Foundations 19 – Infrastructure Space

Various measures being implemented by LafargeHolcim relate to resource consumption: “We have committed to use significantly more waste-derived resources in our own operations – 80 million tonnes a year by 2030.” Other targets are to consume a third less fresh water in cement production and to have up to 75 million people around the world benefit from socially sustainable initia- tives in the areas of affordable housing and sanitation. And above all stands a sustainability-centered business goal. Olsen: “What I believe distinguishes us from the rest of our sector is an overarch- ing business target to generate one third of company turnover by 2030 from solutions with enhanced sustainability performance.” Eric Olsen pointed out that even a company like LafargeHolcim – or even an entire industry – has only limited influence on its own. “In- ternational policy can be a dry subject. But it can have far reaching effects for all of us,” he notes, and on behalf of the Group he ad- vocates putting a price on the worldwide production of CO 2 . “This would act as an incentive for innovation, supporting investment in technologies and solutions that drive down CO 2 emissions.” »

Right: Collaborating for sustainability: A prime example is the Olympic Park for the 2012 Summer Games in London. Top: Classic infrastructure projects such as the Suez Canal form the basis of success for LafargeHolcim.

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Sustainability is a core value and central to how our business is run.

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We believe that putting a price on carbon will spur efforts to tackle climate change across the construction sector.

Because complex and global challenges cannot be solved by tack- ling them alone, Eric Olsen considers it especially important that LafargeHolcim strives for greater sustainability in collaboration with other companies and other stakeholders. Thanks to such

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