2005 Sustainability Report - Lafarge

PERFORMANCE PROGRAMS
IN EACH BUSINESS
Each business has its own performance
program (Rock, Top and Pave in Aggregates
& Concrete, Advance in Cement, Booster
and SPiD in Roofing, FIRST in Gypsum),
in which it draws up its own action plan
and specifies its contribution to the
attainment of the Group's overall objectives.
These performance programs are updated
on a regular basis. For instance, Cement
added the visual impact of plants to
its Advance program during 2005.
62%
22%
See the sustainable development
related levers chosen as part of their
5 annual priority levers by Business Units
in the Cement business on our website.
LAFARGE INTERNAL
MANAGEMENT SYSTEMS’
COVERAGE
49% 88% 93%
66%
23%
68%
31%
03 04 05
● Internal environmental
management system
(% of sales)
● Of which ISO 14001-certified
systems (% of sales)
● Lafarge’s health and
safety management systems
(% of total workforce)
Benchmark > The indicator provided
by Lafarge (proportion of sales)
is not directly comparable with EMS
coverage indicators published by other
WBCSD CSI companies (proportion
of sites). One global competitor and
one multi-local company have achieved
a coverage of 100% of their sites,
while two local companies have
achieved ISO 14001 certification
of 100% of their sites.
A sustainabilityoriented
organization
Integrating a sustainability-oriented organization into the operation of the
Group safeguards the approach’s internal consistency and its durability.
Lafarge firmly believes its approach only makes sense if its Group-wide
objectives match the ability of Business Units to achieve them on a local level.
RESPONSIBILITIES
RELATED TO SUSTAINABLE
DEVELOPMENT
The approach is coordinated by the
Senior Vice President for Sustainable
Development and Public Affairs, who
is assisted by the Vice President for
Environmental Affairs and the Vice
President for Social Policies. Strategic
decisions are taken by the Sustainable
Development Committee chaired by
Chief Executive Officer, Bruno Lafont,
which meets three times a year. In the
field, the head of each Business Unit
is responsible for ensuring that the
approach is implemented.
SUSTAINABILITY
OBJECTIVES INTEGRATED
IN THE GROUP’S
MANAGEMENT
The organization is based on local action
by Business Units to reach the objectives
set by the Group. These objectives,
including those linked to sustainable
development, are integrated in the
Group’s management cycle (see box).
They are assessed during the annual
strategic review and are part of a three
to five-year action plan.
IMPLEMENTATION
OF MANAGEMENT
SYSTEMS
The environmental and safety
components of performance programs
are based on the deployment of specific
management systems. The level of
implementation of these management
systems is regularly assessed through
audits. For instance, in the Cement
business, the level of environmental
audits (four-year audits) increased from
70% in 2004 to 85% in 2005.
THE MANAGEMENT
REVIEW SYSTEM
Individual annual appraisals of managers
are partly based on sustainability criteria.
For instance, the emphasis placed on
safety in the workplace is reflected in
the way managers are appraised in the
Cement business. In 2005, 25% of their
individual bonuses were linked to their
safety record.
During their 2005 meetings, the panel
members expressed the desire that
sustainability-related criteria should be
taken into account in the appraisal of
the Group's managers to strengthen their
commitment to this issue.
LAFARGE | 2005 SUSTAINABILITY REPORT | PAGE 05