34.

PROFILE ON THE PRODUCTION OF

CARBON BLACK
 34-ii

TABLE OF CONTENTS

PAGE

I. SUMMARY 34-2

II. PRODUCT DESCRIPTION & APPLICATION 34-3

III. MARKET STUDY AND PLANT CAPACITY 34-4

A. MARKET STUDY 34-4
B. PLANT CAPACITY & PRODUCTION PROGRAM 34-6

IV. MATERIALS AND INPUTS 34-7

A. RAW & AUXILIARY MATERIALS 34-7
B. UTILITIES 34-8

V. TECHNOLOGY & ENGINEERING 34-8

A. TECHNOLOGY 34-8
B. ENGINEERING 34-9

VI. MANPOWER & TRAINING REQUIREMENT 34-13

A. MANPOWER REQUIREMENT 34-13
B. TRAINING REQUIREMENT 34-14

VII. FINANCIAL ANLYSIS 34-15

A. TOTAL INITIAL INVESTMENT COST 34-15
B. PRODUCTION COST 34-16
C. FINANCIAL EVALUATION 34-17
D. ECONOMIC & SOCIAL BENEFITS 34-19
 34-iii

I. SUMMARY

This profile envisages the establishment of a plant for the production of carbon black with a
capacity of 1,500 tons of per annum. Carbon black is used as pigmentation, ultraviolet (UV)
stabilization and conductive agents in the production of tires and Industrial Rubber Products,
plastics, electrostatic Discharge (ESD) Compounds, high performance coatings and toners and
printing inks.

Since there are no local producers of carbon black, the demand for the product is entirely met
through import. The present (2012) demand for the products is estimated at 1,262 tons per
annum. The demand is projected to reach 2,003 tons and 2,942 tons by the year 2018 and year
2023, respectively.

The principal raw material required is crackers residue cycle oil (aromatic residue) which has to be
imported.

The total investment cost of the project including working capital is estimated at Birr 21.14
million. From the total investment cost, the highest share (Birr 11.17 million or 52.83%) is
accounted by fixed investment cost, followed by initial working capital (8.06 million or 38.14%)
and pre operation cost (Birr 1.91 million or 9.03%). From the total investment cost, Birr 4.43
million or 16.69% is required in foreign currency.

The project is financially viable with an internal rate of return (IRR) of 25.50% and a net present
value (NPV) of Birr 20.04 million, discounted at 10%.

The project can create employment opportunities for 82 persons. The establishment of such
factory will have a foreign exchange saving effect to the country by substituting the current
imports. The project will also create forward linkage with the manufacturing sector by supplying
the inputs required by the sector and also generates income for the Government in terms of tax
revenue and payroll tax.
 34-iv

II. PRODUCT DESCRIPTION AND APPLICATION

Carbon black is a material produced by the incomplete combustion of heavy petroleum products
such as FCC tar, coal tar, ethylene cracking tar, and a small amount from vegetable oil. Carbon
black is a form of amorphous carbon that has a high surface-area-to-volume ratio, although its
surface-area-to-volume ratio is low compared to that of activated carbon.

Traditionally, carbon black has been used as a reinforcing agent in tires. Today, because of its
unique properties, the uses of carbon black have expanded to include pigmentation, ultraviolet (UV)
stabilization and conductive agents in a variety of everyday and specialty high performance
products, including:

 Tires and Industrial Rubber Products: Carbon black is added to rubber as both a filler
and as a strengthening or reinforcing agent. For various types of tires, it is used in inner
liners, carcasses, sidewalls and treads utilizing different types based on specific performance
requirements. Carbon black is also used in many molded and extruded industrial rubber
products, such as belts, hoses, gaskets, diaphragms, vibration isolation devices, bushings, air
springs, chassis bumpers, and multiple types of pads, boots, wiper blades, fascia, conveyor
wheels, and grommets.

 Plastics: Carbon blacks are now widely used for conductive packaging, films, fibers,
moldings, pipes and semi-conductive cable compounds in products such as refuse sacks,
industrial bags, photographic containers, agriculture mulch film, stretch wrap, and
thermoplastic molding applications for automotive, electrical/electronics, household
appliances and blow-molded containers.

 Electrostatic Discharge (ESD) Compounds: Carbon blacks are carefully designed to

transform electrical characteristics from insulating to conductive in products such as
electronics packaging, safety applications, and automotive parts.
 34-v

 High Performance Coatings: Carbon blacks provide pigmentation, conductivity, and UV

protection for a number of coating applications including automotive (primer basecoats and
clearcoats), marine, aerospace, decorative, wood, and industrial coatings.
 Toners and Printing Inks: Carbon blacks enhance formulations and deliver broad
flexibility in meeting specific color requirements.

III. MARKET STUDY AND PLANT CAPACITY

A. MARKET STUDY

1. Past Supply and Present Demand

Carbon black has wide application in the manufacture of various products. Despite its wide
application, the country’s requirement of the product is entirely met through imports. The quantity
of carbon black imported during the period 2000-2011 shown in Table 3.1.

Table 3.1
IMPORT OF CARBON BLACK
Year Quantity Value
(Tons) (‘000 Birr)
2000 2,218 9,203
2001 1,274 6,852
2002 1,233 6,270
2003 1,644 9,048
2004 1,497 9,870
2005 1,778 11,848
2006 1,349 13,436
2007 1,510 13,692
2008 1,597 19,513
2009 1,386 19,137
2010 1,305 25,243
2011 1,096 28,194

Source: - Ethiopian Revenues and Customs Authority.

 34-vi

As can be seen from Table 3.1, the quantity supplied through import fluctuates from year to year but
on the average 1,490 tons of carbon black has been supplied to the domestic market annually
during the period 2000-2011. The maximum level of import is 2,218 tons in the year 2000 and the
minimum 1,096 tons in the year 2011. In the remaining nine years the imported quantity ranged
from 1,233 tons to 1,778 tons.

The demand for carbon blacks is influenced among other things by the growth of rubber and plastic
industries, production of printing ink, carbon paper, paint pigments and the like. Assuming supply
was driven by demand, the import data is considered as a proxy in estimating the current effective
demand. Accordingly, by taking the recent three years average import, current effective demand is
estimated at 1,262 tons.

2. Demand Projection

The demand for carbon black is mainly influenced by the growth of the user industries and their
respective production. Taking this into consideration, annual average growth rate of 8% which is
slightly lower than the past growth of the manufacturing sector is applied to forecast the future
demand. The forecasted demand up to the year 2023 is provided in Table 3.2.

Table 3.2
PROJECTED DEMAND FOR CARBON BLACK (TONS)

Year Quantity
2013 1,363
2014 1,472
2015 1,590
2016 1,717
2017 1,854
2018 2,003
2019 2,163
2020 2,336
2021 2,523
2022 2,724
2023 2,942
 34-vii

The demand for carbon black will grow from 1,363 tons in the year 2013 to 2,003 tons and 2,942
tons by the year 2018 and year 2023, respectively.

3. Pricing and Distribution

Taking the recent year (2011) average price of import and considering customs duty and other
expenses, a factory gate price of Birr 33,868 per ton is recommended.

The product is mainly an industrial input. Hence, it can be sold directly delivered to the end users,
mainly to the chemical industries such as rubber, plastic, paint and the like.

B. PLANT CAPACITY AND PRODUCTION PROGRAM

1. Plant Capacity

The main end users of carbon black are rubber and rubber related industries. The level of
development of these industries has a significant impact on the profitability of the manufacture of
carbon black since profitability is highly tied up to the quantity of product. The reason behind this
is that the manufacture of carbon black is energy intensive. Nevertheless, Far East countries have
experienced capacities as low as 1 tonne per day. This indicates the possibility of erecting a small
plant against the European minimum economy of scale.

The market study shows demand for carbon black increase from 1,363 tons in the year 2013 to
2,924 tons per annum in the year 2013. Considering the market demand and period required for
implementation of the project and full capacity attainment, the annual plant capacity for the
envisaged carbon black plant is proposed to be 1,500 tons. The plant will operate three shifts of 8
hours per day for 300 days in a year.

2. Production Program

The production program is worked out by deducting Sundays and public holidays and assuming that
maintenance works will be carried out during off-production hours. It is also assumed that the plant
start its operation at 65% of rated capacity and progressively develop into full capacity operation in
 34-viii

the fourth year and then after. This is due to time requirement for skill development and market
penetration. The detail of the production programme is provided in Table 3.3.

Table 3.3
PRODUCTION PROGRAM

Year 1 2 3 4-10
Capacity Utilization (%) 65 75 85 100
Production (tons) 975 1,125 1,275 1500

IV. MATERIALS AND INPUTS

A. RAW AND AUXILIARY MATERIALS

The only raw material needed is crackers residue cycle oil (aromatic residue) which will be
imported from neighbouring countries with oil refineries. The only auxiliary material required by
the envisaged plant is packing, which is sacks lined with polyethylene bag. The total annual cost of
raw material is estimated at Birr 35, 781,000. The annual requirement and cost of raw material is
given in Table 4.1.

Table 4.1
ANNUAL REQUIREMENT OF RAW MATERIAL AND COST (TONS)

Sr.No. Annual Cost ('000 Birr)

Raw Material Consumption
1 Oil (tons) 3,310 35,748
2 Packing material (50kg) 3,300 33
Total 35,781
 34-ix

B. UTILITIES

The required utilities for this project are electricity, water and fuel oil. Details 0f utility
consumption and cost is given in Table 4.3. The total annual cost of utilities is estimated at Birr
4,243,260.
Table 4.3
ANNUAL UTILITIES CONSUMPTION AND COST

Sr. Description Annual Cost '000

No. UOM Consumption Birr
1 Electricity kWh 419,874 243.50
2 Water m3 25,000 250.00
3 Fuel oil lt. 252,000 3,749.76
Total 4,243.26

V. TECHNOLOGY AND ENGINEERING

A. TECHNOLOGY

1. Production Process

Two carbon black manufacturing processes (furnace black and thermal black) produce nearly all of
the world's carbon blacks, with the furnace black process being the most common. The furnace
black process uses heavy aromatic oils as feedstock.

The feed stock oil is injected into a high temperature high energy density zone of the oil furnace
plant as an atomized spray. The high temperature zone is created by burning light fuel such as
natural gas or oil in the absence of sufficient oxygen. The air which is deficient with respect to the
fuel oil (energy source) is not sufficient for complete combustion of the feed stock which therefore
is pyrolyzed to form carbon black at a temperature of 12000c to 19000c. After the reaction the
carbon black mixture is quenched with water and further cooled in heat exchangers. The carbon
 34-x

black is separated from the tail gas. Then this product goes to a pulverizer to reduce its size
pneumatically. The ground carbon black, after being separated from the gas with cyclone will be
led to a pelletizer. Wet pellets from the pelletizer goes to drier and then to storage tanks.

2. Environmental Impact Assessment

The major environmental impact in relation to carbon black production process using the furnace
black technology is dust pollution. The dust pollution shall be controlled by employing different
dust arresting technologies such as cyclones, wet scrubber, bag filter, etc. The investment cost of the
dust controlling equipment is included in the cost of machinery and equipment.

B. ENGINEERING

1. Machinery and Equipment

The total cost of machinery and equipment is estimated at Birr 5,915,800, out of which Birr
4,436,850 is required in foreign currency. The cost of the required machinery and equipment are
presented in Table 5.1.

Table 5.1
COST OF MACHINERY AND EQUIPMENT REQUIRED

Sr.No. Item Description Quantity

1 Reactor with pre-heater and cooler 1
2 Drier 1
3 Gas solid separator 1
4 Pulverizer 1
5 Pelletizer 1
6 Materials handling equipment Set
7 Storage silo 2
8 Dust controlling equipment Set
 34-xi

2. Land, Building and Civil Works

The total land requirement is about 2,000 m2, of which 1,000 m2 is a built up area for the production
plant, office, canteen and other facilities. The construction cost is estimated at Birr 4,000,000.

According to the Federal Legislation on the Lease Holding of Urban Land (Proclamation No
721/2004) in principle, urban land permit by lease is on auction or negotiation basis, however,
the time and condition of applying the proclamation shall be determined by the concerned
regional or city government depending on the level of development.

The legislation has also set the maximum on lease period and the payment of lease prices. The
lease period ranges from 99 years for education, cultural research health, sport, NGO , religious
and residential area to 80 years for industry and 70 years for trade while the lease payment
period ranges from 10 years to 60 years based on the towns grade and type of investment.

Moreover, advance payment of lease based on the type of investment ranges from 5% to
10%.The lease price is payable after the grace period annually. For those that pay the entire
amount of the lease will receive 0.5% discount from the total lease value and those that pay in
installments will be charged interest based on the prevailing interest rate of banks. Moreover,
based on the type of investment, two to seven years grace period shall also be provided.

However, the Federal Legislation on the Lease Holding of Urban Land apart from setting the
maximum has conferred on regional and city governments the power to issue regulations on the
exact terms based on the development level of each region.

In Addis Ababa, the City’s Land Administration and Development Authority is directly
responsible in dealing with matters concerning land. However, regarding the manufacturing
sector, industrial zone preparation is one of the strategic intervention measures adopted by the
City Administration for the promotion of the sector and all manufacturing projects are assumed
to be located in the developed industrial zones.
 34-xii

Regarding land allocation of industrial zones if the land requirement of the project is below
5,000 m2, the land lease request is evaluated and decided upon by the Industrial Zone
Development and Coordination Committee of the City’s Investment Authority. However, if the
land request is above 5,000 m2, the request is evaluated by the City’s Investment Authority and
passed with recommendation to the Land Development and Administration Authority for
decision, while the lease price is the same for both cases.

Moreover, the Addis Ababa City Administration has recently adopted a new land lease floor
price for plots in the city. The new prices will be used as a benchmark for plots that are going to
be auctioned by the city government or transferred under the new “Urban Lands Lease Holding
Proclamation.”

The new regulation classified the city into three zones. The first Zone is Central Market District
Zone, which is classified in five levels and the floor land lease price ranges from Birr 1,686 to
Birr 894 per m2. The rate for Central Market District Zone will be applicable in most areas of the
city that are considered to be main business areas that entertain high level of business activities.

The second zone, Transitional Zone, will also have five levels and the floor land lease price
ranges from Birr 1,035 to Birr 555 per m2 .This zone includes places that are surrounding the city
and are occupied by mainly residential units and industries.

The last and the third zone, Expansion Zone, is classified into four levels and covers areas that
are considered to be in the outskirts of the city, where the city is expected to expand in the future.
The floor land lease price in the Expansion Zone ranges from Birr 355 to Birr 191 per m 2 (see
Table 5.2).
 34-xiii

Table 5.2
NEW LAND LEASE FLOOR PRICE FOR PLOTS IN ADDIS ABABA

Floor
Zone Level Price/m2
1st 1686
2nd 1535
Central Market
3rd 1323
District
4th 1085
5th 894
1st 1035
2nd 935
Transitional zone 3rd 809
4th 685
5th 555
1st 355
2nd 299
Expansion zone
3rd 217
4th 191

Accordingly, in order to estimate the land lease cost of the project profiles it is assumed that all
new manufacturing projects will be located in industrial zones located in expansion zones.
Therefore, for the profile a land lease rate of Birr 266 per m 2 which is equivalent to the average
floor price of plots located in expansion zone is adopted.

On the other hand, some of the investment incentives arranged by the Addis Ababa City
Administration on lease payment for industrial projects are granting longer grace period and
extending the lease payment period. The criterions are creation of job opportunity, foreign
exchange saving, investment capital and land utilization tendency etc. Accordingly, Table 5.3
shows incentives for lease payment.

Table 5.3
 34-xiv

INCENTIVES FOR LEASE PAYMENT OF INDUSTRIAL PROJECTS

Payment Down
Grace Completion Paymen
Scored Point Period Period t
Above 75% 5 Years 30 Years 10%
From 50 - 75% 5 Years 28 Years 10%
From 25 - 49% 4 Years 25 Years 10%

For the purpose of this project profile, the average i.e. five years grace period, 28 years payment
completion period and 10% down payment is used. The land lease period for industry is 60
years.

Accordingly, the total land lease cost at a rate of Birr 266 per m 2 is estimated at Birr 532,000 of
which 10% or Birr 53,200 will be paid in advance. The remaining Birr 478,800 will be paid in
equal installments with in 28 years i.e. Birr 17,100 annually.

VI. HUMAN RESOURCE AND TRAINING REQUIREMENTS

A. HUMAN RESOURCE REQUIREMENT

The total human resource requirement of the plant will be 82 persons. The total annual cost of
human resource is estimated at Birr 1,707,000. Details of human resource and salaries are presented
in Table 6.1.

Table 6.1
 34-xv

HUMAN RESOURCE REQUIREMENT AND LABOR COST(BIRR)

Sr.No. Description No. of Monthly Annual Salary

Persons Salary
1 General Manager 1 8,000 96,000
2 Finance Manager 1 6,000 72,000
3 Technical Manager 1 6,000 72,000
4 Commercial manager 1 6,000 72,000
5 Accountants 3 7,500 90,000
6 Sales/Purchase 3 6,000 72,000
7 Store keeper 2 2,400 28,800
8 Secretary 2 2,400 28,800
9 Clerk 3 2,400 28,800
10 Production Manager 1 6,000 72,000
11 Operators 12 18,000 216,000
12 Senior Mechanic 3 4,500 54,000
13 Mechanic 3 3,000 36,000
14 Senior Electrician and instrument 3 4,500 54,000
15 Electrician
technician and instrument 3 3,000 36,000
16 Production
technician supervisors 3 6,000 72,000
17 Assistant operators 12 9,600 115,200
18 Unskilled workers 12 4,800 57,600
19 Personnel 1 2,500 30,000
20 Time keeper 2 1,600 19,200
21 Messenger and cleaner 4 1,600 19,200
22 Guard 6 2,000 24,000
Sub -total 82 113,800 1,365,600
Employees benefit(25% of basic 28,450 341,400
salary)
Total 142,250 1,707,000

B. TRAINING REQUIREMENT

On-the-job training is carried out during plant erection and commissioning by the experts of
machinery suppliers for one month. The cost of training is estimated at Birr 80,000.

VII. FINANCIAL ANALYSIS

 34-xvi

The financial analysis of the carbon black project is based on the data presented in the previous
chapters and the following assumptions:-

Construction period 1 year

Source of finance 30 % equity
 34-xvii

70 % loan
Tax holidays 3 years
Bank interest 10%
Discount cash flow 10%
Accounts receivable 30 days
Raw material imported 120 days
Work in progress 1 day
Finished products 30 days
Cash in hand 5 days
Accounts payable 30 days
Repair and maintenance 5% of machinery cost

A. TOTAL INITIAL INVESTMENT COST

The total investment cost of the project including working capital is estimated at Birr 21.14
million (see Table 7.1). From the total investment cost ,the highest share (Birr 11.17 million or
52.83%) is accounted by fixed investment cost, followed by initial working capital (8.06 million
or 38.14%) and pre operation cost (Birr 1.91 million or 9.03%). From the total investment cost,
Birr 4.43 million or 16.69% is required in foreign currency.

Table 7.1
INITIAL INVESTMENT COST ( ‘000 Birr)
Local Foreign Total %
Sr.No Cost Items Cost Cost Cost Share
1 Fixed investment
1.1 Land Lease 53.20 53.20 0.25
1.2 Building and civil work 4,000.00 4,000.00 18.92
1.3 Machinery and equipment 1,478.95 4,436.85 5,915.80 27.98
 34-xviii

1.4 Vehicles 900.00 900.00 4.26

Office furniture and
1.5 equipment 300.00 300.00 1.42
Sub total 6,732.15 4,436.85 11,169.00 52.83
2 Pre operating cost *
2.1 Pre operating cost 525.79 525.79 2.49
2.2 Interest during construction 1,383.11 1,383.11 6.54
Sub total 1,908.90 1,908.90 9.03
3 Working capital ** 8,063.93 8,063.93 38.14
Grand Total 16,704.98 4,436.85 21,141.83 100

* N.B Pre operating cost include project implementation cost such as installation, startup,
commissioning, project engineering, project management etc and capitalized interest during
construction.

** The total working capital required at full capacity operation is Birr 15.47 million. However,
only the initial working capital of Birr 10 million during the first year of production is
assumed to be funded through external sources. During the remaining years the working
capital requirement will be financed by funds to be generated internally (for detail working
capital requirement see Appendix 7.A.1).

B. PRODUCTION COST

The annual production cost at full operation capacity is estimated at Birr 45.43 million (see Table
7.2). The cost of raw material account for 78.77% of the production cost. The other major
components of the production cost are utility, depreciation and financial cost which account for
9.34%, 3.65% and 2.51%, respectively. The remaining 5.73% is the share of direct labor, repair
and maintenance, labor overhead and administration cost. For detail production cost see
Appendix 7.A.2.

Table 7.2
ANNUAL PRODUCTION COST AT FULL CAPACITY (YEAR FOUR)
Items Cost
(in 000 Birr) %
Raw Material and Inputs 35,781 78.77
Utilities 4,243 9.34
Maintenance and repair 296 0.65
 34-xix

Labor direct 1,366 3.01

Labor overheads 341 0.75
Administration Costs 250 0.55
Land lease cost 0 0.00
Cost of marketing and distribution 350 0.77
Total Operating Costs 42,627 93.84
Depreciation 1,658 3.65
Cost of Finance 1,141 2.51
Total Production Cost 45,426 100.00

C. FINANCIAL EVALUATION

1. Profitability

Based on the projected profit and loss statement, the project will generate a profit throughout its
operation life. Annual net profit after tax will grow from Birr 3.73 million to Birr 5.55 million
during the life of the project. Moreover, at the end of the project life the accumulated net cash
flow amounts to Birr 50.09 million. For profit and loss statement and cash flow projection see
Appendix 7.A.3 and 7.A.4, respectively.

2. Ratios

In financial analysis, financial ratios and efficiency ratios are used as an index or yardstick for
evaluating the financial position of a firm. It is also an indicator for the strength and weakness of
the firm or a project. Using the year-end balance sheet figures and other relevant data, the most
important ratios such as return on sales which is computed by dividing net income by revenue,
return on assets (operating income divided by assets), return on equity (net profit divided by
equity) and return on total investment (net profit plus interest divided by total investment) has
been carried out over the period of the project life and all the results are found to be satisfactory.

3. Break-even Analysis
 34-xx

The break-even analysis establishes a relationship between operation costs and revenues. It
indicates the level at which costs and revenue are in equilibrium. To this end, the break-even
point for capacity utilization and sales value estimated by using income statement projection are
computed as followed.

Break -Even Sales Value = Fixed Cost + Financial Cost = Birr 21,317,940
Variable Margin ratio (%)

Break -Even Capacity utilization = Break -even Sales Value X 100 = 23.68%
Sales revenue
4. Pay-back Period

The pay -back period, also called pay – off period is defined as the period required for recovering
the original investment outlay through the accumulated net cash flows earned by the project.
Accordingly, based on the projected cash flow it is estimated that the project’s initial investment
will be fully recovered within 5 years.

5. Internal Rate of Return

The internal rate of return (IRR) is the annualized effective compounded return rate that can be
earned on the invested capital, i.e., the yield on the investment. Put another way, the internal rate
of return for an investment is the discount rate that makes the net present value of the
investment's income stream total to zero. It is an indicator of the efficiency or quality of an
investment. A project is a good investment proposition if its IRR is greater than the rate of return
that could be earned by alternate investments or putting the money in a bank account.
Accordingly, the IRR of this project is computed to be 25.50% indicating the viability of the
project.

6. Net Present Value

Net present value (NPV) is defined as the total present (discounted) value of a time series of cash
flows. NPV aggregates cash flows that occur during different periods of time during the life of a
project in to a common measuring unit i.e. present value. It is a standard method for using the
 34-xxi

time value of money to appraise long-term projects. NPV is an indicator of how much value an
investment or project adds to the capital invested. In principle, a project is accepted if the NPV is
non-negative.

Accordingly, the net present value of the project at 10% discount rate is found to be Birr 20.04
million which is acceptable. For detail discounted cash flow see Appendix 7.A.5.

D. ECONOMIC AND SOCIAL BENEFITS

The project can create employment opportunities for 82 persons. The project will generate Birr
14.56 million in terms of tax revenue and also generates income for the Government in terms
payroll tax. The establishment of such factory will have a foreign exchange saving effect to the
country by substituting the current imports. The project will also create forward linkage with the
manufacturing sector by supplying the inputs required by the sector.
 34-xxii

Appendix 7.A

FINANCIAL ANALYSES SUPPORTING TABLES

 34-21

Appendix 7.A.1
NET WORKING CAPITAL ( in 000 Birr)

Items Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11
6,708.9
Total inventory 5,814.41 4 7,603.46 8,945.25 8,945.25 8,945.25 8,945.25 8,945.25 8,945.25 8,945.25
2,671.4
Accounts receivable 2,319.17 8 3,023.79 3,552.25 3,553.68 3,553.68 3,553.68 3,553.68 3,553.68 3,553.68

Cash-in-hand 20.34 23.47 26.60 31.29 31.53 31.53 31.53 31.53 31.53 31.53
9,403.8
CURRENT ASSETS 8,153.92 9 10,653.85 12,528.79 12,530.46 12,530.46 12,530.46 12,530.46 12,530.46 12,530.46

Accounts payable 89.99 103.84 117.68 138.45 138.45 138.45 138.45 138.45 138.45 138.45
CURRENT
LIABILITIES 89.99 103.84 117.68 138.45 138.45 138.45 138.45 138.45 138.45 138.45
TOTAL WORKING 9,300.0
CAPITAL 8,063.93 5 10,536.17 12,390.34 12,392.01 12,392.01 12,392.01 12,392.01 12,392.01 12,392.01
 34-22

Appendix 7.A.2
PRODUCTION COST ( in 000 Birr)

Item Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11

Raw Material and Inputs 23,258 26,836 30,414 35,781 35,781 35,781 35,781 35,781 35,781 35,781

Utilities 2,758 3,182 3,607 4,243 4,243 4,243 4,243 4,243 4,243 4,243

Maintenance and repair 192 222 251 296 296 296 296 296 296 296

Labour direct 888 1,024 1,161 1,366 1,366 1,366 1,366 1,366 1,366 1,366

Labour overheads 222 256 290 341 341 341 341 341 341 341

Administration Costs 163 188 213 250 250 250 250 250 250 250

Land lease cost 0 0 0 0 17 17 17 17 17 17

Cost of marketing
and distribution 350 350 350 350 350 350 350 350 350 350

Total Operating Costs 27,830 32,058 36,285 42,627 42,644 42,644 42,644 42,644 42,644 42,644

Depreciation 1,658 1,658 1,658 1,658 1,658 190 190 190 190 190

Cost of Finance 0 1,521 1,331 1,141 951 761 571 380 190 0

Total Production Cost 29,488 35,238 39,275 45,426 45,253 43,595 43,405 43,215 43,024 42,834
 34-23

Appendix 7.A.3
INCOME STATEMENT ( in 000 Birr)

Year Year Year Year

Year Year Year Year
Item 2 3 4 5 6 7 8 9 Year 10 Year 11
50,75
Sales revenue 32,992 38,068 43,144 50,757 7 50,757 50,757 50,757 50,757 50,757
42,27
Less variable costs 27,480 31,708 35,935 42,277 7 42,277 42,277 42,277 42,277 42,277

VARIABLE MARGIN 5,512 6,360 7,208 8,480 8,480 8,480 8,480 8,480 8,480 8,480
in % of sales revenue 16.71 16.71 16.71 16.71 16.71 16.71 16.71 16.71 16.71 16.71
Less fixed costs 2,008 2,008 2,008 2,008 2,025 557 557 557 557 557

OPERATIONAL MARGIN 3,504 4,352 5,200 6,472 6,455 7,923 7,923 7,923 7,923 7,923
in % of sales revenue 10.62 11.43 12.05 12.75 12.72 15.61 15.61 15.61 15.61 15.61
Financial costs 1,521 1,331 1,141 951 761 571 380 190 0
GROSS PROFIT 3,504 2,830 3,868 5,331 5,504 7,162 7,352 7,542 7,733 7,923
in % of sales revenue 10.62 7.43 8.97 10.50 10.84 14.11 14.49 14.86 15.23 15.61
Income (corporate) tax 0 0 0 1,599 1,651 2,149 2,206 2,263 2,320 2,377
NET PROFIT 3,504 2,830 3,868 3,731 3,853 5,013 5,147 5,280 5,413 5,546
in % of sales revenue 10.62 7.43 8.97 7.35 7.59 9.88 10.14 10.40 10.66 10.93
 34-24

Appendix 7.A.4
CASH FLOW FOR FINANCIAL MANAGEMENT ( in 000 Birr)

Item Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Scrap
TOTAL CASH INFLOW 11,695 42,529 38,082 43,157 50,757 50,757 50,757 50,757 50,757 50,757 50,757 16,228
Inflow funds 11,695 9,537 14 14 0 0 0 0 0 0 0 0
Inflow operation 0 32,992 38,068 43,144 50,757 50,757 50,757 50,757 50,757 50,757 50,757 0
Other income 0 0 0 0 0 0 0 0 0 0 0 16,228
TOTAL CASH
OUTFLOW 11,695 37,367 36,731 40,768 49,144 47,150 47,455 47,322 47,189 47,056 45,021 0
Increase in fixed assets 11,695 0 0 0 0 0 0 0 0 0 0 0
Increase in current assets 0 8,154 1,250 1,250 1,875 2 0 0 0 0 0 0
Operating costs 0 27,480 31,708 35,935 42,277 42,294 42,294 42,294 42,294 42,294 42,294 0
Marketing and
Distribution cost 0 350 350 350 350 350 350 350 350 350 350 0
Income tax 0 0 0 0 1,599 1,651 2,149 2,206 2,263 2,320 2,377 0
Financial costs 0 1,383 1,521 1,331 1,141 951 761 571 380 190 0 0
Loan repayment 0 0 1,902 1,902 1,902 1,902 1,902 1,902 1,902 1,902 0 0
SURPLUS (DEFICIT) 0 5,162 1,351 2,389 1,613 3,607 3,302 3,435 3,568 3,701 5,736 16,228
CUMULATIVE CASH
BALANCE 0 5,162 6,513 8,902 10,515 14,122 17,424 20,859 24,427 28,128 33,864 50,092
 34-25

Appendix 7.A.5
DISCOUNTED CASH FLOW ( in 000 Birr)

Year Year Year Year Year Scra

Item Year 1 2 Year 3 4 Year 5 6 Year 7 8 Year 9 10 Year 11 p
16,22
TOTAL CASH INFLOW 0 32,992 38,068 43,144 50,757 50,757 50,757 50,757 50,757 50,757 50,757 8
Inflow operation 0 32,992 38,068 43,144 50,757 50,757 50,757 50,757 50,757 50,757 50,757 0
16,22
Other income 0 0 0 0 0 0 0 0 0 0 0 8

TOTAL CASH OUTFLOW 19,759 29,066 33,294 38,140 44,228 44,295 44,793 44,850 44,907 44,964 45,021 0
Increase in fixed assets 11,695 0 0 0 0 0 0 0 0 0 0 0
Increase in net working capital 8,064 1,236 1,236 1,854 2 0 0 0 0 0 0 0
Operating costs 0 27,480 31,708 35,935 42,277 42,294 42,294 42,294 42,294 42,294 42,294 0

Marketing and Distribution cost 0 350 350 350 350 350 350 350 350 350 350 0
Income (corporate) tax 0 0 0 1,599 1,651 2,149 2,206 2,263 2,320 2,377 0
16,22
NET CASH FLOW -19,759 3,926 4,774 5,004 6,529 6,462 5,964 5,907 5,850 5,793 5,736 8
- 52,41
CUMULATIVE NET CASH FLOW -19,759 15,833 -11,059 -6,055 474 6,936 12,900 18,807 24,657 30,450 36,186 5
Net present value -19,759 3,569 3,945 3,759 4,459 4,012 3,367 3,031 2,729 2,457 2,211 6,257
- 20,03
Cumulative net present value -19,759 16,190 -12,244 -8,485 -4,025 -13 3,353 6,385 9,114 11,571 13,782 9

NET PRESENT VALUE 20,039

INTERNAL RATE OF RETURN 25.50%
NORMAL PAYBACK 5 years
34-26