The magazine - Lafarge

“Being involved 

and innovating 

for a more 

sustainable 

world 

” 

Head Office 

61, rue des Belles-Feuilles – BP 40 

75782 Paris Cedex 16 – France 

Phone: + 33 1 44341111 

Fax: + 33 1 44341200 

www.lafarge.com 

4 

| C R E S C E N D O | LAFARGE BIANNUAL MAGAZINE | NOVEMBER 2007 | 

Number 4 November 2007 

La mer, l’avenir 

de l’homme ? 

Managing 

Urban Growth 

Frank O.Gehry 

The Rawang River 

won’t burst 

its banks anymore 

Symply creative 

When 

waste 

becomes 

a resource

© Frédéric Borel 

EXPLORING 

A WORLD ON THE MOVE 

06 Future challenges of marine construction 

10 Managing urban growth 

14 Frank Gehry: creation is pleasure in motion 

16 Frédéric Borel: architecture, a multi-sensory journey 

MOVING FORWARD 

IN OUR BUSINESSES 

20 When waste becomes a resource 

26 Quality of service: an impressive 

competitive advantage 

30 India on the road to growth 

CONTRIBUTING 

TO A SUSTAINABLE WORLD 

36 Memory will not weaken at the Camp des Milles 

38 The Rawang River won’t burst its banks anymore 

40 Concrete on top form! 

42 Saving time with Chronolia 

44 A road paved with challenges 

STRIVING 

TO ATTAIN OUR FULL POTENTIAL 

48 Lafarge news 

50 Insight and perspectives 

t 

BRUNO LAFONT 

Chairman and 

CEO of Lafarge. 

wice a year, Crescendo opens its pages to listening and thought, thanks to the 

contributions of researchers, economists and architects who help to renew our 

vision of this ever-changing world. This edition focuses on the challenges of 

increased urbanisation around the world and construction in marine contexts, 

taking us into the creative world of talented architects, as responsible and 

stimulating contributors to society and our Group. 

Crescendo is also a forum for expressing the challenges involved in the 

transformation currently taking place in our Group to achieve our ambition of 

being the best in our sector over time. This not only entails achieving the best 

performance in 

In an ever-changing world, 

Lafarge steps up its transformation 

terms of employee 

safety, but also 

being the most 

innovative in our 

response to the issues of sustainable construction, the most profitable for 

shareholders, and the most socially and environmentally responsible. In this 

edition, we have decided to present you our approach and results in industrial 

ecology – an expertise developed over time by Lafarge to respond to the 

question of saving natural resources, global warming and recycling of waste, 

as well as the economic issues specific to our activity. We are also presenting 

some examples of how we contribute to sustainable economic development 

of those around us. 

The stories of our progress and future challenges included in this edition of 

Crescendo serve to remind each of us that Lafarge is a Group for which 

anticipation and our demand for high standards are the driving forces of 

progress to achieve excellence. 

BRUNO LAFONT 

C R E S C E N D O | L A FA R G E | N O V E M B E R 2 0 0 7 | P A G E 0 3 

© Gérard Uferas /Rapho

exploring 

a world on the move 

© Getty images

EXPLORING A WORLD ON THE MOVE 

P A G E 0 6 | L A FA R G E | O C T O B R E 2 0 0 7 | C R E S C E N D O 

© Jacques Rougerie architecte 

From lake dwellings, the city of Venice and oil platforms to Dubai’s 

artificial islands, man has always had both the desire and need 

to build on water. This architectural and technical challenge has today 

taken on a new significance with the increasing world population 

and climate change. 

Future Challenges of 

Marine Construction 

The Alexandria Museum 

of Underwater Archeology 

designed by Jacques 

Rougerie will be built 

underwater in the bay. 

l 

iving on, or even under water is not a new concept. The dream dates 

back to Greek mythology with Poseidon, the god of the sea, controlling the 

waves and stirring up storms with his trident. Closer to home, in Jules 

Verne’s famous “20,000 Leagues under the Sea”, Captain Nemo discovers 

the legendary lost continent of Atlantis. The leap between dream 

and reality is often a small one. 

Men were building villages on piles as far back as Neolithic times and 

there have been many examples over the centuries: the Mekong area in 

Asia, the “aquatic” districts of Benin in Africa, the amazing European 

city of Venice built on piles, and the construction of polders in the Netherlands. 

Not forgetting Tokyo and Monaco's extensions into the sea, and 

those in the Arab peninsula off the United Arab Emirates which are under 

construction. 

Today's ever-changing world is prompting more and more marine 

constructions to be built. Demographic change (the question of where 

to house the planet’s increasing population), climate change (the 

expected rise in water levels means that new building standards need 

to be introduced), and technological developments are all influencing 

factors. New materials now enable us to build structures that are more 

resistant to "the ravages of seawater". 

From myth to reality 

Although marine constructions seem to offer numerous opportunities 

at the moment, living on them raises a number of issues, not all of them 

technical. “The ocean remains synonymous with death and fear for many 

people,” points out Jacques Rougerie, an architect specializing in the 

marine environment. “But it continues to fascinate and the population 

C R E S C E N D O | L A FA R G E | N O V E M B E R 2 0 0 7 | P A G E 0 7

Tokyo, Japan, is 

extending its river 

banks. Tougher and 

cheaper materials 

mean that the town 

can extend onto 

the water. 

is migrating to the coast en masse. Maritime infrastructures are developing, 

such as off-shore platforms, airports (Nice, Seoul, Kobe, etc.), waterfront 

holiday villages like the Port-Grimaud water sports centre in Saint 

Tropez bay, and ‘underwater’ business and residential complexes being 

built in Dubai. We are expanding our living and working space into the sea 

and this is set to increase in the future." 

From hydro turbines to floating islands 

That is why marine environment projects are gaining momentum. “Financial 

obstacles are becoming less marked,” explains Jean-Philippe Zoppini, 

architect and chairman of the ‘Cités marines’ (ocean cities) association. 

“Costs are coming down all the time. They are still higher than for land 

construction, but for how much longer?” 

Construction in the marine environment offers solutions for man to take 

control of his future and environment. One example is the principality of 

Monaco. Faced with a serious lack of space, it invited international architects 

to come up with new solutions for extending into the sea to tackle 

population, land use and economic growth issues. 

Architects are now able to design fully independent floating cities. On the 

Ile d’AZ, Jean-Philippe Zoppini has even devised a system of mini trams 

P A G E 0 8 | L A FA R G E | N O V E M B E R 2 0 0 7 | C R E S C E N D O 

and conveyor belts to help residents to get around. Other projects involve 

harnessing water, wind, wave and solar power; water desalination 

systems; seafood production and satellite communication: a range of 

solutions providing the necessary services to marine developments. 

However, technological progress falls short in certain areas such as waste 

treatment, for example. According to Jacques Rougerie, “it is possible 

to treat waste, but only partially. Any constructions on water must 

be absolutely faultless in terms of waste as any risk of contaminating the 

oceans must be avoided at all costs," he concludes. By all means take the 

plunge, but be careful! 

Strength and durability of structures 

Most marine construction issues are of a technical nature, particularly 

in terms of the strength and durability of the materials (see boxed text). 

Concrete has undergone numerous changes since it was first used 

in the mid 19th century. Today's high-performance (HP) and very highperformance 

(VHP) concretes can produce high quality structures with 

a lifespan of up to 150 years. Marine constructions have to withstand 

two types of stress: mechanical stress (wind, waves, sea spray, tidal 

pressure, etc.) and chemical stress partly due to chloride weakening 

CONCRETE IS AT THE HEART 

OF TECHNICAL CHALLENGES 

“Right from when it was created in the mid 19th 

century, concrete has always served the same purpose: 

to make solid, reliable structures with an ever-increasing 

lifespan,” explains Richard Cavailles, team leader, 

products application and development at Lafarge. 

From the ‘rocky’ concrete of the 1850’s used for artistic 

structures, hydraulic, reinforced and pre-stressed 

concrete through to High-Performance and Very High- 

Performance concretes, the history of concrete in the 

marine environment has always faced a major 

challenge: how to withstand the effects of sea water 

and its environment. “We now have very high-quality 

concrete,” explains Richard Cavailles. “Our research 

and admixtures ensure that structures in or near to 

water have an excellent level of resistance, particularly 

to chloride, and a lifespan of over a century!" ■ 

© Getty Images 


JACQUES ROUGERIE 

Marine architect. 

JEAN-PHILIPPE 

ZOPPINI 

Architect and 

president of the Cités 

Marines (Ocean 

Cities) association. 

the concrete and oxidizing its metal framework, and partly due to sulphate 

attack. For thirty years, clear progress has been made to slow down these 

phenomena by using highly compact concrete made with less water and 

adding admixtures to strengthen and increase the lifespan of structures. 

Cement quality standards have also been introduced, such as the French 

PM (pris de mer) standard. “Concrete’s exceptional qualities provide 

it with a long lifespan and low maintenance requirements,” confirms 

Jean-Philippe Zoppini. 

So, what about the future? According to Jean-Philippe Zoppini “it lies 

in floating systems that enable sites to be moved according to ocean 

conditions." One such system is the Ile d’AZ, his floating city concept 

designed in partnership with Alstom’s innovation department at its Saint 

Nazaire shipyard in France. This urban cruise liner would be home 

to nearly 10,000 people! 

Whether it is fantasy or reality the ocean obviously still stimulates our 

imagination! ■ 

C R E S C E N D O | L A FA R G E | N O V E M B E R 2 0 0 7 | P A G E 0 9 

© ARR 

© REA

Managing 

Urban Growth 

b 


2007: the balance has tipped! For the first time in history, 

half of the world’s population now live in towns and cities. 

And the trend is increasing. We take a look at the city of the 

future with the help of geographer Cynthia Ghorra-Gobin 

and urban planner Djamel Klouche. 

y 2030, 70% of the population will live in cities. Global-scale urban 

development is an indication of the way our societies are changing. 

It highlights both cultural particularities and problems that are common 

to all modern metropolises. 

According to well-known geographer and researcher Cynthia Ghorra- 

Gobin: “globalization has led to the emergence of a two-speed metropolization 

on a global scale.” Southern countries are seeing their cities 

grow on a dangerous scale and their “rapid expansion does not benefit 

from the economic drive of globalization,” she says. 

According to Djamel Klouche, architect and urban planner: “one single 

cause – globalization – has radically different effects. Towns are still 

marked by their cultural heritage.” The co-founder of the architecture 

and urban planning agency AUC contrasts the gigantic scale of Chinese 

urban projects, followers of the tabula rasa, with Vietnamese urbanization, 

which favors the juxtaposition of small initiatives. Furthermore, 

compact European urbanity, which makes a basic distinction between 

town and non-town, is a stark contrast to the Japanese view of urbanity 

linked to nature, as illustrated by Tokaido, an indeterminate urban 

spread encompassing Tokyo, Nagoya and Osaka which includes towns 

and areas of countryside. Making something old into something extraordinary 

is what Djamel Klouche is promoting in Europe by developing 

the concept of urban planning with recycling. “Town expansion has 

had its day,” he explains. “Urban changes are now taking place using 

what is already built.” His standpoint? Focus on recycling to provide 

a model for new uses. 

Motorway interchange 

in Arizona. 

Transport access points 

are the town's nerve 

centre. 


EXPLORING A WORLD ON THE MOVE

“ According 

to numerous analysts, 

the greatest danger 

our towns face 

is not dispersal 

but segregation.” 

Manhattan landscape. 

Anarchical or mapped 

out, how cities develop 

is telling of the local 

culture. 

The extended and fragmented city 

Today’s towns are growing. Individual houses have multiplied the world’s 

urbanized area by four. Changes that are just starting to occur will not 

reverse the trend of the phenomenal extension of towns or the waves 

of urban populations that are growing every day by some 180 thousand 

people! 

As Cynthia Ghorra-Gobin notes: “the 20th century underwent major 

urban changes: a spreading out accompanied by a loss of centrality 

and the emergency of ‘polynuclear’ cities, organized around access 

points for express transport.” Indeed, the extended city now raises the 

issue of mobility. Temporal proximity is now just as important as spatial 

proximity, meaning that urban planning is increasingly concerned with 

reducing isolation. The issue of accessibility is thus behind the creation 

of large urban areas made up of several towns, such as the conurbations 

of Ruhr in Germany or Randstad Holland in the Netherlands. 

But the inhabitants are not necessarily equal when it comes to accessing 

this fluidity. “Certain poor urban populations are now assigned 

to land,” points out the geographer. “A town is more than its developments 

and buildings, it also defines human groups. According 

to numerous analysts, whichever way they develop, by extension 

or congestion, there is always a risk of representing social divisions 

through geographical segregation. 

The social fragmentation of urban areas is expressed by the appearance 

of urban ghettos and ‘bunker’ neighborhoods, but also by 

a segmentation of the residential market – housing for retired people, 

students or businesspeople in need of temporary accommodation. 

Pushed to the extreme, this leads to the establishment of gated communities. 

A product of the need for security and a sense of belonging, the 

phenomenon is increasing in the United States where nearly three 



© ARR © ARR 

DJAMEL KLOUCHE AND 

CYNTHIA GHORRA-GOBIN 

> Architect and urban planner 

Djamel Klouche is studying the 

constraints of constructing and 

reconstructing a town using the 

existing town: urban recycling. 

He set up the AUC agency in 

Paris with Caroline Poulin and 

François Decoster. 

> Geographer Cynthia Ghorra- 

Gobin, research director at 

CNRS and professor at the IEP 

de Paris and the Sorbonne, is 

analyzing the globalization of 

the world economy and its 

effect upon urban spaces. 


million homes in twenty thousand 'private towns’ have opted for this 

segregating set-up. 

Towards a more moderate management of resources 

Furthermore, the impact of cities in terms of use of space, ecological 

footprint and plundering of natural resources is on the increase. 

Towns occupy just 2% of the earth’s surface but consume threequarters 

of resources and account for 80% of greenhouse gases. 

In response to this situation, three hundred American town mayors 

decided to apply the Kyoto Protocol and twenty-seven European urban 

planning ministers signed a ‘Charter on Sustainable European Cities’ 

in May, setting out the main joint actions. Several recent projects, such 

as the Dongtan eco-city in China, aspire to become a yardstick for urban 

ecology. 

New human-scale urban planning 

Making the global city sustainable is what supporters of new American 

urbanism are proposing. The city will be denser, give priority to pedestrians, 

favor 'neotraditional’ architecture, provide top quality public 

spaces, foster neighborhood relationships and decompartmentalize 

residential areas. ‘New urbanism’ is based mainly on the principle that 

space is a rare commodity that must be optimized and made denser. 

This way of thinking is relatively new on the vast North American continent. 

It rethinks the configuration of housing estates and focuses 

on public spaces. “Since the middle of the 20th century, urban development 

has been characterized by no conceptualization of public spaces, 

apart from in historic quarters,” points out Djamel Klouche. The 

enormously increased and deregulated consumption of land is accompanied 

by a move away from planning the town and its overall development. 

For the last ten to fifteen years we have cast aside this logic. 

The new urban ‘utopia’ has taken shape in prototypes that have 

received a lot of media coverage such as Playa Vista in California and 

Seaside in Florida. 

The political challenges of the town of the future 

According to Cynthia Ghorra-Gobin, tomorrow’s challenge will involve 

creating ‘metropolitics’: a democratic system at the level of the metropolis, 

its labor market area and travel network. “We have to move away 

from the idea of competition between towns making up large metropolises,” 

she believes. “They behave like competing companies. We need 

to devise a new citizenship, on the scale of the metropolis.” A multidisciplinary 

approach to urban phenomena is essential: “the urban planner 

cannot address the issues the city faces alone (sustainable development, 

social segregation, etc.),” concludes Djamel Klouche. “He can 

only play a part in it. The urban planner’s work must take into account 

the opinions of the inhabitants and be part of a democratic process 

which will require institutional innovations.”■ 



Frank Gehry has mesmerised architects of the last 50 years 

with his monumentaly lyrical pieces of work. 

His design partner and close collaborator Edwin Chan offers 

a glimpse into Gehry’s creative world. 

Frank Gehry 

Creation is pleasure in motion 

“g 

The satisfaction 

is not just the 

final product but 

the journey, the 

creative process 

itself. 


ehry likes to say that he grew up as a Modernist 

and as such learned to scorn decoration. 

Only materials remained as a way to humanise 

a building”, Edwin Chan sums up. Actually 

Gehry certainly knows how to use industrial 

materials in surprisingly poetic ways. Voluptuous 

forms curve, billow and dance. Metallic 

cladding reflects and transforms light. These 

have become his trademark. 

Already in 1977, when Gehry worked on his 

own house in Santa Monica, “all the important 

early influences are on view, the "unfinished" 

aesthetic, the use of industrial materials”, 

says Edwin Chan. Gehry added an 

exuberant, oddly angled structure of glass, 

chain-link and corrugated metal around a prim, 

pink Dutch colonial that peeks out from inside. 

Edwin Chan insists that Gehry strives for a new 

style and approach in every project. The satisfaction 

is not just the final product but the 

journey, the creative process itself." 

Creations never without technics 

Gehry is famous for refining his creations via 

a series of scale models in different sizes. 

These follow manic pen-and-ink scribbles, 

and crude miniatures in which Gehry's assistants 

patiently clip, fold, corrugate and tape 

together endless bits of cardboard under the 

master's feverish gaze. 

But once pen, ink, cardboard and tape have 

yielded up his quirky vision, Gehry's team uses 

state-of-the-art computer tools, based on 

aeronautics design software, to ensure that 

every twist and turn can be adequately 

rendered in concrete, glass and metal – and 

according to code. "He uses the computer to 

build, not to visualise," explains Edwin. 

These days Gehry is concentrating on his 

design for a new sports arena, housing, and 

mixed-use development in Brooklyn's Atlantic 

Yards. "We try to preserve a sort of ecosystem 

of large and small projects", says Edwin. "The 

small projects are our testing grounds for new 

materials and new ideas. We'd love to do an 

exterior in concrete – though that definitely 

takes a good knowledge of the materiel and a 

certain level of budget," especially for the 

curved surfaces that Gehry is fond of. "But 

we're looking out for an opportunity." ■ 

© REA 

GUGGENHEIM MUSEUM 

The Guggenheim Foundation’s 

museum opened in 1997 in Bilbao 

(Spain). 

FRANK GEHRY 

Born in Canada in 1929, 

Frank Gehry studied 

architecture at USC and 

Harvard's Graduate School 

of Design. In 1989 he won 

the Pritzker Prize for 

lifetime achievement, but 

Gehry had only just begun. 

The most significant 

achievements in Frank 

Gehry's prolific career 

include LA's Disney concert 

hall and of course the 

Guggenheim Bilbao – but 

also Frank's own house in 

Santa Monica. 

© Hémisphère

© ARR 

FRÉDÉRIC BOREL 

Frédéric Borel opened up 

an agency three years after 

obtaining a degree from 

the École Spéciale 

d'Architecture in 1982. 

He built several apartment 

buildings in Paris then 

numerous public buildings, 

namely the Faculty of 

Science in Agen and the 

law courts in Narbonne. 

He sees the role of an 

architect as carrying out 

work that no computer 

can do as each project is 

a forward-looking personal 

interpretation requiring 

a highly global approach. 

© Frédéric Borel 

What role does the building really have in teaching students 

to be architects? To find out, we interviewed Frédéric Borel, 

the architect of the new national school of architecture 

in Paris-Val de Seine, France. 

“Architecture 

should not 

convey rigid 

values.” 

The new École 

nationale supérieure 

d’architecture de 

Paris-Val de Seine 

(national school of 

architecture) is a new 

building in a former 

factory. 

Frédéric Borel 

How did you see the relationship 

between the architecture of the building 

and its educational purpose? 

Frédéric Borel : The impact of architecture 

on learning is significant. I thus set out to 

create a welcoming, relaxing place that is 

conducive to using the imagination, a place 

where students feel comfortable and can give 

the best of them. The building is a flexible 

and changing tool which should not be fixed. 

It operates differently at different times: 

certain parts have set opening times while 

others are accessible day and night, particularly 

the workshops. I included active and 

open spaces, a cafeteria, an auditorium and 

exhibition rooms designed to welcome students 

as well as local residents. 

Can the school’s architecture be used 

as an architecture teaching aid? 

F.B.: In my opinion, architecture should not 

convey rigid values so this building should 

not be used as an example in any way. It is 

meant to be educational and can be broken 

down according to teaching needs. The building 

draws attention to its structure, sometimes 

through the load-bearing walls and other 

times through the framework. It uses a wide 

range of materials and specific implementations. 

How did this take concrete shape 

in your project? 

F.B.: Paradoxically, a good building should 

be able to express itself in a few words at the 

same time as being indescribable. Here, there 


Architecture, 

a multi-sensory journey 

is a platform housing the admin department 

and supporting the workshops, with the 

amphitheatres clinging on below. But there 

are also paths which offer an infinite number 

of contradictory views of the surroundings 

and of the building itself. The building lets 

people experience different sensations 

through the various ways of moving through 

the space, showing them contrasting effects 

or new colors. Several experiments were 

conducted to obtain the different textures 

of concrete. Molded, polished or waxed 

concrete was used to achieve rough and 

smooth surfaces. There is an infinite number 

of emotional and sensory experiences, ranging 

from contemplation to giddiness, from 

calm to excitement. 

So architecture is changing… what about 

its teaching and workplaces? 

F.B.: Teaching has changed. It is less focused 

on charismatic characters and professors with 

innate knowledge, and more about groups 

of teachers holding discussions with students. 

These new teaching methods are developing 

partly due to the increased use of IT, which 

is a real data bank and design tool. The screen 

has supplanted paper so the layout of the 

workshop has changed to accommodate these 

new uses and practices. The space must be 

comfortable, functional, well-equipped, welllit 

and able to accommodate individual and 

group work, allowing people to move around 

and interact with one other. ■ 


© Ignus Gerber 

moving forward 

in our businesses


Industrial ecology is a sustainable production 

philosophy. Taking nature as a model, it minimizes 

losses of materials in consumption and production 

processes mainly thanks to waste recovery. 

When waste 

becomes a resource 

t 

o push the bounds of space exploration it is necessary to create 

a means of independent survival in shuttles that have a limited 

capacity. That is the issue the European Space Agency is addressing 

in its Aurora program. The project involves providing astronauts 

with oxygen, food and water by collecting and processing their waste 

products (CO 2, sweat, urine, etc.). Like in nature, this processing 

relies mainly on biosynthesis. A permanent cycle is thus created, 

perfectly illustrating the goal of industrial ecology. 

“It involves taking a leaf out of nature’s book,” explains Dominique 

Bernard, Senior vice-president – Industrial Ecology for Lafarge. 

“Natural biological systems have reached an equilibrium based 

on a minimum consumption of water, materials and energy and each 

species finds its place in a cycle. Industrial ecology seeks to create 

synergies between human and industrial activities where waste 

products from one activity are resources for another.” 

An urgent issue 

Over the last 50 years the burning of fossil fuels has risen by 500%, 

water use has doubled and the number of vehicles in the world has 

increased tenfold. Each of the earth’s inhabitants simultaneously 

produces an average of 1kg of waste each day. It is easy to imagine 

the scale of the challenge when we think that the planet will house 

3 billion more human beings by 2050. Industrial ecology attempts to 

tackle these issues. “Human activity,” continues Dominique Bernard, 

“has always favored an open system linking resources, production of 

goods and discharge of surplus, waste and pollution. This open 

system exhausts non-renewable resources and creates pollution.”••• 

Tulsa cement 

plant’s tire stocks 

used as alternative fuels 

in the kiln. Oklahoma, USA. 

© ARR Mediatheque Lafarge 

MOVING FORWARD IN OUR BUSINESSES

MOVING FORWARD IN OUR BUSINESSES 

DOMINIQUE BERNARD 

Senior vice-president – Industrial 

Ecology, Lafarge 

A GROWTH SECTOR IN BRAZIL 

“We transform waste which would otherwise be incinerated or put 

into the sewage system into a product that is useful for society," 

says Francisco Leme, director of Eco-processa, a waste 

management company created by a joint venture between 

Lafarge and Cimpor in Brazil. “In 2006, our company coprocessed 

115,000 tons of waste and our target for 2009 

is 350,000 tons." Eco-processa was set up in 2004 to supply 

Lafarge and Cimpor’s factories with waste to be used 

as alternative fuel and is one of the largest waste management 

companies in the country. Through its network of 10 factories 

it covers a large geographical area and is used as a model for the 

whole of Latin America. In its factories in Cantagalo, Matozinhos 

and Arcos, Lafarge has reduced fossil fuel consumption 

by 25,000 tons and raw material consumption by 10,000 tons 

thanks to the collection and recycling of waste. ■ 


© Christophe Boulze 

The Rawang and Kathan 

cement plants in Malaysia 

use palm kernel shells 

as an alternative fuel. 

••• Industrial ecology, on the other hand, involves creating symbioses 

between human and industrial activities, particularly through reusing 

waste, within a loop limiting the use of rare and non-renewable 

resources. This system is a practical response to the requirements 

of sustainable development as it reduces the consumption of natural 

resources, limits CO 2 emissions, provides a service to the community 

by dealing with waste and can reduce costs. 

Challenges faced by cement manufacturers 

The extent of the challenges faced by the cement industry in general 

and Lafarge in particular can be illustrated by a few figures: 2 billion 

tons of cement are consumed each year throughout the world. 

It takes 1.6 tons of raw materials and 100kg of oil equivalent as fuel 

to produce 1 ton of cement. “It is our responsibility to find solutions,” 

explains Dominique Bernard. 

Replacing raw materials with waste 

Fortunately there are ‘opportunities’ in cement manufacturing 

methods which will help to turn things around. For example, the 

consumption of bauxite as a raw material can be reduced by using 

waste or by-products that are rich in aluminium, or by using waste 

instead of iron and silica. In Japan, where there is a shortage of 

space for waste, up to 350kg of waste per ton of cement is recovered 

and used as a raw material. 

Replacing fossil fuels with waste 

Waste products can also be used instead of fossil fuels for firing, 

carried out at an extremely high temperature of 2,000ºC. All the 

organic compounds are destroyed, like those used in the composition 

of tires for example, without having a negative impact on the 

environment. The circulating raw material is converted into lime 

which is then used to clean the combustion gases. “This means,” 

says Dominique Bernard, “that the gas scrubber is directly integrated 

into the process.” In the final grinding phase, it is also possible 


to replace natural gypsum with gypsum resulting from the desulphurization 

of the gases emitted by coal power plants. 

Growing commitment 

Lafarge is a pioneer in the field. Since the late 1970's, the Group has 

been replacing raw materials and fossil fuels with waste, particularly 

in developed countries. It went one step further in the late 90's 

by defining a real industrial ecology strategy, and a unique expertise 

developed, allowing for complete management of industrial processes 

integrating waste. Placing the impact of its activities on the environment 

on a par with corporate responsibility and governance issues, Lafarge 

has a long-term approach to managing its business. 

Industrial ecology has therefore become a real business in addition 

to its core business of cement. The Group’s Cement business has 

developed in terms of its professionalism and expertise and at the 

same time a dedicated organization at Group and business unit level 

has been set up. “It is the role of each business unit’s Resource 

Recovery department to develop professionalism in this area”, ••• 

A TOWN-WIDE INITIATIVE 

Located a hundred kilometers west of Copenhagen 

on the North Sea, Kalundborg is a town with a 

population of twenty thousand which is home to an 

original industrial ecology experiment. Companies, 

authorities and farmers exchange energy, waste and 

reprocessed materials in a loop. For example, the oil 

refinery provides hot water to greenhouses, and gas 

and cooling water to the power station, which 

supplies it with steam in return. The power station 

provides heat to the pharmaceutical factory, hot 

water to the town and fertilizing mud to farmers who 

provide residual water to a plaster factory which 

receives synthetic gypsum from the power station, 

and so on. ■ 



••• Dominique Bernard continues. 

A very clear commitment has also been made: Lafarge makes every 

effort to reduce the consumption of non-renewable resources by 

recovering waste whenever possible. Modernizing old, less efficient 

factories by installing modern technologies has improved energy 

efficiency and reduced CO 2 emissions. Nearly €100 million is spent 

each year in technical centers to increase factory efficiency. 

Service business 

Lafarge uses all the means at its disposal in the different countries 

in which it operates. Fuels Lafarge now uses in its plants include 

The Milaki cement plant in Greece 

uses industrial waste waters as an 

alternative to some raw materials 

of its cement production process. 

tires, waste oil, palm oil, rice, coffee and sunflower hulls, as well as 

purification plant sludge, bone meal, wood, household waste, ground 

plastic, composite packaging, solvents, paint sludge, ink, varnish 

and hydrocarbon waste. In 2006, the Group recovered 6.5 million 

tons of waste throughout the world. Twenty-six of the forty-six 

countries in which Lafarge produces cement have undertaken an 

industrial ecology strategy. The Group has developed its expertise 

relating to the use of raw materials and alternative fuels and, by 

working alongside waste collection and treatment operators throughout 

the world, has immersed itself in the specific industrial issues 

of this high-stake business. ■ 

Suren Erkman 

“What could be the point 

of unsustainable growth?” 

SUREN ERKMAN 

Founder and Director of the 

Institute for Communication 

and Analysis of Science 

and Technology (ICAST) 

in Geneva, Switzerland. 

Why is the study of the biosphere of 

interest to industrial activity? 

Suren Erkman : First of all because it 

supports all activity. It is something we 

were not aware of when the economic 

system was still limited. But as it has 

developed, with globalization, we can see 

that human activity has a significant impact 

on the biosphere. We now need to take into 

account the constraints and limitations it 

imposes. 

Next, man must learn from the biosphere. 

It is a complex and sustainable system and 

we need to draw inspiration from it by 

creating sustainable economic systems 

in its image. We could, for example, mention 

inter-company networks drawing inspiration 

from food chains that are finely controlled 

systems, particularly through the efficient 

use of resources. 

This does not mean that we need to copy 

the way the biosphere works. It is more a 

matter of drawing inspiration from it, which 

is different. To do this, man's system must 

be based on scientific ecology. For example, 

recycling is a necessary activity, but that is 

not to say we should do it without making 

a distinction. Certain types of recycling are 

desirable while others are not. 

How can we ensure that industrial ecology 

develops within companies? 

S.E.: The key factor lies in the fundamental 

realization that sustainable development is 

in no way a question of image or advertising. 

On the contrary, it is a fundamental strategic 

challenge, not only for the company but for 

society as a whole. It involves overhauling 

the economic system at company and global 

level. It is not a question of decoration, 

making a good impression or following 

fashion. Sustainable development must be 

at the heart of company strategy, an integral 

part of the way the company is managed. 

Too often the approach is incomplete, 

transplanted from the outside and seen 

as conflicting with the interests of 

shareholders. This is a short-term view. 

What is needed is a redefinition of the 

notions of benefit and growth. Nothing is 

possible if we keep the current analysis 

framework. 

Northern European countries are often 

cited as an example. But what about 

emerging countries like China and India? 

S.E.: I am quite impressed by what is 

happening in China. The country’s leaders 

have understood that sustainable 

development is a major strategic challenge 

and that it is a question of survival. Of 

course, implementation is complex and 

difficult but there is a real desire to make 

progress at the highest level. The situation 

in India is more worrying. The people in 

charge still see sustainable development as 

an obstacle to economic growth. However, 

the fact that there is a highly active civil 

society in India means that we can hope 

that things will develop in the right 

direction. ■ 

P A G E 2 4 | L A FA R G E | N O V E M B E R 2 0 0 7 | C R E S C E N D O C R E S C E N D O | L A FA R G E | N O V E M B E R 2 0 0 7 | P A G E 2 5 


© ARR 

Scientist and teacher, Suren Erkman is the author of 

Towards Industrial Technology.


In increasingly competitive world markets, the quality of products 

and materials is no longer enough to establish a competitive edge. 

Quality of service is key. An innovative vision of the industry 

where the focus is very much on the customer. 

Quality of service: 

an impressive 

competitive advantage 

i 

n the building materials sector, customer satisfaction has become 

a strategic element in company performance. Resources that have 

previously been associated with IT, telecommunications and insurance 

are being rolled out, such as call centers, tailored services, satisfaction 

surveys, sharing of best practices… The market is experiencing 

a real revolution! Lafarge also uses its culture of innovation to develop 

high value-added services and anticipate customer needs. 

Concrete: looking ahead 

For many years Lafarge has adapted to its customers' needs by using 

dedicated technical teams at numerous plants – in targeted customer 

catchment areas. In the ready-mix concrete segment, quality of service 

is boosted by coming up with innovative logistics solutions. The strategy 

developed by the Group led to the creation of a network of ready-mix 

concrete plants close to customers’ markets. “We need to move 

towards a more service-focused industry. Where ready-mix concrete 

is concerned, this means placing logistics at the heart of our business,” 

explains Gaëlle Monteiller, president of Lafarge Béton Vallée de Seine 

in France. Indeed, the quality of deliveries is now one of the main 

factors for customer satisfaction in the segment. It is at the forefront 

of Lafarge's thinking at the moment. “Concrete is a fresh product that 

cannot be used after two hours and some structures have to be worked 

on continuously and at a steady pace. Our customers' main requirement 

is therefore to have good quality concrete in the right place at the right 

time. It is up to us to make sure this happens.” ••• 

River transport 

is used whenever possible 

to make deliveries and 

collect excavated material. 

Here, along the 

River Seine, France. 


MOVING FORWARD IN OUR BUSINESSES

AGGREGATES: 

PRESERVING RESSOURCES 

To provide its customers with more added 

value, Lafarge Aggregates is making 

improvements by focusing on river transport, 

the complementary nature of its offering and 

waste management. In several areas, 

Lafarge Aggregates decided to use an 

alternative mode of river transportation 

to deliver materials from the production site 

and collect excavated material from its 

customers’ premises. Customers find the 

excavated material collection service 

useful and it also benefits Lafarge as it 

recycles the material to redevelop or fill in 

quarries. Moreover, river transport is an 

environmentally-friendly, competitive, 

consistent and safe mode of transport. 

Certain Lafarge Aggregates sites already 

crush the concrete from demolished 

buildings then resell it to road builders 

who use this recycled material in the 

capping layer. 

In the United Kingdom and France, another 

service, developed at the initiative 

of Lafarge Aggregates, involves delivering 

aggregates in large heavy-duty sacks which 

are then used as waste sacks on site. ■ 

••• To optimize its logistics and management planning, Lafarge 

is planning to boost its skills in the field of new information technology, 

particularly geolocation, which has already proven to optimize and 

ensure the smooth running of operations. The aim is to deliver 

on time, whatever the constraints and conditions. “Deliveries to urban 

environments are the trickiest. We have to deal with numerous 

unknown quantities such as traffic jams or the weather. We have 

started to equip our trucks with GPS linked to our information systems 

to optimize planning using real-time data management. Eventually, 

our software will include the specific features of each site for a more 

customized service." 


CEMENT 

OPTIMIZED INVENTORY 

MANAGEMENT 

In the United Kingdom, the Cement 

business line has developed a system of 

outsourced inventory management. This 

allows customers to optimize their logistics 

chains and provides them with improved 

visibility of their inventory. Tom Caldwell, 

coordinator at Bredero Shaw, a customer 

specializing in pipe coating says: “In 2005, 

Lafarge set up a remote silo management 

system for two of our projects in Scotland. 

This outsourced management proved to be 

a real bonus for us. Deliveries were 

automatically planned by Lafarge teams 

in Dunbar, which also carried out close 

monitoring of the cement tankers. This 

prevented us having to constantly carry 

out checks or make telephone calls for 

commissioning and cancellations. All the 

time we saved allowed us to concentrate 

on planning the purchasing of other 

materials we needed. In the end, we 

significantly reduced the risk of stock 

outages." ■ 

In the ready-mix concrete 

sector, transport and logistics 

are extremely important. 

Lafarge moves forward taking its customers’ needs into account. 

It adapts to their requirements by breaking down the offer or proposing 

specific support. For example, in Chile, the Valdivia site team 

offers customers only requiring small quantities ready-mix concrete 

packed into 0.5m 3 or 1m 3 plastic cases. Lafarge Concrete is also 

developing new indicators and management tools to increase customer 

satisfaction. “We are going to monitor customer satisfaction in a more 

systematic fashion,” explains Gaëlle Monteiller. By implementing 

indicators, we can detect sources of dissatisfaction and take corrective 

actions immediately. This will enable us to boost our responsiveness 

and ensure a consistent quality of service.” ■ 

© Hamilton de Oliveira / REA 


GYPSUM 

GIVING INSTALLERS 

A LOCAL SERVICE 

Wherever it is located, Lafarge’s Gypsum 

business line has the same goal: to make life 

easier for installers. Backed by specialized 

skills and expertise, they are real ambassadors 

for the brand and its products, and are 

ensured a local service all over the world. 

In Australia, Lafarge has given all the 

franchised stores the same visual identity 

(logo, signage, product presentation, etc.) 

in order to provide installers with the same 

points of reference. A technical manual has 

been produced for franchisees to assist their 

customers. Similarly, in Thailand all the 

products in the range are sold under the brand 

Elephant Board® via the Gypsum Express 

network. Thai installers, who are extremely 

mobile, can thus find the same ranges, 

products and services everywhere. 

In the United Kingdom and in France, the goal 

is to make life easier for installers. 

For example, Lafarge collects plasterboard 

waste from sites and returns it to the factory. 

This initiative has been warmly received and 

should soon be extended to other countries. 

At the end of the chain, customers are 

pleased with the OTIFIC program (on time, 

in full, invoiced correctly). The customer can 

also receive a customized response by 

contacting one of the Group’s call centers: 

a single contact person deals with the request 

and ensures entire statisfaction throughout its 

relationship with Lafarge. In the Netherlands, 

Ireland, Romania and Indonesia, Lafarge 

gypsum training centers offer our trading 

customers a day-long session to become 

familiar with the products: after the morning’s 

theorical presentation, participants take part in 

building a wall. ■ 



© Atul Loke / Panos Pictures 

India, a multi-cultural land of traditions, 

is constantly reinventing and moving fast 

to become an economic powerhouse of the 21st century. 

Lafarge is stepping up its presence and reaffirming its desire 

to invest in India and contribute to the country's growth. 

India on the road 

to growth 

Lafarge’s Employability 

training program, in India, 

has enabled many young 

people to find work as masons. 

“w 

ith a population of over a billion people and the emerging middle class, 

India is experiencing an unprecedented rise in the demand for new 

housing," explains Martin Kriegner, President of Lafarge's Cement 

business in Asia. At the same time, major infrastructure investments are 

being made (roads, ports, power plants…) and new shopping centers, 

hotels and cinemas are springing up at a staggering rate. 

India is the second largest cement market in the world, after China, 

however, its cement consumption per capita is less than a fifth of that 

in China. Furthermore, it uses plasterboard which is 20 times less than 

China so the growth potential is huge. 

Lafarge launched into the Indian cement market in 1999 and now has 

three plants in the country: two cement plants in the state of Chhattisgarh 

and a grinding station in Jharkhand. Lafarge's total cement production 

capacity in India is currently 5.5 million tons and there are numerous 

plans for growth in the pipeline. 

Fast growth 

“We are one of the major regional players in the cement market 

of eastern India. Our products are distributed in the remotest regions 

of eastern India through our vast and dedicated network of over 3,000 

authorized dealers and numerous sub-distributors. We are uniquely 

positioned to fuel the country's strong growth in the cement sector," 

explains Uday Khanna, CEO of Lafarge India. And this is just the 

beginning. ••• 


••• Lafarge has unveiled its plans to enter the markets of north and 

north-east India throught greenfield projects. It has rolled out plans to 

increase its production capacity at its existing Sonadih cement plant 

in the state of Chhattisgarh and the construction of a grinding station at 

Mejia in western Bengal as well as two cement plants; one in the state 

of Himachal Pradesh and the other one in the state of Megalaya. This 

should increase the total cement production capacity in the country to 

13 million tons in the next 4 years. “The excellent reputation of Lafarge’s 

cement business has paved the way for the new businesses like 

Gypsum, Aggregates & Concrete in India to enjoy the enormous Indian 

market soon," believes Uday Khanna. The Lafarge Boral Gypsum India 

joint venture has seen its plasterboard business develop rapidly and 

has set up a new production site in the state of Rajasthan near New 

Delhi. Olivier Chaudet - Country Manager, LGBI, is delighted with the way 

things are progressing: “In the last three years, we have doubled our 

sales every year and we now represent around 20% of the plasterboard 

market." 

Building the brand thanks to value-added products 

In India, over 95% of cement is sold in 50kg bags, 60% of which is 

sold to Individual Home Builders, due to a solid network of distributors. 

“We have developed Concreto, positioned as a premium cement 

that enables the purchasers to reealize their aspirations to own their 

own home,” explains Martin Kriegner. The Concreto advertising 

campaign to brand-conscious customers includes print and television 

adverts, outdoor poster campaigns and information is available through 

the Home Building Centre, a highly innovative information center 

relating to materials and construction methods to help home builders. 

Buoyed by the success of Concreto in the local market, Lafarge Boral 

Gypsum India (LBGI) recently launched a new plasterboard range under 

the name of Lagyp®. “The plasterboard sector is a burgeoning market 

here so we need to create a brand and raise its awareness to rival less 

effective traditional systems," comments Olivier Chaudet. 


MARTIN KRIEGNER 

President the Group’s Cement 

business in Asia 

© Sébastien Le Clézio 

Groundbreaking ceremony for 

the second production line with 

Bruno Lafont, Chairman and 

CEO of Lafarge, Sonadih cement 

plant, state of Chattigarh, India. 

Investing in a sustainable future 

As in the rest of the world, Lafarge is pursuing a sustainable development 

and corporate social responsibility strategy in India. All Lafarge 

India manufacturing sites are thus ISO 9002, ISO 14000 and 

ISO 18000 compliant. An extensive quarry restoration program has 

already led to the planting of over 1.5 million trees. Out of a number 

of local health initiatives, Lafarge has helped to create best in class eye 

hospital in the state of Chhattisgarh. Mobile clinics provide medical 

care to around 25,000 people in 75 villages. Lafarge also works with local 

governmental organizations to support health information campaigns, 

particularly in Tuberculosis through Direct Observation of Treatment, 

HIV, AIDS, etc. 

Employment opportunities for young people 

Lafarge facilitates computer education to 1,500 young girls in ten 

schools near to the factories. The course is conducted with specialized 

institutions in line with Indian Government school curricula and it supplements 

class-room learning. 

© Hamilton de Oliveira / REA 

THE INNOVATIVE HOME BUILDING CENTRE 

The recently refurbished Home Building Centre in Kolkata brings 

together everything under one roof that a homeowner dream of. It 

offers information, advice and services to homebuilders and organizes 

meetings and sessions with architects. A professional database – from 

plumbers to engineers – is available, as well as a wide selection of 

books, magazines and audiovisual documents. Some pre-drawn up 

house plans are also available. Homebuilders can bring their plans and 

see a 3D view of their future house and ask for the advice and opinions 

of experts on architectural styles and construction materials, thus 

saving a lot of time and money. In response to high demand, Lafarge 

has set up a specially-equipped mobile version of Home Building 

Centre. This mobile centre travels around eastern India countryside 

offering solutions to its customers, builders, masons, contractors and 

architects outside the large cities, where most residential constructions 

are built. It is an effective way of bringing the very best construction 

expertise right to customers. ■ 


To curb widespread unemployment in the youth around its plants and 

to augment their earning potential, Lafarge runs an innovative project 

on employability i.e. training unqualified and unemployed youths 

in masonry techniques. This program also intends to reduce the qualified 

labor shortage in the construction sector. The masons are made 

aware of safety issues and good practices at the construction site, 

are offered insured against accidents. The success of the initiative 

attracted numerous young people from neighboring villages and new 

courses, particularly in plasterboard installation, will soon be organized. 

Think global, act local 

Although the sharing of knowledge between Lafarge's international 

technical center and the Indian operations has significantly let to improving 

operational efficiency, the real secret of Lafarge's success in India 

lies in its ability to adapt to local conditions. For Martin Kriegner, it is all 

about finding “very Indian solutions” rather than importing foreign skills. 

“We fully adapted to India,” he explains. “An expertise is arising that we 

may export to other Lafarge subsidiaries all over the world.” ■ 


contributing 

to a sustainable world 


36 Mécénat, le camp des 1000 I 

38 La rénovation d’un village en roumanie I 

40 La formation en Afrique du Sud I 

42 Visite d’un chantier Chronolia I 

44 sur les routes de la réunion I 


C R E S C E N D O | L A FA R G E | J U I L L E T 2 0 0 7 | P A G E 0 3 5

CONTRIBUTING TO A SUSTAINABLE WORLD The former tile factory 

that was turned into an 

internment camp during 

the war will house 

a memorial. 


© Geoffroy Mathieu 

Long after production ceased in this clay tile 

factory, each square inch is still covered in 

a thick layer of red dust. 

The artists’ camp 

It is hard to imagine that between September 

1939 and March 1943, 10,000 people were 

crammed into these vaulted furnaces, these 

enormous halls that afforded no privacy. 

Among them were many artists and intellectuals 

including painters, one of whom was Max 

Ernst, musicians, men of letters and Nobel 

Prize winners, who tried to brighten up their 

gloomy days by creating an active cultural life. 

The walls still bear the traces here and there. 

The tile factory strikes an imposing figure 

in this inner suburb of Aix-en-Provence and 

is the only camp out of the two hundred that 

existed in France to remain almost intact. 

As unbelievable as it may seem, the existence 

of this heritage site was kept under wraps until 

1983 when the imminent demolition of one 

of the camp's buildings was announced, spurring 

people into action. A wagon memorial 

(in 1992) and the wall paintings in the former 

canteen (in 1997) were opened up to the 

public. Today, a group of associations 1 , backed 

by a coalition of public and private partners 2 , 

is getting ready to set up a space dedicated to 

memories, culture and citizen education on 

the site’s 6 hectares. Part of it will be opened 

at the end of 2008 with the rest opening 

in late 2009. 

FR ANCE 

The Camp des Milles, a huge tile factory which was transformed into an 

internment, transit and deportation camp from 1939 to 1943, is a unique 

heritage site in France. With the support of the Lafarge Group, which has owned 

the site since 1998, it is about to be dedicated to citizen education. 

Memory will not weaken 

at the Camp des Milles 

The only memorial 

of its kind in the world 

Political pundit and sociologist Alain Chouraqui, 

research director at CNRS, started up the 

“Memory of the Camp des Milles” project and 

has chaired the steering committee since its 

creation in 2002. The Camp des Milles memorial 

will include a tour of the main building, 

which has remained 85% intact since 1943. 

The purpose of the restoration is to preserve 

its emotive power by creating a discrete 

museography. “This special place is rich in 

universal lessons,” explains Alain Chouraqui. 

“It is an analysis of how everyday stereotypes 

could result in the unthinkable horrors of 

Auschwitz. It aims to raise the awareness and 

level of responsibility, particularly of young people, 

when confronted with the threat of racism, 

fanaticism and totalitarianism.” A tour of the 

outside of the camp reveals the canteen and 

its frescos, the wagon memorial and Serge 

Klarsfeld’s exhibition “The 11,000 Jewish children 

deported from France”. With the aid 

of various educational means (films, interactive 

displays, etc.) and based on historical illustrations 

(Shoah, Armenian and Rwandan 

genocides), the project invites the visitor 

to reflect and make a critical judgment. It is 

quite different from focusing solely on the past. 

We are reminded of the words of the poet Paul 

Eluard: “If the echo of their voices weakens, 

we shall perish.” ■ 

THE CAMP 

DES MILLES 

served three functions 

during World War II. 

Until June 1940, 

‘enemy subjects’, 

mainly German anti- 

Nazi refugees, were 

held there then for the 

next two years it was 

a transit camp for 

foreigners awaiting 

exile. In August 1942, 

even before the 

occupation 

of unoccupied France, 

10,000 Jews were 

detained there. 2,500 

of them, including 

a hundred children, 

were deported from 

the Camp des Milles 

to Auschwitz via 

Drancy or Rivesaltes. 

1 Foundation for the memory 

of Shoah, Representative 

committee of Jewish 

institutions in France, 

Association du wagon 

souvenir et du site mémorial 

des Milles (wagon and Milles 

memorial association), Shoah 

memorial. 

2 Ministries of National 

Education, Culture and 

Defence, PACA Region, 

Bouches du Rhône Council, 

Aix-en-Provence Council, 

Pays d’Aix urban community 

and several private sponsors, 

including the Lafarge Group 

and its former subsidiary 

Lafarge Couverture, joined by 

the Caisse d’Épargne, France 

Télécom and the city of 

Marseille. 


In October 2006, 124 families were given the 

keys to their newly built houses in the new village 

of Desa Kuala Garing: the result of a close 

collaboration between Lafarge Cement in 

Malaysia and the State of Selangor, where the 

town of Rawang is situated. 

Tailor-made solutions 

Following the flood in March 2001, Lafarge 

started to study the problem of Rawang River 

flooding which poses a constant threat to the 

population. It quickly became apparent to the 

Group’s management that the river needed to 

be diverted and widened to protect local residents. 

A particularly exposed community 

of homeless families had been living in a highrisk 

area along the banks of the river for over 

thirty years. Part of the area belongs to Lafarge 

Cement in Malaysia. “A study of flooding in 

recent years revealed that it was completely 

unpredictable and represented a constant 

threat to people working and living in the 

area,” explains Alain Croüy, CEO of Lafarge 

Cement in Malaysia. 

The defined action plan had two parts: the 

construction of a residential area to rehouse 

homeless families living in the area, and river 

development work to prevent flooding. 

Supporting local initiatives 

Lafarge’s project, which had been submitted 

to the local authorities, received the full sup- 


MAL AYSIA 

In 2001, floods engulfed the town of Rawang in Malaysia. To prevent such 

a disaster happening again, Lafarge carried out a large-scale project to protect the residents 

which involved diverting and widening the Rawang River and building a new village. 

The Rawang River 

won’t burst 

its banks anymore 

port of the State of Selangor in 2003. As stressed 

by YB Dato’s Tang See Hang, a member 

of the executive committee of the State of 

Selangor and a congressman in Rawang: “This 

project will prevent the risk of flooding at the 

same time as helping to resolve the housing 

problem in our community." The combined 

efforts of the State of Selangor and Lafarge 

have led to the State granting a piece of land, 

provided all families with access to property 

and obtained subsidies for the construction 

of housing. Lafarge’s contribution in terms of 

material and financial resources has exceeded 

€2.5 million. 

In 2004, a relocation agreement was signed 

with the families. In addition to the construction 

of an 80m 2 house for each family, Lafarge 

created a play area, a school, the village hall, 

a few stores and a basketball court. 

River diversion work, which got underway 

in early 2007, is expected to be completed 

by the end of the year and should protect the 

area from the risk of flooding for many years 

to come. ■ 

The village of Desa Kuala 

Garing created to host 

the homeless families. 


CONTRIBUTING TO A SUSTAINABLE WORLD

CONTRIBUTING TO A SUSTAINABLE WORLD 

© © Paulo Romeu / Myzoom 

In addition to the concrete 

for the velodrome, Lafarge 

supplied plasterboard for 

the construction of Rio’s 

Engenhão stadium. 

Concrete 

on top form! 

The velodrome is part of a new sports complex 

in Rio de Janeiro dedicated to speed 

sports and hosted the speed skating and 

cycling events in this summer’s Pan American 

Games. The construction of the velodrome 

involved Lafarge Brazil's technical team, made 

up of engineers and salespeople, analyzing 

both the technical challenges and the customer’s 

requirements. “Our approach consisted 

of coming up with an end-to-end proposal, 

particularly in terms of services and solutions, 

focusing on the customer’s expectations and 

needs rather than on the product itself, as is 

often the case,” explained Leonardo Gonçalves, 

Strategy and Marketing Manager at 

Lafarge Concrete in Brazil. 

Opting for 

a custom-made product 

The team also had to work within a tight timeframe. 

“We had about two months to build the 

tracks’ foundations, which is a relatively short 

time,” said the Strategy and Marketing Manager. 

From a technical point of view, the surface 

had to be extremely smooth and tough to 

cover it with a special woodfloor imported from 

Siberia. “That is why, after analyzing the objectives, 

we proposed Especial II concrete. It is a 

strong, high-quality concrete which pours well, 

making it easy to apply,” explained Leonardo 

BR AZIL 

Lafarge Brazil helped to build the track at the new velodrome for the 

Pan American Games held in Rio de Janeiro this year. The project 

involved tailoring a solution to the customer’s requirements. 

Gonçalves. Easier and therefore quicker 

to apply, the product fulfilled the construction 

requirements and offered Lafarge Brazil teams 

greater leeway, allowing more checks to be 

carried out. 

Proposing Especial II concrete, combined with 

standard concrete, which the customer was 

planning at the outset, was a value-added 

solution. “By focusing our attention on customer’s 

needs, we are able to offer a service that 

better suits their requirements and provide 

solutions that they might not have thought of,” 

said Leonardo Gonçalves. 

A total of 1,300m 3 of concrete was required to 

construct and cover the cycle tracks, which 

have been admired by the 1,500 velodrome 

spectators during recent competitions. ■ 


Chronolia 

Saving time with 


FR ANCE 

This construction site on the French Riviera looks like any other with its busy 

workers and cranes transporting equipment and materials. It is, however, a pilot 

site, one of the first to use a revolutionary quick-set concrete called 

Chronolia TM , Lafarge’s latest concrete product. 

In a few months’ time, there will be thousands 

of square meters of office space, but for the 

time being this district of Nice is still a building 

site which springs into life at 8am every morning. 

“We are always looking for ways to 

reduce cycle times. We constantly need to 

save time,” explains Arnaud Comino, works 

foreman. So how can this race against time be 

reconciled with the time required for the 

concrete to achieve optimum performance? 

The answer is Chronolia TM . 

Efficiency 

On your marks! Arnaud Comino gives the 

orders on site. His men are busy with the formwork. 

At 11am, the laborers are pouring the 

cement. A few hours later, at 3pm, the 

concrete is ready for the formwork to be removed. 

It is a real revolution in the building world! 

“With this new concrete we can pour twice in 

the same day. After one stripping, we pour 

again straight away so it is ready the following 

morning,” explains Arnaud Comino. 

The project’s main feature is 30,000m 2 of floor 

for the offices (16,000m 2 ) and the four basement 

levels (14,000m 2 ). As the workers recognize, 

“completing the floors more quickly 

means that we can get on with work on the 

walls of the upper floors.” 

Simplicity 

Another benefit is that with Chronolia TM everything 

is ready to use. So, how is Chronolia TM 

different from “normal” concrete? It becomes 

perfectly resistant in record time! French 

Lafarge Concrete unit’s Marketing Director 

Guillaume Francqueville explains it in technical 

terms: “this new concrete is just as easy 

to use and has the same 2-hour workability 

time before pouring, but the setting time is 

much shorter, meaning that the formwork can 

be removed sooner. It rapidly develops mechanical 

strength so is ready for form removal 

within a third of the usual time. 

Chronolia TM offers a variety of applications on 

all construction sites. Formwork can be reused 

more quickly (thus reducing hire costs) 

and the new concrete makes it easier to deal 

with the unexpected, particularly in terms of 

the weather, and to meet deadlines. Furthermore, 

by reducing time on site, Chronolia TM 

helps to reduce nuisances. 

In a construction sector in which safety and 

time are key, Chronolia TM is the solution to 

a productivity issue that gives new meaning to 

the old adage “time is money!". ■ 

The exceptional properties 

of Lafarge’s new concrete, 

Chronolia, reduce time 

on site. 

CHRONOLIA 

Chronolia came out 

after five years of lab 

research aimed at meeting 

customer needs. 

It involves a new 

formulation and a new 

admixture technology. 

This unique formula is 

Lafarge’s closely guarded 

secret, but the key words 

remain the same: rapid 

strength and ready mix 

concrete. 

Wide use in all areas of 

construction, for all 

building industries: tertiary, 

collective and individual. 

Chronolia cuts the 

overall cost of the 

construction project due to 

a shorter production cycle 

and reduced overheads. 

Launched in 2007 in 

France, the United 

Kingdom and North 

America, Chronolia will 

be rolled out in Chile, South 

Africa and Spain in 2008. 

© ARR Mediatheque Lafarge / Serge Henri 


One of the largest construction projects at the moment is underway 

on Reunion Island against the breathtaking backdrop of the Indian Ocean. 

The Route des Tamarins braves the heights of the steep wild coast carved out by 

the ocean. Opening up the area will require a series of extraordinary structures. 

IN FIGURES 

33.7km of motorway 

between Saint-Paul and 

l’Étang-Salé 

9 interchanges (Saint- 

Paul, Plateau Caillou, 

l’Éperon, l’Hermitage, le 

Barrage, les Colimaçons, 

Stella, Le Portail, l’Étang- 

Salé) 

Investment of 850 

million 

4 outstanding 

engineering structures 

3 tunnels 

23 non-standard 

bridges 

Over 120 ravines 

crossed 

A road 

paved with challenges 

Carrying out such an enormous construction 

project in very difficult geological and climatic 

conditions is a real challenge both in terms of 

design and implementation. The highest levels 

of expertise and standards are required to 

build a 33.7km motorway when there are 120 

ravines to contend with. Numerous engineering 

structures are needed to overcome the 

obstacle of these deep openings cut into the 

rock by the water. Four outstanding structures 

are on the agenda to tackle this huge challenge: 

the Saint-Paul viaduct, a 750-metre 

S-shaped infrastructure, and the Trois Bassins, 

Grande Ravine and Fontaine bridges which 

are 350m, 300m and 200m long respectively. 

The first two are the equivalent of the Eiffel 

tower in one piece! 

A technical challenge 

Construction groups Vinci, Eiffage, Colas and 

Razel have pooled their expertise to work on 

this remarkable project. Alongside them, 

Lafarge is supplying the concrete, aggregates 

and cement. “Lafarge is offering fully tailored 

solutions to its customers for this project,” 

explains Noël Le Floch, manager of Lafarge 

Sobex. “Two concrete plants with an annual 

capacity of 70,000m 3 were specially set up 

for them. As they cannot change cement once 

the work is in progress and as there is no 


REUNION 

cement plants on the island, we also decided 

to secure a continuous supply from the Bamburi 

factory in Kenya.” It took months to develop 

the on-site manufacture of high-performance 

products which are extremely closely 

monitored and for which a quality charter has 

been signed. Lafarge also helped to finance 

a road built to access its concrete plants 

in order to reduce dust emissions. 

As of 2009, the motorway between Saint-Paul 

and l’Étang Salé will make it easier to drive 

around the western part of Reunion Island. Its 

main purpose is to provide better links between 

the north and south of the island at 

a time of strong demographic growth. The opening 

of the new road between now and 2015 

will alleviate traffic congestion on the coastal 

road. This enormous €850 million construction 

project is expected to generate 1,500 

direct jobs. ■ 

The project includes 

the construction of 

a 750-meter viaduct 

and three bridges over 

200 meters long. 

RESPECTING 

THE ENVIRONMENT 

Another objective of the 

Route des Tamarins project 

is to build a road that fits 

harmoniously into its 

surroundings, which is why 

all the structures will be 

given landscape and 

architectural treatment. 

For example, the spans 

of the Saint-Paul viaduct 

increase the higher it gets, 

giving it an elegant flowing 

appearance. 

Care is also taken not 

to damage the flora and 

fauna and a comprehensive 

study was carried out on 

the cliffs in order to 

preserve the ecosystems. 

© Régis Bouchu / Actophoto 


© Jean-Philippe Mesguen 

striving 

to attain our full 

potential

© Benoît Fougeirol 

STRIVING TO ATTAIN OUR FULL POTENTIAL 

Thiais RATP Bus Center, near Paris, 

made with Ductal®. Architects: ECDM. 

Lafarge reports 

a record 2007 first half 

Sales up 4% to €8,385 million, current operating income up 20% to €1,360 million (up 

23% in the Cement business and 30% in the Aggregates & Concrete business) and net 

income of €934 million (up 70% year-on-year). 

H1 2007 results, announced in August, augur well for the latter half of the year. 

This performance that we have achieved, in spite of the difficult economic climate in the 

United States, “reflects the structural improvement of our operations and the cost-cutting 

initiatives taken throughout the Group,” explains Chief Executive Officier Bruno Lafont. ■ 


© Samuel Ashfield 

RECOGNITION 

Environmental 

policy receives 

award 

In July, Lafarge UK 

received a Business 

in the Community Award 

for Excellence at the Royal 

Albert Hall in London 

in the presence of Al Gore 

and the Prince of Wales. 

This Eco-Award recognizes 

the Group’s commitment 

to the environment and 

the effectiveness of its 

resource recovery policy. 

Lafarge’s policy involves 

reducing greenhouse 

gas emissions and 

conserving non renewable 

energy and material 

resources by substituting 

them with recycled waste 

in the cement production 

process. ■ 

SITE 

Lafarge expands 

its Gypsum 

business in Asia 

To increase its production 

capacity and strengthen 

its position in a highpotential 

Asian market, 

Lafarge Boral Gypsum 

in Asia (a Lafarge-Boral 

© Nian Zeng / Rapho 

joint venture) has invested 

$28 million in 

the construction of two 

plasterboard plants. 

The factories, which 

arein Chengdu (China) 

and near to New Delhi 

in India, each have 

a production capacity of 

10 million square meters. 

They are expected to 

begin production in the 

first quarter of 2008. ■ 

INNOVATION 

Chronolia 

and Extensia , 

two revolutionary 

concretes 

The result of many years 

of research, Lafarge’s 

two new concretes 

Chronolia and Extensia 

meet today’s specific 

construction needs. 

By becoming resistant 

in four hours instead 

of between twelve 

and twenty hours 

for traditional concrete, 

Chronolia saves 

precious time! 

Meanwhile, Extensia 

concrete, which has 

been specially designed 

for concrete flooring 

Disvestment 

of Lafarge Roofing 

completed 

In March, Europe’s 

leading private equity 

firm PAI Partners 

completed its acquisition 

of Lafarge Roofing 

for an enterprise value 

of €2.4 billion. 

Wishing to maintain 

a link with the business, 

which operates in 

41 countries, Lafarge has 

reinvested €215 million 

alongside PAI Partners 

to take a 35% stake 

in the new entity. ■ 

A new production 

line in China 

At the beginning of 2007, 

Lafarge Shui on Cement 

opened a new production 

line at its Dujiangyan 

cement plant in China. 

This injection of 

$58 million has enabled 

the Sichuan factory, which 

was already one of the 

country’s most modern 

plants, to double its 

production capacity. 

This is a major asset 

for Lafarge, enabling 

it to keep up with the 

exponential growth of 

the world’s largest cement 

market and shore up 

its leadership position 

in south-west China. ■ 

© Serge Henri 


applications, can cover 

a large surface area 

without joints, steel mesh 

or steel fibers, limiting 

later cracking problems. 

Two new materials that 

are a real technological 

revolution in concrete. ■ 

ACQUISITION 

Lafarge 

increases its stake 

in Héraclès 

Lafarge now holds 

a 78.70% in Héraclès’ 

capital. In April, the Group 

bought over 18 million 

shares in Greece's leading 

cement producer from the 

Greek National Bank for 

the sum of €322 million. 

Lafarge, which already 

held 52.70% of the 

company’s capital, has 

increased its stake 

by 26%. ■ 


REDUCING CO 2 

And that 

makes three! 

After Morocco and 

Malaysia, Lafarge has 

now introduced a third 

Clean Development 

Mechanism (CDM) in 

India. The project, 

set up at the Arasmeta 

cement plant, involves 

replacing part of the 

clinker making up the 

cement with fly ash, 

a by-product of coal-fired 

power stations. 

A highly effective way 

of reducing greenhouse 

gas emissions 

linked to the cement 

manufacturing process, 

it is expected to reduce 

CO 2 emissions by 

around 70,000 tons 

a year. ■ 


STRIVING TO ATTAIN OUR FULL POTENTIAL 

Based on its environmental strengths, Lafarge has announced 

its ambitions for 2012 in the field of sustainable development. 

The Group is committed to a set of challenges based 

on target figures, deadlines and measurable objectives. 

Lafarge 2012 Ambitions: 

sustainable leadership commitments 


Farming use of lands around Bouskoura 

cement plant in Morocco. 

P A G E 5 0 | L A FA R G E | N O V E M B R E 2 0 0 7 | C R E S C E N D O 

As part of our "Excellence 2008" strategic plan 

launched in June 2006, we renewed our 

commitment to be one of the world's most 

driving and efficient industrial groups in terms 

of employee health and safety, environmental 

protection, social responsibility and corporate 

governance. This means running our business 

in the future better than we do today so 

that we can satisfy our customers, employees 

and shareholders, acting in a way that cares 

for the well-being of the environment and 

communities where we operate, as outlined 

in our Principles of Action. 

It means challenging ourselves regularly in an 

ever-changing world and therefore requires 

us to anticipate change and constantly adapt 

to make continual progress in the interests of 

our world. 

This is what our Sustainability 

Ambitions 2012 are all about. 

With these new guidelines, developed with 

the assistance of our stakeholders and the 

involvement of the Group's senior management 

team, we have chosen to focus on major 

issues: the areas where we have real impact, 

the major environmental and social challenges 

that we face and areas where we can make 

a real difference and lead the way to positively 

influence our industry: 

- the fight against global warming 

- biodiversity 

- the health and safety of our employees and 

the local communities in which we operate. 

Real changes 

We have set our goals in an endeavour to 

accomplish significant progress within the 

next five years. They are measurable and dated 

and target figures have been set. They apply 

to our 2,000 industrial sites in over 70 countries: 

it is therefore a worldwide project. We 

will report on our performance every year. We 

are committed to achieving our goals regardless 

of how ambitious they are. We are determined 

because we believe that this progress 

could help change the scheme of things, to 

the advantage of the environment and society. 

In a constantly evolving world, the building 

materials sector is in the throes of change. 

We are now picking up speed so that we can 

take up these new challenges. ■ 

For further information on our Sustainability 

Ambitions 2012, log on to www.lafarge.com 

BRUNO LAFONT 

Chairman and CEO 

of Lafarge. 

GUILLAUME ROUX 

Executive Vice- 

President, Co- 

President of the 

Cement business 

CHRISTIAN 

HERRAULT 


President, President of 

the Gypsum business 

A new team 

running 

the Executive Comittee 

JEAN-CARLOS 

ANGULO 

Executive 

Vice-President, 

Co-President of the 


THOMAS FARRELL 


President, Co-President 

of the Aggregates & 

Concrete business 

JEAN-JACQUES 

GAUTHIER 


President, Finance 

ISIDORO 

MIRANDA 


President, Co- 

President of the 


GERARD KUPERFARB 


President, Co-President 

of the Aggregates & 

Concrete business 

ERIC OLSEN 


President, 

Organization and 

Human Resources 

© ARR Mediatheque Lafarge – Gérard Uféras, Jacques Grison / Rapho. 

CONTACTS 

Senior vice-president, 

Group Communications 

Philippe Hardouin 

philippe.hardouin@lafarge.com 

Phone: + 33 1 44 34 11 71 

Fax: + 33 1 44 34 12 08 

Vice-president, Group External 

Communications 

Stéphanie Tessier 

stephanie.tessier@lafarge.com 

Phone: + 33 1 44 34 92 32 

Fax: + 33 1 44 34 12 23 

Registered with the AMF, the French 

market authority, the French version 

of the Lafarge 2006 annual report and 

2006 reference document (document de 

référence), as well as the U.S. version on 

form 20-F, registered with the Securities 

and Exchange Commission (SEC) may 

be downloaded at www.lafarge.com. 

Editor-in-chief 

Stéphanie Tessier 

Concept 

Lafarge, Textuel 

Copy 

Lafarge, Textuel, François Bernheim 

Impression 

E-Graphics 

Cover 

In the Philippines, Lafarge uses rice 

husks as alternative fuel in its cement 

plants’ kilns up to 35% susbtitution. 

© Redlink, Gamma, Eydea

The magazine - Lafarge

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