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June 2013

Strategy & Business Performance

Introduction from Mark Joel Welcome to the first Strategy & Business Performance team update! The last few months have been very challenging for everyone yet I am very proud of what we have delivered so far as a team against a back drop of uncertainty for many of you. The six departments that make up our team – Asset Optimisation, Marketing & Commercial, Procurement, Strategy, Logistics & Supply Chain and Sustainability – all have big jobs to do in their own right so my main focus is ensuring that we deliver in close collaboration with the product lines and other functions. By adopting a transparent way of working with these teams, setting our plans and goals together and implementing fast decision making processes, we will be able to add real value to our business and help it to become more successful. Great businesses start with a clear strategy and road map of how to get there and our Strategy department is working with the product line Managing Directors to deliver this five-year plan. We will then play a key role in supporting the delivery of the strategy by providing market insight, new ideas and resources, as well as cross-product line challenge, to help leverage the knowledge and skills in Lafarge Tarmac. This is an exciting time to play a key role in helping deliver true and sustainable business success.

Mark Joel Group Director of Strategy & Business Performance


An award-winning performance Congratulations go to our Procurement team who recently won a major global accolade at the Procurement Leaders Awards, in recognition of their industryleading approach to Corporate Social Responsibility (CSR). The prestigious awards are the main annual event for procurement professionals, and the ceremony in London was attended by over 700 senior executives. The team saw off strong competition from big blue-chip brands, such as BT, Sainsburys, Tata Steel and Vodafone, to claim the influential award.

Logistics & Supply Chain

Getting underneath the numbers One of the major challenges the Procurement team faces is understanding exactly what we as a business spend our money on. Wading through the huge amount of data that is required to get a clear view of spend is a major challenge for one organisation. This is magnified when two sets of spend data are brought together as they have been through the joint venture process. In order to fully understand the spend data of Lafarge Tarmac as a whole, a team of legacy Lafarge and Tarmac Procurement and IT employees have worked together to select a vendor to help us with this.

This major achievement is in recognition of the Procurement team’s role in Lafarge Tarmac’s company-wide approach to utilising recycling asphalt for the UK’s roads. Together with colleagues across Aggregates & Asphalt, Contracting and Sustainability, the Procurement team has played an integral role in a programme which has so far; diverted 350,000 tonnes of waste from landfill; saved 3,000 tonnes of carbon and cut our spending on oilbased materials by £8.3 million. “This important award demonstrates our procurement expertise and recognises our leading approach to sustainability and CSR. It is also testament to the hard work of many people across our business coming together and represents a true team effort” said Tony Roberts, Director of Procurement.

Reaping the benefits The procurement value target for 2013 is savings in the region of £10m. By the end of the first quarter we had delivered around 20% of this and remain on track to meet our target by the end of the year. Much of the value delivered so far has been through carryover projects concluded pre-JV delivering savings to our expectations. Since January much of our focus has been on negotiating with suppliers based on the pricing opportunities which the JV has presented as we leverage the scale of the business on suppliers. At the end of Q1 we are slightly ahead of our synergy targets as a whole and are forecasting to meet our 2013 synergy target by year-end as new opportunities present themselves to us.


The team involved used their knowledge of the market and the requirements of our future strategic category management needs to select a list of suppliers, liaised with the Procurement teams in our parent companies to finalise the shortlist and then negotiated the commercial terms of the deal. A supplier has now been appointed who will be able to provide us with spend data we can fully manipulate to aid our strategic sourcing and supplier management activities. Because of the nature of the negotiation we will also be able to use the system to manage our procurement programme, contract development and negotiation activities.

From my perspective Tony Roberts, Director of Procurement, outlines the plan for how the Procurement team will achieve its vision to deliver safe, sustainable value. We have identified four key requirements which shape our transition priorities:

1. Category management strategies This is about ensuring we have the right short, medium and long-term strategies for the goods and services we purchase. We will focus on ensuring that these strategies deliver the lowest total costs of ownership and operation to our business with risk mitigated and service improved. We will seek to ensure that we are positioned to take advantage of supplier innovation to differentiate our commercial approach to our customers and that we take advantage of any opportunity to reduce costs.

2. Team development We plan to audit ourselves against a global benchmark and framework for high performance procurement and develop a functional and individual development plan to make sure that we are at least matching if not exceeding the skills assessments of world-class Procurement functions. Our development plan is already underway with one of our team recently attending a mini MBA session led by the Procurement Leaders Network. We have also spent a day with the Procurement Strategy Council understanding the role of internal customer relationships in high performance purchasing teams.

Personal accountability


of Contract Haulier accidents happen whilst working at the rear of the truck

Mat Woodcock Even relatively minor incidents can cause downtime for you and your vehicle.

How’s my rear end?

Make sure that your vehicle is maintained correctly and that you operate it safely at all times.

Remember, everyone has a responsibility for their own health and safety at work.

Look out for the latest quarterly transport safety campaign “How’s my rear end?” in weighbridges and batching cabins near you. This poster campaign is focused on encouraging hauliers to be especially conscious of tailgate or chute safety relating issues, following a number of injuries and near-hits.

4. Data and systems We are investing in a state-of-the-art software system to manage our procurement processes. This system will analyse in detail the spend of the legacy companies and enable us to consolidate it, analyse it and package it for negotiation with suppliers. The system will govern our sourcing and category strategy processes, control our negotiations and manage our contracts. By fully adopting the functionality available we will be able to manage the risks in our programme and maintain contractual commitments with suppliers capturing their performance data for future contract awards. At the centre of every procurement plan will be a focus on our internal customers. None of the procurement value available to our business can be unlocked without close collaboration and synchronisation between Procurement and Operations and it is vital, as we move forward, that we work together if we are to realise the potential available.

The synergy benefits of bringing together Lafarge and Tarmac are already being seen in the supply of aggregates to our readymix and asphalt plants. By looking at the two networks of plants and reassessing where product is supplied from, we have been able to investigate cheaper alternatives. Work on this was started in a very carefully controlled and legally compliant way before the formation of the JV but since formation we have been able to refine, review and quickly generate opportunity lists for regional teams across the businesses. Each supply was considered by looking at the relative costs of manufacture and transport by the Logistics & Supply Chain team and now regional teams are working through these lists checking the technical implications, product balance, backup plants, customer acceptance and other important factors before lining up the required resources and making the switch. So far 41 switches have been made and a further 60 are under evaluation with more in the pipeline. This has generated a considerable amount of savings for the company to date.

3. Process development The new combined processes we adopt in our Procurement team need to be effective and efficient to make sure that we get the best value and ensure that commercial and physical risk is mitigated. This will include how we manage suppliers who fail to meet our safety standards to the way we record and manage contracts we sign. We are using a network of external contacts to select the best, most progressive approaches available to us and will externally benchmark our efficiency to ensure we get the best possible returns.

Savings already realised

Lafarge Tarmac takes to the road You may have seen some of the newly branded contract haulier fleet when out and about as the majority of legacy Lafarge tippers and a number of legacy Tarmac vehicles are now completed. A newly branded cement tanker, aggregate tippers, concrete mixer and paver recently gathered together for their first photoshoot at Caldon Low quarry so that we could get our first photos of the newly branded vehicles. The contract hauliers play a crucial role in displaying our brand to the market and our customers but it is no easy task to get this implemented. “We have over 1,000 vehicles to overhaul.” said Sean McGrae, Logistics Project Lead. “This includes all mixers, tippers and tankers that are less than eight years old.” A number of re-branding options were presented to the Lafarge Tarmac Board and the decision was taken to go for the most cost effective yet professional approach which maintained elements of the old livery whilst firmly establishing the new identity of the business. The implementation programme is staggered so that it minimises disruption to customers and the business, and will be running until late autumn. It involves utilising a network of local call-in centres which carry out the re-livery for us to ensure a consistent and professional finish. So far feedback from the hauliers has been positive. “It’s been a big effort,” added Sean, “which has been made easier by the support from everyone involved.”

FORS leads the way Initially started by Transport for London (TFL), the Fleet Operator Recognition Scheme (FORS) is a voluntary scheme for fleet operators to raise the quality of their operations - safely, efficiently and in an environmentally sound manner. We are now starting to see the accreditation being demanded as a minimum standard by many big customers and a nationwide roll-out is expected. The Lafarge business had been involved for a number of years in the scheme through its cement, aggregates and asphalt fleet and last year, the Tarmac business got involved too. “We are now pushing to get all our fleet up to standard,” said Garry Lewis, Change Agent Logistics, who has been working closely with the Transport teams across the business. “All regions within legacy Tarmac have now been awarded Bronze standard following rigorous audits and we are working on the final element of the legacy Lafarge Taffs Well concrete mixer fleet.” The next step is to consolidate into a single Lafarge Tarmac certification followed by a roll-out to all contract hauliers so we have been working with FORS to ensure that the scheme is appropriate for owner drivers and developing support to enable even the smallest contract haulier to meet the required guidelines.


Commercial & Marketing

Mark Slack

Putting the customer at the heart of everything we do One of the key objectives for the Commercial team is to ensure that we are able to offer our customers the best possible products and solutions. We also encourage the product lines to take an integrated approach when selling these. This not only allows our customers access to the full benefits of our new business but also represents a significant opportunity for us to deliver vital synergies for Lafarge Tarmac. Meetings will take place involving representatives from all Commercial teams in order to take a strategic and commercial view of challenges and opportunities that present themselves. This will enable us to then respond proactively to our customers’ needs with a joined up approach. These meetings will also help to establish the principal set of Commercial meetings focused on major projects and key customers that we need on a continuing basis to allow a clear line of sight of their requirements across the business. We will push the aligned approach in order to ensure the process is effective and based on the relevant facts and information. This will drive real discussion around delivering solutions to our key customers and major projects. We have already seen good examples of the benefits of this approach where customers, who previously only purchased from either Lafarge or Tarmac, are now taking supplies from across our new network.


Commercial & Marketing

Price Management A consolidated view of price movement from Q4 2012 to Jan 2013 was undertaken using the Pure Price Index (PPI) approach. This report helps us to understand how well we are managing price by comparing pricing levels for the same product/delivery method/customer grouping/geography across two relevant periods. This methodology strips out ‘mix impact’, for both product and geography and has been presented to the Aggregates

& Asphalt Regional Directors for review. Some small refinements were then made in time for the provision of the equivalent information for the period to Feb 2013, and this has now been replicated for tracking price movement from Q4 2012 to Q1 2013. A framework will be developed for its use in the business, ensuring that it complements rather than conflicts with other KPIs and measurements around price-tracking.

Won/lost reporting Work has been carried out to consolidate the legacy won/lost reporting systems into a temporary reporting model. This gives us the ability to see the number of jobs we have won versus those we have lost and assess why this is the case. An initial draft format which can be populated with the data as it is currently captured in the two legacy systems has been produced and discussed with a selection of Regional Commercial Directors and a number of refinements incorporated as a result.

A consolidated Lafarge Tarmac won/ lost analysis for February year-to-date was compiled and aggregated so that we could produce an analysis of the year’s performance so far by product, Account Manager and county, etc. This was presented at a Price Management review session in the South region to the acting South Commercial team and was very well received. March year-todate has also now been produced and circulated.

Market Sector and region reporting The quarterly National Forecast was produced by analysing the market by sector using data from the main forecasting agencies - Experian, Hewes and the Construction Products Association - and interpreting this information in the light of our trading patterns to establish the impact on our business. This forecast was used to produce market information packs for the North West and

North East regions where priority projects are coming through for all product lines so that the Business Development team can support project work and bids in those regions. The next six-monthly regional sector forecast, incorporating end use analysis, will be produced shortly.

Trading data A small working group has been set-up to work on consolidating the Lafarge and Tarmac trading data for a number of key customers. This supplies crucial information to the Executive team for their customer visits.

Price adjustment & management A significant amount of support has been provided to the business from the Strategic Marketing team by contributing to how price adjustment processes should be managed. This will ensure a consistent approach across Lafarge Tarmac and provide relevant materials to the business to support these activities such as the material price adjustment list, quote reports and the mapping table of Lafarge and Tarmac accounts.

Business Development national customers The Business Development team met in early January to take the existing national customer portfolios of both businesses and create a single list. Interim responsibility for each customer was then allocated until the final national portfolio is agreed and the team’s recruitment and selection is complete. A number of those customers have requested updated discussions on future framework agreements with Lafarge Tarmac. These include Morgan Sindall, Laing O’Rourke, Skanska, Marshalls, Balfour Beatty and Kier to date. An initial review of the combined list has been undertaken to provide a discussion document for determining which customers remain within the scope of business development.

Business Development – market sectors A list of target case studies to demonstrate our delivery of projects in growth markets has been produced. We have also jointly developed a list of industry and sector events that take place to determine what could be attended as exhibitor, speaker or delegate to promote our capability as Lafarge Tarmac.

Location finder A new Lafarge Tarmac Location Finder tool has been completed which includes details of all sites. This will replace all legacy tools of this nature and will be available via the Lafarge Tarmac website, enabling users to enter their postcode, city or county to find their nearest site. Look out for this important customer tool!

Business Development – major project enquiries Responses to a number of major project enquiries have been led via the Business Development team including Mersey Crossing, Wylfa B Nuclear Power Station, National Grid Gas Framework, Ambergate reservoir. Also, early project review meetings have taking place to look at Thames Tideway, A6 Manchester Relief Road, Sellafield ISA and Sizewell C Nuclear Power Station.

Business Development – national major project pipeline A review of previous project pipelines has taken place and a new Lafarge Tarmac pipeline has been created to reflect the new business structure. This pipeline continues to be updated in readiness for commercial product line co-ordination meetings. In addition, we are looking at how the product lines can contribute to this pipeline, what data sources we use to provide baseline data and also how the pipeline can be securely stored and accessed across the business. An initial hot spot document including maps has been created for the North West within Central and Wales, in conjunction with Region and Strategic Marketing. Similar documents are to be prepared for identified areas within the North & Scotland and South regions.

Customer profitability In order to begin integration of customer data from Lafarge and Tarmac, a planning session has been held to understand the steps required to integrate Lafarge data into Tarmac’s Customer Profitability Report. This will be only be possible once the business is on the common ERP system, and data will accumulate from the point of system integration, but early steps are being taken so that we are ready to implement this as soon as we can. Following on from existing practice within Tarmac, customer profitability reviews have taken place with the Commercial teams in the South and Central regions. These have used Tarmac data from the BW (Business Warehouse) Customer Profitability Report (which gives the total contribution of a customer to the business, including upstream benefit from aggregates into asphalt for example), with the addition of Lafarge customer data at PGM (Prime Gross Margin) level. The purpose of the reviews is to identify the lowest contributing customers and devise an action plan to improve trading with these customers. The latest meetings identified a number of customers where the actions taken since previous reviews have resulted in the customers no longer being targets for action. This is a very reassuring confirmation of the benefits of the report and the reviews. Through linking in with the Strategy team to determine the applicability of the Customer Profitability Report in the review of whole cycle profitability for Contracting operations, it also looks like, with minimum development, the model will be suitable for this area of the business which is great news. Meetings have been held with Cyrille Ragoucy, CEO, to run through the development of the Customer Profitability Report within the Tarmac business, the current framework for use and the opportunities for development to enable use within the integrated Lafarge Tarmac business. Cyrille was encouraged by the actions that have been generated through the use of the report so far, and by the potential of the report to reveal the aspects of our trading profitability with our customers that might otherwise be unknown. We hope that further integration of this reporting will bring many benefits.


Strategy and Corporate Development

Asset Optimisation

Future planning Simon Bevis, Director of Strategy and Corporate Development, outlines the progress the team has been making with strategic planning. The Strategy & Corporate Development teams through 2012 were highly motivated and focused on ensuring that we could form the business we are today - Lafarge Tarmac. Members of the team were deeply involved in working with the Competition Commission and in the sales process of the assets that were sold to Hope Construction Materials and the 50% share of MQP to Hanson. Having worked collaboratively through the preintegration phase it has been a pleasure to become a single team with a single purpose. 2013 is an exciting year as we help the new leadership team of the business to

develop a winning strategy for the years ahead. This strategic review process started in February and will complete when approved by the Board in Q3 this year. That vision will be translated into priorities and actions that will build a winning business. The early work of understanding the business and assets we have has underlined the quality and scale that the business benefits from, which, when used effectively in a joined up manner, has the potential to provide an unrivalled offer to the customer. We all know that the economy is not strong and confidence is fragile, therefore we do not forecast any significant growth this year but there will be geographic hotspots. The strategic review is being developed taking full account of the underlying economic conditions. Developing this strategy has required engagement

Andy Swinnerton

Asset Optimisation explained

You may have heard the term ‘asset optimisation’ frequently but what does this actually mean in Lafarge Tarmac? Well it’s quite simple: “Our team’s focus is on working collaboratively with the product lines to help them realise greater potential through working their assets safer, harder and more efficiently,” said Andy Swinnerton, Head of Asset Optimisation. “By utilising a fresh approach of lean and continuous improvement and worldwide proven manufacturing principles and techniques, we can unlock hidden value and opportunity within the business – especially when there is significant value to be had.”

“The definition of insanity is doing the same thing over and over again, expecting a different result.” - Albert Einstein

• Construction for 2013 is forecast at -2.1% with +1.9% for 2014 • Infrastructure and Housing are the two healthier parts driving growth • Infrastructure Road Spending is forecasted to grow +48% in real terms by 2017 (from 2012) but still less than the average over the preceding decade • Longer-term forecasts suggest a return to 2011 levels by 2016.


• Helping standardise and optimise manufacturing processes through utilisation of continuous improvement techniques • Ensuring our quality, safety, health and environmental systems are operated to industry best standards and our employees demonstrate excellence to our customers through the way we operate • Helping the business to utilise energy in the most efficient way and assisting with the co-ordination and development of renewable energy projects to mitigate our carbon footprint.

Our remit includes:

with the business at what has been a very busy period for everybody. We have done this through focused meetings with distinct areas of the business (e.g. the Sapphire business within the Cement & Lime product line) and in a workshop environment with the Executive team. In these workshops we have developed a set of strategic actions which will provide the basis of our Group Strategy from 2013 - 2016. I would personally like to thank everybody who has been very accommodating and shown great patience in working with us as we develop this strategy. You will hear more as the plans progress.

• Managing the UK capital plan and process with mechanical and electrical expertise

Case study: turning complaints into opportunities To give you an idea of the sort of results we can achieve through ‘optimising our assets’, a review of the Tarmac business’ complaint handling system in 2011 revealed a number of issues: • Lack of accountability • Lack of speedy resolution • Overly complex systems • Poor visibility of issues • Repeat failures.

Latest Construction Products Association view on economy

• Managing allocation and economic use of our extensive fleet of heavy earthmoving equipment - in excess of 1,200 individual items!

This resulted in high costs and poor levels of customer service, with many complaints remaining unresolved. To resolve this, a new complaint handling process was designed which meant: • Each complaint was assigned to someone who could actually make a change or improvement • Complaints were assigned to a normal (24hour), regional (7-day) or national (28-day) process based on size and complexity • Standardised, easy to follow processes were captured in a complaint handling manual and standard operating procedures were developed

Optimisation initiatives pay off The optimisation initiatives we all worked hard on in 2012 continue to help the Lafarge Tarmac business, especially now we have the strength of the two organisations. Continued focus on RAP (Recycled Asphalt Planings), Cost of Non-Quality, Operational Efficiencies, Energy Reduction, Verifi and Materials Optimisation projects have contributed over £2m of continuing cost reduction over and above what we achieved in the first quarter of last year. This is a fantastic team effort from everyone in Lafarge Tarmac operations!

Asphalt optimisation Refresher training and coaching has commenced across the country to help managers and operators recognise that small improvements in asphalt manufacturing can have huge benefit on throughput and energy costs.

• An improved, standardised reporting system (the ‘technical dashboard’) was implemented • Mandated root cause analysis, review processes and effective tracking of actions was adhered to • Improvements to the SAP complaint handling module were made. The new system was rolled-out through a series of briefings and training sessions. In conjunction with a number of related activities linked to the cost of the non-quality project, tangible benefits of the new complaints handling system were identified: • Cost reduction from £3.8m in 2011 to £2.7m in 2012 – a saving of £1.1m!

The Continuous Improvement team is working with operators to identify improvements in process cycle times which in turn increase the throughput and productivity of the plant thereby reducing the litres per tonne of production. It has been identified that up to £1m of fuel savings can be made this year by plants reviewing their cycle times and targeting their best historic throughput rate achieved in the last three years. The photo shows a cycle time improvement session taking place at Mulberry Asphalt plant with the Plant Operator and Manager working with Change Agents to identify throughput opportunities.

• Savings so far in 2013 Jan - March = £588,000 • Complaints resolved by month-end: o 2011 = 27% o 2012 = 33% o 2013 = 42%. Development of complaint handling continues, Complaint Co-ordinators and Quality team members meet regularly to review the performance of the system and it undergoes regular internal quality audits.


Five mins with Mark Joel


Cool Concrete Did you know that Lafarge Tarmac made a debut appearance in March at Ecobuild, the biggest showcase of sustainable construction products exhibition, down at the Excel in London? Check out the pictures….

Think you know Mark Joel? Let’s see….

Sustainability panel to help shape our future

Vital statistics • Age – 49

Martyn Kenny

Eight external and independent leading experts on sustainability are to help Lafarge Tarmac make sustainability a platform for business success. Approved by the Board shortly after the joint venture came into operation, the Lafarge Tarmac Sustainability Panel will act as ‘critical friends’ of the new organisation – giving advice, commenting on performance and highlighting opportunities to make the new organisation a leader in sustainability amongst UK businesses. “Lafarge Tarmac has a strong legacy of sustainability and building on this will be crucial because not only is it the right thing to do, it is critical to the future success of the business” said Dr Martyn Kenny, Sustainability Director. “We know that sustainability is important to those who work for us, but it is also vital for our customers, local communities and shareholders who all have expectations that we must live up to. The Panel will be a rich source of advice to guide and challenge us all as we move forward.” The Panel is chaired by Lord (Robin) Glentoran, a former businessman in the Aggregates sector and an Olympic Bobsleigh sportsman. The other members are:

• Andrew Brown, Head of Sustainability at Anglian Water • Tony Burton, a freelance expert with a background in policy, countryside matters and design • Peter Halsall, CEO of Beattie Passive • Belinda Howell, Managing Director of Decarbonize • Shaun McCarthy, Commissioner for Sustainable London and Chair of Action Sustainability • Nigel McKay, Group Head of Procurement and Supply Chain at Lend Lease

Signing up = savings! We have just signed new climate change agreements for Lafarge Tarmac’s Cement & Lime operations. As part of these agreements, we have committed to meeting challenging energy efficiency targets until 2020. In return for this our business will get relief from the Climate Change Levy on fuels, giving us some very big savings!


In addition, if used in the right way, our products can help reduce CO2 from a building over its life and so we will be providing systems, solutions and guidance to support customers to choose the right product and use it in a way that gives the best performance. There are already some great programmes in place to reduce energy and CO2, for

• Family - married to Hayley. Two grown up children - Jessica studying Law at Reading University and Oliver about to commence his studies at Birmingham University studying Economics (and drinking!) • Pastimes and interests - family. I have a large extended family and we are all very close. Other interests include sailing, cricket, golf, skiing and travel.

The eighth member will be a sustainable investment expert whose appointment will be confirmed shortly. The Panel held its first meeting before Easter and is already providing helpful advice to guide the development of our new sustainability strategy. The next meeting will include visits to a variety of sites to ensure Panel members are familiar with the different operations that take place in Lafarge Tarmac.

example by optimising plant performance and using waste-derived fuels. The new business gives us the opportunity to learn from each other and take the best programmes forward in an even more ambitious way. We are also taking steps to ensure our legal compliance with the vast amount of carbon regulations which impact us, like the EU Emissions Trading System, Carbon Reduction Commitment and Climate Change Agreements. Lafarge Tarmac is also supporting MPA Cement to launch a 2050 low carbon roadmap in conjunction - the first country to do anything like this! The roadmap identifies what the industry needs to do and what is needed from policy makers to meet an 81% reduction in CO2 emissions by 2050. Exciting times ahead!

If all our contract hauliers were to park end-to-end the resulting queue would stretch to the top of Mount Everest and back again!

Quick fire questions 1.

What is your favourite film? – Avatar


What makes you laugh out loud? - Tom and Jerry – Fred Quimby versions obviously. Am laughing now thinking about Spike the dog and the puppy with a washing up glove on his head……


What is your favourite way to spend a Saturday? - At home, Chinese takeaway and watching films late into the night with Hayley and the kids


Something you might not know about me - I am an amateur weather forecaster and at one time my ambition was to work at the met office. These days I spend more time cursing the weather when it impacts our sales volumes!

• Vicki Bakshi, Associate Director at F & C Investments.

Thumbs down to carbon Lafarge Tarmac is a carbon intensive business and so it’s no surprise that CO2 and energy management will be an important element in our new business strategy. Energy is one of our biggest costs and we are all aware that the price of it is going up. Customers and the authorities want lower carbon buildings and infrastructure which demand special construction materials. Lafarge Tarmac aims to meet this demand by reducing the energy and carbon footprint of its operations and transport.

• Career history - 22 years with Tarmac including six with Wimpey, four of which were in the United Arab Emirates. Board level roles in general management over the last 14 years

Interesting facts:


What was your first-ever job? - Working on a farm which had a lake and pleasure boats –I was a useful rower and used to chase up people whose time was up!


How would you describe yourself in 3 words? - Transparent, driven and committed


What work achievement are you most proud of? - Building a winning team in the South East at Tarmac and having fun together along the way


Who would you most like to have dinner with and why? - Winston Churchill - to help understand true wisdom and resilience in the face of seemingly impossible odds and with limited information available for decision making


Who would you least like to be stuck in a lift with and why? - Elaine Paige - drives me mad on the radio on a Sunday talking about “luvvies” etc.

10. If you were stranded on a desert island, what two luxury items would you take? - Kindle and mobile with solar charger.

If all our contract hauliers were to park in one place, we’d need the equivalent of 10 football fields to hold them all!

We buy enough electricity to run 181,000 average homes for a year!

Following in the footsteps of the legacy Lafarge operations last year, all legacy Tarmac operations have just regained Carbon Trust Standard.

Top Tips: • Don’t forget legacy Tarmac-to-Tarmac mobile calls are free – try using the mobile first to help reduce our costs • Remember to check your tyre pressures: • Tyres under-inflated by 15psi (1bar) have increased rolling resistance – leading to an increase in fuel consumption of around 6% (not to mention the effects on handling and braking distance) • Nearly half of UK car drivers are driving with their tyres under-inflated • Checking your tyre pressures makes you safer and can save money!


Strategy & Business Performance  

Team update

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