Lafarge S.a

In: Other Topics

Submitted By mckayne
Words 2924
Pages 12
NAME: IHEKANANDU KINGSLEY N.
COURSE: MGMT 292 / F12 N01
TITLE: INDIVIDUAL CASE STUDY (LAFARGE S.A.)
SUBMITTED: October 5, 2012

TABLE OF CONTENTS

2. INTRODUCTION 3
3. DESCRIPTION OF CASE 4
4. VALUES 4 4.1. Types of values 4
5. TEAMWORK 7
6. MOTIVATION 8
7. CREATIVITY 9 7.1. Components of creativity 9
8. CONCLUSION 12
9. BIBLIOGRAPHY 13

INTRODUCTION
This report aims to provide an in-depth analysis of initiatives pursued by Lafarge as presented in the case study. The analysis is centered on four Organizational behaviour concepts which include Values, Teamwork, Motivation and Creativity.
The initiatives entail different strategies deployed by Lafarge in handling challenges encountered in either cases of business expansion or continuity at different plant locations. Care is taken to outline the activities and results associated with these initiatives and to show how these align with the OB concepts listed above.
Also, a research of the Lafarge’s website including the organization’s principles, values, codes of conduct and mission statement are also utilized in providing clarity of concepts in this report.

DESCRIPTION OF CASE
The case-study discusses Lafarge, a global leader in the manufacturing of building materials. Due to its global network and the need to break new grounds, their activities involves setting up plants in different parts of the world which means interacting with different cultures and dealing with challenges peculiar to these cultures.
Different initiatives bordering on corporate social responsibility have to be established to ensure a good rapport between the firm and their host communities including all stakeholders. The aim is to ensure business continuity and to constantly provide value thereby keeping them ahead of the competition.
VALUES
Values represent basic convictions that “ a specific mode of conduct or end-state of existence is…...

Similar Documents

Reto S.A.

...Reto S.A.  Question 1: Since we are initially ignoring the effects of taxes and do not know the required return, (we initially know only that debt costs 8% but are not provided any information regarding equity costs) the only available option is to use either a non-time value based evaluation or the internal rate of return: |Cash Flow |Time |  |Amount | | | | | | |Equipment Cost |0 |SFr |-600000 | | | | | | |Revenue |1-10 | |2000000 | |Less Commissions-15% | | |-300000 | |Less Materials | | |-600000 | |Less Labor | | |-900000 | | | | | | |Before Tax Cash Flow | |SFr |200000 | | | | | | |Internal Rate of Return | | |31.11% |         Question 2: Introducing taxes to the problem will change the annual cash flows although they remain an annuity since the depreciation is...

Words: 1059 - Pages: 5

Administration Multiservicios S.A.

...sería ética ya que la persona está siendo capacitada y empleada por la empresa, sin embargo, cuando se hace la capacitación del personal, el gerente tiene que saber de antemano que es un riesgo que corre, ya que el empleado en el día de mañana puede tomar su propia iniciativa e independizarse abriendo su propio negocio, pero si el cliente decidiera optar por el servicio de la nueva empresa, esto sería ético. Sin embargo, si el empleado sigue siendo parte de la empresa y no consulta a su superior, estaría infringiendo los valores éticos de la empresa y estaría a su vez creando competencia de la misma, lo que a futuro podría llevar a esta persona a distanciarse de la empresa para luego brindar sus servicios a los clientes de Multiservicios S.A a un costo menor, de forma particular. Debemos recordar que la ética de una empresa no siempre concuerda con la ética de los individuos, ya que ésta no es algo universal. La ética está muy relacionada con los valores personales, éstos dependen de la forma en que tu entorno te los fue inculcando. Pregunta dos: Considere que un funcionario ha sido despedido – debidamente indemnizado – de la empresa. ¿Es ético que éste ofrezca sus servicios a quienes fueron atendidos por él hasta ese momento? Respuesta: En el caso hipotético de que el empleado sea despedido, se podría decir que vemos una línea muy delgada entre lo que sería ético y no. Por un lado, podemos decir que la empresa al despedir al trabajador ya no requería más de sus......

Words: 960 - Pages: 4

Prodesdir S.a

...|Prodesdir S.A. (A) | | | | | | |ene-96 | | | |Ene | | |Productos |A |B |C |Total | | |Ventas (uni) | 2.000 | 1.000 | 5.000 | 8.000 | | |Precio Venta | 10,0 | 14,0 | 8,0 |  | | |Ingresos | 20.000 | 14.000 | 40.000 | 74.000 | | |  |  | |  |  | | |Costo Materia Prima | 6,0 | 3,0 | 3,0 |  | | |Total Materia Prima | 12.000 | 3.000 | 15.000 | 30.000 |41% | |Consumo Unitario MO (hr) |0,10 |0,29 |0,10 |  | | |Coste MO x hr |20,00 |20,00 |20,00 |  | | |Costo Mano Obra Unitario |2,00 |5,80 |2,00 |  | | |Total MO | 4.000 | 5.800 | 10.000 | 19.800 |27% | |Costos Directos ...

Words: 618 - Pages: 3

Carrefour S.A.

...Carrefour S.A. is a large multinational corporation that aims to issue EUR 750 million worth of debt. Consequently, Carrefour must decide the market in which it wants to place its bonds. The company had historically financed growth using securities denominated in the currency of its business operations. However, Carrefour’s investment banks, Morgan Stanley and UBS-Warburg, recently recommended borrowing in British pounds sterling to take advantage of a borrowing opportunity in that currency. This recommendation seems counter-intuitive prima facie, given that the British coupon rate is higher than those in all the other currencies, particularly the Swiss franc. Nevertheless, there are several reasons why investing in the British pound is a good idea. While the nominal interest rate of the Swiss franc is lower than that of the British pound, the real interest rate of the British pound is lower because of the relatively higher inflation rate in the U.K. Moreover, the exchange rate for GBP/EUR (.628) appears more favorable than the exchange rate of CHF/EUR (1.453). In addition, we can calculate the implied forward rates to further help us with our decision. We can use the formula F (f.c./EUR) = (1+i(f.c.))N/(1+i(EUR))N*S(f.c./EUR) to find the implied 10 year forward rates: The low forward rates for GBP/EUR suggest that borrowing in British pounds is a wise choice. Next, we must use the implied forward rates to calculate the cash flows for each currency (in......

Words: 585 - Pages: 3

Fsav Lafarge

...basis on our findings. I believe that the knowledge and experience that I gained will be of great importance both for future courses and work lives. I would also like to state that the sole purpose of creating the report is for the completion of the course work. No part of this report will be reproduced for use in any other form of publication in the future without your written permission. I shall be available for any clarification, if required. Sincerely, Md. FarazHasan 17-026 Contents Letter of transmittal 2 Executive Summary 4 1. Introduction: 5 2. Cement industry in Bangladesh: 6 2.1 Market Composition 6 4. Industry Analysis (PORTER’S FIVE FORCE MODEL) 9 3. Heidelberg cement Bangladesh LTD 11 4. Peer Analysis (Lafarge Surma Cement Ltd.): 14 5. Reformulation of financial statements: 14 5.1 Reformulated Balance sheet: 14 6. Valuation: 17 7. Conclusion 19 8. References 20 Executive Summary This report shows an overall picture of the cement industry of Bangladesh and the thorough analysis of financial statements of Heidelberg Bangladesh Limited. In this report, the information is taken mainly from the annual reports of the company. It also tries to show growth and performance of cement industry in Bangladesh and the given company. For the purpose of the report, the corporate websites have been used as source of information for the companies. In order to judge properly the quality and growth of Heidelberg cement, I have taken Heidelberg......

Words: 3714 - Pages: 15

Compagnie Du Froid, S.A.

...Compagnie du Froid, S.A. Compagnie du Froid, S.A., one major ice-cream company, was evaluating its three regions’ performance, but the traditional bonus approach of paying 2% of corporate profits did not seem appropriate at this time. The three regions had different financial results and varied market conditions which include the poor performance of the Spanish region, the over 20% growth of France region, Italy’s achievement of sales goal and further expansion, and inter transfer of goods between two regions. The company needs to recognize the performances of individual business entities from the overall performance of the entire business. Then, it can work out an equitable bonus program to reward the three regional heads, to motivate its future growth and expansion, to achieve the company’s goals and to facilitate the cooperation between three regions. The variance analysis can help Compagnie du Froid, S.A. clarify the situation by investigating the discrepancy to find the cause of problems and evaluate the performances of three regions fairly. The poor financial consequence of Spanish region is the combination of failure of new machines, running out of capacity, the higher expense and cost of transferred sales, unexpected and unfavorable temperature change, and price cut plus increase in advertising. We need a more equitable bonus program and right criteria to evaluate the performances of three entities and identify the area that needs improvement. The variance......

Words: 522 - Pages: 3

Carrefour S.a

...Carrefour S.A. In the summer of 2002,with total sales of (euro) EUR53.9 billion from more than 5,200 stores, Carrefour S.A. was Europe’s largest retailer. Over the past four years, Carrefour’s growth had occurred almost entirely outside France and included several large acquisitions. In the past, Carrefour management had generally financed company growth through securities denominated in the currency of business operations. Its investment banks, Morgan Stanley and UBS-Warburg, however, had recently suggested that Carrefour consider borrowing in British pounds sterling in order to take advantage of a borrowing opportunity in that currency.With a debt-financing requirement of EUR750 million, the bond issue would be one of Carrefour’s largest. Now, in August 2002, the investment bankers expected that the 10-years Carrefour bonds would be priced at a coupon rate of 5 ¼ in euros , 5 3/8 in British pounds, 3 5/8 in Swiss francs, or 5 ½ in U.S. dollars. Carrefour In 1963, Carrefour altered the world of retailing with the introduction of the “hyper-market” concept in the small French town of Sainte-Genevieve-des-Bois, southeast of Paris. This format combined a supermarket , drugstore, discount store ,and gas station into one massive, one-stop-shopping megastore. The original store had 2,500 square meters of retail space, 12 checkouts, and 400 parking spaces. The company expanded rapidly in France and beyond, opening its first store outside France (Belgium) in 1969, and......

Words: 324 - Pages: 2

Lafarge Case Study

...CASE STUDY: LAFARGE Q1. SWOT ANALYSIS Strength Weaknesses -market leader with coverage of - Major customers are from 79 countries Western Europe & North America -High R&D - Insufficient promotion channels -Innovations - Care employees Opportunity Threat - Population keep growing - Growing in Emerging market -Competitors -Economic crisis Q2. HAVE A LOOK TO THE PRODUCTS PORTFOLIO. WHAT WOULD YOU RECOMMEND LAFARGE SHOULD DO TO IMPROVE THE SITUATION? JUSTIFY YOUR SUGGESTION. Product portfolio: Cement – Lafarge major business, 57.3% of total sales Aggregates and Concrete – further develop and support for cement activity, 34.5% of total sales Gypsum – small sector in the group, 8% of total sales ¢  Cement – continue the high proportion in this sector Leading business in the group→ generate majority of sale High demand in emerging market, 62% of cement sales Ø  Ø  ¢  Aggregates and Concrete –expand aggregates and concrete business in emerging markets, explore the potential there, e.g. build factories Aggregates demand increase 5.2 percent in 2015 (Concrete Construction, 2012) and concrete demand also rise in 2017 (Burgess, A., 2014) Demand of concrete fell 40% in EU since 2008 (The Construction Index, 2011) Growth mainly from emerging country  (The Freedonia Group , 2012) Small % of sales for aggregates and concrete activities in emerging markets Ø  Ø  Ø  Ø  ¢  Gypsum – invest more resources in the whole......

Words: 698 - Pages: 3

Nestlé Alimentana S.A. - Infant Formula

...years after seemed to be an ethical issue, of whether if babies must be fed with the infant formula or with the breast milk. The objective of infant formula was misunderstood as a way of replacing the breast milk, most companies including Nestlé, published some policies about is as the one showed in the exhibit 4 of the article {Harrison, N. (1990). Nestlé Alimentana S.A. - Infant Formula (Abridged). Harvard Business School Publishing } where Nestlé direclty describes that the infant formula is supplement only when the breast milk is insufficient. Nevertheless the INFACT association in US after the 4th of July of 1977 created a boycott against the Nestlé subsidiary in this country. Nestlé’s subsidiary created a marketing strategy that was unwelcomed by the US population. The INFACT held that the employees of Nestlé were like enforcing mothers to use the infant formula no matter what. With several strategies like nurses selling the product or people giving free samples at home, etc. The company makes its marketing decisions in its base operation center in Vevey, Switzerland. The marketing coordination for Nestlé S.A., in 1978 had to manage the situation with the US subsidiary; although each country can have their own marketing strategy, the decision is made in Vevey, so all the marketing strategy has to be managed as one, and a decision always affected the US image; and in 1978 Nestlé was facing a lot of conflicts. It is important to mention that “scientific” studies......

Words: 1630 - Pages: 7

Ratio Analysis of Lafarge Surma Cement

... | | |United International University | |Assignment | |On | |Ratio Analysis of Lafarge Surma Cement | | | | | | | | | | | | ...

Words: 2345 - Pages: 10

Avante Textil S.A. de C.V.

...AVANTE TEXTIL S.A. DE C.V. Precio $420.00 0 1 2 3 4 C.V. 60% Concepto Producción 160000 165000 196000 202000 Inversión Fija $25,000,000.00 $24,993,995 Capital de Trabajo Inicial $2,200,000.00 Ingresos Por Venta $67,200,000 $69,300,000 $82,320,000 $84,840,000 Aumentos de Capital de Trabajo 15% Sobre incremento de ventas Costos Variables $40,320,000 $41,580,000 $49,392,000 $50,904,000 Costos fijos $400,000.00 $400,000.00 $400,000.00 $400,000.00 Depreciación $6,162,500.00 años, Linea recta VL $350,000.00 Depreciación $6,162,500 $6,162,500 $6,162,500 $6,162,500 $24,650,000 Tasa Fiscal 35% UAII (Utilidad de Operación Neta) $20,317,500 $21,157,500 $26,365,500 $27,373,500 Costos Fijos $400,000.00 Impuestos $7,111,125 $7,405,125 $9,227,925 $9,580,725 Venta de Activo Nuevo $200,000.00 UDI $13,206,375 $13,752,375 $17,137,575 $17,792,775 Depreciación $6,162,500 $6,162,500 $6,162,500 $6,162,500 Mov. Vtas. Diferencia Nec. FEO $19,368,875 $19,914,875 $23,300,075 $23,955,275 1 $67,200,000 Mov. Capital Trabajo $2,200,000 $315,000 $1,953,000 $378,000 2 $69,300,000 $2,100,000 $315,000 Recuperación de CT $4,846,000 $4,846,000 Valor Rescate $252,500 3 $82,320,000 $13,020,000 $1,953,000 FNE $27,193,995 $19,368,875 $19,599,875 $21,347,075 $28,675,775 4 $84,840,000 $2,520,000 $378,000 Respuestas: -$27,193,995 $19,368,875 $19,599,875 $21,347,075 $28,675,775 ...

Words: 492 - Pages: 2

Euroland Foods S.A.

...Euroland Foods S.A. Weihan Zhang Marshall University Euroland Foods S.A. Introduction: This case discusses Euroland Foods' the eleven projects that was financial reporting. This case indicates that Euroland Foods draft the company's capital budgeting in the New Year, but the eleven projects spend EUR316million far beyond EUR120 million spending limit prescribed by the board. It will be a challenge for senior managements to allocate funds for these projects .This case will analysis the project which is more beneficial to the company. It will include new product introduction, acquisitions, market expansion, improve efficiency, preventive maintenance, safety and pollution control. Company’s Background: The Euroland Foods was established in 1924 by the Belgian farmer Theo Verdin. This was a multinational company in the production of high quality food, such as ice cream, yogurt, fruit juices and bottled water. Ice cream, the most popular product, had a loyal customer base that was causing ice cream accounted for about 60% of company's revenue. Yogurt, was introduced by Verdin in 1982, contributed about 20% of revenue, the rest of the bottled water and fruit juice were equally divided about 10%. These products have been sold to some Europe countries, such as Britain, Belgium, Luxembourg, the Netherlands, Scandinavia, northern France and western Germany. Because Verdin focused on product development and shrewd marketing, the company grow steadily......

Words: 1952 - Pages: 8

Group Eurotunnel S.A.

...Groupe Eurotunnel S.A.’s (GESA) roots go back to the Channel Tunnel Treaty that was signed between the UK and France in Feb 12, 1986. The plan is to connect Folkstone, England to Coquelles, France with 50 km rail-only tunnels running under the British Channels. Winning design is submitted by Channel Tunnel-Frace Manche Group, a group of UK & French banks and construction companies which later renames itself to Eurotunnel. Eurotunnel becomes a stand-alone entity with its own board of directors and senior management team. Initial projection for the cost of the project is £4.9 billion and the initial estimated completion date is 1993. Also, Eurotunnel is granted a 55 year concession to construct and operate the tunnel. As first order of business, in 1987, Eurotunnel set out to sign a usage contract called Railway Usage Contract (RUC) with the UK, French and Belgian national rail companies. This contract allows the rail companies to utilize 50% of Channel Tunnel capacity in exchange for annual cash payments to Eurotunnel that comprised of a fixed annual fee, a variable fee calculated using toll formula, a contribution to Eurotunnel’s operating costs and a minimum usage charge. Then the company starts raising capital through debt and equity offerings. Eurotunnel got listed in both Paris and London Stock Exchanges and offers discounted (and per my research, free in some cases) travel to shareholders. Construction of the tunnel begins in November of 1987 and it is completed in...

Words: 4440 - Pages: 18

Euroland Foods S.a

...Submitted by: Katherine Cancan EUROLAND FOODS S.A OVERVIEW Euroland Foods S.A, headquartered in Brussels, Belgium, is a multinational producer of high-quality ice cream, yogurt, bottled water and fruit juices. In January 2011, the senior management committee of Euroland Foods was to meet to draw up the firm’s capital budget for the new year. Unfortunately, Euroland’s over leverage, debt-to-equity ratio is 125%, is a concern among the company’s bankers.   They dictate that the financing must be modest and that the company avoids increasing its debt.   In an attempt to decrease the debt-to-equity ratio the company established a fixed capital budget, which was set below the total cost of the projects that they were considering. A range of 11 compelling projects totaling EUR316M were lined up to present and defend against the Board Of Directors-approved capital spending limit of only EUR120M; Thus, a need for capital budget rationing and allocation. In 1999, the company has established tests or hurdles that varied according to the type of project as shown in Table 1 of the case, subject to two financial tests: payback and Internal Rate of Return (IRR). One out of the said projects, the effluent treatment program, will not be included in the analysis anymore because there is no test required for safety and environmental type of project. Moreover, Euroland Foods is bound to comply with the European Community regulation to have wastewater to be treated at source. ...

Words: 977 - Pages: 4

Lafarge Business Analysis

...“Lafarge: Business Analysis” Submitted by: Anna Stocker on behalf of Group 1 (Soheil Aly Maher, Ali Jones) Business Analysis and Assessment MSc Operations and Supply Chain Management Student ID: 15940635 Word count: 4,147 August 1st 2012 EXECUTIVE SUMMARY Lafarge desire to be the world leader in building materials, encourages great commitments to customers, employees, and other stakeholders. The organization has developed it’s strategies, geographical focus, product mix and operational elements to regularly keep up with the changing market place and sustain it’s leading role. The restructuring of the organization has vastly improved performance. Grouping the cement and the concrete division under the same country manager instead of having two enables specific focus to the end consumer as well as cutting unnecessary internal costs. After organizational restructuring, the company changed it’s geographical focus going from the normal traditional structures in place in Asia, Middle East, Europe and North America, to new adaptable structures in emerging markets. This change included dividing operations into 3 regions, so that each center would be a mix of both emerging and developing – this way. Weaker markets could piggyback on the benefits of developed regions. This approach stemmed from the reality that emerging countries are driving sustainable needs for infrastructure and housing. Changing the product portfolio and market differentiation......

Words: 7884 - Pages: 32

Argumentative Essay Comparison | Space Pirate Captain Herlock - The Endless Odyssey Episode 13 English Dubbed | Bu Foruma abone ol