The Pro Forma Financial Information for the year ended December 31, 2015 reflects the merger of Holcim and Lafarge as if the Merger had occurred on January 1, 2015.
It reflects a hypothetical situation and is presented exclusively for illustrative purposes, as such it does not provide an indication of the results of operating activities that would have been obtained for the period ended on December 31, 2015.
How we operate
Our operating model has been designed around our strategy. It serves local customers while leveraging our global reach, footprint, and capabilities. During the pre-merger phase, we had the opportunity to re-think our approach and design a lean and empowered operating model – a model that will allow the Group to add value to the country organizations and thereby place it in a better position to compete against local champions.
- Our country organizations are at the heart of the markets in which we operate and close to our customers. They have full P&L responsibility and accountability;
- Our regions provide management platforms to leverage geographic synergies and shared service centers. They orchestrate and support the countries in further improving and driving change; and
- Our Group functions add value through world-class expertise and support. Since the merger they have set policies and implemented standards to ensure best-in-class performance and implement specific initiatives mandated by the Executive Committee.
The lean structure is consistent across all levels to facilitate convergence of processes globally. Clearly defined interfaces and collaboration mechanisms have been developed and are being rolled out to facilitate a smooth interaction between global and local teams.