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. These courses are offered at several levels:

  • at Business Unit level, for training in the local language,
  • at Business level, to study different techniques and professions,
  • at Group level, to acquire management skills at Lafarge University, our corporate university.

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


In 2006, the number of hours of training per person averaged across all sites stood at 37 hours for executives and 23 hours for non-executives.

Examples of programs

Programs on offer include:

  • I.H.R.: Integration into the Human Resources function,
  • I.F.F.: Integration into the Finance function,
  • L.C.A.: Lafarge Customer Approach,
  • BEST: Develop performance at BU level within a multi-local environment,
  • JuMP: Management development for emerging leaders,
  • BUILD: International Leadership Development for future Group Executives.

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.


In 2006, 2,013 executives (1 manager in 5) attended a session at Lafarge University. On average, participants rated their satisfaction at 4.2 out of 5.

Participants give their views

Carlos, manager, Cement Business, Mexico

"As soon as I finished my "Employee Development" training I applied V.A.D.I. 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."

“Meet the Group”, an orientation seminar to get to know Lafarge

Every year, new executives in the Group are invited to the "Meet the Group" orientation seminar.

Sessions take place in Washington (United States), Kuala Lumpur (Malaysia), Paris (France) and Johannesburg (South Africa). Each session brings together more than 15 different nationalities.


The seminars are designed to bring together employees from around the world, give them an overview of the Group's ambitions and challenges, and inform them of Lafarge's management rules. They also provide an opportunity to reinforce these messages through exercises and role-play.

Meet the Group: learning through action

The "Meet the Group" program emphasizes action and participative workshops. Examples of exercises include:

  • improving understanding of client needs through role-play,
  • explaining the Group's professions, priorities or history to colleagues,
  • understanding the keys to successful teamwork, etc.

Programs for young engineering graduates

If you are a young engineer seeking your first international experience, you should consider our Developing Aggregates Talent Program (D.A.T.P.)!

The program is a remarkable opportunity to work abroad, discovering Lafarge's Aggregates & Concrete Business and its professions, operations, values and culture. As an assistant quarry manager, you will have operational responsibilities. In the longer term, you will manage a quarry operation, ensure the sustainability of the deposit and help to improve product quality.

Do you have a degree in mechanical, civil or mining engineering? Do you have a desire to innovate? Do your strengths include communication, openness and team spirit? Do you speak French and English fluently? If the answer to these questions is yes, the D.A.T.P. program is for you!