Why choose Lafarge?
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Prioritizing training

For Lafarge, training is an investment in the future. Skilled and satisfied employees will play an important role in the Group's long-term success. Training and skills development means employees can take control of their own careers.

Developing talent everywhere and for everyone

Throughout their careers, Lafarge offers its employees internal training programs that relate to the Group's professions and culture. Increased emphasis is being placed towards informal on-the-job training.

 

External training programs provided by specialized organizations or business schools may be offered to meet specific individual needs.

 

In 2011, the number of hours of training per person averaged across all sites stood at 39 hours for executives and 33 hours for non-executives.

 

In addition to the formal training program, Lafarge also promotes the iLearn mindset (I Learn Everyday Acting and Reflecting with my Network). This approach gives a broader spectrum to learning, empowering the individuals to be active in their own on-the-job development.

Lafarge University: developing a culture of excellence

Lafarge University was created in 2003. It was designed to improve management and encourage managers to act in compliance with the Group's Principles of Action. This corporate university works in partnership with some of the best business schools in the world:Insead and Henley in Europe and Duke University and Chicago G.S.B. in the United States.

 

The program includes individual development plans and skills training. Each year, 12 sessions are held in Asia, 12 in North and South America and 25 in Europe and Africa. Each session brings together between 8 and 20 different nationalities! These sessions help to build networks between managers and encourage knowledge sharing and the development of best practices.

Programs are regularly updated and enriched. For example, Lafarge University is working with the Executive Finance Committee to implement a program on the ways financial directors can add value in their management committee.

Participants give their views

Carlos, manager, Cement Business, Mexico

"As soon as I finished my "Employee Development" training I applied VADI best practices. These state that development activities should include:

  • variety (V),
  • adversity (A), through varied, ambitious assignments,
  • diversity (D), by bringing together different nationalities in different environments,
  • intensity (I) and time constraints.

I regularly check with my team to ensure that all of these rules are properly applied."

Training to improve performance

Chris, purchasing manager, Aggregates Division, United Kingdom

"When I got back to work after my "BEST" training, I soon had an opportunity to put a negotiating tool I had learned into practice. I was working on a motorway maintenance project worth several million pounds sterling but the relationship with the client was blocked due to conflict over a responsibility issue involving £10 million. By implementing the best practices I had learned, I was able to find a win-win solution that suited both parties."

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Values

The Group's values of respect, care and rigor inform its actions with regard to employees and other stakeholders. Lafarge's business activities, for their part, target sustainable growth by reconciling the twin challenges of economic development and environmental respect.

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LafargeHolcim. Cement, aggregates, Concrete.