Presentation to the analysts and investors - Lafarge
Presentation to the analysts and investors - Lafarge Presentation to the analysts and investors - Lafarge
86 A Continuous and Sustainable Process is in Place � The program is incorporated in the management cycle � Using existing tools � Using existing operating models � New action plans are being developed continuously � Frequent management review with standard tracking: a fixed base / well established foundation / dedicated team at Group level � Use of external and internal benchmarking � Investments have been made and will continue to provide results � Strict attention paid to delta price over cost
87 Cost Consciousness is Now Well Established � Excellent Foundation for Continuous Cost Reduction � The Group has launched a new multi-year cost cutting program � Commit to cut €400 M cost by the end of 2011 � And to face the downturn in certain economies, Lafarge demonstrates its ability to react quickly � By committing to save €120 M in 2009
- Page 35 and 36: New capacity management 35 4 MT of
- Page 37 and 38: 37 Managing Costs and Margins � I
- Page 39 and 40: 39 Managing Costs and Margins � U
- Page 41 and 42: 41 Aggregates & Concrete Opportunit
- Page 43 and 44: 43 Egypt ReadyMix Developing for th
- Page 45 and 46: Orascom A Major Step for Lafarge Fo
- Page 47 and 48: 47 Cement - Realizing New Potential
- Page 49 and 50: Leading Through Innovation in Ready
- Page 51 and 52: 51 The Rationale for Innovation in
- Page 53 and 54: 53 Boosting Innovation via TURBO
- Page 55 and 56: 55 Innovation Works in all Economic
- Page 57 and 58: 57 Continuous Deployment of Branded
- Page 59 and 60: 59 Pipeline is Also Full of New Pro
- Page 61 and 62: Capital Expenditures Jean Carlos AN
- Page 63 and 64: 63 Overview of Group’s 2009 Capex
- Page 65 and 66: 65 Cement Internal Development Plan
- Page 67 and 68: 67 Cement Internal Development Plan
- Page 69 and 70: 69 Cement Internal Development Plan
- Page 71 and 72: 71 Cement Internal Development Plan
- Page 73 and 74: 73 Cement Internal Development Plan
- Page 75 and 76: 75 Cement Internal Development Plan
- Page 77 and 78: Cost Reduction Program Tom Farrell
- Page 79 and 80: 79 Lafarge Cost Reduction Program i
- Page 81 and 82: 81 Cost Reduction Target 2005 - 200
- Page 83 and 84: 83 The 2005 - 2008 Cost Reduction P
- Page 85: 85 Savings are Delivered Thanks to
- Page 89 and 90: 89 These Further Savings are Made P
- Page 91 and 92: 91 Priorities are Being Converted i
- Page 93 and 94: 93 Cement Division will Contribute
- Page 95 and 96: 95 Solid Fuel Optimization: Ashaka
- Page 97 and 98: 97 Reduce Electricity Bill: Sonadih
- Page 99 and 100: 99 Reduce Fixed Costs and SG&A: A P
- Page 101 and 102: 101 Gypsum Division will Generate
- Page 103 and 104: Cost Reduction Program: Aggregates
- Page 105 and 106: 105 1 A Comprehensive ROCK Operatin
- Page 107 and 108: 107 1 ROCK Operating Model Example
- Page 109 and 110: 109 2 Capacity Optimization Example
- Page 111 and 112: 111 2 Capacity Optimization � Rig
- Page 113 and 114: 113 3 Logistics Improvement Quick W
- Page 115 and 116: Credit: Rudy Ricciotti (Architect)
87<br />
Cost Consciousness is Now Well Established<br />
� Excellent Foundation for Continuous Cost Reduction<br />
� The Group has launched a new multi-year cost cutting program<br />
� Commit <strong>to</strong> cut €400 M cost by <strong>the</strong> end of 2011<br />
� And <strong>to</strong> face <strong>the</strong> downturn in certain economies, <strong>Lafarge</strong><br />
demonstrates its ability <strong>to</strong> react quickly<br />
� By committing <strong>to</strong> save €120 M in 2009
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