customers expectations.

Environmental Policy Statement

The Ewekoro Plants Environmental Policy is committed to:

a. Protection of the environment, prevention of pollution and conservation of nature

in all its operations, products and services.

b. Continual improvement in our environmental performance of Plants

environmental aspects and impacts such as in the use of energy, raw

materials/natural resources and effective management of waste discharges to

land, air and water.

c. Compliance with applicable legal requirement at the local, state and federal levels

and other requirements to which the organization subscribes.

2.4 JUSTIFICATION OF MY CHOICE OF INDUSTRY AS RELEVANT TO

CHEMICAL ENGINEERING

At Lafarge Africa Plc, Ewekoro Plant where I did my SIWES, I was attached to the

Process Department but had the opportunity to visit various departments that takes part

actively in cement production. This is to understand and appreciate the importance of process

optimization in cement production.

In Process Department, We contribute to the plant optimization by production cost

reduction through energy saving and production volume maximization. It relates to Chemical

engineering in optimization of plant processes by producing the maximum volume at the

lowest cost possible without impacting the quality of the product.

2.5 ORGANOGRAM OF THE PLANT

PLANT MANAGER

Human Environmental Maintenance

Health & Safety Plant Controller Production Optimization
Resources Manager Manager
Manager Manager Manager Manager
Manager

Electrical Manager
Training Procurement
Quarry Process
Manager Manager
Manager Engineer(s)

Quarry
Electrical
Inventory Team
Engineers
Manager Plant
Chemist

Electrical
Technician

Store(s)
Keeper Production Co-
Ordinators
Quality
Mechanical Assurance Team
Manager (QAT)

Shift
Mechanical
Supervisor(s)
Engineers

Mechanical
Technicians
Control Room
Operator(s)

Method
Manager

Patroller(s)

Mechanical
Planners
LAFARGE AFRICA
EWEKORO PLANT 1 Mechanical
Dispatch
Manager
Inspectors

Automation
Manager

Dispatch
Team

Plant Management Team Automation

Engineers

Automation
Technicians

Support Functions Operational Functions

FIG 2.1: ORGANOGRAM OF THE PLANT

 2.6 VARIOUS UNITS/DEPARTMENTS IN THE ORGANIZATION

The major units/departments in the organization and some/summary of their functions

include;

2.6.1 Plant Management Team

The Plant Management team consist of the Plant Manager and all other managers

which include Production Manager, Maintenance Manager, Optimization Manager,

Health and Safety Manager, Human Resources Manager, Procurement Manager and

Environmental Manager. Some of their functions include;

I. Develop and maintain high plant performance standards: safety, sustainable industrial

excellence, people development & mobilization and customer orientation.

II. Develop the value of the plant assets: equipment, reserves, skills and organization, Plant

Image (stakeholders relationships).

III. Formulate the vision and set the priorities of the plant with the manufacturing director.

IV. Define the Plant Performance Improvement Plan (PIP) with the relation managers

support.

V. Prepare the annual plant budgets and ensure the constant follow up along the year.

VI. Set the plant objectives and cascade them down to his subordinates in a stretch and

coherent manner.

VII. Ensure that the products meet the quality specifications and decide to stop the deliveries

in case of non-conformities.

VIII. Optimize and adapt the production process and equipment in line with Plant Performance

Improvement Plan (PIP).

2.6.2 Production Department

The Production department ensures the optimum functioning of the production

process with respect to quality and production objectives, daily planning and plant safety

and environment procedures. They are responsible for running and operating the whole
 plant, through a Distributed Control System) in a Central Control Room (CCR), where

they can remotely control any equipment in the whole plant.

2.6.3 Quarry Department

The Quarry department is responsible for production operations in the mining &

quarrying environment and to supply raw materials in the required quality and quantity

to the plant raw material store. They mine the proper grade and of quality of the raw

materials (limestone and shale) as recommended by the plants requirements.

2.6.4 Electrical Department

The Electrical department is responsible for the design, installation, maintenance and

repair of electrical equipment and perform isolation/de-isolation with the highest level of

safety, quality and effectiveness to maximize equipment availability. They also control

the power transmission as well as control system design using software.

2.6.5 Automation Department

The Automation department is responsible for the design, installation, maintenance

and repair of process instruments to ensure reliability of data and allow process control

optimisation. They program, operate, maintain, diagnose and troubleshoot the plant

instrumentation control system and the third level automation systems (LUCIE, QMC,

IP21, ADAP, etc.) from hardware and software point of view.

2.6.6 Methods Department

The Methods department is responsible for the planning and scheduling of

maintenance operations, looking for the optimum use of resources, equipment

availability and maintenance cost. They promote the maintenance processes, ensuring

application of maintenance procedures, methods and best practices. They also ensure

good working conditions and safety for maintenance operations.

They also measure and monitor equipment conditions, analyse trends, and

identify/propose the needs for maintenance (mechanical, electrical, mobile equipment,

instrumentation and civil works), taking into account production constraints.

2.6.7 Mechanical Department

The Mechanical department is responsible for mechanical maintenance jobs with the

highest level of quality, safety and effectiveness at minimum cost to maximise equipment

availability. They conduct regular inspection of the plant equipment, design methods and

planning for spares and execution of jobs to improve/repair certain parts, as well as to fix

the parts during a break down or shutdown.

2.6.8 Process Department

The Process department develops and maintains high plant performance standards

and by developing the value of the plant assets (equipment, reserves, competencies,

stakeholders relationships). They optimize and adapt the production process and

equipment in line with PIP and ensure that the production commitments in terms of

volumes, deadlines, quality, costs and environmental aspects are respected.

2.6.9 Quality Department

The Quality department defines and implements the short, medium and long term

strategies to meet the plant products specifications (official standards, market objectives,

operational targets) while contributing to optimize the global costs (clinker reactivity,

raw mix composition, etc.) They conduct physical and chemical analysis in order to

determine whether the raw materials, semi-finished and end products comply with the

specifications (norms and internal specifications).

2.6.10 Human Resources Department

The Human Resources department proactively manage the organisation and human

resources of the plant, in order to provide and develop an effective workforce meeting

short and long term needs. They define and propose HR policies for the plant:

recruitment, training and development, career management, reward, industrial and social

relations, H&S and communication. They also supervise Personnel Administration and

Payroll for the site, ensuring on-time delivery, accuracy of information provided and legal

compliance (especially for payroll, annual social statements, individual contracts).

2.6.11 Health and Safety Department

The Health and Safety department establishes a generative Health & Safety Culture

within the plant through the promotion, management and maintenance of the Corporate,

Regional and BU Health & Safety Policy, System and Guidelines; compliance and

adherence to all the applicable local laws; providing expert advice on all related health &

safety issues; and contribute in achieving the plant objectives. They guarantee that the

Health & Safety Management System is applied. They also ensure the use of Personal

Protective Equipment.

2.6.12 Environment Department

The Environment department organises and manages the Departments human,

financial and material resources to optimise the quality of its services and its technical

and economic performance. They also ensure safe environment in the plant to ensure

efficient operation. Their major task is to ensure regular monitoring of plant emissions,

making sure they are in accord with the compliance of regulatory bodies as well as

suggesting measures to reduce environmental damage.

2.6.13 Procurement Department

The Procurement department ensures the right materials (be it raw materials,

mechanical equipment or stationaries) are purchased through the best market and price.

2.7 PROCESS DEPARTMENT

Process Department is one the major departments in Lafarge Africa Plc, Ewekoro

Plant and they are responsible for maintaining the plants process parameters (mass

flowrate, heat flowrate, air flowrate, temperature, pressure and other utilities) and gives

recommendations to mitigate failures/breakages during plant operation, while

minimizing cost. They also ensure optimum production at the minimum cost possible.

2.7.1 Functions of Process Department

A. Address production/process bottlenecks for a better output or a greater stability.

B. Regularly monitor the parameters relating to plant operation.

C. Monitoring of various plant performance and coordination of manufacturing activities.

D. Conduct Plant Test Fan audit, Air flow measurements, Preheater efficiency, etc.

E. Conduction of material and energy balance on the raw mill, kiln & cement mills and

interpretation of the results.

F. Monitoring of product quality through process interactions and implementations of best

practices.

G. Analyse and Interprete operation/process trends.

H. Writing of daily plant operation and performance report.

I. Liaise with the technical management on process issues and take part in the plant

development projects.

J. Participate in annual budget preparation.

K. Recommend improvement on existing methods, systems and work instructions.

L. Carry out process measurements, inspections, and analysis.

M. Monitor the parameters relating to plant operations and develop methods for better output

and greater stability of the production process.