Brochure: Lafarge, Leader in a Sustainable World

LEADER IN A
SUSTAINABLE
WORLD

Cover illustraion: Normandy Bridge, France.
Above, from left to right: the Millau Viaduct, France;
kiln at the Cauldon cement plant, United Kingdom.
Photo credits. All rights reserved Médiathèque Lafarge, except when indicated
otherwise. Andreas Keller - Architects : Kauffmann Theilig & Partner (p. 15).
Cédric Arnold - Rea (p. 14). Daniel Jamme - Photothèque Eiffage - Architect:
Norman Foster (p. 02). Diego Giudice (pp. 11, 17). Éric Tourneret (p. 12). Éric
Tourneret - Architects: Doyelle & Lavigne Charles - Light designer: Kersalé
Yann (pp. 01, 40). Éric Tourneret - Architects: Le Corbusier, José Oubrerie
(p. 18). Garth Dale - Architects: Scott Wilson Advanced Technology Group
(p. 11). Gérard Uferas - Rapho (p. 02). Hamilton De Oliveira - Rea (pp. 10,
28). Ignus Gerber (pp. 09, 10, 13, 14, 17, 19, 25, 27, 34). Jean-Phil ppe
Mesguen (pp. 02, 04). Marc Mimram Architect (p. 18). Mikolaj Katus (p. 09).
Paul McMullin - Constructionphotography.com (pp. 2, 12, 30, 35). Olivier
Coulange (p. 36). See Zisiang (p. 22). Serge Henri (pp. 17, 24). Veit Müller
- Architects: S & P Heinze Gesellschaft (p. 15). Vincent Rackelboom (p. 39).
Design and production: Group Communications Management / Printed
by: E-GRAPHICS.
Printed on paper made from wood from sustainably grown trees.
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AT THE ORIGIN
Extracting from the earth to shape matter
Cement: a universal, modern material
Concrete: meeting the highest standards
Aggregates: from stones to buildings
Gypsum, a recyclable material offering comfort
without compromising on style
Research and development, driving
innovation
Working alongside architects to design
the buildings of the future
A SOLID COMMITMENT
Combining performance and responsibility
Practical measures
to protect the environment
Dialogue with communities
Health and solidarity are primary concerns
for the Group
HIGH PERFORMANCE
Everyone at the highest level
People: stakeholders in performance
Be ready to take advantage of growth
Corporate governance in line with our values
BRUNO LAFONT
Chairman and
CEO of Lafarge
B
ringing matter to life is the extraordinary challenge facing our activities: extracting
mineral resources from the earth to transform them into essential components for
building houses, roads, bridges, schools and hospitals. From the heart of the earth
to the heart of everyday life, our know-how contributes to the development of local
communites in all the countries in which we are established.
Lafarge has earned its position as world leader by practicing its trades while
respecting the core values – integrity, responsibility, ethics, safety, courage –
inherent to its Principles of Action for over thirty years now. Qualities such as these
guide our actions and turn the social and environmental stakes into the key levers
of our performance: individual development, diversity of expertise, on-going search
Lafarge has earned its position as world leader in building materials
by practicing its trades while respecting core values: integrity, responsibility, ethics,
safety, courage, high standards…
for progress, sharing success and promoting good practices. In partnership with
civil engineers, craftsmen, building contractors and architects, the Group relies on
a strong capacity for innovation in order to create new materials with unprecedented
mechanical, functional and aesthetic properties, and also plays a key role in
discussions regarding the future of construction.
By encouraging the emergence of eco-friendly construction methods, and by carrying
out its activities while respecting the environment, people and other cultures, Lafarge
has adopted a responsible approach towards contributing to a sustainable world.
BRUNO LAFONT
LAFARGE | PAGE 03

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AT THE ORIGIN
LAFARGE | PAGE 05

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For over a century and a half, Lafarge, the world number one in building materials, has been helping
to shape the everyday surroundings of millions of men and women. Throughout the world, the Group carries out its business
with the same high standards and the same quality of expertise, respecting people and the environment.
EGYPT
A cement plant’s quarry,
Cairo.
AT THE ORIGIN
Extracting from the earth
to shape matter
Balanced growth
As the top manufacturer of building materials, Lafarge plays a leading
role in each of its business lines: Cement, Aggregates, Concrete
and Gypsum. In every world region, its performance is based on
well-structured businesses, a high level of expertise and modern,
ethical management. While consolidating its position on developed
markets, the Group has managed to successfully integrate its business
into the markets of newly-emerging economies and continues
to increase its industrial capacities. The Group’s business lines,
evenly present throughout the world, make it ideally placed to
seize growth opportunities wherever they might emerge.
Shaping everyday surroundings
In partnership with civil engineers, building contractors, craftsmen
and architects, Lafarge helps to shape the everyday surroundings
of the communities in which it works. New materials from the
Lafarge research center are pushing the frontiers of technology,
allowing more innovative architectural projects to be realized
and meeting the new demands of sustainable construction.
Inspired by this on-going contact with the main participants in
the sector, Lafarge is a key player in studies on the urbanism and
construction of the future.
A long-term vision
For the fifth consecutive year, Lafarge features
on the Global 100 international list of the
100 multinational corporations most committed
to sustainable development. For
Lafarge, the challenges of perennial growth
go hand in hand with the principles of sustainable
development. What is good for the
company must also be good for people and
their environment. Lafarge's business
therefore meets a dual goal: creating added
value for customers and inventing more
socially responsible lifestyles for the future
of the planet.
Guided by values
Integrity, responsibility, ethics, courage,
respect and high standards are the many values
developed by Lafarge. Limiting the use
of natural resources, saving energy,
respecting the diversity of knowledge and
local culture, sharing success and encouraging
good practices... All these are Group
priorities on a daily basis.
LAFARGE | PAGE 07

A high level of expertise
Founded in 1833, Lafarge has built up cutting-edge
expertise in the cement production business.
Its unique knowledge of the production process
is used throughout the world, thanks to the
deployment of common tools that encourage
knowledge-sharing and performance analysis.
All these assets improve plant reliability, help control
maintenance costs and reduce energy consumption.
Cement plant, Teil, France (top).
Cement plant, Cairo, Egypt (bottom).
Various uses
The Cement Business Line produces ranges of
cements, hydraulic binders and lime for construction
and renovation. Cement is also one
of the main ingredients of concrete. Cement
production is Lafarge’s longest-standing field
of activity. The Group’s policy has long been
to increase its cement production capacities,
particularly in emerging countries. Developments
over recent years to improve performance
have thus enabled the Group to construct
plants more quickly and professionally.
PAGE 08 | LAFARGE
Cement: a universal,
modern material
50,000 employees
and 166 production
sites across
50 countries.
Essential in construction, cement is part of everyday life. Lafarge, number one
worldwide in cement, is developing its production capacities while respecting
the environment and local communities.
A combined effort
A cement plant requires a high level of integration
into the local social and economic climate.
Installing a plant involves an average investment
of €150 million and the plant itself will
be active for decades to come.
For Lafarge, the success of this installation is
dependent on listening to all the stakeholders:
the local authorities, associations, residents,
entrepreneurs and local craftsmen. A socially
and environmentally responsible approach,
involving dialogue and consultation with local
AT THE ORIGIN
communities, goes hand in hand with the installation
and use of production sites. To guarantee
sustainable development, Lafarge implements
environmental good practices, such as the use
of alternative fuels, which reduces the volume
of CO2 emissions.
Breakwater built to protect the
Hassan II Mosque, in Casablanca, Morocco.
Cement
Derived from the Latin cæmentum, meaning “unhewn stone”. Used in masonry,
it is also an essential ingredient of concrete.
HIGH TEMPERATURE
Cement manufacturing
requires the raw material
to be heated to almost
1,500 °C.
Physicochemical
transformation and CO2
emissions
Although the first
cement was produced
during Antiquity,
the current material is
the result of a highly
sophisticated industrial
process. Today’s cement
was discovered in
the 19th century and
is made up of four
components: limestone,
silica, alumina and
iron oxide. The mixture
is heated to a very
high temperature
(1,450 °C) to bring
about a physicochemical
reaction known
as “clinkerization”. It is
this process that is at
the origin of most of the
CO2 emissions released
by cement production.
LAFARGE | PAGE 09

Transporting concrete:
a key stage in logistics
Concrete is a fresh product which must be
delivered to the site within two hours
of preparation. It requires quick transportation
to prevent any alteration to its properties. Once
prepared, the concrete is immediately loaded into
a special truck with a drum which rotates
continuously to keep the mix homogeneous.
From the production plant to the construction site,
speed also depends on precise management
of the process: delivery by drum truck requires
meticulous logistics! From the moment
the itinerary is known up to the delivery of the
concrete at its destination within a strict deadline.
Delivering concrete by truck, United States (top right).
Pouring a screed with the pioneering concrete
Extensia ® , L’Isle-d’Abeau, France (bottom right).
Unique know-how
The manufacturing of concrete, with its precise
composition and very short shelf-life, requires
irreproachable logistics. Installed near construction
sites, concrete plants must continually adapt
the pace of their production to meet the needs
of their customers. The broad range of concrete
varieties available can be tailored in composition
to meet specific requirements in terms of
robustness, resistance, durability, attractiveness
of appearance or setting time. There are over
500 different formulas. From traditional to tailormade
concrete, the material can be adapted to
suit each project.
A pioneer of innovation
Due to its long experience, Lafarge has acquired
a unique mastery of concrete and its properties.
Its capacity for innovation, through the creation
of completely new properties, goes hand in hand
PAGE 10 | LAFARGE
with close attention to customer expectations. It
is opening up a new era in concrete production
history, while at the same time meeting the most
cutting-edge architectural requirements. As a pioneer
of innovation and research in building materials,
the Group offers multiple solutions, from
traditional to ultra-high performance concrete.
Recyclable, extremely resistant and possessing
unrivalled thermal inertia properties, concrete is
today seen as a material looking to the future and
to sustainable development.
AT THE ORIGIN
Concrete, meeting
the highest standards
The Aggregates
& Concrete Business Line
has 26,000 employees
and 1,945 sites
across 40 countries.
The world’s second most heavily consumed product, after water, concrete
is a composite material, made up of a mixture of water, aggregates and cement.
Its properties vary according to the proportions of the components used.
Maximizing expertise
In emerging markets, Lafarge’s expertise is a major
advantage. Indeed, market players and the local
authorities favor companies that provide services
for the whole logistics supply chain, from the
extraction of raw materials right up to the delivery
of ready-to-use concrete. Moreover, the international
standards applied by Lafarge, even
in regions where environmental legislation is
still very primitive, respond to the current concerns
expressed in many countries about the
future of our planet.
The Spinnaker Tower, designed by Scott Wilson Advanced
Technology Group, Portsmouth, United Kingdom.
Concrete
Concrete is a building material made by mixing cement, aggregates and water;
it may also include additives and admixtures. When applied on site or in a plant, the mix is malleable
and it can therefore adapt to a wide variety of shapes before gradually hardening to form a monolith.
CHILE
Technician near a conveyor
belt at the concrete plant,
Lo Espejo.
Ultra-high
performance concretes
Extensia ®
Designed for large
industrial and commercial
surfaces, Extensia ®
allows large slabs to be
created without joints
Chronolia ®
Meeting a real
technological challenge
in terms of timing control,
Chronolia ® is a concrete
which develops extremely
high resistance soon after
Agilia ®
With its remarkable
fluidity, Agilia ® was the
first self-compacting,
self-leveling concrete in
the world. It compacts
Ductal ®
Ductal ® , an exceptionally
thin concrete reinforced
with fibers, offers
compressive resistance
six to eight times greater
Artevia ®
The Artevia ® range
of decorative concretes
for outdoor application
is available in a wide
choice of colors and
(400 m 2 , compared to
25 m 2 , with a standard
concrete) with an optimal
drying time.
pouring and may
be removed from the form
after just four hours,
compared to the twelve
to twenty hours normally
required.
without the need for
vibration, eliminating this
tiresome chore and the
associated noise nuisance
from construction sites.
than that of traditional
concretes. Its metal
fibers give it a high
ductility, absorbing
extreme stresses.
surface finishes.
They adapt easily to
complex shapes,
are quick to apply and
simple to maintain.
LAFARGE | PAGE 11

Waterway transport,
an exemplary solution
The motorway network surrounding Wakefield,
in the UK, can breathe more easily. Since 2001,
Lafarge has saved 25,000 truck journeys a year
after carrying out work on inland waterways
in collaboration with the British government and
local authorities. A single water-borne convoy
of 4,500 tons is equivalent to 180, 25-ton trucks.
This form of transportation is particularly suitable
for the product, as once excavated, aggregates
are transported directly to the crushing plant.
Transportation is carried out in a way that limits
environmental nuisance as much as possible,
at the same time as improving the safety of facilities.
Transporting aggregates by barge, Paris, France
(top right).
Sand quarry, Caversham, United Kingdom (bottom right).
All types of infrastructure
The pieces of rock may be natural (sand, gravel)
or may be obtained by crushing natural rock:
they are then known as aggregates. Recycled
aggregates are obtained by re-using materials
from buildings, highways and various industries.
In France, one million tons of aggregates are consumed
every day in the production of different
types of infrastructure (roads, bridges, hospitals,
housing, schools, etc.). There are different
types of aggregates for different uses.
Unprocessed, they are used as railway ballast.
When mixed with a binder, they are used to make
up various building materials. Mixed with cement,
PAGE 12 | LAFARGE
Aggregates, from
stones to buildings
they can be used to manufacture concrete.
Together with bitumen, they form asphalt, used
for bridges or to cover sports grounds. Available
underground in numerous parts of the world,
aggregates are extracted near construction sites,
to limit transportation.
Rehabilitating quarries
To protect the environment, Lafarge has diversified
its sources of raw materials and types of
mineral deposit (terrestrial, alluvial, marine, volcanic,
recycled). Any planned quarry is subject
to an ecological impact study and to consulta-
AT THE ORIGIN
On the French market
alone, the production
of aggregates is
estimated at 400 million
tons, i.e. 7 tons per
inhabitant.
Carried along by the growth of the construction sector, the use of raw materials
from rock has progressed rapidly.
tion with local partners (local authorities, elected
officials, inhabitants and environmental organizations).
The Group has also acquired valuable
experience in the rehabilitation of former extraction
sites, transforming quarries into natural habitats
where biodiversity is protected. Ecological
rehabilitation also involves restoring the social
and ecological character of the quarried land once
operations are at an end. This know-how calls
upon competences that the Group has been developing
for over 30 years, as part of a network of
agronomists, geologists, lawyers, and environmental
and land resource planners.
Highway, Morocco.
Aggregates
Pieces of rock used in the production of mortar and concrete and
in the construction of roads and railways.
PROCESSING
Some categories of aggregates
have to be put through extra processes
(washing, cyclone separation
and scrubbing) chiefly to render
their use more efficient.
Close dialogue
with local communities
Lafarge, in consultation
with local inhabitants,
undertakes to minimize
the impact of each new
quarry, in terms of
transportation,
environment, etc.
This process
of collaboration requires
consultation, respect,
sustainability and,
of course, rehabilitation
once operations are
complete.
LAFARGE | PAGE 13

At the forefront
of customer relations
Customer satisfaction is the driver of constant
innovation. The Gypsum Business Line was the first
to listen to customers from different user groups
by means of a structured questionnaire called
TMAY (Tell Me About You). As a result, the Group
was able to improve the quality of its products
by responding to customer needs in terms of finish
or ease of application. Based in Avignon (France),
the Technical Development Centre (CDT - Centre
de Développement Technique) is central to the
quality policy of the business line. A unique tool in
Europe, its international network of experts work
to find new responses to the needs of builders.
The CDT provides the main ideas that inspire and
underpin the research and development activities
of the Gypsum Business Line.
Quality control of rolls of cardboard (top right);
checking that the plasterboard is asperity-free
on the production line before cutting (bottom right),
Palatka, United States.
Completely recyclable
Obtained from natural gypsum, this material
is completely recyclable and may be used in
the form of a compound or plasterboard. When
mixed with water, the compound sets and hardens.
This material is widely used for interior
work (finishing coatings, dry partitions and liners).
Plasterboard and gypsum blocks can have
several uses: from structural work to interior
finishing (decoration and interior layout), they
offer numerous possibilities both for new construction
and for renovation.
PAGE 14 | LAFARGE
A wide range of products
To optimize the use of this environmentallyfriendly
material, the Group, through its research
activities, is striving to expand the properties
of its products: increased fire or water resistance,
improved quality for increased acoustic
comfort, easier application and use, etc. Synia®
plasterboard, with its four tapered edges,
requires less in terms of joint coatings, facilitates
application and saves precious time on site.
Prégymax® is a plasterboard with a thermalacoustic
layer for optimal insulation. Lafarge has
even designed a damp-resistant plasterboard.
AT THE ORIGIN
8,000 employees
and 76 industrial sites
in 29 countries.
Gypsum, a recyclable material
offering comfort without compromising on style
An ultra-environmentally-friendly material, gypsum can be molded to fit the
design and finishing needs of any interior architecture project. Thermal and acoustic insulation, safety, ease of application,
flexibility in terms of appearance, ease of recycling... The Group is working to develop these qualities even further.
Exemplary projects
When constructing the Harbin University library
in China, the architect opted for the Exsound
Acoustic Plasterboard system to create a perfectly
soundproof space, conducive to study. The
acoustic properties and attractive appearance of
Lafarge plasterboard were also called on in the
construction of the famous Ibirapuera auditorium
in São Paulo, Brazil.
Congress Hall, Nuremberg,
built by LaForm, Germany.
Gypsum
Infinitely recyclable, gypsum has porous properties that help it regulate ambient humidity.
It is used in conjunction with thermal and acoustic insulating materials to construct partitions.
POLYMORPHOUS MATERIAL
A structure made from Lafarge
plasterboards for the International
Trade Fair, Frankfurt, Germany.
Synia ®
The Synia ® solution was
developed by Lafarge
in response to a challenge
which had not been
dealt with previously:
making installation easier
and reducing on-site
working time while
improving the appearance
of plasterboard ceilings.
This revolution was made
possible by a stroke of
genius. The Synia ®
plasterboard has four
tapered edges and may be
fixed to any type of beam.
Installation is simplified,
and sealing the joints
between sheets is made
easier by the existence
of an even gap – to deliver
a perfect finish!
LAFARGE | PAGE 15

In L’Isle-d’Abeau, near
Lyon (France),
the Lafarge Research
Center is the top
laboratory in the
world dedicated to
construction materials.
Exploring the heart of nano-matter
Lafarge’s research has resulted in new generation
of materials. The traditional empirical
approach to developing them has now become
a science, thanks to the rise in nanotechnology,
which enables the heart of matter to be thoroughly
explored. Resistance, ductility, durabilty, sustainability…
the characteristics of these highperformance
products improve the appearance
of buildings, offering exceptional mechanical
resistance and ensuring better thermal and
acoustic insulation. They are also more respect-
PAGE 16 | LAFARGE
AT THE ORIGIN
Research and development,
driving innovation
Every year, Lafarge spends € 170 million on research. More than
1,300 employees throughout the world, scientists, engineers, and technicians,
work on developing the building materials of the future.
ful of mankind and the environment. Half of
Lafarge’s top-priority research is based on criteria
that seek to improve their properties in the
interest of sustainable development.
Optimal materials
In-depth knowledge of the materials, and of concrete
in particular, offers a promising outlook for
the future. In years to come, concretes may be
able to “heal” cracks with the help of only rainwater,
or they may be able to change color accord-
ing to light intensity. By optimizing the thermal
inertia of the material, it is possible to envisage
partitions which will have an air-conditioning function
(heating in winter and cooling in summer).
On construction sites, the future lies in concretes
with an almost instantaneous setting time, which
can be triggered at a given moment (by an electrical
impulse, for example). And this is just the
beginning... In tandem with research being conducted
on concrete, other paths are being explored
to improve the properties of cement, which is one
RESEARCH CENTERS
Checking the spread ng properties of
concrete (above). Pilot site based on
the innovative concrete Chronolia ® ,
sclerometer test (top right). Product
sample testing, in the laboratory of a
cement plant (right).
of its prime components. Replacing some of the
clinker notably opens up new possibilities for
limiting CO2 emissions considerably. The Group
also invests substantially in research on gypsum.
Characteristics such as its insulation properties,
durability, recyclability and fire-resistance make
plasterboard high-technology solutions, perfectly
in tune with the challenges of sustainable construction.
After three years of research and numerous
tests, Lafarge has just put the finishing touches
to the first damp-resistant plasterboard.
Concrete, a material with
endless potential
The durability and
mechanical resistance
of concrete rely on
the hardening properties
of cement. Cement binds
aggregates disposed
in various configurations
and, together with
admixtures, contributes
to determining the various
properties of concrete.
This is why Lafarge
is researching into the
possibility of producing
cement based on different
chemistry to reduce CO2
emissions through using
less limestone and kilning
at lower temperatures.
LAFARGE | PAGE 17

CHURCH OF SAINT-PIERRE
Forty years after Le Corbusier’s
death, the concrete cone
on the church of Saint-Pierre
soars skyward in Firminy
(Loire), France.
Emblematic creations
Le Corbusier, taking up the challenge. With
Agilia®, the concrete of today pays tribute to the
visionary architect. Le Corbusier’s posthumous
work, the church of Saint-Pierre in Firminy, France,
features a cone-shaped roof, a complex structure
that owes its existence to the extreme fluidity of
the self-compacting concrete Agilia®.
A bridge to the future. Designed by architect
Rudy Ricciotti and engineer Romain Ricciotti in
the Gorges de l'Hérault in France, a new footbridge
allows pedestrians to access the Pont du Diable,
sheltered from the noise and dangers of the road.
Built in Ductal®, the bridge is 70 meters long and
1.80 meters in static height. It is the first construction
of its type in Europe, after the Peace Bridge
in Seoul (South Korea).
Working alongside large-scale projects
Lafarge has set up a constructive, mutually beneficial
dialogue with the world of construction
(civil engineers, design agencies, architects…).
Due to this collaboration, the Group can, on the
PAGE 18 | LAFARGE
“Living Bridges”:
reinventing cities
In an increasingly dense
urban universe, the
issue of flows and of the
organization of urban
mobility is prompting
architects to rethink
cities and to give some
kind of meaning to each
element shaping a city.
Ponts et Chaussées
architect, Marc
Mimram, is working
with Lafarge to
reconsider and reinvent
the role of bridges.
The rooftop bridge in
Shanghai, the inhabited
bridge in Moscow,
the New York reception
structure (right),
the landscape bridge
in La Courneuve: each
of these projects, which
make up the “Living
Bridges” study, invite us
to look at infrastructure
not as a necessary evil
but as common
property, a place for
people to come together
in the heart of the city.
Working alongside
architects to design the buildings of the future
With global resources growing ever more limited, the challenges facing construction
are redefining the sector’s future. Scientists, entrepreneurs, architects and building
contractors are being asked to pool their know-how and experience.
The development of new materials
inspires reflection on the great challenges
of tomorrow’s urbanism and architecture.
one hand, remain receptive to the expectations
and wishes of its clients and, on the other,
become involved in the debate on the future of
architecture, social, urban and environmental
challenges of tomorrow, and the evolution of
construction methods. Parallel to this, Lafarge
is a member of World Business Council for Sustainable
Development (WBCSD), which brings
together numerous protagonists of the industrial
world, including some of biggest names in
the construction sector. The group also colla-
AT THE ORIGIN
borated on the Hypergreen Tower project, a building
designed by the architect Jacques Ferrier
using eco-friendly materials and renewable
energy sources, so as to limit its impact on the
environment.
UNITED STATES
Tower block n Atlanta, Georgia.
LAFARGE | PAGE 19

A SOLID
COM MITMENT
PAGE 20 | LAFARGE
LAFARGE | PAGE 21

PAGE 22 | LAFARGE
REHABILITATION
Planting shrubs in the
Simpang Pulai quarry
in Ipoh, Malaysia.
A SOLID COMMITMENT
Combining performance
and responsibility
Keen to fix its industrial growth strategy over the long term and to operate in line with the humanist
values underlining its identity, the Group has set itself ambitious goals in terms of respect for the environment, people and
communities, as well as supporting local economic development.
Limiting the environmental impact
Lafarge can only be guaranteed enduring performance by taking into
account economic, social and environmental issues. Long term performance
goes hand in hand with protecting the planet. For years now,
the Group has committed to minimizing its ecological impact: saving
water and raw materials, limiting waste and greenhouse gas
emissions and protecting biodiversity are just a few of the goals
to which Lafarge is committed.
Respect for people
Lafarge strives not only to develop effective policies for protecting the
environment and employee health and safety, but also to be the leader
in terms of social responsibility towards the local communities
affected by its installations. Using volunteer initiatives to help
improve the living conditions of neighboring communities, Lafarge
bases its global economic performance on respect for humanist
values and the principles of sustainable development.
2012 Objectives
Listed as one of the 100 multinational corporations
most committed to sustainable development,
Lafarge has developed a strategic
plan, called “2012 Objectives”, to promote
responsible development with respect for
the environment. This plan sets out costed
objectives for significant progress by 2012.
Reducing greenhouse gas emissions by 20%
compared to 1990 levels by 2010, encouraging
biodiversity through systematic quarry
rehabilitation, ensuring employee health
and safety and increasing initiatives to benefit
local communities are just a few of these
objectives. It is an ambitious but necessary
plan, because the commitments to sustainable
construction made by key players in
the sector today will make all the difference
tomorrow.
Lafarge is moving forward alongside NGOs such as WWF,
Care International and Habitat for Humanity,
establishing partnerships that reinforce its commitments
and motivate its approach to excellence.
LAFARGE | PAGE 23

In early 2009,
Lafarge reached its
objective of reducing
its absolute gross CO 2
emissions by 10% per
ton of cement
in industrialized
countries.
PAGE 24 | LAFARGE
A SOLID COMMITMENT
Practical measures
to protect the environment
Above and beyond compliance with current standards, Lafarge considers respect
for the environment to be an imperative, requiring it to prioritize reducing fossil fuel consumption.
The fight against global warming
Since 2000, alongside WWF, Lafarge has been
practicing an affirmative policy to reduce its net
emissions per ton of cement produced worldwide.
To that end, the Group has launched several
eco-industrial research programs. Modification
of the chemical composition of clinker
(cement’s main ingredient), use of alternative
fuels and recovery of industrial by-products
such as cement additives have led to significant
reductions in CO2 emissions. In early 2009,
Lafarge reached its objective to reduce its
absolute gross CO2 emissions by 10% in industrialzed
countries, two years earlier than planned.
As a Member of the World Business Council for
Sustainable Development (WBCSD), Lafarge is
involved in the Cement Sustainability Initiative
(CSI), bringing together 18 cement producers
representing over 40% of total world cement production,
to work on three major commitments:
climate protection, saving natural resources and
ensuring employee health and safety.
Quarries and biodiversity
The use of quarries to extract the raw materials
required to produce building materials has a certain
effect on the environment. Lafarge under-
takes to protect biodiversity by carrying out an
environmental impact study prior to any new
quarry project and by restoring disused quarries
to recreate natural habitats encouraging the development
of local flora and fauna. This process is
carried out in partnership with the WWF, worldrenowned
for environmental protection.
Industrial ecology
Inspired by biological ecosystems, industrial
ecology encourages synergies between the various
industries. In this way, the by-products of
one company are incorporated into the produc-
ECOSYSTEM
The development of replacement fuels
creates new businesses, such as
eucalyptus farming here in Kenya (left)
Palm kernel shells, used as a
replacement fuel in Malaysia (above)
Wind farm in Tétouan, Morocco (right)
tion processes of another. This principle has led
the Group to use by-products from other industries
as cement ingredients, saving on the use
of clinker, to preserve natural limestone and silica
resources. Furthermore, Lafarge is working
to make its production processes more efficient
in terms of energy and natural resources, to
reduce its industrial footprint.
Alternative fuels
Seeking to limit its consumption of fossil fuels,
Lafarge makes use of alternative fuels on its production
sites and adds value to agricultural and
industrial waste by using it as a source of energy.
This practice has led to the implementation of
Clean Development Mechanisms (CDM) projects.
In Malaysia, palm kernel shells have replaced
imported coal, helping to prevent the emission
of 60,000 tons of CO2 each year. In Morocco, the
Tétouan wind farm provides 50% of the electricity
required by one of the main cement plants,
reducing greenhouse gas emissions by 30,000
tons per year.
Recyclability
Lafarge, keen to protect the environment,
encourages recycling at each stage in the lifecycle
of its products. Unused concrete residues
from drum trucks may be molded to become,
for example, sign blocks, which are very useful
on site. On demolition sites, concrete blocks can,
once any metal has been removed, be crushed to
produce a type of aggregate ideal for road beds.
Plasterboard is infinitely recyclable thanks to
re-processing centers. The components are dried,
ground, then re-inserted into the production
line to make new plasterboard. All these benefits
help reduce the use of natural resources.
LAFARGE | PAGE 25

PAGE 26 | LAFARGE
A SOLID COMMITMENT
INDIA
Children coming out
of school, Sonadih.
Dialogue
with communities
Lafarge works for the benefit of local communities and the economic
development of the area by deploying programs for economic development,
health protection and basic rights.
Moving forward together
The close proximity of the construction markets
places the Group’s production units at the
heart of local development issues. Lafarge’s
humanist values make it a major contributor to
the improvement of living conditions in local
communities. Lafarge undertakes to encourage
environmental, economic and social development
on its sites on a daily basis and to work
in close collaboration with local inhabitants.
Constant dialogue with local communities, with
respect for their culture, has been bearing fruit
for several years now. Various training programs
have been funded or run by Lafarge worldwide
to help people find jobs. In India, 1,500 young
women attended an introductory IT course, in
a region where the education and professional
integration of women are infrequent, while
600 young people were trained in masonry
trades, a hands-on scheme that involved building
a village schoolroom. In France, in collaboration
with an employment agency, 60 or so
unoccupied houses were renovated and converted
into public housing by underprivileged
people, who not only followed a training scheme
but also came out with a diploma.
Thousands
of development
programs are being
run with local
associations.
Similarly, the Group is always keen to work with
local NGOs to offer structural responses that
best fit local needs: financing health centers in
Indonesia, helping to build a school in Kenya…
These local initiatives are reinforced by international
partnerships with the aim of exchanging
viewpoints and expertise, setting up a framework
for projects and improving performance.
Lafarge is moving forward alongside WWF, Habitat
for Humanity International and Care International
to develop socially-responsible policies and initiatives
on housing benefit and education as
well as health care and preventive care.
Boosting local
economic activity
In Morocco, in 2003-04, then in Jordan,
in 2007, the restructuration of Lafarge’s activities
entailed a reduction of the workforce.
To assist the professional reconversion of its
employees in localities where jobs are hard to find,
the Group mounted an ambitious plan to help
people set up their own businesses.The programs,
undertaken jointly with local authorities and
unions, included training schemes, an advice
and expertise service, assistance with
administrative procedures and financial support.
Projects were backed and followed up over
a two-year period. In both these regions,
the initiative proved hugely successful. It created
several hundred jobs and re-energized the local
economic fabric on a long-term basis.
MOROCCO
Student at the
Melloussa house
for g rls.
LAFARGE | PAGE 27

Constant involvement
The Group stands out for the effort it puts into
helping local populations following natural disasters
in regions where it is present. When the
tsunami of December 2004 hit Indonesia and Sri
Lanka as well as the south of India and Thailand,
Lafarge actively contributed to the reconstruction
work. In the summer of 2007, the Group provided
local authorities with significant human
and material resources to fight the fires which
devastated 28,000 hectares of forest in Greece.
Following the Sichuan earthquake in China in May
2008, Lafarge, with support from employees
around the world, was able to build more than
3,000 temporary shelters and to provide
€1.5 million in aid to the local authorities.
PAGE 28 | LAFARGE
A SOLID COMMITMENT
The fight against malaria
Lafarge has been fighting malaria through one of its major
health programs in Sub-Saharan Africa. Malaria is
a parasitic disease carried by the Anopheles mosquito.
Since 2006, the Group has been waging a vast preventive
war against malaria alongside site employees and
neighboring communities in order to contain this epidemic.
Action has also been taken in the region to reduce the
number of serious cases by 50% over two years. In Benin,
a medical center was opened in the Onigbolo cement plant:
open seven days a week, it admits 400 to 600 patients
per month. A control program has also been set up
in the Hima cement plant in Kasese in Uganda.
It is earmarked for medical monitoring, peer educator
training and the free-of-charge distribution of mosquito nets
impregnated with insecticide, as well as for the protection
of pregnant mothers and their unborn children and for the
improvement of diagnosis and care.
Health and solidarity
are primary concerns
for the Group
Following its values and the fact that it is present in several
different regions of the world, the Group undertakes to guarantee the health
and safety of its employees, their families and neighboring communities.
The Group's social responsibility
translates into strong commitment
to local populations.
Preventing health risks
For several years now the Group has been
involved in HIV prevention and testing programs,
particularly in Sub-Saharan Africa, alongside
specialized doctors and organizations such
as Care International. In addition, Lafarge is a
member of the Global Business Coalition on
HIV/AIDS. In the fight against HIV/AIDS, Lafarge
has been building relationships with local
administrations, NGOs and the medical sector.
Its policy in the fight against HIV is based on
education and prevention (distribution of condoms
and programs to raise awareness, run by
volunteer peer educators). Lafarge has over
7,000 employees in Sub-Saharan Africa (9% of its
employees). In 2008, 100% of these employees
HEALTH AND TRAINING
Educational programs in
Bangladesh (above).
Mobile clinic at the Sonadih
plant in India (right).
received regular information about HIV/AIDS,
75% participated in voluntary, anonymous
screening programs and 2,000 people (employees,
dependents and members of the local community)
benefited from free anti-retroviral treatment.
The Group undertakes to extend these
programs to all the emerging countries in which
it is present by 2010.
LAFARGE | PAGE 29

HIGH PER FORMANCE
PAGE 30 | LAFARGE
LAFARGE | PAGE 31

PAGE 32 | LAFARGE
HIGH PERFORMANCE
Everyone at the
highest level
For Lafarge, a company’s employees are its most valuable resource.
The Group focuses all its attention on their working conditions
and maximizes their skills.
KENYA
Technician at the control
panel of an automated
machine at the
Bamburi Special Products
Ltd plant, Na robi.
A culture of shared results
The Group involves all its employees in building collective performance
on a daily basis, by optimizing their working structure and
management methods and by offering each employee the opportunity
to develop his or her talents.
Collective performance is sought after by everyone and is based
on a feeling of belonging to the Group, on trust and on formalization
of the rules. Its success depends on each individual buying
into the progress initiative and the priorities defined by
Lafarge. Closely associating people with growth is also the aim
of the employee shareholder plan set up by Lafarge. This makes
each employee a fully-fledged stakeholder in the performance of
his production unit. International shareholder plans aim to enable
the largest possible number of Lafarge employees to benefit from
the fruits of growth, throughout the world.
A multi-local
development model
Lafarge has always operated at both local and
global levels. Local, because our products
are manufactured on site, to better adapt
to the specifics of the market. Global,
because the coherent policy practiced
across the Group guarantees the success of
long-term development and allows shared
experiences to be built up and stored.
As a result, business development is based
on a multi-local model: in each region or
country, Lafarge adapts its know-how to
the needs of the market and the local social
and economic realities. The diversity of
the Group both strengthens and enriches.
Lafarge makes the most of this diversity
by focusing on the sharing of skills and
resources and by encouraging local initiatives,
in order to increase reactivity and
efficiency throughout the world.
LAFARGE | PAGE 33

PAGE 34 | LAFARGE
ZAMBIA
Construction of the
Chilanga plant.
HIGH PERFORMANCE
People: stakeholders
in performance
The Group’s employees are its most valuable resource.
Bettering the working and living conditions of these men and women while
improving their health, safety and know-how is therefore a top priority.
Priority No 1: Safety
The primary condition for operational excellence
is personal safety. At the point at which
its humanist values and performance culture
intersect, Lafarge has set a target of zero accidents.
Employee and sub-contractor safety is
a priority. Lafarge, top of the construction and
civil engineering sector in this field, intends
to match the performance of the top industrial
groups in the world. Lafarge’s safety policy
To anticipate developments in the business
and allow each employee to progress
throughout his or her career, training is a major
part of the Group’s development.
is based on a systematic method of risk reduction
on the most dangerous tasks. Its application
is governed by two strong principles: convergence
of good practices observed in the
field and the standardization of rules and sharing
of clear criteria across all Group sites.
Through education and by changing behavior
at all levels of the Group, a genuine safety culture
can be set up. As a result, several standards
have been developed, notably regarding
working at heights, personnel safety equipment
and lock out procedures. They are equally
applicable in all the Group’s sites. A global
health program is currently under development
at Group level and will be fully operational
by 2010.
Maximizing skills
Continuous training generates high performance,
allowing developments in the business
to be anticipated and facilitating employee
progress within the company. The experience
of these employees is a valuable asset in terms
of know-how, which Lafarge undertakes to maximize
by allowing each employee to fulfill their
potential through their career path. Lafarge’s
culture, based on respect for the individual,
promotes employee diversity at all levels of
the Group.
Training sessions are organized for each business,
function or country, taking into account
Plant training to teach
key skills
A wide range of skilled
people – control room
technicians, maintenance
inspectors,
process technicians,
instrumentation
technicians – ensure plant
performance. Lafarge’s
target is the acquisition
and mastery of key skills
worldwide, for all operators,
to improve productivity
of existing plants, deliver
a rapid build-up in
production for new plants
and keep pace with the
strong internal growth
trend currently observed
within the Group.
Training is given in
decentralized production
facilities, in plants that
achieve excellence
and that can become
training plants
where good practices
are implemented
continuously.
A designated instructor
oversees operators during
the plant training phase
and then monitors
them after they return
to their own plants.
its needs in terms of new skills. For each employee,
an individual development plan is drawn up
and reviewed yearly to ensure that skills progress
continually. Visits by certain businesses to plant
training centers as well as experience sharing
between teams of different nationalities, not to
mention the opportunities for mobility available
to employees wanting to work in another country,
also favor the sharing of good practices and
the harmonization of processes.
PERFORMANCE
Control room at the
Cauldon cement plant,
United Kingdom (above).
Construction of a grinding
station, Chile (right).
Developing a culture of excellence
Created in 2003, Lafarge University seeks to
make a significant difference to skills development.
Each training session unites employees of
different nationalities and from diverse horizons,
to encourage knowledge sharing and the development
of good practices. For example, the “Meet
the Group” seminars, run several times a year
in each of the larger world regions, invites new
Lafarge executives to discover Group values and
culture through an experienced manager.
LAFARGE | PAGE 35

A consolidated presence
on emerging markets
Demographic and economic growth as well as
rapid urbanization of emerging countries all
contribute to a burgeoning demand for materials
for infrastructure and housing projects.
By developing its activities in emerging countries,
Lafarge is well-placed to seize these opportunities.
As part of its strategy, priority is given
to sustainable growth to consolidate the Group’s
position at local level. The acquisition, in 2008,
of Orascom Cement, top cement producer in
the Middle East and Mediterranean regions, significantly
reinforced the Group’s position. In
the same year, the Group finalized the purchase
of L&T Concrete Ltd, the Indian leader in readymix
concrete, which has 66 plants throughout
the country. Lafarge’s presence in emerging
countries has been further strengthened by several
acquisitions in Jordan, the Philippines and
China, as well as planned plants in Qatar, Dubai,
Oman, Saudi Arabia and Vietnam.
PAGE 36 | LAFARGE
HIGH PERFORMANCE
Lafarge Days,
a training and
integration program
Promoting the Group’s
values, bringing together
new employees and
managers, presenting
Lafarge’s internal
organization: all these are
indispensable to the
successful integration of
new Group business units.
With this in mind, the
Lafarge Days were set up.
In Egypt (left), Pakistan,
India and Algeria, the
management was heavily
involved in organizing
these training days,
which focused in
particular on safety and
performance objectives.
The Lafarge Days are also
an opportunity to
celebrate the arrival
of new employees and
to showcase local
culture through events
and exhibitions.
Be ready to take
advantage of growth
Over two billion tons of concrete are produced annually on the world market,
80% of which is produced and used in emerging countries. Lafarge is continuing to strengthen its presence in these regions.
Due to their demographic growth
and rapid urbanization, emerging countries
are a major focus of development
for the Group.
A balanced geographical portfolio
Lafarge has a well-balanced geographical portfolio,
with a presence in 79 countries, including
both emerging and developed markets. Thanks
to a solid presence in growing markets and the
combined know-how of its teams throughout
the world, the Group is ideally placed to take
advantage of both current and future growth.
GROWTH
Orascom Cement
management meeting in
Cairo, Egypt (above).
Construction of the Tangiers
plant, Morocco (right).
LAFARGE | PAGE 37

A consolidated presence
on emerging markets
Demographic and economic growth as well as
rapid urbanization of emerging countries all
contribute to a burgeoning demand for materials
for infrastructure and housing projects.
By developing its activities in emerging countries,
Lafarge is well-placed to seize these opportunities.
As part of its strategy, priority is given
to sustainable growth to consolidate the Group’s
position at local level. The acquisition, in 2008,
of Orascom Cement, top cement producer in
the Middle East and Mediterranean regions, significantly
reinforced the Group’s position. In
the same year, the Group finalized the purchase
of L&T Concrete Ltd, the Indian leader in readymix
concrete, which has 66 plants throughout
the country. Lafarge’s presence in emerging
countries has been further strengthened by several
acquisitions in Jordan, the Philippines and
China, as well as planned plants in Qatar, Dubai,
Oman, Saudi Arabia and Vietnam.
PAGE 36 | LAFARGE
HIGH PERFORMANCE
Lafarge Days,
a training and
integration program
Promoting the Group’s
values, bringing together
new employees and
managers, presenting
Lafarge’s internal
organization: all these are
indispensable to the
successful integration of
new Group business units.
With this in mind, the
Lafarge Days were set up.
In Egypt (left), Pakistan,
India and Algeria, the
management was heavily
involved in organizing
these training days,
which focused in
particular on safety and
performance objectives.
The Lafarge Days are also
an opportunity to
celebrate the arrival
of new employees and
to showcase local
culture through events
and exhibitions.
Be ready to take
advantage of growth
Over two billion tons of concrete are produced annually on the world market,
80% of which is produced and used in emerging countries. Lafarge is continuing to strengthen its presence in these regions.
Due to their demographic growth
and rapid urbanization, emerging countries
are a major focus of development
for the Group.
A balanced geographical portfolio
Lafarge has a well-balanced geographical portfolio,
with a presence in 79 countries, including
both emerging and developed markets. Thanks
to a solid presence in growing markets and the
combined know-how of its teams throughout
the world, the Group is ideally placed to take
advantage of both current and future growth.
GROWTH
Orascom Cement
management meeting in
Cairo, Egypt (above).
Construction of the Tangiers
plant, Morocco (right).
LAFARGE | PAGE 37

Corporate governance
in line with our values
At Lafarge, corporate governance methods conform to our strong
ethical values. Respect, transparency and integrity: these fundamental values are an integral part
of the Group’s sustainable development criteria.
PAGE 38 | LAFARGE
HIGH PERFORMANCE
An ethical code of conduct
More rapid decision-making, management and
organization focused on a results culture: all the
ingredients for excellence have now been brought
together. Lafarge is committed to ranking among
the highest-performing industrial groups in terms
of corporate governance. Its Code of Business
Conduct insists on compliance with legal and
regulatory obligations, including in particular
the rules of competition and measures to prevent
corruption and insider trading. In addition,
Lafarge was one of the first groups outside the
United States to be certified Sarbanes-Oxley section
404 compliant. This certification is a guarantee
of the transparency and reliability of the
Group’s reporting processes.
Partnership with stakeholders
Lafarge has set up a stakeholder panel, which
meets with the Group Executive Committee once
a year on sustainable development issues. A totally
independent body, the panel makes a critical
appraisal of sustainable development initiatives,
helping the Group advance towards greater transparency
and higher standards in this area.
Through its vital contribution, the stakeholder
panel influences Group decision-making. The
RESPONSIBILITY
Lafarge General Assembly,
Paris, France.
advisory panel on biodiversity was created in
2006 to improve the Group's policy on the protection
of ecosystems.
Transparency requirements
Each employee, in addition to complying with
the laws and regulations, must demonstrate his
or her integrity and respect the commitments
undertaken in his or her relationship with customers,
suppliers, state governments and other
Group partners. He or she must also demonstrate
equal treatment of partners and suppliers, showing
preference only in accordance with objective,
transparent criteria. In this way the Group
promotes the deployment of best practices, both
in the field and on a daily basis, to reflect company
management focused on ethical values and
transparency. Moreover, out of concern for transparency,
ten of the eighteen members of Lafarge’s
Board of Directors are independent.
LAFARGE | PAGE 39

Lafarge
61, rue des Belles-Feuilles, BP 40,
75782 Paris Cedex 16, France
Phone: + 33 1 44 34 11 11
Fax: +33144341200
www.lafarge.com