Asia · Business
DMCI Holdings Swings to 26% Profit Growth on Nickel and Cement Recovery
The Consunji family's conglomerate posted P11.4 billion in first-half net income, lifted by record nickel shipments and narrowing losses in its cement unit.

KEY TAKEAWAYS
- ·DMCI Holdings reported first-half net income of P11.4 billion, a 26 percent increase from P9 billion a year earlier, driven by record nickel mining output and a near break-even cement business.
- ·DMCI Mining delivered record quarterly earnings of P1.3 billion, nearly quadrupling last year's P344 million, following the full-quarter contribution of its third active nickel operation, Long Point.
- ·Maynilad's contribution fell 17 percent to P810 million due to ownership dilution from its IPO, while Concreat Holdings cut losses by 99 percent to P4 million on higher cement volumes and prices.
Nickel Drives the Upswing
DMCI Holdings posted a first-half net income of P11.4 billion, a 26 percent increase from P9 billion in the same period last year, according to the company. The Consunji family's diversified conglomerate saw its second-quarter profit jump 61 percent to P6.5 billion from P4 billion, fueled by improved results across nearly all subsidiaries.
The standout performer was DMCI Mining, which delivered record earnings of P1.3 billion in the second quarter, nearly quadrupling the P344 million posted a year earlier. The surge came from record shipment volumes following the full-quarter contribution of the Long Point mine, the company's third active nickel operation. The addition of Long Point marks a significant capacity expansion for the mining unit, which had previously relied on two sites.
Semirara Mining and Power Corp. contributed P2.7 billion in second-quarter earnings, up 17 percent from P2.3 billion the previous year. Power generation accounted for 96 percent of SMPC's earnings, while coal comprised the remaining four percent. Record power performance more than offset weaker coal results during the period.
Cement Turnaround and Property Gains
Concreat Holdings Philippines, the conglomerate's cement arm, moved close to break-even with an attributable net loss of just P4 million, a 99-percent improvement from the P682 million loss recorded in the same quarter last year. The turnaround reflected higher cement sales volumes and selling prices, along with continued operational improvements, DMCI said.
DMCI Homes posted a 49 percent increase in net income to P1 billion, up from P705 million a year earlier. The residential developer benefited from higher revenues, lower cancellation reversals, and improved operating margins. The property unit's performance signals sustained demand in the Philippine residential market, despite broader economic headwinds in the region.
D.M. Consunji Inc., the group's construction arm, contributed P195 million compared with P18 million last year, driven by improved project margins. DMCI Power, the off-grid power subsidiary, posted a nine-percent increase in contribution to P406 million, fueled by record quarterly energy sales following capacity additions in Masbate and Antique.
Maynilad Dilution Weighs
The one notable drag on the results came from Maynilad, the Manila water concessionaire. The utility contributed P810 million in attributable income, down 17 percent from P974 million a year earlier. The decline was primarily due to the reduction in DMCI Holdings' effective ownership following Maynilad's initial public offering earlier this year.
The IPO, which raised capital for Maynilad's infrastructure expansion, diluted DMCI's stake but also provided liquidity and a clearer valuation benchmark for the water asset. The trade-off between ownership dilution and capital efficiency is a familiar calculus for conglomerates managing listed subsidiaries across Southeast Asia.
Capital Allocation Across Subsidiaries
DMCI's portfolio structure allows it to capture value across cyclical and defensive businesses. The strong performance in nickel mining, a commodity sensitive to global industrial demand, contrasts with the steady cash flows from water and power utilities. The cement recovery, meanwhile, reflects both pricing discipline and cost management in a sector that has struggled with oversupply in recent years.
The company's ability to turn around Concreat Holdings in a single year underscores operational leverage in capital-intensive businesses. The 99-percent reduction in losses suggests that even modest volume and price improvements can swing a cement business from deep red to near profitability when fixed costs are spread over higher throughput.
The real estate unit's margin expansion also points to selective project launches and disciplined pricing, avoiding the temptation to chase volume at the expense of profitability. In a market where developers often face pressure to clear inventory, DMCI Homes' results suggest a focus on higher-margin products and tighter cost controls.
Outlook and Sector Dynamics
The nickel mining results position DMCI well for continued strength, assuming stable commodity prices and operational execution at the Long Point site. However, nickel markets remain volatile, with prices influenced by Chinese stainless steel demand and the global energy transition's appetite for battery-grade nickel.
The cement business, while much improved, still faces structural challenges from overcapacity and competition. Sustaining profitability will require continued volume growth and cost discipline, particularly if energy and raw material costs rise.
For the power and water utilities, the outlook is more predictable, with regulated returns and long-term concessions providing cash flow stability. The Maynilad dilution, while reducing near-term contributions, may prove beneficial if the IPO proceeds are reinvested efficiently.
DMCI's diversified model offers resilience, but also complexity. Managing six distinct operating businesses requires capital allocation discipline and operational oversight across industries with different risk profiles and return characteristics. The first-half results suggest the conglomerate is executing on that mandate, with most units delivering sequential improvement.
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