Presentation to the analysts and investors - Lafarge

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12 I – Supply � Net actual capacity increases result from a variety of factors � Producers try to anticipate or even preempt growth and/or modernize obsolete equipment � Closure of old production equipment (VSK, wet kilns) � Temporary downtime or mothballing capacity � Over the last three months, we have seen players accelerating the rate of plant closures and delays in launching new capacity to adjust to market and financing conditions � Taking into account cancellations announced, total net supply trends towards 3.1 billion tons in 2009, versus 2.9 billion tons in 2007 � Current capacity additions are concentrated for 2008 and 2009 in China, India, MENA, and Latin America � For 2010, capacity additions are more diversified; new suspensions or delays to be expected
13 World Net Capacities Additions (Year Average) World total China India Egypt + Turkey Rest of the world 2008 110 70 18 5 17 2009 150 � The capacities for the rest of the world are spread among many countries � 2010 figure of 67 MT for the rest of the world is likely to be revised downwards in the coming months 75 26 10 39 2010 140 45 21 7 67
Page 1 and 2: Credit: Rudy Ricciotti (Architect)
Page 3 and 4: 3 Analyst & Investor Days Tuesday,
Page 5 and 6: Keynote Address Bruno Lafont Chairm
Page 7 and 8: 7 Orascom Reinforces the Group �
Page 9 and 10: Supply and Demand: Managing in Toda
Page 11: 11 Agenda I. Supply II. Demand III.
Page 15 and 16: 15 Net Global Cement Supply Evoluti
Page 17 and 18: 17 Americas and Europe � North Am
Page 19 and 20: 19 Asia � China � India � Dem
Page 21 and 22: 21 III - In What Conditions Could t
Page 23 and 24: 23 Conclusion � Uncertainty is ca
Page 25 and 26: 25 Orascom - A Major Step for Lafar
Page 27 and 28: 27 Orascom - A Major Step for Lafar
Page 29 and 30: 29 Synergies Have Been Implemented
Page 31 and 32: 31 Synergies Have Been Implemented
Page 33 and 34: 33 Solid Market Fundamentals 2008 M
Page 35 and 36: New capacity management 35 4 MT of
Page 37 and 38: 37 Managing Costs and Margins � I
Page 39 and 40: 39 Managing Costs and Margins � U
Page 41 and 42: 41 Aggregates & Concrete Opportunit
Page 43 and 44: 43 Egypt ReadyMix Developing for th
Page 45 and 46: Orascom A Major Step for Lafarge Fo
Page 47 and 48: 47 Cement - Realizing New Potential
Page 49 and 50: Leading Through Innovation in Ready
Page 51 and 52: 51 The Rationale for Innovation in
Page 53 and 54: 53 Boosting Innovation via TURBO
Page 55 and 56: 55 Innovation Works in all Economic
Page 57 and 58: 57 Continuous Deployment of Branded
Page 59 and 60: 59 Pipeline is Also Full of New Pro
Page 61 and 62: Capital Expenditures Jean Carlos AN
Page 63 and 64:
63 Overview of Group’s 2009 Capex
Page 65 and 66:
65 Cement Internal Development Plan
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Page 69 and 70:
Page 71 and 72:
Page 73 and 74:
Page 75 and 76:
Page 77 and 78:
Cost Reduction Program Tom Farrell
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79 Lafarge Cost Reduction Program i
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81 Cost Reduction Target 2005 - 200
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83 The 2005 - 2008 Cost Reduction P
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85 Savings are Delivered Thanks to
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87 Cost Consciousness is Now Well E
Page 89 and 90:
89 These Further Savings are Made P
Page 91 and 92:
91 Priorities are Being Converted i
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93 Cement Division will Contribute
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95 Solid Fuel Optimization: Ashaka
Page 97 and 98:
97 Reduce Electricity Bill: Sonadih
Page 99 and 100:
99 Reduce Fixed Costs and SG&A: A P
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101 Gypsum Division will Generate
Page 103 and 104:
Cost Reduction Program: Aggregates
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105 1 A Comprehensive ROCK Operatin
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107 1 ROCK Operating Model Example
Page 109 and 110:
109 2 Capacity Optimization Example
Page 111 and 112:
111 2 Capacity Optimization � Rig
Page 113 and 114:
113 3 Logistics Improvement Quick W
Page 115 and 116:
Credit: Rudy Ricciotti (Architect)
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Presentation to the analysts and investors - Lafarge

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