Corporate sustainable development report 2009 strength performance passion holcim

Strength. Performance. Passion.
Corporate Sustainable Development Report 2009

1
Corporate Sustainable Development Report 2009
Contents
Vision and strategy 6
Priorities 10
Performance data 26
Methodology and assurance 32
Chairman and CEO statement 4
Introduction 2
Sustainable development is embedded in our vision, strategy and values 6
An organization with integrity 6
Managing sustainable development 7
Our SD priorities 8
Determining material issues 8
Performance against targets 9
Awards and ratings 3
Sustainable products and sustainable construction 10
Energy and climate 14
Resources conservation 18
Social commitment 20
Economic performance 26
Environmental performance 27
Social performance 30
Methodology 32
Assurance statements 33
Holcim response 35
Communication on progress 36
Commitment

Holcim remains committed to sustainable
development even in the face of global
economic challenges.
80%
of our product portfolio is
composite cements.
Continuous
improvement
CO
2
emissions per tonne of cement have
been reduced by 21% since 1990.
70%
improvement in the lost-time injury
frequency rate since 2005.

See page 12.
Affordable housing project in Nicaragua



See page 17.
Check dams in Thailand

See page 21.
Community investment in Russia
2
Introduction
The integration of the principles of sustainable development
into our core business strategy and our aim to create value

for all stakeholders has ensured that our commitment
remains resolute, even in the face of current global
economic challenges.
Holcim is one of the world’s leading suppliers of cement and aggregates (crushed stone, gravel and sand), as well as
further activities such as ready-mix concrete and asphalt including services. The Group has majority and minority
holdings in around 70 countries across all continents.
Covering the Group’s cement, aggregates and ready-mix concrete businesses, this fth Holcim Corporate Sustainable
Development Report focuses on key facts and gures and highlights our most material issues: sustainable products
and sustainable construction, energy and climate, resources conservation and social commitment. It complements our
Annual Report 2009 and the more comprehensive information available on our website.
www.holcim.com/sustainable
The report and complementary information is aligned with the Global Reporting Initiative’s G3 guidelines and also
forms part of our communication on progress for the UN Global Compact. The report itself has been assured against
the principles of the AA1000 Assurance Standard and our WBCSD CSI commitments, with CO
2
and occupational health
and safety data separately assured. Furthermore, an External Report Review Panel was established to review the report.
A glossary dening the terms used in this report can be found on our website.
www.holcim.com/sustainable
Key to symbols:

see page in this report

see our Annual Report

see graph data

visit www.holcim.com/sustainable for more information

reference to GRI indicator

Contact us at Holcim
Sustainable Development
Ruksana Mirza
Phone +41 58 858 82 30
Fax +41 58 858 82 34

Corporate Communications
Roland Walker
Phone +41 58 858 87 10
Fax +41 58 858 87 19

Investor Relations
Bernhard A. Fuchs
Phone +41 58 858 87 87
Fax +41 58 858 80 09

3
Awards and ratings
The awards received by our Group companies and our continuous inclusion in the FTSE4Good and the Dow Jones
Sustainability Indexes are the best evidence of our commitment to sustainable development. The table below
highlights a sample of the many awards received at a local level. A complete list of awards received by Group
companies in 2009, as well as in previous years, is available on our website.
www.holcim.com/sustainable
Ratings
9

For the DJSI assessment of company performance compared with others in the sector, visit www.holcim.com/sustainable
Examples of awards received Group company
Environmental awards
Greentech Environmental Excellence Gold Award in the Cement Sector to Tikaria for

environmental performance.
ACC Limited, India
Federación de Áridos awarded El Puente Gravel Pit with the First prize in Biodiversity in the
category “big company” for rehabilitation work and level of biodiversity achieved.
Holcim (España), S.A., Spain
Gold Cup for Environment Protection by Ministry of Natural Resources and Environment for
contributions to the environmental protection and preservation in Vietnam.
Holcim (Vietnam) Ltd, Vietnam
Special Jury Price of ALM (Aujourd’hui le Maroc) ecology trophy for engagement and
environmental policy based on sustainable development.
Holcim (Maroc) S.A., Morocco
PEP – Partners for Environmental Progress award for the storm water conservation program
at Theodore plant.
Holcim (US) Inc., USA
Social awards
Award from Centro Mexicano para la Filantropía for being a socially responsible company. Holcim Apasco S.A. de C.V., Mexico
Wirtschaftspreis Schleswig-Holstein for successful HR concept for employee recruiting/retention
and the integration of migrants.
Holcim (Deutschland) AG,
Germany
Fundación Adecco awarded Holcim España for integrating people with a disability. Holcim (España), S.A., Spain
High-prestige award from CSR Hungary as an acknowledgement of activities in order to spread
sustainable construction and to set an example on CSR to create value for stakeholders.
Holcim Hungária Zrt., Hungary
The Department of Conservation award in recognition of Holcim’s contribution to the community
and conservation in the Buller region.
Holcim (New Zealand) Ltd,
New Zealand
OH&S awards
Special recognition for safety, occupational health and environment performance by

The Colombian Safety Council.
Holcim (Colombia) S.A., Colombia
Zero lost-time injuries in South Carolina for Taylor Street, Lugoff, Simpsonville, Powderville, New
Cut Road, Greer, Imo and Batesburg plants presented by Carolina Ready Mixed Concrete Association.
Aggregate Industries
Management Inc., USA
Safety Award presented by Ready Mixed Concrete Association of Ontario for having no
lost-time injuries.
Holcim (Canada) Inc., Canada
Golden Flag Safety Award by the Indonesian Ministry of Public Work for Occupational Safety. PT Holcim Indonesia Tbk.,
Indonesia
Occupational Health and Safety Excellence Award presented by the Ministry of Labor of Nicaragua for
the excellence on risk management practices and full legal compliance at Nagarote cement plant.
Holcim (Nicaragua) S.A.,
Nicaragua
4
Chairman and CEO statement
The need for companies to engage with stakeholders
and society to ensure license to operate is more
important than ever.
In the two years since our last Corporate Sustainable Development Report, the economic crisis has affected many
regions and sectors. However, as sustainable development is such a fundamental objective, we remain committed to
its principles. Our commitment to sustainability engages our people, and also allows us to operate more ef ciently –
providing us with competitive advantage throughout the entire value chain.
The most important contribution to sustainable development is through products and services. By offering value-
added solutions to customers, we ensure sustainability of pro ts and bene ts to society. Concrete is the most
versatile, cost-effective and durable building material available; it substantially contributes to energy ef ciency in
buildings and it is – in itself – a sustainable product. Our company is continually improving the ef ciency of our
production processes and developing more “eco-friendly” products. At the end of 2009, over three-quarters
of Holcim’s product portfolio consisted of composite or lower clinker content cements. The Holcim Foundation

for Sustainable Construction continues to promote sustainable building practices and innovation in the
construction industry.
Holcim’s business depends on access to natural resources. Related responsibilities are taken very seriously. We must
– like all players – try to increase the ef ciency of the use of scarce resources and avoid material loss in production
processes wherever possible. We have, together with the International Union for Conservation of Nature (IUCN)
created an expert panel to advise us on how to manage biodiversity. The panel has already visited Holcim sites in
a number of countries and has provided invaluable guidance.
Reduction of CO
2
emissions continues to be an area of focus. In 2009, we achieved the CO
2
emission reduction target
earlier than planned, and are pleased to report that CO
2
emissions per tonne of cement were more than 20% lower
than in the reference year of 1990. Holcim also actively participates in the policy debate on climate change and on
effective regulatory incentives to improve energy ef ciency and CO
2
containment.
“Sustainability is an integral part of the Group strategy. Even in difficult times, Holcim takes its
environmental and social responsibilities very seriously. Programs to strengthen the safety culture
across the Group will be continued without exception. The Board of Directors and Executive
Committee is doing everything in its power to achieve the objective of worldwide comprehensive
workplace safety.” Rolf Soiron, Chairman of the Board of Directors.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
5
This report re ects a number of new targets that have been set at an even higher level:
• We now aim to further reduce our speci c net CO
2
emissions by 2015 to 25% below the 1990 benchmark.

• We will be developing and rolling out a comprehensive biodiversity management system. Of sites situated
in high biodiversity value areas, 80% must have biodiversity action plans in place by 2013.
• Recognizing that building constructive and trustful relationships with communities in which we operate
is imperative; all plants are bound to have community engagement plans by 2012.
Safety of employees, subcontractors and third parties remains an area of concern and key focus. Management
continues to improve the effectiveness and impact of safety programs and directives. To change mindsets and to
embed a culture of safety can still be a challenge in some places, but we remain committed to our vision of “zero
harm to people”.
The current report describes our path toward sustainability, as we understand it for our industry. It discloses
performance data across a broad range of indicators, including those from the Global Reporting Initiative* relevant
to our speci c businesses and has been externally assured. A panel of external stakeholders has also contributed to
this report with valuable guidance and comments.
We have been in continuous contact with stakeholders and have recently joined the Corporate Support Group of
the International Committee of the Red Cross (ICRC). We look forward to cooperating in speci c con ict-affected
countries where both Holcim and the ICRC operate. Humanitarian actors like the ICRC substantially contribute to
stabilizing the operating environment in such areas.
Holcim’s efforts in the area of CSR and SD have been well recognized. The best evidence is the many awards received
by Group companies. Holcim has also been con rmed as a member in the Dow Jones Sustainability World Index for
the seventh consecutive year and the company again received the SAM Gold Class classi cation for 2009.

We thank all those who are accompanying Holcim on its journey. We are grateful to customers, suppliers and
partners for their continued support. A very special word of thanks goes to our employees all over the world,
who have lived our values and have delivered on our commitment to build a sustainable future in these
challenging times.
Rolf Soiron Markus Akermann
Chairman of the Board of Directors Chief Executive Of cer
May, 2010
* This report is aligned with the Global Reporting Initiative (GRI) G3 Sustainability Reporting Guidelines released in October 2006, at an
application level of A+.
“The development of new and sustainable products and services is of high priority. The rapid

dissemination of existing expertise and new findings is heavily encouraged, while experiences
gained in the market are being systematically incorporated into our research. This multiplication
effect, as well as cooperation with leading universities and research institutes, has helped
accelerate the pace of innovation.” Markus Akermann, Chief Executive Offi cer.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
6
of our business – our products and services, ongoing
communications and, most importantly, the behavior
of our people. The graphic below outlines group strategy
and our approach to value creation.
An organization with integrity
Holcim applies the highest standards of business conduct.
At a corporate level, we follow the Swiss Code of Best
Practice for Corporate Governance while the Holcim
Code of Conduct, which is applied throughout the Group,
provides a consistent framework and clear direction for
daily decision-making. In addition, the Holcim Compliance
Policy spells out the rules for compliance with laws,
regulations and Group-wide policies and directives.

For more information on corporate governance and the Code
of Conduct, please see pages 80 and 81 in our Annual Report.
“We at Holcim are proud to work for a company with such a clear and effective vision and focus with
regard to sustainable development. Our global strategy and standards, applied locally according
to the requirements and realities of each country in which we operate, result in sustainable and
responsible operations that are noted for their high performance, multiple initiatives and enduring
commitment to the communities.” Eduardo Kretschmer, CEO, Holcim Apasco, Mexico.

Visit www.holcim.com/sustainable to read more.
Vision and strategy

At Holcim, we believe that delivering value for all
stakeholders while operating with integrity is key
to our long-term success.
Working within the triple bottom line
Holcim remains a
member of the DJSI
World Index.
Visit www.
holcim.com/
sustainable for
more information.
Sustainable development is embedded in our vision,
strategy and values
Holcim is committed to creating value for all its
stakeholders. We have placed sustainable development
(SD) at the heart of our business strategy for many
years because we believe it contributes in adding
value and ensuring continued success.
To meet the increasing demand for high-quality and
sustainable construction products, which are critical
for global infrastructure development and economic
growth, we have fully integrated the principles of
the triple bottom line (value creation, sustainable
environmental performance and social responsibility)
in our business strategy and into our product and
service portfolio.

See strategy house in the next column.
The current, challenging economic climate has not
weakened our commitment to sustainable development.

We continue to strive to improve safety at all our
operations, and to work on identifying new, sustainable
business opportunities while minimizing the impacts
of our extraction and production activities.
Holcim’s values of strength, performance and passion
are our promise to perform, providing the foundation
for sustainable business relationships based on trust.
We aim to deliver on this promise through all aspects
Strategy
Mindsets
Base Goal
Creation of Value
Product Focus
Sustainable
Environmental
Performance
Better Cost
Management
Permanent
Marketing
Innovation
Human
Resources
Excellence
Corporate
Social
Responsibility
(CSR)
Geographic
Diversification

Local Management
Global Standards
People
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
9
7
The Code of Conduct covers all aspects of our operations,
including specic provisions on bribery and corruption.
The code is very clear – violations will not be tolerated.
Non-compliance with the code may be subject to
disciplinary sanctions, including termination of
employment, and this is explicitly stated within the code.
Group companies are responsible for ensuring
that employees and managers are aware of their
responsibilities under the code and for implementing
appropriate measures. These include training and
information sessions, integration of Code of Conduct
provisions into contracts and a requirement for
employees to sign the code.

Visit www.holcim.com
Building on our existing program, in 2009 we refreshed
the Holcim Value Creation in a Competitive Environment
(VCCE) program. We rolled this out with a series of
workshops on the rules of fair competition, also as
contained in our Fair Competition Directive, which is
binding for all Holcim employees worldwide. In 2009,
10 VCCE workshops were conducted covering Group
companies in all regions. In 2010, further VCCE training
will be conducted in all the consolidated operating

companies of the Group.

For more information, please see
page 25 in our Annual Report.
In addition to the Code of Conduct and Fair Competition
Directive, we require our employees to comply with all
relevant policies, including Group policies on alternative
fuels and raw materials, corporate social responsibility,
environment and occupational health and safety.

Visit www.holcim.com/sustainable to download the policies.
Managing sustainable development
Responsibility for SD ultimately rests with every
employee, and the commitment of line managers to
implement Group targets and objectives related to SD is
key to our aspiration to remain a leader in our industry.
A steering group for SD operates as a sub-committee
of the Executive Committee (Exco), and includes
the CEO, the Exco members accountable for SD and
occupational health and safety (OH&S) as well as
senior SD managers.
At Exco level, since 2010, accountability for SD and
OH&S falls under Roland Köhler, and the Sustainable
Development and Occupational Health and Safety
departments report directly to him.

A graphic
illustrating our integrated approach is available at www.holcim.
com/sustainable
To assist us in managing our performance and

ensure that global standards are maintained, various
management systems are in place. The starting point
in managing our performance is ISO certication.
Holcim has also developed its own management tools.
Examples of these include the Holcim Environmental
Management System with its Plant Environmental
Prole (PEP) monitoring and reporting tool, which goes
beyond the requirements of ISO 14001, and the Holcim
OH&S management system, which goes beyond the
requirements of OHSAS 18001.

See page 30.

Visit www.holcim.com/sustainable
Code of
Conduct
Our Code of
Conduct provides
the guiding
principles against
which to make
decisions.
Visit www.
holcim.com/
sustainable for
more information.

For further information see page 26 and

visit

our website www.holcim.com/sustainable
Cement,
aggregates,
concrete
and other
construction
materials
Payments
Goods and
services
Monetary flows
Source: Holcim, 2009 data* See page 26 for additional information on political contributions and subsidies.
Non-monetary flows
Dividends Capital Interest Capital Ta xes Services Salaries Labor Good
neighbor
Licence
to operate
SUPPLIERS
Input costs (CHF 12.0 billion)
SHAREHOLDERS
(CHF 0.8 billion)
CREDITORS
(CHF 0.8 billion)
GOVERNMENTS*
(CHF 0.6 billion)
EMPLOYEES
(CHF 3.9 billion)
DIRECT IMPACTS
CUSTOMERS

Net sales (CHF 21.1 billion)
MULT IPLIED
INDIRECT
IMPACTS
MULT IPLIED
INDIRECT
IMPACTS
COMMUNITIES
(See page 25)
Retained in business (CHF 1.2 billion) and depreciation (CHF 1.9 billion)
Categories purchased
by suppliers:
Raw materials
Services including transport
Operational material
Energy
Plant, equipment and
infrastructure
Traders
Wholesalers
Retailers
Ready-mix concrete producers
Concrete products
manufacturers
Construction contractors
Individual customers
HOLCIM
Sales
Economic impacts along the value chain
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance

8
Our SD priorities
We constantly re-examine our SD priorities to enable
us to focus on those issues which are the most material
to our business and where we can make a meaningful
difference. Continuity and focus are critical aspects of
this re-evaluation process. Our current priorities are:

• sustainable products and sustainable construction
• energy and climate
• resources conservation
• social engagement (including employment
practices, OH&S, community engagement and
human rights).
These priorities were con rmed by an External Report
Review Panel, which we convened as part of our
materiality review process (see below) and to review
Holcim’s corporate SD report. The panelists’ biographies
are available on our website at

www.holcim.com/
sustainable
Determining material issues
Holcim has a well-embedded business risk management
process for identifying risks at both corporate and Group
company level.

For more information, please see pages 28
and 85 in our Annual Report.
Since 2007, a materiality review has been implemented

at Group level to ensure the identi cation of SD
risks and opportunities as well as the integration of
stakeholder views. Since this process was introduced,
materiality reviews have been conducted by many
Group companies. Results reveal that the full list of
material issues is consistent with the Group-level
review, but there are differing weightings according
to local circumstances.
The results of the latest Group-level materiality review,
incorporating the results of the Group companies’
reviews as well as the views of the External Report Review
Panel at a consultation in September 2009, are shown
in the graphic below. In conjunction with our business
risk management system, the consultation con rmed
that the issues identi ed on the matrix remain the most
material for Holcim. The fundamental difference from the
previous review was that almost all external stakeholders
felt that water management and human rights should be
re ected separately. The difference between the company
and stakeholder view on water is likely to narrow as the
new water management scheme is implemented.
“Holcim demonstrates a credible approach to sustainability. However, I would like to see the Group
take a clearer leadership in reducing absolute fossil CO
2
emissions. This is a key challenge for the
entire cement industry. Efforts to increase the use of biofuels also need to be intensified over time.”
Patrik Bosander, Business Development Director, Billerud AB.
Corporate governance
Customer and
supplier relations

Economic impact
Low Medium High
Economic
Issues
OH&S
Employment practices
and human rights
Community involvement
and stakeholder relations
Social
CO
2
and energy
Ec0-efficient products
Sustainable construction
Atmospheric emissions
Resources management
and biodiversity
Waste and transport
Water
Environmental
Holcim view – result of Holcim business risk management process.
External stakeholder view – result of interviews with 16 external
stakeholders including academics, government officials, NGOs,
suppliers, analysts and customers at a global level.
View from Holcim and external stakeholders coincide.
Range of external stakeholder views.
Represents a clear difference between internal and external view.
Low: Low level of concern to stakeholders and low level of current
impact on Holcim.

High: High level of concern to stakeholders and high level of current
or potential impact on Holcim.
Importance of issues – global view
SD materiality review – aligning global stakeholder
feedback with current Group priorities
Review
An External Report
Review Panel was
convened to review
SD priorities,
materiality and
to comment on
the report. Details
of the panel can
be found on
our website.
Visit www.
holcim.com/
sustainable for
more information.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
9
Performance against targets
The following table is a status report on our progress toward goals set in the past and also reects new SD targets. Targets already
achieved are not repeated here – please refer to our website for an overview of all targets. Note that many of these are “evolving targets”
due to the continued dynamic growth of the Holcim Group. Our priority is to ensure that Group companies and new acquisitions
embrace these measures.
Visit www.holcim.com/sustainable
Area Target Progress Target date Status 2009
Vision, strategy and corporate governance

Strategy
Integration of SD materiality review in existing
business risk management system for use by
Group companies.
The SD materiality review has been integrated into the existing
BRM system and piloted by 10 Group companies.
2008 Achieved
Management
systems
ISO 14001 implemented by all cement plants
and alternative fuels and raw materials (AFR)
pre-treatment platforms.
This is a rolling target as newly acquired Group companies
require time to implement the management system.
2004 Cement
92%
AFR 84%
Environmental performance
Climate and
energy
Reduce global average specic net CO
2

emissions
(kg CO
2
/tonne cementitious materials) by 20%,
using 1990 as reference.*
This target was reached in 2009. 2010 21%
Reduce global average specic net CO

2
emissions
(kg CO
2
/tonne cementitious materials) by 25%,
using 1990 as reference.*
2015 New
Environmental
impacts
Emissions monitoring and reporting standard
implemented.
This gure excludes our plants in India. We anticipate that they
will have continuous emissions monitoring in place by 2011.
2004 85%
Reduce global average specic nitrogen oxides,
sulfur dioxide and dust emissions (g pollutant/
tonne cementitious materials) by 20%, using
2004 as reference.
We have already far exceeded the reduction target in specic
SO
2
emissions in 2009. Due to the current economic conditions,
our efforts to reduce dust and NO
x
emissions have focused on
implementing primary reduction measures. The target date has
thus been revised to 2012 for dust and 2013 for NO
x
.
2012 NO

x
-16%
SO
2
-59%
Dust -7%
Quarry rehabilitation plans. This is a rolling target as newly acquired Group companies
require time to implement plans.
2006 91%
Biodiversity: 80% of sensitive sites to have
biodiversity action plans.
2013 New
PCB equipment elimination. Electrical equipment containing PCB to be eliminated from the
cement sector (cement and grinding plants) by the end of 2010,
and from the non-cement sector (aggregates, ready-mix and
asphalt) by 2011.
2011 New
Social performance
Community
involvement
CSR review completed by all Group companies. This target was not reached by the end of 2009 due to a focus
on more pressing issues. Group companies will be encouraged
to conduct the reviews going forward.
2009 40%
Every Group company to have a community
engagement plan for its sites.
2012 New
OH&S
Reduce lost-time injury frequency rate by at least
30% per annum in each operating company,

using 2004 as reference, from 2006 to 2009.
Within an acceptable tolerance allowance, this target was met
for the Holcim Group. Some Group companies, however, have
not yet reached the target.
2009 See
Progress
OH&S fatality prevention elements
implemented.
Implementation of the current 11 OH&S fatality prevention
elements is ongoing and the target date has been adjusted
to 2010, when implementation status will be audited in all
Group companies.
2010 See
Progress
OH&S contractor safety management
implemented.
The OH&S Contractor Safety Management Directive has
been aligned with the relevant 2009 CSI Guidelines. Full and
sustainable implementation will take another 2–3 years and
the target date has been adjusted to 2012.
2012 See
Progress
Targets included in previous reports on areas such as CO
2
assurance, employment practices and
supplier qualication programs have already been met and are thus not listed in the above.

Visit www.holcim.com/sustainable to read more.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
* Excluding own power generation.

10
Demand for construction products is increasing
Concrete is a versatile material indispensable to
infrastructure and economic development – and after
water is the most widely used product in society.
Concrete is made of aggregates, water and cement.
Cement is the “glue” that provides strength and
durability and represents 15% of concrete’s volume.
Although concrete and cement have a relatively low
embedded CO
2
intensity compared to other construction
materials, high demand results in the cement industry
producing an estimated 5% of man-made CO
2
emissions.
The dilemma that Holcim and other responsible players
face is how to meet the growing demand for high-quality
products while limiting emissions and decreasing our
ecological footprint.
Studies have shown that buildings account for up to 40%
of primary energy consumption. Sustainable construction
can reduce energy consumption and the CO
2
emissions
of existing and new buildings signi cantly. For example,
buildings with a Gold or Platinum Leadership in Energy
and Environmental Design (LEED) certi cation consume
up to 50% less energy than those using less energy-
ef cient designs. Examples include IUCN’s conservation

center in Gland, Switzerland and Development
Alternatives’ headquarters in Delhi.
Visit www.holcim.com/sustainable for case studies.
Innovation in products and processes
As a major player in the industry, Holcim has a role
to contribute to sustainable products and building
techniques. We are developing new solutions through
product innovation and process innovation.
Product innovation. We are developing environmentally
friendly cementitious materials for speci c applications.
Examples include products with minimum carbon
footprint combined with extended service life and
concretes that reduce peak temperatures through
water absorption or desorption. Additionally, we are
developing materials to increase the durability and
longevity of buildings and roads. We are also currently
conducting detailed lifecycle assessments with
government, academics and other partners.
The use of composite cements is another vital strand of
product innovation at Holcim. Our focus on substituting
(and therefore reducing) clinker in cement with slag,  y
ash, pozzolans and other minerals is highly effective in
carbon reduction. By 2009, we had decreased the share
of Ordinary Portland Cement to 20% of our product
portfolio and increased the share of composite cements
to 80%
.

See chart on page 11.
“I believe that our creative imagination, by definition, is unbounded, and that the principles

of sustainable design are not a limitation; rather, they provide fertile ground for engaging the
imagination to nurture a vibrant architecture of the future.” Ashok B Lall (India), Visiting Professor,
Guru Gobind Singh Indraprastha University (GGSIU); Principal, Ashok B Lall Architects; and Head,
Holcim Awards jury Asia Pacifi c 2008.
Visit www.holcim.com/sustainable to read more.
Sustainable products and sustainable construction
Population growth, socio-economic development and
adaptation to climate change will increase the demand
for construction products.
Challenge
Buildings account
for up to 40%
of energy
consumption:
Holcim has a role to
play in promoting
sustainable
construction.
Visit www.
holcim.com/
sustainable for
more information.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
11

See pages 26–31 for full data tables.

Visit www.holcim.com/sustainable
for more information.

Key data
Sustainable products and
sustainable construction
Process innovation. Through research and development
in sustainable and energy-efcient manufacturing,
we are seeking technical solutions to the challenges
ahead including the rising cost of electrical and thermal
energy, ensuring their availability worldwide while
also improving the emissions of cement kilns. Holcim’s
program aims to transform these challenges into
opportunities for sustainable value creation across the
Group. As part of this, we leverage the diversity of our
Group companies to multiply good practice and ensure
that innovations and solutions are systematically shared
to create competitive advantage.
Responsible relationships and partnerships
Providing our diverse customers with the right product
for the right application is fundamental to a successful
and sustainable business. To ensure we are meeting
these needs, 75% of Group companies carried out a
customer survey in 2009, and of these, 88% measured
customer satisfaction levels
. Product stewardship
remains an important element of our customer
relations. In 2009, 54% of Group companies reported
having a specic policy covering customer health and
safety and 50% reported having policies on product
information and labeling
.
To ensure a sustainable supply chain, Holcim is

mindful that its suppliers should respect our social
and environmental policies. Our Group procurement
policy and supplier qualication programs include a
self-assessment of suppliers’ compliance with social
and environmental standards. Details of supplier
assessments are shown opposite.

Working with academic institutions is key to achieving
a sustainable future. In this regard, Holcim engages
with Clausthal University and the Swiss Federal
Institute for Technology in Zurich and Lausanne who
are both permanently represented on our process
and product innovation committees. In addition, the
Holcim Foundation for Sustainable Construction has a
network of partner and associated universities that is
representative of every continent. The foundation’s aim
is to promote sustainable responses to technological,
environmental, socio-economic and cultural issues
affecting building and construction at national, regional
and global levels.
Cement types produced by Holcim* in 2009
Supplier screening

EN3

HR1, HR2
Local suppliers screened
2008 2009

0

20

40

60

80
100
96
92
0
20
40
60
80
100
81 81
77
83
67
75
38 38
29
30
34
44
26
29
% Group companies

screening local suppliers
% Group companies
screening local suppliers
% local suppliers
screened
% local suppliers
screened
OHS standards
EMS systems
Labor standards (other than human rights)
Social accountability or other human rights criteria
20% Ordinary Portland Cement


5% Masonry cement, oilwell
cement, white cement,
special binder
17% Multiple blend cement
Fly ash cement 26%
Limestone cement 14%
Pozzolan cement 9%
Slag cement 9%
The Holcim Forum, convened by the Holcim Foundation
for Sustainable Construction, provides an academic
platform for architects, engineers, construction
professionals and other specialists to exchange
information on sustainable built environments and
sustainable development. Forums on “Basic Needs”,
“Urban Transformation” and “Re-inventing Construction”
have been convened.

The Holcim Foundation for Sustainable Construction
promotes and encourages sustainable construction practices;
for more information, visit www.holcimfoundation.org
* All but Ordinary Portland Cement are composite cements. Composite cements
increased from 30% in 1990 to 80% of our product mix in 2009.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
Sustainable products and sustainable construction
Best practice
A model affordable
home being
built at our plant
in Nagarote,
Nicaragua.
Sustainable affordable housing – an inclusive
business solution
Holcim Group companies are active in searching
for inclusive business solutions such as sustainable
affordable housing. The concept has spread since we
started initiatives in the 1990s: currently, 12 affordable
or social housing programs, mainly in Latin America and
Asia and three mega-cities projects in Jakarta, Manila
and Singapore are being implemented. In 2009, an
estimated 27,600 families bene ted from the affordable
housing schemes.
The housing de cit in Nicaragua, a country with seven
million inhabitants, amounts to more than half a
million. With 85% of the population considered as poor

or extremely poor and the number of inappropriate
houses rising steadily, shelter is one of the country’s
main challenges. In order to contribute to meeting this
challenge, Holcim Nicaragua started implementation
of Edi cando Vidas, an affordable housing program. It
aims at offering Nicaraguan families an appropriate,
sustainable and culturally accepted housing solution
that complies with Holcim’s sustainability requirements.
In order to achieve this goal, the company – in
collaboration with its distribution channel Construmas
and the Holcim Nicaragua Foundation for Sustainable
Development – selected pilot communities and
conducted a participatory assessment of housing
needs. As a result of these community consultations,
the project team developed a technical solution that is
appropriate for local conditions and uses construction
techniques and materials that are familiar locally.
The solution was well accepted by the community
and project advisory panels were set up and are now
managing community participation. In addition to
providing the housing solution, the project integrates
a  nancing option and supports the development of
construction-related micro-enterprises. Model houses
have been erected at the plant in Nagarote at the
beginning of 2010. There are plans to construct 30 to
40 houses for participating families in the course of
the year.
“Holcim’s efforts to provide affordable housing in Latin America and Asia are extremely
commendable. To build on these first achievements, I would encourage Holcim to share the
resulting learning with a wider range of companies and organizations to collaborate on a

roll-out of such programs. This will help to reach not just dozens, but thousands of families.”
Fernando Almeida, Executive President, Business Council for Sustainable Development, Brazil.
Visit www.holcim.com/sustainable to read more.
12
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
Innovation in practice
The Holcim Commercial Awards acknowledge
excellence along the Holcim Value Chain, and are judged
against criteria of customer orientation, innovation,
value creation, sustainability and transferability. Among
the projects recognized by the awards are the following:
The Integra Construction System was developed by
Holcim Costa Rica. Integra is an innovative wall system,
based on a modular concrete block and also integrates
other innovative aggregate and cement products.
The system reduces waste, increases productivity and
durability and improves safety on construction sites.
Holcim Green and Holcim Supercrete were developed
by Holcim Singapore, who was recognized for the
development of eco-friendly concrete products. Holcim
Green reduces the usage of imported materials by
replacing ne aggregates with recycled materials while
Holcim Supercrete, because of its strength, facilitates
smaller columns and more usable spaces in buildings.
Construction can be faster and can result in up to 45%
less concrete use for a structure. Both products obtained
a Green Label from the Singapore Environment Council.
Red Minetti was developed by Juan Minetti, our Group
company in Argentina. It is a national chain of outlets

for building materials where end users (normally owner-
builders) can nd, in one place, all the materials needed
to build their house, personalized guidance on how to
use the materials and assistance with purchase nance.

Cirkelstad was developed by Holcim Netherlands –
a regeneration project for inner-urban areas with a
focus on recycling and re-use of “old” city demolition
materials for “new” city construction. The project also
had the goal of providing job opportunities for long-
time unemployed people from the local community.
London 2012 Olympic village
The Olympic Delivery Authority (ODA), the body
responsible for the building of the 2012 Olympic
Games venues, identied sustainable construction as
key in the procurement of materials and construction
of the games infrastructure. With this in mind, the ODA
set “green” targets for all the bidding companies. At
least 25% of the materials supplied need to be recycled
and at least 50% of materials, by weight, have to be
transported to the Olympic Park by sustainable methods.
Our Group company in the UK, Aggregate Industries,
successfully bid to supply the project with aggregates
and ready-mix concrete. It ensured that the sustainable
transport target was substantially exceeded in the
bid, with over 90% of the aggregates to be supplied by
either rail or barge. In addition, Aggregate Industries
is condent that it will well exceed the ODA’s aim of
25% for recycled aggregate materials delivered to the
project. It will achieve this through its use of secondary

aggregates from assets in Cornwall in England, as well
as recycled glass and recycled concrete derived from
demolition sites in London.
An example of
a “Red Minetti”
outlet in Argentina.
The chain offers a
“one-stop” solution
for owner-builders.
Mohammed Rafati
(far left) and Said
Saoudi (left) are
employees of
Holcim Netherlands
working on the
“Cirkelstad”
project aimed at
regenerating
inner-city urban
areas with a focus
on recycling.
13
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
14
Energy and climate are critical factors for sustainability
Global energy demand is predicted to rise by 45% by
2030 (World Energy Outlook), accompanied by higher
energy costs, depleting energy sources and limited
discoveries of affordable new ones. The combined

challenges of energy and climate require unprecedented
investment and changes in production, consumption
and behavior.
Addressing the challenge of climate change requires
global emissions to be stabilized then reduced and all
sectors have a responsibility. We advocate differentiated
responsibilities at country level, accepting the need
for absolute CO
2
emission reductions in developed
countries and increases to be limited in emerging
economies. Holcim further believes that no single
policy instrument can  t all sectors, and that a range
of instruments is needed to incentivize the growth of
the most CO
2
-ef cient and energy-ef cient companies
and products.
Energy and CO
2
ef ciency
Holcim is committed to further improve the ef ciency
of its production processes and products and to remain
an industry leader. In cement production, our focus
is on lowering the clinker factor, increasing the use
of alternative fuels and materials and improving
energy ef ciency.
To maximize all available emission-reduction levers,
Holcim advocates that industry benchmarks should
include the entire production process and products, and

that these should incentivize both product innovation
and consumer choice.
For further information on our positions on climate and
energy, visit www.holcim.com/sustainable
According to the McKinsey Global GHG Abatement
Cost Curve, the maximum potential to reduce speci c
emissions in the cement industry is
-
23% by 2030,
excluding carbon capture and storage. The International
Energy Agency (IEA) estimates an absolute reduction
potential in 2050 of 18%, including carbon capture
and storage. A Cement Sustainability Initiative (CSI)
study,

see page 16, identi ed similar levers and
abatement potentials. Holcim has already signi cantly
contributed to reducing emissions. In 2009, we met
our target by achieving a 21% reduction in net CO
2

emissions per tonne of cement (2008: 19.6%)

.
One of the main drivers has been our lowering of
the clinker factor, Holcim’s being among the lowest
in the industry with an average of 71.1% of clinker in
cement. Furthermore, by implementing best practices
and technology, Holcim increases energy ef ciency in
production, thus lowering related CO

2
emissions. To
further improve our performance we have a new target
to reduce CO
2
emissions per tonne of cement by 25%,
compared to 1990 levels, by 2015.
“Holcim faces a major challenge in reducing its energy usage and carbon emissions. I’d like to see
more discussion of its possibilities to shift energy supply from fossil fuels to more sustainable
energy sources.” Holger Walbaum, Chair in Sustainable Construction, Swiss Federal Institute
of Technology (ETH Zurich).
Visit www.holcim.com/sustainable to read more.
Energy and climate
Energy security and climate change are critical risk factors
for the long-term sustainability of the company.
CO
2

We achieved our
CO
2
emission
reduction target
one year ahead
of schedule.
Visit www.
holcim.com/
sustainable for
more about
CO

2
emissions.
To further improve
our performance
we have set a
new CO
2
emission
reduction target.

See pages 9
and 15 for details
.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
15
Key data
Energy and climate*
Overall, Holcim has improved its thermal energy
consumption from over 4,500 MJ per tonne of clinker in
1990 to 3,580 MJ per tonne of clinker in 2009, reecting
efforts to upgrade technology and optimize operations.
Concurrently, the substitution of traditional fossil fuels
with biomass residues and waste-derived fuels recovers
energy from waste, thus also reducing CO
2
emissions .

Despite these improvements, Holcim’s absolute
emissions from cement production are bound to rise

due to increased demand for concrete. Breakthrough
innovations are needed to achieve absolute reductions.

See page 30 in our Annual Report for examples of Holcim’s
efforts in this area.


For details of specic CO
2
emissions, clinker factor and
substitution rate by alternative fuels, see charts opposite.

Data on other atmospheric emissions including SO
2
, NO
x
and
dust is reported on page 28 and
at www.holcim.com/sustainable
Policy and stakeholder engagement
Holcim constructively contributes to policy debate
to develop effective regulatory incentives to improve
energy efciency and CO
2
intensity. We believe that
the most effective way to reduce society’s carbon
footprint is via mandatory government policies and
regulated market instruments that set CO
2
and

energy benchmarks.
To promote our positions on energy and climate, we
support GLOBE, an organization bringing together
legislators who share an interest in developing sound
environmental legislation. This has proven to be
a positive platform through which to channel our
viewpoints to members of national parliaments and
the European Parliament alike.
Carbon capture and storage (CCS) may offer important
carbon reduction potential. Holcim, with others in the
industry, supports the ongoing work of the European
Cement Research Academy (ECRA) on CCS technologies
in the cement industry.
For details of our engagement with the WBCSD Cement
Sustainability Initiative

see page 16.

See pages 26–31 for full data tables.

Visit www.holcim.com/sustainable
for more information.
* Due to ownership changes in 2009, gures for previous years have been restated.
Specic CO
2
emissions
Clinker factor
Thermal substitution rate by alternative fuels

EN16

EN2

EN5
kg CO
2
/tonne cement % improvement
Average % of clinker in cement
% of thermal energy from alternative fuels
Specic gross CO
2
emissions
(excluding on-site
power generation)

Specic net CO
2
emissions
(excluding on-site
power generation)
% improvement trendline
Sector average emissions
(WBCSD GNR database)
1990 2000 2005 2007 2008 2009 2015
500
550
600
650
700
750

800
500
550
600
650
700
750
800
-30
-25
-20
-15
-10
-5
0
0
5
10
15
20
25
30
764
756
706
689
660
642
640
620

628
608
616
597
1990 2000 2007 2008 2009
60
65
70
75
80
85
90
81.9
60
65
70
75
80
85
90
79.8
72.5
71.8
71.1
1990 2000 2007 2008 2009
0
2
4
6
8

10
12
3.6
0
2
4
6
8
10
12
0
2
4
6
8
10
12
9.0
12.1
11.1
11.7
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
16
Energy and climate/Resources conservation
Best practice
“As an owner of landholdings all over the world, Holcim recognizes the principle of good land
stewardship – that is, to be responsible not only for the resources below ground but also for the
ecosystems, habitats and species above ground. Impacts on biodiversity will inevitably arise from the
extraction of mineral resources, but these can be mitigated in many different ways through targeted

management actions. Ultimately, this could sometimes even lead to biodiversity enhancements –
as Holcim has already shown in places such as the El Puente aggregate quarry in Spain.”
Dr Christoph Imboden, Chair of the Independent Expert Panel of the Holcim–IUCN Partnership.
Visit www.holcim.com/sustainable to read more.
Working with the Cement Sustainability Initiative (CSI)
Holcim is a founding member of the CSI,
www.cementwbcsd.org, part of the World Business
Council for Sustainable Development (WBCSD). The
CSI has developed in consultation with international
stakeholders a “sectoral approach” model which
is a framework enabling countries to ful ll their
commitments to the UNFCCC’s Bali Roadmap. The
model shows the same mitigation drivers as the
McKinsey Cost Curve and the IEA Technology Roadmap,
and all three models show, albeit in varying degree,
that sequestration such as carbon capture and storage
will be required to reduce absolute emissions from the
global cement industry. The approach was presented to
governments and negotiators in the lead-up to the 15th
UN Climate Change Conference (COP15) in Copenhagen
in December 2009. Work on this approach is continuing.
A key factor in enabling a sectoral approach is the
availability of robust and veri ed global data, allowing
for fair, meaningful and effective benchmarking of the
industry’s CO
2
and energy performance against which to
set improved targets. Holcim has participated with the
CSI members in developing the Getting the Numbers
Right (GNR) database as part of enabling this approach.

To facilitate a more streamlined process for the approval
of projects under the Clean Development Mechanism
(CDM), Holcim has supported the CSI in developing a
new CDM baseline and monitoring methodology based
on benchmarking. This tool, together with data from
a pilot project undertaken by Holcim Ecuador, was
presented to the UNFCCC’s CDM methodology panel
in mid-2009 and deliberations are continuing.
For a case study on working toward CO
2
-neutral sites,
visit www.holcim.com/sustainable
Experts help shape our management of biodiversity
Through our global agreement with the International
Union for Conservation of Nature (IUCN), signed in
2007, Holcim has forged strong links with this leading
organization.

See page 17 for more about the partnership.
One of the key activities of our partnership was the
convening of an Independent Expert Panel (IEP),
consisting of  ve well-respected biodiversity specialists
and chaired by Dr Christoph Imboden, an ecologist and
biodiversity conservation expert.
Visit www.holcim.com/
sustainable for biographies of the panel members.
The IEP’s role is to advise Holcim on developing a
biodiversity management framework, including
overarching policies and practical toolkits to enable
“on the ground” management of biodiversity. The panel

has conducted visits to Group companies in Belgium,
China, Spain, Hungary, Indonesia, the UK and the USA
to learn about the company and its operations. The
visits allowed the panel to experience the diversity in
size, geography, maturity, outputs, issues and different
regulatory landscapes of Holcim operations.
16
Cement Sustainability Initiative
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
This interaction has led to a better understanding of
the relevance of biodiversity to our business and a set of
recommendations for Group and local operations. Some
of the panel’s initial observations are that:
• biodiversity management should cover a full scope
of operations, cement and aggregates sites
• biodiversity issues must be considered throughout
the entire lifecycle of a site, from early planning
through to closure
• sites should work with local experts and partners to
leverage their expertise
• rehabilitation can be done more cost-effectively by
providing the right conditions and structure so that
nature can re-establish itself, rather than planting
expensive ora
• progressive rehabilitation should be the preferred
option. This approach has proven to be more effective
in cost and time than an after-care program.
In addition to the global agreement with the IUCN,
Group companies and IUCN local branches have

undertaken joint projects in Costa Rica, Spain, Sri Lanka
and Vietnam. A joint workshop on capacity-building is
also being planned by our associated company in China
with the IUCN.
For a case study on biodiversity action plans
in the UK and New Zealand, visit www.holcim.com/sustainable
Water conservation in Thailand
Our Group company in Thailand, Siam City Cement
has collaborated since 2007 with a local NGO to
support the construction of check dams to promote
water conservation.
Check dams retain water for use during droughts, slow
the ow of water in creeks, so reducing erosion and
other damage, and aid soil fertility. Water can also be
diverted from the dams into forest areas to limit the
build-up of dry leaves and reduce re risk. Studies by
Chiang Mai University, supported by Siam City Cement,
have shown that check dams restore ecological balance,
revive natural resources, contribute to improved air
quality and help to raise local living standards.
The project was started following an environmental
initiative by the King of Thailand. Siam City Cement
provided funding of 27 million baht (USD 820,000) over
three years and supplied cement for construction. Over
1,000 volunteers, including Siam City Cement employees,
built 3,880 check dams in eight provinces over the
three-year period, which were handed over to the Chai
Pattana Foundation in a ceremony in December 2009.
Quarry or natural
habitat? This

rehabilitated
quarry at El Puente
in Spain has
become a haven
for an increasing
variety of
bird species.
17
Our Group
company in
Thailand, Siam City
Cement, has been
promoting water
conservation with a
project to construct
3,880 check dams
in the country.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
18
Biodiversity and water: key issues to be addressed
Growing population levels and continuing economic
development are increasing the demand for land,
food, water, energy and other resources, adding to
the pressure on ecosystems and biodiversity. Holcim
is a resource-intensive business with 154 cement and
grinding plants, 485 aggregates plants, 1,457 ready-mix
concrete plants and some 800 quarries worldwide.
We recognize that biodiversity supports essential
ecological functions and human wellbeing. It helps

to maintain ecosystem services, secure food supplies,
provide opportunities for recreation and tourism, and
safeguard sources of wood, medicines and energy.
Holcim has a long history of conducting environmental
and social impact assessments and of quarry
rehabilitation. The work we are undertaking in
partnership with the IUCN has con rmed that
biodiversity needs to be considered throughout the
complete lifecycle of our operations from site opening
to closure. This is not just at a policy and planning level,
but also to ensure that existing tools are being adapted
and new ones integrated in an overall biodiversity
management system. More details on the partnership
with the IUCN can be found under stakeholder
engagement in this section.
We aim for ef cient water use in all our operations.
In cement production, water is used for cooling heavy
equipment and hot exhaust gases, for dust control and
for preparing slurries in wet process kilns. Water is also
used in concrete and aggregate operations. Feedback
from stakeholders has emphasized the importance
of improving our performance in managing water
resources, especially in areas where water is in short
supply. Holcim has reported among the lowest water
consumption in the sector, having reduced speci c
water consumption signi cantly from 430 liters per
tonne of cement in 2005 to 360 liters in 2009. Water
recycling is key to reducing process water usage in
our aggregate and ready-mix concrete operations.
Just under three-quarters (72%) of ready-mix concrete

operations have water recycling systems in place
.
We have taken note of stakeholder concerns and
are developing a water management scheme for all
business units, which we intend to implement by the
end of 2013.
Eco-ef ciency is at the core of Holcim’s business –
producing more while using fewer resources and
producing less waste and pollution per tonne of
product. At Holcim, we are convinced that conserving
natural resources plays an ever-increasing role in our
long-term resource and reserve strategy and we aim
at continuously improving our performance.
“We have to find ways in which we can satisfy the housing and construction needs of the world
without jeopardizing the environment with chemicals and affecting the flows of substances like
water. The mining of limestone not only adversely affects the landscape, but also the hydrological
cycle in the area.” Ashok Khosla, Chairman, Development Alternatives.
Visit www.holcim.com/sustainable to read more.
Resources conservation
Increasing competition for scarce land and water
resources are growing global concerns.
Target
80% of sensitive
sites to have
biodiversity action
plans by 2013.
Visit www.
holcim.com/
sustainable for
more information.

Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
19
Key data
Resources conservation
Stakeholder engagement
Holcim’s partnership with the IUCN to increase its
knowledge and experience in biodiversity issues and
realize operational efciencies has been extended until
the end of 2010. The partnership is well on track to
deliver the expected objectives.
One of the rst activities was to establish a baseline of
Holcim’s activities related to biodiversity management,
including the development of a biodiversity
management system. Guidelines for biodiversity-
based micro-enterprise development projects were
also developed and the IUCN is also being consulted
to ensure that greeneld projects address biodiversity
issues. Jointly, both organizations participated in a
number of events such as European Minerals Day, for
which Holcim opened 13 of its rehabilitated sites to
the public.
Visit www.holcim.com/sustainable for a case
study on the European Minerals Day.
The Holcim–IUCN relationship is complemented by
Holcim’s active participation in the WBCSD (World
Business Council for Sustainable Development)
ecosystem focus area, which addresses ecosystem
and biodiversity issues. This provides an engagement
and collaboration platform with other industries to

address challenges and opportunities associated
with ecosystems and ecosystem services.
For more
information, visit www.wbcsd.org
Furthermore, the WBCSD Cement Sustainability
Initiative and Cembureau (the organization that
represents the European cement industry) have
established task forces to explore and share best
biodiversity practices within the industry, in which
Holcim participates as well.

See pages 26–31 for full data tables.

Visit www.holcim.com/sustainable
for more information.
Cement Aggregates Ready-mixconcrete
2007 2008 2009 2007 2008 2009 2007 2008 2009
Number of 148 145 143 315 319 365 953 987 1,031
plants included
in evaluation
Water
Water 340 320 360 647 621 643 240 230 238
consumption l/m
3
l/m
3
l/m
3

l/t

Total million 56 47 49 104 91 86 10 10 9
m
3
/a
Water recycling n/a n/a 78%
1
50% 45% 45% 72% 72% 72%
systems
Quarry management and rehabilitation
% of plants 30% 28% 37% 17% 14% 28% 8% 8% 4%
operating in
sensitive areas
2

Approved 94% 95% 97% 87% 83% 95% n/a n/a n/a
mining plans by
local authorities
Rehabilitation 90% 91% 91% 81% 82% 95% n/a n/a n/a
plans in place
Water, quarry management and rehabilitation

EN10, EN11, EN13
Cement Aggregates Ready-mixconcrete
2007 2008 2009 2007 2008 2009* 2007 2008 2009
Road 73% 73% 74% 95% 95% 87% 100% 100% 100%
Rail 18% 19% 17% 1% 2% 8% n/a n/a n/a
Water 9% 8% 9% 2% 1% 4% n/a n/a n/a
Other n/a n/a n/a 2% 2% 1% n/a n/a n/a
Transport
Cement and aggregates are heavy, low-price, bulk products, and transport choices are thus

driven by cost considerations: the table below details the methods employed by Holcim to
transport products.

EN22
Members of the
Independent
Expert Panel
visiting an area
neighboring our
plant in Moloko,
Indonesia.
1
Relates to closed circuit equipment cooling systems.
2
The increase in gures reects revised denition of sensitive area following input from
the IUCN and the expert panel.
* The difference from previous years is mainly due to a revised calculation methodology.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
Social commitment
Best practice
The winner of
a conservation
poster competition
receives her prize
at a Conservation
Day conducted by
our Group company
in the USA.
Making a difference – engaging and

motivating employees
Creating an innovation culture and promoting active
engagement of employees can help generate creative
ideas around sustainable development while saving
costs. To encourage this creativity, Holcim US is
conducting Conservation Days in plants all over the
country. The  rst one took place in the Ada plant in
Oklahoma in December 2007.
The Conservation Days aim at raising awareness
among employees, their families and members of
local communities of how daily choices impact on the
environment. The program motivates and educates
participants on how to take personal and professional
stewardship for protecting the environment and
“to pledge to make a difference today”.
Conservation Day visitors are encouraged to visit
different interactive stations covering themes such
as energy conservation, recycling, carbon footprint
calculation and transportation. After computing their
personal carbon footprint, employees are given the
opportunity to pledge to reduce their footprint, using
recommendations learned at the various theme booths
at the event. Holcim fuels their enthusiasm with a
Conservation Fund. Employees who purchase an energy-
ef cient vehicle, an energy star-approved appliance or
complete a home energy savings project receive a
small subsidy.
The program helped to raise awareness on how to
reduce a family’s carbon footprint with simple solutions
and to change individual attitudes at home as well

as at work. Plant employees’ action had an impact on
the community. In one community, for example, the
local high school formed a Holcim Conservation Youth
Leadership group promoting the conservation concept
in many schools and the carbon footprint concept was
introduced to other organizations.
20
“Attending the Conservation Day motivated our family to make a variety of changes from purchasing
a hybrid car to buying re-usable grocery bags. These small changes make all the difference.”
Karen Bittner, employee of Holcim US.
Visit www.holcim.com/sustainable to read more.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
Dialogue with employee representatives
In all countries of operation, we support collective
bargaining and proactively collaborate with elected
employee representatives. In addition, we engage with
employee bodies at national or international levels.
One example is the European Forum. It comprises
29 representatives of 13 countries covering the
United Kingdom as well as Western, Eastern and
Central Europe. The forum is further staffed with two
representatives of the European labor union (European
Federation of Building and Woodworkers, EFBWW), and
two observers from the Swiss operating company. All
delegates have clearly dened roles, responsibilities and
rights of involvement.
Topics and issues which have an international impact,
such as signicant changes in organizational structure
and production processes are dealt with by the

forum. It further must be informed of any initiative or
project that may have a cross-border impact on social
structures, conditions of employment or employees.
Sewing shops
were established
in Volsk, Russia
following an
engagement by our
Group company
Alpha Cement to
establish the needs
of the community.
Employee
representatives
of the European
Forum at a meeting
on occupational
health and safety
issues held
in Belgium.
Selecting the right community projects
Following an assessment of its community activities,
Alpha Cement, our Group company in Russia, began to
implement a program that is driven and ultimately owned
by community stakeholders. In April 2009, Alpha Cement
launched a project competition in Volsk, in collaboration
with local authorities. Local stakeholders had the
opportunity to suggest projects for funding and project
implementation support. The projects needed to comply
with a set of criteria and a jury composed of internal and

external experts nominated winners according to the
established selection criteria (relevance of project, urgency
of problem, probable effectiveness, innovation, number
of beneciaries, and soundness of project planning).
Examples of successful projects include the establishment
of a sewing shop, offering employment to disabled people,
as well as affordable sewing services to low-income
citizens; the renovation and equipping of a health center
for the mainly retired citizens living on the outskirts of the
city; and the creation of a learning environment for English
studies at the local school.
Overall, 12 projects were implemented in collaboration
with local authorities between June and November
2009, reaching about 70,000 beneciaries.
21
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
22
Shared sustainable bene ts
Our approach to social engagement has always been
strategic, not philanthropic. Social responsibility is
how Holcim manages its business while bene ting
society and all its stakeholders. Employment practices,
occupational health and safety, upholding human rights
and community engagement are focus areas for Holcim.
Holcim as an employer
Holcim recognizes the crucial role employees play
in creating value. They are the basis of success. This
recognition is clearly re ected in the Group strategy. For
Holcim to succeed, it needs competent, committed and

engaged employees. We therefore want to be attractive
in the highly competitive employment market and
approach talent proactively. Our employment practices
contribute to creating a working environment where
employees can  ourish.
By nature of our global structure, we are a company
with a highly diverse workforce, particularly in terms of
culture and age. In our senior management team alone,
60 nationalities are represented. In what is traditionally
a heavy manufacturing environment, driving gender
diversity remains a challenge, and in 2009, 12% of the
workforce was represented by women, while 8% of our
top and senior managers were female
.

More than
ever, we are committed to providing equal opportunities
for all our employees and work on strengthening
a culture of mutual respect, trust and openness.
To foster this culture, we further engage with elected
employee representatives.

See page 21 for a case study
on the European Forum
. On average, 47% of employees
are represented by an independent labor union and in
countries where no unions exist, Holcim makes sure
that collective bargaining takes place and an employee
complaint system is implemented
.

In striving to be
one of the most attractive employers in our industry,
we further ensure wages that re ect local industry
standards, and at the lowest paid entry level, our
Group companies on average pay 138% above local
minimum wage
.

Professional and individual development is crucial
to maintaining the high competence level of our
employees. Despite the economic crisis, a high level
of training has been maintained. In 2009, Group
companies reported a total of 1,240,620 hours of
training for employees, 75% of which was received
by non-managerial level employees
.


For more
information about our corporate training activities, see our
Annual Report, page 48.
In addition to our performance management system,
which provides a framework for the evaluation of
performance and setting of objectives, all middle
Social commitment
Through its longstanding social commitment, Holcim
aims at contributing to a more sustainable society.
Diversity

Our 1,957 top and
senior managers
represent 60
nationalities.
Women constitute
12% of the
workforce.
Visit www.
holcim.com/
sustainable for
more information.
“We congratulate Holcim as a leader in the cement industry in reducing its emissions. ICEM member
unions appreciate the serious efforts by Holcim in developing alternative fuels, such as biomass.
In the next report we would like to see substantiation of Holcim’s commitment to global labor
standards such as the ILO Conventions, the UN Global Compact and the OECD guidelines. It is
our sincere hope that Holcim designates a specific resource to deal with social dialogue.”
Phee Jung Sun, ICEM – International Federation of Chemical, Energy, Mine and General
Workers’ Unions.
Visit www.holcim.com/sustainable to read more.
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment
23
Key data
Social commitment
and senior managers complete a leadership training
program. In the context of this training, direct reports, as
well as peers and internal clients, have the opportunity
to evaluate performance and leadership skills. This
enables managers to gain a better understanding of
their personal strengths as well as improvement

potential for their next career steps. Since 2007, over
550 senior and top managers have participated.
Due to the global economic recession, some
redundancies were necessary in Holcim Group
companies in 2009. These were made in accordance
with prevailing legislation and with sensitivity toward
those affected. In many cases support such as retraining
or assistance in nding other employment was offered.
Fostering a safe working environment
Occupational health and safety (OH&S) is and remains
a top priority for Holcim. The health and safety of
employees, contractors, third parties and visitors is
fundamental to our business success. We recognize that
even one incident is one incident too many. There are
signicant challenges in embedding a culture of safety
not just within our plants, but also specically among
third-party contractors and drivers transporting
our products.
Despite ongoing efforts, we deeply regret that 28 people
lost their lives in 2009 while discharging their duties
for Holcim
.

We remain committed to achieving our
vision of “zero harm to people” and will continue with
efforts to improve our safety performance. All accidents
and near-misses are exhaustively analyzed and
communicated internally.
A systematic approach is followed, guided by the Holcim
OH&S management system, which has 19 specic

building blocks. Clear organizational and personal
accountabilities are supported by a robust program of
training, communication, strict procedural discipline
and locally developed policies and action plans. Five
Cardinal Rules,
visit www.holcim.com, have been laid
down, and there is zero tolerance for breaches. In this
context, managers are required to lead the way as role
models and make OH&S part of the daily routine of
all employees.
Visit www.holcim.com/sustainable for more information.

See pages 26–31 for full data tables.

Visit www.holcim.com/sustainable
for more information.
Female workforce
Lost-time injury frequency rate*
Fatalities – cement, aggregates and ready-mix concrete*

LA2, LA14

LA8

LA8
% of female workforce
LTI F R
Number of fatalities
Top management level
Middle management level

Directly employed (2007: 89,364/2008: 86,713/2009: 81,498)
Indirectly employed Other
Directly employed
Senior management level
Other employees
* Numbers of fatalities are reported following the WBCSD reporting standards.
* Data for LTIFR are regrouped to reect the CSI reporting standards. Direct employees
include own and subcontracted personnel under direct Holcim supervision. The lost-
time injury frequency rate (LTIFR) is calculated as:
Number of lost-time injuries
Total number of hours worked
x 1,000,000
0
5
10
15
20
7
12
0
5
10
15
20
9
13
16
8
13
7

Female 2007 Female 2008 Female 2009
7
8
12
12
2007 2008 2009
0
5
10
15
20
25
19
0
5
10
15
20
25
21
5
8
15
8
6
19
2
2007 2008 2009 2010
0
1

2
3
4
5
6
3.9
0
1
2
3
4
5
6
0
1
2
3
4
5
6
Threshold
<2
2.7
2.1
Target
Chairman and CEO statement Vision and strategy Priorities Performance data Methodology and assurance
Data include all cement, aggregate and
ready-mix concrete operations.
Sustainable products and sustainable construction Energy and climate Resources conservation Social commitment