The magazine - Lafarge

Number 5 April 2008
China
Towards
sustainable
ecology
Orascom Cement,
growth
accelerator
Green fuel
in Kenya

© Photolibrary
EXPLORING
A WORLD ON THE MOVE
06 China, towards sustainable ecology
12 The sky’s the limit for today’s towers
16 The structural revolution of Villa Navarra
MOVING FORWARD
IN OUR BUSINESSES
20 Orascom Cement, a growth accelerator
26 Human Resources: the challenge of internal growth
30 Health & Safety: forging ahead
CONTRIBUTING
TO A SUSTAINABLE WORLD
36 Objective: “zero net energy”
38 Rebuilding a community
40 Renovated Romanian heritage
42 Bees provide a buzz for biodiversity
44 Green fuel in Kenya
STRIVING
TO ATTAIN OUR FULL POTENTIAL
48 Highlights
BRUNO LAFONT
Chairman and
CEO of Lafarge ©
questioning bias, thinking out of the box, progressing every day… Proving
by our initiatives that Lafarge’s leadership in sustainable development,
controlled growth and local development is not just empty words… These
are the topics covered in this issue of Crescendo, which focuses on the
international arena, as does our Group. The Middle East is our first
destination, increasingly central to Lafarge’s strategy since the acquisition
of Orascom Cement. We then head for China, a key growth vector,
representing alone half of the worldwide cement market. Contributing to
growth in China also means supporting this country in achieving its
environmental goals. In this area in particular, the Chinese authorities
recently demonstrated a first-rate, can-do approach to reducing energy
consumption.
Building professionals have a tendency to overestimate the cost of
sustainable buildings. Lafarge’s
leading role in the EEB (Energy
Efficiency in Building) initiative
to reduce energy consumption
in buildings aims to contribute to changing this. Finally, Crescendo aims
to show that healthy and dynamic economic growth can go hand-in-hand
with social development and support for local communities. The “biofuel”
project in Kenya, the exemplary renovation of a former quarry in Spain,
or the massive mobilization to help people affected by the forest fires in
Greece all demonstrate that our values have meaning and that they are
central to our commitment to excellence.
Progressing every day
BRUNO LAFONT
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Jacques Grison

a world on the move
© Photothèque Lafarge exploring

EXPLORING A WORLD ON THE MOVE
The growth of emerging markets is a cause for concern in light
of the increasing risks from global warming. And China in
particular with its 1.3 billion inhabitants. Criticized for the rise
in greenhouse gas emissions directly caused by
its development, the Middle Kingdom is countering the criticisms
of industrialized nations and putting the spotlight on its can-do
approach to protecting the environment.
China, towards
sustainable ecology
The port
of Chongqing,
in Yunnan Province,
second most
industrialized city
in China.
western nations have always been fascinated by China, which houses
a fifth of the world’s population, and this fascination has grown since it
entered the global development arena. China’s economic “miracle” with
high levels of growth (11.4% in 2007) has inspired awe in industrialized
nations. Over the last ten years, China’s GDP to date has grown at a rate
of over 200% according to the International Monetary Fund. Particularly
evident in the building sector, China’s dynamic economy now absorbs
half of the world production of cement. About 30 cities have crossed the
2-million inhabitant mark and population levels in towns developing on the
outskirts can be counted in tens of millions. To meet industrial and
residential energy needs, China is increasing its electrical production
capacity by 50 gigawatts a year, which is like building two new power
stations a week!
The soaring economy is affecting China’s population and indirectly
impacting the world economy. But public opinion in the most developed
countries is also voicing its concern. Indeed, people are fearful of global
warming and this exploding economic development is perceived as a
threat for the environment. The media and environmental groups were
quick to pinpoint China as the world’s highest producer of CO2 in 2007.
However, two key factors shall be taken in account. First, while China did
actually produce more CO2 than any other country, its rate of emission •••
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© Photononstop

“ The five-year plan intends
to cut energy
consumption by 4% a year.”
••• per inhabitant is still considerably lower than in the United States,
Europe or Japan. Second, focused can-do policies have recently been
put into practice by the authorities to reconcile economic growth with
environmental protection.
The first signs of a responsible industry
The Chinese authorities have expressed their annoyance at this criticism.
Like the governments of other emerging nations, they dislike being
lectured by countries that based their economic growth on the consumption
of fossil fuels (the main cause of current CO 2 concentration levels in
the atmosphere) for two centuries. They have retorted that they have
absolutely no intention of curbing their growth when their standard of
living is still well below that of more developed countries. Even so, China
is aware of the risks involved in uncontrolled economic development
and the central government has embarked on a new policy focusing on
energy efficiency and reducing pollution.
Pan Yue, Vice-Minister of the Environmental Protection Administration,
described the government’s position in an interview for the Nanfang Zhoumo
magazine: “In 2007, we included the need to cut energy consumption
by 4% and to reduce polluting emissions by 2% a year in our eleventh
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PAN YUE
Vice-Minister of the State Environmental
Protection Administration
© Photononstop
Shanghai by night…
Consumption of
electricity is rising by a
colossal 50 GW a year.
five-year plan. Far from falling, in 2006, emissions of the main pollutants
rose, there was an ecological accident every two days on average, and
complaints by the population concerning the environment rose by 30%.”
The year 2007 saw a reversal of the trend and energy consumption in
terms of GDP fell by 3.27%. This is encouraging, but still considered
under par by Prime Minister Wen Jiabao in view of the country’s commitments
for 2010. So in another show of willingness, the government took
drastic action, which includes restrictions on new industrial projects if
regions do not comply with environmental regulations. Going beyond
the commitments made by many Western countries, the government
has set the State Environmental Protection Administration, now a fullyfledged
ministry, the goal of producing 15% of renewable energy by
2015 and 30% by 2030.
Three per cent of GDP: the weight of pollution
For the government, the priority is now to reconcile economic development
with respect for the environment. Indeed, China knows that one is
not possible without the other in the 21st century. The China Green
National Accounting Study Report thus estimated that pollution cost the
country 512 billion yuan (about 50 billion euros) in 2004, equal to 3% of
© REA
LAFARGE IN CHINA
“In compliance with Lafarge’s pledges in the Sustainability Ambitions
2012 programme, we have voluntarily set ourselves objectives that go
beyond local regulations,” explains Marie Fan Xiaohong, Environment
Manager of Lafarge Shui On Cement in China. We intend to dramatically
cut our CO2 emissions and to reduce dust emissions, SO2 (sulfur dioxide)
and NOx. Present on the Chinese market since 1994, the Group has
become a leader in the cement business in the south-west of the country
following a joint-venture with a local firm in November 2005. Its twenty
production units offload 24 million tons of cement and employ 10,000
people. Several ultra-modern, highly energy-efficient plants are currently
being built to coincide with market growth. Lafarge also produces
plasterboard in Shanghai, Chongqing or Chengdu and is preparing its
rollout on the aggregates and concrete markets. ■
EXPLORING A WORLD ON THE MOVE
GDP. This was an unacceptable situation for the authorities who pledged
new, much more restrictive standards in the National Programme on
Climate Change launched in June 2007.
Against this backdrop, some ambitious projects are under way, including
the eco-city of Dongtan on the island of Chongming, an hour’s boat ride
from Shanghai. This new city should by ready by 2010, coinciding with
the Universal Exhibition in Shanghai. It will be fully self-sufficient, powered
by electricity from wind turbines and solar panels, with local organic food
production and a public transport system comprising a hydrogen bus
and river taxis. The new city should be able to house 50,000 people.
This new vision probably fuelled ambition to develop Chongqing, a
30-million-inhabitant megalopolis in south-west China, and where Bruno
Lafont, Chairman and CEO of Lafarge, was appointed advisor to the
mayor. “We have set ourselves some very ambitious objectives,” states
Wang Hongju, the city’s mayor. “First, we are planning to double the •••
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© DR
CLAUDE MANDIL
Engineer from the École des
Mines, and a graduate of the
École Polytechnique. Former
Director General of Energy and
Raw Materials at the Ministry
of Industry and chairman of the
French Oil Institute.
Executive Director of the
International Energy Agency
from February 2003 to
September 2007.
Claude Mandil
“The Chinese authorities
are aware of the threats”
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Claude Mandil, former executive director of the International
Energy Agency (IEA).
Is China the world’s top polluter?
Claude Mandil : In 2007, it was the highest
emitter of CO2 in the world just ahead of the
United States. But if we compare emissions
(5 billion tons of CO2 a year) to population
(1.3 billion inhabitants), China contributes
to CO2 pollution four times less than
Americans or Europeans. Even so, growth
rates in China and other emerging countries
indicate a potentially massive increase in
greenhouse gas emissions.
What are your projections for 2050?
C. M. : It all depends on policies. If nothing
is done, we will probably have been burned
alive before then anyway! If the Kyoto
commitments are respected, we should be
able to bring CO2 emissions back to their
present level. But scientists aren’t happy with
this objective. They defend a scenario based
on a peak in 2015, which should then
be halved by 2050. This is an extraordinary
challenge. It will require an intense
mobilization of opinions, deep changes
in our behavior, and key policies to promote
renewable energy, nuclear energy and
above all technologies for capturing
and confining CO2. What is China’s position with respect
to these scenarios?
C. M. : The authorities are aware of the
environmental threats to the planet.
They’re ready to take action as long as
this doesn’t curb their growth.
They’re involved in international
discussions under the UN’s umbrella.
The Chinese government insists it has
already considerably stepped up its
efforts. Is this really the case?
C. M. : The eleventh five-year plan contains
some very ambitious objectives for cutting
energy consumption per unit of GDP: 20% by
2010. This is much higher than Europe which
is at about 1% a year. But China publicly
announced that it cannot meet this goal at
present. Moreover, emission standards for
new cars, based on those of the European
Union, have been implemented. A policy to
actively promote renewable energy and
nuclear energy is also under way, although
this is a drop in the ocean compared to coal.
Finally, concerning coal, half of their new
facilities are next-generation power stations,
thus more energy-efficient and less polluting.
Can companies play a role in this
mobilization?
C. M. : Pending the implementation
of a post-Kyoto system which covers the
whole world, they can impose the idea
of sector-based agreements between key
industries. Concerning cement firms, Lafarge
proposes limit thresholds for emissions.
As it produces 50% of worldwide cement,
China must be involved in these agreements,
particularly as a number of its cement works
are recent and more energy-efficient. ■
© Arup.com
•••
economic weight of the city in five years. Secondly, we have embarked
on a can-do policy to cut energy consumption and emissions, introduce
a sustainable development approach and improve our citizens’ living
standards.” The city unveiled a five-point plan to achieve these objectives
in 2008. Some of the features include the creation of hi-tech industrial
activities; the closure of several former steelworks, cement works or
polluting facilities; the development of renewable energy; and a system for
controlling waste and pollution.
Other local public-private initiatives are also a solution to economic development
that respects the environment. In this context, the province of
Yunnan has embarked on a key project with a twofold objective. First,
they want to meet considerable local demand for construction materials;
second, they want to modernize this key sector in the provincial economy,
by encouraging energy-saving policies, developing the use of waste as a
fuel alternative or developing new quality products. These measures
resulted in the conclusion of a milestone agreement between Lafarge
and Chongqing City, covering accelerating development of all the Group’s
activities. It is difficult to know yet whether these new policies will allow
China to achieve an “ecological” miracle this time round, but the development
of an industry able to reconcile economic drive with respect for the
environment could eventually serve as a model for all emerging markets. ■
EXPLORING A WORLD ON THE MOVE
With the policy to cut polluting
emissions, renewable energy
production projects are flourishing.
Here, the project for the eco-city
of Dongtan.
DID YOU KNOW ?
THE GOVERNMENT IS COMMITTED TO ITS
ENVIRONMENTAL POLICY
In a further show of its commitment to sustainable development, China
created a fully-fledged Environment Ministry on March 15, 2008.
This decision will add weight and resources to the former State
Environmental Protection Administration, which worked to combat
pollution and energy waste.
In December 2008, Lafarge became a member of the Chinese Cement
Association. It is for us another opportunity to contribute to upgrading
environmental and safety standards of the industry and to embark other
players in a common goal towards sustainability.
Lafarge was hailed as one of the ten most influential international brands
at a forum on construction and energy efficiency organized by the Chinese
construction ministry. It received the accolade for being the only company
able to provide an internal plasterboard-based heat insulation system
combining both reliability and energy-efficiency.
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The sky’s the limit
for today’s towers
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Faced with demographic growth, urban development, and global
warming, many specialists are advocating energy-efficient
and dense modern cities, spreading upwards. Architects are now
inventing comfortable and pleasant sustainable or eco-towers
with the potential offered by groundbreaking techniques and
materials. And the towers are getting taller.
all worldwide population figures are on the rise. The number of people
on the planet is increasing and will reach 7.9 billion by 2025, compared
to 6.4 billion today. More than two out of three inhabitants will live in
the world’s cities. China alone will have to build over 400 new cities by
then to absorb its soaring rural exodus. Space is limited and land is
expensive. Most large cities, from São Paulo to Sydney, including Dubai,
Shanghai or Bangkok, are looking upwards. With more than 7,000
buildings higher than 152 meters, Hong Kong held the record for the
city with the most skyscrapers in the world in 2005, ahead of New York
or Tokyo. For many urban planners, high-density development is the
key to countering the threat of global warming and declining natural
resources and this involves building new, even taller towers. Because
these towers use up less land, green and agricultural areas can be
maintained, thus promoting biodiversity; permeable soil areas can also
be spared and traffic congestion can be better controlled. In the new
part of the Russian city of Yekaterinburg, for example, building upwards
has helped to preserve surrounding forest areas and even bring the
forest into the city. With very energy-efficient design, these new
skyscrapers can also significantly reduce greenhouse gas emissions.
In Paris’s La Défense business district, the Generali Tower, to be
completed by 2012, will boast half-opaque, half-transparent façades
to better control heat input, as well as natural ventilation, solar •••
The One Exchange Square
in Hong Kong is a group
of three, 52-storey
buildings interlinked
by gardens.
© Getty Images
EXPLORING A WORLD ON THE MOVE

© DR © DR
ALAIN SARFATI
> Architect of the French
Embassy in Beijing, China, and
the Panache Tower project at
Paris’s La Défense, Alain Sarfati
runs Area, a multidisciplinary
agency instrumental in the
construction of several new
towns in the 1970s. Area was
behind the building of the
National Archive Centre for the
World of Work in Roubaix
(1993), the National Theatre in
Toulouse’s city centre (1998)
and the Bel Air area in Saint-
Germain-en-Laye.
THOM MAYNE
> Winner of the Pritzker
Architecture Prize in 2005,
Thom Mayne created
the Morphosis agency and the
Southern California Institute
of Architecture. Designer
of the head office of BMW
in Munich, he is currently
building the Lighthouse Tower
in Paris’s La Défense and
working on other projects such
as the Design Center in Taipei,
China, the Sun Tower in South
Korea and the Olympic Village
in New York.
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Alain Sarfati’s
project for the
Emperor Tower.
La Défense’s future
Lighthouse Tower
designed by
Thom Mayne.
© S. Area / Sarfati
© SIPA
••• sensors, wind turbines on the roof, and outside gardens on each
floor. Its neighbouring “Phare” or Lighthouse Tower will be equipped
with a “double skin” on the south side and a transparent façade on the
north side to maximize energy efficiency, in addition to a rainwater
recovery system.
Progress from all sides
Engineering has progressed so much over the last few years that some
real technical feats are now possible. Some of these include development
of interlacing outside frames; load-bearing lattices; super corner
columns or reinforced concrete pillars; the use of pendulum-like
counterweights to reduce building oscillation; and groupings of thin
high-rise buildngs. New materials have also been developed, including
light-sensitive glass or ultra-high performance concretes. “They offer
unprecedented curving potential,” comments architect Alain Sarfati,
designer of the curvy Panache Tower project in La Défense. These
developments are wings allowing architects to fly even higher. Like giant
minarets, dominating Kuala Lumpur’s skyline, the 452-meter Petronas
Twin Towers used to be the highest buildings on record. Then last
February, they were outdone by Burj Dubai in the United Arab Emirates,
standing at a colossal 604.9 meters. But this is only the tip of the
tower… Indeed, the developers hope to build it up to 800 meters. But
this is a mere trifle compared to the Bionic Tower project, a 1,228-meter
“rocket”, basking in artificial lakes and gardens, in Shanghai, or the
2,000-meter-high set of 55 stacked pyramids, brainchild of architect
Shimizu in Tokyo.
Fascinating or off-putting?
As fascinating as they may be, these buildings are not to everyone’s
taste. While the Financial Center in Taipei or the pagoda-shaped Jin
Mao Tower in Shanghai fit naturally into the local backdrop, other
designs have been less convincing. Symbols of power, tower blocks
were not really intended to be well-designed urban furniture for
everyone’s benefit. “The upshot is that the isolated blocks are more
costly, with higher charges and do not address high-density objectives.
EXPLORING A WORLD ON THE MOVE
The land use coefficient is only 1.5 at La Défense, but three for Paris
and eight for Chicago!” comments Alain Sarfati. He goes on to explain
that the 19th century left us two major, but incompatible revolutions:
“Horizontal speed, by train and car, which promoted urban sprawl, and
vertical speed in elevators, a factor which contributed to the development
of high-rise buildings. In some large cities, the problem is that no
choice was made between the two phenomena,” he said. “So many
people opted to live on the outskirts of cities in poorly situated tower
blocks, with insufficient service networks, ultimately leading to the rejection
of this type of building. Towns to live in are needed, welcoming all
members of society, with powerful public transport networks and
spacious gardens. In short, a real social project.” But positive changes
are also afoot in this area. Thom Mayne’s “Phare” Building at La
Défense is designed to blend in with its environment. “Rather than an
isolated and independent building, we sought to develop a hybrid structure
generating smooth transit through underground areas... up to
horizontal public areas which then become vertical, thus offering a
wealth of cultural and commercial experiences,” the architect explains.
By revisiting the functional mix of offices, accommodation, shops and
leisure and better designing the buildings, they should also offer a
higher quality of life. The colossal Burj Dubai and the Shimizu Pyramid
are cities in a tower. Accommodation, offices, shops, hotels, hospitals…
The entire urban fabric can be contained in a vertical structure,
with roads replaced by floors to create space and interactions on
several levels. ■
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EXPLORING A WORLD ON THE MOVE
La Villa Navarra opens a new era in materials. Its roof in
Ductal® concrete is a world first, the hybrid fruit of the
boldness and expertise of Rudy Ricciotti*, architect and
laureate of the National Architecture Grand Prix 2006,
Romain Ricciotti, structural engineer, and Mouloud Behloul,
Lafarge concrete engineer. They meet up for a round table to
talk about this building.
The structural
revolution
of Villa Navarra
a
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n exceptional work, both aesthetically and for
its technical complexity, Villa Navarra looks like
a long, furtive silhouette set on the very rock,
simply laid bare. And it is around this notion
of “minimal aesthetics”, so dear to Rudy
Ricciotti, that the discussion begins.
Rudy Ricciotti : Our intention was to limit
the villa’s impact on the site by blending it into
the slope, without backfill, following a logic
of unobtrusiveness. The outcome of this logic
is its ultra-thin Ductal® roof. Can you remind
us of size, Romain?
Romain Ricciotti : 40 meters long,
with a 7.86-meter cantilever and edges
3 centimeters thick.
Mouloud Behloul : In terms of concrete,
that’s a sheet of paper! Ductal® is an ultrahigh
performance fibre concrete, which allows
us to break away from passive structures.
It opens the way to a huge reduction in
material and great creative freedom in forms,
which, in this case, are curved, feminine.
Romain Ricciotti : These forms were
dictated by external restrictions, such as the
© Philippe Ruault
width of the trucks used to transport materials.
But also by the resolute demand for optimum
mechanical yield, similar to that of steel
structures. This structural roof only works in
flexion, with a warp of 4 millimeters as a result
of temperature variations, which is completely
new. It has no incorporated waterproofing or
insulation.
Mouloud Behloul : Here, the material
is used in its purest expression. Its specific
nature – neither metal, nor wood, nor glass,
and not really concrete – forced us to re-ask
all those questions that “reinforced concrete”
engineers hardly ever ask these days and to
re-invent design and manufacturing methods.
So, at the pouring stage, we had to calculate
and check the direction of the fibres,
because these change the mechanical
properties of the concrete.
Rudy Ricciotti : What we are talking about
here is the very core of our work, which, in my
opinion, is all about a choreography of efforts:
an exceptional material, used in nuclear power
stations, poured in aluminum moulds similar
to the moulds used in the aeronautics industry,
but employed with the traditional, even
archaic, skills of craftsmen.
Romain Ricciotti : You mention
a “choreography of efforts”… It’s worth
pointing out that the successive revolutions
initiated by concrete have always come
about through “committed” collaboration
between architects and engineers.
Mouloud Behloul : As I see it, the Navarra
project is the fruit of reflection on the structural
properties of Ductal® concrete. It probably
marks the beginning of new beliefs and new
practices concerning structures.
Rudy Ricciotti : And I’m fairly optimistic
about the chances of seeing the use
of this exceptional material becoming very
widespread.
RUDY RICCIOTTI
ROMAIN RICCIOTTI
MOULOUD BEHLOUL
A HOUSE-GALLERY
> Enrico Navarra’s name is widely
associated with Jean-Michel
Basquiat, since he acted as one
of his art dealers in the 1880s.
He has just closed his Parisian
art gallery down. He intends
to make the Villa Navarra and
its exceptional site into an
enigmatic gallery, accessible only
via a virtual visit.
> Ductal® is ultra-high
performance concrete made
by Lafarge: its resistance is six to
eight times greater than that
of conventional concrete
and it contains metallic fibers
that make it ductile.
While it enables a level of finesse
never before seen in classic
concrete works, it is also
resistant to bending.
It can undergo major
transformations (pressure
or dilation, for example), without
breaking and it is resistant
to hostile external conditions,
such as abrasion, pollution, bad
weather and scratches.
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© Élise Sévère © Agence Ricciotti
© Agence Ricciotti

© Ignus Gerbermoving
forward
in our businesses

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With the recent acquisition of Orascom Cement,
the Middle East’s leading cement producer, Lafarge has
seized the opportunity to firmly establish its presence
in emerging markets promising brisk growth. This is
another advantage that widens the Group’s development.
Orascom Cement,
a growth accelerator
o
rascom Cement is one of the major players on the world scene of
growing markets. The company founded by Egypt’s Sawiris family in
the Middle East is ranked number one in its field. Orascom Cement
occupies a leading position in Egypt, Algeria, the United Arab Emirates
and the north of Iraq. It is also very well-placed in many markets offering
high potential (Saudi Arabia, Syria and Turkey, but also Nigeria, Pakistan
and North Korea). What is the key to its success? A smart equation
associating quality industrial assets, excellent positioning in booming
markets, and low production costs.
An Egyptian success story spanning 30 years
Founded by Onsi Sawiris in the 1970s, Orascom Construction Industries
went on, in over two short decades, to become one of Egypt’s
leading construction companies. It built its reputation with varied and
complex construction projects: luxury hotels, railways, office and
commercial buildings, and even wastewater treatment plants. At the
turn of the 1990s, Onsi Sawiris passed on control of the company to his
son, Nassef Sawiris. He embarked on an ambitious diversification
programme, investing in cement. After remarkable success in Egypt,
Nassef Sawiris launched the internationalization of his group, starting •••
In the United Arab
Emirates, the new town
of Dubai Marina,
an ambitious project,
should provide housing
for 120,000 inhabitants.
© John Lamb
MOVING FORWARD IN OUR BUSINESSES

MOVING FORWARD IN OUR BUSINESSES
© Alain Le Breton
NASSEF SAWIRIS
> After joining the Orascom
group in 1992, Nassef Sawiris
became CEO of Orascom
Construction Industries in 1998,
ahead of an initial public
offering completed in 1999.
His strategy, based on
geographic expansion and
investment in complementary
activities, such as cement,
has helped him transform
the company into an
international level group.
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••• in Algeria. In a few years, Orascom Cement made strong progress,
both in terms of growth and profitability. Today, Orascom Cement has
a cement production capacity of 35 million tons, which should grow
to 45 million tons by 2010, with an operating margin of over 40%.
The factories, all new or recent, are already organized to meet steep
rises in production.
Today, the Middle East’s leading cement producer has entered a
new phase through its merger with the world leader, Lafarge. The
acquisition of Orascom Cement is completely in line with Lafarge’s
growth strategy in the emerging markets. By acquiring a leading
position in a region offering high potential growth and profitability,
Lafarge has made a long term strategic operation.
A major urban growth phenomenon
The Middle East enjoys a number of advantages in terms of economic
growth, demography and urbanization. The infrastructure needs are huge
and demand for cement is constantly growing in the region. The dynamic
state of the construction sector in the Middle East is far from running out
of steam. The phenomenon of urbanization affecting most of the countries
in the zone implies steadily growing needs in housing and infrastructure
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© DR Médiathèque Lafarge
Orascom’s production
sites complement
Lafarge’s installations,
creating dense,
coherent coverage
of a zone where
demand is high.
equipment. Thanks to a solid, steadily growing economy fed by oil and gas
revenue, the upper-middle classes enjoy increased purchasing power
and they are turning towards new real estate products. And the States have
embarked on multiple major projects. The projects of the United Arab
Emirates offer a glimpse of boom years ahead for the sector. The construction
of ten museums has already been announced, including a Guggenheim
Foundation by architect Frank Gehry and the Louvre Universal
Museum in Abu Dhabi, designed by Jean Nouvel, 2008 laureate of
the Pritzker architecture prize for his work. Also in the works is a huge
Islamic Arts museum in Qatar, designed by Ieoh Ming Pei and •••

MOVING FORWARD IN OUR BUSINESSES
••• Jean-Michel Wilmotte, the French-American duo of architects of the
Grand Louvre in Paris. Even the Bahrain archipelago has hired the services
of star architects, including Anglo-Irakian Zaha Hadid, Japan’s Tadao
Ando and France’s Architecture Studio. Similarly, Saudi Arabia intends to
construct an immense tower 1,609 meters high at Djebbah, on the Red
Sea. This is a record, compared to the 800 meters of the Burj Dubai or
the 1,001 meters of the future Kuwait Tower.
Boosting our presence and know-how
This merger also brings Lafarge a rich source of human resources.
Lafarge will benefit from the know-how of qualified teams and a development
culture forged in the emerging markets. This also makes a
springboard for the development of the Group’s Aggregates
& Concrete Business in the region.
P A G E 2 4 | L A FA R G E | A P R I L 2 0 0 8 | C R E S C E N D O
With the acquisition of Orascom Cement, many
teams with diversified skills and competences now
enrich the Group’s potential.
By combining the internal development programme currently under
way within its Cement Business with this acquisition, the Group’s total
annual production capacity should grow by 50% between 2007 and
2010, to reach 260 million tons of cement.
Altogether, this is a strategic operation that, singles out Lafarge as
the best-performing company in its sector and the leader in the highgrowth
emerging markets. ■
© Ignus Gerber
© DR
ÉRIC VERDEIL
Researcher at the CNRS, deputy
director of magazine
Géocarrefour and the author
of several works.
Éric Verdeil
The Middle East, a region
with huge potential
Éric Verdeil, a researcher at the CNRS, University of Lyon,
is specialized in urbanism in the Middle East.
What can you tell us about today’s
demographic situation of the Middle
Eastern countries?
Éric Verdeil : Globally, the whole Middle
East region maintains annual demographic
growth of close to 2%, noticeably higher
than all the other developing regions. Egypt,
for example, has a high fertility rate.
Generally speaking, and in comparison with
other regions of the planet, such as South
Asia, the Middle East is experiencing
significant demographic growth.
What trends in urbanization
can we see in the Middle East?
É. V. : In this region, there is a considerable
movement towards urbanization.
We observe a still strong trend towards
and around the capitals. However, there is
another major phenomenon to underline,
which is the transfer of population towards
secondary towns. This is urbanization
developing around small and medium-sized
conurbations. This is a major trend,
because these towns have great needs
in infrastructure and equipment. Because
of this, many places have to make
consequent efforts to catch up with the
level of the larger cities.
The rate of growth in GDP in the developing
countries in the Middle East increased
steeply in 2007. What are the principal
factors behind this rise?
É. V. : The revenue coming from
hydrocarbons makes a decisive contribution
to supporting the growth of the Middle East
countries. The Maghreb region also benefits
from financial fallout. The capitals of the
Gulf export their capital derived from oil to
the services sector, real estate investment,
hotel projects, etc. Indeed, we observe clear
progress in the rate of growth of GDP.
In particular, this benefits the better-off
middle classes with high potential
purchasing power. In the real estate sector,
this is reflected in the research into new
products. This is certainly a restricted
market in terms of housing, but one that
represents a segment enjoying very
high growth. These upper-middle classes
have links abroad and seek their inspiration
in other styles of living. For example, they
tend to turn towards the urban periphery to
design new living spaces. ■
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P A G E 2 6 | L A FA R G E | M A Y 2 0 0 8 | C R E S C E N D O
Staff levels need to be adapted to achieve the Group’s objectives
in terms of bolstering production capacity.
Forecasting needs require new means of recruitment in regions
where competition to find qualified staff is tight.
Human Resources:
the challenge of internal
growth
t
o meet growing demand in the building sector, Lafarge decided to
increase its production capacity by 45 million tons of cement between
2006 and 2010. This is an ambitious challenge, particularly now that
the Group’s growth pools are far from its bases, in China, India, Southeast
Asia, Central Europe, Africa, and the Middle East. All regions
where technical skills are required to meet the huge growth of the
building sector. And every new plant means 200 to 300 new
employees, engineers, supervisors, operators and foremen need to
be recruited and trained.
“The acceleration of our growth has led us to review the way we were
organized, in order to anticipate our needs upstream, to increase our
recruitments and to train new teams,” states Pascal Rousseaux, in
charge of human resources for the Cement technical teams. In its
Cement Business, Lafarge recruited 585 engineers in 2007, compared
to 350 in 2006. This year, the company is planning to take on 800
employees, and recruitment should top the thousand mark by 2009.
This is not even counting the four technical centres across the world,
which also boosted their headcount by an additional 130 to 140
engineers in 2008. “We started with an in-house strategy, promoting
our best talents to management positions,” recounts Keith Deighton,
in charge of organization and human resources in the Cement •••
Planned production capacity
increases mean that
recruitment of skilled staff is
now central to Group strategy
on a worldwide level.
© Jacques Grison
MOVING FORWARD IN OUR BUSINESSES

PROMISING GATEWAYS BETWEEN
INDIA AND NORTH AMERICA
This is the first talent partnership of its kind
in Lafarge wherein two units. Lafarge in India
and in North America have entered into a formal
partnership to source talent that benefits both
operations. With a year’s partnership, Lafarge
in North America has been able to gain access to
deep technical cement experience. As the
programme applies to existing talent as much as
it does new recruits, it also helps Lafarge in India
with retention efforts in a hot marketplace.
“These motivating career prospects for
candidates have helped us to improve our image
as an employer, enabling us to recruit more
easily,” explains Reva Prakash, human resources
manager for the Cement Business in India. About
thirty engineers are currently on the programme,
some are already working in Canada, with others
on the course at the Lafarge plants in India,
Malaysia and Indonesia, which recently joined
the programme. “The prospects are very
promising,” says David Cheney, in charge
of human resources in the Cement Business in
the United States and Canada; “We can cover
20% of our human resources needs by recruiting
about thirty engineers and technicians in India
every year.” While this project continues
to expand its territories breaking geographical
barriers, the journey is already a win-win success.
As Raji Ramanan Project Leader for this
partnership says, “Managing the cultural
transition and development of these talented
professionals to fit the new work environment
were the biggest challenges that we had to face
in this project and while we work as a team across
countries we see the efforts pay already.” ■
P A G E 2 8 | L A FA R G E | M A Y 2 0 0 8 | C R E S C E N D O
© DR Médiathèque Lafarge
For many, incentive for joining
the Group lies in the interesting
career prospects it offers.
“I CAME TO DRINK AT
THE SOURCE”
Marc Sinclair Mamiah,
a young engineer from
Cameroon thus
summarizes his move
to the TCEA (Technical
Center Europe - Africa)
in France, in the process
and quality department
(DPQ). This expatriation
is part of his career plan:
he believes it is an
opportunity to progress
and occupy positions
with more responsibilities
when he goes back to his
original unit in Cameroon.
••• Division. “But this method, principally used in China, is not enough
given our rate of growth and the number of positions to be filled.” As
a matter of fact, Lafarge plans to recruit 1,000 employees a year in
China, to accompany its growth.
Attracting employees and keeping them
In addition to numbers, the quality of these employees is also a primary
concern. But to attract the best talent, the Group has to deal with
competition and local players. Not to mention oil and mining companies.
"Our growth prospects leds us to rethink our strategy,” continues Keith
Deighton. “We adopted a new, more forward-looking approach to anticipate
our human resources needs. Then we started to recruit preproject
to give ourselves time to find the right employees and train
them.” This strategy resulted in the Spoutnik project in Russia and
the former Soviet block and satellite states in 2007. A unit comprising
a human resource project manager, two headhunters and a careers
manager joined the local HR teams. A real war machine! The model
was so successful that it was adapted for China, India and Africa.
“Spoutnik made us completely rethink our operating procedures,”
comments Pascal Rousseaux. “The business units now view the industrial
challenges of growth and their human resources issues from a
more global standpoint.”
Another brand-new initiative is that Lafarge’s human resources
managers in North America are now working hand-in-hand with their
Indian counterparts. The goal is to recruit engineers or technicians in
India to offset the lack of available labour in the United States and
Canada (see box). Similarly, the Group recruits young high-flyers by
MOVING FORWARD IN OUR BUSINESSES
setting up partnerships with engineering schools. “Finding them is
one thing, keeping them is another,” emphasizes Deighton. “Money is
not enough of an incentive. Our strong advantage is that we offer
motivating professional careers and prospects of rapid promotion. Our
values and our Principals of action are strong assets in this environment.”
Indeed, Group structure, based on a smaller business unit
organization, offers potentially fast promotion to high management
positions. This prospect should appeal to many young graduates
destined to become the top managers of tomorrow. ■
PLANTS BECOME SCHOOLS
Appearances may be deceptive, but these are not run-of-the-mill plants.
The school plants are a concept designed by Lafarge in 2007 to allow
employees from all backgrounds to do training courses in real working
conditions. This system teaches the industrial skills required to become
a control room operator, maintenance inspector or process technician.
Special sessions are organized for the engineers. The programme allows
new recruits and units joining the Group following a takeover to quickly
take the Lafarge culture and work methods on board. Dedicated teams
monitor and teach trainees throughout their course. Five school plants
are already up and running: two in China, one in Kenya for sub-Saharan
Africa, one in Mexico for South America and one in Austria for Central
and Eastern Europe. ■
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MOVING FORWARD IN OUR BUSINESSES
© DR Médiathèque Lafarge
New Group safety standards
have been developed with the
aim of eventually eliminating
severe work-related incidents.
Safety, the basis of good performance, has long been
an important issue for the Group and for a number of years
Lafarge has ranked amongst the best performers within
its sector. However in January 2006, newly appointed
CEO Bruno Lafont decided that this was not enough: Lafarge
should do better, in order to fully reflect its values at work.
Health & Safety:
forging ahead
with the arrival of the new CEO in 2006, a pledge was taken: Lafarge
should reach world-class status, be one of the “best of the best”, and
join the world’s elite of industrial groups in terms of employee health
and safety. In the words of Bruno Lafont, “we cannot be the sustainable
leader if we are not excellent in safety.”
The objectives were to halve the frequency rate of accidents at work
between 2005 and 2008, with the aim of eventually eliminating all
work-related fatalities. The process set in motion two years ago is
bearing its fruits today. The first move was an extensive safety audit
by external consultants that highlighted, above all, the need for a
coherent Group policy and basic universal rules, and the need for
line management to get more involved and committed.
The audit quickly triggered action. In addition to the 400 health and
safety professionals worldwide, a central Health & Safety Competency
Centre was created and one of the Group’s top 25 managers,
Dominique Calabrese, was appointed its head. The team worked to
prepare a single Group policy and formulated eleven basic rules that,
today, have been implemented throughout the organization. Across
each of the 2,000 sites of the Group, the employees have signed the
Safety Group policy with all the managers. Needless to say, our health
and safety strategy goes far beyond implementing local statutory •••
C R E S C E N D O | L A FA R G E | A P R I L 2 0 0 8 | P A G E 3 1

MOVING FORWARD IN OUR BUSINESSES
OUR SAFETY
POLICY SYMBOL
TALKING IT THROUGH IN INDIA
Lafarge Gypsum in Rajasthan, India, has understood one thing:
raising safety awareness must adapt to the local culture. Here,
in a country where people are not as aware of the risks, a very special
initiative was created. In July 2006, a new business unit and
manufacturing plant was created and, from the beginning, safety
culture was made an integral part with training carried out on all
subjects and in all departments, not just on site. We provide outdoor
safety training for the sales and marketing team, and a very special
concept known as the “Forum”. Tailor-made to the local environment
where literacy is not high, the “Forum” invites the group of 250
workers to gather together around 1pm every Monday for a meeting
in the open. People assemble voluntarily, together with their entire
families who have come from villages in the region to live beside the
site. They sit on the ground and talk about dangers on the site.
“We moved from a situation of little safety to risk awareness.
And there is lots of human value in it; it has helped us to connect
with the workers socially. When a manager is present on site,
he too comes to sit on the ground and takes part,” explains Jérémie
Rombaut, Project & Safety Manager, India. “The message we give is:
‘we are all equal’. We have cared for them more than their contractors
who are normally responsible for this training.” The high point came
one day when the ladies sat in a circle and began singing a song they
had composed on safety in Lafarge! The workers have adopted our
safety spirit. Not surprisingly, this initiative has been selected
as one of the best and most innovative Group-wide safety projects. ■
P A G E 3 2 | L A FA R G E | A P R I L 2 0 0 8 | C R E S C E N D O
••• regulations. We have tried to understand how accidents occur and
have isolated the four most dangerous processes in our activities:
working at height, insulation, confined space entry and mobile
equipment. We have begun to develop Group standards for all of
these activities.
A long-term link between safety and performance
To eliminate the risks associated with these tasks, each of our
2,000 production plants are undertaking specific safety initiatives
adapted to their local needs and culture. Sometimes the idea can be
simple, such as in Latin America where large stickers have been pasted
to the walls of offices and factories, showing the height over which extra
precautions such as personal protective equipment or scaffolding must
be taken. By April 2008, our goal is that all employees will work at height
in a safe manner. Or more complex, as in Germany where Lafarge
Gypsum now organizes full training for employees and clients on how to
correctly and safely load a truck, in order to avoid loss of load leading to
accidents or road obstruction. The desire to reduce fatalities and injuries
likewise prompted the creation of the Forklift Challenge, an international
competition involving eight of our Asian countries that raises awareness
and competency levels, while also being fun and motivating for everyone.
Apart from saving lives, there is a long-term link between safety and
performance. When people are employed in a safe environment, it
affects how they work in general. Some plants, such as in Concrete in
Eastern Canada, find that an early morning safety talk by the foreman,
called the “Daily Tool Box Talk”, is a good way to start the day. Our
plants in Chile and Mexico, have found that an excellent way to raise
safety awareness is to invite employees’ children to a safety workshop
on how to ride a bicycle or what to do in case of an earthquake.
Experiences such as these make safety a focal point and a subject
everyone has in common.
Zero tolerance
The construction site of the Tula cement plant, in Northern Mexico,
demonstrates the priority given to safety through its “zero tolerance”
principle, with a number of accidents eleven times lower than the
country’s national average. The construction site was finished four
months ahead of schedule due to the low rate of accidents and as a
result, Tula has become one of the most competitive cement plants in
the region through its commitment to safety.
A “safety month” will be organized in June 2008 in all Lafarge sites
around the world in order to raise safety awareness even more. During
this period, health and safety will be promoted internally and externally
on all the sites, through dedicated operations: competitions, educational
activities, open doors days… These kinds of action mandate and improve
communication and team spirit; moreover, they represent an
unprecedented global movement in terms of safety in the workplace
© Shaun Browne
BRINGING TRAINING CENTRES ON SITE IN MALAYSIA
A shining example for the rest of the Group comes from the Malaysian
cement plants of Langkawi, Rawang, Pasir Gudang, and Kanthan.
A dedicated safety training center has been deployed at the heart of each
site. Each in-house centre is composed of two spaces, one
for theoretical training and one for hands-on experience with equipment
and the chance to become familiarized with all potentially dangerous
situations. Conceived as a means of accelerating good practices in safety,
employees are taught existing safety standards and are immediately
brought up to date with new Group standards as they arrive. They have
the opportunity to try out the Personal Protective Equipment, including
the full harness and the equipment used in operations during cyclones.
Conditions, such as working at height or in confined spaces, are
replicated in the center and give employees the chance to test their
reactions. They can improve their practical understanding of energy
insulation using junction boxes and fuse boards. The centers also
facilitate the integration of new employees and their training
as well as that of sub-contractors and visitors.
Through showing dedication and commitment to the subject of safety
across all the sites, we are able to send a clear message that the Group
puts safety at the forefront of its operations. ■
Raising risk awareness,
changing our culture and
reducing our accident rates
are top priorities at Lafarge.
which ultimately affects performance. The methodology, process and
discipline rub off on to everyone’s general way of behaving. Group-wide,
100 million euros have been invested so far in plant improvement and
each product line has phased in an improvement plan. None of this
would be feasible if we didn’t have our managers on board. To mobilize
them, a “Leading with Safety” workshop was run for each of our senior
managers and the objective for 2009 is to carry out this same training
nationwide.
Encouraging results
Managers are fully involved through a bonus scheme related to safety
performances. Already the results have proved to be encouraging. In
2005, the pledge was made to cut the LTI (Lost Time Incident) rate in
half by 2008. The accident frequency rate is going down: from 3.09 in
2005 to 1.66 by the end of 2007, which is almost half. The severity rate
has also been decreasing.
The next step includes also raising contractors’ standards. Last
September we issued a contractor safety standard to control who we hire
and how we pre-select, and we are looking at creating safety standards
to be used internally by our contractors.
One thing is certain: the awareness created at Lafarge over the last two
years has taken on a momentum that is not ready to subside. As the
saying goes, the heat is on, and is here to stay. ■
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contributing
to a sustainable world
© Hamilton de Oliveira

CONTRIBUTING TO A SUSTAINABLE WORLD
P A G E 3 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 Ferrier architecture
The French Pavilion for the Shanghai Exhibition
in 2010. Designed by the architect Jacques Ferrier,
its insulation and utility systems reduce energy
consumption and therefore CO 2 emissions. Its
envelope is made of high-performance concrete.
Objective:
“zero net energy”
The vast spurt of economic growth over the last
two centuries has been based on burning fossil
fuels. This is not sustainable, as it leads to an
increase in carbon dioxide and other greenhouse
gases in the atmosphere, which in turn
causes climate change. This is why we must
transition to a low-carbon model. But what does
this have to do with buildings? A very great
deal… Buildings, through their construction,
their use, and their demolition, represent
40% of world energy demand. This demand
splits roughly one-third from commercial and
two-thirds from residential buildings. The
challenge is growing. With a business-as-usual
scenario, worldwide energy consumption in
buildings is expected to grow 45% from 2002
to 2050 and to increase as a proportion of all
energy consumed.
A four-step process
Embarking several companies in this challenge,
Lafarge has committed to the Energy Efficiency
in Buildings (EEB) project under the umbrella
of the WBCSD. The main aim of the project is
to map out a transition to a 2050 world where
buildings use zero net energy. The basic idea
behind zero net energy is that the energy
consumed by a building is equal to or lesser
than the energy it produces. It is easy to state
the goal but hard to get there. Such a profound
change can only be built on a thorough and
detailed understanding of the complex factors
that determine energy use in buildings. So EEB
WORLD
Through chairing the “Energy Efficiency in Buildings” project, Lafarge shows
it wants to play a leading role in securing the goal of zero net energy in
buildings. This is an ambitious goal that involves the whole construction
chain from the regulator to the end-user, and requires profound behavioral
changes. Both a challenge and an opportunity for the future.
has set out a four-step process. First, gather
key facts and trends; then identify what needs
to change; develop a roadmap, and finally in
2009 deliver a call for action to achieve a world
where buildings consume zero net energy.
Throughout its work EEB is actively engaging
all stakeholders, seeking ideas and opinions,
using market research to understand the
barriers to zero net energy and how to overcome
them. In August 2007 EEB published EEB:
Business Realities and Opportunities. What was
particularly striking in the study was that 84%
of energy use in the life cycle of a building
comes from its use and 16% from all other
phases: manufacturing the building materials,
construction, maintenance or demolition.
Clearly, increased energy efficiency at any stage
in the life cycle is welcome but the biggest gains
are available from use. The study concludes:
“Technology available today can achieve
dramatic improvements in energy efficiency,
but market failures and behavioural barriers are
blocking progress…”. The cost of green buildings,
for example, is vastly overestimated. Now
EEB is pursuing its efforts and is drafting a
preliminary roadmap action plan setting out
how the challenges may be solved. ■
THE WBCSD
The World Business
Council for Sustainable
Development (WBCSD) is
a CEO-led, global
association of some
200 companies dealing
exclusively with business
and sustainable
development. Members
are drawn from more
than 35 countries and
20 major industrial
sectors. The Council
also benefits from a global
network of about
55 national and regional
business councils
and regional partners.
CORE EEB
MEMBERS
Lafarge (Co-chair),
United Technologies
Corp. (Co-chair),
Actelios, ArcelorMittal,
Bosch, Cemex, DuPont,
EDF, Gaz de France,
Kansai Electric Power
Company, Philips,
Skanska, Sonae Sierra,
Tepco.
C R E S C E N D O | L A FA R G E | A P R I L 2 0 0 8 | P A G E 3 7

In the aftermath of the devastating fires which swept through Greece in 2007,
Lafarge’s local subsidiary, continues its long-term
work in helping the local population to rebuild their lives and communities.
Rebuilding
a community
In August 2007, extremely violent fires
ravaged Greece for ten long days. The
Lafarge plant in Volos, on the island of
Euboea, was particularly badly hit. It quickly
mobilized human and physical resources to
help the local population.
The municipality of Tamyna, the immediate
neighbouring community to the Milaki plant,
was severely hit by the fires on Euboea.
According to initial estimates, the fire
destroyed 80% of the municipality.
The environment in the mountainous
settlements of the municipality was completely
devastated. The most pronounced
effect of the burning and deforestation was
soil erosion. With rainfall, this would increase
the risk of flooding, which would jeopardize
the area because most torrents run through
the community before reaching the sea.
The situation was urgent. The fires had to
be put out, but many people also had to be
relocated to hotels, their animals had to be
fed, and the population had to be warned of
the danger of flooding, and the associated
health risks.
Fifteen cement silos were transformed into
water towers in villages, and aid was given to
employees whose homes were destroyed in
the fire. Ms. Ecaterini Karapa, mayor of
Tamyna, gratefully accepted the assistance
of all employees in Milaki who volunteered to
assist in the emergency work. The company
cooperated not only by making the plant
facilities and equipment available, but also
P A G E 3 8 | L A FA R G E | A P R I L 2 0 0 8 | C R E S C E N D O
GREECE
by responding to the immediate emergency
needs and the longer-term rebuilding effort.
One of Lafarge’s contributions is a special
3-million-euro aid programme called PRAKSH;
one million of it has been allocated to a national
solidarity fund. The rest of the money will be
dedicated to efforts to revive the local economy
and re-establish the environment. Plans are
also underway to build infrastructures to protect
against fire and flooding, as well as to reforest
the area.
Helping to get back on track
Lafarge in Greece has decided to make sure
such a disaster never happens again. Funds
donated by Lafarge have already enabled the
municipalities of Euboea to buy six four-by-four
vehicles equipped with fire-fighting systems.
Lafarge has also committed itself to leading a
more long-term policy, via a partnership with
the French Embassy, to utilize the technical
assistance of the specialists in the National
Forestry Office toward efforts like fire prevention
and reforestation.
The next step is deciding how best to contribute
to reconstructing public buildings and restarting
agricultural activity on Euboea, which includes
olive groves, vines, beehives, and animal farms.
Slowly, but surely, life is being revived from
among the ashes. ■
THE PRAXI
PROGRAMME,
IN FIGURES
Out of the 3 million euro
budget for Lafarge’s
Praxi programme,
1 million euros will go
to a national solidarity
fund and the
2 other million euros
will be used in schemes
to revive the local
economy and rehabilitate
the environment.
A Canadair helicopter
fighting the forest blaze
in Greece last year.
© REA
CONTRIBUTING TO A SUSTAINABLE WORLD

CONTRIBUTING TO A SUSTAINABLE WORLD
© Pro Patrimonio
The renovation of the villa
marks the first major step
to safeguard 20th-century
Romanian heritage.
Built in 1910 by one of Romania’s oldest aristocratic
families, known for its avant-garde ideas,
the Villa Golescu is a wonderful reminder of a
bygone era. Indeed, in the past, owners were
evicted from similar villas and the buildings
eventually left to rack and ruin. Miraculously, this
house, located downtown in Campulung-
Muscel, in central Romania, and occupied by
two of the family’s descendants until 2002,
managed to escape such a grim destiny.
Despite extensive deterioration, Villa Golescu
remains as it was and is now a classified building.
Its neo-Romanian style dates back to the
early 20th century.
“The house was donated to the Pro Patrimonio
Foundation by the last descendants of the
Golescu family,” explains Maria Berza, vicepresident
of the foundation, which works to
conserve Romania’s historical and natural
heritage, and to raise the awareness of the local
communities in terms of respecting and reviving
their national heritage. “Restoring the Villa
Golescu is a way of encouraging Romanians to
see their history differently. It makes them stop
and think about their national heritage.”
Distinctive features of the house include its
beautiful loggia, its arches and its carved pink
Albesti stone window surrounds. Inside, the furniture
attests to the occupants’ exquisite taste.
UNESCO originally financed the renovation of
the garden and has since been replaced by the
Compagnons du Devoir, professionals who now
ROMANIA
The restoration of the Villa Golescu is a fantastic example of Romanian
heritage, at a time when the country is coming to terms
with its past. The Pro Patrimonio Foundation, sponsored by Lafarge,
plans to commemorate a bygone era and lifestyle.
Renovated
Romanian heritage
tend the array of plants, bushes and trees. The
grounds have magnolias, roses, pine trees and
a festival of flowers.
Conserving a way of life
Lafarge has been sponsoring Pro Patrimonio
since 2004 as part of its commitment to protecting
heritage. In addition to financial support, its
contribution to the project also includes providing
the materials required for this sensitive
restoration work. “We want to preserve every
detail which recounts a way of life, the vestiges
of which are rare in Romania,” explains architect
Alexandra Chiliman, who heads the project.
“It is more a conservation project than a renovation
project.” Indeed, a cement mosaic, a
beautiful library and an original iron bath were
restored rather than replaced. Some heavier
work has also been necessary, such as wall
consolidation work, a drainage system and the
installation of central heating. Once the project
is completed, the Villa Golescu will be a museum
illustrating turn-of-the-century lifestyle and
an information centre for local heritage. ■
THE PRO
PATRIMONIO
FOUNDATION
Pro Patrimonio is
a Romanian foundation
which was created
in 2000 by architect
Serban Cantacuzène.
It renovates and restores
historical and natural
heritage sites under
threat and also plays
a key role in raising the
awareness of local
communities. The
foundation thus focuses
on local identity and
memory, reviving
traditional skills, and
organizing cultural and
tourist visits across the
country. Lafarge is one
of its main partners.
Pro Patrimonio has been
a member of Europa
Nostra since 2003.
For more information:
propatrimonio.org
C R E S C E N D O | L A FA R G E | A P R I L 2 0 0 8 | P A G E 4 1

CONTRIBUTING TO A SUSTAINABLE WORLD
Lafarge Cementos has taken a different
approach by recruiting a new kind of helper to
rehabilitate its Yepes-Ciruelos quarry near
Toledo. As part of an initiative launched in
2005, with the participation of the University
of Castilla-La Mancha and the environmental
protection association, Plegadis, Lafarge
Cementos reintroduced nearly one million bees
over 25% of the 1,000-hectare site. This will
help to protect the local flora and fauna in a
sustainable manner, as the insects pollinate
several species of plants. The bees are also
the favourite meal for the aptly named beeeater,
a protected species of bird also present
on the site.
Last year, 50kg of honey were taken from
20 beehives set up in the quarry, the first
tangible proof of the project’s success.
Raising awareness
The reintroduction of bees was part of a
challenging programme based on scientific
criteria to rehabilitate the site. “The main
objective was to rehabilitate the quarry,
recreating the ecosystems that were present
before human intervention,” said Pilar
P A G E 4 2 | L A FA R G E | M A I 2 0 0 8 | C R E S C E N D O
SPAIN
In the Yepes-Ciruelos quarry near Toledo, a new circle of life is taking place,
thanks to honey-gathering bees, protected species and the planting of trees
by the children of the Lafarge cement plant workers, in order to promote
biodiversity and recreate the natural habitat.
Bees provide a buzz
for biodiversity
Gegúndez, Lafarge Cementos environmental
officer. There’s also a large part of the
programme that involves making people aware
of environmental issues. This is why recreational
areas and educational posts were set up
in certain parts of the quarry.
Once rehabilitated, the Yepes-Ciruelos quarry
will be handed over to local authorities and
will be opened to the public. This original
approach has had a large impact in Spain.
“There has been a lot of interest in the quarry.
This has given us the chance to educate and
create awareness of environmental and
biodiversity issues among a large audience,”
explained Laura Villaescusa from Lafarge
Cementos. The reforesting operation performed
by the fifty children of employees from
the Lafarge plant at Villaluenga de la Sagra is
emblematic of this. ■
Without bees,
the pollination rate
of local flora would be four
or five times lower.
SOS BEES
Several recent studies
show that world bee
populations have been
in decline, particularly
because of pollution.
This is the case in the
United States, where
a 30%-50% mortality
rate was recorded from
the end of winter 2005
through 2007, compared
to the usual 5%-10%.
The same phenomenon
has also been witnessed
in France and Belgium
over the past few years,
including the winter of
2006-2007. This could
have a dramatic impact
on the environment.
The reproduction of more
than 80% of plants
in the world depends
directly on pollinating
insects. Without bees,
the pollination rate would
be four or five times
lower. This would directly
affect the survival
of the entire ecosystem,
including birds,
rodents and mammals.
(Source: science.gouv.fr)
© Corbis

THE PROJECT
CATCHES ON
ELSEWHERE
Other subsidiaries
of Lafarge in Eastern Africa
will soon launch into
producing biofuel. This is
the case at Hima Cement
in Uganda, which plans
to plant 240 hectares
of trees, as well as Mbeya
Cement in Tanzania. Both
should benefit from the
experience of the project
carried out in Kenya.
KENYA
Natural solutions for environmental
protection. Such is the aim of the biofuel
project Lafarge is leading in
Kenya in close association with
the local population.
Green fuel
Nothing is wasted in nature; everything is part
of a cycle. This principal is what inspired
Lafarge in Kenya and its Lafarge Eco System
subsidiary to launch a challenging biofuel
project. The objective is to produce wood to
be used as an alternative fuel to coal in the
kilns at the Lafarge Bamburi and Mombasa
plant.
Reducing CO 2 emissions
Lafarge Bamburi has set aside approximately
900 hectares of its mining reserves located
around the cement plant, as well as certain
disused quarries. The land will be planted with
mainly eucalyptus plants over a six-year cycle.
An initial investment of around 36 million
shillings (€370,000) was made, and will likely
be doubled in 2008. By 2013, when the wood
will be usable, 9% of coal fuel will be replaced
by biofuel in the Mombasa plant kilns. “Not
only is biofuel going to significantly reduce our
CO 2 emissions, but it will also cost 20% less
than coal,” explains Michel Puchercos, director
of Lafarge Bamburi.
Involving the local population
The real strength of the project is rooted in the
involvement of the local population. Several
meetings were organized to explain the benefits
of the biofuel approach to the village lead-
ers, who then passed on this information
to their people. One hundred and eighty
local jobs were created in 2007 to plant and
cultivate the trees. This is not to mention
the various business opportunities for local
companies, particularly for the supply of
seeds. This initiative creates wealth while
promoting environmental preservation. ■
The development of
alternative fuels creates new
fields of activities, focused
here on growing eucalyptus.
© Médiathèque Lafarge / Serge Henri
CONTRIBUTING TO A SUSTAINABLE WORLD
C R E S C E N D O | L A FA R G E | M A Y 2 0 0 8 | P A G E 4 5

©Paulo Romeu-Myzoom
striving
to attain our full
potential

© REA
STRIVING TO ATTAIN OUR FULL POTENTIAL
Interior of the Salle Davioud (Pavilion About)
Rémy Marciano, architect.
Partnership with the Cité
de l’Architecture in Paris
Lafarge once again demonstrates its commitment to working alongside
all architects. As a partner of the Cité de l'Architecture et du Patrimoine,
and together with the architect Rémy Marciano, Lafarge completed the interior
decoration of the training room for State-accredited architects and town-planners.
Rémy Marciano used Lafarge’s ultra-high performance Ductal® concrete to achieve
decorative effects evocative of the Mediterranean basin and to embed mineral
matter in the surface. ■
P A G E 4 8 | L A FA R G E | A P R I L 2 0 0 8 | C R E S C E N D O
Orascom
joins the Group
In January, Lafarge
completed the €8.8 billion
acquisition of the Egyptian
Orascom Cement. This
transaction strengthens the
Group’s position in
emerging markets, where
construction needs are
immense. By acquiring
leadership positions in
Middle-Eastern countries
and the Mediterranean
basin, Lafarge becomes the
leader in fast-growing
emerging markets. ■
© Ignus Gerber ACQUISITION
EMERGING MARKETS
Acceleration
of internal growth
The Chinese equipment
supplier CBMI has
committed to building six
cement plants that will
respect Group standards
involving safety,
environment, energy
efficiency and product
quality, by the end of 2010.
This 600-million-euro
investment is part of the
Group’s internal growth
programme to build
45 million tons of new
cement plant capacity
between 2006 and 2010,
in order to meet growing
construction needs in
© Cédric Arnold
© Cédric Arnold
emerging markets. The first
plant will be built in the
Yongchuan district in
southwestern China. ■
SUSTAINABLE
CONSTRUCTION
EEB project
ramped up
According to a study
carried out in the
framework of the EEB
(Energy Efficiency
in Buildings) project by the
World Business Council
for Sustainable
Development (WBCSD),
construction professionals
underestimate the impact
of their activities on the
environment and
overestimate sustainable
construction-related costs
by almost 300%.
A team of six internationally
recognized environmental
experts has joined the
EEB project to supervise
and validate the reliability
of research activities. ■
A young,
international
Executive
Committee
Jean-Carlos Angulo, Jean
Desazars de Montgailhard,
Thomas Farrell, Gérard
Kuperfarb and Eric Olsen
have joined the Group
Executive Committee.
First steps in
the Indian
concrete market
Raipur – in March, the new
company Lafarge
Aggregates & Concrete
India Pvt. Ltd. inaugurated
the first Lafarge concrete
plant in India, with
a production capacity of
approximately 55,000
cubic metres. The Group
has therefore started its
deployment on the
emerging, high-potential
Indian concrete market.
High performance
concrete for the
French pavilion in
Shanghai
For the 2010 Shanghai
Universal Exhibition,
architect Jacques Ferrier
will design the French
pavilion, which will be
surrounded by a fine mesh
framework in highperformance
concrete.
The Group previously
worked with the architect
on the environmentallyfriendly
Hypergreen Tower
project.
© DR Médiathèque Lafarge
AFRICA
Increased production
capacities
In Zambia, Lafarge is
building a 750,000 metric
ton-capacity cement plant
close to the capital Lusaka,
to meet the country’s
growing infrastructure and
housing needs. The Group
is also increasing the size
of its plants in South Africa,
Uganda, Cameroon and
Nigeria. ■
UNITED KINGDOM
New high-tech
headquarters
The head office of Lafarge
Cement UK has moved
to a new building in Solihull,
near Birmingham
International airport. The
three-storey building
occupies over 5,500 m 2 and
houses 140 employees.
A showcase for innovative
architecture and new
concrete applications: high
vaulted ceilings, fine
colonnades in Agilia®
concrete, and an imposing
central stairway built with
UHP Ductal® concrete, are
all immediately impressive.
But most of all, the building
uses certain principles
of sustainable architecture.
“Our main intention was to
© Cédric Arnold
make the most of the
thermal qualities of
concrete,” explains Kathy
Calverly, manager of the
building project. “One
aspect is that the reflective
plaster coating on the
vaulted ceiling naturally
cools warm air without any
refrigeration mechanism.” ■
UKRAINE
Plasterboard
production site
This March, the Group
opened its first plasterboard
factory in Ukraine. The
state-of-the-art installation
represents an investment
of 30 million euros, and
is located in Artemivsk, in
the Donetsk province. It
employs 70 people and will
produce 15 million square
metres of plasterboard for
distribution in Ukraine and
southern Russia. Lafarge
has also committed to
actions to encourage the
development of the town of
Artemivsk, participating in
the renovation of a park and
sponsoring the renovation of
several streets. ■
C R E S C E N D O | L A FA R G E | A P R I L 2 0 0 8 | P A G E 4 9

STRIVING TO ATTAIN OUR FULL POTENTIAL
Lafarge, a strong
global brand
Clockwise from top left:
1. Tirgu-Jiu quarry,
Romania
2. Schoolchildren after
class, Sonadih, India
3. Four Bears Bridge,
New Town, North Dakota,
USA
4. Employee in the Hima
cement plant, Uganda
c
reating a strong brand, recognized around the world, to carry its
international leadership is the approach taken by Lafarge. “We are
striving to be the best in our sector,” explains Bruno Lafont, Chairman
and CEO. “This is our ambition and our brand should support this
clearly and strongly. It should carry our values, what we are and
what we strive to be.” Since Lafarge was founded in 1833, its history
has always been centred on strong values. Today, as always, promoting
the individual and diversity, openness, sharing of success,
respect for the environment and for people are all part of our Group’s
core values, that are also reflected in its new signature, “Bringing
materials to life”. And because a brand is not just a logo and a
company name, the effort made over the past few years to implement
this identity is fully shared by all employees. At a time when
Lafarge is developing its presence on all levels and is multiplying
innovations with high added value, the strength of its brand is a key
means of differentiation. The new products being launched –
Sensium®, Agilia®, Artevia®, Ductal®, Extensia, Chronolia,
Synia, etc. – are closely associated with the Lafarge brand; they
express an increase in quality, differentiation, and adaptation to
customer needs.
Throughout the world, Lafarge employees are all making their greatest
effort, now more than ever before, so that our shareholders,
our customers, our employees and the communities that surround
us associate the Lafarge brand with progress in innovation, a capacity
for greater attention for them, and a level of stringency in building
a more sustainable world. ■
© Lafarge
CONTACTS
Director of Group
Communications
Philippe Hardouin
philippe.hardouin@lafarge.com
Tel. : + 33 1 44 34 11 71
Fax : + 33 1 44 34 12 08
Director of Group
External Communications
Stéphanie Tessier
stephanie.tessier@lafarge.com
Tel. : + 33 1 44 34 92 32
Fax : + 33 1 44 34 12 23
Registered with the AMF, the French
market authority, the Lafarge 2007
annual report and 2007 reference
document, as well as the sustainability
report, are available on request from
www.lafarge.com
Editor-in-chief
Stéphanie Tessier
Concept
Lafarge, Textuel
Copy
Lafarge, Textuel
Printed by
E-Graphics
Cover
Young woman performing a fan
dance facing the new Pudong district,
in Shanghai.
© Getty Images
Back cover:
Employee in a cement plant in
Egypt clad in his protective clothing.
© Ignus Gerber
Printed on paper made
from wood from sustainablygrown
trees.
Photographic Credits page 50:
DR Médiathèque Lafarge; Médiathèque Lafarge –
Jack Clark – Braun Intertec., Figg Engineering
Group et Kadrmas, Lee & Jackson Inc. (designers);
Médiathèque Lafarge – Hamilton de Oliveira / Réa.

“Safety, our core
value, is key to
achieving firstrate
operational
performance ”
Lafarge
61, rue des Belles Feuilles, BP 40,
75782 Paris Cedex 16, France
Phone: + 33 1 44341111
Fax: + 33 1 44341200
www.lafarge.com