INVESTMENT PROPOSAL
|
Project
|
Construction of a new cement plant with a capacity of 1.5 million tons of cement per year in the Republic of Karakalpakstan.
|
|
Project goal
|
Production of cement and various grades
|
|
Sphere/industry
|
Industrial production of building materials.
|
|
Project implementation schedule
|
The term from the beginning of construction and commissioning of the project, from the moment of attracting investments is 2 years.
The term of reaching the project capacity is 5 years.
|
|
Project implementation location
|
Cement plant construction area is located in the Republic of Karakalpakstan, in Karauzak district
|
|
Information about project participants:
|
|
– initiator
|
LLC «AGROSTROYKARER»
|
|
– co-executor (in charge of the sectorial authority/ministry/agency)
|
JSC «Uzqurilishmateriallari» –
State institution, has the status of a ministry.
|
|
– creditor
|
– (there is no such bank).
|
|
Project amount
|
212,4 million USD
|
|
Expected financing sources
|
|
– own funds and loans
|
No own funds or loans
|
|
– required amount of foreign direct investment
|
Foreign direct investment at the amount of 212.4 million USD
|
|
Main costs composition
|
– construction and installation work – $43.5 million
– basic equipment (including installation supervision, components and transportation) – $152.5 million
– raw materials for the launch period (3-6 months) – $6 million
– equipment – $10 million
– other – $0.4 million
|
|
Expected profitability
|
35-36% of annual income from total revenue, per year
|
|
Expected payback period
|
7 years
|
|
Cash flow
|
– operating income in 5 years
(receipts from the sale of goods and provision of services)
– operating expenses in 5 years
(payments to suppliers of raw materials, goods and services, payment of wages to employees, payment of taxes)
See Appendix No.1
|
|
Characteristics of products planned for production
|
|
No.
|
Products
|
UM
|
Amount
|
|
1
|
Portland cement, brand 400 D0
|
thousand tons
|
100,0
|
|
2
|
Portland cement, brand 400 D20
|
thousand tons
|
400,0
|
|
3
|
High-strength portland cement without additives, brands 500, 600
|
thousand tons
|
500
|
|
4
|
Portland cement for airfield and pavement without additives, brands 400, 500
|
thousand tons
|
200
|
|
5
|
Portland oil well cement (normal, weighted and lightweight for cold and hot wells)
|
thousand tons
|
200
|
|
6
|
Sulfate-resistant Portland cement and Portland slag cement, brands 400, 500, 600
|
thousand tons
|
100
|
|
|
Total cement:
|
thousand tons
|
1500,0
|
|
|
Project capacity/productivity
|
1.5 million tons of cement per year
|
|
Contribution to the project by the initiator
|
Contribution of the initiator of the project is in assisting in implementation of the project and the enterprise LLC Agrostroykarer. On the basis of which the following were received:
1. Necessary permits from the state authorities for construction of a cement plant in the Republic of Karakalpakstan.
2. Allocation of land on 25 hectares for construction of a cement plant.
3. Technical conditions for provision of industrial site of the plant with electricity, fuel, water, railways and roads.
4. The raw material base for the cement plant was prepared. Letters of guarantee were received for the withdrawal of land plots from government agencies for obtaining licenses for industrial mining and conduction of geological exploration.
– limestone land acquisition “Aktau” – 20 hectares.
– limestone land acquisition “Karauzak” – 30 hectares.
– clay (loam) land acquisition “Karauzak” – 20 hectares.
– silicate sand land acquisition “Karauzak” – 10 hectares.
|
|
Current project status
|
Included in the State Investment Program of the Republic of Karakalpakstan
|
Information about the project initiator
|
Company
|
LLC Agrostroykarer
|
|
Details, address, contacts
|
Legal address:
Republic of Karakalpakstan, Karauzak district, Koybak.
Postal: Tashkent city, Chilanzar 2-15.
C/a 20208000904451553001 at Joint-stock commercial People’s Bank of the Republic of Uzbekistan. Yunusabad branch,
IBT 00823, CNES 16231,
TIN 205986480
Phone. +998 90 1863915
E-mail: vinisu@mail.ru
|
|
Date of the company’s foundation
|
2006
|
|
Statutory fund
|
34 975 615 UZS
|
|
Founders and distribution of shares
|
1. Sumin Viktor Nikolayevich – 100%
|
Information about the founders
|
Name
|
1. Sumin Viktor Nikolayevich
|
|
Date of birth
|
1953
|
|
Contact number
|
+998 90 1863915
|
|
e-mail
|
vinisu@mail/ru
|
GENERAL INFORMATION
|
Number and types of created jobs
|
Total jobs: 350 people, of which:
– administrative and managerial staff: 12 people
– Engineering and technical personnel: 50 people
– Main production: 165 people
– Support service – 65 people
– Career management – 58 people.
|
|
Impact of the project on the environment (Environmental Impact Statement Project), including the expected types and volumes of waste, their disposal place
|
Ecological requirements are established by the Environmental Impact Project of the State Committee of the Republic of Uzbekistan on Ecology and Environment Protection.
Requirements for emissions into the atmosphere – the maximum dust content not more than 40 mg/Nm3 at the output from electro and bag filters.
In general, the category of environmental impact is the emission of combustion products in the kiln and dust waste when grinding raw materials and cement. The method of their utilization is hose and baking electrostatic precipitators.
|
|
Information about the land for construction of the enterprise
|
The khokimiyat of Karauzak district allocated a land plot of 25 hectares for unlimited use for construction of a cement plant. The industrial site is located 0.5 km from the main source of raw materials – limestone and 2.5 km from the clay component.
|
|
Existing infrastructure
|
The following are available around the industrial site:
– high-voltage electrical networks – distance up to 200m.
– water supply networks – 5-6 km;
– natural gas network – 12 km;
– highways – 2-3 km;
– railway line – 3-4 km.
|
|
Required infrastructure
|
It is necessary to provide an industrial site for the plant:
– by electricity – power 30MW.
– by technical and drinking water – 1.3 and 0.9 3 million m3 per year
– by fuel (coal) – 178 thousand tons per year – delivery by import.
– by railroad – transportation volume 1.7 million tons per year
– by road – transportation volume – 0.35 million tons per year
|
|
Upcoming construction and installation work
|
In accordance with the issued specifications, it is necessary to develop working projects for providing industrial site of the plant with external engineering communications.
Construction and installation works to be conducted according to the developed working projects.
|
|
Design and estimate documentation
|
Start to develop design and estimate documentation after the sources of cement raw materials are finally determined (this is necessary for selection of technology and cement equipment), further the availability and conclusion of engineering geology of the plant’s industrial site (this means that it can be built on this area or not), further required sources of electricity, fuel, water, rail and road.
After that, the terms of reference from the Customer for development of design and estimate documentation for the cement plant for the General Designer to be prepared.
In practice, the General Designer of the entire project as a whole is usually determined, and a master plan for construction of a cement plant, which is divided into civil and industrial construction, is first developed. The industrial design includes only the design of the cement plant itself without external communications. The civil includes everything else.
|
|
Electric power requirement (kW/h), installed power (kW/h or mW/h
|
Installed capacity – 30,000 kW per year
Power consumption -26,000 kW per year
|
|
Water requirement (m cube)
|
Daily water demand – for technological purposes 14 742 m3 (recycled water), of which 4219.2 m3 is net water consumption, for domestic needs – 300 m3,
Annual – 1 307.9 thousand m3, for household needs – 93 thousand m3.
|
|
Gas requirement (m cube)
|
Heat consumption for clinker preparation is 3471 kJ/kg. Coal consumption per 1 ton of clinker – 127.5 kg. Total annual demand for coal will amount – 177,862 tons.
|
MARKET ANALYSIS, PRODUCT DESCRIPTION (WORKS, SERVICES)
MARKETING RESEARCH
|
Types of products
|
Listed above.
|
|
Annual production
|
|
|
1st year
|
2nd
year
|
3rd year
|
4th year
|
5th
year
|
|
Development of production capacity (1.5 million tons of cement)
|
80%
|
85%
|
90%
|
95%
|
100%
|
|
|
Estimated sales markets and their shares:
|
|
Import
|
27% of the production volume (3% stock level)
|
|
Export
|
70% of production. Russia, Kazakhstan, Turkmenistan, Azerbaijan
|
|
Production cost
(prices of products sold on the domestic market, including VAT, calculated on the basis of the rate of 1 USD = 7800 USZ).
|
|
No.
|
Products
|
UM
|
Export
Price in
USD
|
Domestic price in
USD
|
|
1
|
Portland cement, brand 400 D0
|
tons
|
55
|
60,3
|
|
2
|
Portland cement, brand 400 D20
|
tons
|
50
|
62.2
|
|
3
|
High-strength portland cement without additives, brands 500, 600
|
tons
|
100
|
|
|
4
|
Portland cement for airfield and pavement without additives, brands 400, 500
|
tons
|
90
|
76,9
|
|
5
|
Portland oil well cement (normal, weighted and lightweight for cold and hot wells)
|
tons
|
100
|
83,3
|
|
6
|
Sulfate-resistant Portland cement and Portland slag cement, brands 400, 500, 600
|
tons
|
100
|
85,9
|
|
|
Need for raw materials (per year)
|
|
Products
|
UM
|
consumption rate
|
Amount
|
|
Limestone
|
tons
|
1,1814
|
1 648 095
|
|
Clay (loam)
|
tons
|
0,1518
|
211 817
|
|
Ferrous component
|
tons
|
0,1267
|
176 788
|
|
Gypsum
|
tons
|
0,0615
|
85 793
|
|
Additives
|
tons
|
0,1290
|
51 600
|
|
|
|
1,46
|
|
|
|
Provision with raw materials
|
The cement plant planned for construction is the main raw material for clinker production. It is necessary to import corrective additives for production of oil well cement, as there are no these minerals on the territory of Uzbekistan.
1. Aktau limestone deposit – explored reserves of 17 million tons. Increase in stocks is possible.
2. Karauzak limestone deposit – it is necessary to conduct geological exploration, the expected reserves are more than 200 million tons per year.
3. Karauzak clay (loam) deposit – it is necessary to conduct geological exploration, the expected reserves are more than 20 million tons per year.
4. Karauzak silicate sand deposit – it is necessary to conduct geological exploration, the expected reserves are more than 10 million tons per year.
5. The gypsum component will be purchased and imported from Bukhara region.
6. The ferruginous component will be purchased in the Republic of Karakalpakstan.
|
|
Market volume
|
Domestic market: Republic of Karakalpakstan, Khorezm region, Bukhara region.
Foreign market: Kazakhstan, Turkmenistan, Azerbaijan, Russia.
|
|
Expected market share
|
The expected market share of Uzbekistan in cement will amount to 10.0 million tons of cement per year.
The planned sales volume of the new plant is 30% for the domestic market. This will amount to 450 thousand tons of cement.
The expected market share will amount to 5% (30 million USD), and the rest for export – (80 million USD).
|
|
Main competitors
|
The main competitors are six large plants:
– JSC Kizilkumcement – 3.0 million tons of cement per year.
– JSC Akhangarancement – 1.7 million tons of cement per year.
– JSC Bekabadcement – 1.5 million tons of cement per year.
– JSC Kuvasoycement – 0.93 million tons of cement per year.
– Jizzak Cement Plant AMMC – 0.73 million per year.
– Sherabad Cement Plant AMMC – 1.5 million per year.
Import of cement is limited. Oil well and high-strength cements are delivered.
The local market is distributed by the Government of the Republic of Uzbekistan, each cement plant is distributed geographically one or another area.
|
|
Main competitive advantages
|
There are two mini cement plants with a capacity of up to 300.0 thousand tons in the Republic of Karakalpakstan. By building a large cement plant of 1.5 million tons per year, a good market for domestic sales and exports can be gotten.
Taking into account the growth of industry and civil construction, the need for cement in the Republic of Karakalpakstan, Khorezm and Bukhara regions is expected to be up to 1.0 million tons per year. It should be taken into account that the nearby Khorezm and Bukhara regions do not have cement plants.
Turkmenistan, Azerbaijan, Russia and Kazakhstan are very close for exporting products.
|
|
Main target groups of consumers
|
Consumers:
– Civil engineering organizations (residential complexes, schools, hospitals, etc.)
– Industrial construction organizations (high-rise buildings, bridges, dams, factories, etc.)
– Private consumer (private houses, etc.)
|
|
Sales structure by target consumer groups
|
Realization of finished products is carried out through Uzbek Commodity Exchange.
|
|
Pricing strategy
|
Prices are taken from the calculation of the average consumer prices for cement in the domestic and foreign markets.
|
|
Final product cost structure
|
The average cost of 1 ton of cement is 42 USD. The share of raw materials is 22% or 9.24 USD.
|
|
Patents, licenses, certificates in accordance with the current legislation
|
There is a license for wholesale trade. It is necessary to obtain licenses for industrial extraction of raw materials.
|
|
Formed base of potential customers with a confirmed willingness to purchase products
|
Finished goods are sold through the Uzbek Commodity Exchange
|
|
Marketing research
|
Marketing research is taken at the rate of needs for cement in the Republic of Uzbekistan.
|
|
Presentation component of the project
|
– sketches
– presentation
– multimedia materials (nothing is ready yet)
|
|
Additional information
|
– tax benefits
– customs privileges
– other preferences
|
|
Project risks
|
|
PRODUCTION TECHNOLOGY
AND BASIC EQUIPMENT PARAMETERS
|
Type of equipment
|
To be determined by the project
|
|
Country of origin
|
To be determined by the investor
|
|
Productivity
|
To be determined by the project
|
|
Price in USD
|
|
Project work
|
124 359
|
3 000 000
|
3 124 359
|
|
Mechanical and electrical equipment
|
3 910 256
|
120 000 000
|
123 910 256
|
|
Construction and assembly work
|
1 987 179
|
41 500 000
|
43 487 179
|
|
Installation supervision, commissioning, training
|
|
2 000 000
|
2 000 000
|
|
Spare parts for 2 years
|
|
3 500 000
|
3 500 000
|
|
Travel expenses and insurance
|
|
8 000 000
|
8 000 000
|
|
Career equipment
|
|
12 000 000
|
12 000 000
|
|
Special equipment
|
|
10 000 000
|
10 000 000
|
|
Total investment costs
|
6 021 795
|
200 000 000
|
206 021 795
|
|
|
Energy consumption
|
30 000 kw
|
|
Installed power
|
26 000 kw
|
|
Overall dimensions of the equipment
|
To be determined by the project
|
|
Main equipment weight
|
The weight of the main equipment to be specified when designing a cement plant.
|
|
Main equipment units (lines)
|
1. Warehouses for raw materials.
2. Raw mill.
3. Raw meal silos.
4. Five-stage heat exchanger.
5. Rotating horizontal oven.
6. Griddles.
7. Tent warehouse clinker.
8. Cement mill
9. Cement silos
10. Packaging
|
|
Working hours per year
Duty cycle
|
Around the clock work, 310 days a year, 3 shifts of 8 hours per shift
|
|
Frequency of conducting the planned preventive maintenance (PPM)
|
Established by the regulations of production works.
|
|
Number of people involved in the production process and their functions
|
A number of people are taken from similar production.
The data is in the appendix No.2.
|
PHASED DESCRIPTION OF PRODUCTION TECHNOLOGY
This technology is designed for the line on production of cement by dry method.
Portland cement production includes a number of technological operations that can be divided into two main groups.
- The first is clinker production operations.
- The second is grinding of clinker together with gypsum and mineral additives for preparation of portland cement.
Mining work
Natural (“primary”) raw limestone and clay/loam are mined in quarries, which, in most cases, are located near the cement plant. After extraction, the raw material is crushed directly in the quarry and transported to the cement plant for averaging and intermediate storage, homogenization and further processing.
“Corrective” materials such as alumina, iron ore or sand may be necessary in chemical composition of the raw mix in accordance with the requirements of the process and technical requirements for the product. The amount of corrective materials is usually very small compared to the total volumes of the main raw material.
Raw material preparation
After averaging and intermediate storage, the raw material is dried and frayed in certain and well controlled proportions in the mills, resulting in a raw flour for the dry process.
The resulting intermediate product, that is the raw flour is preserved and then homogenized in raw material silos, which results in the required homogeneous chemical composition before being sent to the kiln. As a rule, approximately 1.5-1.6 tons of (dry) raw materials are needed for production of one ton of sintered material – clinker.
Fuel preparation
Conventional fuel is mainly natural gas used in cement industry. Coal, fuel oil (product resulting from refining of crude oil) and crude oil (“bunker C”) used as a reserve fuel. In our case, we take coal as a basis.
Fuel preparation, that is milling, drying, grinding, and homogenization is usually done on site. This requires coal mills, bunkers and facilities for solid fuel storage, tanks for liquid fuels and appropriate transport and supply systems to the kilns. Fuel consumption largely depends on the main technological process used for sintering cement clinker.
Sintering cement clinker
The finished raw material enters the cyclone heat exchanger (where the decarbonization process takes place) and then enters the kiln, where it undergoes heat treatment process and sintering (or “clinkerization”, for example, when the clinker is mineralized at temperatures up to 1450 °C). The sintered product “clinker” is cooled by a stream of air up to 100-200 °C and transported to the storage location.
The drum furnace itself is an inclined steel pipe with a ratio of diameter and length. A slight slope (from 2.5 to 4.5%), along with slow rotation (0.5-4.5 turns per minute), allow the processed materials to be moved long enough for achieving the thermal conversion of the required process.
High temperature in the kiln is used for drying raw materials, solid fuels or mineral additives in the mill. Processed gases pass through electrostatic precipitators or bag filter systems before they are released into the atmosphere.
Cement grinding
Portland cement is produced by joint grinding of clinker cement with a small amount of natural or industrial gypsum (or anhydrite) at a cement plant. Cements with additives (or “mixed” cement) contain other elements, for example, crushed blast-furnace slag, natural or industrial tuff (for example, volcanic tuffs or ash – waste from thermal power plants), or inert fillers, such as diabase-porphyrite.
Mineral additives are introduced during crushing together with clinker or milled separately and mixed with Portland cement.
Grinding equipment can be located remotely from clinker production.
Different types of cement should be stored separately in cement bins prior to bagging and shipment to the consumer.
Cement shipment
Cement can be shipped either in bulk, or packed in bags and stacked for shipment. The use of transportation modes (roads, railways, waterways) depend on local conditions and requirements.
Appendix No.2
|
Position
|
Number
|
|
EXECUTIVE OFFICE
|
|
Director General
|
1
|
|
Deputy Director
|
2
|
|
Chief Engineer
|
1
|
|
Chief Power Engineer
|
1
|
|
Chief mechanical engineer
|
1
|
|
Head of Sales Department
|
1
|
|
Human Resources Inspector
|
1
|
|
Legal Adviser
|
1
|
|
Chief Accountant
|
1
|
|
Accountant-Cashier
|
1
|
|
Head of Procurement Department
|
1
|
|
TOTAL:
|
12
|
|
Engineering and Technical Staff
|
|
Engineer for the operation of the main technological equipment
|
30
|
|
Service mechanic of the main technological equipment
|
10
|
|
Energetic
|
10
|
|
TOTAL:
|
50
|
|
Main production
|
|
Shift Supervisor
|
5
|
|
Technologist
|
5
|
|
Head master
|
5
|
|
Working staff
|
150
|
|
TOTAL:
|
165
|
|
Support service
|
|
Garage service
|
30
|
|
Food service and maintenance
|
10
|
|
Security service
|
20
|
|
Marketing service
|
5
|
|
TOTAL:
|
65
|
|
Mining works
|
|
Head of the Mine
|
2
|
|
Working staff
|
56
|
|
TOTAL:
|
58
|
|
ALL:
|
350
|
Appendix No.1
|
Cash flow for financial planning
|
|
|
|
|
|
|
USD
|
|
|
Production
|
|
|
1
|
2
|
3
|
4
|
5
|
|
Full inflow of real cash
|
93 240 892
|
100 987 248
|
107 157 998
|
113 117 883
|
119 077 767
|
|
national currency
|
26 323 692
|
28 484 923
|
30 196 673
|
31 876 058
|
33 555 442
|
|
foreign currency
|
66 917 200
|
72 502 325
|
76 961 325
|
81 241 825
|
85 522 325
|
|
|
|
|
|
|
|
|
Full outflow of real cash
|
48 964 267
|
52 984 842
|
56 019 593
|
59 083 292
|
61 891 624
|
|
Capital gains:
|
|
|
|
|
|
|
Increase in current assets
|
906 226
|
329 803
|
255 367
|
255 367
|
0
|
|
Manufacturing production costs
|
37 065 422
|
40 668 204
|
42 888 444
|
45 098 624
|
47 308 803
|
|
The amount of VAT paid for raw materials and services
|
4 790 324
|
5 089 719
|
5 389 114
|
5 688 509
|
5 987 905
|
|
VAT amount to be offset
|
618 124
|
759 957
|
811 894
|
857 357
|
902 821
|
|
Income tax
|
2 810 824
|
3 089 174
|
3 359 786
|
3 615 823
|
3 871 860
|
|
Allocations to the social infrastructure
|
2 773 346
|
3 047 985
|
3 314 989
|
3 567 612
|
3 820 235
|
|
Surplus (deficit)
|
44 276 625
|
48 002 406
|
51 138 405
|
54 034 591
|
57 186 144
|
|
Cumulative cash balance
|
44 276 625
|
92 279 031
|
143 417 436
|
197 452 027
|
254 638 170
|
|
debt service ratio
|
1,0
|
1,0
|
1,0
|
1,0
|
1,0
|
|
Total annual costs of products sold
|
|
|
|
|
|
|
USD
|
|
|
Production
|
|
|
|
|
|
|
1
|
2
|
3
|
4
|
5
|
|
Productive capacity
|
80%
|
85%
|
90%
|
95%
|
100%
|
|
Raw materials:
|
|
|
|
|
|
|
main raw material
|
8 477 660
|
9 007 514
|
9 537 368
|
10 067 222
|
10 597 076
|
|
auxiliary raw materials
|
2 546 526
|
2 705 684
|
2 864 842
|
3 024 000
|
3 183 158
|
|
Salary:
|
|
|
|
|
|
|
production personnel
|
1 457 280
|
1 548 360
|
1 639 440
|
1 730 520
|
1 821 600
|
|
Income tax deduction (25%)
|
364 320
|
387 090
|
409 860
|
432 630
|
455 400
|
|
Depreciation of production assets
|
13 433 077
|
13 433 077
|
13 433 077
|
13 433 077
|
13 433 077
|
|
Engineering communications costs
|
15 671 083
|
16 650 526
|
17 629 969
|
18 609 411
|
19 588 854
|
|
Transportation costs
|
2 012 650
|
2 138 440
|
2 264 231
|
2 390 021
|
2 515 812
|
|
Spare parts
|
1 400 000
|
1 487 500
|
1 575 000
|
1 662 500
|
1 750 000
|
|
Maintenance of fixed assets
|
268 662
|
268 662
|
268 662
|
268 662
|
268 662
|
|
Production cost
|
45 631 258
|
47 626 853
|
49 622 448
|
51 618 043
|
53 613 638
|
|
Stocks of manufactured products
|
1 368 938
|
1 428 806
|
1 488 673
|
1 548 541
|
1 608 409
|
|
Production cost of goods sold
|
44 262 320
|
47 566 985
|
49 562 580
|
51 558 175
|
53 553 770
|
|
Administrative overhead:
|
|
|
|
|
|
|
Administrative and managerial staff wage
|
129 000
|
129 000
|
129 000
|
129 000
|
129 000
|
|
Income tax deduction (25%)
|
32 250
|
32 250
|
32 250
|
32 250
|
32 250
|
|
Other administrative expenses
|
87 976
|
95 290
|
101 119
|
106 743
|
112 367
|
|
Marketing costs
|
439 881
|
476 451
|
505 593
|
533 713
|
561 833
|
|
Exchange charges
|
743 130
|
804 868
|
854 049
|
901 550
|
949 050
|
|
Land tax
|
1 087
|
1 087
|
1 087
|
1 087
|
1 087
|
|
Mineral tax
|
201 639
|
214 241
|
226 843
|
239 446
|
252 048
|
|
Property tax
|
1 522 051
|
1 445 949
|
1 369 846
|
1 293 744
|
1 217 641
|
|
Deductions to the Pension Fund
|
1 407 618
|
1 524 644
|
1 617 899
|
1 707 883
|
1 797 867
|
|
Deductions to the Road Fund
|
1 231 666
|
1 334 064
|
1 415 661
|
1 494 397
|
1 573 134
|
|
Deductions to the Reconstruction Fund
|
439 881
|
476 451
|
505 593
|
533 713
|
561 833
|
|
Period expenses
|
6 236 179
|
6 534 296
|
6 758 941
|
6 973 526
|
7 188 110
|
|
|
|
|
|
|
|
|
Cost of products sold
|
50 498 499
|
54 101 281
|
56 321 521
|
58 531 701
|
60 741 880
|
|
|
|
|
|
|
|
|
Average cost per ton (in USD)
|
43,4
|
43,0
|
42,3
|
41,6
|
41,0
|
|
Average cost per ton (in UZS)
|
338 392,0
|
335 351,8
|
329 699
|
324 587
|
319 986
|
|
Report on net income from operations
|
|
|
|
|
|
|
USD
|
|
Stat
|
Production
|
|
|
|
|
|
1st year
|
2nd year
|
3rd year
|
4th year
|
5th year
|
|
Sales revenue
|
93 240 892
|
100 987 248
|
107 157 998
|
113 117 883
|
119 077 767
|
|
VAT on local sales
|
5 264 738
|
5 696 985
|
6 039 335
|
6 375 212
|
6 711 088
|
|
Net revenue
|
87 976 154
|
95 290 263
|
101 118 663
|
106 742 671
|
112 366 679
|
|
Production cost
|
44 262 320
|
47 566 985
|
49 562 580
|
51 558 175
|
53 553 770
|
|
Gross profit
|
43 713 834
|
47 723 278
|
51 556 083
|
55 184 496
|
58 812 909
|
|
Period expenses
|
6 236 179
|
6 534 296
|
6 758 941
|
6 973 526
|
7 188 110
|
|
Profit from operating activities
|
37 477 654
|
41 188 982
|
44 797 142
|
48 210 971
|
51 624 799
|
|
Income tax
|
2 810 824
|
3 089 174
|
3 359 786
|
3 615 823
|
3 871 860
|
|
Profit less income tax
|
34 666 830
|
38 099 809
|
41 437 357
|
44 595 148
|
47 752 939
|
|
Tax on improvement and development of social infrastructure
|
2 773 346
|
3 047 985
|
3 314 989
|
3 567 612
|
3 820 235
|
|
Net profit
|
31 893 484
|
35 051 824
|
38 122 368
|
41 027 536
|
43 932 704
|
|
Net Profit/Income
|
34%
|
35%
|
36%
|
36%
|
37%
|
|
Net Profit/Cost
|
63%
|
65%
|
68%
|
70%
|
72%
|
