by benthonic » Thu Apr 14, 2011 1:11 pm
with LEI and DOW hit by cost over-runs, poor contract maintenance and other management issues, time to look at the PLUSES and MINUSES
The Australian economy has recently been described as being two-speed, with resource and materials (mining and energy) moving higher, driven by demand and increasing commodity prices, and the rest – including retail, finance and older style industrials – underperforming. ...
On a general level, what has been termed the commodities ‘super-cycle’ has currently producing mines working at full capacity and seeing commodity prices trend upward. This latest incarnation of the resources boom was gaining speed prior to the GFC in 2008-09 but slowed dramatically through that period as finance dried up and orders were cancelled. Since then, the ‘China story’ and that of other emerging economies such as Brasil and India, of sustained annual growth brought on by industrialisation and urbanisation, has re-emerged.
With its vast store of mineral wealth, Australia is a beneficiary of this process. Rarely a week goes by without reference to major projects being mooted or brought on stream. For example:
- Coal seam gas developments in Qld to export LNG have been costed at more than $35 billion, and at least four major projects are in development;
- Offshore Gas projects, such as Pluto, Gorgon, Browse, Sunrise and others, looking to deliver LNG to Asian customers, are in progress in WA and NT;
- BHP recent stated it will spend $80billion over the next 5 years, a lot of it in Australia (including Olympic Dam SA expansion). It confirmed $10billion on 25 March on WA iron ore and Qld coal mines;
- Rio has announced it will double its Hamersley iron ore output;
- Many second tier projects have seen exploration minnows transform to producers as contacts are signed and finance sourced. These range from Fortescue and Atlas for iron ore mines through to projects looking to develop Rare Earth and non-ferrous minerals, including Gold, from a range of companies.
At their conference in March 2011, BIS Shrapnel economists predicted overall capex spend will remain high for the next five years. Private capital expenditure (capex) estimates from the Australian Bureau of Statistics (ABS) for the full financial year reflect the large-scale expansion of the resources sector. The fifth estimate for total business investment in 2010/11 is $128.93 billion, or 16.2 per cent higher than the corresponding estimate for 2009/10. The ABS also said the first capex estimate for 2011/12 was $132.716, up by 30.3 per cent from the first estimate for 2010/11.
Major beneficiaries of the super-cycle are the miners; others, the subject of this review, are the contractors and engineers. Sometimes referred to as the “pick and shovel suppliers” of old – but in the modern context, they are necessarily highly technical and sophisticated providers of services and advice. Engineering and construction prospects in the short to medium term remain positive with a healthy forward work load as the resources and energy project pipelines continuing to strengthen, creating ongoing high levels of tendering activity.
Australia has a diversified group of service providers which have been re-rated en masse since October 2010 on the anticipation that strong projected capex spending in 2011 and beyond will translate into many additional orders, and thus sharply higher profits. As a result, share prices moved beyond broker price targets and in many cases well beyond consensus price targets. The rising tide has turned many players in the sector into winners.
Large cap, multi-function, trans-nationals .... LEI, DOW, WOR, UGL, TSE
Smaller and specialised – mining ............... AAX, ANG, BKN, EHL, CLO, FGE, FWD, IDL, LYL, MLD, MND, MYE, NFK, NOD, RCR, RQL, SDM, WDS
Civil engineers ................................... CDD, MAH, NWH, SWL, WTP
Smaller and specialised – Drilling ............... BLY, DCG, SWK, CKK
Smaller and specialised – oil and gas .......... IMD, MCE, MIO, MRM, NMS,
HOWEVER The above list of ASX listed companies operating in this space is not exclusive, and nor does it differentiate between the good and the bad.
Contractors almost by definition are dependent on the contracts they can win, the successful tenders that will bring business to them. Getting the price right, and having a profitable outcome, is paramount. Risk can be managed by not having fixed-price arrangements but rather take-or-pay or cost-plus-margin outcomes. Cost blowouts are frequent when new and singular projects are undertaken. Completion risks include cost over-runs, weather, labour issues, ability to attract staff and design shortcomings. Government business carries extra risk of lengthy process and mid-project alteration or even cancellation.
..... and I am sure there are more -ves out there. For every UGL there is a DOW, for every FWD there is a NOD, for every MRM there is a MIO and for every MIO there is a NMS causing shareholder pain. And LEI.