Hanson Annual Report

Financial highlights
Figures in m 2008 2009 2010 2011 2012 20131) 2014
Number of employees as at 31 December 60,841 53,302 53,437 52,526 51,966 45,169 44,909
Sales volumes
Cement and clinker (million tonnes) 89.0 79.3 78.4 87.8 89.0 78.1 81.8
Aggregates (million tonnes) 299.5 239.5 239.7 254.1 243.0 230.6 243.6
Ready-mixed concrete (million cubic metres) 44.4 35.0 35.0 39.1 39.1 34.9 36.6
Asphalt (million tonnes) 12.1 10.0 9.1 9.5 8.6 8.4 9.3
Income statement
Total Group revenue 14,187 11,117 11,762 12,902 14,020 12,128 12,614
Operating income before depreciation (OIBD) 2,946 2,102 2,239 2,321 2,477 2,224 2,288
Operating income (OI) 2,147 1,317 1,430 1,474 1,604 1,519 1,595
Profit for the financial year 1,920 168 511 534 529 933 687
Group share of profit 1,808 43 343 348 285 736 486
Dividend per share in 0.12 0.12 0.25 0.35 0.47 0.60 0.75 4)
Earnings per share in 14.55 0.30 1.83 1.86 1.52 3.93 2.59
Investments
Investments in intangible assets and PP&E 1,101 796 734 874 831 861 941
Investments in financial assets 2) 150 24 138 85 35 379 183
Total investments 1,251 820 872 959 866 1,240 1,125
Depreciation and amortisation 799 785 809 847 873 704 693
Free cash flow

Cash flow from operating activities 1,523 1,164 1,144 1,332 1,513 1,167 1,480
Cash flow from investing activities 2) 1,113 -539 -648 -758 -582 -1,037 -973
Balance sheet
Equity (incl. non-controlling interests) 8,261 11,003 12,884 13,569 13,708 12,514 14,245
Balance sheet total 26,288 25,508 27,377 29,020 28,008 26,276 28,133
Net debt 3) 11,566 8,423 8,146 7,770 7,047 7,307 6,929
Ratios
OIBD margin 20.8 % 18.9 % 19.0 % 18.0 % 17.7 % 18.3 % 18.1 %
OI margin 15.1 % 11.8 % 12.2 % 11.4 % 11.4 % 12.5 % 12.6 %
Net debt/equity (gearing) 3) 139.8 % 76.5 % 62.9 % 57.0 % 51.3 % 58.3 % 48.6 %
Net debt/OIBD 3) 3.93x 4.01x 3.64x 3.35x 2.85x 3.29x 3.03x
1) 2 013: figures were restated and are therefore not comparable with the annual report 2013
2) 2008: including decrease/increase in ownership interests in subsidiaries
3) Without adjustment to IAS 32.18 b) Non-controlling interests with put options in the amount of 28 million (2014), 45 million (2013), 45 million (2012),
98 million (2011), 96 million (2010), 37 million (2009), 50 million (2008)
4) The Managing Board and Supervisory Board will propose to the Annual General Meeting on 7 May 2015 the distribution of a cash dividend of 0.75.
Overview of Group areas
Figures in m 2008 2009 2010 2011 2012 20131) 2014
Western and Northern Europe

Revenue 4,936 3,848 3,811 4,318 4,201 3,779 4,012
Operating income before depreciation 1,014 687 683 734 578 524 562
Investments in property, plant, and
equipment 248 178 193 177 178 188
Employees as at 31 December 15,770 14,640 14,302 13,693 13,438 11,882 12,441
Eastern Europe-Central Asia

Revenue 2,046 1,282 1,138 1,392 1,435 1,243 1,182
Operating income before depreciation 718 361 299 327 319 259 230
equipment 270 202 240 181 122 95
North America
Revenue 3,958 2,892 3,033 3,035 3,441 2,766 3,049
equipment 152 146 159 162 181 214
Asia-Pacific
Revenue 2,177 2,211 2,609 2,957 3,477 2,877 2,818
equipment 96 174 215 231 245 322
Africa-Mediterranean Basin
Revenue 974 837 938 1,023 1,135 949 910
equipment 28 34 67 80 135 122
Group Services
Revenue 701 475 709 652 828 941 1,077
equipment
Employees as at 31 December 52 51 55 55 57 61 79
1) Amounts restated
Financial highlights | Overview of Group areas
GLOBAL
PLAYER
LOCAL
HERO
CLOSE TO THE CUSTOMER Passionate about construction

SECURING THE FUTURE Outstanding projects promoting biodiversity
STRONG OPERATORS STRONG MANAGEMENT Getting better every day with CIP
What started in 1873 with the construction of our very first On the other hand, our Group is characterised by a broad global
cement plant in Heidelberg, has today become a success story: positioning, first-class industrial expertise, and support to the
HeidelbergCement is a global player, a company with 2,300 business of our local units. Across the world, our employees are
locations and around 45,000 employees in more than 40 countries united by a shared corporate culture with a strong emphasis on
worldwide. Our products are in demand everywhere, and we are performance and results as well as joint goals. Local orientation
both active and successful in many markets of the future. On the and global structures are not mutually exclusive to us, but rather
one hand, our success is based on our local entrepreneurship with a model for success that has been practised for many years.
efficient, rapid decision-making processes and strong customer
focus of our local management.
Page 2 | HeidelbergCement 2014

CLOSE TO THE CUSTOMER PAGES 4-7
SECURING THE FUTUREPAGES 8-11
STRONG OPERATORS
STRONG MANAGEMENT PAGES 12-15
HeidelbergCement 2014 | Page 3

CLOSE
TO THE
CUSTOMER
CLOSE TO THE CUSTOMER
Passionate about
construction
HeidelbergCements product range is as diverse as the day-to-day demands
on our construction consultants.
Challenging tasks
The region covered by HeidelbergCement
construction consultant Silke Kaminski, who is
located in Ennigerloh, Germany, extends from
the north of Hesse all the way to the North Sea
coast. Every day, she is out and about visiting
customers at concrete plants, at the office,
or directly at their production sites. She meets
engineers or planners at architectural firms,
municipal offices, or at the sites of ambitious
concrete building projects e.g. to advise on
specific concrete formulations or concrete
application methods. Applying her expertise,
she supports customers in answering questions
on the use of cement-based products. What
Silke Kaminski enjoys most about her work is
collaborating with a wide variety of people. The
O
challenge is to provide customers with expert
ur construction consultants in Ger- of twelve construction consultants
technical support time and time again. And
many are true all-rounders they across Germany.
the successful relationships she has built and
know all there is to know about
maintained with customers, in some cases over
cement and concrete. They advise The networked style in which
many years, are proof of her success in meeting
manufacturers of ready-mixed concrete, precast our construction consultants
that challenge.
elements, and concrete products, as well as work has definite benefits for the
construction companies on the use of Heidel- customer. Their close contact with
bergCement products. Together with the cus- the laboratory, production, and
tomer, they develop innovative and cost-effective sales, as well as the exchange of
solutions for challenging projects. But on-site experience with colleagues from other regions,
consultation is just one of many things our con- enables them to offer practical solutions so that
struction consultants do. They also assist with only proven best practices are implemented.
optimisation and development of cements in line This interface role allows them to perform
with market requirements, conduct trainings, give useful tasks for both sides. Their proximity
E
lectures at conferences and conventions, teach to the market means that the construction
at universities and technical colleges, maintain consultants can communicate to the company
relationships with authorities and associations, what is needed at the building sites and what
contribute actively to the shaping of standards the planners are asking for. At the same time,
and norms, and publish specialist articles. They they help to convey new technical standards to
are supported by our application engineers, the outside.
particularly in practical testing, either on behalf
R
of or for our customers on-site.
For problems that are more complex or for

more extensive projects, the construction con-
sultants can call on the central services from the
Development and Application (D&A) department.
To complement the testing labs at the cement
plants, the D&A concrete laboratory provides the
possibility to carry out special tests on concretes
and mortars. HeidelbergCement employs a total

Europes largest infrastructure project is currently underway in London.
Another record
performance for Hanson UK
Yet another superlative effort
Europes largest
at one Crossrail project site:
in October 2014, a concrete
pumping operation over a
infrastructural project
distance of 1.3 km set a new
record in the United Kingdom. Somethings happening beneath the streets of London ! Europes largest
The concrete was supplied
from the Silvertown plant on
infrastructure project is currently underway: the Crossrail project is creating
the banks of the Thames and a new rail link between the east and west of the United Kingdoms capital.
then pumped from Plumstead
to Woolwich through a
Hanson UK, a subsidiary of HeidelbergCement, is participating in the project
125 mm diameter pipeline by supplying huge quantities of cement, concrete, sand, and gravel.
for the construction of the
T
tunnel floor in Section C310
he project is valued at 14.8 billion, to produce shotcrete a special concrete mix
of the huge rail project. As the
and more than 10,000 people are used to line tunnels and provide the necessary
concrete work progressed, the
working at forty separate construc- stability.
pipeline had to be extended
tion sites across the city. In addition
until eventually the concrete
to considerably reducing travel times, the
took 90 minutes to reach its
destination. The final 112
aim is to significantly increase the number of Teamwork is a major reason
passengers and frequency of trains. The route for our success
cubic metres of concrete took
spans over 100 km and runs from Reading and
a whopping nine hours to be
Heathrow Airport in the west to Shenfield and
poured; at its peak, the
Abbey Wood in the east through a large num- Teamwork is a major reason for our success,
pipeline held 16 cubic metres
ber of new tunnels below the city centre. The says Sean Hunter, Major Contracts Manager
of concrete with a total weight
first trains should take to the rails in late 2018. for Hanson UK. We have a whole network of
of 38 tonnes !
production sites and depots, as well as the
Hanson UK is supplying more than 400,000 largest fleet of lorries in the industry. All the
cubic metres of ready-mixed concrete to the units work closely together to make sure that
main building sites in central London. The everything runs smoothly and deliveries are
concrete is used for construction of access on time.
shafts, underground stations, and precast tunnel
segments. In addition, more than 100,000
tonnes of sand and cement are being supplied

Customer Excellence Program

or
What makes our

customers tick ?
As a manufacturer of homogeneous bulk goods such as cement, concrete,
sand, and gravel, HeidelbergCement has to offer excellent customer service in
order to stand out from the competition. The worldwide Customer Excellence
Program (CEP) was launched to yield further improvement in this area.
B
ut how do you enhance customer support, information on the precise delivery
satisfaction worldwide ? How do you time or any delays, correct invoicing, or the
determine what the customers in the opportunity to lodge complaints.
different business lines and markets
actually want ? In order to find out and implement Rather than asking customers to complete a
a standard that can be deployed internationally, simple survey, it was designed as a feedback
a new feedback process was established through loop of questions and responses. Continuous
a number of pilot projects. Initially, interviews dialogue with the customers and implementation
were held with selected customers regarding the of the desired improvements are vital parts of
individual phases of the sales and distribution this approach. A project like CEP is not a one-off
process in which they had direct contact with campaign, but the start of an ongoing process
the company. that is of equal relevance worldwide in all of
HeidelbergCements business lines.
The aim was to find out what aspects are most
important to customers during the respective
sales process steps. These include, for example,
contact with the sales team, application-related
Group Sales & Marketing

Cooperation is the key to success
International networking and transnational and market knowledge and making it The exchange of experience beyond
cooperation between the employees and systematically available for everyone to national borders has also proven its worth
departments of HeidelbergCement are key benefit from. when it comes to launching new products.
to the Groups success. Our innovative special concrete products
Network groups made up of profes- are particularly attractive for customers
The business lines benefit from exchang- sionals from a variety of countries and in many countries, who benefit from the
ing knowledge with one another, while disciplines play an important role in inter- real added value offered by the special
Gerald Oerter, our employees increasingly make use of national communication. These networks properties of these products. This is why a
Director of Group opportunities to discover new things and are coordinated from Heidelberg via the separate group for Value Added Products
Sales & Marketing: learn from their colleagues in other companys intranet, as well as through has been installed. Numerous such inno-
Within the Group, countries. For Gerald Oerter, Director of video and web conferences. Participants vations have been developed and launched
we harbour a Group Sales & Marketing, and his team, in the individual groups learn about the successfully on the German market in
tremendous amount international cooperation has long been differing needs of local customers, and recent years.
of knowledge part of the daily routine. One of the depart- new groups are added from time to time,
about products and ments most important tasks is to gather such as the network for supervisors of
markets. together the Groups wealth of product large-scale projects.

SECURING
THE
FUTURE
SECURING THE FUTURE
Outstanding projects
promoting biodiversity
The second Quarry Life Award competition has been a resounding success. Once again, there was
a great deal of enthusiasm among the participating researchers, students, nature conservation
organisations, and our employees. Thanks to this competition and the associated research projects,
we are not only improving our own biodiversity management, but are sharing these best practice examples
with the general public as well. The Quarry Life Award plays a significant role in generating a lasting
awareness of the biological value of quarrying sites all over the world. It also shows that
the extraction of raw materials and nature conservation are not mutually exclusive.
Dr. Michael Rademacher, Director Biodiversity and Natural Resources, HeidelbergCement
O
n 9 December 2014, the winners of The exciting thing about this competition is
the second edition of the Quarry Life that the most interesting projects were imple-
Award were honored in Prague. Heidel- mented at the chosen quarries and aggregate
bergCement created the Quarry Life pits between March and September 2014,
Award as a national and international competition following preselection by the national juries.
with the aim of exploring innovative ideas for After this phase, which included testing the
the promotion of biodiversity in quarrying sites. practicability of the projects, the jury members
This makes perfect sense, as HeidelbergCement from each participating country selected their
operates more than 600 quarrying sites around winners, who then took part as finalists in the
the world. international competition.
G
For the second edition of the award, almost 400 The Grand Prize was awarded to the team of Cooperation with BirdLife
project ideas were submitted from 22 countries. Edyta Turniak from the herpetological associ- International
95 entries were shortlisted in five different cat- ation, NATRIX in Poland for a comprehensive Since 2012, HeidelbergCement
egories: Biodiversity and Education, Innovation inventory of herpetofauna at the Grazdze has cooperated with BirdLife
and Biodiversity, Biodiversity Enhancement, limestone quarry. The researchers completed International, one of the worlds
Raising Public Awareness, and Student Project. a comprehensive inventory of the reptiles and largest international nature
The best project in each category was awarded a amphibians living in the Grazdze limestone conservation organisations.
prize of 10,000 with a Grand Prize of 30,000 quarry. They discovered that the high bio- The objective of this partner-
awarded for the best overall project. diversity level in the quarry was primarily due ship is to further improve the
to the presence of many amphibian and reptile protection and promotion of
species. This prompted them to develop a list biological diversity at quarrying
of recommendations for restoration of the site. sites. The unique structure
of BirdLife, which comprises
nature conservation organisa-
tions from numerous countries
E
across Europe, brings benefits
for both cooperation partners.
Together, they have developed a
biodiversity strategy for Heidel-
bergCement as a whole, while
individual species conservation
programmes have been imple-
mented additionally at locations
in various European countries.

SECURING THE FUTURE
The creators of the new environmentally

friendly cement (from left to right): Dr. Wolfgang
Dienemann, Ernest Jelito, Frank Bullerjahn,
Dr. Dirk Schmitt, and Dr. Mohsen Ben Haha.
In search of
green cement
Wouldnt it be amazing to have a green cement that generates up to
30 % less CO2 in production than normal Portland cement clinker and saves
a significant amount of fuel and electricity at the same time ?
F
or the researchers at the Heidel- to using these cements for construction to be non-reactive until now. This phase
bergCement Technology Center purposes, but their durability was found does not react with pure water, but if the
(HTC), this is more than mere to be insufficient. However, Dr. Wolfgang pore solution contains aluminium, there
fantasy. They have discovered Dienemann, Director Global Research occurs an immediate chemical reaction
a new and highly promising binder con- & Development HTC, saw a worthwhile and a solid structure is formed. After
cept with the potential to revolutionise approach, taking the idea a step further: the first successful burning tests in the
cement production. The focus is on alter- If we combine CSA cements and their lab, HTC registered two patents in the
native clinkers that offer further potential high early strength with belite, i.e. the late summer of 2012 for the manufacture
for reducing CO2. Calcium sulfoalumi- slow-reacting clinker phase in classic of clinker containing ternesite (Belite
nate-belite binder (CSAB) has emerged Portland cements, it might be possible to Calciumsulfoaluminate Ternesite BCT)
as one of the most promising concepts. combine the advantages of both systems and four patents for applications using
So-called calcium sulfoaluminate (CSA) in one cement. ternesite clinker in various binder systems.
cements have been produced for use
in building chemicals for a long time, In 2010, the researchers at HTC started The advantages of ternesite clinker are
predominantly in China. They are mainly investigating the cement chemistry of obvious: Because of its chemical composi-
employed in screeds, tile glues, and special CSAB under various process conditions. tion and production at lower temperatures,
products. One of their characteristic features Dr. Dienemann commented: for the first the new product generates up to 30 % less
is a very high early strength. Experiments time, we looked more closely at the terne- CO2 than normal Portland cement clinker.
had already been performed with a view site clinker phase, which was considered There is also an improvement in energy
efficiency, as the burning temperature is
150 to 200 C lower and fuel consumption
Potential for reducing CO2 emissions in the cement industry is reduced by about 10 %. Electricity
The cement industry is the source of about 5 % of the global CO2 emissions. On average, the costs for the manufacturing process are
production of one tonne of cement clinker generates around 800 kg of CO2. Of this amount, about likewise lowered by about 15 %, because
40 % is due to the energy-intensive burning process; 60 % is attributed to raw materials in the less energy is required, particularly for
course of the calcination of limestone. By using alternative fuels such as tyres, meat and bone meal, the grinding process.
or sewage sludge, among other measures, HeidelbergCement has succeeded in reducing specific
CO2 emissions to 609 kg of CO2 per tonne of cement. There is only limited scope for further After the first large-scale industrial trials
reductions through process-related measures and the use of alternative fuels. were successfully completed with the
existing plant technology, the name of the
Additives can be used, however, to further improve the CO2 balance of Portland cement-based new cement was registered as Ternocem.
products. These alternative materials are by-products from steel manufacturing or coal-fired power
plants, and serve as source materials for composite cements. Portland cement clinker is partly
replaced, for example, by blast furnace slag, fly ash, or silica fume. The specific use of these
additives often actually improves the properties of the resulting cement product. Here too,
however, there are certain limits due to the availability of high-quality alternative materials.

SECURING THE FUTURE
Geology at HeidelbergCement
From exploration
to quarrying
Geology
Raw materials are the foundation of HeidelbergCements business worldwide. Geologists deal primarily with
Without them, everything would quite literally grind to a halt. New limestone rock formations, looking at
both the spatial relationships
deposits are developed before construction of a cement plant, and existing between different bodies of
quarries need to be expanded from time to time. The raw materials for cement rock and the composition
and internal structure of the
production are the focus for the geologists based at the HeidelbergCement individual rock types, which all
Technology Center (HTC) in Leimen/Germany, who assume global responsibility provide information about the
conditions under which they
for identifying new deposit sites and assessing their quality. were formed. On site, using
borehole cores or working
W
hat a geologist actually does on- But HeidelbergCements geologists are responsible underground, the geologist
site, explains Dr. Gerhard Friedel, for more than just the raw materials extracted divides the exposed rocks into
Head of the Global Geology and from the quarries. We also look at so-called defined units on the basis of
Raw Materials Department at HTC: alternative raw materials, explains Dr. Friedel. external characteristics. These
To be a geologist, you need to have a great At some locations, it may not be possible to find mapping units are specified in
interest in the natural sciences, because geology all the necessary types of rock for manufactur- such a way that they can be
is basically a combination of physics, chemistry, ing the different cement types. Any lacking represented at the selected
and biology. Our main task is to secure the so- materials have to be added to complete the raw scale on a geological map or
called primary raw materials for our cement plants. mix as corrective materials. All the necessary profile. Closer examination of
In addition to that, were called upon whenever calculations in this respect are performed in the rocks (petrography, pe-
there is a need or potential to expand reserves, the Geology and Raw Materials department. trology) usually takes place in
or if quality issues suddenly arise with the raw The percentage of the raw material mix that the laboratory. Investigation of
materials at a certain location. A particularly can be replaced by used sand from foundries, the individual, in some cases
interesting aspect of our work is that were slag, fly ash, or other alternative raw materials microscopic components of
involved before any new acquisition is made, as is thus determined. the rocks the minerals is
every project begins with an evaluation of the known as mineralogy, while
raw materials situation. The geologists tasks And ultimately, even the longest journey is palaeontology focuses on the
on-site include the exploration, identification, worthwhile if a perfect deposit site can be fossil content of sedimentary
and verification of the raw materials reserves, found and the local residents are on board, as rocks.
and definition of the reserve quality. Only after their approval is crucial for any raw materials
were sure of all the right factors will Heidel- extraction plan to go forward.
bergCement consider the acquisition.
Training for greater safety

HeidelbergCement maintains high standards of occupa- of-the-art training materials and visual aids to provide
tional health & safety, which apply to its own employees a hands-on, interactive experience of various occupa-
as well as those of other companies and visitors who tional safety aspects, such as how to correctly wear
spend time on plant premises. All of them receive personal protective equipment, what safety measures
regular training to ensure that they are aware of the to take when working at height or during repair and
standards and observe safety regulations. maintenance work, or what to do in the event of a fire.
The participants receive training reports on the
The joint venture, Akansa, in Turkey, has taken this to individual training units and take final examinations.
a new level: in 2014, it set up special H&S Academies
at its cement plants. These are equipped with state-

STRONGS
OPERATORSM
STRONG MANAGEMENT
Getting better every

day with CIP
CIP is a systematic approach for generating, prioritising, and implementing employee
suggestions. We combine a focus on costs with sustainable processes that add value.
The aim is for each individual employee to understand his or her role within
the Group more clearly and to realise what contribution he or she can make to
the Groups success. We see the Continuous Improvement Program (CIP) as a holistic
process that will eventually lead to a new corporate culture.
Axel Conrads, Global Continuous Improvement Process Manager
I
n June 2014, the Continuous Improvement Before the global kick-off of CIP, there were
Program (CIP) was launched as a new world- already three pilot projects, at the cement plants
wide approach for continuously optimising in Ketton/United Kingdom, Fieni/Romania,
processes in the cement business line. and Lixhe/Belgium. As the corporate culture
As Global Continuous Improvement Process is somewhat different in each country, it was
Manager at HeidelbergCement, Axel Conrads is particularly interesting to see how the project
responsible for the programme, which will have was received by the local employees. The result
65 participating cement plants worldwide by was overwhelming: more than 600 suggestions
the end of 2017. A team of technical directors, for improvement were submitted from the three
plant managers, and consultants has developed pilot plants alone. These ideas alone will add
eleven modules in advance, which are trained up to around 3.9 million per year in savings
gradually in the plants supported by practical or improvements in results.
exercises.
The objective of the CIP training in the individual

plants is to ensure that each department takes the
During the CIP training in the
initiative to have a critical look at its processes
plants, our employees are
and sets itself appropriate, measurable targets
asked for their ideas.
for improvement. This definition of own goals
allows great freedom for creative ideas, which
can be submitted by all employees. Around fifteen
months have been scheduled per cement plant
for this transformation phase: five months will be
GSTRONG
spent examining the processes and prioritising
possible areas for improvement, after which the
CIP managers will provide additional external
support for a further ten months.
SMANAGEMENT HeidelbergCement 2014 | Page 13

STRONG MANAGEMENT
In an effort to identify, document, and pass on the best management

processes in the aggregates business line, the plant and regional managers
of Heidelberger Sand und Kies, Germany, came together to exchange ideas at
four Management Cycle Workshops as part of the Aggregates Academy 2014.
Knowledge for all

Aggregates Academy
F
or the first time, a comprehensive train- Standards are another important part of the
ing programme has been developed for training content. The aim is to identify the best
HeidelbergCements aggregates busi- management processes, document them, and
ness line: the Aggregates Academy. use them as a standard for the whole aggregates
The aim is to ensure that plant managers, sales business line. The next step is to introduce
employees, and management throughout the these standards and processes at the plants.
business line and all over the world are trained This method is not just employed in Germany,
based on the same principles and content. but is applied at all HeidelbergCement gravel
plants and quarries worldwide. The processes
The aim is to The training concept is based on the collec- are always the same: managing a gravel plant
identify the best tive knowledge compiled through intensive in Germany is no different in terms of the
international cooperation across the Group. fundamental processes from managing a
management Experts from all Group areas have developed gravel plant in the USA, the United Kingdom, or
processes. training materials covering important aspects Poland. Ultimately, this results in a harmonised
of the business process in the aggregates management system.
business line. These were subsequently adapted
to the specific requirements of the different The Academy was designed to act as a perma-
countries and translated into the appropriate nent institution for the aggregates business line,
languages. The trainers are HeidelbergCement with ongoing training measures for employees
employees, which guarantee a higher level of and training documents that are continually
acceptance among the participants and also updated to reflect the latest developments. This
keeps the knowledge within the Group. continuous development and constant exchange
of ideas ensures the long-term success of the
aggregates business line.
Large-scale investment projects launched in Kazakhstan,

Togo, Burkina Faso, and Indonesia
Not one but two new HeidelbergCement cement The new, state-of-the-art Shetpe plant in western In Togo, HeidelbergCements first newly con-
plants and one clinker plant were commissioned Kazakhstan, owned by CaspiCement, is the only structed clinker plant in Africa started production.
in 2014: The cement plant in Shetpe, in the west cement plant in the region. As the local oil and The Scantogo plant has an annual capacity of
of Kazakhstan on the Caspian Sea, commenced gas industry requires large quantities of cement, 1.5 million tonnes of cement. In preparation for its
production at the beginning of July. At the end of the plants sales outlook is highly promising. The commissioning, an extensive training programme
the year followed HeidelbergCements first newly use of chalk as a raw material in clinker produc- was launched to get the new employees ready for
constructed clinker plant in Africa the Scantogo tion is unique throughout the countries of the operation of the facility. The plant near the city of
plant near Tabligbo, Togo and Cimburkina, a former Soviet Union. Construction of the plant, Tabligbo, around 85 kilometres north of the capital
cement grinding plant in Burkina Faso, near the with an annual production capacity of 800,000 Lom, will supply clinker to HeidelbergCements
capital of Ouagadougou. In addition, cement tonnes, has created around 400 jobs. Apartments cement grinding plants in Togo and the neigh-
capacity at the Citeureup production site in Indo- for 110 employees were additionally built and the bouring countries of Benin, Burkina Faso, and
nesia, was expanded by almost 2 million tonnes. railway station in Shetpe was modernised. Ghana, eliminating the need for expensive clinker

STRONG MANAGEMENT
A star for energy

efficiency
E
nergy consumption plays a very import- The Mission Valley Rock plant in Sunol, California,
ant role at HeidelbergCement. Large was the first aggregates plant to complete the
quantities of electricity and fuel are used U.S Environmental Protection Agencys (EPA)
for manufacturing cement, as well as for ENERGY STAR Challenge for Industry. We are
quarrying and processing aggregates, such as very proud, said Plant Manager Tom Jackson.
sand, gravel, and stone. In order to reduce energy After examining our entire production process
consumption at our more than 500 aggregates for individual energy guzzlers, we were in a
locations worldwide, HeidelbergCement has an position to develop and implement an energy
ongoing strategy of launching programmes to savings plan. This holistic approach has paid off:
increase energy efficiency. These efforts have we were able to reduce our energy consumption
The ENERGY STAR was
not only produced measurable results, but also by more than 12 % in just one year.
introduced by the U.S
garnered recognition such as the ENERGY
Environmental Protection
STAR in the USA. Following the achievement by the Mission Valley
Agency (EPA) in 1992 to
Rock plant, an additional four aggregates plants
reduce greenhouse gas
of the North American subsidi-
emissions by increasing
ary Lehigh Hanson achieved the
energy efficiency. Today, the
ENERGY STAR Challenge for
ENERGY STAR label can
Industry. Six more aggregates
be found on more than sixty
locations in the USA are currently
types of product in the USA,
participating in the programme,
as well as on new residential,
under the motto Were doing
commercial, and industrial
our part. Incidentally, four of
buildings that fulfil the EPAs
our cement plants were ENERGY
strict energy efficiency
STAR certified in 2014.
standards.
Scantogo clinker plant

near Tabligbo, Togo.
imports. HeidelbergCement is currently the

biggest German investor in Togo. One of the plants
that receives clinker from Scantogo is Cimburkina,
the new cement grinding plant in Burkina Faso.
It has an annual capacity of 800,000 tonnes and
supplies cement to the local construction industry,
thereby making a direct contribution to residential
construction and infrastructure improvement in
the area. By commissioning these two plants,
HeidelbergCement is not only strengthening its
market position in both countries, but in the region
as a whole.

Review
Q1
2014
Increase in liquidity headroom
HeidelbergCement concludes a new 3 billion syndicated credit facility with a term ending at the
beginning of 2019. It acts as a liquidity reserve and replaces the previous credit facility, which
would have expired in December 2015, at considerably more attractive conditions.
Strengthening of market position in Belgium

Purchase of a modern cement grinding plant in the harbour town of Ghent with an annual capacity
of 750,000 tonnes. With the increase of its participation in the Cimescaut Group to 100 %,
HeidelbergCement also extends its activities in the aggregates and ready-mixed concrete sectors.
Further expansion of cement capacity in Indonesia

Thanks to the commissioning of a new cement mill at the Citeureup location near the capital Jakarta,
the annual cement capacity of Indocement increases by 1.9 million tonnes to 20.5 million tonnes.
Q2 125th anniversary of stock exchange listing

HeidelbergCement is one of the oldest listed industrial companies in Germany. The listing on the
stock exchange had a significant impact on the development of the Group. Over the decades, the
southern German cement producer has become one of the globally leading building materials groups.
Q3 Official start of production at CaspiCement in Kazakhstan

The new cement plant in Shetpe, western Kazakhstan, has a cement capacity of 0.8 million tonnes.
It is the sole cement manufacturer in the region and therefore enjoys good sales prospects. The
cement deliveries mainly go to the oil and gas industry.
New cement mill in Tanzania starts operation

With the new cement mill, the subsidiary Tanzania Portland Cement Company increases its annual
cement capacity by 0.8 million tonnes to around 2.2 million tonnes. Tanzania is one of the three
most important markets of HeidelbergCement in Africa.
Q4 Start of production in new plants in Togo and Burkina Faso

The new clinker plant in Togo, around 80 km to the north east of its capital Lom, has a c apacity of
1.5 million tonnes. It supplies the clinker required for cement production to the recently constructed
cement grinding plant in the neighbouring country Burkina Faso, among others. This plant is
located near the capital Ouagadougou and has a grinding capacity of 0.8 million tonnes of cement.
Quarry Life Award presented for the second time

The second edition of the Quarry Life Award competition is a huge success with almost 400
projects submitted in 22 countries on four continents for the preservation and enhancement of
biodiversity. The winner of the main international prize is a project from Poland.
Sale of building products business in North America and the United Kingdom
Sales agreement with a value of over US$ 1.4 billion concluded with financial investor Lone Star.
With this sale, HeidelbergCement focuses on its core products cement and aggregates as well as
ready-mixed concrete and asphalt. The proceeds will contribute to the further debt reduction.
Contents
1 To our shareholders
20
25
Letter to the shareholders
Report of the Supervisory Board
32 Managing Board
34 HeidelbergCement in the capital market
2 Combined management report

of HeidelbergCement Group
and HeidelbergCement AG
42 Fundamentals of the Group
52 2014 economic report
90 Additional statements
95 Sustainability
96 Employees and society
103 Environmental responsibility
107 Procurement
108 Outlook
116 Risk and opportunity report
3 Corporate Governance1)
138 Corporate Governance statement
144 Remuneration report
158 Supervisory Board and Managing Board
4 Consolidated financial statements

167
168
Consolidated income statement
Consolidated statement of comprehensive income
169 Consolidated statement of cash flows
170 Consolidated balance sheet
172 Consolidated statement of changes in equity
174 Segment reporting/part of the Notes
176 Notes to the 2014 consolidated financial statements
280 Audit opinion
281 Responsibility statement
5 Additional information
284 Global functions and Country Managers
286 Glossary
288 Imprint
Back Cover: Cement capacities and aggregates reserves
1) Part of the combined management report of HeidelbergCement Group and HeidelbergCement AG

1
To our shareholders
18 HeidelbergCement | Annual Report 2014

To our shareholders
1
Combined management report

2
20 Letter to the shareholders
25 Report of the Supervisory Board
32 Managing Board
Corporate Governance
34 HeidelbergCement in the capital market
34 Overview
34 Development of the HeidelbergCement share
36 Earnings per share
36 Dividend
3
36 Shareholder structure and trading volume
38 Bonds and credit ratings
39 Investor Relations
Consolidated financial statements

4
Additional information
5
Contents
HeidelbergCement | Annual Report 2014 19

1 To our
shareholders
Dear Shareholders,
Dear Employees and Friends of
HeidelbergCement,
In 2014, HeidelbergCement delivered what it had promised at the start of the financial year:
We increased revenue, operating income, and operating margin, despite considerable negative
exchange rate effects. This emphasises yet again our operational excellence and outstanding
competitive strength.
We sold our building products business in North America and the United Kingdom for a good
price and on schedule at the end of the financial year.
We reduced net debt considerably and further improved the key financial ratios.
We are particularly proud of our achievements in 2014, because the external parameters were
anything but easy:
The global economy developed very inconsistently in the past financial year. The volatility in
individual markets remained very high, which was also the case for exchange rates. The complex
geopolitical situation made the situation even worse. With over 40 trouble spots worldwide, political
uncertainty was at its highest level in decades.
For the capital markets, 2014 was a volatile but overall successful year. The HeidelbergCement
share performed well, and at 58.81 at the end of December 2014 was 6.4 % higher than the
closing price of 2013, thereby outperforming both the German benchmark index DAX and the
international MSCI World Construction Materials Index. After the end of the financial year, the
share price rose again and has meanwhile reached its highest level since the end of the financial
crisis. It is also encouraging to note that the proportion of German shareholders in our company
has further increased. At the same time, the stability of the shareholder structure has continued to
improve. This corresponds to our business model, which is geared towards a long-term approach
and sustainability.
2014 the best year in operational terms since the financial crisis
In operational terms, 2014 was by far the best year for HeidelbergCement since the financial
crisis. All business lines recorded a noticeable growth in sales volumes. The core business lines
cement and aggregates improved on a broad scale in the Group areas. Thanks to this increase in
sales volumes and successfully implemented price increases in key markets, we were able to raise
revenue and operating income despite the strong headwinds from the currency front. We clearly
exceeded our estimates of a moderate increase in revenue and operating income on a c omparable
basis before exchange rate and consolidation effects, with a growth of 8.4 % in revenue and
12.9 % in operating income. A key factor in the rise in operating income was the systematic and
successful implementation of our margin improvement programmes PERFORM for the cement
business line, CLIMB for the aggregates core business, and LEO for the optimisation of logistics

Letter to the shareholders Managing Board
Report of the Supervisory Board HeidelbergCement in the capital market
To our shareholders
1

2
Dr. Bernd Scheifele, Chairman of the Managing Board
processes. Furthermore, the stable development of energy costs supported the strong operational
performance. From a regional perspective, the North America, Western and Northern Europe, and

Africa-Mediterranean Basin Group areas significantly contributed to the improvement in results.
The additional ordinary result shows a shortfall of 63 million, of which more than 90 % is not
cash-relevant. We had to amortise goodwill in the Ukraine as a consequence of geopolitical risks.
The negative contribution to results from discontinued operations includes depreciation and
amortisation of around 169 million in connection with the disposal of the building products
business.
With regard to the balance sheet, it is particularly pleasing to note that we were able to reduce the
4
coverage gap for funded pension obligations even though discount rates had reached a historic
low. In 2014, the plan assets of our pension funds achieved interest and capital income of 678
million, or 18 % of the plan assets, thereby more than offsetting the actuarial increase in funded
pension obligations.
The marked improvement in the quality of profit of HeidelbergCement is particularly evident in the
cash flow and reduction in debt. Operating cash flow rose by 313 million. This increase mainly
led to a reduction of over 370 million in debt to about 6.9 billion. Thanks to the cash inflow of
the proceeds from the sale of the building products business in the region of over 1.2 billion,
we will be significantly below the debt target of 6.5 billion that was communicated to the capital
market and further improve our key financial ratios.
5
Contents

1 To our
shareholders
In view of the positive development of our business, the Managing Board and Supervisory Board
will propose to the Annual General Meeting on 7 May an increase in the dividend from 0.60
per share to 0.75 per share, corresponding to a rise of 25 %. With this dividend proposal,
we are gradually nearing our medium-term goal of a payout ratio of 30 to 35 %. In light of the
considerable global economic and geopolitical uncertainties, we believe that a gradual but steady
approach, prioritising the further reduction of our debt, is the better choice for the Group and
for our shareholders.
Sustainability as a success factor

Our initiatives for the sustainable development of business activity progressed well in 2014.
Numerous measures were implemented in the area of occupational safety. The accident frequency
rate and the accident severity indicator fell again in comparison with the previous year. Never-
theless, we are still not satisfied with the level that has been reached thus far and will therefore
continue to rigorously pursue our efforts in occupational safety.
Besides occupational health and safety, the promotion of biodiversity is of particular importance to
us. In 2014, we therefore completed the second round of the Quarry Life Award, our international
competition for the promotion of biodiversity in our quarries. Around 400 project proposals from
22 Group countries were submitted. 57 projects were honoured in these countries and seven projects
won awards at the international ceremony. The global competition promotes the development of
new ideas for the preservation and promotion of biodiversity at quarrying sites and raises public
awareness of this important topic.
The issue of energy consumption, among others, demonstrates that it is possible for sustain-
ability and business success to go hand in hand: in 2014, four of our cement plants in the USA
were awarded the ENERGY STAR by the U.S. Environmental Protection Agency (EPA) for their
outstanding energy efficiency. The Union Bridge plant even received the highest score. Our joint
venture Akansa in Turkey, for example, guarantees sustainability in terms of durability of our
products: Akansa supplies concrete for the construction of the new bridge over the Bosporus
with a quality guarantee of over 100 years.
Thanks to our employees

The year 2014 once again demanded a great deal from our employees. Their strong personal
dedication and unconditional loyalty to our Group laid the foundation for the good operating
income achieved in the 2014 financial year. I would like to express sincere thanks and appreciation
on behalf of myself and my colleagues on the Managing Board.
The same goes for the employee representatives, who cooperated very closely, openly, and trustingly
with the Managing Board in this often difficult economic environment for the benefit of the Group.
As in previous years, I would like to thank and express my utmost personal appreciation to our
managers in the operating units worldwide and the staff functions. They responded to the chal-
lenges of 2014 in a timely, disciplined, and consistent manner. Without them, it would not have
been possible to achieve the substantial increase in operating income and free cash flow, the
significant reduction in debt, and the successful sale of the building products business in North
America and the United Kingdom.

To our shareholders
1
Our common aspiration remains the same: we want to be the best-managed company in our industry.
Strategic focal points unchanged

Our strategic focal points remain unchanged:
cost leadership through continuous efficiency improvements,
reduction of debt with the aim of attaining investment grade status,
targeted investment in cement capacities in growth markets,
investment in raw material deposits to strengthen our global leadership in the core business
line of aggregates.
In our industry, cost management is the prerequisite for successful business. Our consistent
2
approach is to take advantage of the global standardisation, digitisation, and acceleration of pro-
cesses in all key business areas in order to constantly improve our performance. In recent years,
we have already noticeably increased our efficiency by means of targeted projects. Moreover, we
continue to see major potential for an improvement in the efficiency of our processes and pro
cedures, a reduction in costs, as well as a surge in margins.
In order to secure our achievements and continue to systematically enhance our processes, we
launched the Continuous Improvement Program (CIP) in 2014. With this new programme, a
systematic approach is to be introduced in 65 cement plants around the world to generate, assess,
and implement employee suggestions. Process optimisations are expected to achieve a sustainable
improvement in results of at least 120 million by the end of 2017.
3
We continue to have high expectations for the LEO project, which aims to significantly simplify
the logistics processes in and between the cement, aggregates, and ready-mixed concrete business
lines. Completely new control software was commissioned in Poland and the United Kingdom

in 2014. The first results are very promising. We are confident of our ability to reach the savings
potential of 150 million over the coming years.
We will pursue our strategy of targeted expansion of our cement capacities in the emerging
countries of Asia and Africa prudently and with strict financial discipline. Our focus is once again
not on acquisitions, but rather on the expansion of existing production facilities and the construc-
tion of new plants in markets where we already operate. In this connection, we commissioned
capacities of over 5 million tonnes in Africa, Kazakhstan, and Indonesia in the past financial year.
The capacity expansion of around 4 million tonnes at our Indonesian Citeureup location, which
4
is to go into operation at the end of this year, also made good progress in 2014.
In the aggregates business line, we will concentrate on strengthening our position as global
leader by means of investments in raw material deposits and the integration of smaller local
operations.
We will continue to give high priority to financial discipline. As a result, acquisitions with an
uncertain value contribution or considerable increases to debt are still not part of our strategy.
5
Contents

1 To our
shareholders
Outlook for 2015

We are confident about 2015: the outlook for the global economy is positive, but there are still
macroeconomic and especially geopolitical risks. An escalation of the political conflicts in the
Middle East or Eastern Europe could have a negative impact on the business environment. The
further development of the housing market in China has to be closely monitored. Furthermore,
the expected interest rate rise in the USA in the second half of the year could lead to significant
devaluations of the currencies in emerging countries. On the other hand, we will clearly benefit
from the significantly reduced oil price and the weaker euro, as well as the positive economic
development in North America, the United Kingdom, Germany, and Northern Europe. These
countries generate almost 50 % of our revenue. By commissioning new capacities in both the
previous and the current year, we will continue to expand our market position in growth countries.
As a result, we expect an overall increase in the sales volumes of our core products cement and
aggregates as well as of ready-mixed concrete.
With regard to costs, we expect a slight to moderate rise in energy and raw material prices, in
addition to a moderate growth in personnel costs.
Our programmes to optimise costs and processes and to increase margins will be consistently
pursued in 2015. To this end, we will give high priority to the implementation of our sales excel-
lence initiatives PERFORM for cement in the USA and Europe as well as CLIMB Commercial
for aggregates. The same applies to our new CIP project, by means of which we intend to create
a culture of continuous improvement at employee level.
On the basis of these assumptions, we are confident of noticeably increasing revenue and
operating income.
HeidelbergCement has a tremendous amount of business potential and great dynamism. We are
well positioned to achieve our goals. In 2015, we will continue our intense efforts to make good
on our promises.
Yours sincerely,
Dr. Bernd Scheifele

Chairman of the Managing Board
Heidelberg, 19 March 2015

To our shareholders
1

2
Fritz-Jrgen Heckmann, Chairman of the Supervisory Board

Report of the Supervisory Board
Ladies and Gentlemen,
The 2014 financial year developed very positively in operational terms. HeidelbergCement was able
to benefit from the economic recovery in the United States and the United Kingdom, in particular,
4
as well as the sustained growth in emerging countries. The programmes that were launched in
recent years to improve margins and operational efficiency have continued successfully. Further-
more, price increases were implemented in major markets, while energy costs declined slightly.
Despite substantial negative exchange rate effects, the revenue, operating income, and operating
margin rose compared with the previous year. Earnings per share fell short of the previous year.
Nevertheless, this decrease is solely due to special items in both years.
HeidelbergCement was able to further improve its financing structure and significantly reduce
net debt in 2014. In February, the Group took advantage of the favourable market situation and
concluded a new five-year syndicated credit facility of 3 billion at considerably more attractive
conditions. The removal of granted securities, in particular, represented a major milestone for
bond investors. Shortly afterwards, HeidelbergCement successfully issued a five-year bond of
5
500 million under the existing European Medium Term Note (EMTN) programme, which was
approved by the Supervisory Board, at a fixed interest rate of only 2.25 %. The investments were
governed by strict expenditure discipline. Company acquisition opportunities that arose from the
Contents

1 To our
shareholders
planned merger of two competitors were examined and discarded based on the lack of added
value for the Group and its shareholders. Thanks to operational strength and disciplined cash flow
management, it was possible to considerably lower net debt by the end of the year.
By selling the building products business line in North America and the United Kingdom as well
as the limestone business in Germany, HeidelbergCement has laid the foundation for a further
significant reduction in debt. As a result, the Group is on course to achieve the objective set by
the Managing Board and the Supervisory Board of regaining the investment grade rating.
Consultation and monitoring

The Supervisory Board firmly supported the aforementioned measures and discussed them in
detail with the Managing Board at the ordinary meetings of the plenary session and its committees
as well as through contact outside the scheduled meetings. Additionally, it received regular and
detailed reports, both in writing and verbally, about the intended business policies, fundamental
issues regarding financial, investment, and personnel planning, the progress of business, and
the profitability of the Group. All deviations of the actual business development from the plans
were explained in detail by the Managing Board. In particular, the Managing Board agreed the
Groups strategy with the Supervisory Board. The Supervisory Board was directly involved in all
decisions of fundamental importance to the Group. Investment projects and financing matters
requiring authorisation were presented by the Managing Board and discussed before decisions
were made. The Supervisory Board is satisfied that the Managing Board has installed an effective
risk management system capable of recognising at an early stage any developments that could
jeopardise the survival of the Group. The Supervisory Board has also had this certified by the
auditor. Furthermore, it is satisfied as to the expansion and effectiveness of the compliance pro-
gramme, which guarantees Group-wide compliance with the law and with internal guidelines. In
the relevant meetings, the responsible line managers of the Group below Managing Board level
were available together with members of the Managing Board to provide information to the Audit
Committee and to answer questions. Outside the scheduled meetings and without the participation
of the Managing Board, the Chairman of the Supervisory Board and the Chairman of the Audit
Committee discussed topics relating to the audit in detail with the auditor. The Chairman of the
Supervisory Board was also in regular contact with the Chairman of the Managing Board outside
the scheduled meetings. In summary, it is evident that the Supervisory Board has duly fulfilled
the duties incumbent upon it under the law, the Articles of Association, the Rules of Procedure,
and the Corporate Governance Code.
Topics of discussion in the meetings of the Supervisory Board and its committees
The plenary session of the Supervisory Board met seven times in the reporting year, of which
four were in its new composition following the Annual General Meeting of 7 May 2014. The
Audit Committee and the Nomination Committee both met twice. The Personnel Committee
met three times. The Arbitration Committee, formed in accordance with 27, section 3 of the
German C odetermination Law, did not need to meet. In addition, the Audit Committee held three
conference calls to discuss the relevant quarterly reports in detail prior to their publication.
The results of the committees meetings were reported at the subsequent plenary sessions.
Members of the Supervisory Board and its committees are listed in the Corporate Governance
chapter on page 158f.

To our shareholders
1
There was an attendance rate of 94.4 % at the seven plenary sessions in February, March, May,
September, and November; the average attendance at the committees meetings held in the
reporting year was 91.7 %. The sessions in the first half of 2014 dealt, amongst other things, with

the adoption of the 2013 annual financial statements and consolidated financial statements, the
approval of the 2014 operating plan, and preparations for the 2014 Annual General Meeting, in
addition to reporting on the business trends and status of financial liabilities, as well as r esolutions
on current Corporate Governance issues, including decisions on the variable elements of the
Managing Board remuneration.
Consultation and resolution in the Supervisory Board centred on corporate development projects.
Several meetings of the Supervisory Board in the reporting year addressed the sale of the build-
2
ing products business line in North America and the United Kingdom for US$1.4 billion to the
financial investor Lone Star Funds, which was signed shortly before Christmas 2014, as well as
the sale of the German lime operating line with its two lime plants in Baden-Wuerttemberg and
Bavaria to the Lhoist Group, which was also signed at the end of 2014, subject to the approval of
the German Federal Cartel Office.
The Managing Board prepared and edited information about both projects with particular care,
so that the Supervisory Board had recourse to all options and possible alternatives when making
its decision. The Supervisory Board unanimously agreed that both sales supported the long-term
strategic focus of the Group on its core business and were in the interest of rapidly regaining
investment grade credit quality. It consequently approved the sales at fair market conditions.
3
At the beginning of April 2014, building materials manufacturers Lafarge in France and Holcim in
Switzerland announced their intention to merge. This merger, which is planned for the first half of
2015, would give rise to the largest global building materials company. To carry out the merger,

Lafarge and Holcim must sell some of their global activities for reasons of competition legislation.
The Managing Board provided the Supervisory Board with timely information about the status
of the proposed merger, its impact on HeidelbergCement, and alternative courses of action. The
Supervisory Board supported the Managing Board to enter the bidding process and start research
on the activities for sale. Lastly, it supported the decision of the Managing Board at the beginning of
November 2014 to withdraw from the group of bidders in view of the purchase price expectations
and the asset portfolio offered, in order to focus more on the expansion of HeidelbergCements
own shareholdings.
4
In its meeting held in February, the Supervisory Board approved a smaller capital increase against
contributions in kind of 416,477 new shares (corresponding to 0.22 % of the subscribed share
capital) from the Authorised Capital II, in order to acquire the remaining shares in the German
logistics company Kerpen & Kerpen GmbH & Co. KG. The capital increase against contributions
in kind dates back to an option granted to Mr and Mrs Kerpen at the entry of HeidelbergCement
into the logistics company over ten years ago. The Managing Board reported on this at the 2014
Annual General Meeting.
Both the Supervisory Board and its Audit Committee once again addressed financing decisions
during the reporting year. These included, in particular, the successful conclusion of a new syndi-
cated credit facility in February 2014. Thanks to the steadily improving credit quality of the Group,
5
Contents

1 To our
shareholders
the interest margins and conditions for the issue of future bonds could again be considerably
improved in comparison with the conditions that had applied thus far. They were also involved in
decisions concerning drawings under the EMTN Programme, which serves medium- and long-
term financing. Furthermore, it dealt with the five-year 500 million Eurobond issued in March,
and the four-month US$75 million bond issued in August.
In September 2014, the Supervisory Board also held an extraordinary strategy meeting, in which
discussion focused exclusively on the current strategic projects with impact on the future geo-
graphical and corporate policy alignment of the Group.
In its meetings, the Audit Committee dealt with the 2013 annual financial statements and consoli-
dated financial statements as well as the focal points for the audit, the status quo reports regarding
internal audit, risk management, occupational health and safety, compliance, the quarterly and
half-yearly reports for the 2014 financial year, the preparation of the Supervisory Boards proposal
to the 2014 Annual General Meeting for the appointment of the auditor and Group auditor, and
after the Annual General Meeting followed this proposal the award of the contract to the audit
firm Ernst & Young for the auditing of the annual financial statements and consolidated financial
statements for the 2014 financial year. In this context, it defined the focal points for the audit. The
Audit Committee lastly dealt with the issue of the two bonds mentioned above under the EMTN
Programme. It also discussed the extension of the syndicated credit facility to February2019,
which grants the Group significantly improved interest conditions and contractual terms in addition
to a financial reserve. The Audit Committee was lastly informed about the current status of the
lime operating line divestment project in Germany and the building product divestment projects
in North America and the United Kingdom, and addressed the effects of the proposed merger of
competitors Lafarge and Holcim.
The Personnel Committee meetings covered, amongst other things, the preliminary discussion and
recommendation to the Supervisory Board regarding the determination of the variable Managing
Board remuneration for 2013, as well as the definition of parameters for the variable Managing
Board remuneration for 2014 and 20142016/17, respectively. In addition, in its meeting held
in March, the Personnel Committee addressed the conclusion and terms of a research contract
with the Karlsruhe Institute of Technology, chaired by Prof. Weissenberger-Eibl, through which
the Group participated in a Networked knowledge work group during the 2014 reporting year
with a one-time contractually agreed remuneration in the lower four-digit range. In March, the
Personnel Committee also dealt with the creation of the new function of Deputy Chairman of the
Managing Board and the assignment of this post to Dr. Dominik von Achten. The Committee also
recommended the prolongation and adjustment of the Managing Board agreements of Dr. B ernd
Scheifele and Dr. Lorenz Nger, as well as the adjustment of the economic conditions of the
Managing Board agreements of Dr. Dominik von Achten and Daniel Gauthier. Finally, the Personnel
Committee addressed on an advisory basis an adjustment of the Managing Board agreements
with regard to the tax implications associated with the level of company car use.
The meetings and resolution of the Nomination Committee dealt with the selection, preliminary
deliberations, and nomination of candidates for the re-election of all shareholder representatives on
the Supervisory Board, who were proposed at the 2014 Annual General Meeting. The Nomination
Committee started the screening process for suitable candidates as early as at the end of 2013.
The intense assessment as well as the selection and nomination of candidates then took place in
its meetings held in February and March of the reporting year.

To our shareholders
1
There were no conflicts of interest of any Supervisory Board member when dealing with topics
within the Supervisory Board. Aside from the aforementioned research contract, there were no
consulting or other contracts for services or work between any member of the Supervisory Board

and the Group in the 2014 reporting year.
The statement of compliance in the reporting year was submitted by the Managing Board on
5February 2014 and by the Supervisory Board on 6 February 2014. The statement of compliance
for this year was submitted by the Managing Board on 9 February 2015 and by the Supervisory
Board on 10 February 2015. The complete text can be found in the section Statement of compli-
ance in accordance with 161 of the German Stock Company Act in the Corporate Governance
2
chapter on page 138. The statements are made permanently available to the shareholders on the
Groups website.
With regard to its future composition and that of the Managing Board, from now on the Super
visory Board will thoroughly comply with the guidelines of the German Corporate Governance Code
regarding the principles of diversity when appointing committees and leadership roles within the
Group. Regarding its own composition, it implements the diversity goals stipulated in the Code
with the following specific objectives: The composition of the Supervisory Board is an appropriate
reflection of the national and international alignment of HeidelbergCement as a leading building
materials manufacturer. The Supervisory Board comprises at least three members who have
been elected by the shareholders and who are independent members in line with point 5.4.2 of
the Code. Following the 2014 Annual General Meeting, the newly constituted Supervisory Board
3
shall comprise at least two women. The standard retirement age for members of the Supervisory
Board is 75 years. With these goals, the Supervisory Board aims to make a wide range of expertise
available to the Group and to have the broadest possible pool of candidates at its disposal for the

election of future Supervisory Board members.
The Supervisory Board and its Nomination Committee was guided by these criteria for its own
composition in the run-up to the re-election of all shareholder representatives at the Annual General
Meeting in May 2014. The Annual General Meeting elected or re-elected the proposed candidates
with a large majority. The Supervisory Board considers that its current formation corresponds to
its goals as well as those of the German Stock Company Act and the German Corporate Gover-
nance Code. The Supervisory Board also welcomes and supports the Managing Boards goal of
bringing the proportion of women in management positions in line with the proportion of women
4
employed within the Group by 2020. Thereby, the proportion of women in management positions
in Germany will more than double, from currently 7 % to 15 %.
As regards the remuneration structure for the members of the Managing Board for the 2014 financial
year, details on remuneration of the Managing Board are included in the Corporate Governance
chapter on page 144f. to avoid repetition. It also describes the Managing Board remuneration
system that came into force on 1 January 2011 and was adjusted with effect from 1 January 2014.
The Managing Board and Supervisory Board intend to propose to this years Annual General
Meeting that an adjustment is made to the remuneration system of the Supervisory Board. In this
adjustment, the Supervisory Board, supported by an independent expert, follows the trend in
the supervisory board remuneration systems of DAX companies of replacing the annual variable
5
remuneration element with a purely fixed remuneration. To avoid repetition, details can be found
in the Corporate Governance chapter on page 156f.
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1 To our
shareholders
In its meeting held in February 2015 and in line with the suggestions of the German Corporate
Governance Code, an internal training session took place for the members of the Supervisory
Board as in previous years. The Supervisory Board dealt with product innovations in the field of
building materials and the positioning of the Group in the development of alternative binders.
Further training courses are planned on a regular basis. The Supervisory Board has thus reaffirmed
its commitment to effective Corporate Governance in the Group.
Auditing and approval of annual financial statements and consolidated financial statements
Before the contract for the auditing of the annual financial statements of the Company and the
consolidated financial statements of the Group was awarded, the points of focus for the audit,
the content of the audit, and the costs were discussed in detail with the auditors, Ernst & Young
GmbH, Wirtschaftsprfungsgesellschaft, Stuttgart. In February 2015, the Managing Board informed
the Supervisory Board about the preliminary, unaudited key figures for the 2014 financial year
and provided a status report on the financial statements work. The annual financial statements
of HeidelbergCement AG and the consolidated financial statements as of 31 December 2014 as
well as the combined management report for the Company and the Group, as prepared by the
Managing Board, were examined by the independent auditors. The auditors gave the statements
the unqualified confirmation. The financial statements documents and auditors reports were sent
to the members of the Supervisory Board. At first, the Audit Committee dealt intensively with the
financial statements in the presence of the auditors. The auditors reported on the main results of
their audit. Then, the Supervisory Board discussed the financial statements in detail, once again
in the presence of the auditors. The Supervisory Board approved the audit results. It examined
the annual financial statements and consolidated financial statements, the combined management
report, as well as the Managing Boards proposal for the use of net profit shown in the balance
sheet. The results of the pre-audit conducted by the Audit Committee and the results of its own
audit correspond fully to the results of the official auditor. The Supervisory Board raised no
objections to the final results of this examination. The Supervisory Board has therefore approved
the annual financial statements and the consolidated financial statements. The annual financial
statements have thus been adopted.
The Supervisory Board approved the Managing Boards proposal for the use of net profit, including
the payout of a dividend of 0.75 per share (previous year: 0.60 per share).
Personnel matters and a note of thanks

The Annual General Meeting and employees elected or re-elected their representatives to the
Supervisory Board in 2014. One member representing the shareholders and one member r epresenting
the employees were newly elected to the Supervisory Board. Dr. Jrgen M. Schneider was elected
to the Supervisory Board as a shareholder representative. The former Chief Financial Officer of
Bilfinger Berger AG, and since 2010 Dean of the Business School of the University of Mannheim,
took over from Max Dietrich Kley, who did not stand for re-election upon reaching the standard
retirement age. Gabriele Kailing, Chairwoman of the DGB District of Hesse-Thuringia, was elected
by the employees. She succeeds Robert Feiger, who did not stand for re-election. The Supervisory
Board thanks Max Dietrich Kley and Robert Feiger for their committed and highly competent
involvement with the Supervisory Board. The Supervisory Board deems the reappointment of the
remaining ten members to be evidence of the strong trust placed in the work they carry out in the
interests of the Group. The Supervisory Board will do all that is required in the current period of
office to continue to justify this vote of confidence.

To our shareholders
1
The Managing Board is also characterised by continuity in its personnel: the Supervisory Board
adopted the extension and adjustment of the Managing Board agreements of Dr. Bernd Scheifele
(until 31 January 2020) and Dr. Lorenz Nger (until 30 September 2019), as well as the adjust-

ment of the economic conditions of the Managing Board agreements of Dr. Dominik von Achten
and Daniel Gauthier, thereby honouring their successful service to the Group for many years and
extending it for the coming years. The Supervisory Board also decided to amend the structure
of the Managing Board with the position of Deputy Chairman of the Managing Board. With
effect from 1 February 2015, Dr. Dominik von Achten has been appointed Deputy Chairman of
the Managing Board. This step also ensures continuity as well as a trusting and constructive
cooperation between the Supervisory Board and Managing Board.
2
In conclusion, the Supervisory Board would like to thank all employees of the Group once again
for their high level of commitment and their performance on behalf of the Group in the 2014
financial year.
For the Supervisory Board
Yours sincerely,
3

Fritz-Jrgen Heckmann
Chairman
5
Contents

1 To our
shareholders
Managing Board
Andreas Kern, Daniel Gauthier, Dr. Lorenz Nger, Dr. Bernd Scheifele (Chairman),
Dr. Dominik von Achten (Deputy Chairman), Dr. Albert Scheuer (from left to right)

To our shareholders
1

DR. BERND SCHEIFELE
Born in Freiburg (Germany), aged 56 years. Studies in law at the universities of Freiburg, Dijon
(France), and the University of Illinois (USA). Since 2005, Chairman of the Managing Board; in
charge of Strategy & Development, Communication & Investor Relations, Human Resources,
Legal, Compliance, and Internal Audit.
DR. DOMINIK VON ACHTEN

Born in Munich (Germany), aged 49 years. Studies in law and economics at the German universities
2
of Freiburg and Munich. Member of the Managing Board since 2007 and D eputy Chairman of the
Managing Board since 1February 2015; in charge of the North America Group area, Purchasing,
and worldwide coordination of the Competence Center Materials.
DANIEL GAUTHIER
Born in Charleroi (Belgium), aged 58 years. Studies in mining engineering at the Polytechnic
University of Mons (Belgium). Since 1982 at CBR, the Belgian subsidiary of HeidelbergCement.
Member of the Managing Board since 2000; in charge of the Group areas Western and Northern
Europe (without Germany), A
frica-Mediterranean Basin, and Group S
ervices, as well as Environ-
mental Sustainability.
ANDREAS KERN
3
Born in Neckarsteinach (Germany), aged 56 years. Studies in business administration at the
University of Mannheim (Germany). Since 1983 at HeidelbergCement. Member of the Managing
Board since 2000; in charge of the Eastern Europe-Central Asia Group area and Germany, Sales

and Marketing, as well as worldwide coordination of secondary cementitious materials.
DR. LORENZ NGER

Born in Ravensburg (Germany), aged 54 years. Studies in business administration at the German
universities of Regensburg and Mannheim and in Swansea (UK). Since 2004, member of the
Managing Board; in charge of Finance, Group Accounting, Controlling, Taxes, Insurance & Risk
Management, IT, Shared Service Center, and Logistics.
DR. ALBERT SCHEUER

4
Born in Alsfeld (Germany), aged 57 years. Studies in mechanical engineering/process t echnology
at the Clausthal University of Technology (Germany). Since 1992 at HeidelbergCement. Member
of the Managing Board since 2007; in charge of the Asia-Pacific Group area and worldwide
coordination of the Heidelberg Technology Center.
5
Contents

1 To our
shareholders
HeidelbergCement in the capital market
Overview
In Germany, the HeidelbergCement share is listed for trading on the Prime Standard segment of the
Frankfurt Stock Exchange and on the Regulated Market of the Stuttgart, Dsseldorf, and Munich
Stock Exchanges. The HeidelbergCement share is listed in the German benchmark index DAX,
making HeidelbergCement the only company in the construction and building materials industry
to be recognised as one of the 30 largest listed companies in Germany.
Our share ranks among the most important building materials shares in Europe. Besides the DAX,
it is also included in other indices, such as the FTSEurofirst 300 Economic Sector Index, the S&P
Global 1200 Index, and the Dow Jones Construction & Materials Titans 30 Index, which comprises
the 30 largest construction shares and second-tier construction shares in the world.
Development of the HeidelbergCement share
After closing at 55.15 at the end of 2013, the HeidelbergCement share had a good start to the
2014 stock market year. This was supported by continued low interest rates and abundant liquidity
levels on the capital markets, which was a result of the expansive monetary policy of the central
banks. Furthermore, construction activity increasingly gained speed in Europe thanks to mild
weather conditions. When our largest competitors Holcim and Lafarge announced on 4 April
2014 that they were holding advanced talks regarding a merger, this was viewed by the capital
market also as a positive signal for HeidelbergCement. The HeidelbergCement share reached its
annual peak at 66.66.
Until the middle of the year, the share experienced a sideways movement. The price of our share
declined from July onwards, as a result of geopolitical crises and weaker data relating to European
economic and construction activity. The long-awaited recovery in construction activity was slower
than anticipated. When weaker than forecast labour market data was reported from the USA, the
HeidelbergCement share reached its annual low of 49.68 on 16 October 2014.
Towards the end of the year, our share price recovered progressively; among other things due to
our good results in the third quarter, in which we outperformed our competitors. Moreover, the
stock markets received a boost at the end of the year when the European Central Bank decided
to further reduce the base rate and announced a bond purchase programme for 1 trillion. The
HeidelbergCement share closed at 58.81 at the end of 2014. This represented an increase of
6.6 % in 2014. At 2.7 %, the DAX recorded lower growth in comparison. The worldwide sector
index MSCI World Construction Materials Index even closed the year with a decrease of 4.0 %.
At the end of 2014, HeidelbergCements market capitalisation amounted to 11.1 billion, thereby
exceeding the previous years value of 10.3 billion.

To our shareholders
1
Development of the HeidelbergCement share (ISIN DE0006047004, WKN 604700)
2014

Year-end share price 2013 55.15
Highest share price 66.66
Lowest share price 49.68
Year-end share price 2014 58.81
Equity per share on 31 Dec. 2014 75.80
Market value on 31 Dec. 2014 ( 000s) 11,051,368
Change compared with 31 Dec. 2013
HeidelbergCement share +6.6 %
DAX +2.7 % 2
MSCI World Construction Materials Index -4.0 %
Performance of the HeidelbergCement share in 2014
70
65
60
3
55

50
45
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Development of the HeidelbergCement share compared to MSCI World Construction Materials Index and DAX in 2014
Index (Base: 31 December 2013 = 100)
130 4
120
110
100
90
80 5
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
HeidelbergCement share MSCI World Construction Materials Index DAX

Contents

1 To our
shareholders
Earnings per share
Earnings per share in accordance with IAS 33 for the 2014 financial year were 2.59 (previous
year: 3.93). For continuing operations, earnings per share amount to 3.54 (previous year: 3.27).
The calculation of the earnings per share in accordance with IAS 33 is shown in the following
table. To determine the average number of shares, additions are weighted in proportion to time.
Further comments are provided in the Notes under Note 14.
Earnings per share according to IAS 33
2013 1) 2014
Group share of profit in m 736.0 485.7
Number of shares in 000s (weighted average) 187,500 187,867
Earnings per share in 3.93 2.59
Net income from continuing operations in m attributable to the parent entity 613.3 664.6
Earnings per share in continuing operations 3.27 3.54
Net income / loss from discontinued operations in m attributable to the parent
entity 122.7 -178.9
Earnings per share in discontinued operations 0.65 -0.95
1) Amounts restated
Dividend
In view of the overall positive business development, the Managing Board and Supervisory
Board will propose to the Annual General Meeting on 7 May 2015 the distribution of a dividend
of 0.75 per HeidelbergCement share.
Dividend key figures
2010 2011 2012 20131) 2014

Dividend per share in 0.25 0.35 0.47 0.60 0.75 2)
Dividend yield 3) in % 0.5 0.9 0.8 1.0 1.3
Group share of profit in m 342.7 348.1 284.7 736.0 485.7
Dividends in m 46.9 65.6 88.1 112.5 140.9
Payout ratio in % 13.7 18.8 30.9 15.3 29.0
1) Amounts restated
2) To be proposed to the Annual General Meeting on 7 May 2015
3) Dividend per share/share price on the day of the Annual General Meeting; for the 2014 financial year: dividend per share/share price at the
end of the financial year
Shareholder structure and trading volume
A shareholder study conducted in November 2014 showed very few changes in the shareholder
structure of HeidelbergCement in comparison with the last study from October 2013. As in p
revious
years, we have worked to further improve our relations with investors. We were particularly
pleased that we could increase the proportion of institutional investors from Germany, France,
the United Kingdom, and Ireland. In contrast, the proportion of North American investors slightly
declined. In North America, a certain shifting from the West Coast to the Midwest and the South
was also evident.

To our shareholders
1
In November 2014, investors from Germany formed the largest investor group at 33 %, followed
by investors from North America at 25 %, the United Kingdom and Ireland at 16 %, as well as
continental Europe excluding Germany at 14 %.

As at 31 December 2014, the free float amounted to 74.66 %. According to information available
to us, Mr Ludwig Merckle holds 25.34 % of the shares.
On average, around 0.8 million HeidelbergCement shares were traded per day in Xetra trading
on the Frankfurt Stock Exchange in 2014. In the Equity Indices Ranking published by Deutsche
Brse, our share was in place 27 at the end of 2014 for the free float market capitalisation criterion
and in place 24 for order book turnover.
2
Geographical distribution of shareholders (as of November 2014)
Germany 33% 25% North America
16% United Kingdom
and Ireland
Rest of the world, private

investors, and unknown 12% 14% Continental Europe
(without Germany)

Shareholder structure
31 Dec. 2014
Ludwig Merckle, Ulm/Germany (5 December 2014) 25.34 %
Free float 74.66 %
Comprising:
Arnhold and S. Bleichroeder Holdings, Inc., New York/USA
(via First Eagle Investment Management, LLC, New York/USA) 1) (23 June 2011) 5,12 %
BlackRock, Inc., New York/USA 1) (25 September 2014) 4.10 %
1) Attribution in accordance with 22 of the German Securities Trading Law (Wertpapierhandelsgesetz) 4

In brackets: date on which percentage exceeded or fell below a reporting threshold
HeidelbergCement AG share capital

Share capital Number
000s of shares
1 January 2014 562,500 187,500,000

31 December 2014 563,749 187,916,477
5
Contents

1 To our
shareholders
Bonds and credit ratings
In the 2014 financial year, HeidelbergCement raised capital on the capital market at very f avourable
conditions by issuing two bonds under the 10 billion EMTN Programme. In March, we issued
a 500 million bond with a five-year term at a yield to maturity of 2.5 %. The second bond was
issued in August with an issue volume of US$75 million and a four-month term at a yield to
maturity of 0.616 %. The bonds are unsecured and rank pari passu with all other financial liabilities
of HeidelbergCement. Further information on our corporate bonds can be found in the Group
financial management section on page 81f.
HeidelbergCements credit quality is assessed by the internationally recognised rating agencies

Moodys Investors Service and Fitch Ratings. In the 2014 financial year, the credit ratings for our
Group remained stable. The ratings are Ba1/Not Prime/Outlook Stable from Moodys Investors
Service and BB+/B/Outlook Stable from Fitch Ratings. Further information on HeidelbergCements
rating and its development can be found in the Group financial management section on page 85.
Investor Relations
In 2014, our investor relations work mainly focused on fostering existing investor relations, as
well as attracting new, long-term investors. These activities focussed on making contact with
previously uninvolved investors in North America. By directly addressing institutional investors
through road shows and conferences, particularly in the financial centres of Germany, the USA,
the United Kingdom, and continental Europe, we succeeded in diversifying the shareholder base
further and attracting long-term investors as shareholders.
In July 2014, 33 analysts and investors responded to our invitation to attend a presentation,
discussion forum, and subsequent cement plant visit in Cupertino, California. At this event, the
Chairman of the Managing Board, the Chief Financial Officer, and the member of the Managing
Board responsible for the North America Group area, as well as the Managing Directors for North
America and the West Region presented information about market development, strategy, operational
development, financial management, and the aggregates business line. The presentations shown
during this event and at other conferences and visits are available on the internet, provided they
contain significant changes compared with previous presentations. The Investor Relations team
supported reporting on HeidelbergCement by regular discussions with analysts. The number of
analysts regularly reporting on HeidelbergCement has with 39 remained the same since the
publication of the last Annual Report.
In 2014, Institutional Investor Magazine conducted a survey that questioned over 830 portfolio
managers and more than 1,200 analysts about the best investor relations work in Europe. In the
construction sector, HeidelbergCement was awarded first place. The Investor Relations team
consistently gathered and evaluated feedback from investors following visits and conferences
in order to continually improve the quality and effectiveness of our investor relations work. The
results were incorporated into the ongoing development of our investor relations work, with the
aim of successfully continuing open dialogue and transparent communication with the capital
market and further strengthening trust in our Group and our share.

To our shareholders
1
Contact us
HeidelbergCement AG

Group Communication & Investor Relations
Berliner Strasse 6
69120 Heidelberg
Germany
Phone:
Director Group Communication & IR (Andreas Schaller): +49(0)6221481-13249

2
Head of Investor Relations Institutional investors

USA and United Kingdom (Ozan Kacar): +49(0)6221481-13925
Institutional investors EU and rest of the world

(Steffen Schebesta, CFA): +49(0)6221481-39568
Private investors (Gnter Wesch): +49(0)6221481-13256
Fax: +49(0)6221481-13217
E-mail:ir-info@heidelbergcement.com
3

4
5
Contents

2
of HeidelbergCement Group

To our shareholders
1

2
42 Fundamentals of the Group

42 Business model
44 Strategy and targets
45 Internal management control system and indicators
47 Research and technology
52 2014 economic report
52 Economic environment
55 Relevant changes in reporting
55 Development of sales volumes
56 Earnings position
3
59 Non-financial key performance indicators
59 Business trend in the Group areas
75 Discontinued operations

76 Statement of cash flows
77 Investments
81 Group financial management
86 Results of operations, asset positions, and financial performance
of HeidelbergCement AG
88 Evaluation of the economic situation by Group management
89 Comparison of the business trend with the previous years forecasts
4
90 Additional statements
95 Sustainability
96 Employees and society

103 Environmental responsibility
107 Procurement
108 Outlook
5
116 Risk and opportunity report
136 Corporate Governance
Due to rounding, numbers presented in the Annual Report may not add up precisely to the totals provided.
Contents

2 Combined management
report
Fundamentals of the Group
Business model
HeidelbergCement is one of the worlds largest building materials companies and operates on five
continents. Our products are used for the construction of houses, infrastructure, and commercial
and industrial facilities, thus meeting the demands of a growing world population for housing,
mobility, and economic development.
Products
Our core activities include the production and distribution of cement and aggregates, the two essential
raw materials for the manufacture of concrete. Our product range is substantially c omplemented
by downstream ready-mixed concrete and asphalt activities. Furthermore, HeidelbergCement
offers services such as worldwide trading in cement and coal by sea.
Our core products cement and aggregates (sand, gravel, and crushed rock) are generally homo
geneous bulk goods. Their product characteristics are standardised in order to ensure the required
stability, reliability, and processability in the application.
Cements are classified according to their early and final strength as well as their composition. In
addition to cements that consist of 100 % clinker, there are so-called composite cements, in which
a portion of the clinker is replaced by alternative raw materials, such as fly ash, ground slag, or
limestone. As the production of clinker is energy-intensive and releases large amounts of CO2,
the use of alternative raw materials can conserve natural resources and reduce CO2 emissions.
Cement is used as a binder mainly in concrete production.
Aggregates are classified according to their particle size and consistency. They are the main
component in the production of concrete and asphalt, but are also used as base courses in the
construction of infrastructure, such as roads.
Concrete is a mixture of aggregates (about 80 %), cement (about 12 %), and water. After water,
concrete is the most commonly used substance on our planet. Concrete is usually delivered to
the building site by ready-mix trucks and is poured locally into forms. Moreover, concrete is also
used for the production of precast concrete parts, such as stairs, ceiling elements, or structural
components.
Asphalt is a mixture of aggregates (about 95 %) and bitumen, and is generally used as a top layer
in road construction.
In 2014, HeidelbergCement sold 81.8 million tonnes (previous year: 78.1) of cement, 243.6 million
tonnes (previous year: 230.6) of aggregates, 36.6 million cubic metres (previous year: 34.9) of
ready-mixed concrete, and 9.3 million tonnes (previous year: 8.4) of asphalt.
Locations and sales markets

Due to the heavy weight of cement and aggregates compared with their price, production is usually
located in close proximity to the sales markets. The cement transportation radius by road normally
does not exceed 200 km. The delivery radius for aggregates and ready-mixed concrete by road is
less than 100 km. Consequently, we have local production sites in the more than 40 countries in

Fundamentals of the Group Environmental responsibility
2014 economic report Procurement
Additional statements Outlook
To our shareholders
Sustainability Risk and opportunity report
Employees and society
which we offer building materials. We currently operate 87 cement plants (plus 15 as part of joint
ventures), more than 600 quarries and aggregate pits, and well over 1,000 ready-mixed concrete
production sites worldwide. In total, the Group employs 44,909 people at around 2,300 locations

(plus over 100 of joint ventures) on five continents.
Organisational structure
HeidelbergCement is divided into five geographical Group areas: Western and Northern Europe,
Eastern Europe-Central Asia, North America, Asia-Pacific, and Africa-Mediterranean Basin (see
organisation chart for breakdown of countries). Our global trading activities, especially the trading
of cement, clinker, and fuels, are pooled together in the sixth Group area Group Services.
2
Within the geographical Group areas, we have divided our activities into four business lines.
Following the sale of the building products business in North America and the United Kingdom
at the end of 2014, we altered this division slightly. The business lines of our core activities
cement and aggregates remain unchanged. Here we report on the essential raw materials that are
required for the manufacture of downstream ready-mixed concrete and asphalt activities, which
are combined in the third business line. The fourth business line, service-joint ventures-other,
primarily covers the activities of our joint ventures. It also includes the building products that are
still manufactured in a few countries.
Organisational structure of the Group areas and business lines
Africa-

Western and Eastern Europe- North Group
Asia-Pacific Mediterranean
Northern Europe Central Asia America Services
Basin
Belgium Bosnia- USA Bangladesh Benin

Denmark Herzegovina Canada Brunei Burkina Faso
Estonia Croatia China DR Congo
Germany 1) Czech Republic India Ghana
Iceland Georgia Indonesia Liberia
Latvia Hungary Malaysia Sierra Leone
Lithuania Kazakhstan Singapore Tanzania
Netherlands Poland Togo
Norway Romania Australia
Sweden Russia Israel 4
United Kingdom Slovakia Spain
Ukraine Turkey
- Cement - Cement - Cement - Cement - Cement

- Aggregates - Aggregates - Aggregates - Aggregates - Aggregates

- Ready-mixed - Ready-mixed - Ready-mixed - Ready-mixed - Ready-mixed
concrete-asphalt concrete-asphalt concrete-asphalt concrete-asphalt concrete-asphalt
- Service- - Service- - Service- - Service- - Service-
joint ventures- joint ventures- joint ventures- joint ventures- joint ventures-
other other other other other
1) Germany, as a mature market, is reported on as part of the Western and Northern Europe Group area. For management reasons, however,
the country belongs to the area of responsibility of the same Managing Board member who is in charge of Eastern Europe-Central Asia. 5
Contents

report
Business processes
HeidelbergCement operates as a fully integrated building materials company. Key business
processes include the extraction of raw materials, the production of building materials, as well as
their marketing and distribution to the customers. Operating activities are supported by central
competence centers for technology as well as by shared service centers in individual countries and
regions. Operating business processes include the geological exploration of raw material deposits,
the purchase or lease of the land where the deposits are located, obtaining mining concessions
and environmental certifications, the construction of manufacturing facilities in cooperation with
external service providers, as well as the actual production of building materials, including the
extraction of raw materials and the maintenance of facilities.
External factors of influence

The most significant external factors influencing the economic development of the HeidelbergCement
Group are weather conditions, economic and population growth, as well as the development of
the regulatory environment and the competition in the markets in which we operate.
Strategy and targets
The target of HeidelbergCement is to increase the value of the Group in the long term through
sustainable and result-oriented growth. We want to continue to provide our customers with superior
quality and innovative products at competitive prices, open up prospects for our shareholders, and
offer all of our employees safe and attractive jobs. We incorporate economic, ecological, and social
targets in our business strategy by the measures we take to protect the climate and biodiversity,
as well as the social responsibility we assume at all locations worldwide.
Dual growth strategy

Cement and aggregates form the basis of our dual resource and growth strategy. In cement, the
focus is on growth markets. As more and more countries industrialise, we are working to secure
raw materials resources and increase diversification in the aggregates business, as well as con-
centrating on vertical integration through investments in ready-mixed concrete in mature markets.
The focus is on growth pockets characterised by higher rates of expansion than their surrounding
regions. The expansion can be achieved organically, through partnerships, or acquisitions.
In the 2014 financial year, we continued to focus our investments on cement in the growth markets.
Our goal is to increase the proportion of cement capacities in these markets to more than 67 % in
the medium term. In the interests of capital efficiency, priority will thus be given to the expansion
of existing facilities over the building or acquisition of new capacities. In 2014, we raised our
cement capacities at existing locations in Indonesia and Africa, and additionally three new plants
started production in Togo, Burkina Faso, and Kazakhstan. At the end of the year, the proportion
of our cement capacity in the growth markets including joint ventures amounted to around 64 %.
Cost leadership
In a market with largely standardised products, cost leadership is a key factor for success. In
addition to our consistent focus on cost cutting programmes, emphasis is placed on continual
improvement of operational performance at individual production sites. We engage in intensive
benchmarking both internally and in relation to competitors, in order to identify optimisation

To our shareholders
potentials. When it comes to investment, we also aim to keep costs as low as possible through a
combination of HeidelbergCements engineering and low-cost suppliers worldwide for machines,
equipment, and services.

Performance culture and local responsibility
An excellent management team and dedicated, qualified employees are the source of our business
success. As a company with a focus on performance and results, we greatly value the compe-
tence of our employees and management. The focus is on comprehensive efficiency and clear
customer-orientation. HeidelbergCement pursues an integrated management approach, the success
of which is based on a balance between local operational responsibility, Group-wide standards,
and global leadership. Our local operations are key for the success of our business. Local man-
2
agement bears full responsibility for production, market, and management development, with
the aim of market and cost leadership. They are supported by nationwide shared service centers,
which handle administration for all business lines on the basis of a standardised IT infrastructure.
In order to ensure transparency, efficiency, and rapid implementation of measures throughout the
Group, HeidelbergCement has standardised all important management processes. Group-wide,
uniform key performance indicators (KPIs) facilitate direct comparability and provide a foundation
for continual benchmarking.
Sustainability
We build our long-term success on sustainable business practices. This includes securing access
to raw materials reserves with adequate lifetimes and introducing innovative production processes.
Alongside the use of alternative raw materials and fuels, and the development of new products,
3
this leads to emission reductions and conservation-oriented handling of our raw materials base.
HeidelbergCement is also active in the promotion of biodiversity at its extraction sites, through
targeted implementation of biodiversity management plans, partnerships with international and

national environmental organisations, as well as organising the international Quarry Life Award
competition.
Financing strategy
For information on financial management-related targets and policies, please refer to the section
Group financial management on page 81f.
Internal management control system and indicators

4
Components and functionality of the control system

The internal management control system at HeidelbergCement is based primarily on annual
operational planning, ongoing management accounting and control, quarterly management meet-
ings, central coordination of investment processes, as well as regular Managing Board meetings
and reporting to the Supervisory Board.
Annual planning takes the form of top-down/bottom-up planning, under which the Managing
Board first defines a top-down budget on the basis of macroeconomic analyses, its assessment of
market conditions and cost targets. From this, specific targets are derived for individual operat-
ing units, which are used as the basis of detailed planning for the individual units and setting of
targets with local management. The individual operational plans created by the operating units
5
are then consolidated centrally to create the Group-wide plan.
Contents

report
Ongoing management accounting and control of the company is carried out using a c omprehensive
system of standardised reports on the Groups net assets, financial performance, and results
of o
perations. The indicators used for this purpose are determined and presented uniformly
throughout the Group. Reports on financial status, selected sales volumes and production overviews
are prepared weekly. Reports on results of operations and a detailed cash flow report are prepared
monthly in order to monitor cash flow. Detailed reports on the assets positions are submitted
at the end of each quarter. Internal quarterly reporting includes a detailed tax reporting. At the
quarterly management meetings, the Managing Board and country managers discuss business
developments, including target achievement, along with the outlook for the relevant year and any
measures that need to be taken.
Central departments in the areas of strategy, finance, and technology follow a formalised process
to review and assess all major investments and acquisitions. This ensures comparability between
different projects and consistent high quality in investment decision making. Investments in
expansion are assessed using a discounted cash flow (DCF) model. The standard is that investment
projects must generate at least enough income to cover their weighted average cost of capital
(WACC). This long-term approach to investment returns is supported by simulated calculations
that show the impact of an investment on the consolidated income statement, statement of cash
flows, balance sheet, and taxes over a period of five years.
The financial analysis is complemented by a strategic analysis of the planned investments. Here, the
strategic value of an investment is determined taking into account the expected market position,
growth potential, synergies with other Group units, and the risk structure. The overall result of
these analyses is the criterion by which the Managing Board makes its investment decisions.
Financial targets and management indicators
Earnings, capital expenditure, and return on capital

The most important short-term indicator of the companys earnings strength is operating income,
which is determined in detail and analysed for all operating units. The decisive indicator at Group
level are earnings before interest and taxes (EBIT) and Group share of profit. The financial and
assets positions of the operating units are monitored short-term primarily via the amount of work-
ing capital and investment. Fixed targets are agreed with all operating units for each indicator.
Strategic management and capital allocation are based on return on invested capital (ROIC), which
is defined as the ratio of earnings before interest but after tax to the sum of shareholders equity
and interest-bearing liabilities. At operating level, the company uses return on capital employed
(ROCE) for capital allocation. ROCE is calculated as the ratio of EBIT to invested capital. Taxes
and goodwill are not taken into account for calculation. These are strategic-level indicators, and
are therefore taken into account for determination of ROIC.
The target is generation of ROIC at least equivalent to weighted av erage cost of capital (WACC).
HeidelbergCements weighted WACC totalled 6.9 % at the end of the reporting year. Please see
page 80f., for more information on capital efficiency.

To our shareholders
Financing structure
HeidelbergCement is determined to achieve an investment grade rating to ensure that we retain our
high financial stability as a company that is sensitive to business cycles. Furthermore, investment

grade rating facilitates access to attractive and cost-effective funding opportunities and makes
our share more attractive for an even broader circle of investors. To achieve this goal, we are
focussing on the financial indicators most watched by rating agencies. An important indicator
is the dynamic gearing ratio, i.e. the ratio of net debt to operating income before depreciation
(OIBD). By the end of 2014, we achieved a ratio of 3.0x, as compared to 3.3x at the end of 2013.
Our objective is a ratio below 2.8x.
Non-financial targets and sustainable key-performance indicators

2
Operational health and safety generally plays a major role in the production of building materials
and, in addition, emissions in cement production especially. Therefore, essential key-performance
indicators include parameters, such as accident frequency rate, accident severity rate, and fatality
rate, as well as CO2 emissions and the use of alternative fuels. Information on these non-finan-
cial key-performance indicators is available in the chapters 2014 economic report on page 59,
Occupational health and safety on page 101f., and Environmental responsibility on page 103f.
Lead indicators
HeidelbergCements core business is in standardised mass products that are generally ordered at
short notice. For the most part, suppliers of such products are interchangeable from a customer
standpoint. Moreover, the volume of construction activity and thus sales volumes of building
materials are dependent on local weather conditions in the respective markets. Given this market
3
constellation, no reliable lead indicators are definable for business forecasting. However, selected
statistical data and industry association forecasts can be utilised to gauge the business outlook at
country level. In mature markets, for instance, figures on building permits or infrastructure budgets

serve as important sources of information. In emerging markets, data on population growth and
GDP growth forecasts are frequently used indicators.
Research and technology
The targets of HeidelbergCements research and development activities are to generate added value
for customers and the Group through innovative products as well as through process improve-
ments and new formulations, whilst minimising the use of energy, CO2 emissions, and hence costs.
4
Our research and development activities

The innovation work at HeidelbergCement can essentially be divided into four areas of focus:
Products and applications: Our research and development activities are geared strongly t owards
the market and our customers. The main priority is the development and improvement of
binders and concretes with optimised properties and innovative functionalities. However, our
work does not end with the product; it also involves providing our customers with a competent,
professional technical service on the application and optimisation of their products.
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Production: The focus lies on the continuous improvement of processes and cost structures.
This includes the cost-efficient replacement of fossil fuels and natural raw materials with alter-
native fuels and raw materials as well as reducing energy requirements in production. These
goals were pursued until the end of 2013 as part of the Group-wide Operational Excellence
initiative, and potential was systematically and very successfully exploited in the cement plants.
With the Continuous Improvement Program that started in 2014, we intend to not only retain
but further improve our achievements. In the aggregates business line, the CLIMB project,
which was also completed in 2013, reached a similar level of success: throughput was increased,
downtimes reduced, and efficiency in the use of energy and working hours systematically
improved. The extraction of raw materials was optimised by maximising the manufacture of
high-value products and minimising that of products that are hard to sell. The objectives of the
follow-up programme CLIMB Commercial include further operational improvements.
Optimisation across production lines: We are building up our vertical integration and are
generating benefits through the jointly coordinated optimisation of products and production
processes in the aggregates and concrete business lines as well as the cement and concrete
business lines. For example, if the sand production in an aggregates plant and the formulation
for concrete in a ready-mixed concrete plant are changed so that the raw material deposits
are better exploited while maintaining or even improving the quality of the concrete, this has
positive financial effects that benefit the environment at the same time.
Development of cements and concretes with improved CO2 balance: The main emphasis here
is to further develop composite cements with less clinker even beyond the limits of todays
existing standards. Reducing the proportion of clinker is the most important lever when it
comes to minimising energy consumption and CO2 emissions, and in preserving natural raw
materials. Finally, we are also researching entirely new kinds of binder systems that dispense
with the use of clinker altogether. These innovative alternative products are only in the early
stages of research and it will take several years until they are ready for the market and for wide
deployment.
Organisation and fields of activities in the area of research and technology

Our global competence center Heidelberg Technology Center Global (HTC Global) pools the
knowledge and expertise in our Group and makes it available to the operational units quickly and
comprehensively. With its numerous international employees, HTC Global is subdivided into five
areas: Research & Development, Engineering, Geology & Raw Materials, Benchmarking &Training,
and Mining. The Group-wide activities in the area of research and technology are divided into
the following tasks.
Central research and development

We have concentrated the Group-wide research and development activities in the cement, concrete,
and aggregates business lines at HTC Global. To match the high importance of the development
of CO2-minimised products, we reinforced this area even more, both financially and in terms of
personnel, in recent years. The individual projects are defined and carried out in close coordination
with the operating companies. This close collaboration from the very start of the project facilitates
the efficient implementation of the development results and a quick market launch.

To our shareholders
Technology and innovation

Technical centers support our national companies in the Group areas. In the cement business
line these are the Heidelberg Technology Centers (HTC) with two locations in Europe, which also

support the Mediterranean Basin, Africa, and Central Asia, one location in North America, and
one in Asia with offices in China, India, and Indonesia. They support our cement plants with all
technical issues, from securing raw materials and operational optimisations to process control and
quality assurance. With investment projects, HTC locations are involved in project management
up until a new installation or plant is commissioned or optimisation measures have been finished.
Similarly, the technical centers of the Competence Center Materials (CCM) support our Group
companies in the aggregates, ready-mixed concrete, and asphalt business areas. The close dialogue
between HTC, CCM, and our plants ensures efficient implementation of potential optimisations
2
and a continuous improvement process.
Customer-related development and technical service

Our close proximity to the market requires intensive customer-oriented development and tech-
nical service, which is also reflected in high financial expenditure (see the following table). The
relevant departments and employees, which are integrated directly into the organisation of the
respective national companies, develop and optimise the cements and concretes that are tailored
to the local needs, often in close cooperation with the customers.
Expenditure for research and technology

Total expenditure for research and technology amounted to 103.2 million in the reporting year
(previous year: 103.9), corresponding to 0.8 % of revenue. Personnel costs accounted for around
3
three quarters of the total expenses. The following table shows a breakdown of expenses for the
last five years for each of the three fields of activities mentioned above.

Expenditure for research and technology
m 2010 2011 2012 2013 2014

Central research and development 1) 4.9 6.6 7.3 7.8 8.5
Technology and innovation 32.2 37.1 46.4 49.3 48.3
Customer-related development and technical service 30.5 35.2 38.1 46.8 46.5
Total 67.6 78.9 91.8 103.9 103.2
1) Including capitalised expenses
The structure of the expenditure for research and technology corresponds to the organisational
breakdown: Expenses for the development of basic technologies are allocated to the Central research
and development section, expenses for process innovations can be found in the Technology and
innovation section, while the third section of the table contains the expenses for the optimisation
of products and applications according to the wishes of our customers.
The development projects that were capitalised as investments include, amongst others, our
innovative special products CemFlow and TioCem as well as new composite cements. In 2014,
capitalised development costs totalled 2.1 million, which corresponds to around 2.1 % of total
expenditure for research and technology. Because this figure is low, we have not presented it
separately or shown further key figures.
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Employees in research and technology

In the 2014 financial year, a total of 859 people (previous year: 935) were employed in research
and technology. The personnel breakdown and development over the last five years is shown in
the following table.
Employees in research and technology
2010 2011 2012 2013 2014

Central research and development 42 54 54 56 60
Technology and innovation 262 283 341 329 308
Customer-related development and technical service 366 413 454 550 491
Total 670 750 849 935 859
The high importance of customer-related development and technical service as well as technology
and innovation is reflected not only in the costs but also in the number of employees.
Our employees high level of expertise in research and technology is a key competitive factor and
the qualification requirements are correspondingly high. 67 % of the employees in our technical
competence centers have a university degree and more than 8 % have a PhD (see the following
graph). Intensive on-going training and a systematic exchange of knowledge in expert networks
across the Group ensure a high level of qualification.
Qualification profile of our employees in research and technology
8.1% PhD degree
University degree 67.0% 14.6% Master craftsman/

technician
10.3% Professional training
Research cooperations
Close cooperations with institutes and universities at both a local and global level complement our
own research and development activities. At a global level, we refer in particular to our participa
tion in Nanocem, the worlds most important research network in the cement sector. The network
includes cement and admixture companies as well as 24 leading universities in Europe, who all
work together to carry out fundamental research, which is supported by public funding.
In terms of product development, we prefer bilateral cooperations with individual universities in

order to complement our own expertise in a targeted way. In some cases, cooperation projects
with universities are supported by government funding. Compared with total expenditure, the
funding ratio is marginal; therefore, we do not record it centrally. Total expenditure for contract
research is considerably less than 1 million for the year and is therefore not shown separately;

To our shareholders
these expenses are included in the Central research and development section in the table on
page49. Aside from the research cooperations mentioned above, we did not acquire any research
and development expertise in 2014.

Major projects and research and development results
Improving cost efficiency and tied-up capital

Following a successful pilot phase in spring 2014, the Managing Board decided to implement the
new Continuous Improvement Program (CIP) with a focus on the cement plants of our Group. The
objective of CIP is not only to sustainably secure the achievements of predecessor programmes,
such as Operational Excellence (OPEX), Maintenance Improvement, and Group Spare Parts,
2
but also combine them in a new management approach. This enables us to tap into improvement
potential at all organisational levels. By the end of 2014 we already implemented CIP in around
one third of our cement plants. First very good results have already been achieved. In 2015, a
further 27 cement plants will follow.
In the aggregates business line, our CLIMB Commercial programme completed its second year. It
represents the follow-up programme to the CLIMB project, which was successfully completed in
2013. The focus of CLIMB Commercial is on the optimisation of product, pricing, and c ustomer
strategy, while advancing further operational improvements at the same time. The three-year
programme is expected to improve the profit margin by 120 million, of which 75million was
already achieved in 2014, demonstrating our strong increase in performance in the aggregates
business line. Owing to these optimisation measures, HeidelbergCement is on its way to becoming
3
the most profitable manufacturer of aggregates in the world.
The increase in cost efficiency achieved via these programmes is even more significant because

all the measures taken are sustainable and represent a major competitive advantage in the long
term. These programmes, along with their precisely tailored training courses, also offer our globally
active employees good opportunities for further development.
Cements with lower proportions of clinker

We have made further progress in the development of cements with less clinker, thereby achieving
a reduction in both CO2 emissions and costs. Belgium, the Netherlands, and Poland are countries
in which a large portion of clinker has already been replaced by blast furnace slag and fly ash.
We made also good progress in the development of cements with less clinker in several African
4
countries and in Indonesia. In addition, we were able to further optimise costs and increase flexi
bility in production in the reporting year. In Romania, we introduced a new composite cement
based on limestone onto the market, thereby reducing our dependence on blast furnace slag. In
the United Kingdom, we have started to manufacture cement containing blast furnace slag for
the packed products operating line.
Development of alternative clinker

With the discovery of a new reactive clinker phase, we have established the basis for an alternative
clinker technology. Based on an altered chemical composition and low burning temperatures, CO2
output is 30 % lower in comparison with conventional clinker and energy consumption is reduced
by around 10 % to 15 %. The basic technology is protected by various patent applications. In 2014,
we successfully completed the first research study and determined the structure for a multi-annual
5
development programme. This will be substantially supported by the EU-funded ECOBINDERS
project. We thus intend to prepare the ground for future product standardisation.
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Preservation of resources, recycling, and CO2 capture

Our subsidiaries in Benelux, HTC, and external partners are cooperating in the intensive search
for new recycling concepts for concrete. The aim of the EU-funded project is to be able to re-use
demolition concrete at 100 % with the aid of innovative processing technology. Of great importance
in this context is the use of recycled fine materials, such as in cement production.
In the reporting year, we continued the global cement industrys first pilot project to capture CO2
from combustion exhaust gases at our Brevik plant in Norway. This project is mainly funded by
the Norwegian government and is carried out in cooperation with the European Cement Research
Academy. HeidelbergCement thus plays a leading role in the development of environmentally
friendly technologies of the future.
Innovative binders and concretes

The self-levelling floor finish Cemflow has become firmly established on the German market as
a high-quality product. Cemflow has proved its performance not only in residential construction,
but especially in commercial construction. Cemflow has also been successfully introduced in the
Czech Republic, Poland, and Canada. In order to keep up with the strongly growing demand in
Eastern Europe, we will set up a new mixing facility in the Czech Republic.
The PowerCrete product, which was developed in Germany, was used for the first time in Spain.
The concrete containing a special cement enables greatly improved thermal conductivity. It is
therefore ideal for the installation of high-voltage power lines, because it ensures improved heat
dissipation and lower performance loss in the cables.
With the introduction of Colorcrete we are enabling the manufacture of ready-mixed concrete
in a wide range of colours in the United Kingdom. In this way, we are following the successful
example of Imagecrete in Australia and the general trend towards ever more high-quality concrete
applications in the field of architecture.
2014 economic report

Economic environment
General economic conditions

Contrary to the expectations at the beginning of the year, global economic growth did not a
ccelerate
in 2014, but remained at the previous years level. While economic growth in the USA was better
than anticipated and the number of new jobs rose significantly, forecasts for the euro zone and most
emerging countries had to be revised downwards during the course of the year. Growth in China
continued to weaken, as did investments in Russia and in emerging countries. In India, however,
economic growth increased slightly compared with the previous year, following the change of
government. Gross domestic product in Germany rose by 1.6 %, thereby exceeding that of the
euro zone, where economic output increased in contrast to the previous year, but only by 0.8 %.
Together with population growth and gross domestic product per capita, economic growth is
one of the most important indicators for measuring the development of construction activity and
the demand for building materials. The increase in demand for cement in emerging countries is
roughly in line with economic growth. During infrastructure expansion phases, however, it can
also be exceeded several times.

To our shareholders
As expected, the US Federal Reserve completely discontinued its purchase of bonds due to the
sustained improvement of the labour market. In contrast, the European Central Bank continued
its expansionary policy in 2014 and recently announced a bond purchase programme of over

1trillion in order to further stabilise the markets. This step progressively led to a weakening
of the euro against other currencies in the second half of the year. In the United Kingdom, the
positive economic momentum continued. The Bank of England has nonetheless kept interest rates
low. According to the IMF, the global economy grew by 3.3 % in 2014 compared with 3.3 % in
the previous year.
Real GDP growth rate in major Group countries
in % 2013 2014 1) in % 2013 2014 1) 2

Western and Northern Europe North America
Belgium 0.3 1.0 Canada 2.0 2.5
Germany 0.1 1.6 USA 2.2 2.4
Netherlands -0.7 0.8 Asia-Pacific
Norway 0.8 2.2 Australia 2.1 2.5
Sweden 1.3 2.1 China 7.7 7.4
UK 1.7 2.6 India 5.1 6.9
Eastern Europe-Central Asia Indonesia 5.6 5.0
Czech Republic -0.7 2.0 Malaysia 4.7 6.0
Hungary 1.1 3.4 Africa-Mediterranean Basin
Kazakhstan 6.0 3.9 DR Congo 2) 6.2 n/a
Poland 1.6 3.3 Ghana 2) 7.9 n/a 3
Romania 3.5 2.5 Tanzania 2) 7.0 n/a
Russia 1.3 0.6 Togo 2) 5.5 n/a

Ukraine 0.2 -7.5 Israel 3.2 2.4
Spain -1.2 1.4
Turkey 4.1 2.7
1) 2014 values are based on estimations and forecasts.

Source: Deutsche Bank Research and 2) CIA World Factbook Estimates
As a result of weakening economic growth in emerging countries, the prices of many raw materials
continued to fall in 2014. The prices of fuels such as coal also experienced a further decline. The
4
growing availability of shale oil, especially in North America, and the sustained high oil production
of the OPEC also led to a major decrease in the price of oil in the second half of the year.
Industry-specific conditions
Besides the country-specific investment climate for residential, commercial, and infrastructure
construction, industry-specific conditions also include local weather conditions, developments in
the competitive situation, and the regulatory environment.
The construction industry developed more positively in 2014 than in the previous year. In North
America, construction activity continued its upward trend, driven by new housing construction
and increasingly by commercial construction. In the United Kingdom, construction activity also
rose thanks to the sustained positive development of residential and infrastructure construction. In
5
Northern Europe, the favourable trend of the last few years continued, apart from a slight decline
in Norway. The construction industry in Germany benefited from a healthy economic development.
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Construction activity also rose in the remaining European countries apart from Southern Europe
and France driven by an emerging economic recovery and the mild winter weather at the start
of the year. In the countries of Asia and Africa, south of the Sahara, the dynamic growth in con-
struction activity persisted, but slowed down to some degree in comparison with the previous year.
According to the American cement association PCA, construction activity in the USA increased by
1.6 % in 2014. While new housing construction rose by 7.8 % and non-residential construction
by 7.9 %, public construction decreased by 1.1 %. Cement consumption increased by 8.8 %.
According to its projection from December 2014, the European market research network
Euroconstruct expects a clear bifurcation of construction activity in Europe for 2014. In the coun-
tries of Southern Europe and France, which are affected by the bursting of the housing bubble or
the debt crisis, another partly significant decline in construction activity is anticipated. An end of
the decline in the construction industry is expected in other countries, such as Belgium, Ireland,
and the Netherlands. In 2014, a slight increase in cement consumption of 0.4 % is projected for
Belgium, and growth of 1.0 % for the Netherlands. Construction activity in the Eastern European
countries is also forecast to have grown again in 2014, particularly in Hungary by 14.3 % and
Poland by 4.9 %. In Norway and Sweden, a rise of 2.1 % and 5.3 %, respectively, is expected for
2014. The United Kingdom is anticipating an upswing in construction activity thanks to the con-
siderable recovery in residential construction. Construction activity in Germany rose again in 2014,
thanks to sustained strong demand from residential construction. At 2.2 %, cement c onsumption
exceeded the previous years level.
Asia experienced a further increase in cement consumption as a result of the continued e

conomic
growth. In Indonesia, however, the rise in cement demand slowed down to 3.3 % due to the
presidential elections. In India, cement consumption continued to be adversely affected by the
governments ongoing restraint with regard to infrastructure projects and by high interest rates.
In Central Asia, the commodity-producing countries Russia and Kazakhstan benefited from their
respective governments infrastructure projects.
Sustained positive demand has increased the level of global competition in 2014, particularly in
the emerging countries of Africa and Asia. Local as well as regional companies have announced
the expansion of cement capacities. Furthermore, increasing import volumes put pressure on
local prices to some extent.
Weather conditions also play a major role, as construction activities are considerably restricted
or even suspended altogether when temperatures fall well below freezing, during snow, or heavy
rainfalls. In 2014, the mild winter weather in Europe in the first quarter led to a significant increase
in sales volumes in all business lines. In North America, the sales volumes of building materials
were affected by the cold and snowy winter, but still remained at virtually the same level of the
previous year.
The EU Emissions Trading Scheme (ETS) is just one of the regulatory conditions that exercise an
influence on the results of building materials producers. Owing to the persistent weak economic
development in Europe, the price of emission rights remained well below 10 per tonne of CO2.
As in 2013, HeidelbergCement decided not to sell its surplus emission rights on account of the
low price, but has kept them for future use.

To our shareholders
Relevant changes in reporting
Since the start of the 2014 financial year, HeidelbergCement has applied the new IFRS standards

10 and 11. According to the new rules, proportionate consolidation is abolished for joint ventures.
Instead, they are to be accounted for using the equity method. As a result, the individual assets
and liabilities as well as income and expenses of joint ventures will no longer be shown propor-
tionately in the relevant balance sheet or income statement items, but will only be reported in a
separate line using the equity method: the carrying amount in the balance sheet and the result
from joint ventures in the income statement. Among the joint ventures of HeidelbergCement are
important operations in Turkey, China (including Hong Kong), Hungary, Bosnia-Herzegovina, the
USA (Texas Lehigh Cement Company), and Australia (Cement Australia) which had previously
2
made a significant contribution to operating income. In order to continue with a comprehensive
presentation of the operational performance of HeidelbergCement, the result from joint ventures
is included in operating income before depreciation (OIBD).
At the end of December 2014, we signed an agreement with the financial investor Lone Star Funds
on the sale of the building products business line in North America and the United Kingdom.
In accordance with IFRS 5, this business line is no longer included in the 2013/2014 figures for
continuing operations, but shown separately under the heading of discontinued operations.
Unless expressly indicated otherwise, all statements and figures in this annual report refer to the
continuing operations of HeidelbergCement.
Development of sales volumes

Sales volumes of the Group in 2014 experienced noticeable growth in all business lines, with the
exception of a few countries. This was mainly driven by the ongoing recovery in North America
and the United Kingdom as well as the general rise in construction activity in Europe, Asia, and
Africa. The expansion of our capacities in India, Indonesia, Kazakhstan, and Africa also had a
positive impact.
As predicted, cement and clinker sales volumes in 2014 rose moderately compared with the
previous year. They increased by 4.7 % to 81.8 million tonnes (previous year: 78.1). Apart from
Africa-Mediterranean Basin, where we sold our activities in Gabon, all other Group areas recorded
4
growth. Development in Eastern Europe-Central Asia and Asia-Pacific was particularly pleasing
where demand for building materials rose considerably in almost all countries. One exception,
however, was the Ukraine, where the sale of cement has significantly declined since the start of
the crisis. In all market regions of North America, sales volumes benefited especially from the
increasing activity in residential and non-residential construction. The development in Western
and Northern Europe excluding Norway was likewise positive in all countries. It was greatly
influenced by the ongoing recovery in demand for building materials in the United Kingdom, which
was stimulated by private residential construction and large infrastructure projects.
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As expected, aggregates sales volumes also rose moderately in 2014, by 5.6 % to 243.6 million
tonnes (previous year: 230.6). With some exceptions, deliveries in the Eastern Europe-Central
Asia countries, in particular, grew significantly, followed by North America and Western and
Northern Europe. Here, the United Kingdom was once again the strongest market due to the large
infrastructure projects mentioned above. Sales volumes in Germany were just slightly below the
level of the previous year. In the Asia-Pacific Group area, excluding Malaysia, sales volumes also
increased considerably. The only exception to the positive development of the business line is
the Africa-Mediterranean Basin Group area, where aggregates sales volumes in Israel fell below
the previous years level.
Ready-mixed concrete sales volumes rose in 2014 by 4.8 % to 36.6 million cubic metres (previous
year: 34.9). Apart from Asia, where sales volumes fell short of the level of the previous year, all
other Group areas including Australia registered growing shipments. Once again, the countries
in Eastern Europe-Central Asia with the exception of the Ukraine as well as North America
recorded the greatest gain. The strong demand in Germany dominated the very positive develop-
ment of sales volumes in the Western and Northern Europe Group area.
In 2014, asphalt deliveries rose sharply by 11.4 % to 9.3 million tonnes (previous year: 8.4).
The high demand in the United Kingdom and in the North America Group area was particularly
pleasing. In Malaysia and Australia, which belong to the Asia-Pacific Group area, deliveries also
increased in comparison with the previous year.
Sales volumes
2013 1) 2014 Change

Cement and clinker (million tonnes) 78.1 81.8 4.7 %
Aggregates (million tonnes) 230.6 243.6 5.6 %
Ready-mixed concrete (million cubic metres) 34.9 36.6 4.8 %
Asphalt (million tonnes) 8.4 9.3 11.4 %
1) Amounts restated
Earnings position
Operating earnings of HeidelbergCement improved significantly in the 2014 reporting year com-
pared with the previous year.
Revenue rose by 4.0 % in comparison with the previous year to 12,614 million (previous year:
12,128). Adjusted for currency and consolidation effects, growth amounted to 8.4 %. This primarily
reflects the sustained positive development of sales volumes in all business lines and the success-
fully implemented price increases in major markets. The negative currency effects of 515 million
essentially related to the Eastern Europe-Central Asia, Asia-Pacific, and Africa-Mediterranean Basin
Group areas. Positive consolidation effects contributed 33 million to the increase in revenue.
Material costs rose by 4.0 % to 5,320 million (previous year: 5,115). While the costs of energy
fell by 2.4 %, they increased by 5.4 % and 9.8 % for raw materials and goods purchased for
resale, respectively.

To our shareholders
Other operating expenses and income were 5.3 % above the previous years level at -3,155 million
(previous year: -2,996). While the rise of 1.8 % in freight was disproportionately low compared
with revenue, the increases in expenses for third-party repairs and services as well as for rental

and leasing were disproportionately high at 7.4 % and 11.2 %, respectively. Furthermore, gains
from sale of fixed assets declined by 30 million, or 35.6 %.
The average number of employees rose slightly by 1.1 %. Personnel costs increased by 4.1 %
to 2,050 million (previous year: 1,968), while they remained more or less stable in relation to
revenue at 16.3 % (previous year: 16.2 %). Result from joint ventures rose by 18.3 % to 171
million (previous year: 144), primarily due to the positive business development of our joint ventures
Cement Australia in Australia, Akansa in Turkey, and Texas Lehigh Cement in the USA. Operating
2
income before depreciation (OIBD) improved by 2.9 % to 2,288 million (previous year: 2,224).
Amortisation and depreciation of intangible assets and property, plant, and equipment decreased
by 1.6 % to 693 million (previous year: 704). Operating income rose by 5.0 % to 1,595 mil-
lion (previous year: 1,519). Adjusted for currency and sonsolidation effects, operating income
increased by 12.9 %.
Additional ordinary result decreased by 76 million to -63 million (previous year: 13). Income
of 26 million results for the most part from the sale of subsidiaries and other business units.
Expenses of 89 million mainly related to impairment of goodwill in the Ukraine (41 million),
restructuring measures (19 million), impairment of other fixed assets (17 million), as well as
losses on the disposal of a subsidiary (3 million). In the previous year, the repayment of capital
3
and the associated deconsolidation of a foreign finance company, as well as the divestment
of a non-controlling interest in a precast concrete producer in Saudi Arabia, resulted in high
non-recurring income. This was essentially offset by impairment losses on goodwill and fixed

assets as well as restructuring expenses.
Result from participations increased slightly by 2 million to 28 million (previous year: 26). At
1,560 million (previous year: 1,559), earnings before interest and taxes (EBIT) remained almost
unchanged.
Financial result fell by 92 million to -629 million (previous year: -537). This decrease was mainly
due to the rise of 37 million in currency losses in countries experiencing difficult currency market
conditions, such as Ghana, the Ukraine, Georgia, and Russia, as well as a drop of 74 million in
4
other financial result, essentially attributable to interest rate effects from both, the valuation of
other provisions (-48 million) and derivative financial instruments (-35 million). In contrast,
interest income, particularly in Indonesia and Canada, increased by 15 million. Interest expenses
fell despite the non-recurring depreciation of the arrangement fee for the prematurely refinanced
syndicated credit facility by 4 million.
The profit before tax from continuing operations decreased by 91 million to 931 million
(previous year: 1,022).
Expenses for income taxes declined by 147 million to 65 million (previous year: 212). The
drop of 35 million in current taxes to 330 million (previous year: 365) is mainly due to lower
withholding tax for dividends. In the previous year, withholding tax additionally related to the
5
capital gain from the sale of a non-controlling interest in Saudi Arabia. The income from deferred
taxes increased by 113 million to 265 million (previous year: 153), which is largely attributable
to the recognition of additional deferred tax assets for losses carried forward in the USA and
Luxembourg. As a result, the effective tax rate decreased in comparison with the previous year
from 18.6 % to 6.6 %.
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Net income from continuing operations thus amounts to 866 million (previous year: 810).
Net income from discontinued operations fell by 302 million to -179 million (previous year: 123).
On 23 December 2014, HeidelbergCement signed an agreement with an American subsidiary of
Lone Star Funds on the sale of its building products business in North America (excluding Western
Canada) and the United Kingdom referred to in summary as Hanson Building Products. The
result from the discontinued operation Hanson Building Products totalling -148 million (previous
year: 25) includes the result from the operating activities as well as the result from the valuation
of the operation at fair value.
In the financial year, expenses of 31 million related to operations of the Hanson Group that were
discontinued in previous years. The income of 98 million for the previous year resulted principally
from the capitalisation of receivables against primary insurers based on a positive court ruling.
Further comments are provided in the Notes on page 213 f.
Overall, a profit of 687 million (previous year: 933) was recorded for the financial year. The profit
attributable to non-controlling interests rose by 5 million to 202 million (previous year: 197).
The Group share of profit thus amounts to 486 million (previous year: 736).
Earnings per share Group share in accordance with IAS 33 fell to 2.59 (previous year: 3.93).
For continuing operations, the earnings per share increased to 3.54 (previous year: 3.27).
In view of the overall positive business development, the Managing Board and Supervisory Board
will propose to the Annual General Meeting on 7 May 2015 the distribution of a dividend of 0.75
(previous year: 0.60) per share.
Consolidated income statement (short form)
m 2013 1) 2014 Change

Revenue 12,128 12,614 4%
Operating income before depreciation (OIBD) 2,224 2,288 3%
Depreciation and amortisation
Operating income
Additional ordinary result 13 -63
Result from participations 26 28 7%
Earnings before interest and taxes (EBIT) 1,559 1,560 0%
Financial result -537 -629 17 %
Profit before tax from continuing operations 1,022 931 -9 %
Income taxes -212 -65 -70 %
Net income from continuing operations 810 866 7%
Net income / loss from discontinued operations 123 -179
Profit for the financial year 933 687 -26 %
Group share of profit 736 486 -34 %
1) Amounts restated

To our shareholders
Non-financial key performance indicators

In the non-financial area we use several key performance indicators for the internal control and

monitoring of occupational safety and CO2 emissions.
The extraction of raw materials and the production of cement and aggregates in itself harbour
various dangers, for example with regard to the transportation of raw materials and finished prod-
ucts, working at great heights, with high voltage currents, or using heavy technical equipment.
Therefore, occupational health and safety has top priority at HeidelbergCement. To gauge the
effectiveness of our occupational safety measures, we use the following key performance indica-
tors: accident frequency rate, accident severity rate, and fatality rate. For more information on the
2
definition and development of these non-financial key performance indicators, see the section on
occupational health and safety on page 101f.
The production of cement generates a large amount of CO2 due to the chemical processes involved
in burning clinker and the high temperatures that are required. Climate protection is not only a
necessary measure to safeguard the living conditions of future generations, it also has financial
benefits. HeidelbergCement is increasingly involved in emission trading systems, which require
the additional purchase of emission rights if the assigned amount is exceeded. That is why the
continuous reduction of CO2 emissions is at the heart of our environmental policy. The use of
alternative raw materials and fuels is one of the essential levers for reducing CO2 emissions. In
order to control and monitor progress in climate protection, we use the following key performance
indicators: specific net CO2 emissions, alternative fuel rate, and clinker ratio. For more information
3
on the definition and development of these non-financial key performance indicators, see the
section on environmental responsibility on page 103f.

Business trend in the Group areas
HeidelbergCement operates in eleven countries in the Western and Northern Europe Group area.
In these mature markets, we manufacture cement, aggregates, ready-mixed concrete, asphalt,
and various building products as a fully integrated building materials company. We are the market
leader in most of the countries in which we produce cement. We also have a dense network of
4
quarries for aggregates and production facilities for ready-mixed concrete. The United Kingdom
is our largest market region in Western and Northern Europe.
In 2014, the economic recovery continued in Germany and the United Kingdom, as well as in
the Northern European countries of Norway and Sweden. Gross domestic product thus rose by
1.6 %, 2.6 %, 2.2 %, and 2.1 % respectively in the reporting year. Belgium and the Netherlands
are showing increasing signs of a recovery in the economic situation. Belgium reported slight
growth in economic output of 1.0 %, while the Netherlands registered an improvement of 0.8 %.
Construction activity in the countries of the Group area underwent largely positive development
in the reporting year. Construction investments in Germany and Sweden rose in comparison with
the previous year thanks to continued strong demand from residential construction. Particularly
5
private residential construction supported by the governments Help to buy programme
and infrastructure construction were the principal growth drivers in the United Kingdom. Total
construction activity in the United Kingdom increased by 4.7 % in the reporting year. In Norway,
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it is expected to have risen by 2.1 % in 2014, driven by an upswing in infrastructure construction.

Construction activity in the Netherlands is thought to have weakened slightly, while it remained
stable or was marginally lower in Belgium.
Business development in Western and Northern Europe during 2014 benefited especially from
the continued recuperation in demand for building materials in the United Kingdom. The mild
weather and the consequently extended construction period also had a positive impact on demand
for building materials. As a result, sales volumes rose in our core activities of cement, aggregates,
ready-mixed concrete, and asphalt.
Cement business line

In 2014, cement consumption in Germany surpassed the previous year by 2.2 %, totalling 27.1
million tonnes. While cement consumption in the United Kingdom rose sharply at an estimated
9 %, we expect moderate increases for Sweden, the Netherlands, and Belgium of 3 %, 1 %, and
0.4 %, respectively. In Norway, a minor decline of 0.7 % in comparison with the previous year
is anticipated.
Sales volumes in the cement business line rose significantly due to the mild winter weather in
the first quarter. Overall, cement and clinker shipments grew by 3.4 % to 21.6 million tonnes
(previous year: 20.9). The largest increase in domestic deliveries of cement was recorded in the
United Kingdom mainly as a result of the recovery in residential construction. Sales volumes of
ground blast furnace slag were also considerably above the previous years level. While domestic
shipments in Germany, Benelux, the Baltic States, and Denmark increased in comparison with
2013, they declined in Norway and Sweden. Our plants in Norway, Sweden, and Germany were
able to raise their cement export volumes, while they remained stable in Benelux and decreased
slightly in the Baltic States. Revenue of the business line grew by 3.1 % to 1,780 million (pre-
vious year: 1,726).
Investment activities were rather lively in the reporting year. In the first quarter of 2014, we
acquired the cement company Espabel NV, which is headquartered in Belgium and operates a
cement grinding plant in Ghent. In order to expand our market position in Iceland, we increased
each of our shareholdings in four companies that operate in the cement, aggregates, and concrete
sectors to 53 % between February and July 2014. Germany Cement Master Plan, an ambitious
investment programme, was launched for the modernisation and rationalisation of our plants and
environmental protection. In the United Kingdom, we invested in a packaging facility for plastic
bags at the Padeswood plant and optimised the use of solid alternative fuels, while we carried out
a range of environmental improvements at our Swedish plants. In Norway, the construction of a
cement terminal in Risavika/Stavanger was completed.
We have significantly improved the profitability of our white cement activity by closing our site
in Harmignies, Belgium, and replacing it with the new Espabel NV grinding facility, strategically
well located in Ghent. We also signed a sales agreement for a piece of land in the Lvholmen
district of Stockholm, Sweden, in December as part of the optimisation of our asset structure.
The agreed minimum price for the property amounts to around 115 million. HeidelbergCement
currently operates a cement terminal there, which is to be transferred to an industrial estate in
the Vrtan district.
Aggregates business line

In the Western and Northern Europe Group area, HeidelbergCement operates an extensive
network of production sites. Total aggregates sales volumes rose by 5.0 % to 65.2 million tonnes
(previous year: 62.1). While deliveries of aggregates recorded double-digit growth in the United
Kingdom, our largest market region, and the Baltic States, they increased at a single-digit rate in

To our shareholders
Sweden and Benelux. Aggregates sales volumes only declined slightly in Germany, but they fell
significantly short of the previous year in Norway. This was mainly due to a decrease in exports
to the Baltic States and Russia, as well as a slowdown in residential construction activity. Overall,

revenue of the business line rose considerably by 10.8 % to 843 million (previous year: 761).
In 2014, we took control of the Belgian Cimescaut Group, which operates in the aggregates and
ready-mixed concrete business lines, by increasing our shareholding by around 66 % to 100 %.
In Sweden, we sold two quarries in Norrkping in the east of the country as well as the plant in
Dimmelsvik, Norway. In the Netherlands, one plant was shut down in Amsterdam.
Ready-mixed concrete-asphalt business line

2
This newly defined business line covers the ready-mixed concrete and asphalt business. While
we have an extensive network of ready-mixed concrete plants in many parts of the Group area,
asphalt activities are mainly limited to the United Kingdom.
In the reporting year, deliveries of ready-mixed concrete exceeded the previous year by 7.7 %, at
13.0 million cubic metres (previous year: 12.1). In Germany, Denmark, and the Baltic States, sales
volumes increased in the double-digit percentage range. While volumes in the United Kingdom,
Benelux, and Sweden were significantly above the previous years level, the plants in Norway
registered a decline.
Sales volumes of asphalt rose considerably by 17.9 % to 3.1 million tonnes (previous year: 2.6).
This double-digit growth is owing to the upturn in the construction industry in the United Kingdom
3
and consolidation effects from the acquisition of Midland Quarry Products in 2013. Excluding
consolidation effects, sales volumes increased by 5.0 %.

In Germany, acquisitions and additional share purchases of ready-mixed concrete activities were
made to enhance vertical integration. In the United Kingdom, we invested in additional mobile
ready-mixed concrete plants in order to benefit from the upswing.
Revenue of the ready-mixed concrete-asphalt business line increased by 11.5 % in 2014 to 1,539
million (previous year: 1,380).
Service-joint ventures-other business line

At the end of 2014, HeidelbergCement concluded an agreement with the financial investor Lone
4
Star Funds on the sale of the building products business line in the United Kingdom and North
America. This transaction was completed in the first quarter of 2015.
The remaining building products of the Group area fall into the new service-joint ventures-other
business line, above all sand-lime bricks, lime, and precast concrete parts in Germany, as well
as concrete products in Germany and Sweden. In 2014, we were able to increase revenue of the
sand-lime brick plants and precast concrete parts compared with the previous year, yet had to
accept a marginal decline in revenue for concrete products.
On 18 December 2014, we concluded an agreement with the Belgian Lhoist Group on the sale of
our two lime plants in Germany. Provided the Federal Cartel Office approves the sale, completion
of the transaction is expected in mid-2015.
5
The business line also includes our joint venture Mibau, which operates in the aggregates business,
as well as several joint ventures in the ready-mixed concrete operating line in Germany and Norway.
Revenue of the business line fell by 4.7 % to 501 million (previous year: 526).
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Revenue and results

Revenue of the Western and Northern Europe Group area increased by 6.2 % to 4,012 million
(previous year: 3,779). In operational terms, i.e. excluding consolidation and exchange rate effects,
growth of 4.0 % was recorded. At 562 million (previous year: 524), operating income before
depreciation (OIBD) came in at 7.2 % above the level of the previous year. Excluding consolidation
and exchange rate effects, the increase amounted to 5.2 %. Operating income rose by 13.6 % to
329 million (previous year: 290). Adjusted for consolidation and exchange rate effects, the rise
amounted to 12.4 %.
Key data Western and Northern Europe
m 2013 1) 2014 Change

Revenue 3,779 4,012 6.2 %
Operating income 290 329 13.6 %
Investment in property, plant, and equipment 178 188 5.5 %
Cement and clinker sales volumes (Mt) 20.9 21.6 3.4 %
Aggregates sales volumes (Mt) 62.1 65.2 5.0 %
Ready-mixed concrete sales volumes (Mm3) 12.1 13.0 7.7 %
Asphalt sales volumes (Mt) 2.6 3.1 17.9 %
Employees as at 31 December 11,882 12,441 4.7 %
1) Amounts restated
Revenue Western and Northern Europe 2014: 4,012 million
Cement 38.2% 18.1% Aggregates
Service-joint
ventures-other 10.7% 33.0% Ready-mixed
concrete-asphalt
HeidelbergCement operates in eleven countries in the Eastern Europe-Central Asia Group area. In
most of these growth markets, we are the market leader in the cement business. The production
of aggregates and ready-mixed concrete is also becoming increasingly important. In terms of
revenue, Poland is our largest market region in Eastern Europe-Central Asia, followed by Russia.
In Eastern Europe, the market stabilised following the weak phase experienced during 2013. Despite
an economic recovery, the development of some countries in the Group area was still adversely
affected by the financial and debt crisis as well as financial restrictions imposed by the govern-
ments. The crisis in the Ukraine impaired the Ukrainian and Russian economies, especially due to
the outflow of capital and resulting weak investment volume as well as the currency devaluation

To our shareholders
in both countries. To this effect, a decline of 7.5 % in gross domestic product is predicted for the
Ukraine in 2014, and a slight increase of 0.6 % for Russia. In the Czech Republic and Romania,
economic growth of 2.0 % and 2.5 %, respectively, is expected. The economy in Poland and

Kazakhstan grew by an estimated 3.3 % and 3.9 %, respectively, in 2014. Gross domestic product
in Georgia showed the best performance with an expected increase of around 5 %.
Favourable weather conditions encouraged construction activity in large parts of the Group area.
In several countries, such as the Czech Republic and especially Poland, the economic recovery
had a positive impact on the construction industry. Residential and commercial construction, in
particular, gained considerable momentum in Poland. The construction industry also experienced
a noticeable upswing in Kazakhstan and Georgia, while it was clearly in decline in Romania. The
2
crisis in eastern Ukraine severely affected construction activity in the country, while no significant
impact has yet been evident in Russia, mainly due to the governments investment programmes.
For example, investments were made in connection with the expansion of the Moscow city border
and the 2018 Football World Cup. However, the currencies of both countries have depreciated
considerably against the euro since the crisis began.
Aside from Slovakia, HeidelbergCement produces cement and clinker in all other countries of the
Eastern Europe-Central Asia Group area. Total cement and clinker deliveries increased by 7.3 %
in 2014 to 17.1 million tonnes (previous year: 16.0).
Poland, Kazakhstan, and Georgia registered growth in sales volumes in the double-digit percentage
3
range. In Poland, the sustained recovery of the construction industry had a positive impact on our
sales volumes, as did the favourable weather conditions. In Kazakhstan, the ramp-up of produc-
tion at our new CaspiCement cement plant contributed to the increase in sales volumes, while

significant infrastructure investments spurred growth in Georgia. In Russia, the Czech Republic,
and Romania, our cement deliveries also exceeded the previous years level. In the Ukraine, the
conflict in the east of the country led to a double-digit percentage drop in volumes. Revenue of
the cement business line fell by 5.4 % to 987 million (previous year: 1,043), mainly as a conse-
quence of the substantial depreciation of the Russian and Ukrainian currencies against the euro.
In 2014, a major part of our investments was made in Kazakhstan. The new CaspiCement cement
plant in western Kazakhstan is currently in the process of commissioning. Production had its official
start in July. The plant with a capacity of 0.8 million tonnes will strengthen our nationwide presence
4
and allow us to supply the oil- and gas-rich region on the Caspian Sea more cost-effectively. We
have also carried out investments to improve environmental protection and productivity in several
countries. At our Fieni plant in Romania, we have started the construction of an installation to
generate electricity from kiln waste heat that should come into operation in the second half of 2015.

The main markets of HeidelbergCement in the aggregates business line are the Czech Republic
and Poland. We also run aggregates operations in Russia, Romania, Slovakia, the Ukraine, and
Kazakhstan. With the exception of Russia, our deliveries of aggregates rose significantly in all
countries. Overall, they increased by 8.9 % to 20.4 million tonnes (previous year: 18.7).
We recorded the strongest growth in Slovakia, followed by Kazakhstan and the Ukraine. In Russia,
5
our deliveries remained slightly below the previous year as a result of a divestment. Revenue of
the aggregates business line decreased by 5.4 % to 104 million (previous year: 110). Besides
deconsolidation effects, currency effects also had a negative impact on revenue.
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Investments in the aggregates business line were governed by strict expenditure control and
essentially limited to the modernisation and expansion of production facilities in the Czech Republic
and Poland. In Szczytniki, Poland, we completed the construction of our largest and most modern
sand and gravel processing plant in the country. In February 2014, we sold our participation in
the Russian aggregates company OAO Voronezhskoe Rudoupravlenije, in the Voronezh region,
as part of streamlining our portfolio.

This newly defined business line covers the ready-mixed concrete and asphalt business, although
we do not produce any asphalt in the Eastern Europe-Central Asia Group area. In the ready-mixed
concrete operating line, however, we have a dense network of plants in all countries apart from
Russia. The main market regions are located in the Czech Republic and Poland. Ready-mixed
concrete sales volumes rose in Eastern Europe-Central Asia by 9.2 % to 2.9 million cubic metres
(previous year: 2.7). Georgia and Kazakhstan experienced the strongest growth in sales volumes,
at a double-digit percentage rate. Our deliveries in Poland and Romania were slightly above the
previous years level, while they fell marginally short in the Czech Republic. Only in the Ukraine we
registered a significant decrease in sales volumes. At 163 million (previous year: 162), revenue
in the ready-mixed concrete-asphalt business line rose by 0.5 % in 2014.
In Poland, we acquired three ready-mixed concrete plants in the Wroclaw and Opole area our
core markets in line with a geographical realignment. In the Czech Republic, systems for the
recycling of residual concrete were installed at five production sites. In addition, we opened one
new plant and completely renewed the production facilities in another. We commissioned a new
ready-mixed concrete plant in both Kazakhstan and Romania and acquired new ready-mix trucks
in Georgia.

In Eastern Europe-Central Asia, this business line is solely made up by our joint ventures. We
therefore do not report any revenue.
Our main joint ventures are located in Hungary and Bosnia-Herzegovina. Our joint venture
Duna-Drva Cement Kft is the leading manufacturer of building materials in Hungary. In
Bosnia-Herzegovina, we operate one cement plant and four ready-mixed concrete plants. We also
operate other joint ventures particularly in the ready-mixed concrete business in Croatia, the
Czech Republic, Poland, and Slovakia. While we were able to significantly increase cement and
ready-mixed concrete sales volumes in Hungary, our joint venture in Bosnia-Herzegovina recorded
a decline for both cement and ready-mixed concrete.
Revenue and results

Revenue in the Eastern Europe-Central Asia Group area decreased by a total of 4.9 % in 2014 to
1,182 million (previous year: 1,243). However, adjusted for currency and consolidation effects,
revenue rose by 7.2 %. At 230 million (previous year: 259), operating income before depreciation
(OIBD) was 11.1 % below the previous year. Excluding exchange rate and consolidation effects,
the decrease amounted to 2.3 %. Operating income fell by 14.0 % to 129 million (previous
year: 151). Adjusted for currency and consolidation effects, the decline amounted to 6.3 %. The
continuing crisis in eastern Ukraine, import-related price pressure, and start-up costs at our new
plant in Kazakhstan had a negative impact on both OIBD and operating income.

To our shareholders
Key data Eastern Europe-Central Asia
m 2013 1) 2014 Change

Revenue 1,243 1,182 -4.9 %
Operating income 151 129 -14.0 %
Investment in property, plant, and equipment 122 95 -22.1 %
Employees as at 31 December 8,696 8,453 -2.8 %
1) Amounts restated
2
Revenue Eastern Europe-Central Asia 2014: 1,182 million
8.3%
Aggregates
Cement 78.7%
13.0% Ready-mixed
concrete-asphalt

North America
The United States of America and Canada form the North America Group area. In its largest
market area, HeidelbergCement is one of the leading manufacturers of cement, aggregates, and
ready-mixed concrete. Asphalt is also manufactured in a few US states, and concrete pipes are
produced and distributed in Western Canada.
Despite a weak first quarter due to adverse weather conditions, the US economy continued its
4
growth in 2014. At the same time, the labour market situation improved significantly; a total of
2.9 million new jobs were created. By the end of 2014, the unemployment rate fell to 5.6 %. A rise
in gross domestic product of 2.4 % is expected, compared with 2.2 % in the previous year. This
positive trend has resulted in a noticeable increase in consumer confidence, higher purchasing
power, and more tax revenue for the state and local governments, which has had an overall p ositive
effect on the construction industry. Its development, however, was varied in the reporting year.
New housing construction was up by 7.8 %, mainly driven by the construction of multi-family
residential units. Non-residential construction rose substantially by 7.9 %, as a result of growth
in industrial and commercial construction, as well as retail and hotel construction. In contrast,
public construction declined slightly in 2014, which should turn around in the future thanks to
rising tax revenue.
5
Following a weak start to the year due to unfavourable weather conditions, the Canadian economy
recovered as the year progressed. The gross domestic product grew by 2.5 % in 2014. On the other
hand, development in the construction industry was relatively flat. While r esidential construction
increased moderately, infrastructure construction declined.
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In 2014, cement consumption in the USA rose by 8.8 % to 89 million tonnes. It is estimated that
cement consumption in Canada declined by around 2 % in comparison with 2013.
Cement and clinker sales volumes of our plants, without consideration of our joint venture Texas
Lehigh Cement, reached 12.1 million tonnes (previous year: 11.6), an increase of 4.1 %. The
highest rise in volumes was recorded in the South Region. Following a weak start to the year
due to adverse weather conditions, the North Region also experienced a pleasing development
and benefited from lively construction activity in all areas. The West R
egion likewise achieved
considerable growth in sales volumes. The same was true for our plants in Canada, although to a
somewhat lesser extent. In the reporting year, the sales volumes of our two white cement plants
recorded double-digit growth compared with 2013. Price increases were successfully carried out
in all key markets in both the USA and Canada. Revenue of the cement business line rose by 5.8 %
in 2014 to 1,115 million (previous year: 1,054).
In the Permanente cement plant in Cupertino, California, major modernisation measures were
continued or completed. In the Tehachapi cement plant, also in California, equipment for the
recycling of solid biomass was installed. In the North Region, we commenced construction of a
replacement terminal near Richmond, Virginia, which will allow markets in the centre and south
of Virginia to be supplied more effectively. Furthermore, investments were made in all US cement
plants to comply with the new National Emission Standards for Hazardous Air Pollutants (NESHAP)
coming into effect in September 2015.

In the USA and Western Canada, HeidelbergCement has a dense network of production sites
for sand, gravel, and hard rock. Total sales volumes exceeded the previous year by 6.1 %, with
110.5 million tonnes (previous year: 104.1). All regions achieved significant increases in volumes;
only the Canada Region fell slightly short of the 2013 figures. Demand in the West Region even
rose at a double-digit level, with the strongest growth recorded in the metropolitan areas of San
Francisco and Los Angeles. Revenue of the aggregates business line rose by 10.2 % to 1,150
million (previous year: 1,043).
We increased our production and logistics capacities in the South Region, with the opening of a new
aggregates rail terminal and the construction of a new processing facility in Texas, among others.

This newly defined business line covers the ready-mixed concrete and asphalt business. While
we have an extensive network of ready-mixed concrete plants throughout the Group area, asphalt
production is mainly concentrated on the states of New York, Pennsylvania, and California.
In 2014, deliveries of ready-mixed concrete increased in all market regions. In total, they rose by
8.5 % to 6.3 million cubic metres (previous year: 5.8). Excluding consolidation effects, the growth
amounted to 7.3 %. We achieved the highest increase at a double-digit level in the West
Region. The second-highest rise in volumes was recorded in the Canada Region, driven by strong
construction activity in the Canadian province of Alberta and in the US state of Washington. The
first-time consolidation of the recently acquired production sites in the Saskatchewan province
also had an impact in the Canada Region.

To our shareholders
In order to strengthen our market position in Canada, we acquired the majority stake in the
Cindercrete Products Group in the Saskatchewan province in July. It operates, among other things,
ready-mixed concrete plants in the urban centres of Saskatoon and Regina.

Asphalt sales volumes increased by 16.4 % to 3.6 million tonnes (previous year: 3.0) in the reporting
year. The market regions, however, showed varying trends: while we achieved high double-digit
growth in the states of New York and Pennsylvania due to increasing road construction activity,
demand in California declined in comparison with the previous year.
In 2014, total revenue of the ready-mixed concrete-asphalt business line rose by 10.2 % to 874
million (previous year: 794).
2

At the end of 2014, HeidelbergCement concluded an agreement with the financial investor Lone
Star Funds on the sale of the building products business line in North America and the United
Kingdom. This transaction was completed in the first quarter of 2015. As part of an integrated
business, the concrete pipes operating line in Western Canada, which has been assigned to the
newly defined service-joint ventures-other business line, was excluded from the sales agreement.
Our joint venture Texas Lehigh Cement Company LP, headquartered in Austin, Texas, is also
included in this business line. The company, in which we hold a 50 % stake, operates a cement
plant in Buda, Texas. With a double-digit increase, the cement sales volumes of the joint venture
experienced a good development in the reporting year.
3
Revenue of the business line, which includes the concrete pipes operating line and other non-core
activities, grew by 8.9 % to 257 million (previous year: 236).

Revenue and results
After conversion to euro, total revenue in the North America Group area increased by 10.2 %
to 3,049 million (previous year: 2,766). In operational terms, i.e. excluding consolidation and
exchange rate effects, revenue rose by 11.9 %. As a result of the growth in sales volumes, successfully
implemented price increases, and strict cost management, we were able to improve operating
income before depreciation (OIBD) by 9.9 % to 610 million (previous year: 555); excluding
currency and consolidation effects, the improvement amounted to 12.5 %. Operating income even
rose by 14.1 % to 412 million (previous year: 362). Excluding consolidation and exchange rate
4
effects, the increase was 17.6 %. Operating income of the previous year even included proceeds
of 25 million from the sale of an exhausted quarry.
Key data North America
m 2013 1) 2014 Change

Revenue 2,766 3,049 10.2 %

Asphalt sales volumes (Mt) 3.0 3.6 16.4 % 5
Employees as at 31 December 7,513 7,644 1.7 %
1) Amounts restated
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Revenue North America 2014: 3,049 million
Service-joint
concrete-asphalt
Asia-Pacific
The Asia-Pacific Group area comprises seven Asian countries and Australia. In most of the growth
countries of Asia, the focus is on cement production. In Indonesia, in particular, cement capacities
are currently undergoing major expansion. In Malaysia, Hong Kong, and Indonesia, Heidelberg
Cement maintains a strong market position in aggregates and ready-mixed concrete. In Australia,
we have significant market positions in ready-mixed concrete and aggregates, with a dense network
of production sites. We also hold a 50 % participation in the largest cement company in Australia.
The emerging countries of Asia remained on course for growth in 2014, although the economic
dynamics have weakened slightly as a whole. The Chinese economy continued to slow down. In
2014, the Chinese economy grew by 7.4 %, after a rate of 7.7 % in the previous two years. In India,
the economy showed signs of recovery in 2014. Economic growth increased slightly to 6.9 %; at
the same time, inflation and current account deficit declined significantly. In Indonesia, economic
growth has slowed down noticeably due to the declining raw material prices. Economic output
rose by only 5.0 % in 2014 compared with 5.6 % in the previous year. Following the presidential
elections, the new government introduced structural reforms to stimulate the economy and signifi-
cantly reduced fuel subsidies. The resources made available are to be used for the urgently required
infrastructure expansion. Despite declining investments in the raw materials sector, Australia
registered robust economic development; gross domestic product increased by 2.5 % in 2014.
The prospect of a reduction in bond purchases by the US Federal Reserve (tapering) led, in the
second half of 2013, to the withdrawal of capital from abroad and a strong currency depreciation
in a number of countries, particularly in Indonesia and India. The Australian dollar also weakened
noticeably in 2013. The impact of these currency depreciations was still evident, especially in the
first three quarters of 2014. The weakness of the euro from the middle of 2014, however, led to
positive currency effects in the fourth quarter.

Cement and clinker deliveries of the Asia-Pacific Group area grew by a total of 5.0 % in 2014 to
24.6 million tonnes (previous year: 23.4). Excluding consolidation effects, the increase amounted
to 7.0 %.
In Indonesia, our largest Asian market, construction activity slowed down for most of 2014 in
the run-up to the presidential elections. But it picked up considerably in the fourth quarter. Total
domestic cement consumption was up 3.3 % in comparison with the previous year. Indocements

To our shareholders
domestic sales volumes rose by 2.9 %. As Indocement focuses on domestic demand, low-margin
export deliveries remained at a very low level, as in the previous year. Total cement and clinker
sales volumes increased by 2.5 % to 18.7 million tonnes (previous year: 18.2). The growth in

sales volumes and higher sales prices led to an improvement in revenue in local currency, but the
result declined slightly. Due to new capacities in the Indonesian cement market and heightened
competitive pressure, price increases could not fully offset the notably rising costs, in particular
for electricity. In view of the unabated promising growth prospects in Indonesia, Indocement is
continuing the expansion of its cement capacity. The construction of an additional cement grind-
ing facility at the Citeureup plant was completed and test runs were started at the end of 2013.
The grinding facility with a capacity of 1.9 million tonnes went fully into operation in May 2014.
We continue to further expand the Citeureup plant: In October 2013, the foundation stone was
2
laid for the construction of a new integrated production line with a cement capacity of 4.4 million
tonnes, which is to be completed by the fourth quarter of 2015.
In India, the restraint of the government with regard to infrastructure projects in the first half of
the year and the high level of interest rates continued to have an adverse effect on construction
activity and cement demand. In addition, the legal restrictions relating to the extraction of sand
negatively impacted construction activity. Domestic cement consumption rose by around 5 % to
6 % in 2014. In contrast, the deliveries of our Indian cement plants increased markedly by 16.1 %,
primarily as a result of the expansion of our cement capacities in central India by 2.9 million
tonnes. We officially commissioned the new facilities at our Damoh plant in the state of Madya
Pradesh and at our Jhansi plant in the state of Uttar Pradesh in February 2013. Production was
subsequently ramped up. The sale of the Raigad cement grinding plant in the western Indian state
3
of Maharashtra, which was initiated in 2013, was completed on 3 January 2014. HeidelbergCement
now has a total annual cement capacity of 5.6 million tonnes in India. Excluding the consolidation
effect, the growth in our sales volumes amounted to 31.3 %. The positive development of sales

volumes and price increases resulted in a considerable improvement in revenue and results.
In Bangladesh, our cement shipments rose significantly, although sales prices were below the
previous years level due to increased competition. In the Sultanate of Brunei, our cement sales
volumes decreased noticeably; following the completion of several infrastructure projects, new
projects have not yet commenced.
Revenue of the cement business line fell by 1.9 % to 1,481 million (previous year: 1,510) as a
result of the negative currency effects.
4

In the aggregates business line, HeidelbergCement is represented in Australia, Malaysia, and
Indonesia. In 2014, our aggregates activities achieved record sales volumes of 37.7 million tonnes
(previous year: 36.2) with a growth rate of 4.2 %. Excluding consolidation effects, the increase in
sales volumes amounted to 5.9 %.
In Australia, by far our biggest aggregates market in this Group area, strong demand was recorded
especially in the metropolitan areas of Sydney and Perth. This more than offset the marginal de-
clines in volumes in the mining areas of northwestern Australia and Queensland. Although sales
prices were lower than the previous year, a moderate increase in revenue was achieved in local
currency. At the end of November 2014, we acquired a large sand pit in Axedale, in the state
5
of Victoria, to secure further aggregates reserves in the Melbourne metropolitan region. While
our deliveries in Malaysia decreased slightly, our aggregates activities in Indonesia saw a strong
rise in volumes. As part of the optimisation of its aggregates business, Indocement sold its 51 %
shareholding in PT Gunung Tua Mandiri in August 2014. Despite the positive development of sales
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volumes, revenue of the aggregates business line dropped by 3.1 % to 530 million (previous
year: 547), owing to the negative currency effects.

HeidelbergCement operates ready-mixed concrete activities in Australia, Indonesia, and
Malaysia. In Malaysia, we conduct major asphalt activities. We only operate one asphalt plant in
Australia.
With a marginal decline of 0.3 %, the business lines ready-mixed concrete sales volumes nearly
remained at the previous years level at 11.4 million cubic metres (previous year: 11.4). While our
deliveries fell slightly in Malaysia and a noticeable decrease in volumes was recorded in Indonesia
due to the decline in demand in the run-up to the presidential elections, our ready-mixed concrete
business in Australia experienced a significant growth in sales volumes.
Deliveries of the asphalt operating line improved by 4.7 % to 2.3 million tonnes (previous year: 2.2)
thanks to the sustained strong demand in Malaysia. Revenue of the ready-mixed concrete-asphalt
business line almost reached the previous years level with 1,103 million (previous year: 1,107).

The service-joint ventures-other business line essentially comprises the cement, aggregates, and
ready-mixed concrete activities of our joint ventures in the Chinese provinces of Guangdong and
Shaanxi as well as in Hong Kong and our joint venture Cement Australia. Under the new account-
ing standard IFRS 10, these major operating units are accounted for using the equity method. We
also operate two precast concrete plants in Australia in the Sydney metropolitan area, as well as
activities for road construction in Malaysia.
In China, we are represented in the cement business with the two joint ventures China Century
Cement and Jidong Heidelberg Cement Company in the Guangdong and Shaanxi provinces. Sales
volumes of both companies in 2014 increased by 0.3 % in comparison with the previous year. The
rise in sales volumes in Shaanxi offset the decrease in volumes in Guangdong. Our shipments
of aggregates in Hong Kong registered strong growth, as did our sales volumes for ready-mixed
concrete in Hong Kong and Guangdong.
In Australia, our joint venture Cement Australia achieved a moderate increase in sales volumes.
After the successful completion of grinding tests, the new grinding facility in the harbour of Port
Kembla with a capacity of 1.1 million tonnes has started production.
Revenue of the business line, which is only generated by the two Australian precast concrete plants
and the road construction activities in Malaysia, fell by 3.8 % to 36 million (previous year: 38).
Revenue and results

Revenue of the Asia-Pacific Group area decreased by 2.1 % to 2,818 million (previous year:
2,877). Excluding consolidation and exchange rate effects, however, an increase of 7.3 % was
recorded. The negative currency effect amounting to 229 million arose, in particular, from the
drastic weakening of the Indonesian rupiah and the Australian dollar against the euro. Operating
income before depreciation (OIBD) fell by 4.6 % to 743 million (previous year: 778) compared
with the previous year. Excluding consolidation and exchange rate effects, growth of 5.0 % was
recorded. Operating income declined by 4.4 % to 623 million (previous year: 651). Excluding
consolidation and exchange rate effects, it rose by 5.1 %.

To our shareholders
Key data Asia-Pacific
m 2013 1) 2014 Change

Revenue 2,877 2,818 -2.1 %
Operating income 651 623 -4.4 %
Ready-mixed concrete sales volumes (Mm3) 11.4 11.4 -0.3 %
Asphalt sales volumes (Mt) 2.2 2.3 4.7 %
2
1) Amounts restated
Revenue Asia-Pacific 2014: 2,818 million
Service-joint
concrete-asphalt

In Africa, HeidelbergCement is represented in eight countries south of the Sahara, where it

almost exclusively produces cement. Our locations in the Mediterranean Basin are situated in
Spain, Israel, and Turkey. In Spain and Israel, HeidelbergCement mainly produces aggregates and
ready-mixed concrete. In Turkey, our joint venture Akansa is one of the countrys leading cement
manufacturers; in addition, Akansa also manages ready-mixed concrete and aggregates activities.
4
The African countries south of the Sahara benefit from the dynamic raw material industry and
are continuing to experience robust economic development and lively construction activity. Solid
economic growth, population increase, urbanisation, and infrastructure measures are the main
drivers in these countries with respect to the rise in construction activity and cement demand.
Compared with the previous year, numerous African national currencies weakened. The Ghanaian
cedi, in particular, drastically dropped in value against the euro. The Turkish economy has slowed
down noticeably in comparison with the previous year. The Turkish economic output should have
risen by around 2.7 % in 2014. The construction industry, however, continued to register lively
activity, even if the momentum declined in the second half of the year. In Spain, the economy
grew again in 2014 for the first time in six years, with an increase in gross domestic product of
1.4 %. However, the construction activity still suffered as a result of the property crisis, the only
5
slowly improving high unemployment rate, and particularly the governments budget cuts, which
resulted in a further reduction in infrastructure expenditure. In Israel, economic growth slowed
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down considerably in 2014 in comparison with previous years, with an estimated rate of 2.4 %.
Thanks to numerous infrastructure projects, construction investments remained at a high level
despite the decline in residential construction.

In Africa, our cement deliveries fell by 1.9 % to 6.4 million tonnes (previous year: 6.6). The decrease
is primarily attributable to the deconsolidation of our cement activities in Gabon and the decline
in exports from Togo. In addition, sales volumes decreased in the Democratic Republic of Congo
due to rising import pressure. At the end of March 2014, we sold our participation in Cimgabon
S.A. in Gabon as part of the optimisation of our portfolio. Excluding this consolidation effect, our
sales volumes in Africa increased by 0.3 %. In Togo, our exports declined in comparison with
the record volumes of the previous year, while we achieved a significant growth in volumes in
the domestic market. Our main market regions, Ghana and Tanzania, recorded a pleasing rise
in sales volumes. The outbreak of the Ebola epidemic in Sierra Leone and Liberia did not have a
significant impact on cement demand; we registered strong increases in sales in both countries.
Sales prices decreased slightly in some countries as a result of increased competitive pressure,
particularly through imports.
In light of the good growth prospects, HeidelbergCement is expanding its activities in Africa. In
Togo, HeidelbergCements first newly constructed clinker plant in Africa commenced production
at the end of 2014. The plant, with an annual capacity of 1.5 million tonnes, is located near the
town of Tabligbo, around 80 km to the northeast of the capital Lom. It was officially opened at
the beginning of March 2015 and will supply clinker to HeidelbergCements cement grinding
plants in Togo and the neighbouring countries of Benin, Burkina Faso, and Ghana, reducing the
need for expensive clinker imports. Moreover, we are constructing a cement grinding facility with
a capacity of around 250,000 tonnes in the north of Togo, which is scheduled for completion in
2017. In Tanzania, the new cement mill with a capacity of 0.8 million tonnes was commissioned
in September 2014, increasing our cement capacity in this country to 2.2million tonnes. Con-
struction of a new cement grinding plant in Burkina Faso near the capital of Ouagadougou with a
capacity of 0.8 million tonnes was completed in the fourth quarter of 2014. The plant was officially
opened in March 2015. With the scheduled commissioning of a new cement mill with a capacity
of 0.8 million tonnes at the Takoradi plant in the in the second quarter of 2015, our total cement
grinding capacity in Ghana will increase to 4.4 million tonnes. Following the successful conclusion
of the four projects within the time frame and budget, we are also evaluating options for capacity
expansion in other African countries.
Under the new accounting standards IFRS 10 and 11, our Turkish joint venture Akansa is to be
accounted for using the equity method as of 1 January 2014. Since the sales volumes of Akansa
are no longer proportionally included in the Group sales volumes, cement and clinker sales
volumes of the Africa-Mediterranean Basin Group area only comprise the deliveries of our African
subsidiaries. Consequently, cement and clinker sales volumes of the Group area fell by 1.9 % to
6.4 million tonnes (previous year: 6.6); excluding consolidation effects, an increase in volumes of
0.3 % was recorded. Revenue of the cement business line also decreased by 4.6 % to 622million
(previous year: 651) due to exchange rate effects.

HeidelbergCement is active in Spain and Israel in the aggregates business line. Our aggregates sales
volumes increased slightly again in Spain for the first time since 2007. In contrast, our aggregates
business in Israel recorded a decrease in volumes. As a whole, the Group areas deliveries of

To our shareholders
aggregates fell by 4.2 % to 10.8 million tonnes (previous year: 11.3). Excluding consolidation
effects, the decrease in volumes amounted to 0.5 %. At 86 million (previous year: 86), revenue
of the aggregates business line remained at the same level as the previous year.

In this Group area, HeidelbergCement conducts ready-mixed concrete activities in Spain and
Israel. The asphalt operating line is only represented in Israel. Deliveries of ready-mixed concrete
rose slightly by 1.2 % to 3.0 million cubic metres in 2014 (previous year: 3.0). The increase in
sales volumes in Israel more than offset the decrease in volumes in Spain. The asphalt operating
line in Israel reported a decline in sales volumes of 22.8 % to 0.4 million tonnes (previous year:
0.5) due to fewer municipal activities and delays in new projects. Revenue of the ready-mixed
2
concrete-asphalt business line decreased overall by 0.7 % to 207 million (previous year: 208).

The service-joint ventures-other business line essentially includes the cement, aggregates, and
ready-mixed concrete activities of our Turkish joint venture Akansa. The domestic cement sales
volumes of Akansa increased by 5 % in the reporting year. In contrast, cement and clinker
exports declined. All in all, Akansas cement and clinker sales volumes decreased marginally by
0.4 %, thus remaining only slightly below the previous years level. While ready-mixed concrete
shipments also decreased only marginally, aggregates sales volumes recorded a stronger decline.
Overall, Akansa achieved a strong improvement in results due to the good domestic demand for
cement and substantial price increases in all business lines.
3
Revenue of the business line, which only includes some smaller non-core activities in the transport
and other services divisions in Israel and Spain, rose by 3.5 % to 35 million (previous year: 34).

Revenue and results
Revenue of the Africa-Mediterranean Basin Group area fell by 4.1 % to 910 million (previous
year: 949). In operational terms, i.e. excluding consolidation and exchange rate effects, growth of
11.4 % was recorded. At 213 million (previous year: 195), operating income before depreciation
(OIBD) came in 9.0 % above the previous year; excluding exchange rate effects, the increase
amounted to 28.1 %. Operating income improved by 10.4 % to 184 million (previous year: 166);
excluding consolidation and exchange rate effects, the growth amounted to 31.7 %.
Key data Africa-Mediterranean Basin 4

m 2013 1) 2014 Change
Revenue 949 910 -4.1 %
Investment in property, plant, and equipment 135 122 -9.9 %
Cement and clinker sales volumes (Mt) 6.6 6.4 -1.9 %
Aggregates sales volumes (Mt) 11.3 10.8 -4.2 %

Asphalt sales volumes (Mt) 0.5 0.4 -22.8 %
1) Amounts restated
5
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Revenue Africa-Mediterranean Basin 2014: 910 million
9.1% Aggregates
Cement 65.4% 21.8% Ready-mixed

concrete-asphalt
3.7% Service-joint
ventures-other
Group Services
Group Services comprises the activities of our subsidiary HC Trading, one of the largest interna-
tional trading companies for cement and clinker. The company is responsible for the maritime
transport of cement, clinker, and other building materials produced by HeidelbergCement plants,
as well as for the purchase and delivery of coal and petroleum coke also via sea routes to our own
locations and to other cement companies around the world.
Thanks to the global trading network of HC Trading, with employees from 20 countries, strategically
important locations in Malta, Istanbul, Singapore, Shanghai, and Dubai, as well as representations
in South America, the United Kingdom, Bangladesh, Vietnam, and Madagascar, we are able to
better control the capacity utilisation of our plants and deliver the surplus production from one
country to another with high demand for cement and clinker. HC Trading managed to increase
its trade volume and revenue in the reporting year by 15.2 % to 21.5 million tonnes (previous
year: 18.7) and 14.5 % to 1,077 million (previous year: 941), respectively. 9 % of these deliveries
were within the Group, while 91 % went to other international companies that make use of our
competitive, efficient, and global trading network.
Our deliveries of cement, clinker, and other building products, such as lime and dry mortar, rose
by 9.8 % to 15.1 million tonnes (previous year: 13.7) in 2014. The largest volumes were destined
for Africa, Bangladesh, and North and South America. The key supply countries were Turkey,
Vietnam, Portugal and Spain.
International trading in coal and petroleum coke increased in the reporting year by 30.0 % to
6.4 million tonnes (previous year: 4.9). In addition to Group-owned cement plants, HC Trading
supplied also the global cement industry in Africa, Europe, Middle East and Asia. The key supply
countries were the USA, South Africa and Australia.
Overall, more than 1,100 ships transported the goods in 2014, mostly via the main sea routes of
Asia, the Mediterranean Basin, and Continental Europe to their destinations in Africa, the Middle
East, and South America. Thanks to its sophisticated logistics, HC Trading is able to respond
quickly to changing market conditions.

To our shareholders
Revenue and results

Revenue in Group Services increased by 14.5 % to 1,077 million (previous year: 941). Operating
income before depreciation (OIBD) rose by 27.8 % to 27 million (previous year: 21), which was

due to increased trading volumes and the diversification of destinations and customers. Operating
income rose in the same order of magnitude to 27 million (previous year: 21).
Key data Group Services
m 2013 2014 Change

Revenue 941 1,077 14.5 %
Cement and clinker sales volumes (Mt) 0.5 2
Employees as at 31 December 61 79 29.5 %
Discontinued operations
On 23 December 2014, HeidelbergCement signed an agreement with an American subsidiary of
Lone Star Funds on the sale of its building products business in North America (excluding Western
Canada) and the United Kingdom (referred to as Hanson Building Products).
Hanson Building Products is a leading manufacturer of concrete pressure and sewage pipes in
North America and one of the largest brick producers in North America and the United Kingdom.
3
By selling Hanson Building Products, HeidelbergCement is consistently pursuing its strategy of
focusing on the refinement of raw materials for its core products cement and aggregates, as well
as downstream concrete activities. The total purchase price amounts to US$1.4 billion, of which

about US$ 1.3 billion became due upon the conclusion of the transaction and an amount of up to
US$100 million is conditional on the success of the business in 2015 and payable in 2016. The
transaction was completed in the first quarter of 2015.
Discontinued operations also include expenses and income relating to provisions for damages and
environmental obligations for US subsidiaries of the Hanson Group, which was taken over in 2007.
The net loss of -147.6 million (previous year: 24.8) from the discontinued operation Hanson
Building Products and of -31.3 million (previous year: 97.9) from operations of the Hanson
4
Group that were discontinued in previous years are explained in detail in the Notes on page 213 f.
5
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Statement of cash flows

Compared with the previous year, the 2014 financial year was characterised by a significant
increase in the internal financing capability of the Group. The financial resources gained were
used for the slightly declining investments and the reduction in net debt.
The cash inflow from operating activities of continuing operations increased by 269 million to
1,374 million (previous year: 1,105). This rise was mainly attributable to the decline of 143
million in provisions through cash payments to 223 million (previous year: 365), the increase
of 88 million in interest received to 193 million (previous year: 105), and the decline of 72
million in income tax payments to 315 million (previous year: 387). The decrease in provisions
through cash payments is essentially a result of the disbursement in 2013 of 161 million for the
legally confirmed penalty notice by the German Federal Court of Justice for antitrust violations
in the years from 1990 to 2002. The increase in interest received while the level of interest paid
remained almost unchanged is largely due to special effects arising from the settlement of interest
rate swaps.
In contrast, the increase of 213 million in cash outflow from working capital to 27 million
(previous year: cash inflow of 186) adversely affected liquidity.
Cash outflow from investing activities of continuing operations declined by 74 million to 959
million (previous year: 1,034). Cash-relevant investments fell by 116 million to 1,125 million
(previous year: 1,240). These related mainly to investments in property, plant, and equipment, as
well as in subsidiaries and other business units. Acquisitions in this respect included particularly
the remaining 65.98 % of shares in the Cimescaut Group, Belgium (50.3 million), which was
previously accounted for at equity, 100 % of the shares in Espabel NV, Belgium (31.5 million), as
well as 87.5 % of the shares in the Cindercrete Products Group, Canada (41.7 million). F urther
details on the acquisitions can be found on page 196 f. in the Notes. 489 million (previous year:
436) related to investments for sustaining and optimising our capacities and 635 million (previous
year: 804) to capacity expansions.
Financing activities of continuing operations generated a cash outflow of 717 million (previous
year: cash inflow of 83) in the reporting year. The net proceeds from and repayment of bonds and
loans covers the change in non-current and current financial liabilities and essentially include the
issuance of two new bonds for 500 million in March 2014 and US$75 million in August 2014.
The issue proceeds were used to refinance existing bank debts and the bond of 1 billion that
was repaid in October. The US$75 million bond was fully repaid already in the reporting year.
This item also includes the utilisation of the syndicated credit facility, the repayment of several
debt certificates, in- and outflows from the repayment of issued commercial papers, and changes
to current bank debts with high turnover rate. In the previous year, a bond of US$750 million
that matured in March 2013 was repaid; moreover, a bond of 75 million that matured in the
course of the year and two multi-year bonds with issue volumes of 300 million and 500 million,
respectively, were issued.
The decline of 93 million in the cash outflow from the change in ownership interests in subsidiaries
to 17 million (previous year: 110) is essentially attributable to the increase in our participation in
the Russian cement company CJSC Construction Materials from 51 % to 100 % in the previous
year. Dividend payments led to a cash outflow of 278 million (previous year: 180), with dividend
payments of HeidelbergCement AG making up 112.5 million (previous year: 88.1) of this figure.

To our shareholders
The cash flow from discontinued operations primarily relates to the activities of the building
products business in North America and the United Kingdom (Hanson Building Products), which
is held for sale.

In the 2014 financial year, HeidelbergCement was able to meet its payment obligations at all times.
Consolidated statement of cash flows (short form)
m 2013 1) 2014 Difference

Cash flow 1,284 1,624 340
Changes in working capital 186 -27 -213
Decrease in provisions through cash payments -365 -223 143 2
Cash flow from operating activities continuing operations 1,105 1,374 269
Cash flow from operating activities discontinued operations 62 106 44
Cash flow from operating activities 1,167 1,480 313
Investments (cash outflow) -1,240 -1,125 116
Other inflows of cash and cash equivalents 207 165 -41
Cash flow from investing activities continuing operations -1,034 -959 74
Cash flow from investing activities discontinued operations -3 -14 -10
Cash flow from investing activities -1,037 -973 64
Capital increase non-controlling shareholders 3 1 -2
Dividend payments -180 -278 -99
Changes in ownership interests in subsidiaries -110 -17 93
Net proceeds from / repayment of bonds and loans 370 -422 -792 3
Cash flow from financing activities continuing operations 83 -717 -800
Cash flow from financing activities discontinued operations 0 -1 -1

Cash flow from financing activities 83 -718 -801
Effect of exchange rate changes -228 88 316
Change in cash and cash equivalents -15 -123 -108
1) Amounts restated
Investments
4
A strict spending discipline regarding investments continued to form a significant cornerstone of
our rigid and consistent cash management in the 2014 financial year. Cash flow investments totalled
1,125 million in the reporting year (previous year: 1,240). Our investments, plus 31 million that
was invested in the building products business in North America and the United Kingdom and is
shown under discontinued operations in the segment reporting, thus remained slightly below the
planned value of 1.2 billion. 941 million (previous year: 861) was attributed to investments in
property, plant, and equipment, including intangible assets. Investments in financial assets and
other business units amounted to 184 million (previous year: 379).
Investments in property, plant, and equipment related partly to maintenance, optimisation, and
environmental protection measures at our production sites, but also included numerous projects
to improve energy efficiency and environmental protection in all Group areas. For instance, we
5
extended the use of alternative fuels at our Slite cement plant in Sweden and our Padeswood
cement plant in the United Kingdom, in addition to installing a system for the recycling of solid
biomass at our Californian cement plant Tehachapi. At the Fieni plant in Romania, an installation
that generates electricity from kiln waste heat is under construction and should come into
operation in the second half of 2015. We are also building a similar installation at our Damoh plant
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in India; commissioning is planned for the start of 2016. In the USA, we carried out investments
in all cement plants to meet the new National Emission Standards for Hazardous Air Pollutants
(NESHAP) coming into effect in September 2015.
In 2014, we also made targeted investments in Asia, Africa, and Central Asia in order to lay the
foundations for future growth. Larger expansion projects in Asia included the construction of a
cement grinding facility with a capacity of 1.9 million tonnes and a new integrated production
line with a cement capacity of 4.4 million tonnes, both at our Citeureup plant in Indonesia. Our
most important investment projects in Africa comprise the construction of a new clinker plant in
Togo with a capacity of 1.5 million tonnes and the expansion of our cement grinding capacities
in Tanzania, Ghana, Togo, and Burkina Faso by a total of 2.7 million tonnes. In Central Asia, we
built the new CaspiCement plant in Kazakhstan with a capacity of 0.8 million tonnes.
The investments in financial assets and other business units related primarily to the increase in
shares in the Belgian Cimescaut Group, the acquisition of Espabel NV, which is also based in
Belgium, and the majority participation in the Canadian Cindercrete Products Group, as well as
the purchase of a quarry in Australia as part of an asset deal transaction, in addition to smaller
acquisitions to round off shareholdings.
In 2014, more than 5 million tonnes of cement and clinker capacity were put into operation.
This expansion includes a further grinding facility in the Indonesian Citeureup plant, additional
grinding capacities and a clinker plant in Africa, as well as the CaspiCement plant in Kazakhstan.
Investments
m 2013 1) 2014 Change

Western and Northern Europe 178 188 5.5 %
Eastern Europe-Central Asia 122 95 -22.1 %
North America 181 214 18.2 %
Asia-Pacific 245 322 31.8 %
Africa-Mediterranean Basin 135 122 -9.9 %
Group Services 0 0
Financial assets and other business units 379 184 -51.6 %
Total 1,240 1,125 -9.3 %
1) Amounts restated
Investments in property, plant, and equipment by business lines in 2014
17.5% Aggregates
Cement 69.5% 8.4% Ready-mixed

concrete-asphalt
4.6% Service-joint
ventures-other

To our shareholders
Consolidated balance sheet

The balance sheet total grew by 1,856 million to 28,133 million (previous year: 26,276) as at

31 December 2014.
Non-current assets increased by 664 million to 22,509 million (previous year: 21,845). Fixed
assets rose by 272 million to 21,190 million (previous year: 20,918). Exchange rate effects
totalled 1,077 million. Due to the impending disposal of the building products business of Hanson
Building Products and the lime activities in Germany, fixed assets of 1,151 million have been
reclassified to current assets.
2
Additions of 940 million to property, plant, and equipment were offset by depreciation of 666
million and disposals of 55 million. The increase of 56 million in financial assets mainly results
from the joint ventures accounted for at equity.
Deferred tax assets, which originate for the most part from the capitalisation of tax losses c arried
forward and tax credits, grew by 292 million to 688 million (previous year: 396). The rise in
other non-current receivables of 101 million to 616 million (previous year: 515) is largely
attributable to the valuation of plan assets from defined benefit pension plans.
Current assets decreased by 156 million to 4,244 million (previous year: 4,401). Inventories fell
by 14 million to 1,397 million (previous year: 1,411). Trade receivables declined by 43 million
to 1,057 million (previous year: 1,101). Thanks to active receivables management, we were able
3
to further accelerate the receipt of customer payments. The change in cash and cash equivalents
is explained in more detail in the Statement of cash flows section on page 76 f.

On the equity and liabilities side, equity rose by 1,731 million to 14,245 million (previous
year: 12,514). This is essentially attributable to the profit for the financial year of 687 million,
currency translation differences of 1,388 million, and actuarial losses of 86 million. Dividends
to shareholders of HeidelbergCement AG of 113 million and to shareholders of non-controlling
interests of 166 million reduced equity by a total of 278 million. The consolidated statement of
changes in equity is explained in detail on pages 172/173.
The drop of 507 million in interest-bearing liabilities to 8,222 million (previous year: 8,729)
primarily resulted from the repayment of a bond of 1 billion in October and the issuance of a
4
new bond of 500 million in March 2014. Moreover, in addition to the utilisation of the syndicated
credit facility, several debt certificates and commercial papers were repaid.
Provisions increased by a total of 348 million to 2,445 million (previous year: 2,098). The rise of
204 million in pension provisions is essentially owing to lower discount rates. Other provisions
rose by 144 million, of which 48 million is due to compounding and 102 million to currency
translation.
The growth of 128 million in operating liabilities to 2,557 million (previous year: 2,428) is
largely currency-related.
The liabilities associated with disposal groups concern the liabilities and provisions of the building
5
products business of Hanson Building Products and the lime activities in Germany.
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In the 2014 financial year, the net debt-to-equity ratio (gearing) fell by 9.7 percentage points to
48.6 % (previous year: 58.3 %), which was due to exchange rate effects in equity as well as the
decrease of 378 million in net debt to 6,929 million (previous year: 7,307).
Consolidated balance sheet (short form)
1 Jan. 2013 1) 31 Dec. 2013 1) 31 Dec. 2014 Part of balance

m sheet total 2014
Intangible assets and property, plant,
and equipment 20,337 19,142 19,358 69 %
Financial assets 1,709 1,776 1,832 7%
Other non-current assets 703 928 1,319 5%
Current assets 4,691 4,401 4,244 15 %
Assets held for sale and discontinued operations 16 31 1,380 5%
Shareholders equity and non-controlling interests 13,647 12,514 14,245 51 %

Non-current liabilities 9,868 8,910 8,638 31 %
Current liabilities 3,940 4,844 5,028 18 %
Liabilities associated with assets held for sale
and discontinued operations 8 222 1%
Balance sheet total 27,455 26,276 28,133 100 %
1) Amounts restated
Key financial ratios
2012 20131) 2014

Assets and capital structure 2)
Equity/total capital 49.1 % 47.7 % 50.7 %
Net debt/balance sheet total 25.2 % 27.8 % 24.6 %
Non-current capital/fixed assets 107.0 % 102.6 % 108.1 %
Gearing (net debt/equity) 51.3 % 58.3 % 48.6 %
Earnings per share
Earnings per share () 1.52 3.93 2.59
Profitability
Return on total assets before taxes 2) 4.3 % 6.0 % 5.3 %
Return on equity 2) 3.2 % 6.5 % 6.1 %
Return on revenue 3.1 % 6.7 % 6.9 %
1) Amounts restated
2) Without adjustment to IAS 32.18 b) non-controlling interests with put options in the amount of 45 million (2012), 45 million (2013),
28 million (2014)
Capital efficiency
Target of HeidelbergCement is to achieve a ROIC (Return On Invested Capital) equivalent to at least
the weighted average cost of capital (WACC). HeidelbergCement defines the WACC as weighted
average of the country specific cost of capital. The weighting is based on the invested capital.
The company specific risk and the capital structure of HeidelbergCement as well as the various
country risks are taken into account for determining the cost of capital.

To our shareholders
According to HeidelbergCement, weighted cost of capital relevant for evaluating capital efficiency
amounted to 6.9 % at the end of 2014. ROIC of HeidelbergCement was 5.9 % (previous year: 6.2 %)
for 2014. Impairment, restructuring expenses, and the reclassification of the building products

business in North America and the United Kingdom into discontinued operations had a negative
effect on ROIC. Excluding these negative effects, ROIC amounted to 6.7 % (previous year: 6.1 %),
which is a clear improvement compared to the previous year.
Group financial management
Financial principles and goals

2
The objective of external financing and safeguarding of liquidity is to ensure sufficient liquidity
for the Group at all times. The crisis in the international capital markets has emphasised how
important it is to focus on liquidity.
Our external financial flexibility is primarily assured by capital markets and a group of major
international banks. Within the Group the principle of internal financing applies, i.e. financing
requirements of subsidiaries are where possible covered by internal loan relationships. In
2014, our subsidiaries were financed according to this principle primarily by our finance company
HeidelbergCement Finance Luxembourg S.A. (HC Finance Luxembourg S.A.) based in Luxem-
bourg and by HeidelbergCement AG. This central financing principle ensures a uniform presence
in the capital markets and also in relation to rating agencies, it eliminates structural benefits for
individual creditor groups, and strengthens our negotiating position with credit institutions and
3
other market participants. Furthermore, it enables us to allocate liquidity in the most efficient
way and to monitor and eliminate the financial risk positions (currencies and interest) across the
Group on the basis of net positions

The Group companies use either liquidity surpluses from other subsidiaries in cash pools ( Germany,
Scandinavia/Baltic States, USA, Benelux countries, Australia, United Kingdom, Canada, Czech
Republic, Russia, Spain, and other countries) or are provided with intra-Group loans from HCFinance
Luxembourg S.A. or HeidelbergCement AG. In some cases, the Group Treasury department also
arranges credit lines for subsidiaries with local banks in order to accommodate legal, tax, or other
conditions. Local financing is mainly used for particularly small volumes.
Financing measures
4
The year 2014 was characterised by the successful placement of two bonds and the signing of a
3 billion self-arranged syndicated credit facility.
On 25 February 2014, we signed a new 3 billion syndicated credit facility with a term ending at the
beginning of 2019 to refinance the existing credit facility which would have expired in December
2015. The revolving credit line was early refinanced due to favourable market conditions. The
multicurrency credit facility is intended as liquidity back-up and can be used for cash drawdowns
as well as for letters of credit and guarantees.
Out of the box margin is reduced from 125 to 95 basis points. In addition, formerly existing
upstream guarantees and share pledges could be removed (see the following table).
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Syndicated facility agreement (SFA) executed on 25 February 2014
Borrower HeidelbergCement AG
Facility amount 3,000,000,000
Facility A syndicated multi-currency cash and letter of credit facility
500,000,000 letter of credit facility operating as a sub-limit
Maturity date 25 February 2019
Margins
- Cash drawdowns Initial margin in % p.a. 0.95
Subsequent margin depending on the ratio of Group net debt to EBITDA:
Group net debt : EBITDA Margin in % p.a.
Greater than or equal to 3.50 : 1 1.15
Less than 3.50 : 1 but greater than or equal to 3.00 : 1 0.95
Less than 1.50 : 1 0.55
- Issued letters of credit 75.00 % p.a. of the applicable margin
Utilisation fee Depending on the aggregate amount of utilisations outstanding:
33.33 % outstanding 0.10 %
> 33.33 % outstanding 0.20 %
> 66.66 % outstanding 0.40 %
Upfront fee 0.60 % on the total commitment
Commitment fee 35.00 %. p.a. of the applicable margin
Financial covenants Max. dynamic gearing ratio of 4.00x
Min. interest coverage ratio of 3.50x
Security No upstream guarantees or any other kind of security
The new syndicated credit facility agreement secures sufficient liquidity back-up for our company
until 2019 at clearly better conditions. The fact that we were able to maintain the same banking
group while securing better terms and conditions without any security reiterates the excellent
reputation of HeidelbergCement in the banking sector and reflects the strength of our relation-
ships with the banks. The removal of all securities and upstream guarantees is another important
milestone on our way back to improved credit ratings and benefits all bondholders who now rank
pari passu with all bank lenders.
The following banks were mandated as bookrunners and Mandated Lead Arrangers in this
transaction: Bank of America Merrill Lynch, Bayern LB, BNP Paribas, Citigroup, Commerzbank,
Danske Bank, Deutsche Bank, Svenska Handelsbanken, Helaba, ING Bank, Intesa Sanpaolo, LBBW,
Mediobanca, Morgan Stanley, Nordea, RBS, RBI, SEB and Standard Chartered. Deutsche Bank is
acting as documentation and facility agent.
As at 31 December 2014, only 292.9 million had been drawn upon the syndicated credit facility.
The free credit line amounted to 2,707.1 million at year-end 2014 (see following table). Overall,
it is thereby ensured that all Group companies have sufficient headroom for cash drawdowns as
well as for letters of credit and guarantees to enable them to successfully finance operational
business and new investments.

To our shareholders
Credit line
m 31 Dec. 2014

Syndicated facility (SFA) 3,000.0
Utilisation (cash) 91.9
Utilisation (guarantee) 201.0
Free credit line 2,707.1
In 2014, we raised capital on the capital market at very favourable conditions by issuing two bonds
under the 10 billion EMTN Programme. The first bond was issued on 12 March with an issue
volume of 500 million and a five-year term until 12 March 2019. The bond bears a fixed coupon
2
of 2.25 % p.a. The issue price was at 98.839 %, resulting in a yield to maturity of 2.5 %. The
second bond issue followed on 12 August with an issue volume of US$ 75 million and a term of
less than a year until 12 December 2014. The bond bore a fixed coupon of 0.60 % p.a. The issue
price was at 99.995 %, resulting in a yield to maturity of 0.616 %. The proceeds from both bond
issues were used for general corporate financing purposes.
The bonds issued in 2014 are unsecured and rank pari passu with all other financial liabilities.
According to the terms and conditions of all the bonds issued since 2009 and the debt certificate
issued in December 2011, there is a limitation on incurring additional debt if the consolidated
coverage ratio (i.e. the ratio of the aggregate amount of the consolidated EBITDA to the aggregate
amount of the consolidated interest expense) of the HeidelbergCement Group is below 2. The
consolidated EBITDA of 2,175 million and the consolidated interest expense of 526 million are
3
calculated on a pro forma basis in accordance with the terms and conditions of the bonds. At the
end of 2014, the consolidated coverage ratio amounted to 4.14. In the reporting year, net debt
fell by 0.4 billion, and amounted to 6.9 billion (previous year: 7.3) as at 31 December 2014.

The following table shows the new issues and repayments of HeidelbergCement Group in 2014.
New issues and repayments of HeidelbergCement Group

Transaction Offering date Duration Maturity date Nominal Yield
volume
New issue / Repayment 2014-08-12 4 months 2014-12-12 USDm 75 0.600 %
New issue 2014-03-12 5 years 2019-03-12 EURm 500 2.250 %
Repayment 2008-05-07 6 years 2014-05-07 EURm 25 6.570 %
4
Repayment 2008-05-07 6 years 2014-05-07 EURm 18 variable
Repayment 2007-10-16 7 years 2014-10-16 EURm 100 6.000 %
Repayment 2009-10-21 5 years 2014-10-31 EURm 1,000 7.500 %
Early redemption SFA 2010-04-27 6 years 2014-02-25 EURm 3,000 variable
SFA refinancing 2014-02-25 5 years 2019-02-25 EURm 3,000 variable
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The following tables show the financial liabilities of HeidelbergCement Group as at 31 December
2014.
Bonds payable
Issuer Nominal Book Coupon Offering Maturity ISIN
m volume value rate in % date date
HC Finance Luxembourg S.A. 650.0 665.5 6.500 2010-01-19 2015-08-03 XS0478802548
Hanson Limited US$m 750 619.9 636.7 6.125 2006-08-16 2016-08-15 US411349AA15
HC Finance Luxembourg S.A. 1,000.0 1,045.3 8.000 2009-10-21 2017-01-31 XS0458230322
HC Finance Luxembourg S.A.
CHFm 150 124.7 124.9 7.250 2011-11-14 2017-11-14 CH0140684512
HC Finance Luxembourg S.A. 480.0 490.5 5.625 2007-10-22 2018-01-04 DE000A0TKUU3
Total 7,035.5
Bank loans
Issuer Nominal Book Coupon rate in % Offering Maturity
m volume value date date
Debt certificates
HeidelbergCement AG 173.5 175.0 6.770 2011-12-20 2016-10-31
Syndicated facility
HeidelbergCement AG 91.9 76.8 2014-02-25 2019-02-25
Others
HeidelbergCement Group 301.2
Total 553.0
Other interest-bearing liabilities
Issuer Nominal Book Coupon rate in % Offering Maturity ISIN

m volume value date date
European Medium Term Note
HC Finance Luxembourg S.A. 30.0 30.0 3-M-Euribor + 1.450 2005-06-09 2015-06-09 XS0221489155
Commercial Paper
HeidelbergCement AG 433.9 433.9
Others
HeidelbergCement Group 141.7
Total 605.6
Non-controlling interests with put options
m Book value
Non-controlling interests with put options 27.7
Total 27.7

To our shareholders
The following table shows the main liquidity instruments as at 31 December 2014.

Liquidity instruments
m 31 Dec. 2014
Cash and cash equivalents 1,228.1
Liquidable financial investments and derivative financial instruments 36.9
Free credit line 2,707.1
Free liquidity 3,972.2
Rating
2
In the 2014 financial year, the companys credit rating by the rating agencies Moodys and Fitch
Ratings remained stable at Ba1 and BB+, respectively. We were able to successfully continue
issuance activity in the money market during the first ten months and issued a total volume of
3.3 billion via our 1.5 billion Euro Commercial Paper Programme over the course of 2014. In
the last two months, issuance activity under the Commercial Paper Programme was gradually
reduced in order to limit excess liquidity at the end of the year. As at 31 December 2014, 433.9
million of the Commercial Paper issued by HeidelbergCement AG remained outstanding. The
3billion syndicated credit facility thereby serves as a backup line.
Ratings as at 31 December 2014
Rating agency Long-term rating Outlook Short-term rating

Moodys Ba1 stable Not Prime 3
Fitch BB+ stable B

The consistent and successful reduction of net debt over recent years is reflected by the positive
development of our credit ratings between 2009 and 2014:
Development of ratings 2009 2014
BBB-/Baa3
BB+/Ba1
BB+/Ba1
4
BB/Ba2
BB-/Ba3
B+/B1
B/B2 Fitch
Moodys
B-/B3
5
2009 2010 2011 2012 2013 2014
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Results of operations, asset positions, and financial performance

of HeidelbergCement AG
In addition to the Group reporting, the parent companys development is described below. In
contrast to the consolidated financial statements, the annual financial statements of Heidelberg-
Cement AG are prepared in accordance with German commercial law. HeidelbergCement AGs
management report is combined with that of the HeidelbergCement Group in accordance with
315, section 3 of the German Commercial Code (Handelsgesetzbuch, HGB), as the business
trend, economic position, and future opportunities and risks of the parent company are closely
linked with the Group on account of their common activity in the building materials business.
As the controlling company, HeidelbergCement AG plays the leading role in the HeidelbergCement
Group. It is also operationally active in Germany in the cement business line and the lime operating
line, with eleven cement plants and grinding facilities as well as one lime plant.
An agreement on the sale of the German lime operating line was concluded with the Belgian Lhoist
Group on 18 December 2014. Subject to the approval of the German Federal Cartel Office, the final
closing is anticipated for mid-2015. The sale covers the lime plant owned by HeidelbergCement AG
in Istein, close to Lrrach, the lime plant Walhalla Kalk GmbH & Co. KG, amajority participation
in Regensburg, as well as their kiln companies.
In 2014, business development in Germany benefited from the continued recovery in demand
for building materials. The mild winter weather in the first quarter led to a significant increase in
construction activity and therefore in demand for building materials compared with the previous
year. This effect also resulted in an overall growth in cement sales volumes for the year. Revenue
rose in line with the higher sales volumes and thanks to successfully implemented price increases.
Revenue of HeidelbergCement AG grew by 3.6 % to 545 million (previous year: 526). Material
costs declined by 4.5 %, or 9 million, to 202 million (previous year: 211). This is primarily
attributable to the ongoing considerable decline in energy costs and reduced clinker production.
Other operating income increased to 149 million (previous year: 114). Personnel costs rose
by 23million to 198 million (previous year: 175), in particular due to the higher number of
employees. Other operating expenses grew by 21 million to 226 million (previous year: 205).
Overall, earnings before interest and taxes (EBIT) increased by 12 million to 31 million (pre-
vious year: 19).
The results from participations improved by 9 million to -5 million (previous year: -14), which
is essentially attributable to the decrease in loss compensation at HeidelbergCement International
Holding GmbH, Heidelberg/Germany, and higher dividend distributions. Income from loans rose
by 8 million to 47 million (previous year: 39). This was mainly due to new loans granted to
African and Indian Group companies during the reporting year.
Other interest and similar earnings decreased by 54 million to 275 million (previous year: 329).
Interest and similar expenses fell by 76 million to 229 million (previous year: 305). The decline
in other interest and similar earnings as well as other interest and similar expenses is primarily
attributable to the discontinuation of current interest payments from prematurely closed-out as
well as regularly matured interest rate swaps with a nominal value of 2.3 billion. The premature
close-out led to one-off earnings of 61.5 million.

To our shareholders
Through the in-house banking activities, the financing measures of the subsidiaries lead to cur-
rency positions that are hedged by means of external foreign exchange transactions, which are
appropriate in terms of maturities and amounts. As these hedging transactions do not, as a rule,

relate to any valuation units, currency and interest gains or losses may arise. In accordance with
the imparity principle, provisions for risks arising from hedging transactions were recognised at
the end of the year to the extent of the negative market values. Positive market values are not
recognised as assets. The foreign currency results in the 2014 financial year amounted to -34
million (previous year: 15).
Reversal of impairment in shares in affiliated companies totalling 3.4 million was carried out in
the 2014 financial year.
2
The income tax of 16 million (previous year: 3) results from taxes of the reporting year and
adjustments for previous years. Total profit for the 2014 financial year amounted to 67 million
(previous year: 144), while balance sheet profit was 144 million (previous year: 130).
The balance sheet total fell by 0.5 billion to 18.7 billion (previous year: 19.2). This is primarily
attributable to a decline of 0.6 billion in receivables from affiliated companies and of 0.5 billion
in loans to affiliated companies.
On the assets side, shares in affiliated companies rose by around 50 million to 13.6 billion
(previous year: 13.5), which is essentially due to the increase in the capital reserves of Heidel-
berger Beton GmbH, Heidelberg/Germany, and the issue of new HeidelbergCement shares for
3
the acquisition of shares in Kerpen & Kerpen GmbH & Co. KG, Ochtendung/Germany. Loans to
affiliated companies grew to 1.2 billion (previous year: 1.1) due to the issue of new loans. Finan-
cial assets rose by 0.2 billion to 14.9 billion (previous year: 14.7). Total fixed assets increased

by a comparable amount to 15.1 billion (previous year: 15.0). Inventories decreased by 2.2
million to 62.4 million (previous year: 64.6), essentially as a result of the drop in clinker stock
volumes. Trade receivables rose by 0.9 million to 8.5 million (previous year: 7.6) as a result of
the mild December and associated growth in sales volumes and revenue. Receivables and other
assets fell to 3.4 billion (previous year: 4.1), which is primarily due to the decrease in receivables
from affiliated companies to 3.3 billion (previous year: 4.0) related to financing measures within
the Group. Cash and cash equivalents declined by 37 million to 40 million (previous year: 77).
On the equity and liabilities side, the subscribed share capital increased by 1,249,431 (corre-
4
sponding to 0.22 %) to 563,749,431 through the issue of 416,477 new shares. The capital increase
against contributions in kind was made in the context of the increase of the participation in the
logistics company Kerpen & Kerpen GmbH & Co. KG, Ochtendung, from 30 % to 100 %. The
implementation of the capital increase was recorded in the commercial register on 13 February
2014. Overall, the equity remained virtually unchanged at 11.7 billion (previous year: 11.7).
Provisions increased slightly to 0.45 billion (previous year: 0.40) in comparison with the previous
year. In contrast, liabilities fell by 0.5 billion to 6.6 billion (previous year: 7.1).
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Evaluation of the economic situation by Group management

As a whole, 2014 was characterised by good business development in the Group areas of Hei-
delbergCement. In the emerging countries of Asia and Africa, building materials consumption
continued to grow, driven by the sustained economic growth. New housing construction rose
significantly in North America and led to a corresponding increase in demand for cement. In
Europe, the construction industry benefited from the mild winter weather at the start of the year.
The significant upswing in the construction sector in the United Kingdom was driven by private
residential construction and infrastructural projects, particularly in the London area. In Eastern
Europe, the situation in most countries stabilised; Poland even registered pleasing growth. Only
the conflict in eastern Ukraine had a negative impact on regional demand for building materials.
Overall, the development of results benefited from our advantageous geographical positioning
in local growth markets and from the fact that we are not represented, or only to a very limited
extent, in the crisis-stricken countries of Southern Europe and the countries undergoing political
upheaval in north Africa.
As a leading building materials producer, we benefited from the positive development of demand
particularly in North America, Asia, and Sub-Saharan Africa, as well as in the United Kingdom.
Furthermore, we were able to continue improving our operating margin with price increases in key
Group countries and measures to reduce costs and optimise efficiency. This pleasing development
was also supported by slightly declining energy prices. The overall operating business develop-
ment was even so strong that revenue and operating income were improved despite significant
negative currency effects. After adjustment for exchange rate and consolidation effects, we clearly
met or even slightly exceeded our goal of moderately increasing revenue and operating income.
The same applies for earnings before interest and taxes (EBIT). Thanks to the successful ongoing
optimisation of our financing structure, we were able to further reduce interest costs in comparison
with the previous year. However, the financial result deteriorated due to negative currency and
interest rate effects. As expected, excluding non-recurring effects from additional ordinary result,
taxes, and discontinued operations, we were able to improve the profit for the financial year. We
were also able to improve ROIC before non-recurring effects, accordingly.
The cash inflow from operating activities grew considerably in comparison with the previous
year, based on the good operational development as well as positive interest rate and tax effects,
among other things. The previous year also included the one-off payment of the German anti-
trust fine and negative exchange rate effects. We continued with our disciplined and targeted
investments to expand cement capacities in attractive growth markets and, as announced,
reduced expenditure in this respect to below the level of the previous year. As a consequence
of the cash management discipline, net debt fell from 7.3 billion at the end of 2013 to 6.9
billion at the end of 2014. The dynamic gearing ratio improved accordingly from a factor of
3.3x at the end of 2013 to 3.0x at the end of 2014. The sale of the building products business
that was signed in December 2014 is, however, dealt with asymmetrically. The contribution of
the building products business is no longer included in operating income, while the payment
of the purchase price is not yet taken into account in the net debt. If the receipt of the purchase
price had been taken into consideration, we would have clearly achieved our goal of a factor
under 2.8x. With the successful conclusion of a new syndicated credit facility of 3 billion and
the issue of two bonds, we have continued to improve our financing structure and guaranteed
our liquidity security at better conditions until 2019. At the end of 2014, the available liquidity
was 4.0 billion.

To our shareholders
Comparison of the business trend with the previous years forecasts

Revenue forecast

In the 2013 Annual Report, the Managing Board projected a moderate increase in revenue on a
comparable basis, i.e. adjusted for exchange rate and consolidation effects, for 2014. This forecast
was based on the assumption that sales volumes of cement and aggregates would rise moderately.
In addition, price increases were to take on a high priority. Both cement and aggregates sales
volumes have developed as expected. Furthermore, we were able to increase our prices for cement
and aggregates in key markets. Excluding exchange rate and consolidation effects, revenue rose
by 8.4 % and was thus in line with expectations.
2
Expenditure forecast
In last years Annual Report, a slight to moderate increase was anticipated for 2014 in the cost base
for electricity, fuels, raw materials, and personnel. Energy costs developed better than expected in
2014 and were even marginally lower compared with the previous year. In absolute terms, they fell
by 2.3 % or, as percentage of revenue, from 11.0 % 2013 to 10.3 % in 2014. Excluding exchange
rate and consolidation effects, the increase of 4.0 % was in line with expectations. Aside from the
exchange rate effect, the decisive factor was the declining price of coal, which we were able to
use to our advantage by virtue of our rather short-term purchasing strategy in 2014. Electricity
costs, on the other hand, increased.
Personnel costs also developed as expected in 2014 and grew moderately by 4.1 %; as a percent-
age of revenue, they rose from 16.2 % in 2013 to 16.3 % in 2014.
3
The weakening of numerous currencies against the euro restricted the rise in material and person-
nel costs. Excluding exchange rate and consolidation effects, the increase was slight to moderate

and thus in line with expectations.
As anticipated, interest costs fell in comparison with the previous year due to an improved
financing structure and despite the still higher level of debt at the beginning of the year. However,
the financial result deteriorated as a consequence of negative currency and interest rate effects
arising from the measurement of provisions and derivative financial instruments.
Profit forecast
On the basis of the expected development of revenue and expenditure, we forecast a moderate
4
rise in operating income on a comparable basis before exchange rate and consolidation effects in
the 2013 Annual Report. The adjusted operating income rose by 12.9 % and thus exceeded the
forecast. The weaker than expected increase in energy costs contributed to this positive difference.
Comparison of the business trend with the forecast in the 2013 Annual Report
Forecast Actual 2013 Actual 2014 Change

Annual Report 2013 (adjusted for exchange rate
m and consolidation effects)
Revenue Moderate increase on
comparable basis 12,128 12,614 +4.0 % (+8.4 %)
Energy costs Slight to moderate increase 1,333 1,302 -2.3 % (+4.0 %)
Wages and salaries Slight to moderate increase 1,969 2,050 +4.1 % (+6.7 %)
Financing costs +17.1 % 5
(financial result) Slight decline -537 -629 (interest costs -3.9 %)
Operating income Moderate increase on
comparable basis 1,519 1,595 +5.0 % (+12.9 %)
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Additional statements
Statements in accordance with 289, section 4 and 315, section 4 of
the German Commercial Code (HGB)
On 31 December 2014, the share capital of HeidelbergCement AG amounted to 563,749,431. It

is divided into 187,916,477 no-par value bearer shares, each with a pro rata amount of 3, which
corresponds to a proportionate amount of the subscribed share capital. Each share carries one
vote at the Annual General Meeting. All shares carry the same rights and obligations; there are
no different classes of shares. The Managing Board knows of no restrictions concerning voting
rights or the transfer of shares.
Mr Ludwig Merckle, Ulm/Germany, holds directly and indirectly 25.34 % of the voting rights in
the company, according to the notifications available to the company as at 31 December 2014
in accordance with the German Securities Trading Law (Wertpapierhandelsgesetz). No holder of
shares has been granted special rights giving power of control.
The companys Managing Board is appointed and discharged by the Supervisory Board. The
Articles of Association may be amended by the Annual General Meeting with a simple majority
of the share capital represented at the time of voting, except where a greater majority is required
by law. Amendments affecting only the wording of the Articles of Association may be made by
the Supervisory Board.
As at 31 December 2014, there were two authorised capitals: namely, authorisation of the
Managing Board and Supervisory Board to increase the capital by issuing new shares in return
for cash contributions (Authorised Capital I), and authorisation of the Managing Board and
Supervisory Board to increase the capital by issuing new shares in return for contributions in kind
(Authorised Capital II). The Authorised Capitals are summarised as below. The complete text of
the authorisations can be found in the Articles of Association, which are published on our website
www.heidelbergcement.com under Company/Corporate Governance/Articles of Association.
Authorised Capital I
The Managing Board is authorised to increase, with the consent of the Supervisory Board, the
companys share capital by a total amount of up to 225,000,000 by issuing new no-par value bearer
shares in return for cash contributions on one or more occasions until 5 May 2015 (Authorised
Capital I). The shareholders must be granted subscription rights. However, the Managing Board
is authorised, in certain cases described in more detail in the authorisation, to exclude the sub-
scription rights of shareholders in order to realise residual amounts or to issue shares totalling
up to 10 % of the share capital at a near-market price.
Authorised Capital II
The Managing Board is also authorised to increase, with the consent of the Supervisory Board,
the companys share capital by a total amount of up to 54,850,569 by issuing new no-par value
bearer shares in return for contributions in kind on one or more occasions until 5 May 2015
(Authorised Capital II). The subscription right of shareholders is generally excluded in the case
of capital increases in return for contributions in kind. The authorisation governs, in particular,

To our shareholders
the possibility of excluding the subscription right insofar as the capital increase in return for con-
tributions in kind is performed for the purposes of acquisition of companies or to service option
or conversion rights.

As at 31 December 2014, the authorisation to issue new shares in return for cash contributions
forming the basis of the Authorised Capital I had not been exercised; the authorisation to issue
new shares in return for contributions in kind forming the basis of the Authorised Capital II
was used through the issuance of 416,477 shares (corresponding to an arithmetical nominal
value of 1,249,431) in the reporting year 2014 for the acquisition of the remaining shares in
Kerpen & Kerpen GmbH & Co. KG.
2
Conditional Share Capital
In addition, the Conditional Share Capital described below existed as at 31 December 2014. The
share capital was conditionally increased by a further amount of up to 168,000,000, divided
into up to 56,000,000 new no-par value bearer shares (Conditional Share Capital 2013). The
conditional capital increase serves to back the issuance of option or conversion rights, or option
or conversion obligations, on HeidelbergCement shares. The conditional capital increase is only
carried out insofar as the Managing Board issues warrant or convertible bonds until 7 May 2018
under the authorisation of the Annual General Meeting from 8 May 2013 and the bearers of option
or conversion rights make use of their rights. Warrant or convertible bonds may also be issued
with option or conversion obligations.
The shareholders generally have a subscription right to newly issued warrant or convertible bonds.
3
The authorisation governs specific cases in which the Managing Board may exclude the subscrip-
tion right of shareholders to warrant or convertible bonds. The complete text of the Conditional
Share Capital can also be found in the Articles of Association, which are published on our website

www.heidelbergcement.com under Company/Corporate Governance/Articles of Association.
As at 31 December 2014, the authorisation to issue warrant or convertible bonds forming the
basis of the Conditional Share Capital 2013 had not been used.
A corresponding volume limit as well as the deduction clauses ensure that the sum of all exclusions
of subscription rights in the two existing Authorised Capitals and the Conditional Share Capital
2013 will not exceed a limit of 20 % of the share capital existing at the time the authorisation to
exclude the subscription right comes into force. As at 31 December 2014, the company has no
4
treasury shares and there is no authorisation to acquire treasury shares.
A list of the companys significant agreements contingent on a change of control resulting from
a takeover bid, and a summary of the effects thereof, is provided in the following in accordance
with 289, section 4, no. 8 and 315, section 4, no. 8 of the German Commercial Code (HGB).
Please note that we are disregarding agreements whose potential consequences for the company
fall below the thresholds of 50 million in a singular instance or 100 million in the case of sev-
eral similar agreements, as they will not normally affect the decision of a potential bidder. These
change of control clauses are standard for this industry and type of transaction and have not been
agreed with the intention of hindering any takeover bids.
As at 31 December 2014, the following significant agreements of HeidelbergCement AG were

5
contingent on a change of control within HeidelbergCement AG resulting from a takeover bid.
Contents

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Name of agreement/date Type of contract Nominal Repayment Type of

amount m 1) clause
Syndicated credit and aval agreements
Syndicated credit line and aval Credit and aval credit facility 3,000 2) to the extent outstanding (1)
credit facility of 25 February by 25 February 2019
2014
Bonds issued by HeidelbergCement Finance Luxembourg S.A., guaranteed by HeidelbergCement AG
6.5 % bond 2010/2015 Debenture bond 650 to the extent outstanding (3)
by 3 August 2015
by 15 December 2015
by 8 March 2016
8.0 % bond 2009/2017 Debenture bond 1,000 to the extent outstanding (3)
by 31 January 2017
7.25 % bond 2011/2017 Debenture bond CHFm 150 to the extent outstanding (3)
by 14 November 2017
by 4 January 2018
by 15 December 2018
by 12 March 2019
by 31 October 2019
by 3 April 2020
by 21 October 2020
by 21 October 2021
Debt certificates issued by HeidelbergCement AG
of 20 December 2011 Debt certificate 173.5 to the extent outstanding (3)
by 31 October 2016
Shareholders agreement
between HeidelbergCement AG Agreement between Heidelberg- to be to be (4)
and IFC dated 19 May 2010, Cement AG and IFC as well as determined determined
supplemented and revised on their associated shareholders in
19 January 2012 Scancem International DA
1) Provided that no other currency is specified

2) Of this figure, 292.9 million was outstanding as at 31 December 2014.
The relevant change of control clauses give the contractual partner or bearer of the bonds or
debt certificates the right to immediately accelerate and to demand repayment of the agreement
or outstanding loans, debenture bonds, or debt certificates, or to end the common participation
in Scancem International DA in the event of a change in the companys shareholder structure as
defined variously below.
The syndicated credit line and aval credit facility agreement dated 25 February 2014, marked (1)
in the type of clause column gives each bank syndicate creditor the right, in the event of a change
of control, to accelerate the loan amount it provided (plus any accrued interest) and to demand
repayment accordingly. A change of control is deemed to occur when a person or a group of people
acting jointly in the sense of 2, section 5 of the German Securities Acquisition and Takeover Act
(WpG) has acquired more than 30 % of the shares in the company.

To our shareholders
The bonds marked (2) in the type of clause column give each bearer of the debenture bond the
right of early termination in the event of changes in the shareholder structure that lead to a change
in the control of the company.

A change of control is deemed to occur when more than 50 % of the subscribed capital or more
than 50 % of the voting rights are controlled contractually or by other means. In connection with
a concept of registered partner, a change of control to (a) SC Vermgensverwaltung GmbH
(formerly Spohn Cement GmbH) or (b) any partner of SC Vermgensverwaltung GmbH including
successors and legatees of partners of SC Vermgensverwaltung GmbH and persons who are
beneficial owners of shares in SC Vermgensverwaltung GmbH or (c) any legal person or foun-
dation or comparable institution managed by such persons to whom shares in HeidelbergCement
2
AG were transferred by persons mentioned under (a) to (c) is exempted from the change of control
provision and thus from the regulation regarding a right of early termination.
The bonds and debt certificates marked (3) in the type of clause column give each bearer of the
debenture bond or debt certificate the right, in the event of a change of control as described below,
to demand full or partial repayment of the debt certificate from the company or, in the case of
debenture bonds, at the companys option, the full or partial purchase of his debenture bonds by
the company (or, at the companys request, by a third party) at the early repayment amount.
The early repayment amount means, in the case of the debt certificate, 100 % of the nominal
amount of the debt certificate or, in the case of debenture bonds, 101 % of the nominal amount
of the debenture bond plus accrued and unpaid interest up to (but not including) the repayment
date defined in the bond terms.
3
A change of control is deemed to occur when one of the following events takes place:
the company becomes aware that a person or group of persons acting in concert in the sense

of 2, section 5 of the German Securities Acquisition and Takeover Act (WpG) has become
the legal or beneficial owner of more than 30 % of the companys voting rights, or
the merger of the company with or into a third person or the merger of a third person with or
into the company, or the sale of all or substantially all assets (consolidated) of the company to
a third person, except in connection with legal transactions, as a result of which (a) in the event
of a merger the holders of 100 % of the companys voting rights hold at least the majority of the
voting rights in the surviving legal entity immediately after such a merger and (b) in the event
of the sale of all or substantially all assets, the acquiring legal entity is or becomes a subsidiary
of the company and becomes the guarantor for the debenture bonds.
4
The US$750 million 6.125 % bond taken out by Hanson Limited, issued on 16 August 2006 and
maturing on 15 August 2016, now guaranteed by HeidelbergCement AG, includes a provision
whereby not only the direct but also the indirect acquisition of more than 50 % of the shares or
voting rights in Hanson Limited may represent a change of control. The acquisition of 30 % of
the voting rights in HeidelbergCement AG, which indirectly holds 100 % of the shares in Hanson
Limited, could be regarded as an indirect acquisition. A change of control would grant the bearers
of this bond a put option at 101 % of the nominal value plus interest against Hanson Limited if,
in connection with this change of control, the bond was downgraded below investment grade by
certain rating agencies. As the bond is already classified below investment grade, this change of
control provision is currently not applicable.
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In May 2010, HeidelbergCement signed a shareholders agreement, marked (4) in the type of clause
column, with International Finance Corporation (IFC), a member of the World Bank Group. The
agreement was supplemented and revised on 19 January 2012. This agreement governs the rights
of the shareholders in the jointly held Norwegian holding partnership Scancem International DA,
which brings together the main African activities of HeidelbergCement in the countries south of the
Sahara. The agreement provides IFC and its financial partners with the opportunity of selling their
indirect holding in Scancem International DA to HeidelbergCement at a price that c orresponds to
the reference price determined according to certain requirements in the agreement, if an adverse
sponsor change in control occurs. This is defined as a change in control at HeidelbergCement
AG that leads to a mandatory offer, pursuant to the German Securities Acquisition and Takeover
Act (WpG), for the outside shareholders of HeidelbergCement AG, if the purchaser of the c ontrol
is either included in one of the sanction lists of the UN, EU, France, USA, or the World Bank
specified in the agreement, or if the purchaser of the control takes action or makes decisions
that would end or compromise the objectives planned with the IFCs participation in Scancem
International DA, i.e. the modernisation and expansion of the jointly led activities in the African
countries south of the Sahara.
Agreements also exist on pension schemes in the United Kingdom, which stipulate that a change
of control (not contractually specified) at HeidelbergCement AG must be communicated to the
trustees of these pension schemes. If, according to the corresponding regulatory guidelines, a
change of control poses a considerable risk to the fulfilment of the pension obligations (Type A
Event), the trustees can request negotiations on the suitability of the safeguarding of the pension
cover and these can be verified by means of a clearance procedure before the supervisory authority,
which may lead to the adjustment of the securities.
With the introduction of the new Managing Board remuneration system in November 2010, the
HeidelbergCement AG Supervisory Board has decided, in the event of new contracts and the
extension of Managing Board contracts in accordance with the German Corporate Governance
Code (point 4.2.3, section 5), to agree that a possible redundancy payment in the case of early
termination of membership of the Managing Board following a change of control be limited to
150 % of the redundancy pay cap.
The other details required in accordance with 289, section 4, and 315, section 4 of the German
Commercial Code (HGB) relate to circumstances that do not exist at HeidelbergCement AG.
Regional branches
HeidelbergCement has no regional branches either domestically or internationally.

To our shareholders
Events occurring after the close of the 2014 financial year
On 13 March 2015, HeidelbergCement completed the sale of its building products business in

North America (excluding Western Canada) and the United Kingdom referred to as Hanson
Building Products to an American subsidiary of Lone Star Funds.
HeidelbergCement and Lone Star Funds announced the sale on 23 December 2014. The total
purchase price amounts to US$1.4 billion, of which around US$1.3 billion was payable on con-
clusion of the transaction and an amount of up to US$100 million is payable in 2016, depending
on the success of the business in 2015.
2
On 13 March 2015, HeidelbergCement and the Norwegian KB Gruppen Kongswinger AS have
signed an agreement on the merger of the concrete product activities of their Swedish subsidiaries
Abetong AB and Contiga AB. The combined new group, in which HeidelbergCement shall hold a
60 % stake, is active in Norway, Sweden, Denmark, Germany, Poland, and Latvia. The successful
brands Abetong and Contiga will continue to exist. The merger aims at improving our competi-
tiveness and strengthening our technological leadership in the concrete products area in Northern
Europe. Pro forma revenue of the new group in 2014 would have been around SEK 3.3 billion
(around 360 million). The deal is subject to approval by the relevant competition authorities.
Sustainability
3
The commitment to sustainable development is a pillar of HeidelbergCements corporate strategy.

The creation of economic added value, ecological competence, and social responsibility secure

the Groups future viability. For us, sustainable corporate governance means ensuring a balance
between making profit and securing future viability. We strive to act in a socially and ecologically
responsible way. We take into account the effects of our entrepreneurial activity on the environ-
ment and society, and thereby reduce the risks for our business. Our sustainability strategy is thus
derived from our corporate profile.
Sustainability strategy
4
As a commodity company, people, nature, and society are the focus of our sustainability strategy.
We consider concern for the environment, climate protection, and sustainable resource conservation
to be the foundation for the future development of our Group. In the same way, our obligation to
prevent employees from work-related dangers and to protect their health has become an integral
part of our activities for many years. Last but not least, acting in a sustainable way for us also means
taking on social responsibility at our locations. Our sustainability strategy and the areas of focus
of our sustainability activities are strongly influenced by the expectations of external and internal
stakeholders, which are systematically recorded and incorporated into our approach. We therefore
5
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conducted a survey among this group in December 2014. Furthermore, the Cement Sustainability
Initiative (CSI) of the World Business Council for Sustainable Development (WBCSD) has defined
central fields of action for this industry. These are occupational safety, climate protection (CO2 and
energy management), use of alternative raw materials and fuels, pollutant emissions, sustainable
land use and species conservation, sustainable construction, water management, supply chain
management, and stakeholder dialogue.
Further fields of action are arising from the structure of our sales markets. Competition in the
market is limited amongst building materials suppliers in many regions, which is why transparency
and fair competition take on particular importance. Our international positioning comes with the
need to respect cultural diversity and promote regional development at all our locations.
Sustainability management
The Sustainability Steering Committee, led by the Chairman of the Managing Board, is in charge
of the management and control of the sustainability strategy. The committee is made up of people
from various business lines and disciplines: the member of the Managing Board responsible for
environmental sustainability as well as the heads of the Group departments Human Resources,
Legal, Logistics, Sales & Marketing, Purchasing, Research & Technology, Communication & Investor
Relations, and Global Environmental Sustainability. Operational responsibility for implementing
the sustainability goals and measures lies with the individual Group departments, the country
managers, and the Group Environmental Sustainability Committee. It was set up in 2008 with the
aim of improving our performance in environmental protection and occupational safety very
important areas for our industry and promoting the exchange of information between the Group
areas and business lines. An interdisciplinary team of experts from the individual business lines
and Group areas defines guidelines, goals, and measures and coordinates their implementation.

Employee development
Employees worldwide
At the end of 2014, the number of employees at HeidelbergCement stood at 44,909 (previous year:
45,169). The decrease of 260 employees essentially results from two opposing developments: on
the one hand, more than 300 jobs were cut in some Eastern European countries, Benelux, Norway,
India, and Malaysia in connection with efficiency increases in sales and administration as well as
location optimisations. Furthermore, the number of employees was reduced by around 1,400 due
to the sale of the cement grinding plant in Raigad, India, the Russian aggregates company OAO
Voronezhskoe Rudoupravlenije, a further aggregates company in Indonesia, and our participation in
the cement company Cimgabon S.A. in Gabon as well as a result of further portfolio optimisations.
On the other hand, around 450 new employees were hired in growth markets such as Indonesia,
Central Asia, and Africa. In the United Kingdom, Sweden, North America, and Australia, the
workforce grew by almost 700 employees as a result of the good market development. Moreover,
our number of employees increased by more than 300 due to the increase in shares in Cimescaut
Group, Belgium, which was previously accounted for at equity, and in four Icelandic participa-
tions, which were previously accounted for as associates, as well as the acquisition of the Belgian
company Espabel and a majority stake in Cindercrete Products Group, Canada.

To our shareholders
Employees by Group areas
31 December 2013 2014 Change

Western and Northern Europe 11,882 12,441 4.7 %
Eastern Europe-Central Asia 8,696 8,453 -2.8 %
North America 7,513 7,644 1.7 %
Asia-Pacific 14,133 13,482 -4.6 %
Africa-Mediterranean Basin 2,885 2,811 -2.6 %
Group Services 61 79 29.5 %
Total 45,169 44,909 -0.6 %
2
Personnel costs and social benefits
Expenditure on wages and salaries, social security contributions, costs of retirement benefits, and
other personnel cost rose by 4.1 % in comparison with the previous year to 2,050 million (previ-
ous year: 1,969). This corresponds to a share in turnover of 16.3 % (previous year: 16.2 %). The
increase in personnel costs resulted from our acquisitions and the positive business development
as well as increased costs of retirement benefits.
Personnel costs
m 2013 2014 Change

Wages, salaries, social security costs 1,878.7 1,939.4 3.2 %
Costs of retirement benefits 68.5 86.4 26.2 %
Other personnel costs 21.3 24.1 13.3 % 3
Total 1,968.5 2,049.9 4.1 %

Communicating with employees
Qualified and motivated employees are an important prerequisite for the sustainable success of
HeidelbergCement. Identifying our employees talents, developing them, and in competition
with other companies retaining those employees within the Group are therefore at the core of
the Group-wide personnel policy. This is supported by the HeidelbergCement competence model,
which defines the essential professional and personal capabilities and skills that are critical for
the success of our business. It enables the respective superiors to perform systematic, Group-
wide assessments of performance and potential in accordance with standardised regulations and
serves as a basis for strategic development of managers and successor planning. Superiors and
4
employees discuss development opportunities and prospects within the framework of structured
appraisal interviews. The dialogue is primarily targeted at upper and middle management, those
in specialist roles, and future executives. We aim to achieve the following three goals:
to internally fill key positions with top-class candidates worldwide,
to develop top talent at HeidelbergCement in a targeted way, and
to retain employees in the Group for the long term by means of personalised development
planning.
On-going training
Sustainable personnel work means consistently investing in training, i.e. employing and t raining
qualified talent. The proportion of apprentices in Germany is 5 % (previous year: 6 %). The
retention rate of these apprentices stands at 84 % (previous year: 82 %).
5
Technical skills are essential in ensuring the functionally sound operational management of
process technology and maintenance in our plants. In addition to technical training, we also
offer master classes every year at the German Cement Works Association (Verein Deutscher
Zementwerke e.V.).
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As in the previous year, a focus of our training programmes throughout the Group was on
occupational safety, which made up around 43 % of the total training measures. Other areas of
focus were specialist training (36 %) and the training of our managers (5 %).
Our extensive training programmes in virtually every work area are characterised by practical and
business-oriented learning and enable our employees to develop their skills.
Management training
The motivation and skills of our managers play a crucial role in determining how well Heidel-
bergCement positions itself among its global competitors and how well-prepared the Group is
for future challenges. In order to prepare our managers for their future tasks, we offer training
programmes tailored specifically to the needs of our Group. This applies both to traditional topics
such as strategy, leadership, and management, or the method of capital expenditure budgeting,
and to special training topics, for instance in the area of technology. Uniform training content
ensures that a common understanding of strategy, integrated management approach, and leader
ship is developed everywhere.
A strategic Group initiative is to further develop the skills of our senior managers through the
Summit programme, which was developed in close cooperation with Duke Corporate Education.
All senior managers in the Group from 39 countries participate in the three-stage curriculum
focusing on general management and leadership, which takes into account global, regional, and
local issues. Members of the Managing Board contribute actively to all modules through discussion
forums and with their own presentations. The mix of theory and practice is a key factor in the
programmes success, and its ongoing evaluation and adjustment contributes to the fact that the
programme is highly valued by the participants.
Securing and advancing future executives

In the reporting year, we consistently pursued our efforts to advance future executives. We offer
highly motivated and qualified university graduates international trainee programmes focus-
ing on the following areas: technology, sales, finance, personnel, purchasing, and IT. In 2014,
HeidelbergCement was awarded the trainee seal of the Initiative for career-enhancing and fair
trainee programmes for its high-quality programmes for the advancement of future executives.
We also continued to work intensively on expanding our programmes for the advancement of
future executives and strengthening our recruitment of university graduates and graduates with
first professional experience worldwide. In 2014, we hired 347 university graduates. Currently,
around 800 employees take part in programmes which prepare them for more advanced tasks.
In 2011, we started a special programme for highly qualified engineers in the cement business as a
pilot project in Europe and Central Asia, in order to prepare these employees for senior engineer-
ing positions. Upon completion of the Engineer in Training programme, the engineers spend
several years completing specifically defined training stages in technical fields at various plants
both in Germany and abroad supplemented by training in general management and leadership.
Since 2013, this programme has been extended to other Group areas.
During the reporting year, the Aggregates Academy further expanded its employee training offer in
the aggregates business line. More than 1,800 participants from our aggregates business manage
ment team have been trained in 116 courses in 17 countries. The target group of the training offered
by the Aggregates Academy comprises plant managers, managers, and professionals from quality
control and sales. Further hands-on training modules are regularly conducted at the plants to
ensure essential learning objectives are rapidly put into practice. The Aggregates Academy has

To our shareholders
also developed a number of introductory e-learning modules for new staff and managers without
prior aggregates experience. All of our programmes are geared towards attracting talent and
retaining it within the Group as well as directly conveying knowledge and skills that are decisive

for the success of our Group.
Demographic development
Our Group, too, is faced with the consequences of demographic change. Around 14% of our
employees are younger than 30. The majority of the employees are aged between 30 and 49,
making up around 51% of the Groups total workforce. 35% of our employees are above 50
years of age.
2
We are responding to the effects of demographic change with numerous measures adapted
to regional requirements. In Germany, for example, we have continued to develop our health
management activities and have incorporated them in the FIT for LIFE initiative. It includes a
prevention programme for the early diagnosis of illnesses and risk factors, but primarily focuses
on the initiative of individuals to adopt a healthy lifestyle. This service covers, among other things,
colon cancer screening, flu vaccinations, special health days, and lectures about health. In the
future, health management activities will continue to focus on the prevention of typical age-related
health risks and change in awareness. We are therefore specifically promoting company sports
activities for all age groups.
Diversity as a factor for success

In the Group-wide personnel policy, we consciously aim for a balanced mix of diverse personalities,
3
skills, and experience when putting together teams of employees. We understand diversity as
a management concept, which through the inclusion of various cultures, talents, and levels of
experience ensures that the composition of our workforce mirrors our presence in the i nternational

markets, our customer structure, and our business environment. We aim to achieve this in the
following ways:
local country management and therefore an international management team,
an international workforce at the Group headquarters,
a complementary composition of management and other teams (international, specialist,
experience, age, sex, etc.),
women in management positions reflecting the proportion of women in the total workforce in
Germany.
4
The goal is to advance and attract highly qualified and committed employees around the world
who can bring various social and professional skills to our company and thus contribute to the
success of the Group.
The international composition of our management team enables us to benefit from a broad range
of experience and different cultural backgrounds, thereby allowing us to respond more flexibly
to both global challenges and local market needs. The proportion of local managers at the upper
management level remains unchanged at around 80 %.
At the Group headquarters, we consciously aim to ensure that the workforce is composed of
employees from the countries in which we operate. We benefit considerably from their local
knowledge and this also facilitates cooperation with the local personnel. We have 560employees
5
at the Group headquarters and at our technical centers, the Competence Center Materials and
Heidelberg Technology Center in Heidelberg and Leimen, with 142 of these employees r epresenting
40different countries.
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For our numerous foreign employees at the Heidelberg and Leimen locations, we have established
the Expatriate Network, which is about helping our employees to help themselves. The company
supports this network of employees, friends, and family members to help with the integration into
the Rhine-Neckar metropolitan area, e.g. in looking for accommodation, dealing with administrative
authorities, and nursery/school affairs.
To aid diversity, we believe it is important for management positions to be held by both men and
women, thereby providing a true reflection of our employee structure. Within the Group, women
made up 13 % of the total workforce and held 9 % of the upper management positions in 2014. In
Germany, women represented 14 % of the total workforce and held 8 % of the upper management
positions. Together with other DAX companies, HeidelbergCement signed a self-commitment
in 2011. Our goal is to more than double the proportion of women in management positions in
Germany to 15 % by 2020. To achieve this goal, we will be devoting increased attention to our
programmes for the advancement of future executives. The proportion of women in these pro-
grammes is around 21 % across Germany. At the start of 2013, we consciously publicised the
fact that we value diversity by signing the Diversity Charter to acknowledge the activities we have
carried out to date.
The Global Ladies Network @ HC Group is an initiative that brings together women in manage-
ment positions worldwide both virtually and face-to-face. It allows a regular, informal exchange
of ideas on individual career development and aims at promoting female managers.
We consider the diversity of our workforce and management team and the clear focus on commit-
ment, professional expertise, and conformity with our corporate values to be a decisive advantage
in global competition.
Work-life balance
In the race for the best employees, we adapt ourselves globally to changing lifestyles. In terms of
what we offer to encourage a good work-life balance, we focus on models such as flexitime, part-
time, and leave of absence. The part-time ratio at HeidelbergCement AG is 11.1 %. Because of the
small size of our locations, cooperation with external networks has proven itself for example in
terms of childrens daycare, caring for family members, or holiday camps for children. Employees
benefit from having easy access to a professional and flexible network at reasonable costs. As part
of our FIT for FAMILY initiative, we have entered into cooperations with daycare centers for the
Heidelberg and Leimen locations. These arrangements allocate us our own quota of places that
can be offered to our employees.
Result-oriented remuneration systems

If you expect performance, you need to create a suitable environment. This includes also an
attractive remuneration system. Alongside fixed salaries governed by a collective agreement or
an individual work contract, HeidelbergCement AG employees also receive variable remuneration
elements based on their individual performance and on corporate success. In the case of managers,
we consciously aim to achieve a high variable element as part of the total remuneration in order
to take into account, in a clear and direct way, collective and personal performances as well as
corporate success. The employees in our foreign subsidiaries benefit from attractively designed
remuneration systems that relate to the respective local market conditions. For our 160 top
managers we have launched a long-term bonus plan for 20142016/17 across the Group, which
follows the same targets as the long-term bonus plan for the Managing Board.

To our shareholders
Occupational health and safety
Group standards

Occupational health and safety has top priority at HeidelbergCement and is an integral part of
the key corporate values.
In the reporting year, we have continuously improved the technical and organisational safety
standards within the Group by means of additional measures in order to reinforce the safety
culture in the company.
Work management systems, such as those in accordance with the internationally accepted OHSAS
2
18001 standard, have already been implemented in most of our plants. These systems require a
structured approach from the location managers with planning, clear work regulations, respon-
sibilities, and controls to ensure an ongoing improvement process and thus prevent accidents. In
2014, plants in Malaysia introduced management systems in accordance with OHSAS 18001 for
the first time, while other plants successfully renewed their certification. Additional locations in
Malaysia will follow in 2015. Certifications are also planned for our locations in the Democratic
Republic of Congo as well as for our new plants in Kazakhstan and Togo.
In addition to the required management audits, we have been conducting health and safety im-
provement reviews at selected locations since 2014 in order to identify and implement further
potential for improvement.
3
Management responsibility for occupational health and safety
Although we have been continually improving occupational health and safety at a technical and
organisational level for a number of years, we still have to report serious accidents including some

fatalities that are often caused by human error. We therefore continued the Group-wide Safety
Leadership Initiative we started in 2012 to make managers at all levels aware of their m anagement
responsibility with regard to occupational health and safety. For example, the Leading with Safety
project was launched in Canada and the USA in order to efficiently reach all leadership levels.
Group-wide security week

At the end of September 2014, we once again organised a Group-wide safety week, in which our
employees as well as contractors and family members were sensitised to the topic of occupational
health and safety. At various events throughout the safety week, which was opened with a video
4
message from the Chairman of the Managing Board, we made it clear that everyone involved must
join forces to achieve effective occupational health and safety. The response to the safety week
from both managers and employees was consistently positive.
In our African plants, the safety week was additionally used to provide our own employees and
those of external companies detailed with information about the Ebola virus and to practise pre-
ventative measures. HeidelbergCement is represented both in Liberia and Sierra Leone. Thanks to
intensive educational work and preventative measures, none of our employees in these countries
has contracted the Ebola virus.
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Accident trends
In 2014, we were able to further reduce both the accident frequency rate and the accident severity
rate, whereby especially the former declined once again by 17 %. Meanwhile, many locations have
been accident-free for years; others were able to reduce their accident rates drastically. D
espite
these achievements, the measures must be maintained consistently and further intensified to
safely prevent accidents on a sustained basis.
While the trend in the number of accidents is encouragingly positive, this is unfortunately not the
case for fatalities. In the reporting year, it was with great regret that we had to announce the death
of four of our own employees, who died as a result of accidents at work. Furthermore, the lives of
twelve employees from external companies were claimed, one of whom died in a road accident.
This development is very painful, but encourages us in our efforts to further improve in the area
of occupational health and safety. Each occurrence that results in death is intensively analysed
and discussed by the Managing Board. Appropriate measures are being determined and shared
across the Group in order to avoid similar accidents from happening elsewhere.
Accident trends 1)
2010 2011 2012 2013 2014

Accident frequency rate 2) 4.3 3.8 3.4 2.6 2.1
Accident severity rate 3) 146 125 115 94 91
Fatality rate 4) 1.1 0.6 0.5 1.1 1.0
1) Accident trends in the business areas of cement, ready-mixed concrete, and aggregates in companies where HeidelbergCement is in charge
of safety management.
2) Number of accidents (with at least one lost working day) suffered by Group employees per 1,000,000 working hours
3) Number of lost working days resulting from accidents suffered by Group employees per 1,000,000 working hours
4) Number of fatalities of Group employees per 10,000 Group employees
Social responsibility
The responsibility we take at our locations around the world is a key factor in the success of our
business activity worldwide, according to the motto think global act local. We aim to work with
local partners to create added value for both our Group and the local communities.
We believe in giving local employees responsibility for local management wherever possible. Each
plant collaborates closely with local suppliers and service providers. We invest around 30 % of our
purchasing volume in the areas immediately surrounding our plants. Together with the creation
of jobs, this helps to create added value and promote economic development at our locations.
Corporate citizenship
Corporate responsibility is not limited to a companys business processes and the areas where they
have a direct impact. As a corporate citizen, we are a part of society, and we benefit from being
fully involved at the community level at our locations around the world. We are also playing an
active role in the search for solutions to social issues that affect these locations. Our understanding
of our role is reflected in the Corporate Citizenship Guidelines, which lay down the benchmarks
and objectives related to our social commitment. This commitment is focused on areas in which
we have specific expertise and can achieve the best results for society:

To our shareholders
Building, architecture, and infrastructure: we provide practical help in the construction of

buildings and infrastructure by making products, financial means, and expertise available.
Environment, climate, and biodiversity: we support initiatives that promote environmental

protection and strengthen the diversity of nature at our locations.
Education, training, and culture: in this area, we are guided by the specific needs of our l ocations.
Creation of CSR expert group

The Corporate Citizenship Guidelines define the focus and framework conditions of the social
commitment in the HeidelbergCement Group. However, the specific measures and projects are the
responsibility of the individual national companies and locations. They are in the best position to
make decisions about the on-site requirements and the most effective way in which the company
2
can become involved.
In 2014, the CSR expert group was formed in order to better document the various activities in the
area of corporate citizenship and corporate social responsibility (CSR) in the future. Its objective
is to record good examples of social commitment in all Group areas and to create a platform for
the transfer of experience and knowledge.
Commitment to older people in Poland
As early as the start of 2012, our Polish subsidiary Grazdze Group founded the Active in the
Region foundation. Its objective is to support the communities and people living near the various
production locations through the promotion of science, education, culture, and health. Each year,
the foundation concentrates on a specific topic taking into account the requirements of the local
3
people: in 2014 the focus of the activities was on older people under the motto Generation Plus.
The objective of the programme was to integrate people over 60 years of age from the rural area
round the town of Opole, where several of our production locations are situated, more fully in

social life and to offer specific further education possibilities. Among other things, information
events on topics, such as safety, health, or inheritance, as well as computer courses for begin-
ners and sightseeing trips in the region were organised. From 1 August to 30 October 2014, over
130people, mostly aged between 70 and 80, participated in these free activities.
Environmental responsibility
4
As an active member and co-chair (2013/2014) of the Cement Sustainability Initiative (CSI) of
the World Business Council for Sustainable Development (WBCSD), we are committed to the
sustainable development of our business activity and the health and safety of our employees.
In recent years, we have made remarkable progress. This progress was confirmed in an exter-
nal assessment of the implementation of our CSI-related commitments. The improvements are
driven by our Sustainability Ambitions 2020, in which the Groups main sustainability issues
and goals are defined.
Biodiversity
In order to increase awareness of the high biological value of our quarrying sites, we launched
5
the Quarry Life Award in 2011. The second edition of this international competition, concluded
at the end of 2014, was once again a great success and showed an increase in the quality of the
projects entered. At national level, 57 projects received prizes, and seven projects won awards at
the international ceremony in December 2014.
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During the reporting year, we further developed our partnership with the international nature
conservation organisation BirdLife International. Together, we implemented biodiversity action
plans at our facilities and continued to work on various local partnership projects. Thanks to its
network of national partner organisations, BirdLife has set up together with us a programme for
joint local projects, making an important contribution to the realisation of our corporate goals
and to positive public relations. The programme was cost-effective as our project investments
were often significantly co-funded by third parties (e.g. EU, cities and municipalities, or private
sources). Together, we have carried out and co-funded 15 projects in nine countries with an
overall volume of 423,000. In addition, a second biodiversity training course for our employees
was jointly organised.
In Togo, we have commenced the development of a tree nursery in Tabligbo, where our new clinker
plant was put into operation. It is located near the public training center that we are currently
setting up and will form part of our local CSR activities in the field of environmental education
and training.
During the reporting year, we published the fourth book in our series on biodiversity in our
quarrying sites with the title Amphibians and reptiles in quarries and gravel pits. The book
showcases the diversity of amphibian and reptile species and describes the important role that
quarrying sites play in their protection.
Sustainable construction
In 2014, the ready-mixed concrete, cement, and aggregates associations in North and South America
and in Europe decided to found the Concrete Sustainability Council and outlined a certification
system for sustainably produced concrete. With the certification of concrete taking into account
social and ecological aspects along the value chain the product and the entire industry should
receive better recognition in the future from Green Building Councils and in the awarding process
of public construction contracts.
HeidelbergCement continues to invest in research and is constantly looking for new application
possibilities for concrete. The supply of concrete with a quality guarantee of over 100 years for
the construction of the new bridge over the Bosporus in Turkey is an example of a high-quality
product being used to reduce traffic problems and facilitate the lives of many commuters.
Use of alternative raw materials and fuels
In order to promote the concept of circular economy, we are increasingly using waste materials as
alternative resources to replace finite natural raw materials and fossil fuels in cement production.
We are thus helping to solve the waste problems of many municipalities and other industries near
our plants while at the same time reducing our own specific CO2 emissions.
In all the countries in which HeidelbergCement produces clinker the main component of cement,
we examine the possibilities of recycling waste from municipalities, agriculture, or industry in an
economically and ecologically responsible manner. Good cooperation with supervisory authorities,
waste producers, neighbours, employees, non-governmental organisations, and other stakeholders
is essential for the development of optimal solutions.

To our shareholders
In 2014, we successfully employed alternative fuels for the first time in our new cement plant
TulaCement in Russia as well as in the plants in Bosnia-Herzegovina and India. In more mature
markets, such as Sweden, Norway, the United Kingdom, Hungary, Estonia, Romania, and i ncreasingly

in Turkey, we have further raised the proportion of alternative fuels. We were able to increase the
substitution rate to over 80 % in the Beremend cement plant in Hungary. As a result, the plant
boasts the lowest fuel costs in the Group.
The successful recycling of sewage sludge in our Guangzhou cement plant in China led to requests
from the growing city for an increase in our recycling capacity. We are now investigating how to
meet this demand.
2
In Indonesia, we set up a pilot plant for the recycling of local household waste. In the region of
Jakarta, the pressure on local landfill sites is growing daily. The cement industry can help to solve
the waste disposal problems, provided that economically sustainable models are applied. The
pilot plant is used for the technical and economical fine-tuning of larger projects in the future.
HeidelbergCement is well on the way to achieving the Sustainability Ambitions 2020 target of
increasing the proportion of alternative fuels within the Group to 30 %.
Climate protection
Climate protection is at the heart of our environmental policy. As an energy-intensive company,

3
we have been striving for many years to minimise our CO2 emissions. Between 1990 and 2014,
we reduced the specific net CO2 emissions by 21 % to 609 kg CO2 per tonne of cement. By 2015,
we wish to reduce these emissions by 23 % compared with 1990. For the entire Group, this

corresponds to around 15 million tonnes of CO2 per year.
Climate protection
2012 2013 2014

Specific net CO2 emissions (kg CO2 /t cement) 615 614 609
Alternative fuel rate 20 % 21 % 21 %
Clinker ratio 76 % 76 % 75 %
4
In May 2013, we launched the global cement industrys first small-scale pilot project to capture
CO2 from combustion exhaust gases at our Brevik plant in Norway. This project will run until 2016
and is funded by the Norwegian government. It is carried out in cooperation with the European
Cement Research Academy. In 2014, we tested small-scale installations in our cement plant in
Brevik to capture CO2 using amines, membranes, and two different solid materials.
In the Narsingarh clinker plant in central India, we started a waste heat recovery project. With the
equipment to produce electricity from kiln waste heat, the plant will be able to generate 13MW
of electricity on its own. A similar equipment to produce electricity from kiln waste heat is also
being installed at the Romanian cement plant in Fieni.
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Reducing other environmental effects
In line with the Sustainability Ambitions 2020, we have conducted Group-wide environmental
audits in all business lines. Our objective is to audit all locations between 2015 and 2020. The
improvement measures resulting from the previous audits have already been implemented and
contribute to improved environmental performance.
During the reporting year, we made technical improvements in numerous plants in Europe, such
as in Bosnia-Herzegovina and the Ukraine, as well as in Turkey, China, India, and Indonesia, to
reduce dust, nitrogen oxide, and sulphur oxide emissions. In the Czech Republic, we continued
the long-term project to reduce noise and dust in our two cement plants Mokra and Radotin.
In 2014, four of our cement plants in the USA Leeds/Alabama, Union Bridge/Maryland, Glens
Falls/New York, and Redding/California were awarded the prestigious ENERGY STAR by the
U.S. Environmental Protection Agency (EPA) for their outstanding energy efficiency. The four
plants are among the top 25 cement plants in the USA in terms of energy efficiency and meet the
strict criteria of the EPA. Our Union Bridge/Maryland plant has received this award for two years
running this time, however, with the highest possible score. In order to comply with NESHAP
(National Emission Standards for Hazardous Air Pollutants), we have invested in equipment to
reduce dust and mercury emissions at several cement plants in the USA.
In 2014, our Indonesian subsidiary Indocement was again among the winners of the prestigious
Indonesian Green Awards for its commitment to the environment. The company received awards
in the four categories Waste management pioneer, Use of new and renewable energies,
Prevention of environmental pollution, and Green training.
In Hungary, we were awarded an environmental prize for a project that aimed to reduce waste
and CO2 emissions by co-incinerating waste.
In the aggregates business line, we carried out several environmental measures in the Czech
Republic for the reduction of noise and dust. As part of the ENERGY STAR Challenge for I ndustry
programme, two locations in the USA received awards from the American EPA in 2014: Downington
Quarry in Pennsylvania and Romeoville Quarry in Illinois.
We carried out several projects in 2014 to recycle concrete and collect rainwater in the Czech
Republic, Georgia, and Romania. We invested in various measures to reduce the environmental
impact (including noise) in Australia and Asia. In Hong Kong, ready-mixed concrete plants were
equipped with wastewater systems. In Australia and Hong Kong, we implemented programmes to
increase efficiency (including fuel consumption and transport) and replaced ready-mixed concrete
trucks with environmentally friendly and energy-saving Euro 5 vehicles.

To our shareholders
Procurement

In the 2014 reporting year, goods and services with a total value of 8,678 million were procured at
HeidelbergCement. This corresponds to 68.8 % of the total operating costs (including depreciation).
Procurement management
Our lead buyer organisation facilitates efficient procurement of important commodity groups
at Group level. This means that we bundle process-critical goods and services, usually with
high volumes, into commodity groups in order to obtain better terms and conditions from our
suppliers. The tasks of our lead buyers within the Group include conducting price negotiations,
2
concluding framework agreements, supplier management, and observing current market and
price developments. Thereby, they make an important contribution to increasing efficiency and
to risk management in our Group.
The second component of procurement management is the local purchasing at our production
sites, which strengthens our negotiating position with local suppliers. The local purchasing
departments can also obtain goods and services directly via the Group framework agreements.
In this way, we combine the advantages of central and local procurement.
Increasing efficiency
Another savings initiative in procurement that continues the successful three-year FOX 2013
programme commenced in 2014 to further increase the Groups financial and operational perfor-
3
mance on the long term. In view of the generally persisting cost pressure, the current programme
also targets additional savings in procurement. In the reporting year, we succeeded in achieving
considerable cost savings.

Another objective is to improve payment periods, because our terms of payment represent a key
success factor for competitiveness. Thanks to continuous process optimisations and an improvement
in our Group-wide terms of payment, we were able to achieve a correspondingly high liquidity
effect already at the end of 2014.
Procurement of energy
Overall, HeidelbergCements purchasing policy for the procurement of fuels and electricity
focuses primarily on the short term. This means that in 2014, we only concluded agreements
4
with fixed prices and quantities in a few cases. In liquid electricity markets, in particular, such as
Northern Europe, the UK, Germany, Belgium, the Czech Republic, and Hungary, we relied on low
day-ahead prices. Our procurement strategy proved successful thanks to in part significantly reduced
spot prices in these markets. Since we further increasingly used index-based contracts for coal,
we were able to benefit from reduced coal prices during the year. By adopting these measures,
we successfully reduced electricity and fuel costs in many markets during 2014 and maintained
energy costs stable in the cement business for the Group as a whole. In the sand and gravel
sector, in particular, we benefited from falling international oil prices in the third and fourth quarter.
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Outlook
The expected future development of the HeidelbergCement Group, HeidelbergCement AG, and the
business environment in 2015 is described in the following. In this context, please note that this
Annual Report contains forward-looking statements based on the information presently available
and the current assumptions and forecasts of the Group management of HeidelbergCement. Such
statements are naturally subject to risks and uncertainties and may therefore deviate significantly
from the actual development. HeidelbergCement undertakes no obligation and furthermore has
no intention to update the forward-looking statements made in this Annual Report.
Assumptions underlying our forecasts
Our business is subject to a multitude of external influencing factors that are beyond our control.
These include geopolitical, macroeconomic, and regulatory factors. This outlook is based on the
assumption that the global political environment will not undergo any critical changes during the
forecast period. In particular, this implies that the political crises in eastern Ukraine and Russia as
well as the political and religious conflicts in the Middle East will not have a global impact on our
business activity. We also reckon that China will not experience a significant decline in economic
growth and the euro zone will not be fundamentally destabilised as a result of the Greek crisis.
Moreover, our assumptions for exchange rates and raw material prices in 2015 are based on
their levels at the end of 2014. We therefore believe that the euro will weaken against our key
currencies, such as particularly the US dollar, in comparison with 2014. We continue to expect
that in the forecast period the prices of fuel, energy, electricity, and key raw materials will remain
at their relatively low levels registered at the end of 2014.
Furthermore, we have not taken account of any material changes to balance sheet positions or
any associated expense or earnings positions in our forecasts below that may result from changes
to macroeconomic parameters, such as discount rates, interest rates, inflation rates, future salary
developments, or similar.
Economic environment
General economic development

After economic growth in 2014 remained almost unchanged in comparison with the previous year,
we anticipate a somewhat accelerated global economic expansion in 2015. In its outlook published
in January 2015, the International Monetary Fund (IMF) forecasts global economic growth of 3.5 %
for 2015, compared with 3.3 % in 2014. The IMF perceives the accelerated recovery in the USA,
the continued, albeit slow, recuperation in the euro zone, and the almost stable growth rates in
the emerging countries to be the main drivers behind this development. The positive impact of the
significant fall in the oil price on the economy should offset the weaker investment environment
owing to lower expectations for medium-term global economic development. In particular, the
emerging countries that depend on the export of raw materials must cope with the challenges of
higher interest rates and weakening currencies.

To our shareholders
In Asia, China will continue to be the driving force of industrial development. However, the IMF
forecasts a decline in growth for China, from 7.4 % in 2014 to 6.8 % in 2015. The Chinese govern
ment recently announced a target value of 7 %. For Indonesia, growth of 5.5 % is anticipated.

Positive developments are also forecast for Africa. This relates primarily to the countries south of
the Sahara, where growth rates are expected to rise slightly from 4.8 % in 2014 to 4.9 % in 2015.
In the mature markets, economic growth is estimated to accelerate from 1.8 % in 2014 to 2.4 % in
2015. Varying development is expected for individual countries. According to IMF forecasts, the
important markets for HeidelbergCement in the USA, the United Kingdom, Germany, and Canada
will show positive economic growth in 2015. Nevertheless, the growth rate in Canada is forecast
to weaken slightly in comparison with the previous year, while the increase will be slight in the
2
United Kingdom and significant in the USA. For Germany, banks and institutes recently raised their
forecasts. Out of these countries, the USA is expected to achieve the highest increase in economic
output in 2015 at 3.6 %, followed by the United Kingdom with 2.7 %, Canada with 2.3 %, and
Germany with 1.5 % to 2 %. Additional economic growth of 2.9 % is anticipated for Australia,
where increasing residential construction is expected to offset the decline in mining activities.
Further expansion is also predicted in Eastern Europe and Central Asia in 2015. As in the mature
markets, development of individual countries is said to vary. In the markets of Eastern and South-
eastern Europe, with the exception of Hungary, economic growth is estimated to remain virtually
unchanged or only increase slightly, achieving growth rates between 2.3 % and 3.5 %. The con-
flict situation in eastern Ukraine, however, is expected to have a negative impact on e conomic
development in the Ukraine and Russia. A decline of 3 % in economic output is projected for
3
Russia. Kazakhstan and Georgia should achieve the highest growth rates in the region, with values
between 4.7 % and 5 %.

With regard to consumer goods prices, the IMF expects a decline in mature markets and a slight
increase in emerging countries. Prices for raw materials, oil in particular, are likely to fall signifi-
cantly short of the previous year in 2015.
Industry development
The development of economic output is also reflected in the demand estimates for building mate-
rials. As the production and marketing of building materials is very localised and global trade in
building materials only represents a small percentage of the total volume, we focus on the relevant
regions and countries instead of considering a global view of the demand trend.
4
For the USA, a further major increase of 8.0 % in cement demand is anticipated for 2015. The
growth rate is thus slightly below the level of 2014 (+8.8 %). This rise is mainly driven by the
sustained recovery of private residential construction and commercial construction. In 2015, the
American cement association PCA expects an increase in the number of starts of construction of
single-family houses by 12 % and of multi-family residential units by around 31 %. The exten-
sion of the current federal programme for road construction (MAP-21) will expire at the end of
May 2015. Details of a possible follow-up programme are not yet known. Overall, a considerable
backlog in demand exists due to the low infrastructure investments in recent years. The PCA
estimates a moderate increase in infrastructure construction in the coming years based on rising
tax revenues and the financing support from the TIFIA programme (Transportation Infrastructure
Finance and Innovation Act).
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In Europe, trends in the demand for building materials are expected to vary by region. For the
countries particularly affected by the property and financial crisis, such as Italy and Portugal,
Euroconstruct in its forecast from November 2014 anticipates a further decline or stagnation in
cement consumption in 2015. A decrease in sales volumes is also expected for Belgium. In Spain
and France, the weakness of the markets continues despite a slight recovery. For the remaining
countries of Western Europe, as well as Hungary, Poland, the Czech Republic, and Slovakia, a
rise in cement consumption is anticipated as a result of the p
ositive economic development. The
recovery in the United Kingdom should continue and lead to a growth of 7 % in 2015, following
9 % in 2014. Thanks to an ongoing rise in infrastructure projects, an increase of 7 % is also
expected in Poland in 2015. In its forecast from November 2014, the German Cement Works
Association (VDZ) predicts slight growth for the German cement market in 2015, based on the
positive economic development. Almost all construction sectors are contributing to this trend,
particularly the continuing dynamic development in private residential construction. Orders in
Germany rose by 2.6 % in 2014.
Just as the general economic forecasts, the development of demand for building materials during
2015 is also associated with uncertainties. With efforts being made to consolidate budgets in
some mature markets, the demand for building materials is still dependent on the trend in private
residential construction as well as commercial construction. Rising demand for building materials
can only be achieved in line with positive economic development, reduced unemployment figures,
and affordable property financing. In the growth markets of the emerging countries, the continu-
ation of solid economic growth also plays an important role, as does income available for private
residential construction, which in turn depends on the development of local food prices and thus
inflation. Political conflicts, such as the one in the Ukraine, can also influence the development
of sales volumes.
Due to the continuing capacity expansion and strong development of demand at the same time,
we expect the level of competition to continue to increase in 2015, especially in the emerging
countries of Asia and Africa. The devaluation of some currencies in these regions, however, should
slow down the investment activities of local producers.
At the start of 2014, the European Union adopted a regulation to reduce CO2 pollution rights. The
so-called backloading plan envisages the reduction of 900 million emission rights within three
years, 400 million of which in 2014, and the remainder in 2015 and 2016. The price of emission
rights has already risen since this new arrangement was introduced, but is still well below the
level of previous years. HeidelbergCement has more than sufficient emission rights for 2015.
Anticipated earnings
Revenue
Taking into account the general economic and industry-specific outlook for the building materials
industry and the special growth prospects for markets in which HeidelbergCement operates, we
expect a distinct increase in revenue for 2015. Excluding exchange rate effects, we anticipate
this rise to be moderate.
Capacity expansions in the cement business, which have already been completed in 2014 or are
set to be finalised in 2015, support this forecast. These include, in particular, the capacity expan-
sions in our Indonesian production site Citeureup, which was commissioned in May 2014, the
new clinker plant in Togo and the new grinding capacities in Tanzania and Burkina Faso, which
were commissioned in the second half of 2014, as well as the new integrated cement plant in
Kazakhstan, which officially started operations in July 2014. In the cement business, we therefore

To our shareholders
anticipate moderately rising sales volumes. In the aggregates business, we also expect a moderate
increase in sales volumes thanks to the recovery of infrastructure investments in mature markets.

In 2015, price increases will continue to take on a high priority in order to further improve margins.
To this end, the Group will continue its two price initiatives PERFORM in the cement business
in the USA and Europe as well as CLIMB Commercial in the aggregates business.
Group areas
In the Western and Northern Europe Group area, we expect a slight rise in sales volumes of ce-
ment and aggregates, driven by the recovery or continuation of demand growth in the countries
in which we operate. In the United Kingdom, potential growth will be adversely impacted by the
2
sale of a blast furnace slag grinding plant.
In our Eastern Europe-Central Asia Group area, we anticipate a moderate growth in sales volumes
of cement, which will largely be stimulated by the additional capacities in Kazakhstan, the ongoing
recovery in Poland, and the further increase in demand in Russia. In the other countries of Eastern
Europe, we predict a slight rise in sales volumes.
In North America, we expect a moderate increase in cement and aggregates volumes as a result
of the continuing economic recovery, which should also affect commercial and public construction
besides residential construction.
In the Asia-Pacific and Africa-Mediterranean Basin Group areas, we count on a consistently positive
3
demand trend. Cement sales volumes should increase noticeably, particularly in Indonesia and
India, thanks to the capacity build-up. In Africa, we also expect tangible growth in cement sales
volumes owing to the recently commissioned capacities. Overall, we anticipate a moderate rise

in sales volumes of cement and aggregates for both Group areas due to the expanded capacities.
Costs
For 2015, HeidelbergCement anticipates a slight to moderate increase in the cost base for energy
due to the expected rise in sales volumes, the discontinuation of subsidies for electricity and fuel
in Indonesia, and the weakening of the euro. A moderate increase in the cost of raw materials and
personnel is anticipated, also driven by the weaker euro among other things.
One area of focus in 2015 will not only be to safeguard but to continuously improve the cost sav-
4
ings and efficiency increases in cement and aggregates that were achieved in the past few years.
With this in mind, we started the Continuous Improvement Program (CIP) in 2014 that will also
establish a culture of continuous improvement of work processes at employee level. Process op-
timisations are expected to achieve a sustainable improvement in results of at least 120 million
by the end of 2017. We also continue to optimise our logistics with the LEO programme, which
has the goal of reducing costs by a total of 150 million over a period of several years. For 2015,
we expect a significant decrease in financing costs due to the noticeable decline in net debt thanks
to cash inflow from operating activities and the sale of the building products business.
Results
In view of the forecasts for revenue and cost development, HeidelbergCement expects a significant
increase in operating income for 2015. This assumption is made on the basis that building mate-
5
rials sales volumes will grow as anticipated and price increases can be implemented. Excluding
currency and consolidation effects, we forecast a moderate rise. The same applies for earnings
before income and taxes (EBIT), excluding major non-recurring effects. Excluding non-recurring
effects, especially in the areas of additional ordinary result, taxes, and discontinued operations,
we expect a significant increase in profit for the financial year. This estimation is based on an
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improvement in operating income and lower financing costs. Due to the increase in results and
decrease in net debt, we anticipate a corresponding improvement in ROIC.
Dividend
As in 2014, we will also adjust the dividend to the development of the dynamic gearing ratio and
the cash flow of HeidelbergCement for the next year, and thus take into account the further general
economic development. In the medium term, we aim to achieve an industry-typical payout ratio
of 30 % to 35 % of the Group share of profit for the financial year.
Investments
As in previous years, HeidelbergCement will continue to exercise strict spending discipline

regarding investments in 2015. After the sale of the building products business, debt will drop
significantly. In the 2015 financial year, we will once again align the amount of our investments
with the attractiveness of potential investment projects, the development of the operating income
of the Group, as well as with the expected general economic trend. Compared with 2014, the
Managing Boards expects a slight increase in cash-relevant investments to around 1.2 billion.
HeidelbergCement will consistently continue with its targeted investments in future growth
especially in cement activities in the emerging countries of Asia and Africa. In the long term,
we strive to increase the proportion of the cement capacities of HeidelbergCement, including
its joint ventures, in the growth markets from currently 64 % to 67 % of the total capacity. With
the commissioning of new production facilities in 2015, we will have around 5 million tonnes of
additional cement capacities in Indonesia and the African countries south of the Sahara.
Due to the unabated promising growth prospects in Indonesia, Indocement is continuing to increase
its cement capacity with the expansion of the Citeureup plant. The construction of a new integrated
production line with a cement capacity of 4.4 million tonnes is progressing according to plan;
completion is scheduled for the fourth quarter of 2015. Another significant investment focus is on
the expansion of our cement activities in Africa. With the commissioning of a new cement mill with
a capacity of 0.8 million tonnes at the Takoradi grinding plant in the second quarter of 2015, our
total cement grinding capacity in Ghana will increase to 4.4 million tonnes. We are constructing
a cement grinding plant with a capacity of around 250,000 tonnes in the north of Togo, which is
scheduled for completion in 2017. We are also evaluating options for capacity expansions in other
African countries. Moreover, several smaller capacity expansion and modernisation investments
are planned in growth markets.
In addition to these capacity expansions, we will invest in the maintenance and modernisation
of our existing capacities in 2015. We will be making investments to upgrade our cement plants,
among other things, in order to increase the use of alternative fuels and meet the new emission
limits (NESHAP) in the USA, which will come into force in September 2015, in due time. The
installations currently under construction for generating electricity from kiln waste heat at the Fieni
plant in Romania and the Damoh plant in India are to be commissioned in the second half of 2015
and the beginning of 2016, respectively. In line with the Germany Cement Master Plan, which
was launched in 2014, we will implement an ambitious investment programme for modernisation
and efficiency improvements, as well as environmental protection in our German cement plants
over the next few years.

To our shareholders
Besides pursuing the successful strategy for the targeted and disciplined expansion of our cement
capacities in attractive growth markets, we will continue to carry out divestments to optimise our
assets structure following the sale of the building products business in North America and the

United Kingdom. This includes the disposal of unused property, plant, and equipment that is not
essential for our operations, as well as the sale of exhausted quarries.
Expected financing
HeidelbergCement has a stable financing structure for the long term and a well-balanced debt
maturity profile (see the following diagram). We will refinance the Eurobonds of 650 million,
2
respectively, that are due in August and December 2015, as well as the financial liabilities m
aturing
in 2015, by making use of available liquidity, in particular, from the sales proceeds from our
building products business, by issuing on the capital market or using free credit lines, depending
on the capital market situation.
The following graph shows the maturity profile of HeidelbergCement as at 31 December 2014.
Debt maturity profile as at 31 December 2014 1) (m)
2,500 Bonds Debt instruments Syndicated facility (SFA)

965
2,000
3
1,500

186 0 92
10
1,000 5
500
1,300 920 1,125 980 1,000 1,050 500

9
0
2015 2016 2017 2018 2019 2020 2021 > 2021
4
1) Excluding reconciliation adjustments of liabilities of 10.4 million (accrued transaction costs, issue prices, and fair value adjustments) as
well as derivative liabilities of 42.4 million. Excluding also puttable minorities with a total amount of 27.7 million.
As at the end of 2014, we had liquidity reserves consisting of cash, securities portfolios, and
committed bank credit facilities, amounting to 4.0 billion (see Group financial management
section on page 85). We also have framework programmes in the money and capital markets in
place that allow us to issue the relevant securities within a short period of time (1.5 billion Euro
Commercial Paper Programme and 10 billion EMTN Programme).
Our objective is to further improve our financial ratios in the coming years in order to
achieve the necessary preconditions for our credit rating to be upgraded further by the
rating agencies. In particular, we want to reduce the dynamic gearing ratio to below 2.8x
5
by the end of 2015 (31 December 2014: 3.0x). An investment grade rating remains our
objective as given the capital-intensive nature of our business favourable refinancing
opportunities in the banking, money, and capital markets create an important competitive advantage.
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Over the next few years, we will continue to focus on improving the identification of internal
successor candidates for senior management positions and on the global IT-supported handling
of our core personnel processes for all management levels. Since the beginning of 2013, the
performance management, goal agreement, remuneration, appraisal interview, and individual
development plan processes for senior managers have been handled with IT support via the
HR GLOBE platform. The extension of this approach to middle management and future e
xecutives
commenced at the end of 2013 and is scheduled to finish at the end of 2015.
The Summit management training programme in collaboration with Duke Corporate Education
will be the focus of our training measures at Group level until 2015. In the coming years, we will
constantly examine the quality of our programmes for the advancement of future executives,
such as the trainee programme for new employees from the CIS countries, and develop these
programmes across all countries. We have added a follow-up programme to our existing Engineer
in Training programme. In the aggregates business line, we are continuing with the trainings at
the Aggregates Academy. Over a period of four to five years, our talented engineers are specifically
prepared for management positions in the technical field both in Germany and abroad.
In 2015, we will again proceed with the training of middle and junior management in the topic of
management responsibility in occupational health and safety. Consistent implementation of and
compliance with existing safety standards continues to take top priority and is a pre-requisite for
the prevention of accidents, which we will monitor in a targeted manner by means of standardised
site inspections.
The areas surrounding our plants are as diverse as the people living and working there. That is
why our social commitment is geared towards their needs. The voluntary activities we undertake
at our locations are in line with our Corporate Citizenship Guidelines. All measures should achieve
positive results for the benefit of society. We also want to promote mutual trust and partnership
through transparency, open communication, and cooperation.
Our subsidiary ScanTogo, for example, launched a pilot project with respect to corporate social
responsibility as part of the construction of the new clinker plant near the town of Tabligbo, Togo.
A training center is being constructed near the plant. After its opening at the start of 2015, local
residents will be offered training either to work in the cement plant or to become self-employed.
The development of a tree nursery managed by the villagers has already started.
Environmental responsibility
We will increase the number of biodiversity management plans and continue to monitor existing
plans in 2015. With our partner BirdLife International, we will further intensify cooperation in
Europe and launch new joint activities in Africa and Asia. The third edition of the Quarry Life
Award will begin in the second half of 2015. In 2015, we will also link projects for the promotion
of biodiversity and nature conservation with activities in the field of water management and
corporate social responsibility.

To our shareholders
We will increase the proportion of waste materials used in countries with more developed waste
management, such as the USA, Canada, and the United Kingdom, and in the plants that started
using waste as alternative fuel in 2014. We will exploit all viable opportunities to promote waste

utilisation in China and Indonesia.
The legal position remains difficult and uncertain due to the as yet pending structural reform of
the EU Emissions Trading System (EU ETS). Due to the difficult discussions, the EU authorities
are proposing an interim solution for the EU ETS in order to improve price stability. After the
confirmation of the European Union that the cement industry is named on the Carbon Leakage
List, the free allocation of emissions certificates is guaranteed for the cement industry for the
period from 2015 to 2019.
2
In 2015, HeidelbergCement will be a founding member of the Concrete Sustainability Council,

which will introduce a certification for sustainably produced concrete. It enables companies to
demonstrate their leading position in terms of their commitment to ecological and social aspects
along the entire concrete value chain.
We will continue our Group-wide environmental audit of all business lines in 2015 in order to
achieve our goal of auditing all locations between 2015 and 2020.
Our environmental protection initiatives in 2015 will continue to focus on reducing dust, nitrogen
oxide, and sulphur oxide emissions. We will therefore invest in new technical equipment at several
locations in Europe, Turkey, Bangladesh, Indonesia, and Tanzania.
3
In 2015, all our cement plants in the USA will comply with the National Emission Standards for
Hazardous Air Pollutants (NESHAP), which implies lower dust, mercury, hydrochloric acid, and

hydrocarbon emissions. The legal regulations of US federal authorities for industrial enterprises in
the USA remain challenging. However, we will focus on leading the American building materials
industry with regard to environmental protection.
In Indonesia, we will install a flue gas desulphurisation plant at the Tarjun location in order to
comply with the announced national regulations.
The focus of the aggregates business line continues to be on dust and noise reduction. In Norway,
we will install systems to reduce particulate matter in water, thus being able to reuse it for the
4
washing of aggregates. A water recycling project will also be carried out in the Norwegian
aggregates plant in Tau.
At our European ready-mixed concrete plants we will add new concrete recycling systems and
wastewater recycling equipment.
Research and technology
In the next few years, we will continue centering our efforts on developing cement types with
reduced clinker proportion and thus lower CO2 emissions. The alternative raw materials and fuels
used will benefit the environment. Significant cost savings are also expected, depending on the
5
future price development for CO2 emission certificates. In addition, we will promote the develop-
ment of our new clinker technology as another option to save CO2 and energy.
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Another area of focus is the development of high-quality binders and concrete applications in
order to achieve greater benefit for our customers and added value for our company. In the future,
we will intensify the successful transfer of technology to further increase the speed of innovation.
For the concrete business, we plan to increase again the profit contribution of special products
in mature markets in 2015.
In 2015, we will carry on the Continuous Improvement Program, which was launched in the
reporting year. It focuses on retaining the achievements of its predecessor programme Operational
Excellence in the cement business in the long term, as well as implementing further improvements
and exploiting savings potential.
In the aggregates business line, we will continue to drive forward the three-year CLIMB C
ommercial
programme. The emphasis of this programme is on the optimisation of product, pricing, and
customer strategy, while continuously advancing further operational improvements at the same
time. We intend to improve our results by 120 million by the end of 2015.
Procurement
Over the current and the next year, we will continue to increase the efficiency of our procurement
activities by consistently standardising and optimising our procurement processes. This will include
further efforts to bundle commodity groups.
For 2015, we anticipate varying energy price developments in the energy markets that are relevant
to us. While significant price increases are still expected in Asia and parts of Africa because of
the high rates of inflation, we only anticipate a moderate increase in energy prices for Central and
Northern Europe in comparison with 2014. In North America, we also expect stable electricity
and fuel costs due to the development of fracking.
Overall, we plan to maintain the rather short-term focus of our purchasing policy for fuels and
electricity. We will only make use of price opportunities arising from price setting on an individual
basis. We will also follow a strategy of rather short-term purchasing for the diesel procurement
in our quarries in order to benefit from lower international oil prices.
Risk and opportunity report

Risks and opportunities
HeidelbergCements risk policy is based on the business strategy, which focuses on safeguard-
ing the Groups existence and sustainably increasing its value. Entrepreneurial activity is always
forward-looking and therefore subject to certain risks. Identifying risks, understanding them, as
well as assessing and reducing them systematically is the responsibility of the Managing Board
and a key task for all managers.
HeidelbergCement is subject to various risks that are not fundamentally avoided, but instead
accepted, provided they are consistent with the legal and ethical principles of entrepreneurial
activity and are well balanced by the opportunities they present. Opportunity and risk manage-

To our shareholders
ment at HeidelbergCement is closely linked by Group-wide planning and monitoring systems.

Opportunities are recorded in the annual operational plan and followed up as part of monthly
financial reporting. Operational management in each country and the central Group departments

are directly responsible for identifying and observing opportunities at an early stage.
Risk management
The Managing Board of HeidelbergCement AG is obliged to set up and supervise an internal control
and risk management system. The Managing Board also has overall responsibility for the scope
and organisation of the established systems. The Supervisory Board and its Audit Committee also
2
review the effectiveness of the risk management system on a regular basis.
HeidelbergCement has installed transparent regulations to govern competences and responsi

bilities for risk management that are based on the Groups structure.
A code of conduct, guidelines, and principles apply across the Group for the implementation of
systematic and effective risk management. The standardised internal control and risk management
system at HeidelbergCement is based on financial resources, operational planning, and the risk
management strategy established by the Managing Board. It comprises several components that are
carefully coordinated and systematically incorporated into the structure and workflow organisation.
The essential elements of the risk management system are:

3
documentation of the general conditions for a methodical, efficient risk management in a Group
guideline. In addition to this Risk Management Policy, the Groups Code of Business Conduct
is concerned with the code of conduct and compliance standards to be observed.

coordination of risk management in the Group Insurance & Corporate Risk department,
managers responsible for corporate risk at country level,
direct information and open communication of quantified risks between the Managing Board
and country management,
standardised and regular reporting at Group and country level.
Organisation of risk management at HeidelbergCement
Supervisory Board 4
Auditors 1)
Internal Audit
Managing Board
Group functions
Insurance & Reporting, Other

Corporate Risk Controlling & Consolidation Group functions 2)
Group areas / Country management
1) Part of the annual audit

2) Legal, Compliance, Tax, IT, Treasury, Corporate Finance, Human Resources, Strategy & Development, Marketing & Sales
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Risk management process

In order to optimise risk management, we are employing comprehensive software across the Group
to map the entire risk management process. By using this software, we have implemented the
basic conditions for increasing transparency and efficiency in all phases of the risk management
process and for contributing to audit security. The software helps us with, among other things,
the clear representation of the Group structure and the assignment of appropriate local respon-
sibilities, the systematic recording and tracking of risks as well as proposed countermeasures
over time, or the provision of uniform evaluation schemes. The visualised risk data can now be
consolidated in a timely manner, analysed flexibly and in various ways, and depicted using stand
ardised risk reporting.
Identification and assessment of risks

The process of identifying risks is performed regularly on a decentralised basis by the country
management and by the globally responsible Group functions. General macro-economic data as
well as other industry-specific factors and risk information sources serve as auxiliary parameters
for the identification process.
Appropriate thresholds for reporting relevant risks have been established for the individual coun-
tries, taking into account their specific circumstances. On the basis of our Groups risk model
and according to the defined risk categories, the risks are assessed with reference to a minimum
probability of occurrence of 10 % and their potential extent of damage. The operational planning
cycle is used as the base period for the probability forecast. In addition to this risk quantification,
geared towards a duration of twelve months, there exists also an obligation to report on new and
already known risks with medium- or long-term risk tendencies. The impacts on the key p arameters
operating income, profit after tax, and cash flow are used as a benchmark to assess damage
potential. Both dimensions of risk assessment can be visualised by means of a risk map.
Dimensions of risk assessment
Impact
Critical
Significant
Moderate
Low
Likelihood Unlikely Seldom Possible Likely
Low Medium High
The underlying scaling is as follows:
Likelihood
Unlikely 1 to 20 %
Seldom 21 % to 40 %
Possible 41 % to 60 %
Likely 61 % to 100 %

To our shareholders
Impact Definition of impact on business activity, financial

performance and results of operations, and cash flow
Low Negligible negative impact ( 20 million)

Moderate Limited negative impact (> 20 million)
Significant Significant negative impact (> 120 million)
Critical Harmful negative impact (> 220 million)
The risk statement also includes risks that do not have a direct impact on the financial situation,
but that can have an effect on non-monetary factors such as reputation or strategy. In the case of
risks that cannot be directly calculated, the potential extent of damage is assessed on the basis of
qualitative criteria such as low risk or risks constituting a threat to the Groups existence.
2
The process of regular identification is supplemented with an ad-hoc risk report in the event of
the sudden occurrence of serious risks or of sudden damage caused. This can arise, in particular,
in connection with political events, trends in the financial markets, or natural disasters.
Aggregating, reporting, monitoring, and controlling risks
The quantitative, updated risk reports for all business lines in our Group countries are presented
to the Managing Board on a quarterly basis within the framework of central management report-
ing to ensure that risks are monitored in a structured and continuous way. Correlations between
individual risks and events are considered at local level as far as possible. The quarterly manage-
ment meetings provide a platform for the Managing Board and responsible country managers to
discuss and determine appropriate risk control measures promptly. Decisions are thus made as to
3
which risks will be intentionally borne independently and which will be transferred to other risk
carriers, as well as which measures are suitable for reducing or avoiding potential risks.

The Group Insurance & Corporate Risk department is responsible for coordinating the risk man-
agement processes. It summarises all significant quantitative and qualitative risks for countries
and Group functions on a quarterly basis in a central risk map. The Groups detailed risk report is
presented to the Managing Board once a year. In addition, interim reporting to the Supervisory
Board is effected in the course of the year.
Monitoring and adjustments

The Group Internal Audit department systematically examines and assesses risk management
to help increase risk awareness. In addition, the auditor carries out an examination of the risk
4
management system as part of the annual audit in accordance with legal guidelines to determine
whether the monitoring system is capable of identifying in good time any issues that could threaten
the Groups existence. The Managing Board also regularly informs the Supervisory Board and its
Audit Committee about the risk situation.
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The internal control and risk management system with regard to the
Group accounting process
In accordance with 289, section 5 and 315, section 2, number 5 of the German Commercial
Code (HGB), the internal control system within the HeidelbergCement Group includes all principles,
processes, and measures intended to ensure the effectiveness, cost efficiency, and accuracy of
the accounting and to ensure observance of the relevant legal provisions.
The internal monitoring system within the HeidelbergCement Group consists of process-indepen-
dent and process-integrated control measures. The process-integrated auditing activities include
controls that are incorporated into the process (e.g. the principle of dual control). Process-inde-
pendent measures are controls carried out by persons not directly involved in the accounting
process (e.g. Group Internal Audit).
Structures and processes

The organisational and management structure of HeidelbergCement AG and its Group c ompanies
is clearly defined. The responsibilities within the accounting process (e.g. accounting of
HeidelbergCement AG and its Group companies, Group Controlling, Group Treasury, and Group
Consolidation) are clearly defined and functionally separated.
Key characteristics of the accounting processes and the consolidation

All departments involved in the accounting process have the requisite qualifications and are
equipped in accordance with the requirements. In the case of accounting issues that are complex
or require discretionary judgement, we also call upon the expertise of external service providers
such as pension experts or recultivation obligation assessors.
The accounting guideline and uniform accounting framework, both of which are centrally ad-
ministered by the Group Reporting, Controlling, and Consolidation department, are mandatory
for all Group companies. New laws, accounting standards, and current developments (e.g. in
the Groups economic and legal environment) are analysed and taken into account with regard
to their relevance and impact on the consolidated financial statements. The central accounting
guideline and uniform accounting framework guarantee uniform recognition, measurement, and
presentation in the consolidated financial statements. Group-wide deadlines set out in a centrally
managed financial calendar and instructions pertaining to the financial statements also help to
make the accounting process structured, efficient, and uniform across the Group.
In most countries, the financial statements of the Group companies are prepared in shared service
centers in order to centralise and standardise the accounting processes. Accounting systems from
SAP and Oracle are used in the majority of cases. To prepare the consolidated financial statements,
further information is added to the individual financial statements of the Group companies and
these are then consolidated using standardised software developed by SAP. All consolidation
adjustments, such as the capital consolidation, the debt consolidation, the expense and income
consolidation, and the at equity valuation, are carried out and documented. The various elements
that make up the consolidated financial statements, including the Notes, are created entirely from
this consolidation programme.

To our shareholders
At HeidelbergCement, the accounts data is checked at both local and central level. The decen-
tralised checking of the local financial statements is carried out by the responsible Financial
Director and country controlling. The central checking of the accounts data is carried out by the

Group departments Consolidation, Controlling, Tax, and Treasury.
HeidelbergCements control system is also supplemented by manual checks, such as regular spot
checks and plausibility checks, carried out both locally and centrally. The validations automati-
cally performed by the consolidation program also form an integral part of HeidelbergCements
control system.
Process-independent checks are carried out by the Audit Committee of the Supervisory Board and
2
by Group Internal Audit. The latter checks the internal control system for the structures and pro-
cesses described and monitors application of the accounting guidelines and accounting framework.
The results of the check carried out by Group Internal Audit are reported to the Managing Board
and Audit Committee. Additional process-independent monitoring activities are also performed
by the Group auditor and other auditing bodies, such as the external tax auditors.
Measures for identifying, assessing, and limiting risks
In order to identify and assess risks, individual business transactions at HeidelbergCement are
analysed using the criteria of potential risk, likelihood of occurrence, and impact. Suitable control
measures are then established on the basis of these analyses. To limit the risks, transactions above
a certain volume or with a certain complexity are subject to an established approval process. Fur-
thermore, organisational measures (e.g. separation of functions in sensitive areas) and ongoing
3
target/actual comparisons are performed for key accounting figures. The IT systems used for
accounting are protected from unauthorised access by appropriate security measures.

The established control and risk management systems are not able to guarantee accurate and
complete accounting with absolute certainty. In particular, individual false assumptions, inefficient
controls, and illegal activities may limit the effectiveness of the internal control and risk manage-
ment systems employed. Exceptional or complex circumstances that are not handled in a routine
manner also entail a latent risk.
The statements made here apply only to the Group companies included in the consolidated
financial statements of HeidelbergCement AG whose financial and operational policies can be
determined directly or indirectly by HeidelbergCement AG for the purpose of deriving benefit
4
from the activity of the company.
Risk areas
Risks that may have a significant impact on our assets, financial, and earnings position in the
2015 financial year are divided into four categories based on the risk catalogue established in the
Group: financial risks, strategic risks, operational risks, as well as legal and compliance risks. In
the following, we assess only the risk situation of risks that are significant for us.
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Financial risks
Our significant financial risks are currency risks, interest rate risks, refinancing risks, and credit
risks. We manage these risks primarily as part of our ongoing business and financing activities
and, when required, by using derivative financial instruments. These risk areas are monitored on a
continuous basis by the Group Treasury department in accordance with internal Group guidelines.
All Group companies must identify their risks and hedge them in cooperation with Group Treasury
on the basis of these guidelines. The activities and processes of Group Treasury are governed by
comprehensive guidelines, which, amongst other things, regulate the separation of trade and the
processing of financial transactions. As part of our ongoing risk management, we manage the
transaction risk, i.e. the risk of fluctuating prices (e.g. currency exchange rates, interest rates, raw
material prices) that may affect the Groups earnings position. Financial risks have slightly risen
in comparison with the previous year due to the slight rise in currency risks.
Currency risks
The most significant risk position overall and naturally also with respect to financial risks is
related to currency risks, particularly translation risks. In the second half of 2014, the volatility
of exchange rates in relation to the euro continued to rise considerably. By the end of January
2015, the euro had fallen significantly against our key currencies, such as the US dollar and the
Indonesian rupiah. This drop in value is not fully taken into account in the planning for 2015, thus
presenting an opportunity if exchange rates remain unchanged for the rest of the year. Due to
the high volatility of the exchange rates, we cannot rule out the possibility of negative translation
and transaction effects during the course of the year, should an interest rate increase in the USA
lead to a further devaluation of the currencies of emerging countries. We consider these currency
risks to represent a medium risk with a rare likelihood but a significant impact.
Currency risks arising as a result of transactions with third parties in foreign currency (transaction
risks) are hedged in certain cases using derivative financial instruments with a hedging horizon
of up to twelve months. We primarily use currency swaps and forward exchange contracts for
this purpose, as well as currency options in some individual cases. Currency risks arising from
intra-Group transactions in goods are not hedged, as the inflows and outflows in the various cur-
rency pairs cancel one another out at Group level to a large extent. Through our in-house banking
activities, the borrowing and investment of liquidity of the subsidiaries lead to currency positions
that are hedged by means of external currency swap transactions, which are appropriate in terms
of maturities and amounts.
In general, we do not hedge currency risks arising from converting the financial statements of
foreign individual companies or subgroups (translation risks). The associated effects have no
impact on cash flow, and influences on the consolidated balance sheet and income statement are
monitored on a continuous basis. More information on currency risks can be found in the Notes
on page 250.
Pension risks
Primarily in North America, HeidelbergCement is involved in various defined contribution pension
plans for unionised employees (Multi-employer Pension Plans). The funding status of these pension
plans could be affected by adverse developments in the capital markets, demographic changes, and
increases in pension benefits. If one of the participating companies no longer pays contributions
into the pension plan, all other parties concerned will be held liable for the obligations that have
not been covered. Regarding the year 2015, we consider the pension risks as a medium risk with
a rare likelihood and moderate impact.

To our shareholders
Interest rate risks

Interest rate risks exist as a result of potential changes in the market interest rate and may lead
to a change in fair value in the case of fixed interest-bearing financial instruments and to fluctu-

ations in interest payments in the case of variable interest-bearing financial instruments. Interest
rate risks are maintained within the parameters set by the Groups Chief Financial Officer. By
using financial instruments, primarily interest rate swaps, we are able to hedge both the risk of
fluctuating cash flows and the risk of value fluctuations. However, the downgrading of our credit
rating by the rating agencies (see Rating section on page 85) could increase the interest margins
in the event of a refinancing measure. On the basis of the balanced maturity structure of financial
liabilities (see diagram in the Outlook chapter on page 113) and the expected cash inflow from
operating activities, there is no significant short- or medium-term need to refinance, meaning that
2
no significant effects on the interest result are to be expected. Therefore, we see here only a low
risk. More information on interest rate risks can be found in the Notes on page 249f.
Refinancing/liquidity risks
Refinancing/liquidity risks exist when a company is not able to procure the funds necessary to
fulfil operational obligations or obligations entered into in connection with financial instruments.
Possible risks from fluctuating cash flows are considered as part of the Group liquidity planning.
Assumptions concerning the expected economic cycle harbour particular uncertainties in liquidity
planning, which is why we update them on an ongoing basis and simulate them by means of so-
called stress tests. On this basis, we can if necessary initiate the appropriate measures, such
as the issue of additional money and capital market securities or the raising of fresh funds in the
3
bank market. As a result of our extensive refinancing measures over the last 24 months, includ-
ing the conclusion of a new syndicated credit facility of 3 billion, we have access to substantial
amounts of cash and cash equivalents and have thus considerably reduced the refinancing risk.

In addition, cash is continuously accruing from our operating activities. As an additional precau-
tionary measure, an appropriate amount for increasing shareholders equity was decided upon
at the 2013 Annual General Meeting. We consider the refinancing/liquidity risks as a low risk.
The revolving syndicated credit facility of 3 billion mentioned above with a term that runs until
the end of February 2019, following the conclusion of a new agreement in February 2014, of which
only 292.9 million had been drawn upon as at the balance sheet date, is available for financing
existing payment obligations. In total, we have 4.0 billion of cash and cash equivalents, of
securities, and free credit lines in our portfolio across the Group (see Liquidity instruments table
4
in the Group financial management section on page 85).
In connection with credit agreements, we agreed to comply with various financial covenants,
which were all met in the reporting period. The most important key financial ratios are the ratio
of net debt to EBITDA and the interest coverage ratio. Within the framework of Group planning,
compliance with the covenants is monitored consistently, with notification issued to the creditors
on a quarterly basis. In the event of a breach of the covenants, the creditors could, under certain
conditions, accelerate corresponding loans irrespective of the contractually agreed terms. Depend-
ing on the volume of the relevant loan and the refinancing possibilities in the financial markets,
this could lead to a refinancing risk for the Group.
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The 3 billion syndicated credit facility contains covenants, which were agreed at a level that takes
into account the current economic environment and our forecasts. More information on liquidity
risks can be found in the Notes on page 248f.
Credit risks
Credit risks exist when a contractual partner in a business cannot fulfil its obligations, or at least
not within the stipulated period. We minimise the risk position arising from this by diversification
and ongoing assessment of the creditworthiness of the contracting parties.
Credit risks from operating activities are monitored continuously as part of our receivables man-
agement. We apply strict standards with regard to the creditworthiness of our business partners.
In this way as well as by avoiding concentrations of positions we are able to minimise the
Groups credit risks. We minimise credit risks for our financial investments by only conducting
transactions with banks that are particularly creditworthy. We select banks for payment trans
actions and establish cash pools in exactly the same way. We consider the credit risks as a low
risk. More information on credit risks can be found in the Notes on page 247.
Strategic risks
Strategic risks particularly include risks related to the development of our sales markets in terms of
demand, pricing, and the level of competition. In this category we also take into account risks arising
from acquisitions and investments, product substitution, and political risks. Strategic risks have
slightly increased in comparison with the previous year due to the growing geopolitical conflicts.
Industry-specific risks and sales market risks

The International Monetary Fund anticipates a slight acceleration of global economic growth for
2015. However, this is subject to the industrial countries in North America and Europe continuing
their recovery, and that the economic growth in Asia, particularly in China, does not decline to a
level critical to global economic growth. The significant decline in the oil price since mid-2014
can have varying effects on individual countries: in oil-importing countries, expenditure on fuel
will decrease and more funds will potentially be available for consumption, while oil-exporting
countries will have less income to invest in projects.
In general, we expect a positive economic development in the individual Group areas for 2015.
Aside from general risks due to fluctuations in demand, we also see risks regarding sales volumes,
prices, and customer relationships due to the increase in competition, particularly through the
entry of new competitors in emerging countries such as Indonesia or in Sub-Saharan Africa.
Overall, however, we rate this as a low risk.
The global development of demand for building materials naturally represents both an opportunity
and a risk for us, and is dependent on a number of different factors. The key factors include pop-
ulation growth and the increasing need for housing, economic growth, growing industrialisation
and urbanisation, and the increased need for infrastructure. Demand for building materials is
essentially divided into three sectors: private residential construction, commercial construction,
and public construction.

To our shareholders
Demand in private residential construction depends on factors such as access to affordable loans,
the trend in house prices, and the available household income, which is in turn influenced by addi-
tional parameters such as the rate of unemployment or inflation. The development of these factors

and thus the demand in this sector is mostly subject to country-specific risks and uncertainties.
In the USA, the bursting of the property bubble at the start of the financial crisis in 2008 led to a
high excess of houses and apartments as well as a corresponding price collapse. Since 2013, we
have observed a considerable recovery of the housing market in the USA. The number of sales and
construction starts as well as house prices have risen. The continuing recovery of this market is
subject to uncertainties and depends, among other things, on the further development of interest
rates. In Asia, there is a risk that rising cost of living could negatively impact the revenue available
for construction projects and thereby also the investments in private residential construction. In
2
China, there still remain risks from speculations in urban residential property. Although the steps
taken by the government and central bank to combat overheating in the booming property market
have so far been successful, the situation must still be monitored very carefully.
The utilisation of production facilities, office spaces, and storage areas is crucial in determining the
level of demand in commercial construction, and in turn depends on the general order s ituation
both at home and abroad. As a result of the economic crisis, the vacancy rate of office and indus
trial spaces is still high in some countries, such as in the USA. While the recovery process in this
sector has become more noticeable, its extent and time span is still uncertain. Intensified b udgetary
consolidation or increasing interest rates resulting from rising inflation pressure could have a
negative effect on economic growth and the future demand for building materials.
3
Investments in infrastructure such as roads, railways, airports, and waterways fall into the public
construction sector. The demand in this sector depends on national budgets and the implemen-
tation of special infrastructure funding programmes. Risks exist insofar as countries could cut

back on their infrastructure investments in order to consolidate their budgets. Noticeable growth
in result from state-funded projects will only be seen with a time lag. The scope of the cutbacks
and their effects on the demand for building materials cannot be predicted with absolute certainty.
Building materials are characterised by heavy weight in relation to the sales price and are thus not
transported overland for long distances. Excess cement volumes are traded by sea on a regional
level as well as between individual continents. If the difference in the price level between two
countries, with connection to the sea trade, is so high that it exceeds the transportation costs,
there is a danger of increased import pressure and thus of a price drop in the importing market.
4
A major industry-specific risk is the weather-related sales risk for building materials, which is
mainly due to the seasonal nature of demand. Harsh winters with extremely low temperatures
or high precipitation impact construction activity and have a negative effect on the demand for
building materials. In addition to the winter weather, monsoons in some Group countries, such
as India, are another example of the seasonal weather conditions that adversely affect the sales
volumes of our products and thus our business results.
We counteract weather-related fluctuations in sales volumes and risks from trends in sales markets
with regional diversification, increased customer focus, the development of special products, and,
to the extent possible, with operational measures: for example, we adjust the production level to
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the demand situation and use flexible working time models. In 2013, we reorganised our activities
in Spain as a result of the sharp downturn in the construction industry, and a number of locations
were temporarily or permanently closed.
In order to further improve relationships with our customers and to respond to country-specific
needs, HeidelbergCement carries out customer surveys across the Group and expands research
and development operations at Group level. A continuous transfer of knowledge between our
locations, which is systematically supported and promoted by the employees of our technical
centers HTC (cement and binders) and CCM (aggregates) working at various locations across
the Group, ensures that synergy effects are utilised as effectively as possible.
Our expectations regarding the future development of the industry and our sales markets are
presented in the Outlook chapter on page 109f.
Risks from acquisitions and investments

Capacity expansions from acquisitions and investments ensure opportunities, but also risks. Possible
risks in the case of acquisitions arise from the integration of employees, processes, technologies,
and products. These also include cultural and language barriers in the growing markets as well
as a generally increased level of personnel turnover in Asia, which leads to an outflow of valuable
knowledge. We counteract these risks by targeted personnel development and an integrative
corporate culture, including the creation of local management structures.
Acquisitions can affect the net debt to equity ratio and financing structure and lead to increases in
fixed assets, including goodwill. In particular, impairments of goodwill due to unforeseen business
trends can lead to financial burdens.
Investment projects can span several years from the planning phase to completion. In this process,
there are particular risks when it comes to obtaining the necessary permission for mining raw
materials or developing infrastructure, including connecting to energy and road networks, as well
as risks concerning the requirements for subsequent use plans for quarrying sites.
In the case of future acquisitions, partnerships, and investments, there is a risk that political
restrictions may only allow them to be implemented under complicated conditions or may prevent
them at all. A resulting shortage in capacity expansion projects could affect the growth prospects
of HeidelbergCement. In order to minimise financial burdens and risks and better exploit oppor-
tunities, we look for suitable partners, particularly in politically unstable regions.
HeidelbergCement constantly monitors the market environment with respect to embarking on

suitable acquisition projects or partnerships. In addition, market potential and raw material de-
posits are also systematically analysed and turned into proposals for investment projects. We place
very high return requirements on every acquisition or investment decision, which are explained in
the Internal management control and indicators section on page 45f. Significant investment and
acquisition projects are also subject to subsequent checks. We have many years of experience in
integrating companies and have already created the necessary processes and structures.

To our shareholders
The cement industry is building up its capacities in the markets of Eastern Europe, Asia, and Africa
in order to benefit from the rising domestic demand. HeidelbergCement is likewise pursuing a
capacity expansion programme and is focusing on local markets with exceptional growth potential.

In 2014, we commenced production in a new clinker plant in Togo, a new integrated cement
plant in Kazakhstan, and a new cement mill in Burkina Faso, as well as increased our cement
grinding capacities in Tanzania and Indonesia. In 2015, we will expand our production capacities
in Ghana. Moreover, the commissioning of additional cement capacities in Indonesia is planned
for this year. Competitors are also building up new capacities in these regions to some extent. If
the capacity increases in the markets in which we operate exceed the growth in demand, there
is a risk of price collapse, which has negative effects on revenue and operating income. Prior to
capacity expansion projects, HeidelbergCement reviews both the market environment and the
2
market potential and responds to excess capacities with cost-saving and efficiency improvement
programmes, capacity adjustments, and location enhancements. Overall, we consider the risks
from acquisitions and investments as a low risk.
Risks resulting from the substitution of products

Cement, sand, gravel, and hard rock are the basic raw materials for the construction of houses,
industrial facilities, and infrastructure throughout the world. The use of cement-like binders can
be traced back to Roman times. Because cement is highly energy- and CO2-intensive, research
projects are being undertaken to develop alternative binders with a more favourable energy and
climate footprint.
Employees of the Heidelberg Technology Center (HTC) are closely monitoring the development
3
of alternative binders and are actively exploring this area. However, when comparing the current
state of knowledge regarding alternative binders with the stringent requirements relating to
the processability, durability, and cost-effective production of the binders, we generally do not

anticipate that the alternative binders currently being developed will replace traditional cement
types on a large scale in the next few years. If the production costs for traditional binders increase
dramatically, particularly in mature markets, e.g. as a result of further shortages of government-
issued CO2 emission certificates or significant increases in energy prices, alternative binders could
replace traditional binders provided that they fulfil all the aforementioned requirements. However,
since this is currently not foreseeable, the risk is not included in our risk reporting.
Political risks and risks arising from exceptional external incidents

As is the case for all companies, potential turmoil in a political, legal, or social context poses
4
fundamental risks for us, too. HeidelbergCement operates in more than 40 countries around the
world and is therefore also exposed to political risks such as nationalisation, prohibition of capital
transfer, terrorism, war, and unrest. At a number of locations, we cannot rule out certain security
risks because of internal political circumstances. Armed conflicts in eastern Ukraine have led to
the temporary closure of one of our cement plants. If the situation in this region does not improve,
we may lose the plant. We consider this development as a medium risk with a possible likelihood
and moderate impact.
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In isolated cases, cement prices are subject to government regulation, e.g. in Togo. There may
also be government intervention in production control, such as the temporary decommissioning
orders in China. Overall, we consider this as a low risk.
Exceptional external incidents, such as natural disasters or pandemics, could also negatively impact
our business performance. Liberia and Sierra Leone experienced an Ebola outbreak in 2014. At
the time of preparing the Annual Report, new cases of infection were still being recorded. If the
number of new cases does not see a significant reduction or should even rise again, there is the
risk that a sufficient amount of raw materials necessary for cement production cannot be imported
to these countries. As we have been able to secure sufficient transportation capacities thus far,
we rate this as a low risk. Appropriate compensation limits of our Group-wide property insurance
programme guarantee comprehensive coverage against natural disasters, including earthquakes,
for our activities in heavily endangered regions of North America and Asia.
Operational risks
Operational risks particularly include risks related to the availability and cost development of energy,
raw materials, and qualified personnel. In this category we also take into account regulatory risks
associated with environmental constraints, as well as production, quality, and IT risks. Operational
risks almost remained unchanged in comparison with the previous year.
Volatility of energy and raw material prices

For an energy-intensive company such as HeidelbergCement, price trends in energy markets,
which are extremely volatile, represent a considerable risk. In 2014, energy prices remained
stable or decreased slightly. This development was favoured by an increase in the production of
shale gas and oil in North America. However, in some countries, such as Indonesia, energy prices
rose considerably.
Production bottlenecks, such as those owing to conflicts in the Middle East, could lead to a major
increase in energy prices. In a few countries, risks also arise from cutbacks in state subsidies for
electricity or from the state regulation of oil and gas prices. In Indonesia, subsidies for electricity
and diesel have been considerably reduced in the last twelve months. If the fuel subsidies continue
to decrease, the transportation costs of our raw materials and finished products will rise. As a
countermeasure, we are planning a corresponding increase in sales prices to offset the rising
costs. We consider this a medium risk with a possible likelihood and moderate impact.
In addition to the volatility of energy prices, infrastructural bottlenecks also pose a common risk for
our Group with regard to electricity supply, especially in Africa. The prices of other raw materials
are also subject to economic fluctuations. In 2014, prices for our key raw materials rose slightly,
but developed very differently in the various regions.
We minimise the price risks for energy and raw materials by Group-wide, structured procurement
processes. Furthermore, we rely on the increasing use of alternative fuels and raw materials. In this
way, we minimise price risks while reducing CO2 emissions and the proportion of energy-intensive
clinker in the end product cement. We have sustainably improved the efficiency of the cement
manufacturing process with the Group-wide Operational Excellence programme, which was

To our shareholders
carried out between 2011 and 2013. By reducing and optimising our consumption of electricity,
fuel, and raw materials, we are working directly towards a reduction in energy costs. With the
Continuous Improvement Program that was launched in 2014, we intend to not only retain but

further improve our achievements.
Another savings initiative in purchasing that continues the successful three-year FOX 2013
programme commenced in 2014 to further increase the Groups financial and operational perfor-
mance in the long term. In view of the generally persisting cost pressure, the current programme
also targets additional savings in purchasing. More information on our procurement management
can be found on page 107.
2
In the process of setting prices for our products, we aim to pass on increases in the costs of energy
and raw materials to our customers. The success of these price increases is subject to consider-
able uncertainty, as most of our products are standardised bulk goods whose price is essentially
determined by supply and demand. As a result, there is a risk that price increases cannot be
passed on or will cause a decline in sales volumes, particularly in markets with excess capacities.
Availability of raw materials and additives
HeidelbergCement requires a considerable amount of raw materials for cement and aggregates
production, which is ensured by our own high deposits. In order to emphasise the key role of raw
materials in our company and facilitate the transfer of knowledge and synergy effects beyond
national borders, we have combined our geology activities across the Group at HTC Global (see
the Research and technology section on page 48). There is, however, potential for certain risks in
3
particular locations with regard to obtaining mining concessions. In Malaysia, for example, the
expansion of urbanisation may prevent a quarry from continuing to operate. Necessary permis-
sions may be refused in the short term or disputes may arise regarding mining fees. Ecological

factors and environmental regulations for access to raw material deposits also create a degree of
uncertainty. In some regions of the world, for example in West Africa south of the Sahara, raw
materials for cement production are so scarce that cement or clinker needs to be imported by sea.
Rising transportation costs and capacity constraints in the port facilities can lead to an increase
in product costs. Overall, we rate this as a low risk.
Availability and prices of the additive blast furnace slag, which is used in cement manufacturing
and is a by-product in steel manufacturing, are subject to economic fluctuations and therefore entail
a cost risk. Blast furnace slag is used primarily in Europe. In 2015, steel production is expected
4
to remain stable or increase slightly compared with the previous year.
The transfers of production in connection with adjustments of European excess steel capacity may
result in a shortage of blast furnace slag quantities in the short to medium term. As a precaution
against potential future supply shortages and price fluctuations, we are optimising our stock
holding and range of cement types.
Production-related risks
The cement industry is a facility-intensive industry with complex technology for storing and pro-
cessing raw materials, additives, and fuels. Because of accident and operating risks, personal injury
and material or environmental damage may occur and operations may be interrupted. In order
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to avoid the potential occurrence of damage and the resulting consequences, we rely on various
surveillance and security systems in our plants as well as integrated management systems, which
guarantee high safety standards, and regular checks, maintenance, and servicing. To identify the
threat of potential dangers, we aim to provide all employees with appropriate training to raise
their risk awareness. Overall, we consider the production-related risks as low risks.
As demand for building materials is heavily dependent on weather conditions, there is a risk that
capacity utilisation may fluctuate and production downtimes may occur. We minimise this risk by
establishing different regional locations, making use of demand-oriented production control and
flexible working time models. In addition, we make use of production downtimes, where possible,
to carry out any necessary maintenance work.
HeidelbergCements risk transfer strategy sets deductibles for the main insurance programmes
that have been adjusted to the size of the Group and are based on many years of failure analyses.
As of 2011, the international liability insurance programme has optimised the cover and liability
limits, particularly for risks resulting from environmental damage.
Quality risks
Building materials are subject to a strict standardisation. If supplied products do not meet the
prescribed standards or the customers quality requirements, we risk losing sales volumes, facing
claims for damages, and/or damaging our customer relationships. HeidelbergCement ensures
compliance with the standards at the Groups own laboratories by means of fine-meshed quality
assurance in parallel with every process step as well as final inspections. Quality assurance controls
are also carried out by independent experts as part of the extensive quality assurance programmes
already in place. We consider the quality risks as a low risk.
Regulatory risks in environmental protection

Changes to the regulatory environment can affect the business activities of HeidelbergCement.
This concerns mainly legal regulations for environmental protection. Tighter environmental
regulations could lead to increasing costs, higher demand for investments, or even the closing
of production sites.
As part of the European climate package adopted in December 2008, which concerns the reduction
of greenhouse gas emissions, ambitious goals have been set by the European Parliament and the
European Commission with regard to climate protection. The cement industry, like other CO2-
intensive industry sectors, has not been affected by the full auction of emission rights since 2013.
The emission rights will thus continue to be allocated free of charge, but by 2020 their quantity will
have been reduced by 21 % compared with 2005. The emission certificates are to be allocated on
the basis of demanding, product-specific benchmarks, and will be further reduced by the annually
growing cross-sectoral correction factor. A rise in climate protection cost may be assumed as the
total volume of certificates continues to decrease. In the long term, this could create additional
burdens in Europe as a result of higher manufacturing costs and therefore clear competitive
disadvantages in comparison with producers from countries not involved in emissions trading.
The US state of California has had a cap-and-trade programme for emission rights since Novem-
ber 2012. Four auctions were held in the reporting year. Our subsidiary Lehigh Hanson did not
take part because the state of California allocated sufficient emission rights free of charge to the
cement industry. We do not expect this to change in the short term. Furthermore, Lehigh Hanson
is actively examining approaches to maintain the CO2 output below the declining upper limit by

To our shareholders
improving kiln efficiency and the use of biomass, among other things. However, we will monitor
the programme closely to ensure we make a timely decision regarding participation. Any involve-
ment in the cap-and-trade programme entails the risk of having insufficient emission rights in the

future and of incurring additional costs from the acquisition of rights.
An emissions trading system was introduced as pilot project in the Chinese province of Guangdong
in 2013. In 2014, 97 % of the emission certificates assigned for the year 2013 were allocated free
of charge. As we required less than 97 % of the allocated emission rights, these remain free of
charge for us. Guangdong is one of Chinas first provinces to introduce the emissions trading
system; it is still in the development stage. The full extent of the impact on our cement plants
there cannot be conclusively assessed at this point.
2
The implementation of the European Industrial Emissions Directive 2010/75 into national law in
2013 led to more stringent environmental requirements for the European cement industry. In Ger-
many, in particular, the limits for dust and ammonia emissions from 2016 and for nitrogen oxide
emissions from 2019 were significantly tightened and even exceed EU requirements. Considerable
investment is needed in order for us to meet these more stringent environmental regulations.
On 7 February 2013, the American Environmental Protection Agency (EPA) introduced the New
Emission Standards for Hazardous Air Pollutants (NESHAP), which also apply to the cement indus-
try. The industry was granted an additional two years before having to adopt the new standards,
which will be mandatory from September 2015. Our North American subsidiary Lehigh Hanson has
invested in technical equipment in order to meet these new standards, which are more stringent
3
than standards already existing in other parts of the world.
Climate protection and reducing CO2 emissions are a focus of HeidelbergCements sustainability

strategy. By increasing energy efficiency, developing cement types with a lower proportion of
clinker, and using alternative fuels, such as biomass, we were able to reduce our specific net CO2
emissions from 1990 to 2014 by 21 %. Additional measures concerning climate and environmental
protection are outlined in the Environmental responsibility chapter on page 103f. and the Research
and technology section on page 47f.
IT risks
IT systems support not only our global business processes and our internal and external
communication but also to an increasing extent sales and production. Risks could primarily arise
4
from the unavailability of IT systems, the delayed provision of important data, the loss or mani
pulation of data as well as attacks from outside.
To minimise these risks, our Group uses back-up procedures as well as standardised IT infra
structures. Furthermore, the critical systems are run at two separate computer centres per region
that comply with the latest security standards.
All important server systems and all PCs are constantly protected against potential threats by up-to-
date antivirus software. In addition, operating system platforms and critical business applications
are regularly updated and secured by additional safeguards.
Information security is an integral part of the Group-wide IT strategy. We prepare, implement,

5
and revise measures to protect data, applications, systems, and networks. One particular focus is
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access protection as well as the monitoring and filtering of data traffic. The IT security process
is structured and divided into guidelines, standards, and recommendations, which help raise our
employees awareness.
A continuous improvement process ensures a sustainable increase in the efficiency of security

measures. We also take measures to counteract the ageing process of equipment and system
technology. In the case of existing applications, we are particularly concerned with business-
critical resources (e.g. ERP applications, net infrastructure), which are updated or replaced in a
consolidation programme.
Legal and compliance risks
Our principal legal and compliance risks include risks from ongoing proceedings and investigations,
as well as risks arising from changes in the regulatory environment and the non-observance of
compliance requirements. Legal and compliance risks have decreased in comparison with the
previous year following the closing of risks regarding the changes to the German Renewable
Energy Act (Erneuerbare-Energien-Gesetz).
Hanson asbestos-related claims and environmental damage

Some of our Hanson participations in the USA are exposed to particular legal risks and disputes
relating to former activities. The most significant of these are asbestos-related claims, which,
amongst other things, allege bodily injury and involve several American subsidiaries. Products
containing asbestos were manufactured before these companies belonged to the Hanson Group
and to HeidelbergCement. In the USA, these damage claims are being handled and intensively
managed by a team of in-house lawyers in collaboration with insurers and external consultants.
The dispute is likely to continue for a few more years because of the complexity of the cases and
the peculiarities of the American legal system. Adequate provisions have been formed on the basis
of an extrapolation of the claims, the existing liability insurance coverage, and reliable estimates
of the development of costs.
Furthermore, there is a considerable number of environmental and product liability claims against
former and existing Hanson participations in the USA, which relate back to business activities
discontinued a long time ago. There is partly insufficient insurance cover for law suits and l iability
loss claims relating to toxic substances such as coal by-products or wood preservatives. Our
subsidiaries may also be charged further fines set by the court in addition to the clean-up costs
and the compensation; there is, however, a possibility to settle authorised claims for compensation
outside of court. Sufficient financial provision has been made for this event. Overall, we consider
the risks related to environmental damages in North America as a medium risk.
Cartel proceedings
In the cartel proceedings initiated in 2002 against German cement companies, the Dsseldorf
High Regional Court imposed a fine of around 170 million against HeidelbergCement in June
2009, which was reduced in the last instance by the Federal Court of Justice in 2013 to approxi
mately 161.4 million and ultimately settled. The action for damages brought by the Belgian
company Cartel Damage Claims SA (CDC) before the Dsseldorf District Court, which was based
on allegedly inflated cement prices as the result of a cartel between 1993 and 2002, was indeed
rejected in the first instance for legal reasons on 17 December 2013. The appeal that called into
question this verdict was rejected by the Dsseldorf High Court on 18 February 2015. CDC can

To our shareholders
appeal against this judgement to the German Federal Court of Justice. CDC is claiming jointly
and severally at least 132 million in damages plus interest exceeding this amount from Heidel-
bergCement and five other cement manufacturers, against whom a fine has also been imposed in

the cement cartel proceedings, on the basis of alleged claims that it professes to have acquired
from 36 cement customers. In particular, it is questionable whether the acquisition of said claims
was effective and whether they have become statute-barred in the meantime, as well as to what
extent any damages can be substantiated. Appropriate financial provision has been made for the
proceeding. We assign a medium risk to this case.
In November 2008, HeidelbergCement was confronted with additional cartel allegations, with reviews
conducted by the European Commission at locations in Germany, Belgium, the Netherlands, and
2
the UK. The investigations of HeidelbergCement and its external lawyers into the circumstances
have not confirmed the alleged cartel law violations. The proceedings were continued with the
issuing of questionnaires at the end of September 2009 and additional enquiries in 2010 and 2011,
which HeidelbergCement answered by the respective deadlines. In December 2010, the European
Commission informed HeidelbergCement that in this connection, proceedings had commenced
in several EEA countries on the basis of suspicions concerning the violation of EU competition
legislation. The notice from the Commission reads in part: The initiation of proceedings does not
imply that the Commission has conclusive proof of the infringements, but merely signifies that
the Commission will deal with the case as a matter of priority.
These and other proceedings motivate us to continuously review and develop intensive internal
precautions, particularly regular training initiatives using, among others, electronic training
3
programmes in order to avoid cartel law violations.
Market investigation in the United Kingdom

In recent years, the Competition Commission in the United Kingdom has investigated the market
structures of cement and aggregates activities and published its final report in mid-January 2014.
It ascertained that there is still an insufficient level of competition in the cement market. In order
to improve the competitive situation, the Competition Commission has adopted a set of measures
that, among other things, foresees the sale of one of our blast furnace slag grinding plants to an
independent producer. The sale is currently being prepared. We rate the uncertainty regarding
the amount of the sale proceeds and possible selling expenses as a low risk.
Sustainability and compliance risks

4
As part of its sustainable corporate governance, HeidelbergCement makes a special commitment
to protect the environment, preserve resources, conserve biodiversity, and to act in a socially
responsible way. We consider concern for the environment, climate protection, and sustainable
resource conservation to be the foundation for the future development of our Group. Compliance
with applicable law and Group regulations forms an integrated part of our corporate culture and
is therefore a task and an obligation for every employee. Violations of our commitments or of laws
and Group guidelines pose direct sanction risks in addition to strategic and operational risks, and
also entail a risk to our reputation.
We have implemented a compliance programme across the Group to ensure conduct that is
compliant with both the law and Group guidelines. This comprises, amongst other things, infor-
mational leaflets, a compliance hotline, and employee training measures, which are conducted
5
using state-of-the-art technologies and media such as electronic learning modules, and which
focus on the risk areas of antitrust and competition legislation as well as anticorruption regulations.
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Violations of applicable laws and internal guidelines will be appropriately sanctioned. In addition,
corresponding corrective and preventive measures will be taken to help prevent similar incidents
from arising in the future.
Moreover, we have developed a concept for the evaluation and reduction of corruption risks and
potential conflicts of interest. The risk assessment and creation of action plans in the individual
countries started at the beginning of 2014 and will be completed in the course of 2015. An addi-
tional focus of the further development of our compliance programme was the introduction of a
guideline on international trade sanctions to ensure that we comply with the relevant sanctions
regulations in the countries in which we are active, in particular those of the United Nations, the
European Union, and the USA. In 2015, the processes for the automated verification procedure
against international sanctions lists will be further optimised.
See page 95f. for more information on sustainability, page 103f. for more on environmental
responsibility, and page 143 for more on compliance.
Opportunity areas
Business opportunities are recognized at Group level and at operational level in the individual
countries and taken into account as part of the strategy and planning processes. In the oppor-
tunities outlined below, we refer to possible future developments or events that can lead to a
positive deviation from our forecast. Usually, we do not assess opportunities as their probability
of occurrence is difficult to estimate.
Financial opportunities
Exchange rate and interest risks described under financial risks are also offset by opportunities that
can turn the identified factors of influence to our advantage. Fluctuations in the exchange rates
of foreign currencies against the euro present both risks and opportunities. On the one hand, for
example, appreciation of the US dollar against the euro leads to growth in revenue and operating
income; on the other, the US dollar-based proportion of purchasing costs measured in euro also
increases. This primarily affects raw materials, which are traded in US dollar on the global market.
We see opportunities for the development of results if the euro exchange rate against the other
currencies remains the same as at the end of January 2015.
Strategic opportunities
Industry and sales market risks are also offset by opportunities that can turn the identified factors
of influence to our advantage. In 2015, opportunities could arise from stronger-than-expected
economic growth in oil-importing countries owing to the significantly reduced oil price since
the middle of 2014. Public construction might also benefit as a result of higher tax yield. In the
medium and long term, we particularly see opportunities for an increase in demand for building
materials in residential, commercial, and public construction as a result of rising population
numbers, growing prosperity, and the ongoing trend of urbanisation, especially in the growth
markets of emerging countries.
Risks arising from acquisitions and investments are also counterbalanced by opportunities. In
recent years, we continuously expanded our cement capacities in growth markets and will com-
mission new capacities in emerging countries in 2015 as well, especially in Indonesia and the

To our shareholders
African countries south of the Sahara. The opportunity exists to complete investment projects
more quickly than expected, which in turn will provide a higher contribution to growth in earnings
than anticipated. In the Outlook chapter on page 112f., only acquisitions that have already been

completed are taken into account.
Operational opportunities
Risks from the increase in prices for energy, raw materials, and additives are offset by opportunities
that can turn the identified factors of influence to our advantage. The significantly reduced oil
price since the middle of 2014 could lead to lower fuel costs and positive secondary effects for our
logistics subcontractors. Overall, the development of the energy price could be more advantageous
if the supply of coal, shale gas, and oil exceeds demand, or if tariff increases for energy sources
2
in emerging countries are lower or introduced later than expected.
The consistent and ongoing implementation of measures to increase efficiency, reduce costs,
and improve margins in production, logistics, and distribution is an integral part of our business
strategy. As part of the LEO programme, which was launched in 2012, we are working on the
optimisation of our logistics to achieve further improvements in efficiency and reduce costs through
the better utilisation of vehicles and drivers. The first pilot projects were completed in 2014. In
addition, the projects CLIMB Commercial in the aggregates business line and PERFORM in
the cement business line aim to improve margins by setting appropriate prices for our high-quality
products. The opportunity exists for all projects to produce higher-than-anticipated results and
margin improvements that exceed previous expectations.
Assessment of the overall risk and opportunity situation by Group

management

The assessment of the Groups overall risk situation is the result of a consolidated examination of
all major compound and individual risks. Compared with the previous year, there is no significant
change in the composition of the risk matrix. The overall risk situation has improved in comparison
with the previous year due to the decline in legal and compliance risks.
Overall, the Managing Board is not aware of any risks that could threaten the existence of the
Group either independently or in combination with other risks. There has been no notable change
in the Groups risk situation between the reporting date of 31 December 2014 and the preparation
4
of the 2014 consolidated financial statements. The company has a solid financial base and its
liquidity situation is comfortable.
HeidelbergCement is aware of the opportunities and risks for its business activity as presented in
this chapter. The measures described above play a significant role in allowing HeidelbergCement
to make use of the opportunities to further develop the Group without losing sight of the risks.
Our control and risk management system, standardised across the Group, ensures that any major
risks that could negatively affect our business performance are identified at an early stage.
With its integrated product portfolio, its strong positions in growth markets, and its efficient
cost structure, HeidelbergCement considers itself well-equipped to overcome any risks that may
materialise and benefit from opportunities presented.
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Part of the combined management report of HeidelbergCement Group

To our shareholders
1

2
138 Corporate Governance statement

138 Statement of compliance in accordance with 161 of the
German Stock Company Act (Aktiengesetz)
139 Corporate Governance practices that extend beyond the legal
requirements
139 Working methods of Managing Board and Supervisory Board,
and composition and working methods of their committees
143 Compliance
144 Remuneration report

144 Current Managing Board remuneration system 2014
3
150 Amount of Managing Board remuneration in 2014
150 Managing Board remuneration 2014 according to
Accounting Standard DRS 17

153 Managing Board remuneration 2014 according to the
German Corporate Governance Code
156 Remuneration of the Supervisory Board in 2014
158 Supervisory Board and Managing Board

158 Supervisory Board
160 Supervisory Board Committees
161 Managing Board
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3 Corporate
Governance
Corporate Governance statement 1)

Statement of compliance in accordance with 161 of the German Stock
Company Act (Aktiengesetz)
On 9 February 2015, the Managing Board and on 10 February 2015, the Supervisory Board r esolved
to submit the following statement of compliance in accordance with 161, section 1 of the German
Stock Company Act: The Managing Board and Supervisory Board of HeidelbergCement AG declare,
in accordance with 161, section 1 of the German Stock Company Act, that they have complied with,
and are in compliance with, the recommendations of the Government Commission on the German
Corporate Governance Code (hereafter referred to as the Code), with the following exceptions:
Until 18 March 2014, some of the Managing Board agreements did not provide for any limit on
redundancy payments (redundancy pay cap) in the event of early termination of membership of
the Managing Board without good cause or due to a change of control (deviation from point4.2.3).
Justification: The Supervisory Board respected the provision in force until 18 March 2014 for the
protection of continuance for the existing Managing Board agreements, which did not provide
for any corresponding limit on redundancy payments. Limits on redundancy payments in line
with the Code for new agreements and extensions to existing Managing Board agreements
have been introduced from 2011. Since 18 March 2014, all Managing Board agreements have
been in accordance with the Code.
The performance-oriented element of the remuneration of the Supervisory Board is not geared
towards the sustainable development of the Group (deviation from point 5.4.6).
Justification: The variable element of the remuneration of the Supervisory Board introduced in
2010 is dependent on the Group earnings per share achieved in the respective previous year.
As it is not based on a multi-year assessment, this variable element is thus not sustainable in
the sense of the Code. To date, the Managing Board and the Supervisory Board have felt that
the remuneration element on a yearly basis pays due consideration to the significance of the
advisory and supervisory function of the Supervisory Board and moreover makes it easier to
measure the variable remuneration in a timely manner in case of retirement or appointment
of a Supervisory Board member during the year. The Annual General Meeting on 7 May 2015
is expected to propose a change to the remuneration structure of the Supervisory Board for
resolution, which suggests that the variable remuneration of members of the Supervisory Board
ceases to apply overall with effect from 1 January 2015.
The shareholdings of members of the Supervisory Board are not disclosed (deviation from point6.3).
Justification: The members of the Supervisory Board are bound by the shareholding disclosure
requirements under 21 of the German Securities Trading Law (Wertpapierhandelsgesetz) and
the Directors Dealings disclosure requirements under 15a of the German Securities Trading
Law. This seems to guarantee sufficient transparency as regards the shareholdings of members
of the Supervisory Board.
For the reporting period from 5/6 February 2014 (submission date of previous statement of com-
pliance) to 30 September 2014, the above statement relates to the version of the Code published in
the German Federal Gazette (Bundesanzeiger) dated 13 May 2013. For the period from 1 October
2014, it relates to the version of the Code dated 24 June 2014, published on 30 September 2014.
1) In accordance with 289a of the German Commercial Code (HGB), likewise the Corporate Governance Report in accordance with point3.10
of the German Corporate Governance Code

Corporate Governance statement Supervisory Board and Managing Board
Remuneration report
To our shareholders
1
Corporate Governance practices that extend beyond the legal

requirements

A Group-wide Code of Business Conduct requires all employees to observe the basic rules of
business decorum irrespective of whether these rules have been expressed in legal regulations
or not. In particular, the Code of Business Conduct calls for:
integrity and professional behaviour towards customers, suppliers, authorities, and business
partners,
consistent avoidance of conflicts of interest,
careful and responsible handling of the Groups property and assets,
careful and responsible handling of company and business secrets as well as personal data,
2
fair, non-discriminatory employment conditions and fair dialogue with the employee representatives,
the provision of healthy and safe jobs, and
considerate handling of natural resources.
The Code of Business Conduct, which is published on our website www.heidelbergcement.com

under Company/Corporate Governance/Declaration of Corporate Governance, is part of the
comprehensive compliance programme and its observance is monitored by control mechanisms
included in the programme.
Working methods of Managing Board and Supervisory Board, and

composition and working methods of their committees
3
As a German stock company, HeidelbergCement is required by law to have a two-tier board system.
The Managing Board is responsible for independently managing the Group; its members are jointly

accountable for the management of the Group; the Chairman of the Managing Board coordinates
the work of the members of the Managing Board. The Supervisory Board appoints, monitors, and
advises the Managing Board and is directly involved in decisions of fundamental importance to
the Group; the Chairman of the Supervisory Board coordinates the work of the Supervisory Board.
Management by the Managing Board

In managing the Group, the Managing Board is obliged to act in the Groups best interests. It takes
into account the interests of shareholders, its employees, and other stakeholders with the aim of
creating sustainable added value. The Managing Board develops the Groups strategy, coordinates
4
it with the Supervisory Board, and ensures its implementation. It ensures that all provisions of law
and the Groups internal guidelines are adhered to, and works to achieve compliance by Group
companies. It ensures appropriate risk management and risk controlling within the Group. The
Managing Board considers diversity when filling management positions within the Group, and in
doing so, strives to give due consideration to women; the Managing Board is opposed to a fixed
quota of women, in particular with respect to current legislation. The Managing Board Rules
of Procedure issued by the Managing and Supervisory Boards govern, in connection with the
schedule of responsibilities approved by the Supervisory Board, the work of the Managing Board,
in particular the departmental responsibilities of individual members of the Managing Board,
matters reserved for the full Managing Board, and the required majority for resolutions. In accord
ance with these rules, each member of the Managing Board runs his management department
independently, with the provision that all matters of clearly defined fundamental importance are
5
to be decided upon by the full Managing Board. This takes place in the regular meetings of the
Managing Board, led by the Chairman of the Managing Board, on the basis of prepared meeting
documents. The results of the meetings are recorded in minutes, which are issued to all members
of the Managing Board. There are no Managing Board committees.
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3 Corporate
Governance
Consultation and supervision by the Supervisory Board

The task of the Supervisory Board is to regularly advise and supervise the Managing Board in
the management of the Group. The Managing Board must involve the Supervisory Board in deci-
sions of fundamental importance to the Group. The rules of procedure issued by the Supervisory
Board for the Managing Board and the Supervisory Board govern the organisation and work of
the Supervisory Board, in particular the required majority for resolutions, the legal transactions
and measures requiring their consent, the standard retirement age for Managing and Supervisory
Board members, and the tasks of established committees.
The Supervisory Board meets at least twice every half-year; at these meetings, it usually d
iscusses
the open topics and passes the required resolutions, on the basis of reports drawn up by the
Managing Board and documents received in advance in preparation for the meeting. Additional or
extraordinary meetings are held if necessary. The results of the meetings are recorded in minutes,
which are issued to all members of the Supervisory Board. The Supervisory Board comprises a
number of independent members a number which it deems sufficient and at least one inde-
pendent member with expertise in either accounting or auditing. In accordance with the Articles
of Association, the Supervisory Board has set up a total of four committees, which are entrusted
with the tasks and working methods described below. The following respective plenary session
of the Supervisory Board is given an account of the results of the committee work.
The Personnel Committee is responsible for preparing the decision of the Supervisory Board
concerning the appointment of members of the Managing Board, for preparing the election of the
Chairman of the Managing Board, and the establishment of the Managing Boards remuneration
structure as well as the remuneration paid to the individual members of the Managing Board. It is
also responsible for making a decision concerning the structuring of the non-remuneration-related
legal relationships between the company and the members of the Managing Board. The Personnel
Committee comprises Messrs Fritz-Jrgen Heckmann, Josef Heumann, Hans Georg Kraut, Ludwig
Merckle, Alan Murray, and Heinz Schmitt; the Chairman is Mr Ludwig Merckle.
The Audit Committee is responsible for preparing the decision of the Supervisory Board concern-
ing the adoption of the annual financial statements and the approval of the consolidated financial
statements. It is also responsible for monitoring the accounting process, the effectiveness of the
internal control system, the risk management system, the internal audit system, the compliance
programme, and the audit. When dealing with the audit, it is responsible in particular for the
preparation of the Supervisory Boards proposal to the Annual General Meeting for the appointment
of the auditor, issuing the audit assignment, establishing points of focus for the audit, additional
services provided by the auditor, concluding the fee agreement with the auditor, verifying the
auditors independence including obtaining the auditors statement of independence, and making
the decision concerning measures to be taken if reasons emerge during the audit to warrant the
possible disqualification of the auditor or suggest a conflict of interest on the part of the auditor.
The Audit Committee discusses the half-yearly and quarterly reports with the Managing Board
before they are published. The Chairman of the Audit Committee has specialist knowledge and
experience in the application of accounting principles and internal control processes. In addition
to the Chairman, the Audit Committee includes at least one independent member with expertise
in either accounting or auditing. The Audit Committee comprises Messrs Robert Feiger (until
7May 2014; thereafter Frank-Dirk Steininger), Fritz-Jrgen Heckmann, Max Dietrich Kley (until
7 May 2014; thereafter Dr. Jrgen M. Schneider), Ludwig Merckle, Heinz Schmitt, and Werner
Schraeder; the Chairman is Mr Ludwig Merckle.

Remuneration report
To our shareholders
1
The Nomination Committee is responsible for putting suitable candidates forward to the Supervisory
Board for its proposals for election to be made to the Annual General Meeting. It comprises Messrs
Fritz-Jrgen Heckmann, Ludwig Merckle, and Tobias Merckle as shareholder representatives;

the Chairman is Mr Fritz-Jrgen Heckmann.
The Arbitration Committee, formed in accordance with 27, section 3 and 31, section 3 of the
German Codetermination Law, is responsible for making a proposal to the Supervisory Board for
the appointment of members of the Managing Board if the necessary two-thirds majority is not
initially achieved. It comprises Messrs Fritz-Jrgen Heckmann, Hans Georg Kraut, Tobias Merckle,
and Heinz Schmitt; the Chairman is Mr Fritz-Jrgen Heckmann.
2
Diversity
On 28 June 2012, the Supervisory Board resolved to adopt the recommendations stated in point
5.4.1 of the Code as amended on 15 May 2012. Therefore, the Supervisory Board set the follow-
ing concrete objectives regarding its composition: The composition of the Supervisory Board is
an appropriate reflection of the national and international alignment of HeidelbergCement as a
leading building materials manufacturer. The Supervisory Board comprises at least three members
who have been elected by the shareholders and who are independent members in line with point
5.4.2 of the Code. Following the 2014 Annual General Meeting, the newly constituted Supervisory
Board comprises at least two female members. The standard retirement age for members of the
Supervisory Board is 75 years.
The Supervisory Board considers that its constitution corresponds to its specified goals.
3
Cooperation between Managing Board and Supervisory Board

The Managing Board and Supervisory Board cooperate closely for the benefit of the Group. To

this end, the Managing Board coordinates the Groups strategic approach with the Supervisory
Board and discusses the current state of strategy implementation with the Supervisory Board at
regular intervals. For clearly defined transactions of fundamental importance, the Supervisory
Board has specified provisions in the Managing Board Rules of Procedure requiring its approval.
The Managing Board informs the Supervisory Board regularly, without delay and comprehensively,
of all issues of importance to the Group with regard to strategy, planning, business development,
risk situation, risk management, and compliance. The Managing Board explains deviations of the
actual business development from previously formulated plans and goals, indicating the reasons
4
for this. The Supervisory Board has included detailed provisions in the Managing Board Rules
of Procedure with regard to the Managing Boards information and reporting duties. Documents
required for decisions, in particular, the annual financial statements, the consolidated financial
statements, and the Auditors report, are sent to the members of the Supervisory Board in due
time before the meeting. The cooperation between the Managing Board and the Supervisory
Board is shaped by mutual trust and a culture of open debate while fully protecting confidentiality.
In the periods between Supervisory Board meetings, the Chairman of the Supervisory Board also
maintains regular contact with the Managing Board, especially the Chairman of the Managing
Board, to discuss Group issues regarding strategy, planning, business development, risk situation,
risk management, and compliance. The Chairman of the Supervisory Board is informed by the
Chairman of the Managing Board without delay on important events which are essential for the
5
assessment of the situation and development, as well as for the management of the company.
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3 Corporate
Governance
Shareholdings of members of the Managing Board and Supervisory Board

The direct or indirect ownership of shares or share-based financial instruments, especially deriva-
tives, by members of the Managing Board has, neither in any individual case nor in total, exceeded
the threshold of 1 % of the issued shares.
According to the available reports, Supervisory Board member Ludwig Merckle directly and
indirectly holds 25.34 % of the issued shares. As regards the other members of the Supervisory
Board, the ownership of shares or share-based derivatives has, neither in any individual case nor
in total, exceeded the threshold of 1 % of the issued shares, according to the available reports.
Relationships with shareholders

In line with the options provided for in accordance with the law or the Articles of Association,
the shareholders exercise their rights before or during the Annual General Meeting and thereby
exercise their voting right. Each share carries one vote at the Annual General Meeting (one-share-
one-vote principle). The ordinary Annual General Meeting is normally held in the first five months
of the financial year. All important documents for exercising shareholder rights as well as the
resolution issues and documentation are duly and easily available on our website for shareholders
to access. Both the notice of the agenda for the Annual General Meeting and our website will
provide shareholders with the information they need to exercise their rights, and particularly their
voting rights at the Annual General Meeting, including by way of proxy or postal vote. A company
proxy bound by instructions is also available to shareholders to exercise their voting rights at the
Annual General Meeting.
The presentation slides accompanying the report given by the Chairman of the Managing Board
to the Annual General Meeting will be made available on the Internet at the same time. After the
Annual General Meeting is over, our website will be updated with the attendance details and the
voting results of each agenda item.
As part of our investor relations work, we provide information to shareholders and other investors
comprehensively and regularly on a quarterly basis to tell them about the business development
as well as the financial situation and earnings position, and also provide them with notifications
in accordance with the German Securities Trading Law and information on analyst presentations,
press releases, and the annual financial calendar. Details on our investor relations work can be
found on page 38.

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1
Compliance
Within the Groups management culture, strong emphasis is placed on the compliance programme,

which is firmly anchored in the Group-wide management and supervisory structures. It comprises
the entire compliance organisation within the Group, the setup of guidelines, and verification of
compliance with these guidelines.
The compliance organisation is under the authority of the Chairman of the Managing Board,
to whom the Director Group Compliance reports directly. Each country has its own compliance
officer; however, responsibility for ensuring that employees conduct complies with the law and
regulations lies with all managers and, of course, the employees themselves.
2
The compliance officers are supported by modern technologies and media, such as electronic learning
platforms and learning programmes as well as an Internet- and telephone-based reporting system.
The entire compliance programme is reviewed on an ongoing basis for any necessary adjustments
to current legal and social developments, and is continuously improved and developed accordingly.
Group-wide implementation of the compliance programme is monitored by regular and special
audits by Group Internal Audit as well as via special half-yearly compliance reporting by the
Director Group Compliance to the Managing Board and the Audit Committee of the Supervisory
Board. As part of his responsibilities, the Director Group Compliance monitors the effectiveness
of the compliance programme and verifies in particular whether it adequately satisfies the legal
requirements and recognised compliance standards. An additional quarterly report regularly
3
informs the Managing Board members with regional responsibility about the most important
compliance incidents in their Group areas.

In 2014, the compliance officers preventive activities once again placed great emphasis on com-
pliance with the provisions of competition legislation and anti-corruption regulations. This was
backed by appropriate training measures in these areas together with a revision of the relevant
guidelines. The introduction of the concept for the evaluation and reduction of corruption risks
also continued as planned in 2014. Another focal point was the topic of trade sanctions. We have
adopted a new policy with the objective of implementing an IT-supported test procedure across
the Group in 2015 and 2016.
In addition to these key areas, other focuses continue to be occupational safety legislation and
4
environmental law. This reflects the characteristics and specific features of a heavy industry that
extracts raw materials and manufactures and markets homogeneous mass goods, and which gen-
erally operates locally. Special efforts are also made to observe the prohibition of insider trading,
capital market and data protection regulations, regulations on non-discrimination in dealings with
employees, and internal purchasing principles
5
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3 Corporate
Governance
Remuneration report
The remuneration report contains two parts. The first part presents the Managing Board remu
neration system and the remuneration of members of the Managing Board for the 2014 financial
year, both according to the applicable accounting standards as well as the valid version of the
German Corporate Governance Code dated 24 June 2014. The second part shows the remuneration
for the Supervisory Board paid for the 2014 financial year.
Current Managing Board remuneration system 2014
The current Managing Board remuneration system applies to all members of the Managing Board
as from this financial year. It constitutes a further development to the system that was in force from
2011 to 2013. The current Managing Board remuneration system was approved by the Annual
General Meeting on 7 May 2014 with a majority of 97.5 % of the votes cast, in accordance with
120, section 4 of the German Stock Company Act.
Principles
The system and amount of remuneration of the Managing Board are determined by the Supervisory
Board following a recommendation by the Personnel Committee. They are based on the size and
international activity of the Group, its economic and financial situation, its future prospects, the
amount and structure of the Managing Board remuneration in comparable companies, and the
remuneration structure used for the rest of the Group. In addition, the tasks and performance of
the relevant member of the Managing Board, and of the entire Managing Board, are taken into
account. The remuneration is calculated in such a way that it is competitive on the market for
highly qualified senior managers and provides an incentive for successful work in a business
culture with a clear focus on performance and results.
Remuneration elements
The remuneration system applicable since 1 January 2014 comprises:
1. a fixed annual salary,
2. a variable annual bonus,
3. a variable long-term bonus with long-term incentive,
4. fringe benefits, as well as
5. pension promises.
The following graph shows the relation between fixed and variable remuneration elements of the
target remuneration (without fringe benefits and pension promises) and a comparison of the amount
of the individual variable components when 100% of the target is met with the fixed annual salary.

Remuneration report
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1
Relation of remuneration elements when 100% of the target is met

Chairman of the Managing Board since 1 January 2014 100% 100% 150%
42%
29% (variable)
71%
29%
(fix)
Variable Fixed Annual Long-term

(variable) remuneration annual salary bonus bonus
Members of the Managing Board since 1 January 2014 100% 80% 125%
41%
33% (variable)
67%
26%
(fix)
Variable Fixed Annual Long-term

(variable) remuneration annual salary bonus bonus
Fixed annual salary Annual bonus Long-term bonus
1. Fixed annual salary

The fixed annual salary is a set cash payment relating to the financial year, which is based on each

Managing Board members area of responsibility and is paid on a monthly basis over the year. It
amounts to around 29 % of the target remuneration for the Chairman of the Managing Board and
33 % for members of the Managing Board, when 100 % of the target is met.
2. Annual bonus
The annual bonus is a variable remuneration element, which relates to the financial year and is
100 % of the fixed annual salary for the Chairman of the Managing Board and 80 % for members
of the Managing Board, when 100 % of the target is met. It amounts to around 29 % of the target
remuneration for the Chairman of the Managing Board and 26 % for members of the Managing
4
Board. The Group share of profit, adjusted for one-off items, is used as the key performance
indicator. In addition, individual targets will be agreed with the Chairman of the Managing Board
and the Managing Board members.
At the start of the financial year, the Supervisory Board decides on the performance targets and,
at the end of the financial year, determines the extent to which the target has been reached.
Target value (value when 100 % of the target is met)

100 % of the fixed annual salary for the Chairman of the Managing Board, 80 % of the fixed
annual salary for the Managing Board members
Key performance indicators and weighting (value when 100 % of the target is met)
2/3 Group share of profit
1/3 individual targets
5
Target achievement range
0200 % (The maximum value of annual bonus is limited to 200 % of the fixed annual salary
for the Chairman of the Managing Board and 160 % for the Managing Board members and
total loss of the entire annual bonus is possible; the determination of the range refers to each
individual key performance indicator.)
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3 Corporate
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The following table shows a sample calculation for the determination of the annual bonus of the
Chairman of the Managing Board with a fixed annual salary of 1,320,000.
Sample calculation annual bonus of the Chairman of the Managing Board 1)

Target 1,320,000 (100 % of fixed annual salary of 1,320,000)
Performance period 1 year
Key performance 2/3 Group share of profit (880,000)
indicators 1/3 individual targets (440,000)
Range 0200 %
Target achievement Group share of profit 140 % (1,232,000)
(example) individual targets 100 % (440,000)
Example result Group share of profit 1,232,000
+ individual targets 440,000
= Cash payout 1,672,000
1) The degrees of target achievement are fictitious and serve only as illustration.
3. Long-term bonus
The long-term bonus is a variable remuneration element based on the long term, which is to be
granted in annual tranches starting in 2011. It amounts to 150 % of the fixed annual salary for
the Chairman of the Managing Board and 125 % for members of the Managing Board, when
100 % of the target is met. The long-term bonus amounts to approximately 42 % of the target
remuneration for the Chairman of the Managing Board and 41 % for members of the Managing
Board and comprises two equally weighted components.
The first component (management component with a term of three years) considers the internal
added value as measured by earnings before interest and taxes (EBIT) and return on invested
capital (ROIC), and is arranged in the form of a bonus with cash payment. The bonus will be paid
after the Annual General Meeting in the year following the three-year performance period. The
second component (capital market component with a term of four years) considers the external
added value as measured by total shareholder return (TSR) adjusted for the reinvested dividend
payments and for changes in the capital compared with the relevant capital market indices,
using performance share units (PSUs). The PSUs are virtual shares used for the calculation of
the capital market component.
At the start of every tranche, the Supervisory Board determines the performance targets for the
two key performance indicators of the management component. After expiry of the respective
performance period, the Supervisory Board will ascertain the extent to which the target has been
reached for the management component; for the capital market component it will be ascertained
by way of calculation.
The target for the management component is based on the Groups relevant three-year opera-
tional plan, presented to the Supervisory Board by the Managing Board. The share-based capital
market component is measured over a four-year period, on the basis of 193, section 2, no. 4 of
the German Stock Company Act (AktG).
For the capital market component, the number of performance share units (PSUs) initially granted
is ascertained in the first instance: the number of PSUs is calculated from 50 % of the target value
of the long-term bonus divided by the reference price 2) of the HeidelbergCement share as at the
2) The reference price is respectively the average of the daily closing prices of the HeidelbergCement share on the Frankfurt Stock Exchange
Xetra trading system for three months retrospectively from the start/expiration of the performance period.

Remuneration report
To our shareholders
1
date of grant. After expiry of the four-year performance period, the PSUs definitively earned are
to be calculated in a second step according to the achievement of the target and paid in cash at
the reference price of the HeidelbergCement share valid at that time adjusted for the reinvested

dividend payments and for changes in the capital.
Target value (value when 100 % of the target is met)
150 % of the fixed annual salary for the Chairman of the Managing Board and 125 % of the fixed
annual salary for the Managing Board members (of which 50 % is the management component
and 50 % is the capital market component)
Key performance indicators and weighting (value when 100 % of the target is met)
Management component (three-year performance period):
1/2 average of EBITs attained during the performance period
2
1/2 target ROIC at the end of the performance period
Capital market component (four-year performance period):
1/2 peer TSR; calculation of TSR compared with DAX 30 Index
1/2 peer TSR; calculation of TSR compared with MSCI World Construction Materials Index
Target achievement range
Management component: target achievement ranges from 0200 %, i.e. the maximum value
of the management component of the long-term bonus is limited to 150 % of the fixed annual
salary for the Chairman of the Managing Board and 125 % for the Managing Board members
and total loss of the management component is possible; the range applies separately for each
key performance indicator EBIT and ROIC.
Capital market component: target achievement ranges from 0200 %, i.e. depending on the
target achievement, the number of virtual shares (PSUs) can maximally double or reduce to
3
zero (total loss).
Cap of performance of the HeidelbergCement share before payout
Maximum of 2.5 times the reference price, which was determined at the start of the

performance period.
Payment under the respective long-term bonus plan is limited to twice the target value.
Payment system for the long-term bonus

The following graph shows the payment system for the long-term bonus.
2011 2012 2013 2014 2015 2016 2017
1st plan
Management component 4
Capital market component
2 nd plan
Management component
3 rd plan
4 th plan
5 th and on-going plans 5
Start of performance periods Performance periods

Target setting Evaluation periods
Share price reference periods 1) Payouts
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3 Corporate
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The management component of the long-term bonus plan 2014-2016/17, which was granted in
2014, is paid after the Annual General Meeting 2017, i.e. in the year following the three-year
performance period; the capital market component is paid after the Annual General Meeting 2018,
i.e. in the year following the four-year performance period.
During the implementation phase, a disbursement mechanism with a bonus-malus system forms
an element of the long-term bonus plan. According to this mechanism, for the first three years,
a third of the target value of the first long-term bonus plan 20112013/14 is paid out annually
after the following years Annual General Meeting. These amounts must be repaid to the Group
or offset against future payments of variable remuneration elements if and to the extent to which
the target value is not reached.
The following table shows a sample calculation for the determination of the long-term bonus of
the Chairman of the Managing Board with a fixed annual salary of 1,320,000.
Sample calculation long-term bonus of the Chairman of the Managing Board 1)

Target 1,980,000 (150 % of fixed annual salary of 1,320,000)
Basis Management component: 50 % of 1,980,000 = 990,000
Capital market component: 50 % (990,000) will be converted into virtual shares;
share price of the last 3 months before the beginning of the plan: 60
990,000 / 60 = 16,500 virtual shares
Performance period 3 years (from 2014 to 2016) for the management component and
4 years (from 2014 to 2017) for the capital market component
Key performance Management component: Capital market component: 990,000 (16,500 virtual shares)
indicators 990,000 Peer TSR:
1/2 EBIT (495,000) 1/2 DAX 30 Index (8,250 virtual shares)
1/2 ROIC (495,000) 1/2 MSCI World Construction Materials Index (8,250 virtual shares)
Range 0200 %
Target achievement EBIT 180% (891,000) Relative TSR: DAX 30 Index 100% (8,250 virtual shares)
(example) ROIC 100% (495,000) MSCI World Construction Materials Index 140% (11,550 virtual shares)
Example result Management component: 891,000 + 495,000 = 1,386,000
Capital market component: 8,250 +11,550 = 19,800 virtual shares
( share price over the last 3 months before the end of the 4th year e.g.: 100;
Maximum value is 250 % x 60 = 150) = 19,800 virtual shares x 100 = 1,980,000
Management component 1,386,000 + capital market component 1,980,000 = 3,366,000 2)
1) The degrees of target achievement and share prices are fictitious and serve only as illustration.
2) The arithmetical payment amount is less than twice the target value (3,960,000) and therefore a payment without cap is possible.
4. Fringe benefits
The taxable fringe benefits of the members of the Managing Board consist especially of the
provision of company cars, mobile phone and communication resources, the reimbursement of
expenses, as well as insurance- and assignment-related benefits.
5. Pension promises
The retirement agreements of the German members of the Managing Board contain the promise
of an annual retirement pension, which is calculated as a percentage of the pensionable income.
The percentage rate depends on the term of the Managing Board membership. After five years of
Managing Board membership, the rate is at least 40 % of the pensionable income and can increase
to a maximum of 65 % of the pensionable income. The percentage rate for the Chairman of the
Managing Board is 4 % of the pensionable income for each year of service or part thereof, but
no more than 60 %. The pensionable income is equivalent to a contractually agreed percentage

Remuneration report
To our shareholders
1
of the fixed annual salary of the Managing Board member. When the Managing Board members
agreement is terminated and he starts receiving the pension benefit, he receives a transitional
allowance for six months, equal to the monthly instalments of the fixed annual salary.

The pension is paid monthly either:
after leaving the company upon reaching retirement age (pension benefit paid on individual
basis between the 62nd and 65th year of age), or
in the case of early termination of the agreement for reasons not attributable to the Managing
Board member, provided the member has reached 60 years of age at the time the agreement
is terminated, or
due to permanent invalidity as a result of illness.
2
The retirement agreements include a survivor pension benefit. If a member of the Managing
Board dies during the term of his employment contract, or after effectuating the pension benefit,
the members widow and dependent children receive a widows / orphans pension. The widows
pension is 60 % of the deceaseds pension benefit. The orphans pension is 10 % of the deceaseds
pension benefit as long as a widows pension is being paid at the same time. If a widows pension
is not being paid at the same time, the orphans pension is 20 % of the deceaseds pension benefit.
The retirement provision for Mr Daniel Gauthier is based on the retirement scheme of Cimenteries
CBR S.A., a wholly owned subsidiary of HeidelbergCement AG, based in Brussels, Belgium. The
pension promise is comparable to the retirement provision for the German members of the Man-
aging Board in terms of the amount, and also contains a survivor pension benefit.
3
Adjustment of remuneration
The Supervisory Board has the option of discretionary adjustment (administrative discretion) of

the annual and the long-term bonus by 25 % of the target value of these variable remuneration
elements in order to account for the personal performance of the individual members of the
Managing Board and/or for exceptional circumstances.
In accordance with 87, section 2 of the German Stock Company Act (AktG), the Supervisory
Boards right and obligation to reduce the Managing Board remuneration to a reasonable amount
remains unaffected, if the position of the Group worsens after the fixing to such an extent that it
would be unfair for the Group if remuneration of the Managing Board continued to be granted
unchanged.
4
Individual investment (share ownership)

To support the sustainable development of the Group, the Supervisory Board has decided upon
a set of guidelines for the shareholdings of members of the Managing Board. Members of the
Managing Board are obliged to invest part of their personal wealth to purchase a fixed number
of HeidelbergCement shares and to hold these shares for the term of their membership on the
Managing Board. The number of shares to be held by the Chairman of the Managing Board is
set at 30,000 HeidelbergCement shares and at 10,000 HeidelbergCement shares for each of the
other members of the Managing Board. In order to comply with the guidelines, half of the amount
granted for the long-term bonus is to be used to buy shares of the company until the full individual
investment is generated. The accumulation of the individual investment can therefore take several
years. HeidelbergCement shares that are already held by Managing Board members are taken
5
into account in the individual investment. The Supervisory Board has received confirmation that
the individual investment has already been made or accumulated in accordance with the contract.
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3 Corporate
Governance
D&O liability insurance

The members of the Managing Board are covered in the Groups existing D&O liability insurance. The
agreed deductible corresponds to the minimum deductible pursuant to 93, section 2, sentence3
of the German Stock Company Act (AktG) in the respective version.
Guidelines in the case of new agreements and extensions to existing Managing Board agreements
The following guidelines on the redundancy pay cap and change of control clause are applicable
as of 1 January 2011 for new agreements or extensions to existing Managing Board agreements.
With the entry into force of the contract extension of Dr. Scheifele as at 1 February 2015, the
guidelines are part of all Managing Board agreements.
Redundancy pay cap

In accordance with the German Corporate Governance Code, when concluding new Managing
Board agreements or extending existing Managing Board agreements, it must be ensured that
payments to a member of the Managing Board in the event of the early termination of a Managing
Board membership without serious cause do not exceed the value of two annual remunerations
(including fringe benefits) and do not amount to more than the remaining term of the agreement.
The redundancy pay cap is calculated based on the amount of the total remuneration for the past
financial year and, if necessary, also on the amount of the anticipated total remuneration for the
current financial year.
Change of control clause

In accordance with the German Corporate Governance Code, when concluding new Managing
Board agreements or extending existing Managing Board agreements, it must be ensured in
the event of the early termination of a Managing Board membership that benefits promised as
a result of a change of control do not exceed 150 % of the redundancy cap.
Amount of Managing Board remuneration in 2014
The disclosure of the remuneration of the Managing Board for the 2014 financial year is governed
by two different bodies of rules and regulations: firstly, as previously, by the applicable German
Accounting Standards (DRS 17), and secondly, by recommendations from the German Corporate
Governance Code in the version of 24 June 2014.
Managing Board remuneration 2014 according to DRS 17
Amount of fixed and variable remuneration

The fixed remuneration of the Managing Board remained unchanged in comparison with the pre-
vious year at 5.0 million (previous year: 5.0). The sum of variable remuneration elements rose
to 12.6 million (previous year: 7.0). It comprised a one-year bonus in 2014 and the payment of
the management component of the long-term bonus plan 20122014/15. The remuneration of the
Managing Board members for financial year 2014 according to DRS 17 is shown in the following table.

Remuneration report
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1
Managing Board remuneration for the 2014 financial year (DRS 17)
000s rounded off Dr.Bernd Dr.Dominik Daniel Andreas Dr.Lorenz Dr.Albert Total

(previous year in brackets) Scheifele von Achten Gauthier Kern Nger Scheuer
Non-performance related
compensation
Fixed annual salary 1,320 900 700 700 719 700 5,039
(1,320) (900) (700) (700) (700) (700) (5,020)
Fringe benefits 253 74 136 149 251 86 948
(302) (63) (144) (192) (301) (39) (1,041)
Performance related
compensation
Annual bonus 2,534 1,409 1,085 939 1,085 1,079 8,130
(1,799) (1,176) (882) (816) (967) (871) (6,511)
2
eduction of fringe benefits
D -163 -125 -111 -163 -561
from the annual bonus (-234) (-129) (-193) (-234) (-790)
Total cash compensation 3,945 2,382 1,796 1,677 1,892 1,865 13,556
including fringe benefits (3,187) (2,139) (1,597) (1,515) (1,734) (1,610) (11,782)
Compensation with
long-term incentive
anagement component
M 1,170 798 621 621 621 621 4,450
2012-2014/15 (2011-2013/14) (178) (63) (63) (63) (63) (63) (493)
apital market component
C 1,025 582 453 453 492 453 3,458
2014-2016/17 (2013-2015/16) (576) (392) (305) (305) (305) (305) (2,189)
Total compensation 6,139 3,762 2,869 2,750 3,004 2,939 21,464
(3,941) (2,594) (1,965) (1,883) (2,102) (1,978) (14,464)
Long-term bonus plan 20142016/17

3
The members of the Managing Board are participating in the long-term bonus plan 20142016/17,
granted in 2014. The target values for the plan are 1,980,000 for Dr. Bernd Scheifele, 1,125,000
for Dr. Dominik von Achten, 948,000 for Dr. Lorenz Nger, and 875,000 for each of the other

members of the Managing Board. The plan comprises two equally weighted components: the man-
agement component and the capital market component. The target value of each component amounts
to 990,000 for Dr. Bernd Scheifele, 562,500 for Dr. Dominik von Achten, and 437,500 for Daniel
Gauthier, Andreas Kern, and Dr. Albert Scheuer, respectively. For Dr. Lorenz Nger the pro-rata
calculation results in a target value for the management component of 473,000 and for the capital
market component of 476,000. The reference price for the capital market component amounts to
56.53. This equates to 17,513 performance share units (PSUs) for Dr.Bernd Scheifele, 9,950 PSUs
for Dr. Dominik von Achten, 8,413 PSUs for Dr. Lorenz Nger, and 7,739 PSUs for each of the other
members of the Managing Board. In accordance with 314, section 1, no. 6a, sentence4 of the
4
German Commercial Code (HGB), the fair value at the grant date must be indicated for the capital
market components. For Dr. Bernd Scheifele this amounts to 1,025,000, for Dr. Dominik von Achten
to 582,000, for Dr. Lorenz Nger to 492,000, and for each of the other members of the Managing
Board to 453,000. The fair value was determined in accordance with a recognised actuarial method
(Monte Carlo simulation). The following table shows the long-term bonus plan 20142016/17.
Long-term bonus plan Target value Management Capital market component

20142016/17 component
Target value Target value Number of Fair Value at

000s rounded off PSUs grant date
Dr. Bernd Scheifele 1,980 990 990 17,513 1,025
Dr. Dominik von Achten 1,125 563 563 9,950 582
Daniel Gauthier 875 438 438 7,739 453 5
Andreas Kern 875 438 438 7,739 453

Dr. Lorenz Nger 948 473 476 8,413 492
Dr. Albert Scheuer 875 438 438 7,739 453
Total 6,678 3,338 3,341 59,093 3,458
Contents

3 Corporate
Governance
Amount of fringe benefits (rounded to 000s)

The taxable fringe benefits amounted to 0.9 million (previous year: 1.0). For posts and offices held
with Group companies, Dr. Bernd Scheifele received 163,000 (previous year: 234,000), Daniel
Gauthier 125,000 (previous year: 129,000), Andreas Kern 111,000 (previous year: 193,000), and
Dr. Lorenz Nger 163,000 (previous year: 234,000). These amounts are to be offset fully against
total remuneration. Furthermore, Dr. Bernd Scheifele and Dr. Lorenz Nger receive compensation
of 50,000 for expenses relating to their service on supervisory boards within the Heidelberg
Cement Group and Dr. Dominik von Achten for his service as Managing Board member in charge
of the North America Group area. Fringe benefits also relate to taxation of monetary benefits,
which amount to 40,000 (previous year: 17,000) for Dr. Bernd Scheifele, 24,000 (previous year:
13,000) for Dr. Dominik von Achten, 11,000 (previous year: 14,000) for Daniel Gauthier, 38,000
(previous year: 0) for Andreas Kern, 38,000 (previous year: 16,000) for Dr.Lorenz Nger, and
86,000 (previous year: 39,000) for Dr. Albert Scheuer.
Amount of total remuneration 2014 according to DRS 17

When applying Accounting Standard DRS 17, the total remuneration of the Managing Board
amounted to 21.5 million (previous year: 14.5) in 2014.
Pension promises
In 2014, allocations to provisions for pensions (service cost) for members of the Managing Board
amounted to 1.9 million (previous year: 1.9). The present values of the defined benefit obligation
amounted to 37.2 million (previous year: 24.6). The figures are shown in the following table.
Pension promises Service cost Defined benefit obligation
000s (rounded off) 2013 2014 2013 2014

Dr. Bernd Scheifele 890 891 8,121 13,495
Dr. Dominik von Achten 237 237 1,509 2,998
Daniel Gauthier 141 141 4,486 5,122
Andreas Kern 142 142 4,400 6,195
Dr. Lorenz Nger 294 295 2,780 4,817
Dr. Albert Scheuer 147 148 3,261 4,601
Total 1,852 1,853 24,557 37,228
Payments to former members of the Managing Board and their surviving dependants amounted
to 3.0 million (previous year: 3.1) in 2014. Provisions for pension obligations to former members
of the Managing Board amounted to 28.0 million (previous year: 25.2).
Loans to members of the Managing Board

In 2014, no loans were granted to members of the Managing Board of HeidelbergCement AG.

Remuneration report
To our shareholders
1
Managing Board remuneration 2014 according to the

German Corporate Governance Code

Pursuant to the recommendations of the German Corporate Governance Code (GCGC) dated
24June2014, both the granted benefits and the allocations in form of the proposed reference
tables are disclosed for the reporting year 2014.
Granted benefits
When compared with DRS 17, the granted benefits presented in the table on pages 154/155 depict
the target value of the annual bonus as well as the target value of the management component
and the fair value of the capital market component for the long-term bonus plan 20142016/17,
2
as shown on page 151. In addition, the minimum and maximum values that can be achieved are
also stated. Furthermore, the pension expenses are taken into account in the total remuneration
as shown in the table on page 152 in the form of service cost.
The total Managing Board remuneration granted according to the German Corporate Governance
Code amounted to 18.4 million (previous year: 15.1) for the 2014 financial year.
Allocations
For the members of the Managing Board, the allocations to be disclosed for the 2014 financial
year are shown in the table on pages 154/155.
The table shows the allocations for the 2014 financial year regarding the fixed annual salary, fringe
3
benefits, and the one-year variable compensation. Pursuant to the new version of the German
Corporate Governance Code dated 24 June 2014, allocations for multi-year variable compensation,
where the plan term ended in the 2014 financial year, are disclosed. The allocations from the capital

market component of the long-term bonus plan 2011-2013/14 and the management component of
the long-term bonus plan 2012-2014/15 are therefore disclosed, taking into account the advance
payments for 2011, 2012, and 2013 on the long-term bonus plan 2011-2013/14.
As a result of the new version of the German Corporate Governance Code, the allocation disclosed
for the 2013 financial year differs from the figure in the 2013 Annual Report, which was subject
to the German Corporate Governance Code dated 13 May 2013. For 2013, the third advance
payment and the payment of the management component are disclosed for the long-term bonus
plan 2011-2013/14.
4
The accrued total remuneration of the Managing Board according to the German Corporate
Governance Code amounted to 17.1 million (previous year: 15.6) for the 2014 financial year.
5
Contents

3 Corporate
Governance
Granted benefits Dr. Bernd Scheifele Dr. Dominik von Achten Daniel Gauthier
according to GCGC 1) Chairman of the Managing Board Member of the Managing Board Member of the Managing Board
since 1 February 2005 since 1 October 2007 since 1 July 2000
Min. Max. Min. Max. Min. Max.

000s (rounded off) 2013 2014 2014 2014 2013 2014 2014 2014 2013 2014 2014 2014
Non-performance related compensation
Fixed annual salary 1,320 1,320 1,320 1,320 900 900 900 900 700 700 700 700
Fringe benefits 302 253 253 253 63 74 74 74 144 136 136 136
Total 1,622 1,573 1,573 1,573 963 974 974 974 844 836 836 836
Performance related compensation
Annual bonus 2) 924 1,320 0 2,970 630 720 0 1,620 490 560 0 1,260
Deduction of fringe benefits from the
annual bonus -234 -163 0 -163 0 0 0 0 -129 -125 0 -125
Total one-year variable compensation 3) 690 1,157 0 2,807 630 720 0 1,620 361 435 0 1,135
Long-term bonus plan 2013-2015/16
Management component 594 405 315
Capital market component 576 392 305
Management component 2) 990 0 4,455 563 0 2,531 438 0 1,969
Capital market component 2) 1,025 582 453
Total multi-year variable compensation 1,170 2,015 0 4,455 797 1,145 0 2,531 620 890 0 1,969
Total 3,482 4,745 1,573 8,835 2,390 2,838 974 5,125 1,825 2,161 836 3,940
Service cost 890 891 891 891 237 237 237 237 141 141 141 141
Total compensation 4,372 5,636 2,464 9,727 2,627 3,075 1,210 5,361 1,966 2,302 976 4,080
Allocations according to GCGC 1) Dr. Bernd Scheifele Dr. Dominik von Achten Daniel Gauthier
Chairman of the Member of the Member of the
Managing Board Managing Board Managing Board
since 1 February 2005 since 1 October 2007 since 1 July 2000
000s (rounded off) 2013 2014 2013 2014 2013 2014

Non-performance related compensation
Fixed annual salary 1,320 1,320 900 900 700 700
Fringe benefits 302 253 63 74 144 136
Total 1,622 1,573 963 974 844 836
Performance related compensation
Annual bonus 1,799 2,534 1,176 1,409 882 1,085
Deduction of fringe benefits from the annual bonus -234 -163 0 0 -129 -125
Total one-year variable compensation 3) 1,565 2,372 1,176 1,409 753 960
Management component 5) 178 63 63
Capital market component 433 230 230
Disbursement mechanism with a bonus-malus system for
long-term bonus plan 4) 5) 396 -1,188 210 -630 210 -630
Management component 1,170 798 621
Total multi-year variable compensation 574 415 273 397 273 220
Total 3,761 4,360 2,412 2,780 1,870 2,016
Service cost 890 891 237 237 141 141
Total compensation 4,651 5,251 2,649 3,016 2,011 2,156
1) German Corporate Governance Code dated 24 June 2014

2) The maximum amount includes the Supervisory Boards option of discretionary adjustment of the payout by +25% of the target value.
3) One-year variable compensation including the Supervisory Boards discretionary adjustment and the deduction of fringe benefits.

Remuneration report
To our shareholders
1
Andreas Kern Dr. Lorenz Nger Dr. Albert Scheuer Total

Member of the Managing Board Member of the Managing Board Member of the Managing Board
since 1 July 2000 since 1 October 2004 since 1 August 2007

Min. Max. Min. Max. Min. Max. Min. Max.
2013 2014 2014 2014 2013 2014 2014 2014 2013 2014 2014 2014 2013 2014 2014 2014
700 700 700 700 700 719 719 719 700 700 700 700 5,020 5,039 5,039 5,039
192 149 149 149 301 251 251 251 39 86 86 86 1,041 948 948 948
892 849 849 849 1,001 970 970 970 739 786 786 786 6,061 5,987 5,987 5,987
490 560 0 1,260 490 575 0 1,294 490 560 0 1,260 3,514 4,295 0 9,664
2
-193 -111 0 -111 -234 -163 0 -163 0 0 0 0 -790 -561 0 -561
297 449 0 1,149 256 412 0 1,131 490 560 0 1,260 2,724 3,734 0 9,103
315 315 315 2,259

305 305 305 2,189
438 0 1,969 473 0 2,134 438 0 1,969 3,338 0 15,026
453 492 453 3,458
620 890 0 1,969 620 965 0 2,134 620 890 0 1,969 4,448 6,795 0 15,026
1,809 2,188 849 3,967 1,877 2,347 970 4,234 1,849 2,237 786 4,015 13,233 16,516 5,987 30,116
142 142 142 142 294 295 295 295 147 148 148 148 1,852 1,853 1,853 1,853
1,951 2,330 991 4,108 2,171 2,642 1,265 4,529 1,996 2,385 934 4,163 15,084 18,369 7,840 31,969
3

Andreas Kern Dr. Lorenz Nger Dr. Albert Scheuer Total
Member of the Member of the Member of the
Managing Board Managing Board Managing Board
since 1 July 2000 since 1 October 2004 since 1 August 2007
2013 2014 2013 2014 2013 2014 2013 2014
700 700 700 719 700 700 5,020 5,039

192 149 301 251 39 86 1,041 948
892 849 1,001 970 739 786 6,061 5,987
816 939 967 1,085 871 1,079 6,511 8,130 4

-193 -111 -234 -163 0 0 -790 -561
623 828 733 922 871 1,079 5,721 7,569
63 63 63 493
230 230 230 1,580
210 -630 210 -630 210 -630 1,446 -4,338
621 621 621 4,450

273 220 273 220 273 220 1,939 1,693
1,788 1,897 2,007 2,112 1,883 2,085 13,721 15,249
142 142 294 295 147 148 1,852 1,853 5
1,930 2,039 2,301 2,407 2,030 2,233 15,572 17,102
4) Advanced payments during the implementation phase (see page 148).

5) The recommendations of the German Corporate Governance Code dated 13 May 2013 provided for disclosure in the
year of allocation and therefore in the 2014 Annual Report for the 2014 financial year.
Contents

3 Corporate
Governance
Remuneration of the Supervisory Board in 2014

Supervisory Board remuneration was re-established by the 2010 Annual General Meeting and is
set out in 12 of the Articles of Association of HeidelbergCement AG, which are published on our
website www.heidelbergcement.com under Company/Corporate Governance/Articles of Associ-
ation. The remuneration consists of fixed amounts and attendance fees. Each member receives
a fixed amount of 40,000, with the Chairman receiving two-and-a-half times this amount and
the Deputy Chairman one-and-a-half times. The members of the Audit Committee additionally
receive fixed remuneration of 15,000 and the members of the Personnel Committee 7,500. The
Chairmen of the committees receive twice these respective amounts.
In addition, an attendance fee of 1,500 is paid for each meeting of the Supervisory Board and
its committees that is personally attended. In addition to the fixed remuneration, each member
of the Supervisory Board shall receive a variable remuneration component, which is 58 for each
0.01 earnings per share exceeding the base amount of 2.50 earnings per share. What is decisive
are the earnings per share determined in accordance with the International Financial Reporting
Standards and reported in the consolidated financial statements for the financial year in which the
remuneration is paid. The Chairman of the Supervisory Board shall receive 2.5 times this amount,
the Deputy Chairman 1.5 times. The variable remuneration thus determined shall be limited to
the amount of fixed remuneration. The variable remuneration granted to all Supervisory Board
members may not exceed the overall balance sheet profit of the company, less 4 % of contributions
paid towards the lowest issue amount of the shares. In accordance with the Articles of Association,
as the earnings per share of 3.98 in the 2013 financial year exceeded the base amount of 2.50
by 1.48, a variable remuneration component (excluding value added tax) totalling 120,176 was
paid to members of the Supervisory Board in the 2014 financial year.
Total Supervisory Board remuneration (excluding value added tax) in the 2014 financial year
amounted to 926,477 (previous year: 810,500).
The employee representatives on the Supervisory Board remit a significant portion of their Super-
visory Board compensation to the recuperation facility for the employees at HeidelbergCement AG
and with the exception of the representative of the senior managers to the trade union-linked
Hans Bckler Foundation.

Remuneration report
To our shareholders
1
The Supervisory Board remuneration in the 2014 financial year is divided as shown in the following
table.

The Supervisory Board remuneration paid for the 2014 financial year
Fixed Remuneration Attendance Variable Total

remuneration for committee fees remuneration
membership
Fritz-Jrgen Heckmann (Chairman) 100,000 22,500 7,500 21,460 151,460
Heinz Schmitt (Deputy Chairman) 60,000 22,500 7,500 12,876 102,876
Robert Feiger 13,918 5,219 4,500 8,584 32,221
Josef Heumann 40,000 7,500 7,500 8,584 63,584
Gabriele Kailing 1) 2) 26,192 - 4,500 - 30,692 2
Max Dietrich Kley 13,918 5,219 4,500 8,584 32,221

Hans Georg Kraut 40,000 7,500 7,500 8,584 63,584
Ludwig Merckle 40,000 45,000 7,500 8,584 101,084
Tobias Merckle 1) 40,000 - 7,500 8,584 56,084
Alan Murray 40,000 7,500 4,500 8,584 60,584
Dr. Jrgen M. Schneider 2) 26,192 9,822 4,500 - 40,514
Werner Schraeder 40,000 15,000 7,500 8,584 71,084
Frank-Dirk Steininger 40,000 9,822 7,500 8,584 65,906
Prof. Dr. Marion Weissenberger-Eibl 1) 40,000 - 6,000 8,584 54,584
Total 560,219 157,582 88,500 120,176 926,477
1) No member of committees 3
2) No member of Supervisory Board in 2013 therefore no variable remuneration

Prospects of the Supervisory Board remuneration system from 1 January 2015
In view of the positive development of the company and the trend towards purely fixed r emuneration
in the supervisory board remuneration systems of the DAX companies, the Supervisory Board
adopted, in accordance with 113, section 1 of the German Stock Company Act (AktG), an
amendment to 12 of the Articles of Association of HeidelbergCement AG and the adjustment of
the Supervisory Board remuneration system that was introduced on 1 January 2010. The revised
remuneration system with retroactive effect from 1 January 2015 will, in accordance with
119, section 1 of the German Stock Company Act, be presented to the Annual General Meeting
on 7 May 2015 for resolution.
4
The Supervisory Board has had the changes reviewed by a renowned independent expert. They
comply with relevant laws and the Code as well as with market conditions and the duties of the
Supervisory Board.
The following points of the revised remuneration system shall apply as from 1 January 2015:
1) Each member of the Supervisory Board receives a fixed remuneration, which amounts to 70,000
for each member. As is currently the case, the Chairman of the Supervisory Board shall receive
2.5 times this amount, the Deputy Chairman 1.5 times.
2) The variable remuneration lapses without replacement.
3) The members of the Audit Committee additionally receive annual fixed remuneration of 25,000
and the members of the Personnel Committee 20,000. The Chairmen of the committees receive,
5
as previously, twice these respective amounts.
4) In addition, members of the Supervisory Board receive an attendance fee of 2,000 for each
meeting of the Supervisory Board and its committees that is personally attended. For multiple
meetings that take place on the same day or on subsequent days, the attendance fee is, as
hitherto, only paid once.
Contents

3 Corporate
Governance
Supervisory Board and Managing Board
Supervisory Board
According to the Articles of Association, the Supervisory Board of HeidelbergCement AG consists

of twelve members. Half of the members shall be elected by the Annual General Meeting accord-
ing to the provisions of the German Stock Company Act and half by the employees according to
the provisions of the German Codetermination Law. The term of office for the Supervisory Board
started with the conclusion of the Annual General Meeting of 7 May 2014 and ends according to
schedule with the conclusion of the ordinary Annual General Meeting in 2019.
Fritz-Jrgen Heckmann
Chairman of the Supervisory Board
Stuttgart; Business Lawyer
Member since 8 May 2003, Chairman since 1 February 2005; Chairman of the Arbitration and
Nomination Committee and member of the Personnel and Audit Committee
External mandates:
HERMA Holding GmbH + Co. KG 2), Filderstadt (Chairman) | Neue Pressegesellschaft mbH &
Co. KG 2), Ulm | Paul Hartmann AG 1), Heidenheim (Chairman)| Sddeutscher Verlag GmbH 2),
Munich| Sdwestdeutsche Medien Holding GmbH 2), Stuttgart | URACA GmbH & Co. KG 2), Bad
Urach (Chairman)| Wieland-Werke AG 1), Ulm (Chairman)
Heinz Schmitt
Deputy Chairman
Heidelberg; Controller; Chairman of the Council of Employees at the headquarters of Heidelberg
Cement AG and Chairman of the Group Council of Employees
Member since 6 May 2004, Deputy Chairman since 7 May 2009; Member of the Audit, Arbitration,
and Personnel Committee
Robert Feiger
Frankfurt; Chairman of the Federal Executive Committee, IG Bauen-Agrar-Umwelt
Member from 2 January 2008 until 7 May 2014; Member of the Audit Committee until 7 May 2014
External mandates:
BAUER Aktiengesellschaft 1), Schrobenhausen (Deputy Chairman) | Zusatzversorgungskasse
des Baugewerbes AG 2), Wiesbaden | Zusatzversorgungskasse des Gerstbaugewerbes VVaG 2),
Wiesbaden (Chairman)
Josef Heumann
Burglengenfeld; Kiln Supervisor; Chairman of the Council of Employees at the Burglengenfeld
plant, HeidelbergCement AG
Member since 6 May 2004; Member of the Personnel Committee

Remuneration report
To our shareholders
1
Gabriele Kailing
Frankfurt; Chairwoman of DGB District of Hesse-Thuringia
Member since 7 May 2014

Max Dietrich Kley
Heidelberg; Attorney
Member from 6 May 2004 until 7 May 2014; Member of the Audit Committee until 7 May 2014
Hans Georg Kraut

2
Schelklingen; Director of the Schelklingen plant of HeidelbergCement AG and Managing Director
of Urzeit Weide GbR
Member since 6 May 2004; Member of the Personnel and Arbitration Committee
Ludwig Merckle
Ulm; Managing Director of Merckle Service GmbH
Member since 2 June 1999; Chairman of the Personnel and Audit Committee and member of the
Nomination Committee
External mandates:
Kssbohrer Gelndefahrzeug AG 1), Laupheim (Chairman) | MCS Software und Systeme AG 1), Eltville
3
(Chairman) | PHOENIX Pharmahandel GmbH & Co KG 2), Mannheim | VEM Vermgensverwaltung
AG 1), Zossen (Chairman)

Tobias Merckle
Leonberg; Managing Director of the association Seehaus e.V.
Member since 23 May 2006; Member of the Nomination and Arbitration Committee
Alan Murray
Naples, Florida/USA; former member of the Managing Board of HeidelbergCement AG
Member since 21 January 2010; Member of the Personnel Committee
4
External mandates:
Hanson Pension Trustees Limited, trustee of the Hanson No 2 Pension Scheme 2), UK | Wolseley
plc 2), Jersey, Channel Islands
Dr. Jrgen M. Schneider

Mannheim; former Chief Financial Officer of Bilfinger Berger AG and since 2010 Dean of the
Business School of the University of Mannheim
Member since 7 May 2014; Member of the Audit Committee since 7 May 2014
External mandates:
5
DACHSER GmbH & Co. KG 2), Kempten (Chairman) | Heberger GmbH 2), Schifferstadt (Chairman)
Contents

3 Corporate
Governance
Werner Schraeder
Ennigerloh; Building Fitter; Chairman of the General Council of Employees of HeidelbergCement AG
and Chairman of the Council of Employees at the Ennigerloh plant of HeidelbergCement AG
Member since 7 May 2009; Member of the Audit Committee
External mandates:
Berufsgenossenschaft Rohstoffe und chemische Industrie 2), Heidelberg
Frank-Dirk Steininger
Frankfurt; Specialist in Employment Law for the Federal Executive Committee of IG Bauen-Agrar-Umwelt
Member since 11 June 2008; Member of the Audit Committee since 7 May 2014
Univ.-Prof. Dr. Marion Weissenberger-Eibl

Karlsruhe; Head of the Fraunhofer Institute for Systems and Innovation Research ISI in Karlsruhe
and holder of the Chair of Innovation and TechnologyManagement (iTM) at the Karlsruhe Institute
of Technology (KIT)
Member since 3 July 2012
External mandates:
MTU Aero Engines AG 1), Munich| Steinbeis-Stiftung fr Wirtschaftsfrderung (StW) 2), Stuttgart
(deputy member)
The above mentioned indications refer to 31 December 2014 or in case of an earlier retirement
from the Supervisory Board of HeidelbergCement AG to the date of retirement and have the
followingmeaning:
1) Membership in other legally required supervisory boards of German companies;
2) Membership in comparable German and foreign supervisory committees of commercial enterprises.
Supervisory Board Committees
Personnel Committee
Ludwig Merckle (Chairman), Fritz-Jrgen Heckmann, Josef Heumann, Hans Georg Kraut,
Alan Murray, Heinz Schmitt
Audit Committee
Ludwig Merckle (Chairman), Robert Feiger (until 7 May 2014), Fritz-Jrgen Heckmann, Max
Dietrich Kley (until 7 May 2014), Heinz Schmitt, Dr. Jrgen M. Schneider (since 7 May 2014),
Werner Schraeder, Frank-Dirk Steininger (since 7 May 2014)
Nomination Committee
Fritz-Jrgen Heckmann (Chairman), Ludwig Merckle, Tobias Merckle
Arbitration Committee, according to 27, section 3 of the German Codetermination Law

Fritz-Jrgen Heckmann (Chairman), Hans Georg Kraut, Tobias Merckle, Heinz Schmitt

Remuneration report
To our shareholders
1
Managing Board

At present, there are six members on the Managing Board of HeidelbergCement AG: the Chairman
of the Managing Board, the Chief Financial Officer, and four members of the Managing Board
with regional responsibilities. The Managing Board organisation is characterised by dual manage
ment responsibility: The operating units in the Group areas fall under the line responsibility of
individual members of the Managing Board. In addition, they have cross-area responsibility for
specific corporate functions with great strategic importance for the Group. In February 2015, the
structure of the Managing Board was amended with the position of a Deputy Chairman.
2
Dr. Bernd Scheifele

Chairman of the Managing Board
Area of responsibility: Strategy and Development, Communication & Investor Relations,
Human Resources, Legal, Compliance, Internal Audit
Chairman of the Managing Board since 2005; appointed until January 2020
External mandates:
PHOENIX Pharmahandel GmbH & Co KG 2), Mannheim (Chairman) | Verlagsgruppe Georg von
Holtzbrinck GmbH 1), Stuttgart (Deputy Chairman)
Group mandates:
3
Castle Cement Limited 2), UK | ENCI Holding N.V. 2), Netherlands | Hanson Limited 2),UK | Hanson
Pioneer Espaa, S.L.U. 2), Spain | HeidelbergCement Holding S..r.l. 2), Luxembourg | Heidelberg
Cement India Limited 2), India | HeidelbergCement Netherlands Holding B.V. 2), Netherlands |

PT Indocement Tunggal Prakarsa Tbk. 2), Indonesia | RECEM S.A. 2), Luxembourg
Dr. Dominik von Achten

Deputy Chairman of the Managing Board since 1 February 2015
Area of responsibility: North America, Purchasing, worldwide coordination of Competence Center
Materials
Member of the Managing Board since 2007; appointed until September 2017
4
External mandates:
TITAL Holding GmbH & Co.KG 2), Bestwig | Verlag Lensing-Wolff GmbH & Co. KG (Medienhaus
Lensing) 2), Dortmund
Group mandates:
HeidelbergCement Canada Holding Limited 2), UK | HeidelbergCement UK Holding II Limited 2),
UK | Lehigh Hanson, Inc. 2), USA | Lehigh Hanson Materials Limited 2), Canada
5
Contents

3 Corporate
Governance
Daniel Gauthier
Area of responsibility: Western and Northern Europe (without Germany),
Africa-Mediterranean Basin, Group Services, Environmental Sustainability
Member of the Managing Board since 2000; appointed until June 2016
External mandates:
SAS ADIAL 2), France | Akansa imento Sanayi ve Ticaret A.S. 2), Turkey (Deputy Chairman) |
Carmeuse Holding SA 2), Belgium | SAS Genlis Metal 2), France | Laserco DT S.A. 2), Belgium |
MiemaSA 2), Belgium (Chairman)
Group mandates:
Castle Cement Limited 2), UK | CBR Asset Management S.A. 2), Luxembourg (Chairman) | CBR Asset
Management Belgien S.A. 2), Belgium (Chairman) | CBR Finance S.A. 2), Luxembourg (Chairman)
| CBR International Services S.A. 2), Belgium (Chairman) | Cementrum I B.V. 2), Netherlands |
Cementrum II B.V. 2), Netherlands | Cimenteries CBR S.A. 2), Belgium (Chairman) | Ciments du
Togo SA 2), Togo (Chairman)| Civil and Marine Limited 2), UK | ENCI Holding N.V. 2), Netherlands
(Chairman) | Ghacem Ltd. 2), Ghana (Chairman) | Hanson Packed Products Limited 2), UK | Hanson
Pioneer Espaa, S.L. 2), Spain | Hanson Quarry Products Europe Limited 2), UK | HC Green Trad-
ing Limited 2), Malta | HC Trading International Inc. 2), Bahamas (Chairman) | HC Trading B.V. 2),
Netherlands (Chairman) | HC Trading Malta Ltd 2), Malta | HCT Holding Malta Limited 2), Malta |
HeidelbergCement Asia Pte Ltd 2), Singapore | HeidelbergCement Holding S..r.l. 2), Luxembourg
| HeidelbergCement Northern Europe AB 2), Sweden (Chairman) | HeidelbergCement UK Holding
Limited 2), UK | Interlacs S.A.R.L. 2), Democratic Republic of the Congo | La Cimenterie de Lukala
S.A.R.L. 2), Democratic Republic of the Congo | Lehigh B.V. 2), Netherlands (Deputy Chairman)
| PT Indocement Tunggal Prakarsa Tbk. 2), Indonesia | RECEM S.A. 2), Luxembourg | Scancem
International DA 2), Norway (Chairman)| Scancem International a.s 2), Norway (Chairman) | Tadir
Readymix Concrete (1965) Ltd 2), Israel| TPCC Tanzania Portland Cement Company Ltd. 2), Tanzania
Andreas Kern
Area of responsibility: Eastern Europe-Central Asia, Germany, Sales and Marketing,
worldwide coordination of secondary cementitious materials
Member of the Managing Board since 2000; appointed until June 2016
External mandates:
Basalt-Actien-Gesellschaft 1), Linz am Rhein | Kronimus AG 1), Iffezheim (Deputy Chairman)
Group mandates:
Carpatcement Holding S.A. 2), Romania | CaucasusCement Holding B.V. 2), Netherlands (Chairman)|
Ceskomoravsk cement, a.s., nstupnick spolecnost 2), Czech Republic (Chairman) | Duna-Drva
Cement Kft. 2), Hungary (Chairman) | ENCI Holding N.V. 2), Netherlands | Grazdze Cement S.A. 2),
Poland (Chairman) | Hanson Pioneer Espaa, S.L.U. 2), Spain | HeidelbergCement Central Europe
East Holding B.V. 2), Netherlands (Chairman) | HeidelbergCement Georgia, Ltd. 2), Georgia (Deputy
Chairman) | HeidelbergCement Netherlands Holding B.V. 2), Netherlands | Joint Stock Company -
Bukhtarminskaya Cement Company 2), Kazakhstan (Chairman) | Limited Liability Company Kartuli
Cementi 2), Georgia | NCD Nederlandse Cement Deelnemingsmaatschappij B.V. 2), Netherlands |
OAO Cesla 2), Russia | Public Joint Stock Company HeidelbergCement Ukraine 2), Ukraine | RECEM
S.A. 2), Luxembourg | Tvornica Cementa Kakanj d.d. 2), Bosnia-Herzegovina

Remuneration report
To our shareholders
1
Dr. Lorenz Nger

Area of responsibility: Finance, Group Accounting, Controlling, Taxes,
Insurance & Corporate Risk Management, IT, Shared Service Center, Logistics

Member of the Managing Board since 2004; appointed until September 2019
External mandates:
MVV Energie AG 1), Mannheim | PHOENIX Pharmahandel GmbH & Co KG 2), Mannheim
Group mandates:
Castle Cement Limited 2), UK | Cimenteries CBR S.A. 2), Belgium | ENCI Holding N.V. 2),
Netherlands | Hanson Limited 2), UK | Hanson Pioneer Espaa, S.L.U. 2), Spain | Heidelberg
2
Cement Canada Holding Limited 2), UK | HeidelbergCement Holding S..r.l. 2), Luxembourg |
HeidelbergCement India Limited 2), India | HeidelbergCement Netherlands Holding B.V. 2), Nether-
lands | HeidelbergCement UK Holding Limited 2), UK | HeidelbergCement UK Holding II Limited 2),
UK | Lehigh B.V. 2), Netherlands (Chairman) | Lehigh Hanson, Inc. 2), USA | Lehigh Hanson Materials
Limited 2), Canada | Lehigh UK Limited 2), UK | Palatina Insurance Ltd. 2), Malta | PT Indocement
Tunggal Prakarsa Tbk. 2), Indonesia| RECEM S.A. 2), Luxembourg
Dr. Albert Scheuer
Area of responsibility: Asia-Pacific, worldwide coordination of Heidelberg Technology Center
Member of the Managing Board since 2007; appointed until August 2017
3
External mandates:
Cement Australia Holdings Pty Ltd 2), Australia | Cement Australia Pty Limited 2), Australia | China
Century Cement Ltd. 2), Bermuda | Easy Point Industrial Ltd. 2), Hong Kong | Guangzhou Heidelberg

Yuexiu Enterprise Management Consulting Company Ltd. 2), China | Jidong Heidelberg (Fufeng)
Cement Company Limited 2), China | Jidong Heidelberg (Jingyang) Cement Company Limited 2),
China | Squareal Cement Ltd 2), Hong Kong
Group mandates:
Butra HeidelbergCement Sdn. Bhd. 2), Brunei (Chairman) | COCHIN Cements Ltd. 2), India | Hanson
Building Materials (S) Pte Ltd 2), Singapore | Hanson Investment Holdings Pte Ltd 2), Singapore |
Hanson Pacific (S) Pte Limited 2), Singapore | HeidelbergCement Asia Pte Ltd 2), Singapore (Chairman)|
HeidelbergCement Bangladesh Limited 2), Bangladesh(Chairman) | HeidelbergCement Holding HK
4
Limited 2), Hong Kong | HeidelbergCement India Limited 2), India| HeidelbergCement Myanmar
Company Limited 2), Myanmar | PT Indocement Tunggal Prakarsa Tbk. 2), Indonesia (Chairman)
The above mentioned indications refer to 31 December 2014 and have the following meaning:
1) Membership in legally required supervisory boards of German companies;
2) Membership in comparable German and foreign supervisory committees of commercial enterprises.
5
Contents

4

To our shareholders
1

2
167 Consolidated income statement
168 Consolidated statement of comprehensive income
169 Consolidated statement of cash flows
172 Consolidated statement of changes in equity
174 Segment reporting/Notes to the 2014 consolidated

3
financial statements
176 Notes to the 2014 consolidated financial statements

176 General information
176 Accounting and valuation principles
186 Application of new accounting standards and other changes
195 Estimation uncertainty and assumptions
196 Scope of consolidation
201 Discontinued operations and disposal groups
201 Notes to the segment reporting
203 Notes to the income statement
215 Notes to the statement of cash flows
4
219 Notes to the balance sheet Assets
226 Notes to the balance sheet Equity and liabilities
242 Additional disclosures on financial instruments
250 Other disclosures
255 List of shareholdings
280 Audit opinion
281 Responsibility statement
5
Contents

4 Consolidated

Consolidated income statement Segment reporting/Notes to the consolidated financial statements
Consolidated statement of comprehensive income Notes to the 2014 consolidated financial statements
Consolidated statement of cash flows Audit opinion
To our shareholders
Consolidated balance sheet Responsibility statement
Consolidated statement of changes in equity
Consolidated income statement

m Notes 20131) 2014
Revenue 1 12,128.3 12,614.3

Change in finished goods and work in progress 17.5 17.1
Own work capitalised 13.5 10.2
Operating revenue 12,159.2 12,641.7
Other operating income 2 340.1 292.5

Material costs 3 -5,114.7 -5,319.7 2
Employee and personnel costs 4 -1,968.5 -2,049.9

Other operating expenses 5 -3,336.5 -3,447.1
Result from joint ventures 6 144.2 170.6
Operating income before depreciation (OIBD) 2,223.8 2,288.0
Depreciation and amortisation 7 -704.3 -692.9
Operating income 1,519.5 1,595.1
Additional ordinary income 8 326.7 25.5

Additional ordinary expenses 8 -313.5 -88.8
Additional ordinary result 13.2 -63.3
Result from associates 9 23.2 26.7 3
Result from other participations 3.1 1.4

Result from participations 26.3 28.1

Earnings before interest and taxes (EBIT) 1,559.0 1,559.9
Interest income 77.8 93.0

Interest expenses -558.9 -555.3
Foreign exchange losses -6.3 -43.4
Other financial result 10 -49.9 -123.5
Financial result -537.3 -629.1
Profit before tax from continuing operations 1,021.7 930.8
Income taxes 11 -211.7 -64.5 4

Net income from continuing operations 809.9 866.3
Net income / loss from discontinued operations 12 122.7 -178.9
Profit for the financial year 932.6 687.3
Thereof non-controlling interests 196.7 201.7

Thereof Group share of profit 736.0 485.7

Thereof proposed dividend 13 112.5 140.9
Earnings per share in (IAS 33) 14

Earnings per share attributable to the parent entity 3.93 2.59
Earnings per share continuing operations 3.27 3.54
Earnings / loss per share discontinued operations 0.65 -0.95 5
1) Amounts were restated (see section Application of new accounting standards and other changes, pages 186 - 188).
Contents

4 Consolidated
Consolidated statement of comprehensive income
m 2013 1) 2014
Other comprehensive income
Items not being reclassified to profit or loss in subsequent periods

Remeasurement of the defined benefit liability (asset) 162.1 -143.4
Income taxes -25.2 58.4
Defined benefit plans 136.9 -85.0
Net gains/losses arising from equity method investments 1.9 -0.6
Total 138.7 -85.6
Items that may be reclassified subsequently to profit or loss

Cash Flow Hedges change in fair value 21.4 -6.5
Reclassification adjustments for gains/ losses included in profit or loss 3.5 -2.4
Cash Flow Hedges 19.5 -6.7
Currency translation -2,123.9 1,317.6
Reclassification adjustments for gains/ losses included in profit or loss 263.7 2.4
Income taxes 24.0 15.8
Currency translation -1,836.3 1,335.8
Net gains/losses arising from equity method investments -93.9 59.0
Total -1,910.7 1,388.2
Other comprehensive income -1,771.9 1,302.6
Total comprehensive income -839.3 1,989.9

Relating to non-controlling interests -2.1 310.5
Relating to HeidelbergCement AG shareholders -837.2 1,679.4

To our shareholders
Consolidated statement of cash flows

m Notes 2013 1) 2014
Net income from continuing operations 809.9 866.3
Interest income/ expenses 481.1 462.3
Dividends received 15 162.8 157.1
Interest received 16 104.8 192.6
Interest paid 16 -620.6 -633.5
Income taxes paid 17 -386.5 -315.0 2
Depreciation, amortisation, and impairment 883.7 752.5
Elimination of other non-cash items 18 -362.8 77.0
Cash flow 1,284.1 1,623.8
Changes in operating assets 19 39.1 -124.4
Changes in operating liabilities 20 147.2 97.4
Changes in working capital 186.3 -27.0
Decrease in provisions through cash payments 21 -365.4 -222.7
Cash flow from operating activities - continuing operations 1,105.0 1,374.1
Cash flow from operating activities - discontinued operations 22 61.9 105.7
Cash flow from operating activities 1,166.9 1,479.8
Intangible assets -18.7 -17.7
Property, plant and equipment -842.2 -923.5
Subsidiaries and other business units -72.6 -148.6 3
Other financial assets, associates, and joint ventures -306.7 -34.8
Investments (cash outflow) 23 -1,240.1 -1,124.6

Subsidiaries and other business units 2.3 23.3
Other fixed assets 195.5 120.5
Divestments (cash inflow) 24 197.9 143.7
Cash from changes in consolidation scope 25 8.7 21.7
Cash flow from investing activities - continuing operations -1,033.6 -959.2
Cash flow from investing activities - discontinued operations -3.5 -13.8
Cash flow from investing activities -1,037.0 -973.0
Capital increase - non-controlling shareholders 3.4 1.0
Dividend payments - HeidelbergCement AG -88.1 -112.5
Dividend payments - non-controlling shareholders 26 -91.8 -165.9
4
Decrease in ownership interests in subsidiaries 0.9
Increase in ownership interests in subsidiaries 27 -110.3 -18.0
Proceeds from bond issuance and loans 28 816.8 575.3
Repayment of bonds and loans 29 -928.7 -1,152.7
Changes in short-term interest-bearing liabilities 30 481.6 155.1
Cash flow from financing activities - continuing operations 82.9 -716.8
Cash flow from financing activities - discontinued operations -0.2 -1.5

Cash flow from financing activities 82.7 -718.3
Net change in cash and cash equivalents - continuing operations 154.3 -301.9
Net change in cash and cash equivalents - discontinued operations 58.2 90.5
Net change in cash and cash equivalents 212.5 -211.4
Effect of exchange rate changes -227.9 88.4
Cash and cash equivalents at 1 January 1,366.5 1,351.1 5
Cash and cash equivalents at 31 December 1,351.1 1,228.1
Reclassification of cash and cash equivalents according to IFRS 5 -0.2 0.0
Cash and cash equivalents presented in the balance sheet at 31 December 31 1,350.9 1,228.1
Contents

4 Consolidated
Consolidated balance sheet
Assets
m Notes 1Jan.20131) 31Dec.20131) 31 Dec.2014

Non-current assets
Intangible assets 32
Goodwill 9,999.7 9,404.7 9,604.6
Other intangible assets 270.0 243.4 259.9
10,269.6 9,648.1 9,864.5
Property, plant and equipment 33
Land and buildings 4,985.2 4,685.1 4,765.3
Plant and machinery 3,949.3 3,712.1 3,595.3
Other operating equipment 315.2 284.1 284.3
Prepayments and assets under construction 817.5 812.3 848.3
10,067.1 9,493.6 9,493.2
Financial assets
Investments in joint ventures 6 1,296.8 1,297.8 1,362.9
Investments in associates 9 259.3 266.1 273.7
Financial investments 34 43.8 56.8 66.2
Loans and derivative financial instruments 35 108.7 155.0 129.3
1,708.6 1,775.8 1,832.1
Fixed assets 22,045.3 20,917.5 21,189.8
Deferred taxes 11 431.9 396.3 688.4
Other non-current receivables 35 251.1 515.4 616.3
Non-current income tax assets 19.8 15.9 14.4
Total non-current assets 22,748.1 21,845.1 22,508.9
Current assets
Inventories 36
Raw materials and consumables 660.1 587.1 614.6
Work in progress 179.8 167.0 179.6
Finished goods and goods for resale 663.3 638.8 574.0
Prepayments 18.7 18.1 28.7
1,521.8 1,410.9 1,396.8
Receivables and other assets 37
Current interest-bearing receivables 139.7 120.9 115.3
Trade receivables 1,290.5 1,100.6 1,057.2
Other current operating receivables 327.3 345.6 353.9
Current income tax assets 39.4 45.1 55.8
1,796.9 1,612.2 1,582.2
Derivative financial instruments 38 5.9 26.5 36.9
Cash and cash equivalents 31 1,366.5 1,350.9 1,228.1
Total current assets 4,691.2 4,400.5 4,244.1
Assets held for sale and discontinued operations 12 15.7 30.6 1,379.7
Balance sheet total 27,454.9 26,276.2 28,132.6

To our shareholders

Equity and liabilities
m Notes 1Jan.20131) 31Dec.20131) 31 Dec.2014

Shareholders' equity and non-controlling interests
Subscribed share capital 39 562.5 562.5 563.7
Share premium 40 5,539.4 5,539.4 5,539.4
Retained earnings 41 6,628.5 7,347.8 7,643.9
Other components of equity 42 -160.8 -1,874.0 -596.8
Equity attributable to shareholders 12,569.6 11,575.7 13,150.3 2
Non-controlling interests 43 1,077.0 938.0 1,094.7

Total equity 13,646.6 12,513.7 14,244.9
Non-current liabilities 46
Bonds payable 6,509.2 6,262.8 5,601.2
Bank loans 451.8 184.5 267.5
Other non-current interest-bearing liabilities 45.0 51.3 26.5
7,006.0 6,498.6 5,895.2
Non-controlling interests with put options 5.4
7,006.0 6,498.6 5,900.7
Pension provisions 44 1,025.7 866.5 1,067.6 3
Deferred taxes 11 640.2 499.4 442.0

Other non-current provisions 45 1,055.9 934.4 1,088.4

Other non-current operating liabilities 88.0 61.4 84.3
Non-current income tax liabilities 52.2 50.0 54.8
2,862.0 2,411.6 2,737.1
Total non-current liabilities 9,868.0 8,910.3 8,637.7
Current liabilities 46
Bonds payable (current portion) 708.8 1,140.4 1,434.3
Bank loans (current portion) 303.0 404.4 285.5
Other current interest-bearing liabilities 185.5 641.1 579.1
1,197.3 2,185.9 2,298.8 4
Non-controlling interests with put options 38.8 44.5 22.3
1,236.2 2,230.4 2,321.1
Pension provisions (current portion) 44 88.9 94.6 97.2

Other current provisions 45 231.0 202.4 192.2
Trade payables 1,307.3 1,333.3 1,398.5

Other current operating liabilities 935.7 870.1 892.6
Current income tax liabilities 141.3 113.6 126.4
2,704.2 2,614.1 2,706.9
Total current liabilities 3,940.4 4,844.5 5,028.0
Liabilities associated with assets held for sale and discontinued operations 12 7.7 222.0
Total liabilities 13,808.4 13,762.4 13,887.7 5
Balance sheet total 27,454.9 26,276.2 28,132.6
Contents

4 Consolidated
Subscribed Share Retained Cash flow

share capital premium earnings 1) hedge reserve
m
1 January 2013 562.5 5,539.4 6,668.1 -3.7
Adjustment -39.5
1 January 2013 (restated) 562.5 5,539.4 6,628.5 -3.7
Profit for the financial year 736.0
Other comprehensive income 138.8 10.1
Total comprehensive income 874.8 10.1
Changes in ownership interests in subsidiaries -61.6
Changes in non-controlling interests with put options -6.7
Transfer of asset revaluation reserve 1.3
Other changes -0.3
Capital increase from issuance of new shares
Dividends -88.1
31 December 2013 562.5 5,539.4 7,347.9 6.4
1 January 2014 562.5 5,539.4 7,347.9 6.4

Profit for the financial year 485.7
Other comprehensive income -84.9 -3.4
Total comprehensive income 400.8 -3.4
Changes in consolidation scope
Changes in ownership interests in subsidiaries -12.4
Changes in non-controlling interests with put options -3.5
Transfer of asset revaluation reserve 1.4
Other changes -0.1
Capital increase from issuance of new shares 1.2
Capital increase from loan conversion 22.3
Dividends -112.5
31 December 2014 563.7 5,539.4 7,643.9 3.1
2) T
he accumulated currency translation differences included in non-controlling interests increased in 2014 by 113.2 million (previous year: -205.9) to -153.9
million (previous year: -267.1). The total currency translation differences recognised in equity thus amounts to -818.6 million (previous year: -2,206.7).

To our shareholders

Other components of equity 1)
Available for Asset revaluation Currency Total other Equity Non-controlling Total equity 1)
sale reserve reserve translation components attributable to interests 1), 2)
of equity shareholders 1)
22.3 34.0 -213.4 -160.8 12,609.2 1,098.3 13,707.5
-39.5 -21.4 -60.9
22.3 34.0 -213.4 -160.8 12,569.6 1,077.0 13,646.6
736.0 196.7 932.6
2
4.1 -1,726.2 -1,712.0 -1,573.2 -198.8 -1,771.9
4.1 -1,726.2 -1,712.0 -837.2 -2.1 -839.3
-61.6 -49.7 -111.3
-6.7 0.9 -5.9
-1.3 -1.3
-0.3 0.3 0.0
3.5 3.5
-88.1 -91.8 -179.9
26.4 32.8 -1,939.6 -1,874.0 11,575.7 938.0 12,513.8
26.4 32.8 -1,939.6 -1,874.0 11,575.7 938.0 12,513.8

485.7 201.7 687.3
3
7.2 1,274.8 1,278.7 1,193.8 108.8 1,302.6
7.2 1,274.8 1,278.7 1,679.4 310.5 1,989.9
19.3 19.3

-12.4 -5.8 -18.2
-3.5 -3.2 -6.6
-1.4 -1.4
-0.1 0.8 0.7
1.2 1.0 2.2
22.3 22.3
-112.5 -165.9 -278.4
33.6 31.3 -664.7 -596.8 13,150.3 1,094.7 14,244.9
5
Contents

4 Consolidated
Segment reporting/Notes to the consolidated financial statements
Group areas Western and Eastern Europe- North America

Northern Europe Central Asia
m 2013 1) 2014 2013 1) 2014 2013 1) 2014

External revenue 3,706 3,933 1,243 1,182 2,766 3,049
Inter-Group areas revenue 72 79
Revenue 3,779 4,012 1,243 1,182 2,766 3,049
Change to previous year in % 6.2 % -4.9 % 10.2 %
Result from joint ventures -1 5 5 4 29 35
Operating income before depreciation (OIBD) 524 562 259 230 555 610
as % of revenue 13.9 % 14.0 % 20.8 % 19.5 % 20.1 % 20.0 %
Depreciation -235 -233 -108 -101 -193 -198
Operating income 290 329 151 129 362 412
as % of revenue 7.7 % 8.2 % 12.1 % 11.0 % 13.1 % 13.5 %
Result from associates 13 14 0 0 4 5
Result from other participations -2 0 1 0 0 0
Result from participations 11 14 0 0 4 5
Additional ordinary result
Earnings before interest and taxes (EBIT) 300 343 151 130 366 417
Capital expenditures 3) 178 188 122 95 181 214
Segment assets 4) 6,032 5,892 2,027 1,758 7,055 7,749
OIBD as % of segment assets 8.7 % 9.5 % 12.8 % 13.1 % 7.9 % 7.9 %
Number of employees as at 31 December 11,882 12,441 8,696 8,453 7,513 7,644
Average number of employees 11,768 12,466 8,876 8,682 8,163 8,262
Voluntary additional information
Business lines Cement Aggregates Ready-mixed

concrete-asphalt
m 2013 1) 2014 2013 1) 2014 2013 1) 2014

External revenue 5,293 5,339 1,813 1,927 3,621 3,849
Inter-business lines revenue 678 618 734 786 30 38
Revenue 5,971 5,957 2,548 2,713 3,651 3,887
Change to previous year in % -0.2 % 6.5 % 6.5 %
Result from joint ventures
Operating income before depreciation (OIBD) 1,486 1,423 599 628 37 103
as % of revenue 24.9 % 23.9 % 23.5 % 23.1 % 1.0 % 2.7 %
Operating income 1,114 1,061 399 430 -47 19
as % of revenue 18.7 % 17.8 % 15.7 % 15.8 % -1.3 % 0.5 %
Number of employees as at 31 December 23,415 22,699 8,972 9,030 9,793 10,402
Average number of employees 23,614 23,085 9,480 9,587 9,459 10,409
2) Includes corporate functions, eliminations of intra-Group relationships between the segments and additional ordinary result.
3) Capital expenditures = in the segment columns: property, plant and equipment as well as intangible assets investments;
in the reconciliation column: investments in financial fixed assets and other business units
4) Segments assets = property, plant and equipment as well as intangible assets. The segment Discontinued operations includes allocated goodwill for 2014
for the segment assets.

To our shareholders

Asia-Pacific Africa-Mediterranean Group Services Reconciliation 2) Continuing Discontinued
Basin operations operations
2013 1) 2014 2013 1) 2014 2013 1) 2014 2013 1) 2014 2013 1) 2014 2013 1) 2014
2,867 2,808 952 914 594 729 12,128 12,614 754 901
10 10 -3 -4 347 348 -427 -434
2,877 2,818 949 910 941 1,077 -427 -434 12,128 12,614 754 901
-2.1 % -4.1 % 14.5 % 4.0 % 19.5 %
86 93 25 34 144 171 0 3 2
778 743 195 213 21 27 -108 -96 2,224 2,288 78 149
27.0 % 26.4 % 20.5 % 23.4 % 2.3 % 2.5 % 25.4 % 22.2 % 18.3 % 18.1 % 10.3 % 16.5 %
-127 -120 -29 -29 0 0 -13 -13 -704 -693 -44 -42
651 623 166 184 21 27 -121 -109 1,519 1,595 34 106
22.6 % 22.1 % 17.5 % 20.2 % 2.2 % 2.5 % 28.4 % 25.1 % 12.5 % 12.6 % 4.4 % 11.8 %
6 8 0 0 23 27
3 1 0 0 2 3 1
9 9 0 0 2 26 28
13 -63 13 -63 -15 -212
661 631 167 184 23 27 -108 -172 1,559 1,560 19 -106
245 322 135 122 0 0 379 184 1,240 1,125 12 31
2,799 3,200 631 723 37 35 18,581 19,358 561 1,109 3
27.8 % 23.2 % 30.9 % 29.4 % 57.2 % 78.0 % 12.0 % 11.8 % 13.9 % 13.4 %
14,133 13,482 2,885 2,811 61 79 45,169 44,909 4,258 4,537

13,826 13,710 2,906 2,892 59 72 45,597 46,085 4,361 4,597
Service-joint ventures- Reconciliation 2) Continuing Discontinued

other operations operations
2013 1) 2014 2013 1) 2014 2013 1) 2014 2013 1) 2014

1,401 1,500 12,128 12,614 754 901
373 375 -1,816 -1,817
1,774 1,874 -1,816 -1,817 12,128 12,614 754 901 4
5.6 % 4.0 % 19.5 %

144 171 144 171 3
211 233 -109 -99 2,224 2,288 78 149
11.9 % 12.4 % 18.3 % 18.1 % 10.3 % 16.5 %
174 196 -121 -111 1,519 1,595 34 106
9.8 % 10.5 % 12.5 % 12.6 % 4.4 % 11.8 %

2,988 2,778 45,169 44,909 4,258 4,537
3,044 3,004 45,597 46,085 4,361 4,597
5
Contents

4 Consolidated
Notes to the 2014 consolidated financial statements
General information
HeidelbergCement AG is a public limited company based in Germany. The company has its registered office
in Heidelberg, Germany. Its address is: HeidelbergCement AG, Berliner Strasse 6, 69120 Heidelberg.
The core activities of HeidelbergCement include the production and distribution of cement, aggregates, and
concrete. Further details are given in the management report.
Accounting and valuation principles
Accounting principles
The consolidated financial statements of HeidelbergCement AG were prepared in accordance with the Interna-
tional Financial Reporting Standards (IFRS) as adopted by the European Union and the additional requirements
of German Commercial Law pursuant to 315a, section 1 of the German Commercial Code. All binding IFRS for
the 2014 financial year adopted into European law by the European Commission, including the interpretations
of the IFRS Interpretations Committee (IFRIC), were applied.
The previous years figures were determined according to the same principles. The consolidated financial
statements are prepared in euro. The financial statements show a true and fair view of the financial position
and performance of the HeidelbergCement Group.
In accordance with IAS 1 (Presentation of Financial Statements), the consolidated financial statements contain a
balance sheet as at the reporting date, an income statement, a statement of comprehensive income, a statement
of changes in equity, and a statement of cash flows in accordance with the principles of IAS 7 (Statement of Cash
Flows). The segment reporting is prepared in accordance with the regulations of IFRS 8 (Operating Segments).
For reasons of clarity, some individual items have been combined in the income statement and in the balance
sheet. Explanations of these items are contained in the Notes. To improve the level of information, the additional
ordinary result is shown separately in the income statement and in the segment reporting. The income statement
classifies expenses according to their nature.
Scope of consolidation
In addition to HeidelbergCement AG, the consolidated financial statements include all subsidiaries, joint ar-
rangements, and associated companies.
Subsidiaries are characterised by the fact that HeidelbergCement can exercise control over these companies.
Control exists when HeidelbergCement has decision-making powers, is exposed to variable returns, and is able
to influence the level of the variable returns as a result of the decision-making powers. Normally, this is the case
when more than 50 % of the shares are owned. If contractual or legal regulations stipulate that a company can
be controlled despite a shareholding of less than 50 %, this company is included in the consolidated financial
statements as a subsidiary. If a company cannot be controlled with a shareholding of more than 50 % as a result
of contractual or legal regulations, this company is not included in the consolidated financial statements as a
subsidiary.

To our shareholders
In joint arrangements, HeidelbergCement exercises joint control over a company with one or more parties
through contractual agreements. Joint control exists if decisions about the relevant activities of the company
must be made unanimously. Depending on the rights and obligations of the parties, joint arrangements may

be joint operations or joint ventures. In joint operations, the controlling parties have direct rights to the assets
and liabilities or income and expenses of the jointly controlled operation. Joint ventures are characterised by
the fact that the parties that have joint control participate in the net assets of the company by virtue of their
position as shareholders.
In associated companies, HeidelbergCement has a significant influence on the operating and financial policies
of the company in which it has a participating interest. This is normally the case if HeidelbergCement holds
between 20 % and 50 % of the voting rights in a company.
2
Consolidation principles
The capital consolidation of subsidiaries is performed using the acquisition method in accordance with IFRS 3
(Business Combinations). In this process, the acquirer measures the identifiable assets acquired and liabilities
assumed at their fair values at the acquisition date. The acquiring entitys investment, measured at the fair value
of the consideration transferred, is eliminated against the revalued equity of the newly consolidated subsidiary
at acquisition date. The residual positive difference between the fair value of the consideration transferred and
the fair value of acquired assets and liabilities is shown as goodwill. A residual negative difference is recognised
in profit or loss after further review. Non-controlling interests can be recognised either at their proportionate
share of the acquirees net assets or at fair value. This option can be applied separately for every business com-
bination. Transaction costs relating to business combinations are recorded as expenses.
3
Income and expenses as well as receivables and payables between consolidated companies are eliminated.
Profits and losses from intra-Group sales of assets are eliminated. The consequences of consolidation on income
tax are taken into account by recognising deferred taxes.

The share of equity and the share of profit or loss for the financial year attributable to non-controlling interests
are shown separately. In the case of put options held by non-controlling interests (including non-controlling
interests in German partnerships), the proportionate share of the periods comprehensive income attributable
to the non-controlling interests as well as the dividend payments to non-controlling interests are shown over
the course of the year as changes in equity. At the reporting date, non-controlling interests with a put option
were reclassified as financial liabilities. The financial liability is measured at the present value of the redemption
amount. Differences between the carrying amount of the non-controlling interests and the present value of the
redemption amount are recognised directly in equity. In the statement of changes in equity, this is reported in
4
the line changes in non-controlling interests with put options.
In the event of business combinations achieved in stages, HeidelbergCement achieves control of a company in
which it held a non-controlling equity interest immediately before the acquisition date. In this scenario, differ-
ences between the carrying amount and the fair value of previously held shares are recognised in profit or loss.
Changes in the ownership interest in a subsidiary that do not lead to a loss of control are recognised outside
profit or loss as equity transactions. In the case of transactions that lead to a loss of control, any residual interests
are revalued at fair value in profit or loss.
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4 Consolidated
In joint operations, the assets, liabilities, income and expenses, as well as cash flows are included pro rata in the
consolidated financial statements in accordance with the rights and obligations of HeidelbergCement.
Joint ventures and associates are accounted for using the equity method. Initially, the acquired investments
are recognised at cost. In subsequent years, the carrying amount of the investment is increased or decreased
according to the share of HeidelbergCement in the comprehensive income of the investee. Dividend payments
received from investees reduce the carrying amount. When the share of losses attributable to HeidelbergCement
in the company in which a participating interest is held equals or exceeds the carrying amount of the investment,
no further shares of losses are recognised. If the investee subsequently reports profits, the investor resumes
recognising its share of these profits only after the share in profit equals the share of losses not yet recognised.
Subsidiaries, joint operations, joint ventures, and associated companies that do not have a material impact on
the financial position and performance of the Group, either individually or collectively, are accounted for at cost
less impairment losses and shown as financial investments available for sale at cost.
Foreign currency translation

The individual financial statements of the Groups foreign subsidiaries are translated into euro according to
IAS 21 (The Effects of Changes in Foreign Exchange Rates) using the concept of functional currency. In gen-
eral, for operating companies, the functional currency is that of the country in which the subsidiary is based,
since all foreign subsidiaries are financially, economically, and organisationally independent in the conduct of
their business. Assets and liabilities are translated using the closing rates at the reporting date, with equity,
in contrast, using the historical exchange rates. The translation differences resulting from this are recognised
outside profit or loss in other components of equity through other comprehensive income until the subsidiary
is disposed of. The proportionate equity of the foreign joint ventures and associated companies is translated in
accordance with the procedure described for subsidiaries. Income and expenses are translated using average
annual exchange rates.
Foreign currency transactions in the companies individual financial statements are recorded at the spot exchange
rate at the date of the transaction. Exchange gains or losses from the measurement of monetary items in foreign
currency at the closing rate up to the reporting date are recognised in profit or loss. Exchange differences arising
from foreign currency borrowings, to the extent that they are part of a net investment in a foreign operation,
form an exception to recognition in profit or loss. They are part of a net investment in a foreign operation if
settlement is neither planned nor likely to occur in the foreseeable future. These translation differences are
recognised directly in equity through other comprehensive income until the net investment is sold and are not
recognised in profit or loss until its disposal. Non-monetary items in foreign currency are recorded at historical
exchange rates.
The following key exchange rates were used in the translation of the separate financial statements denominated
in foreign currencies into euro.
Exchange rates Exchange rates at reporting date Average exchange rates
EUR 31 Dec. 2013 31 Dec. 2014 2013 2014

USD USA 1.3746 1.2099 1.3285 1.3286
AUD Australia 1.5412 1.4809 1.3777 1.4728
CAD Canada 1.4600 1.4059 1.3686 1.4667
GBP Great Britain 0.8303 0.7764 0.8491 0.8062
IDR Indonesia 16,755 15,051 14,032 15,789

To our shareholders
Recognition and measurement principles

The consolidated financial statements are generally prepared using the historical cost principle. Exceptions to
this are derivative financial instruments and available-for-sale investments, which are measured at fair value.

Furthermore, the carrying amounts of the assets and liabilities recognised in the balance sheet, which represent
the hedged items in fair value hedges and are otherwise accounted at cost, are adjusted as a result of changes
in the fair values assigned to the hedged risks. The fundamental recognition and measurement principles are
outlined below.
According to IAS 38 (Intangible Assets), an intangible asset is an identifiable non-monetary asset without
physical substance. The definition requires an intangible asset to be identifiable in order to distinguish it from
goodwill. An asset meets the identifiability criterion if it is separable or arises from contractual or other legal
2
rights. Intangible assets are initially measured at cost. In subsequent periods, intangible assets with a finite
useful life are measured at cost less accumulated amortisation and impairment, and intangible assets with an
indefinite useful life are measured at cost less accumulated impairment. Intangible assets with a finite useful
life are amortised using the unit of production method, in the case of quarrying licences, otherwise using the
straight-line method.
Emission rights are shown as intangible assets. Emission rights granted free of charge are initially measured
at a nominal value of zero. Emission rights acquired for consideration are accounted for at cost and are subject
to write-down in the event of impairment. Provisions for the obligation to return emission rights are recognised
if the actual CO2 emissions up to the reporting date are not covered by emission rights granted free of charge.
The amount of provision for emission rights already acquired for consideration is measured at the carrying
amount and, for emission rights yet to be acquired in order to fulfil the obligation, at the market value as at the
3
reporting date.
In accordance with IFRS 3 (Business Combinations), goodwill arising from business combinations is not am-

ortised. Instead, goodwill is tested for impairment according to IAS 36 (Impairment of Assets) at least once a
year in the fourth quarter after completion of the current operational plan or upon the occurrence of significant
events or changes in circumstances that indicate an impairment requirement. In this impairment test, the car-
rying amount of a group of cash-generating units (CGUs) to which goodwill is allocated is compared with the
recoverable amount of this group of CGUs. On the basis of the sales and management structure, a group of
CGUs is defined generally as a country or Group area.
As soon as the carrying amount of a group of CGUs to which a goodwill is allocated exceeds its recoverable
amount, an impairment loss of the allocated goodwill is recognised in profit or loss. The recoverable amount
4
is the higher of fair value less costs of disposal and the value in use of a group of CGUs. The fair value is the
amount obtainable from the sale in an arms length transaction. The value in use is calculated by discounting
estimated future cash flows after taxes with a post-tax risk-adjusted discount rate (WACC).
Property, plant and equipment are accounted for according to IAS 16 (Property, Plant and Equipment) at cost
less accumulated depreciation and impairment. Cost includes all costs that can be attributed to the manufacturing
process and appropriate amounts of production overheads. Costs for repair and maintenance of property, plant
and equipment are generally expensed as incurred. Capitalisation takes place if the measures lead to an exten-
sion or significant improvement of the asset. Property, plant and equipment are depreciated on a straight-line
basis unless there is another depreciation method more appropriate for the pattern of use. Borrowing costs that
can be allocated directly or indirectly to the construction of large facilities with a creation period of more than
twelve months (Qualifying Assets) are capitalised as part of the cost in accordance with IAS 23 (Borrowing Costs).
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4 Consolidated
Inventories are measured in accordance with IAS 2 (Inventories) at the lower of cost and net realisable value,
using the weighted average cost method. Adequate provisions are made for risks relating to quality and quantity.
Besides direct expenses, the costs for finished goods and work in progress include production-related indirect
materials and indirect labour costs, as well as production-related depreciation. The overhead rates are calculated
on the basis of the average operating performance rate. Borrowing costs are not recognised as part of the costs
because the production period is less than twelve months. Spare parts for equipment are generally reported
under inventories. If they were acquired in connection with the acquisition of the equipment, or in a separate
acquisition meet the definition of an asset, then they are reported under fixed assets.
Pension provisions and similar obligations are determined in accordance with IAS 19 (Employee Benefits).
For numerous employees, the Group makes provisions for retirement either directly or indirectly through
contributions to pension funds. Various post-employment benefit plans are in place, depending on the legal,
economic, and tax framework in each country, which are generally based on employees years of service and
remuneration. The pension provisions include those from current pensions and from entitlements from pensions
to be paid in the future.
At HeidelbergCement, the company pension schemes include both defined contribution and defined benefit
plans. In defined contribution plans, the Group pays contributions into earmarked funds. After paying the con-
tributions, the Group has no further benefit obligations. In defined benefit plans, the Groups obligation is to
provide the agreed benefits to current and former employees. A distinction is made between benefit systems
financed by provisions and those financed by funds.
The most significant post-employment benefit plans financed by funds exist in Belgium, the United Kingdom,
Indonesia, Canada, Norway, and the USA. The retirement benefit system in Indonesia consists of a statutory
defined benefit plan and a company-based defined contribution plan financed by funds, the benefits from which
may be set off against the statutory benefits. In Germany and Sweden, the retirement benefit plans are financed
by means of provisions. HeidelbergCement also has a retirement benefit system financed by provisions to cover
the health care costs of pension recipients in Belgium, Canada, Indonesia, the United Kingdom and the USA. In
addition, the Group grants its employees other long-term employee benefits, such as jubilee benefits, old age
part-time arrangements or early retirement commitments.
The three Group areas or countries North America, the United Kingdom and Germany, account for approximately
90 % of the defined benefit obligation.
The majority of defined benefit pension plans in North America have been closed to new entrants, and many
have been closed to future accruals. In North America, a retirement plans committee has been established by
HeidelbergCement to serve as oversight of the pension administration and fiduciary responsibilities of Hei-
delbergCement in relation to the retirement plans and to act as plan administrator. The regulatory framework
for each of the qualified pension plans in the USA has a minimum funding requirement based on the statutory
funding objective agreed with the plan administrator. In the USA, the Employee Retirement Income Security
Act of 1974 (ERISA) provides the national legal framework which sets the minimum standards for company
retirement plans. ERISA sets minimum standards for participation, vesting, benefit accrual and funding and
requires accountability of plan fiduciaries. ERISA also guarantees payment of certain benefits through the Pen-
sion Benefit Guaranty Corporation if a plan is terminated. In Canada, the pension plans of HeidelbergCement
fall under the jurisdiction of the provinces of Alberta or Ontario.

To our shareholders
In the United Kingdom, the main defined benefit pension plans operate under UK trust law and under the
jurisdiction of the UK Pensions Regulator. These plans are run by groups of trustees, some of whom are ap-
pointed by the sponsoring employer and some of whom are nominated by the plan members. The trustees are

obligated by the statutory funding framework mandated by UK law to meet the statutory funding objective of
having sufficient and appropriate assets to cover the schemes technical provisions. All of the main defined
benefit pension plans in the United Kingdom are closed to new entrants and in most cases to future accruals.
Benefits are granted under a number of plans, many of which are final salary plans. As such, the liabilities are
expected to trend downward in the mid- to long-term as benefits are paid. Liability driven investments (LDI)
strategies are used extensively in the United Kingdom and the UK pension plans are currently, in aggregate,
overfunded on an IAS19 basis. As pension benefits in the United Kingdom receive inflationary increases after
benefit commencement, these benefits are subject to inflation risk. This risk is mitigated in many cases through
2
the use of LDI products and/or through the use of caps on the maximum pension indexation granted. Given the
closed nature of the arrangements, the liabilities in the United Kingdom are only marginally impacted by the
salary trend assumption.
In Germany, pension plans operate under the framework of German Company Pension Law (BetrAVG) and
general regulations based on German Labour Law. The main pension plans were closed to new entrants in
2005. Employees hired prior to 2006 continue to earn benefits under these arrangements. The closed pension
arrangements have either a final salary plan design or a fixed benefit per year of service structure. In addition,
individual pension entitlements have been granted to the members of the Managing board (please refer to the
Management Report, chapter Remuneration report on page 148 f.). The German pension benefits are largely
unfunded.
3
The liabilities in respect of the benefits granted are subject to the following major risks:
Discount rate risks in all cases where falling market interest rates could result in a higher present value being

placed on the remaining future obligations, leading to higher liabilities,
Inflation risks (in particular where benefits are linked to salary, or pension payments are subject to inflation
adjustments),
Asset performance risks, in countries where funded pension plans are present (such as the USA and the United
Kingdom). These risks have been mitigated in part through the use of liability driven investment strategies,
Longevity risks in cases where benefits would be paid for a longer period in the future than is currently an-
4
ticipated in the mortality assumptions used to estimate the future benefits payable,
Changes to national funding requirements may accelerate cash flows required to meet pension funding re-
quirements, and national law might also mandate increases in benefits beyond those presently agreed upon.
The pension obligations and the available plan assets are valued annually by independent experts for all major
Group companies. The pension obligations and the expenses required to cover this obligation are measured in
accordance with the internationally accepted projected unit credit method.
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4 Consolidated
For the purpose of financial reporting, the actuarial assumptions are dependent on the economic situation in
each individual country. The interest rate is based on the interest rate level observed on the measurement date
for high-quality corporate bonds (AA rating) with a duration corresponding to the pension plans concerned in
the relevant country. In countries or currency areas without a deep market for corporate bonds, the interest rate
is determined on the basis of government bonds or using other approximation methods.
Actuarial gains and losses result from increases or decreases in the present value of the defined benefit obliga-
tions versus the expected amounts. These may be caused by, for example, changes in the calculation parameters
or deviations between the actual and expected development of the pension obligations. These amounts, as well
as the difference between the actual asset performance and the interest income shown in profit or loss, and the
effect of the asset ceiling, are reported in other comprehensive income.
Defined contribution accounting has been used for certain multi-employer plans for which insufficient informa-
tion is available to use defined benefit accounting.
Other provisions are recognised in accordance with IAS 37 (Provisions, Contingent Liabilities, and Contingent
Assets) if, as a result of past events, there are legal or constructive obligations towards third parties that are likely
to lead to outflows of resources embodying economic benefits that can be reliably determined. The provisions
are calculated on the basis of the best estimate, taking into account all identifiable risks.
The capital market components of the Group-wide virtual stock option plan are accounted for as cash-settled,
share-based payment transactions in accordance with IFRS 2 (Share-based Payment). As at the reporting date,
a provision is recognised pro rata temporis in the amount of the fair value of the payment obligation. Changes
in the fair value are recognised in profit or loss. The fair value of the options is determined using a recognised
option price model.
Deferred tax assets and liabilities are recognised in accordance with the balance sheet liability method (IAS12
Income Taxes). This means that, with the exception of goodwill arising on capital consolidation, deferred tax-
es are recognised for all temporary differences between the IFRS financial statements and the tax accounts
regardless of the period of time within which these differences are likely to reverse. Furthermore, deferred tax
assets are recognised on unused tax losses carried forward, to the extent that the probability of their recovery
in subsequent years is sufficiently high. Deferred tax liabilities are considered in connection with undistributed
profits from subsidiaries, joint ventures, and associates, unless HeidelbergCement is able to control the dividend
policy of the companies and no dividend distribution or disposal is anticipated in the foreseeable future. The
deferred taxes are measured using the rates of taxation that, as of the reporting date, are applicable or have been
announced as applicable in the individual countries for the period when the deferred taxes are realised. Deferred
tax assets and liabilities are offset if there is an enforceable right to set off current tax assets and liabilities and
if they relate to income taxes levied by the same taxing authority and the Group intends to settle its current
tax assets and liabilities on a net basis. In principle, changes in the deferred taxes in the balance sheet lead to
deferred tax expense or income. If circumstances that lead to a change in the deferred taxes are recognised
outside profit or loss in other comprehensive income or directly in equity, the change in deferred taxes is also
taken into account in other comprehensive income or directly in equity. If deferred taxes were recognised via
other comprehensive income, they are also subsequently released via other comprehensive income.

To our shareholders
A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability
or equity instrument of another entity. The financial instruments include non-derivative and derivative financial
instruments.

Non-derivative financial instruments are, in principle, measured at fair value when first recognised. These
include financial investments, loans and receivables granted, and financial liabilities.
Financial instruments classified as held for trading are measured at fair value through profit or loss.
Financial investments that are categorised as available for sale in accordance with IAS 39 (Financial Instruments
Recognition and Measurement) are regularly measured at fair value if it can be reliably ascertained. This class
2
of instrument is referred to in the following as investments available for sale at fair value. The unrealised gains
and losses resulting from the subsequent measurement are recognised outside profit or loss in equity through
other comprehensive income. The stock market price at the reporting date forms the basis of the fair value. If
the fair values of investments available for sale at fair value fall below the cost and there is objective evidence
of a significant or permanent impairment, the accumulated gains and losses previously recognised in equity are
recognised directly in profit or loss. Investments in equity instruments, for which no listed price on an active
market exists and whose fair values cannot be reliably determined with justifiable expense, are measured at
cost. This class of instruments is referred to in the following as investments available for sale at cost. This con-
cerns other participations that are not listed on the stock exchange. If there is objective evidence of significant
or permanent impairment, these impairment losses are directly recognised in profit or loss. The recognition of
reversals of impairment in profit or loss for equity instruments held is not permitted.
3
Loans and receivables are measured at amortised cost, using the effective interest method if applicable, provided
that they are not linked with hedging instruments. This concerns non-current receivables, interest-bearing receiv-
ables, trade receivables, and other current operating receivables. In principle, the amortised cost in the case of

current receivables corresponds to the nominal value or the redemption amount. Receivables are derecognised
from the balance sheet when all risks and rewards were transferred and the receipt of payment associated with
the receivables is ensured. In case not all chances and risks are transferred, the receivables are derecognised
when the control over the receivables has been transferred. If there is objective evidence of impairment of the
loans and receivables (e.g. significant financial difficulties or negative changes in the market environment of
the debtor), impairment losses are recognised in profit or loss. For trade receivables, the impairment losses
are recognised through the use of a provision for doubtful debts account. A derecognition is booked as soon
as a default of receivables occurs. Reversals are carried out if the reasons for the impairment losses no longer
apply. In the past reporting year, there were no financial assets (as in the previous year) whose terms have been
4
changed which would otherwise have been overdue or impaired.
Non-derivative financial liabilities are initially recognised at the fair value of the consideration received or at
the value of the cash received less transaction costs incurred, if applicable. These instruments are subsequently
measured at amortised cost, using the effective interest method if applicable. This includes trade payables, other
current operating liabilities, and current and non-current financial liabilities. Non-current financial liabilities
are discounted. In principle, the amortised cost in the case of current financial liabilities corresponds to the
nominal value or the redemption amount.
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4 Consolidated
The Group has not yet made use of the possibility of designating non-derivative financial instruments, when first
recognised, as financial instruments at fair value through profit or loss. All non-derivative financial instruments
are accounted for at the settlement date.
A derivative financial instrument is a contract whose value is dependent on a variable, which usually requires
no initial net investment or an initial net investment that is smaller than would be required for other types of
contracts that would be expected to have a similar response to changes in market factors, and which is settled at a
later date. All derivative financial instruments are measured at fair value on the trade date when first recognised.
The fair values are also relevant for the subsequent measurement. For derivative financial instruments, the fair
value corresponds to the amount that HeidelbergCement would either receive or have to pay at the reporting
date in the case of early termination of this financial instrument. This amount is calculated on the basis of the
relevant exchange and interest rates on the reporting date. The fair value of derivative financial instruments
traded in the market corresponds to the market value.
In the HeidelbergCement Group, derivative financial instruments such as currency forwards, currency option
contracts, interest rate swaps, or interest rate options are, in principle, used to minimise financial risks. The focus
is on hedging interest, currency, and other market price risks. The market valuations are monitored regularly
by the Group Treasury department. No derivative financial instruments are contracted or held for speculative
purposes.
Contracts concluded for the purpose of receiving or supplying non-financial items in accordance with the com-
panys expected purchase, sale, or usage requirements and held as such (own use contracts) are accounted for
as pending transactions rather than derivative financial instruments. Written options for the purchase or sale of
non-financial items that can be cash-settled are not classified as own use contracts.
Hybrid financial instruments consist of a non-derivative host contract and an embedded financial derivative.
The two components are legally inseparable. These are usually contracts with riders. Separate accounting of the
embedded derivative and the host contract is required if the economic characteristics and risks are not closely
linked with the host contract, the embedded derivative fulfils the same definition criteria as a stand-alone deriv-
ative, and the hybrid financial instrument is not measured at fair value through profit or loss. Alternatively, the
hybrid financial instrument may be measured in total at fair value through profit or loss unless the embedded
derivative changes the resulting cash flows to an insignificant degree or separation of the embedded derivative
is not permitted.
Hedge accounting denotes a specific accounting method that modifies the accounting of the hedged item and
hedge of a hedging relationship so that the results of measuring the hedged item or hedge are recognised in
the period incurred directly in equity or in profit or loss. Accordingly, hedge accounting is based on matching
the offsetting values of the hedging instrument and the hedged item.
For accounting purposes, three types of hedges exist in accordance with IAS 39, provided that the stringent
conditions for hedge accounting are fulfilled in each individual case.

To our shareholders
Cash flow hedges

Where necessary, HeidelbergCement hedges the risk of fluctuation in future cash flows. The risk of interest
rate fluctuations in the case of variable interest is hedged by means of swaps that convert variable interest

payments into fixed interest payments. This method is also used for hedging currency risks of transactions
to be executed in foreign currency in the future. The fair value of the derivatives used for hedging is shown
in the balance sheet. As an offsetting item, the other components of equity are adjusted to the amount of
the effective portion, taking deferred taxes into account. They are only recognised in profit or loss when the
hedged future cash flows are realised. The ineffective portion is recognised directly in the profit or loss for
the period.
Fair value hedges

2
HeidelbergCement hedges against fluctuations in the fair value of assets or liabilities. Where necessary, the
currency risk that arises when financial instruments are accounted for in a currency other than the functional
currency is thus hedged. In addition, the fair value of fixed interest-bearing liabilities is selectively hedged
by means of conversion to variable interest. In the case of hedging against fluctuations in the fair value of
certain balance sheet items (fair value hedges), both the hedging instrument and the hedged portion of the
risk of the underlying transaction are recognised at fair value. Changes in fair value are recognised in profit
or loss.
Hedging a net investment in a foreign operation

When acquiring foreign companies, the investment can, for example, be hedged with loans in the functional
currency of the foreign company. In these cases, the currency risk arising on the subsidiarys equity through
fluctuations in exchange rates (translation risk) is designated as a hedged risk. The loans are translated using
3
the exchange rate applicable at the reporting date. As an offsetting item, the foreign currency translation
reserves in equity are adjusted. Consequently, translation differences are recognised outside profit or loss in
equity through other comprehensive income until the net investment is sold, and are recognised in profit or

loss on its disposal.
Derivative financial instruments for which no hedge accounting is used nevertheless represent an effective hedge
in an economic sense within the context of the Group strategy. In accordance with IAS 39, these instruments are
classified for accounting purposes as held for trading. The changes in the fair values of these derivative financial
instruments recognised in profit or loss are almost offset by changes in the fair values of the hedged items.
Assets held for sale and discontinued operations are shown separately in the balance sheet if they can be
sold in their present condition and the sale is highly probable. Assets classified as held for sale are recognised
4
at the lower of their carrying amount and fair value less costs to sell. According to their classification, liabilities
directly connected with these assets are shown in a separate line on the liability side of the balance sheet.
For discontinued operations, the profit after tax is shown in a separate line in the income statement. In the
statement of cash flows, the cash flows are broken down into continuing and discontinued operations. Likewise,
the discontinued operations are shown separately in the segment reporting. For discontinued operations, the
previous years values in the income statement, the statement of cash flows, and the segment reporting are
restated. The Notes include additional details on the assets held for sale and discontinued operations.
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4 Consolidated
Contingent liabilities and assets are, on the one hand, possible obligations or assets arising from past events
and whose existence depends on the occurrence or non-occurrence of one or more uncertain future events that
are not within the Groups control. On the other hand, contingent liabilities are present obligations arising from
past events for which there is unlikely to be an outflow of resources embodying economic benefits or where
the amount of the obligation cannot be reliably estimated. Contingent liabilities are not included in the balance
sheet unless they are present obligations that have been assumed in a business combination. Contingent assets
are only recognised in the balance sheet if they are virtually certain. Insofar as an outflow or inflow of economic
benefits is possible, details of contingent liabilities and assets are provided in the Notes.
Finance leases, for which all risks and rewards incidental to ownership of the leased asset are transferred to the
Group, lead to capitalisation of the leased asset at the inception of the lease. The leased asset is recognised at the
lower of its fair value and the present value of the minimum lease payments. Lease payments are apportioned
between the finance charge and the reduction of the outstanding liability so as to produce a constant rate of
interest on the remaining balance of the liability over the term of the lease. The finance charge is recognised
in profit or loss. Leased assets are depreciated over the useful life of the asset. If, however, there is insufficient
certainty that the transfer of title to the Group will take place at the end of the lease term, the leased asset is
depreciated fully over the shorter of the expected useful life and the lease term.
Lease payments for operating leases are recognised as an expense in the income statement over the lease term
on a straight-line basis.
Income is recognised if it is sufficiently probable that the Group will receive future economic benefits that can
be reliably determined. It is measured at the fair value of the consideration received or receivable; sales tax and
other duties are not taken into account. Revenue is recognised as soon as the goods have been delivered and
the risks and rewards have passed to the purchaser. Interest income is recognised pro rata temporis using the
effective interest method. Dividend income is realised when the legal entitlement to payment arises.
Application of new accounting standards and other changes
Application of new accounting standards

In the 2014 financial year, HeidelbergCement applied the following standards of the International Accounting
Standards Board (IASB) for the first time.
First-time application of accounting standards
Title
IFRS 10 Consolidated Financial Statements
IFRS 11 Joint Arrangements
IFRS 12 Disclosure of Interests in Other Entities
Amendments to IAS 32: Offsetting Financial Assets and Financial Liabilities
IFRIC 21 Levies

To our shareholders
I FRS 10 Consolidated Financial Statements establishes a single definition of the term control and sets out
the existence of parent-subsidiary relationships in concrete terms. Control exists when an investor has deci-
sion-making powers, is exposed to variable returns, and is able to influence the level of the variable returns

as a result of the decision-making powers. IFRS 10 replaces the requirements of IAS 27 (Consolidated and
Separate Financial Statements), related to consolidated financial statements, and SIC-12 (Consolidation Spe-
cial Purpose Entities). When IFRS 10 was initially applied, HeidelbergCement reviewed the scope of consol-
idation. As a result, one company that was previously proportionally consolidated is now fully consolidated.
Due to the retrospective adjustment, the previous years revenue increased by 44.3 million, the previous
years profit for the financial year increased by 5.2 million, and shareholders equity as at 1 January 2013
rose by 17.0 million respectively as at 31 December 2013 by 16.5 million.
2
IFRS 11 Joint Arrangements replaces both IAS 31 (Interests in Joint Ventures) as well as SIC 13 (Jointly
Controlled Entities Non-Monetary Contributions by Venturers) and describes the accounting for joint
arrangements. Joint arrangements are characterised by the fact that two or more parties exercise joint con-
trol over a joint venture or a joint operation. Joint control assumes that the contractual agreements of the
parties sharing control provide for unanimous decisions on the relevant activities of the joint arrangement.

Joint ventures are characterised by the fact that the parties that have joint control have rights to the net
assets of the company by virtue of their position as shareholders. In joint operations, however, the par-
ties sharing control have direct rights to the assets and obligations for the liabilities of the company.
he classification of the joint arrangement as a joint venture or a joint operation depends on whether the joint
T
3
arrangement is a legally separate vehicle or not. A joint arrangement that is not set up as a separate vehicle
is generally classified as a joint operation. A joint arrangement that is structured as a separate vehicle must
be assessed to determine whether the controlling parties have direct rights to the assets and obligations for

the liabilities of the legally independent entity through the legal form of the vehicle or through contractual
arrangements. If this is not the case, other facts and circumstances are to be taken into account in the review.
The joint arrangement qualifies as a joint operation if the parties have rights to substantially all the economic
benefits of the assets of the company and the liabilities of the company can be settled by cash flows on an on-
going basis, which the company primarily receives from the sale of its products to the parties sharing control.
In its meeting of 11 November 2014, the IFRS Interpretations Committee (IFRIC) made a tentative agenda
decision with regard to questions in connection with the introduction of IFRS 11. This decision relates in
particular to the classification of joint arrangements taking into account other facts and circumstances. In its
4
tentative decision, the IFRIC clarifies that the other facts and circumstances to be taken into account when
reviewing the classification must lead to enforceable rights to the assets and enforceable obligations for the
liabilities of the joint arrangement. HeidelbergCement considered the conclusions of the tentative agenda
decision when preparing the consolidated financial statements.
5
Contents

4 Consolidated
or HeidelbergCement, the most significant effect of the new standard is the abolition of proportionate
F
consolidation for joint ventures: According IFRS 11, all joint ventures must be consolidated using the equity
method. As a result, the individual assets and liabilities as well as the income and expenses of joint ventures
will no longer be shown proportionately in the relevant balance sheet or income statement items, but will
only be shown in a separate line: the proportionate carrying amount in the balance sheet and the result from
joint ventures in the income statement. The joint ventures of HeidelbergCement that are impacted include
key operating units in Australia, Turkey, the United States (Texas), and Hong Kong that have made a signif-
icant contribution to operating income in the past. To continue to show the performance of the operating
business of HeidelbergCement in its entirety, the result from joint ventures is included in operating income
before depreciation.
IFRS 12 Disclosure of Interests in Other Entities combines the revised disclosure requirements for a com-

panys investment in subsidiaries, joint arrangements, and associated companies in one standard.
The amendments to IAS 32: Offsetting Financial Assets and Financial Liabilities regulate details concern-
ing the netting of financial assets and liabilities. The right to netting must be enforceable not only in the
ordinary course of business, but also in the event of a payment default and insolvency of all contract parties.
The amendment did not have any impact on the consolidated financial statements of HeidelbergCement.
IFRIC 21 Levies clarifies that a company is to recognise a liability for public levies as soon as a statutory
activity occurs that triggers a corresponding payment obligation. IFRIC 21 further highlights that liabilities
for levy obligations that are linked to reaching a threshold value are only to be recognised when the defined
threshold has been reached. The first-time application of the IFRIC 21 had no impact on the financial position
and performance of the Group.
Other changes
The restructuring of the defined benefit pension plans in the United Kingdom revealed that in some cases in
the 1990s the adjustment of the retirement age (normalisation of retirement age equalisation) was not carried
out due to a legal change. The pension obligations were consequently too low. The adjustment has now been
performed retrospectively as at 1 January 2013 and 31 December 2013, which led to a decrease of 9.6 million
in retained earnings and 12.0 million, in other non-current receivables (overfunding of pension schemes), as
well as in deferred tax liabilities of 2.4 million.
To improve the transparency of the cash flow statement we now show the cash flows from rolling currency de-
rivatives, as far as they serve to hedge the financial debt, in the changes in short-term interest-bearing liabilities.
Previously they were reported under Elimination of other non-cash items. This led in 2013 to an increase in
the elimination of other non-cash items, as well as a decrease in the changes in short-term interest-bearing
liabilities by 207.3 million.
The retrospective application of IFRS 10 and IFRS 11, the correction of the defined benefit obligation in the UK
and the change in statement of cash flows resulted in adjustments to the figures of the previous year. Furthermore,
in the interests of uniformity, the proportionate tax expense of the associated companies that was previously
recorded under income taxes is now shown in the result from associated companies. The adjustments to the
figures of the previous year are presented in the tables starting on page 189 in the column Adjustment. In the
explanations in the Notes, we refer to the adjusted figures of the previous year.

To our shareholders
Income statement Retrospective adjustments

2013
Before Adjustment 1)
Discontinued Adjusted
m adjustment operations
Revenue 13,935.9 -1,053.8 -753.8 12,128.3
Change in finished goods and work in progress 0.7 -1.1 17.8 17.5
Own work capitalised 13.3 0.2 13.5
Operating revenue 13,950.0 -1,054.8 -736.0 12,159.2
Other operating income 369.1 -16.3 -12.7 340.1

2
Material costs -5,795.3 403.2 277.4 -5,114.7
Employee and personnel costs -2,301.8 118.1 215.2 -1,968.5
Other operating expenses -3,797.5 282.8 178.2 -3,336.5
Result from joint ventures 144.0 0.2 144.2
Operating income before depreciation (OIBD) 2,424.4 -122.9 -77.8 2,223.8
Depreciation and amortisation -817.7 69.2 44.2 -704.3
Operating income 1,606.7 -53.7 -33.5 1,519.5
Additional ordinary income 326.7 0.0 326.7

Additional ordinary expenses -325.1 -3.1 14.7 -313.5
Additional ordinary result 1.6 -3.1 14.7 13.2
3
Result from associates 38.7 -15.6 23.2
Result from other participations 2.7 0.5 3.1
Result from participations 41.4 -15.1 26.3

Earnings before interest and taxes (EBIT) 1,649.7 -71.9 -18.8 1,559.0
Interest income 76.1 1.7 0.0 77.8

Interest expenses -577.5 18.5 0.1 -558.9
Foreign exchange losses -13.7 7.4 0.0 -6.3
Other financial result -53.9 0.7 3.3 -49.9
Financial result -568.9 28.3 3.3 -537.3
Profit before tax from continuing operations 1,080.8 -43.6 -15.5 1,021.7
4
Income taxes -233.3 30.8 -9.2 -211.7
Net income from continuing operations 847.5 -12.8 -24.8 809.9
Net income from discontinued operations 97.9 0.0 24.8 122.7
Profit for the financial year 945.4 -12.8 0.0 932.6
Thereof non-controlling interests 200.0 -3.4 196.7

Thereof Group share of profit 745.4 -9.4 0.0 736.0
Earnings per share in (IAS 33)

Earnings per share attributable to the parent entity 3.98 -0.05 0.00 3.93
Earnings per share continuing operations 3.46 -0.05 -0.13 3.27
Earnings per share discontinued operations 0.52 0.00 0.13 0.65
5
1) See section Application of new accounting standards and other changes, pages 186 - 188.
Contents

4 Consolidated
Statement of comprehensive income Retrospective adjustments
2013
Before Adjustment 1) Adjusted

m adjustment
Profit for the financial year 945.4 -12.8 932.6
Other comprehensive income
Items not being reclassified to profit or loss in subsequent periods

Remeasurement of the defined benefit liability (asset) 164.1 -2.0 162.1
Income taxes -25.3 0.1 -25.2
Defined benefit plans 138.8 -1.9 136.9
Net gains/losses arising from equity method investments 1.9 1.9
Total 138.7 138.7
Items that may be reclassified subsequently to profit or loss

Cash Flow Hedges change in fair value 19.2 2.2 21.4
Reclassification adjustments for gains/losses included in profit or loss 3.5 3.5
Income taxes -5.3 -5.3
Cash Flow Hedges 17.3 2.2 19.5
Available for sale assets change in fair value 4.3 -4.3
Available for sale assets 4.1 -4.1
Currency translation -2,231.8 107.9 -2,123.9
Reclassification adjustments for gains/losses included in profit or loss 271.8 -8.1 263.7
Currency translation -1,936.0 99.7 -1,836.3
Net gains/losses arising from equity method investments -93.9 -93.9
Total -1,914.6 3.9 -1,910.7
Other comprehensive income -1,775.8 3.9 -1,771.9
Total comprehensive income -830.4 -8.9 -839.3

Relating to non-controlling interests 0.2 -2.3 -2.1
Relating to HeidelbergCement AG shareholders -830.6 -6.5 -837.2

To our shareholders
Statement of cash flows Retrospective adjustments

2013
Discontinued Adjusted
m adjustment operations
Net income from continuing operations 847.5 -12.8 -24.8 809.9
Income taxes 233.3 -30.8 9.2 211.7
Interest income/expenses 501.3 -20.1 -0.1 481.1
Dividends received 14.8 148.0 162.8
Interest received 103.9 1.0 -0.1 104.8
Interest paid -638.4 17.1 0.7 -620.6
Income taxes paid -405.8 15.5 3.8 -386.5 2
Depreciation, amortisation, and impairment 1,013.8 -71.9 -58.1 883.7

Elimination of other non-cash items -429.2 75.7 -9.3 -362.8
Cash flow 1,241.3 121.4 -78.6 1,284.1
Changes in operating assets 43.2 13.6 -17.7 39.1
Changes in operating liabilities 150.1 -27.5 24.7 147.2
Changes in working capital 193.4 -14.1 7.0 186.3
Decrease in provisions through cash payments -377.3 2.1 9.7 -365.4
Cash flow from operating activities - continuing operations 1,057.4 109.5 -61.9 1,105.0
Cash flow from operating activities - discontinued operations 61.9 61.9
Cash flow from operating activities 1,057.4 109.5 1,166.9
Intangible assets -21.5 2.8 0.0 -18.7
Property, plant and equipment -914.9 60.8 11.9 -842.2
3
Subsidiaries and other business units -72.3 -0.3 -72.6
Other financial assets, associates, and joint ventures -304.9 -1.8 -306.7
Investments (cash outflow) -1,313.7 61.7 11.9 -1,240.1

Subsidiaries and other business units 2.5 -0.2 2.3
Other fixed assets 207.8 -3.8 -8.4 195.5
Divestments (cash inflow) 210.2 -3.9 -8.4 197.9
Cash from changes in consolidation scope 5.2 3.5 8.7
Cash flow from investing activities - continuing operations -1,098.3 61.3 3.5 -1,033.6
Cash flow from investing activities - discontinued operations -3.5 -3.5
Cash flow from investing activities -1,098.3 61.3 -1,037.0
Capital increase - non-controlling shareholders 3.4 3.4
Dividend payments - HeidelbergCement AG -88.1 -88.1
Dividend payments - non-controlling shareholders -94.0 2.2 -91.8 4
Increase in ownership interests in subsidiaries -110.3 -110.3
Proceeds from bond issuance and loans 1,016.0 -199.2 816.8
Repayment of bonds and loans -1,117.4 188.7 -928.7
Changes in short-term interest-bearing liabilities 652.7 -171.3 0.2 481.6
Cash flow from financing activities - continuing operations 262.2 -179.5 0.2 82.9
Cash flow from financing activities - discontinued operations -0.2 -0.2
Cash flow from financing activities 262.2 -179.5 82.7

Net change in cash and cash equivalents - continuing operations 221.3 -8.8 -58.2 154.3
Net change in cash and cash equivalents - discontinued operations 58.2 58.2
Net change in cash and cash equivalents 221.3 -8.8 212.5
Effect of exchange rate changes -231.0 3.1 -227.9
Cash and cash equivalents at 1 January 1,474.8 -108.2 1,366.5
Cash and cash equivalents at 31 December 1,465.1 -114.0 1,351.1 5
Reclassification of cash and cash equivalents according to IFRS 5 -0.2 -0.2
Cash and cash equivalents presented in the balance sheet
at 31 December 1,464.9 -114.0 1,350.9
.
Contents

4 Consolidated
Balance sheet Retrospective adjustments
Assets 1 January 2013 31 December 2013

Adjusted Before Adjustment 1) Adjusted
m adjustment adjustment
Non-current assets
Intangible assets
Goodwill 10,609.4 -609.7 9,999.7 10,055.1 -650.4 9,404.7
Other intangible assets 301.6 -31.6 270.0 274.7 -31.3 243.4
10,911.0 -641.3 10,269.6 10,329.8 -681.6 9,648.1
Property, plant and equipment
Land and buildings 5,287.6 -302.4 4,985.2 4,990.9 -305.8 4,685.1
Plant and machinery 4,315.3 -366.0 3,949.3 4,055.8 -343.7 3,712.1
Other operating equipment 334.8 -19.7 315.2 307.4 -23.3 284.1
Prepayments and assets under construction 859.2 -41.8 817.5 868.8 -56.5 812.3
10,796.9 -729.8 10,067.1 10,222.9 -729.3 9,493.6
Financial assets
Investments in joint ventures 1,296.8 1,296.8 1,297.8 1,297.8
Investments in associates 379.7 -120.4 259.3 391.8 -125.7 266.1
Financial investments 68.1 -24.2 43.8 79.7 -22.9 56.8
Loans and derivative financial instruments 89.8 18.8 108.7 109.7 45.3 155.0
537.6 1,171.0 1,708.6 581.3 1,194.5 1,775.8
Fixed assets 22,245.5 -200.1 22,045.3 21,133.9 -216.4 20,917.5
Deferred taxes 444.6 -12.7 431.9 408.5 -12.3 396.3
Other non-current receivables 268.4 -17.3 251.1 533.6 -18.1 515.4
Non-current income tax assets 19.8 19.8 15.9 15.9
Total non-current assets 22,978.2 -230.2 22,748.1 22,091.9 -246.9 21,845.1
Current assets
Inventories
Raw materials and consumables 725.8 -65.6 660.1 642.6 -55.5 587.1
Work in progress 193.1 -13.3 179.8 183.7 -16.7 167.0
Finished goods and goods for resale 685.4 -22.1 663.3 664.3 -25.5 638.8
Prepayments 21.2 -2.5 18.7 20.1 -2.1 18.1
1,625.4 -103.6 1,521.8 1,510.7 -99.8 1,410.9
Receivables and other assets
Current interest-bearing receivables 93.5 46.2 139.7 89.5 31.4 120.9
Trade receivables 1,418.8 -128.3 1,290.5 1,241.3 -140.7 1,100.6
Other current operating receivables 353.8 -26.6 327.3 364.0 -18.4 345.6
Current income tax assets 41.6 -2.2 39.4 45.7 -0.7 45.1
1,907.7 -110.8 1,796.9 1,740.6 -128.3 1,612.2
Derivative financial instruments 5.9 0.0 5.9 27.1 -0.6 26.5
Cash and cash equivalents 1,474.8 -108.2 1,366.5 1,464.9 -114.0 1,350.9
Total current assets 5,013.8 -322.7 4,691.2 4,743.3 -342.8 4,400.5

Assets held for sale and discontinued operations 15.7 15.7 30.6 30.6
Balance sheet total 28,007.8 -552.8 27,454.9 26,865.8 -589.6 26,276.2

To our shareholders

Equity and liabilities 1 January 2013 31 December 2013
Adjusted Before Adjustment 1) Adjusted
m adjustment adjustment
Shareholders equity and non-controlling interests
Subscribed share capital 562.5 562.5 562.5 562.5
Share premium 5,539.4 5,539.4 5,539.4 5,539.4
Retained earnings 6,668.1 -39.6 6,628.5 7,397.3 -49.4 7,347.8
Other components of equity -160.8 -160.8 -1,876.9 2.9 -1,874.0
Equity attributable to shareholders 12,609.2 -39.6 12,569.6 11,622.2 -46.5 11,575.7
2
Non-controlling interests 1,098.3 -21.4 1,077.0 959.3 -21.3 938.0
Total equity 13,707.5 -60.9 13,646.6 12,581.6 -67.8 12,513.7
Non-current liabilities
Bonds payable 6,509.2 6,509.2 6,262.8 6,262.8
Bank loans 529.8 -78.0 451.8 323.7 -139.2 184.5
Other non-current interest-bearing liabilities 109.2 -64.2 45.0 115.3 -64.0 51.3
7,148.2 -142.2 7,006.0 6,701.8 -203.2 6,498.6
Pension provisions 1,030.3 -4.7 1,025.7 870.0 -3.5 866.5

Deferred taxes 659.1 -18.9 640.2 511.3 -11.9 499.4
Other non-current provisions 1,067.0 -11.1 1,055.9 946.1 -11.8 934.4
3
Other non-current operating liabilities 89.0 -1.0 88.0 62.3 -0.9 61.4
Non-current income tax liabilities 52.2 0.0 52.2 50.0 50.0
2,897.6 -35.7 2,862.0 2,439.8 -28.1 2,411.6

Total non-current liabilities 10,045.9 -177.9 9,868.0 9,141.6 -231.3 8,910.3
Current liabilities
Bonds payable (current portion) 708.8 708.8 1,140.4 1,140.4
Bank loans (current portion) 461.4 -158.3 303.0 510.2 -105.8 404.4
Other current interest-bearing liabilities 209.5 -24.0 185.5 662.4 -21.2 641.1
1,379.7 -182.4 1,197.3 2,312.9 -127.0 2,185.9
Non-controlling interests with put options 45.1 -6.3 38.8 50.6 -6.0 44.5
1,424.9 -188.7 1,236.2 2,363.5 -133.0 2,230.4
4
Pension provisions (current portion) 89.4 -0.5 88.9 95.1 -0.5 94.6
Other current provisions 235.5 -4.5 231.0 210.6 -8.2 202.4
Trade payables 1,372.3 -65.1 1,307.3 1,410.7 -77.4 1,333.3
Other current operating liabilities 984.7 -48.9 935.7 929.5 -59.4 870.1
Current income tax liabilities 147.6 -6.3 141.3 125.5 -11.9 113.6
2,829.5 -125.3 2,704.2 2,771.5 -157.4 2,614.1

Total current liabilities 4,254.4 -314.0 3,940.4 5,134.9 -290.4 4,844.5
Liabilities associated with assets held for sale and
discontinued operations 7.7 7.7
Total liabilities 14,300.3 -491.9 13,808.4 14,284.2 -521.8 13,762.4
Balance sheet total 28,007.8 -552.8 27,454.9 26,865.8 -589.6 26,276.2
5
Contents

4 Consolidated
Published but not yet applicable accounting standards

The IASB and IFRS Interpretations Committee (IFRIC) adopted the standards and interpretations listed below,
whose application was not yet mandatory for the 2014 financial year. HeidelbergCement will not apply these
standards and interpretations until the date when their application first becomes mandatory and after endorse-
ment by the European Commission.
Published, but not yet applicable accounting standards
Date of first-time Endorsement by the

Title application 1) EU Commission
Amendments to IAS 19 Defined Benefit Plans: Employee Contributions 1 July 2014 yes
Amendments to IAS 16 and IAS 38: Clarification of Acceptable Methods of Depreciation and
Amortisation 1 January 2016 no
Amendments to IFRS 10 and IAS 28: Sale or Contribution of Assets between an Investor and
its Associate or Joint Venture 1 January 2016 no
Amendments to IFRS 11: Accounting for Acquisitions of Interests in Joint Operations 1 January 2016 no
IFRS 9 Financial Instruments 1 January 2018 no
IFRS 15 Revenue from Contracts with Customers 1 January 2017 no
Improvements to IFRSs 2010-2012 Cycle 1 July 2014 yes
Improvements to IFRSs 2011-2013 Cycle 1 July 2014 yes
Improvements to IFRSs 2012-2014 Cycle 1 January 2016 no
1) Fiscal years beginning on or after that date
The amendments to IAS 19 Defined Benefit Plans: Employee Contributions clarify the accounting of em-
ployee contributions or contributions made by third parties for defined benefit pension plans. Contributions
that are independent of the years of service may be deducted from past service costs in the period in which
the corresponding service was rendered. However, if the contributions are dependent on the number of
years of service, they are to be attributed to the periods of service in the same way as the gross benefits. The
amendments will not have any impact on the financial position and performance of the Group.
The amendments to IAS 16 and IAS 38: Clarification of Acceptable Methods of Depreciation and Amortisation
make it clear that revenue-based methods of depreciation and amortisation cannot be used in general. The
amendments will not have any impact on the financial position and performance of the Group.
The amendments to IFRS 10 and IAS 28: Sale or Contribution of Assets between an Investor and its Associate
or Joint Venture address a known inconsistency between the requirements of IFRS 10 and IAS28 in the event
of a sale of assets to an associated company or a joint venture, or the contribution of assets to an associate
or a joint venture. In the future, the full gain or loss resulting from a transaction will only be recognised if
the assets that have been sold or contributed constitute a business in accordance with IFRS3, regardless of
whether the transaction is defined as a share or asset deal. In contrast, if the assets do not constitute a business,
only the unrelated investors share of the gain or loss is to be recognised in profit or loss. The amendments
are not expected to have any impact on the financial position and performance of the Group.
The amendments to IFRS 11 Accounting for Acquisitions of Interests in Joint Operations regulate the
accounting of the acquisition of interests in joint operations that constitute a business. The principles of IFRS3
for business combinations are consequently to be applied on first-time consolidation. The amendments will
not have a significant impact on the financial position and performance of the Group.

To our shareholders
IFRS 9 Financial Instruments governs the accounting of financial instruments and completely replaces IAS39

(Financial Instruments: Recognition and Measurement). IFRS 9 pursues a new, less complex approach for the
categorisation and measurement of financial assets. In doing so, it refers to the cash flow characteristics of the

financial assets and the business model under which they are managed. The regulations for the accounting
of financial liabilities in accordance with IFRS 9 essentially correspond to the previous regulations in IAS 39.
In addition, IFRS 9 provides a new impairment model, which, in contrast to IAS 39, is not based on incurred
losses, but on expected credit losses. With regard to hedge accounting, IFRS 9 provides for the elimination
of the thresholds applied as part of retrospective effectiveness testing. Instead, evidence is now to be doc-
umented of the economic relationship between the hedged item and the hedging instrument. Furthermore,
the number of potential hedged items and the disclosures for hedge accounting were extended. The effects
of the initial application of IFRS 9 on the financial position and performance of the Group are currently being
2
analysed.
The objective of IFRS 15 Revenue from Contracts with Customers is to consolidate the wide range of
regulations for revenue recognition that have been set out in various standards and interpretations to date
and to establish uniform basic principles that are applicable to all industries and all categories of revenue
transactions. IFRS 15 determines when and to what extent revenue is recognised. The basic principle is that
revenue is recognised with the transfer of goods and services to the amount of the expected consideration
(payment). IFRS 15 also includes extended guidelines on multiple element arrangements as well as new
regulations concerning the treatment of service contracts and contract adjustments. IFRS 15 replaces IAS18
(Revenue) and IAS 11 (Construction Contracts), as well as the associated interpretations. The effects of the
initial application of IFRS 15 on the financial position and performance of the Group are currently being
analysed.
3
As part of the annual improvements project Improvements to IFRSs 20102012 Cycle, 20112013 Cycle,
and 20122014 Cycle, the IASB made minor amendments to a total of thirteen standards. The amendments

will not have a significant impact on the financial position and performance of the Group.
Estimation uncertainty and assumptions
The presentation of the financial position and performance in the consolidated financial statements is dependent
on estimates and assumptions made by the management, which affect the amounts and presentation of the
assets and liabilities, expenses and income, and contingent liabilities accounted for in the period. The actual
values may differ from these estimates. The assumptions and estimates relate particularly to the necessity and
4
calculation of impairment of goodwill, the recognition of deferred tax assets, and the measurement of pension
provisions and other provisions, as well as the measurement of specific financial instruments (e.g. earn-out
clauses and put options towards non-controlling interests).
A cash flow-based method in accordance with IAS 36 (Impairment of Assets) is used to determine the recoverable
amount of groups of cash-generating units as part of the impairment test for goodwill. In particular, estimates
are required in relation to future cash flows of the groups of cash-generating units as well as to the discount
rates used (discounted cash flow method). A change in the influencing factors may have a significant impact on
the existence or amount of impairment losses. Explanations concerning the composition of the carrying amount
of goodwill and the impairment test are provided in Note 32 Intangible assets.
5
Contents

4 Consolidated
To assess the future probability that deferred tax assets can be utilised, various estimates must be adopted, e.g.
operational plans, utilisation of losses carried forward, and tax planning strategies. If the actual results deviate
from these estimates, this may impact the financial position and performance. More detailed information on
deferred tax assets is given in Note 11 Income taxes.
The obligations arising from defined post-employment benefit plans are determined on the basis of actuarial
methods, which are based on assumptions and estimates concerning the discount rate, future salary increases,
development of health care costs, and other influencing factors. A change in the underlying parameters may
lead to changes in the amounts recognised in the balance sheet. Further details are given on page 180 f. and
in Note 44 Pension provision.
Provisions for damages and environmental obligations are measured on the basis of an extrapolation of the claims
and estimates of the development of costs. A change in the influencing parameters may have an impact on the
income statement as well as the amounts recognised in the balance sheet. The recognition and measurement of
the other provisions are based on estimates of the probabilities of future outflow of resources and on the basis
of empirical values and the circumstances known at the reporting date. The actual outflow of resources may
differ from the outflow of resources expected at the reporting date and may have an impact on the recognition
and measurement. Further explanations on provisions can be found in Note 45 Other provisions.
The measurement of specific financial instruments, such as earn-out clauses and put options towards non-con-
trolling interests, which are not traded on an active market, is based on best possible estimates using probability
forecasts and recognised actuarial methods.
Scope of consolidation
In addition to HeidelbergCement AG, the consolidated financial statements include 744 subsidiaries that have
been fully consolidated, of which 33 are German and 711 are foreign companies. The changes in comparison
with 31 December 2013 are shown in the following table.
Number of fully consolidated companies
Germany Abroad Total

31 December 2013 32 706 738
First-time consolidations 3 8 11
Divestments -4 -4
Incorporations / mergers / liquidations / method changes -2 1 -1
31 December 2014 33 711 744
A list of shareholdings of the HeidelbergCement Group as at 31 December 2014 on the basis of the regulations
of 313, section 2 of the German Commercial Code (HGB) is provided on page 225 f. It contains an exhaustive
list of all subsidiaries that make use of the exemption from disclosure obligations in accordance with 264b of
the German Commercial Code (HGB).
Business combinations in the reporting year

To strengthen the market position in the field of aggregates, HeidelbergCement purchased an additional 62.91 %
of shares in the Cimescaut Group, Tournai, Belgium previously accounted for at equity on 15 January 2014,
and the remaining 3.07 % in July 2014 as part of a squeeze-out, thereby raising its shareholding to 100 %.

To our shareholders
The purchase price totalled 50.3 million and was paid in cash. The fair value of the previously held equity
interest amounted to 21.4 million as at the acquisition date. The revaluation of the shareholding resulted in a
profit of 5.6 million, which was recognised in the additional ordinary income. The goodwill of 30.0 million,

which is not deductible for tax purposes, represents market growth potential. The transaction costs of 0.3
million were recognised in the additional ordinary expenses. As part of the business combination, receivables
with a fair value of 17.2 million were acquired. These concern trade receivables amounting to 6.0 million,
loan receivables amounting to 2.0 million, and other receivables to the amount of 9.2 million. The gross value
of the receivables is 17.6 million, of which 0.4 million is likely to be irrecoverable.
On 20 January 2014, HeidelbergCement acquired 100 % of the shares in Espabel NV, Gent, Belgium. Espabel
operates a cement grinding plant. With this acquisition, HeidelbergCement aims to enhance its market position
2
in cement activities and realise cost savings in production and sales. The purchase price of 37.5 million is
made up of a cash payment of 31.5 million and a liability for a contingent consideration, which was recognised
at a fair value of 6.0 million. The contingent consideration is dependent on future payments received from a
long-term service contract. The fair value was determined by discounting the estimated future cash flows with
a discount rate adjusted to the risk profile. The range of outcomes (undiscounted) lies between 6.0 million
and 15.0 million. The goodwill of 30.0 million, which is not tax-deductible, represents synergy effects. The
transaction costs of 0.1 million were recognised in the additional ordinary expenses. Trade receivables with
a fair value of 2.9 million were acquired. The gross value amounts to 3.5 million, of which 0.6 million is
expected to be irrecoverable.
In order to strengthen its market position in the concrete business line in Canada, HeidelbergCement acquired
87.5 % of the shares in the Cindercrete Products Group, Saskatchewan, on 17 July 2014. The purchase price of
3
47.3 million is made up of a cash payment of 41.7 million and a liability for a contingent consideration with a
fair value of 5.6 million. The contingent consideration is measured according to the average operating income
before depreciation (OIBD) of the company until 30 June 2019 and was determined on the basis of probabilities.

The range of outcomes (undiscounted) lies between 0 and 7.1 million. The non-controlling interests of 3.1
million were measured on the basis of the proportionate fair value of the identifiable net assets. The purchase
contract also provides for the subsequent acquisition of the non-controlling interests by HeidelbergCement. This
component of the contract is accounted for as a put option of the non-controlling interests and shown accord-
ingly. The purchase price allocation is provisional, as the measurement of property, plant and equipment and
associated deferred taxes has not yet been completed. The provisionally recognised goodwill of 25.4 million,
which is not deductible for tax purposes, represents the synergy potential arising from the business combination.
The transaction costs of 0.3 million were recognised in the additional ordinary expenses. The fair value of the
trade receivables acquired amounts to 7.1 million. The gross value of the receivables totals 7.3 million, of
4
which 0.2 million is likely irrecoverable.
To expand its market position in the cement, aggregates, and concrete business lines in Iceland, HeidelbergCement
increased its shareholdings in four participations that were previously accounted for as associates to 53.0 %,
respectively, between February 2014 and July 2014. The total cost of the business combinations amounted to
3.9 million and is made up of a cash payment of 0.4 million, a loan conversion of 0.5 million, and the fair
value of the previous shareholding of 3.0 million. The revaluation of the previously held shares resulted in a
profit of 0.9 million, which was recognised in the additional ordinary income. This business combination gen-
erated a gain from a bargain purchase of 0.2 million, which was reported in the additional ordinary income.
The transaction costs amounted to 0.1 million and were recognised in the other operating expenses. Trade
receivables of 5.9 million and other operating receivables of 0.7 million were acquired and are likely to be
fully recoverable. The gross value of the receivables amounting to 6.6 million corresponds to the fair value.
5
Contents

4 Consolidated
HeidelbergCement acquired a quarry in Axedale, Australia on 28 November 2014 as part of an asset deal. With
this acquisition, HeidelbergCement secures additional aggregates reserves in the Melbourne metropolitan region.
The purchase price amounted to 20.6 million and was paid in cash. The transaction costs of 0.2 million were
recognised in the additional ordinary expenses.
The following table shows the fair values of the identifiable assets and liabilities of the business combinations
as at the acquisition date.
Fair values recognised as at the acquisition date
m Cimescaut Espabel Cindercrete Iceland Australia Total

Intangible assets 0.0 1.0 0.2 14.5 15.8
Property, plant and equipment 11.6 33.3 22.5 17.3 6.3 90.9
Financial fixed assets 10.4 0.0 0.0 10.4
Inventories 3.2 2.7 2.7 3.1 0.3 11.9
Trade receivables 6.0 2.8 7.1 5.9 21.8
Cash and cash equivalents 22.9 0.2 0.4 0.7 24.2
Other assets 9.9 0.3 0.1 1.5 0.1 11.9
Total assets 63.9 40.4 32.8 28.7 21.2 187.0
Provisions 1.4 0.0 0.5 1.9
Liabilities 18.8 32.8 3.8 20.6 0.1 76.1
Deferred taxes 2.0 0.1 4.0 0.3 6.3
Total liabilities 22.2 32.9 7.7 20.9 0.6 84.3
Net assets 41.7 7.5 25.1 7.7 20.6 102.7
The acquired property, plant and equipment relates to land and buildings (51.7 million), plant and machinery
(32.1 million), other equipment (7.0 million), and assets under construction (0.1 million).
The Cimescaut Group, the Cindercrete Products Group, the Icelandic companies, and the quarry in Australia have
contributed 64.9 million to revenue and 5.4 million to the profit for the financial year since their acquisition.
If the acquisitions had taken place on 1 January 2014, contributions to revenue and the profit for the financial
year would be higher by 38.3 million and 4.3 million, respectively. The contribution of Espabel to revenue
and the profit for the financial year cannot be determined separately, as deliveries to customers were made from
other plants during the conversion phase of the cement grinding plant.
Furthermore, HeidelbergCement effected business combinations in Germany in the area of ready-mixed con-
crete that were of minor importance for the presentation of the financial position and performance of the Group.
Divestments in the reporting year

The agreement dated 5 October 2013 obliges HeidelbergCement to dispose of the grinding plant in Raigad,
India. The approval of the local authorities and the transfer of assets and liabilities took place on 3 January 2014.
The sales price of 19.6 million is made up of a cash payment of 12.3 million and a receivable of 7.3 million.

To our shareholders
On the basis of an agreement dated 23 December 2013, HeidelbergCement is obliged to dispose of its shares
in OAO Voronezhskoe Rudoupravlenije, Strelica, Russia. The notarial transfer of the shares to the purchaser
occurred after approval was given by the local competition authorities on 3 February 2014. The sales price of

5.5 million was paid in cash.
On 28 March 2014, HeidelbergCement sold its shares in Cimgabon S.A., Libreville, Gabon. The sales price of
1.4 million is made up of a cash payment of 0.2 million and a receivable of 1.2 million.
On 15 August 2014, HeidelbergCement sold its shares in PT Gunung Tua Mandiri, Bogor, Indonesia. The sales
price of 3.2 million was paid in cash.
2
The following table shows the assets and liabilities as at the date of deconsolidation.
Assets and liabilities at date of disposal
m India Russia Gabon Indonesia Total

Property, plant and equipment 3.7 3.7 7.4
Inventories 8.0 0.3 8.3
Cash and cash equivalents 1.3 1.4 2.6
Other assets 8.6 1.1 9.7
Assets held for sale 15.5 10.5 26.0
Total assets 15.5 10.5 21.6 6.5 54.1
Provisions 16.6 0.1 16.8
Liabilities 15.0 2.3 17.2 3
Liabilities associated with disposal groups 3.6 3.8 7.4
Total liabilities 3.6 3.8 31.6 2.4 41.4

Net assets 12.0 6.7 -10.0 4.1 12.7
The divestment generated profits of 16.6 million and losses of 2.9 million, which are shown in additional
ordinary income and expenses, respectively.
Business combinations in the previous year

To strengthen the market position in the field of ready-mixed concrete, HeidelbergCement has effected various
business combinations in Germany. On 1 January 2013, the outstanding 50 % share in BLG Transportbeton
GmbH & Co. KG, Munich, was acquired. On 1 July 2013, the remaining 42.5 % of the shares in Wetterauer Lief-
4
erbeton GmbH & Co. KG, Bad Nauheim, as well as the outstanding 40 % of the shares in Heidelberger B eton
Zwickau GmbH & Co. KG, Zwickau, were taken over. The companies were hitherto accounted for using the
equity method in the consolidated financial statements. Furthermore, HeidelbergCement acquired two ready-
mixed concrete plants in Cologne on 15 August 2013 as part of an asset deal. In total, 14.0 million was paid in
cash for these business combinations. The fair value of the previously held equity interests in the joint ventures
amounted to 12.7 million. The revaluation of the interests resulted in a profit of 6.6 million, which was rec-
ognised in the additional ordinary income. The goodwill of 16.1 million, of which 0.4 million is deductible
for tax purposes, reflects the synergy potential arising from the business combinations. As part of the business
combinations, receivables with a gross value of 3.4 million were acquired, of which 3.2 million are expected
to be recoverable. The fair value of the receivables amounts to 3.2 million. BLG Transportbeton GmbH & Co.
KG, Wetterauer Lieferbeton GmbH & Co. KG, and Heidelberger Beton Zwickau GmbH und Co. KG were still
merged into Heidelberger Beton GmbH in the 2013 financial year.
5
Contents

4 Consolidated
On 2 April 2013, HeidelbergCement acquired the remaining 50 % of the shares in the joint venture Midland
Quarry Products Limited (MQP), Whitwick, within the scope of a business combination. The acquired company
is one of the leading suppliers of aggregates and asphalt for the construction industry and rail industry in the
United Kingdom. The purchase price amounted to 39.4 million and was paid in cash. The company was previ-
ously consolidated using the equity method. The fair value of the previously held equity interest in the company
amounted to 50.6 million as at the acquisition date. The revaluation of the interest resulted in a loss of 29.7
million, which was recognised in the additional ordinary expenses. The goodwill of 5.6 million, which is not
tax-deductible, represents synergy effects. Transaction costs of 0.6 million were recognised in the additional
ordinary expenses. As part of the business combination, receivables with a fair value of 14.0 million were
acquired. The gross value of the receivables is 14.3 million, of which 0.3 million is likely to be irrecoverable.
The following table shows the fair values of the identifiable assets and liabilities of the business combinations
as at the acquisition date.
Fair values recognised as at the acquisition date
m Germany MQP Total

Intangible assets 0.2 0.2
Trade receivables 3.2 14.0 17.2
Other assets 1.2 15.3 16.5
Total assets 19.9 116.9 136.8
Provisions 0.8 2.0 2.8
Liabilities 7.4 15.5 22.9
Deferred taxes 1.2 15.0 16.2
Total liabilities 9.4 32.5 42.0
Net assets 10.5 84.4 95.0
The acquired property, plant and equipment relates to land and buildings (32.3 million), plant and machinery
(52.6 million), other equipment (0.5 million), and assets under construction (2.1 million).
The purchase of the outstanding shares of BLG Transportbeton GmbH & Co. KG, Wetterauer Lieferbeton GmbH
& Co. KG, Heidelberger Beton Zwickau GmbH & Co. KG, and Midland Quarry Products Limited, which were
hitherto consolidated using the equity method, led to an increase in revenue and results of 104.6 million
and 5.0 million, respectively, in the 2013 financial year from the date of first-time consolidation. If the share
acquisitions had taken place on 1 January 2013, revenue in the 2013 financial year would be 28.1 million higher,
and results 0.1 million lower. The revenue and result of the two ready-mixed concrete plants in Cologne cannot
be determined separately as the units were integrated into the existing business following their acquisition.
Divestments in the previous year

HeidelbergCement did not effect any significant cash-relevant divestments in the 2013 financial year. A foreign
finance company was deconsolidated after the repayment of capital. The transaction was non-cash. The foreign
exchange related income from deconsolidation is shown in the additional ordinary income.

To our shareholders
Discontinued operations and disposal groups

Discontinued operations

On 23 December 2014, HeidelbergCement signed an agreement with an American subsidiary of Lone Star
Funds on the sale of its building products business in North America (excluding Western Canada) and the Unit-
ed Kingdom (referred to in summary as Hanson Building Products). Hanson Building Products is a leading
manufacturer of concrete pressure and sewage pipes in North America and one of the largest brick producers in
North America and the United Kingdom. By selling Hanson Building Products, HeidelbergCement is consistently
pursuing its strategy of focusing on the refinement of raw materials for its core products cement and aggregates,
as well as downstream concrete activities. The total purchase price amounts to a maximum of USD1.4 billion,
of which up to USD100 million is conditional on the success of the business in 2015 and payable in 2016. The
2
transaction was concluded on 13 March 2015.
Hanson Building Products includes the majority of the autonomous building products business line and is
therefore shown in the income statement, in the statement of cash flows, in the consolidated balance sheet,
and in the segment reporting as a discontinued operation in accordance with IFRS 5. In line with IFRS 5, the
previous years figures in the income statement and in the statement of cash flows were adjusted retrospectively.
A breakdown of the aggregated items is provided in Note 12.
Disposal groups
Based on the findings of the report by the British Competition Commission on the aggregates, ready-mixed con-
crete, and cement market in the United Kingdom, which was published on 14 January 2014, HeidelbergCement
is obliged to sell one cement plant in the 2015 financial year.
3
The agreement dated 18 December 2014 binds HeidelbergCement to sell the German lime operating line. The
sale covers the majority participation in Walhalla Kalk GmbH & Co. KG, Regensburg, as well as the participation

in Walhalla Kalk Verwaltungsgesellschaft mbH, likewise based in Regensburg. Furthermore, the Istein lime
plant and all shares in HC Kalkproduktionsgesellschaft Istein mbH, Efringen-Kirchen, will also be sold. This
has not yet been approved by the antitrust authorities. We are confident of receiving antitrust approval during
the first half of 2015.
The assets and liabilities of these companies are aggregated in the balance sheet as disposal groups in accor-
dance with IFRS 5. A breakdown of the items is provided in Note 12.
4
Notes to the segment reporting
HeidelbergCements segment reporting is based on the Groups internal division into geographical regions and
business lines. It reflects the management organisation and divides the Group into geographical regions. In
addition, a voluntary breakdown into business lines is provided.
HeidelbergCement is geographically divided into the following six Group areas:

Western and Northern Europe,
Eastern Europe-Central Asia,
North America,
Asia-Pacific,
Africa-Mediterranean Basin, and
5
Group Services.
Contents

4 Consolidated
We also report on the building products business of Hanson Building Products in discontinued operations.
The Western and Northern Europe Group area includes the Benelux countries, Denmark, the United Kingdom,
Iceland, Norway, Sweden, and the Baltic States. Germany was integrated into the Group area Western and
Northern Europe. Bosnia-Herzegovina, Georgia, Kazakhstan, Croatia, Poland, Romania, Russia, the Czech Re-
public, Slovakia, Ukraine, and Hungary are part of the Eastern Europe-Central Asia Group area. The Group area
Asia-Pacific includes Bangladesh, Brunei, China, Hong Kong, India, Indonesia, Malaysia, and Australia. The
Group area Africa-Mediterranean Basin is made up of the African countries as well as Israel, Spain, and Turkey.
North America includes the United States and Canada. Our trading activities are combined in Group Services.
HeidelbergCement is also divided into four business lines: cement, aggregates, ready-mixed concrete-asphalt,
and service-joint ventures-other. The service-joint ventures-other business line essentially covers the trading
activities and results of our joint ventures. Discontinued operations include the building products business of
Hanson Building Products.
HeidelbergCement evaluates the performance in the segments primarily on the basis of the operating income.
Group financing (including financing expenses and income) and income taxes are managed centrally by the
Group, and are therefore not allocated to segments. The IFRS used in these financial statements form the basis
for the valuation principles of the segment reporting.
Revenue with other Group areas or business lines represents the revenue between segments. In the reconcili-
ation, intra-Group relationships between the segments are eliminated.
The following table shows a breakdown of the revenue with external customers and the non-current assets of
continuing operations by country in accordance with IFRS 8.33.
Information by country Revenue with external customers Non-current assets 1)
m 2013 2014 2013 2014

United States 2,062 2,340 6,653 7,279
United Kingdom 1,102 1,286 3,185 3,038
Indonesia 1,332 1,267 613 878
Germany 963 1,018 952 928
Australia 1,013 998 1,554 1,631
Canada 704 709 369 443
Belgium 411 458 799 891
Other countries 4,541 4,539 4,456 4,270
Total 12,128 12,614 18,581 19,358
1) Intangible assets and property, plant and equipment
Revenue is allocated to countries according to the supplying companys country of origin.

To our shareholders
Notes to the income statement
1 Revenue

Revenue development by Cement Aggregates Ready-mixed Service- Intra-Group Total
Group areas and business concrete-asphalt joint ventures- eliminations
lines other
m 2013 2014 2013 2014 2013 2014 2013 2014 2013 2014 2013 2014
Western and Northern Europe 1,726 1,780 761 843 1,380 1,539 526 501 -615 -651 3,779 4,012
Eastern Europe-Central Asia 1,043 987 110 104 162 163 -72 -72 1,243 1,182
North America 1,054 1,115 1,043 1,150 794 874 236 257 -360 -346 2,766 3,049
2
Asia-Pacific 1,510 1,481 547 530 1,107 1,103 38 36 -325 -334 2,877 2,818
Africa-Mediterranean Basin 651 622 86 86 208 207 34 35 -31 -40 949 910
Group Services 36 941 1,045 -4 941 1,077
Inter-Group area revenue
within business lines -14 -64 -14 -64
Total 5,971 5,957 2,548 2,713 3,651 3,887 1,774 1,874 -1,403 -1,447 12,541 12,984
Inter-Group area revenue
between business lines -413 -370 -413 -370
Continuing operations -1,816 -1,817 12,128 12,614
2 Other operating income
3
Other operating income
m 2013 2014

Gains from sale of fixed assets 82.9 53.2
Income from sale of non-core products 60.0 59.4
Rental income 31.4 30.3
Foreign exchange gains 39.8 31.5
Reversal of provisions 21.5 21.6
Income from reduction of bad debt provision 9.7 10.8
Other income 94.7 85.7
340.1 292.5
4
In the previous year, book profits from fixed asset disposals included gains from the sale of quarries in Canada
that were depleted and no longer in operational use to the amount of 28.0 million. The foreign exchange gains
concern trade receivables and payables. Foreign exchange gains from interest-bearing receivables and liabilities
are shown in the financial result. Income from the reversal of provisions includes the reversal of provisions that
cannot be assigned by cost type.
Significant non-recurring transactions occurring in the course of ordinary business activities are shown in the
additional ordinary income and explained in Note 8.
5
Contents

4 Consolidated
3 Material costs
Material costs
m 2013 2014
Raw materials 1,887.5 1,989.7
Supplies, repair materials, and packaging 765.1 794.7
Costs of energy 1,344.2 1,312.3
Goods purchased for resale 933.8 1,025.4
Miscellaneous 184.0 197.7
5,114.7 5,319.7
Material costs amounted to 42.2 % of revenue (previous year: 42.2 %).
4 Personnel costs and employees
Personnel costs
m 2013 2014
Wages, salaries, social security costs 1,878.7 1,939.4
Costs of retirement benefits 68.5 86.4
Other personnel costs 21.3 24.1
1,968.5 2,049.9
Personnel costs equalled 16.3 % of revenue (previous year: 16.2 %). The development of expenses for retirement
benefits is explained in Note 44 Pension provisions.
Annual average number of employees
Categories of employees 2013 2014

Blue-collar employees 31,734 31,819
White-collar employees 13,575 13,959
Apprentices 288 307
45,597 46,085
Long-term bonus capital market component

As a long-term variable remuneration element, the members of the Managing Board of HeidelbergCement AG
and certain managers within the HeidelbergCement Group receive a long-term bonus made up of a management
component and a capital market component. The capital market component with a term of four years considers
the external added value as measured by total shareholder return (TSR) adjusted for the reinvested dividend
payments and for changes in capital compared with the relevant capital market indices, using performance
share units (PSU). The PSU are virtual shares used for the calculation of the capital market component.
For the capital market component, the number of PSU initially granted is determined in a first step: the number
of PSU is calculated from a set percentage of the fixed annual salary divided by the reference price of the Hei-
delbergCement share as at the time of issue. The reference price in each case is the average of the daily closing
prices (trading days) of the HeidelbergCement share in Xetra trading on the Frankfurt Stock Exchange for three
months retrospectively from the start/expiration of the performance period.

To our shareholders
After expiry of the four-year performance period, the PSU definitively earned are to be calculated in a second
step according to the attainment of the target (0200 %) and paid in cash at the reference price of the Heidel-
bergCement share valid at that time, adjusted for the reinvested dividend payments and for changes in capital.

The following table shows the key figures of the plans.
Key parameters of the long-term bonus plans
Plan 2011 Plan 2012 Plan 2013 Plan 2014

Date of issuance 1 January 2011 1 January 2012 1 January 2013 1 January 2014
Term 4 years 4 years 4 years 4 years
Reference price at issuance 41.30 30.45 41.71 56.53 2
Maximum payment amount per PSU 103.25 76.13 104.28 141.33
The reconciliation of the number of PSU from 1 January 2011 to 31 December 2014 is shown in the following table.
Number of PSUs
Plan 2011 Plan 2012 Plan 2013 Plan 2014

Granted as of 1 January 2011
Additions 151,169
Disposals -3,430
Granted as of 31 December 2011 / as of 1 January 2012 147,739
Additions 216,828 3
Disposals -954 -3,020
Granted as of 31 December 2012 / as of 1 January 2013 146,785 213,808

Additions 166,151
Disposals -6,861 -9,818 -6,990
Granted as of 31 December 2013 / as of 1 January 2014 139,924 203,990 159,161
Additions 144,273
Disposals -1,727 -5,631 -4,321 -8,746
Granted as of 31 December 2014 138,197 198,359 154,840 135,527
For accounting in accordance with IFRS 2 (Share-based Payment), the fair value of the PSU is calculated using a
recognised option price model. A large number of different development paths for the HeidelbergCement share
4
taking into account the effects of reinvested dividends and the benchmark indices are simulated (Monte Carlo
simulation). As at the reporting date, the benchmark index DAX 30 had 9,806 points (previous year: 9,552) and
the benchmark index MSCI World Construction Materials 171.6 points (previous year: 178.2). The fair value
and additional valuation parameters are shown in the tables below.
Fair value
in Plan 2011 Plan 2012 Plan 2013 Plan 2014

Fair value as of 31 December 2011 21.26
Fair value as of 31 December 2012 32.31 39.51
Fair value as of 31 December 2013 32.93 53.89 55.60
Fair value as of 31 December 2014 30.09 84.85 94.64 81.13
5
Contents

4 Consolidated
Measurement parameters 31 Dec. 2011 31 Dec. 2012 31 Dec. 2013 31 Dec. 2014
Plan Plans Plans Plans

2011 2011/12 2011/12/13 2012/13/14 2)
Expected dividend yield 8% 8% 8% 7,5 %
Share price at 31 December 32.79 45.83 55.15 58.81
Volatility of HeidelbergCement share 1) 42 % 41 % 32 % 26 %
Volatility of MSCI World Construction Materials Index 1) 33 % 31 % 23 % 17 %
Volatility of DAX 30 Index 1) 24 % 25 % 17 % 16 %
Correlation HeidelbergCement share / MSCI World Construction
Materials Index 1) 93 % 94 % 95 % 82 %
Correlation HeidelbergCement share / DAX 30 Index 1) 71 % 89 % 92 % 73 %
Correlation DAX 30 Index / MSCI World Construction
Materials Index 1) 52 % 86 % 95 % 79 %
1) Average over the last two years

2) Plan 2011 valuation based on actuals 2014 year-end.
The total expenditure for the capital market component of the long-term bonus plan for the 2014 financial year
amounted to 16.2 million (previous year: 6.3). As at the reporting date, the provisions for the capital market
component totalled 24.8 million (previous year: 9.4). The capital market component of the long-term bonus plan
20112013/14 is paid after the Annual General Meeting 2015 and the capital market component of the long-term
bonus plan 20122014/15 is paid after the Annual General Meeting 2016. The same applies to the additional
current long-term bonus plans, i.e. payment takes place in the year following the four-year performance period.
5 Other operating expenses
Other operating expenses
m 2013 2014
Selling and administrative expenses 826.6 821.6
Freight 1,320.3 1,343.6
Expenses for third party repairs and services 881.6 947.1
Rental and leasing expenses 184.7 205.4
Other taxes 40.2 39.5
Foreign exchange losses 37.6 37.2
Other expenses 45.5 52.7
3,336.5 3,447.1
The foreign exchange losses concern trade receivables and payables. Foreign exchange losses from interest-bearing
receivables and liabilities are shown in the financial result. Expenses of 100.9 million (previous year: 102.0) for
research and development are not capitalised according to the conditions stated in IAS 38 (Intangible Assets).
Significant non-recurring transactions occurring in the course of ordinary business activities are reported in the
additional ordinary expenses and explained in Note 8.

To our shareholders
6 Result from joint ventures
With its joint venture partners, HeidelbergCement operates numerous joint ventures worldwide. The following

companies make an important contribution to the operating income of the HeidelbergCement Group.
Cement Australia Holdings Pty Ltd, based in New South Wales, is a joint venture between HeidelbergCe-
ment and Holcim. Each partner holds 50 % of the capital shares in the company. Cement Australia is the
largest Australian cement manufacturer and operates two cement plants and two grinding plants in eastern
and southeastern Australia as well as in Tasmania. HeidelbergCement procures its entire Australian cement
demand from Cement Australia.
2
Akansa imento Sanayi ve Ticaret A.S., based in Istanbul, is a joint venture between HeidelbergCement and
Haci mer Sabanci Holding A.S. HeidelbergCement and Sabanci Holding each hold 39.7 % of the capital
shares in Akansa. The remaining shares are in free float. Akansa is the largest cement manufacturer in
Turkey and operates three cement plants in the north and northwest of the country as well as six grinding
facilities. It also has a dense network of ready-mixed concrete production sites and manufactures aggregates.
Texas Lehigh Cement Company LP, based in Austin, Texas, operates one cement plant in Buda, Texas, and
supplies the regional market. The joint venture partners HeidelbergCement and Eagle Materials, Inc. each
hold 50 % of the capital shares in the company.
Alliance Construction Materials Limited, located in Kowloon, is the leading manufacturer of concrete and
aggregates in Hong Kong. HeidelbergCement and our joint venture partner Cheung Kong Infrastructure
3
Holdings Limited each hold 50 % of the capital shares in the company.
The following table shows the statement of comprehensive income for these material joint ventures (100 % values):

Statement of comprehensive income for Cement Australia Akansa imento Texas Lehigh Cement Alliance Construction
material joint ventures Holdings Pty Ltd Sanayi ve Ticaret A.S. Company LP Materials Ltd
m 2013 2014 2013 2014 2013 2014 2013 2014

Revenue 692.0 654.6 491.5 506.2 161.4 193.6 146.9 185.1
Depreciation and amortisation -31.6 -31.6 -25.4 -22.8 -2.5 -1.8 -4.5 -3.2
Operating income 133.9 141.2 80.7 109.4 54.8 67.7 28.7 42.0
Additional ordinary result -10.6 -2.9 2.4
Result from participations 8.0 4.3 6.1 0.0 0.0
4
Earnings before interest and taxes (EBIT) 131.2 138.4 85.0 115.5 54.8 67.7 28.7 44.4
Interest income 0.5 0.6 0.0 0.0 0.0 0.1
Interest expenses -15.9 -16.2 -8.2 -9.4
Other financial result -0.1 0.0 0.0 -0.6 -0.1 0.0 0.0 0.0
Profit before tax 115.3 122.2 77.4 106.1 54.7 67.7 28.7 44.5
Income taxes -16.6 -15.5 -14.8 -20.1 -0.5 -0.6 -4.5 -6.1
Profit for the financial year 98.7 106.6 62.6 86.0 54.2 67.1 24.2 38.5
Other comprehensive income -93.2 18.4 -58.5 54.2 -1.2 7.5 -1.4 6.6
Total comprehensive income 5.5 125.0 4.0 140.2 53.0 74.6 22.8 45.0
5
Contents

4 Consolidated
The assets and liabilities of the material joint ventures (100 % values), the reconciliation to the total carrying
amount of the interest, and the dividends received by the joint ventures are shown in the following table:
Additional financial information for Cement Australia Akansa imento Texas Lehigh Cement Alliance Construction
material joint ventures Holdings Pty Ltd Sanayi ve Ticaret A.S. Company LP Materials Ltd
m 2013 2014 2013 2014 2013 2014 2013 2014
Intangible assets 4.9 23.6 55.9 58.7 6.4 10.5
Property, plant and equipment 428.3 452.7 227.6 253.8 17.4 20.2 4.9 6.5
Financial assets 44.1 47.5 56.2 83.4 13.7 15.5 7.4 9.3
Other non-current assets 0.6 0.9 1.0 0.0 2.9 4.4
Total non-current assets 477.3 524.4 340.7 397.0 31.1 35.8 21.6 30.6
Cash and cash equivalents 1.1 1.4 5.4 4.7 0.2 0.6 17.6 25.9
Other current assets 165.1 173.3 156.6 171.6 41.3 55.8 33.1 47.7
Total current assets 166.2 174.7 161.9 176.3 41.5 56.3 50.7 73.5
Balance sheet total 643.5 699.1 502.7 573.3 72.6 92.1 72.2 104.2
Non-current financial liabilities 216.9 218.5 10.1 17.7 0.7 0.8
Non-current provisions 13.5 7.2 6.9 8.5 1.6 3.0 1.0
Other non-current liabilities 3.2 8.0 15.3 16.8 0.6 0.8
Total non-current liabilities 233.6 233.7 32.3 42.9 1.6 3.0 2.3 1.6
Current financial liabilities 63.7 91.4 50.6 17.1
Current provisions 13.8 9.8 1.9 3.5 0.2 0.4 0.6 1.3
Trade payables 37.4 35.7 66.2 86.1 9.6 10.4 24.6 29.1
Other current liabilities 66.8 50.0 11.4 12.0 2.9 3.5 5.9 12.5
Total current liabilities 181.7 186.9 130.1 118.7 12.7 14.3 31.1 42.9
Total liabilities 415.3 420.6 162.4 161.6 14.3 17.3 33.3 44.6
Net assets 228.2 278.5 340.3 411.7 58.3 74.8 38.9 59.6
Non-controlling interests 3.5 3.8 0.1 0.1
Net assets after non-controlling interests 228.2 278.5 336.8 407.9 58.3 74.8 38.8 59.5
Group share in % 50.0 50.0 39.7 39.7 50.0 50.0 50.0 50.0
Investments in joint ventures 114.1 139.2 133.7 162.0 29.2 37.4 19.4 29.8
Goodwill 365.4 370.1 59.2 59.2 30.9 35.1 81.0 92.1
Total carrying amount of the interest 479.5 509.3 193.0 221.2 60.0 72.4 100.4 121.8
Dividends received 39.2 42.6 23.0 19.7 27.5 29.1 8.8 11.2
The Akansa share is listed on the stock exchange in Istanbul, Turkey. As at the reporting date, the fair value of
shares held by HeidelbergCement amounts to 419.6 million (previous year: 303.9).
HeidelbergCement also holds investments in individually immaterial joint ventures. The summarised financial
information for these companies is shown in the following table (HeidelbergCement shareholding).
Summarised financial information for immaterial joint ventures
m 2013 2014
Investments in immaterial joint ventures 464.9 438.0
Result from continuing operations 31.0 30.6
Net income / loss from discontinued operations -0.2 3.3
Other comprehensive income -5.1 15.0
Total comprehensive income 25.7 48.9
Unrecognised share of losses cumulated -7.5 0.0

To our shareholders
7 Amortisation and depreciation of intangible assets and property, plant and equipment
Scheduled amortisation of intangible assets and property, plant and equipment is determined on the basis of

the following Group-wide useful lives:
Useful lives
Years
Standard software 3
SAP applications 3 to 5
Buildings 20 to 40
Technical equipment and machinery 10 to 20 2
Plant and office equipment 5 to 10
IT hardware 4 to 5
Impairment is shown in the additional ordinary expenses and explained in Note 8.
8 Additional ordinary result
The additional ordinary result includes transactions which, although occurring in the course of ordinary business
activities, are not reported in operating income as they are non-recurring.
Additional ordinary result 3

m 2013 2014
Additional ordinary income

Gains from the disposal of subsidiaries and other business units 324.3 25.0
Other non-recurring income 2.4 0.5
326.7 25.5
Additional ordinary expenses
Losses from the disposal of subsidiaries and other business units -31.1 -3.1
Impairment of goodwill -115.2 -40.9
Impairment of other intangible assets and property, plant and equipment -63.0 -17.4
Restructuring expenses -45.0 -19.3
Other non-recurring expenses -59.2 -8.1
-313.5 -88.8 4
13.2 -63.3
Additional ordinary income

Gains from the disposal of subsidiaries and other business units includes income from the divestments of fully
consolidated companies, joint ventures, and associates, as well as income from the revaluation of previously held
shares in business combinations achieved in stages. In the 2014 financial year, this essentially shows income from
the divestments in India, Gabon, and Indonesia, as well as the revaluation of the step acquisitions in Belgium
and Iceland. In the previous year, the gains were primarily due to foreign exchange-related income in connec-
tion with the repayment of capital and the subsequent deconsolidation of a foreign finance company, as well as
income from the sale of the non-controlling interest in a precast concrete parts manufacturer in Saudi Arabia.
5
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4 Consolidated
Additional ordinary expenses

Losses from the disposal of subsidiaries and other business units includes expenses from the divestments of
fully consolidated companies, joint ventures, and associates, as well as expenses from the revaluation of the
previously held equity interest in business combinations achieved in stages. Expenses for the 2014 financial
year are essentially due to a divestment in Russia. The previous years figure mainly includes losses from the
revaluation of the previously held equity interest in Midlands Quarry Products Limited, United Kingdom.
Following the goodwill impairment test, impairment losses were recognised in the reporting year for the CGU
Ukraine. The impairment losses of the previous year related to the CGU United Kingdom. Detailed explanations
on the impairment test can be found in Note 32 Intangible assets.
Impairment of other intangible assets and property, plant and equipment were recognised, particularly in connec-
tion with shutdowns or closures of locations. The impairment losses related to intangible assets at 4.2 million
(previous year: 3.9) and property, plant and equipment at 13.2 million (previous year 59.1). The impairment
losses were incurred in the Group areas of Western and Northern Europe (4.0 million), Eastern Europe-Central
Asia (0.3 million), North America (4.6 million), Asia-Pacific (0.2 million), and Africa-Mediterranean Basin
(8.2 million). Impairment losses of 15.8 million were recognised on the value in use and 1.6 million on the
fair value less costs of disposal.
The restructuring expenses of 19.3 million in the financial year arose in the Group areas of Western and
Northern Europe (13.2 million), Eastern Europe-Central Asia (0.3 million), Asia-Pacific (0.6 million), and
Africa-Mediterranean Basin (5.2 million). In the previous year, restructuring expenses were primarily incurred
in the Africa-Mediterranean Basin Group area as well as in Western and Northern Europe.
Other non-recurring expenses include expenses that cannot be assigned to any other category. The main items
in the previous year were additional expenses of 36.5 million in connection with the fine imposed by the
Dsseldorf High Court in the German antitrust proceedings, which was upheld by the German Federal Court of
Justice, and for which no risk provisions were made in previous years.
9 Result from associates
The following table shows the summarised financial information concerning the associates.
Summarised financial information of associates
m 2013 2014
Investments in associates 266.1 273.7
Result from associates 23.2 26.7
Other comprehensive income from associates -1.7 0.6
Total comprehensive income from associates 21.5 27.3
Unrecognised share of losses of the period -3.0 -0.4
Unrecognised share of losses cumulated -8.4 -8.7

To our shareholders
10 Other financial result

Other financial result
m 2013 2014
Interest balance from defined benefit pension plans -35.7 -29.6
Interest effect from the valuation of other provisions 12.2 -35.7
Valuation result of financial derivatives -2.7 -37.3
Miscellaneous other financial result -23.7 -20.9
-49.9 -123.5
2
Interest rate effects arising from the valuation of other provisions are explained in Note 45. The valuation result
of derivative financial instruments essentially resulted from the interest component of the foreign currency
derivatives.
11 Income taxes
Income taxes from continuing operations
m 2013 2014
Current taxes -364.6 -330.0
Deferred taxes 152.8 265.4
-211.7 -64.5
3
Notwithstanding the taxable results, the reduction in current taxes of 34.6 million is primarily due to the
lower withholding tax expense in connection with dividend distributions as well as exchange rate effects with

regard to the Indonesian rupiah and the Ghanaian cedi. In the previous year, the increase in taxes resulted from
withholding tax, which was charged as part of the divestment of a non-controlling interest in a precast concrete
manufacturer in Saudi Arabia. Adjusted for additional tax payments and tax refunds for previous years, which
amounted to -3.4 million (previous year: 4.8), the current taxes decreased by 42.9 million.
Deferred tax income contains 96.5 million (previous year: 42.7) relating to temporary differences. This rise
is essentially due to changes in fixed assets and the associated write-back of deferred tax liabilities. Deferred
tax assets created in previous years for losses carried forward were impaired by 6.8 million (previous year:
8.4) during the reporting year. The reduction in the tax expense for deferred taxes as a result of tax losses not
4
recognised in previous years amounted to 209.0 million in the financial year (previous year: 128.9). As in the
previous year, upon recognition of deferred tax assets of 408.9 million (previous year: 153.6) in the USA, which
were not covered by deferred tax liabilities, the assessment regarding the recoverability of the losses carried
forward within the next five years was considered in accordance with the forecast income and on the basis of
the tax planning. This also applies to the initial recognition of an excess deferred tax asset by Heidelberger
Beton GmbH (6.1 million).
Tax losses carried forward and tax credits for which no deferred tax is recognised amount to 2,685.5 million
(previous year: 2,985.8). The losses carried forward both in Germany and abroad have essentially vested. In
addition, no deferred tax assets were recognised for deductible temporary differences of 1.7 million (previous
year: 76.3). Overall, unrecognised deferred tax assets amounted to 692.7 million (previous year: 834.4) in the
reporting year.
5
In the financial year, 75.2 million (previous year: -1.2) of deferred taxes, resulting primarily from the mea-
surement of pension provisions in accordance with IAS 19 and from the measurement of financial instruments
in accordance with IAS 39, were recognised directly in equity. In addition, 0.7 million (previous year: -4.9) of
Contents

4 Consolidated
current taxes, likewise resulting from the measurement of financial instruments according to IAS 39, were directly
recognised in equity. The deferred tax liabilities increased by 5.4 million (previous year: 18.5) as a result of
changes in the scope of consolidation and were recognised directly in equity.
The non-current income tax liabilities of 54.8 million (previous year: 50.0) include contingent liabilities rec-
ognised in connection with the acquisition of the Hanson Group according to IFRS 3.23.
As laid down in IAS 12, deferred taxes must be recognised on the difference between the share of equity of a
subsidiary captured in the consolidated balance sheet and the carrying amount for this subsidiary in the parent
companys tax accounts, if realisation is expected (outside basis differences). On the basis of the regulations for
the application of IAS 12.39, deferred taxes of 27.5 million (previous year: 21.1) were recognised on planned
future dividends. No deferred tax liabilities were recognised for additional outside basis differences from retained
earnings of the subsidiaries of HeidelbergCement AG amounting to 6.4 billion (previous year: 5.8), as no further
dividend payments are planned. In accordance with the regulations of IAS 12.87, the amount of unrecognised
deferred tax liabilities was not computed.
To measure deferred taxes, a combined income tax rate of 29.46 % is applied for the domestic companies.
This consists of the statutory corporation tax rate of 15.0 % plus the solidarity surcharge of 5.5 % levied on the
corporation tax to be paid, as well as an average trade tax burden of 13.64 %. For 2013, the combined income
tax rate was 29.43 %.
The calculation of the expected income tax expense at the domestic tax rate is carried out using the same com-
bined income tax rate that is used in the calculation of deferred taxes for domestic companies.
The profit before tax of the Group companies based abroad is taxed at the applicable rate in the respective
country of residence. The local income tax rates range between 0 % and 36 %, thus resulting in corresponding
tax rate differentials.
A weighted average tax rate is established by taking the tax rate differentials into account. The increase in
this rate in comparison with the previous year is primarily due to the change in the relative weighting of the
companies results. In line with the anticipated recovery in our mature markets, such as the USA, the weighted
average tax rate is expected to rise further in the future.
Tax reconciliation of continuing operations
m 2013 2014
Profit before tax 1,021.7 930.8
Impairment of goodwill -115.2 -40.9
Profit before tax and impairment of goodwill 1,136.9 971.7
Expected tax expense at national tax rate of 29.5 % (2013: 29.4 %) -334.6 -286.3
Tax rate differentials 80.3 34.7
Expected tax expense at weighted average tax rate of 25.9 % (2013: 22.4 %) -254.3 -251.6
Tax-free earnings (+) and non-deductible expenses (-) -27.5 20.0
Effects from loss carry forwards 120.4 202.2
Not recognised deferred tax assets -54.4 -46.5
Tax increase (-), reduction (+) for prior years -12.6 13.7
Changes in tax rate 20.0 0.0
Others -3.2 -2.2

To our shareholders
Deferred tax by type of temporary difference
m 2013 2014

Deferred tax assets
Fixed assets 59.4 52.0
Other assets 87.7 102.0
Provisions and liabilities 525.6 613.1
Carry forward of unused tax losses and tax credits 649.6 879.3
Gross amount 1,322.3 1,646.4
Netting -926.0 -958.0
396.3 688.4
Deferred tax liabilities 2
Fixed assets 1,229.3 1,169.9
Other assets 65.8 80.3
Provisions and liabilities 130.4 149.8
Gross amount 1,425.5 1,400.0
Netting -926.0 -958.0
499.4 442.0
12 Discontinued operations and disposal groups
The following table shows the composition of the result from discontinued operations.
3
Net income / loss from discontinued operations Discontinued operations Discontinued operations
Hanson Building Products of the Hanson Group
in previous years

m 2013 2014 2013 2014
Income 753.8 900.6 200.0
Expenses -738.3 -792.6 -37.1 -36.8
Income taxes 9.2 -19.1 -65.0 5.5
Loss on measurement before/after taxes -236.5
Net income / loss from discontinued operations 24.8 -147.6 97.9 -31.3
The results from the discontinued operation Hanson Building Products includes income and expenses as well
4
as income taxes, arising from the bricks, pressure and gravity pipes, and precast concrete business. In addi-
tion to accrued disposal cost and other costs, the loss on measurement contains the impairment loss from the
adjustment of the carrying amount to fair value. To determine the fair value, the agreed earn-out clause in the
purchase contract was measured using probability forecasts. Additional information on the discontinued oper-
ation is provided on page 201.
The income and expenses incurred in connection with operations of the Hanson Group discontinued in previous
years result essentially from provisions for damages and environmental obligations. Further details on these
obligations are provided in Note 45 Other provisions. The income of the previous year resulted principally from
the set-up of receivables against primary insurers based on a court ruling. Expenses from discontinued operations
relate primarily to the adjustment of provisions for damages and environmental obligations.
5
The following overview shows the main groups of assets and liabilities of the discontinued operation Hanson
Building Products as well as the disposal groups described on page 201.
Contents

4 Consolidated
Assets and liabilities classified as held for sale
Discontinued Disposal Total

operations groups
Hanson Building
m Products
Intangible assets 335.1 0.0 335.1
Other non-current assets 66.9 0.0 66.9
Cash and cash equivalents 0.0 0.0
Other current assets 137.3 2.5 139.8
Assets classified as held for sale 1,314.1 65.6 1,379.7
Pension provisions 5.0 5.0
Other non-current provisions 16.1 5.5 21.7
Non-current liabilities 24.3 2.2 26.5
Current provisions 6.1 0.5 6.6
Current liabilities 152.9 9.3 162.2
Liabilities classified as held for sale 199.4 22.6 222.0
Net assets 1,114.7 43.0 1,157.7
Other comprehensive income includes cumulative income from currency translation of 25.8 million in connec-
tion with the discontinued operation Hanson Building Products.
13 Proposed dividend
The Managing Board and Supervisory Board propose the following dividend: 0.75 per share. Based on
187,916,477 no-par value shares entitled to participate in dividends for the 2014 financial year, the amount for
dividend payment comes to 140,937,357.75.
14 Earnings per share
Earnings per share
m 2013 2014
Non-controlling interests 196.7 201.7
Group share of profit 736.0 485.7
Number of shares in '000s (weighted average) 187,500 187,867
Earnings per share in 3.93 2.59
Net income from continuing operations attributable to the parent entity 613.3 664.6
Earnings per share in continuing operations 3.27 3.54
Net income / loss from discontinued operations attributable to the parent entity 122.7 -178.9
Earnings / loss per share in discontinued operations 0.65 -0.95
The basic earnings per share are calculated in accordance with IAS 33 (Earnings per Share) by dividing the Group
share in profit for the financial year by the weighted average of the number of issued shares. The diluted earn-
ings per share indicator takes into account not only currently issued shares but also shares potentially available
through option rights. The earnings per share were not diluted in the reporting period according to IAS 33.30.

To our shareholders
Notes to the statement of cash flows
The consolidated statement of cash flows shows how the Groups cash and cash equivalents changed through

inflows and outflows during the reporting year. In accordance with IAS 7 (Statement of Cash Flows), a distinc-
tion is made between cash flows from operating, investing, and financing activities. The changes in the relevant
balance sheet items cannot be directly derived from the consolidated balance sheet, as they are adjusted for
non-cash transactions, such as effects arising from currency translation and changes in the consolidation scope.
The cash flow is calculated as net income from continuing operations adjusted for income taxes, net interest,
depreciation, amortisation, impairment losses, and other non-cash items. Cash flows from dividends received
from non-consolidated companies, from interest received and paid, and from taxes paid are also recognised.
2
Changes in working capital and utilisation of provisions are taken into account when determining the cash flow
from operating activities.
Cash flows from the acquisition or sale of intangible assets as well as property, plant and equipment and finan-
cial assets are recognised in the cash flow from investing activities. If these relate to the acquisition or disposal
of subsidiaries or other business units (gain or loss of control), the effects on the statement of cash flows are
shown in separate items.
The cash outflow from financing activities mainly results from changes in capital and dividend payments as
well as proceeds from and repayments of bonds and loans. In addition, cash flows from changes in ownership
interests in subsidiaries that do not result in a loss of control are classified as financing activities.
3
The cash flows from foreign Group companies shown in the statement are generally translated into euro using
the average annual exchange rates. In contrast, cash and cash equivalents are translated using the exchange
rate at year end, as in the consolidated balance sheet. The effects of exchange rate changes on cash and cash

equivalents are shown separately.
The significant individual items in the statement of cash flows are explained below.
15 Dividends received
The cash inflow from dividends received relate with 144.7 million (previous year: 154.6) to joint ventures, with
8.9 million (previous year: 6.2) to associates and with 3.5 million (previous year: 2.0) to other equity investments.
4
16 Interest received / Interest paid
The cash inflow from interest received rose by 87.8 million to 192.6 million (previous year: 104.8). This in-
crease is particularly due to special items arising from the settlement of interest rate swaps. At 633.5 million
(previous year: 620.6), interest payments registered a slight increase compared with the previous year.
17 Income taxes paid
This item includes payments relating to income taxes amounting to 315.0 million (previous year: 386.5).
5
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4 Consolidated
18 Elimination of other non-cash items
The other non-cash items include non-cash expenses and income, such as additions to and releases of provi-
sions, results from participations accounted for using the equity method, non-cash effects from foreign currency
translation as well as impairment losses and reversals of impairment losses of current assets Furthermore, the
results were adjusted for the book profits and losses from fixed asset disposals. The total amount earned from
these fixed asset disposals is shown under divestments in investing activities. The increase in non-cash items
is essentially due to non-cash foreign currency effects as well as the non-cash profit recorded in the previous
year from the disposal of a foreign finance company.
19 Changes in operating assets
Operating assets consist of inventories, trade receivables, and other assets used in operating activities.
20 Changes in operating liabilities
Operating liabilities include trade payables and other liabilities from operating activities.
21 Decrease in provisions through cash payments
This item includes the cash outflow of pension provisions and other provisions. The previous years figure in-
cludes the payment of 161.4 million for the legally confirmed penalty notice by the Federal Supreme Court in
the second quarter of 2013 for antitrust violations in the years 1990 to 2002.
22 Cash flow from discontinued operations
The cash flow from discontinued operations primarily includes cash flows from the discontinued operation
Hanson Building Products.
23 Investments (cash outflow)
The payments for investments differ from additions in the fixed-asset movement schedule, which shows, for in-
stance, non-cash items as additions, e.g. additions in connection with barter transactions or contributions in kind.
Of the total cash flow investments of 1,124.6 million (previous year: 1,240.1), 489.3 million (previous year:
436.0) related to investments to sustain and optimise capacity and 635.3 million (previous year: 804.1) to
capacity expansions.
Investments in intangible assets and property, plant and equipment amounted to 941.2 million (previous year:
860.9) and concerned maintenance, optimisation, and environmental protection measures at our production
sites, as well as expansion projects in growth markets.
Payments for the acquisition of subsidiaries and other business units amounted to 148.6 million (previous year:
72.6). Further details of the acquisitions can be found on page 196 f. Cash and cash equivalents amounting to
24.2 million were acquired in connection with the investments in subsidiaries and other business units.

To our shareholders
The investments in financial assets, associates, and joint ventures totalled 34.8 million (previous year: 306.7).
The decrease is mainly due to the acquisition of an additional 25 % in the shares of the Australian cement
manufacturer Cement Australia in the previous year.

24 Divestments (cash inflow)
The cash inflow from the disposal of subsidiaries and other business units amounted to 23.3 million (previous
year: 2.3). Detailed explanations on the divestments are provided on page 198 f.
Proceeds from the disposal of other fixed assets amounting to 120.5 million (previous year: 195.5) include
proceeds from the disposal of intangible assets and property, plant and equipment totalling 88.5 million (pre-
2
vious year: 114.1). Payments received from the disposal of financial assets amounted to 32.0 million (previous
year: 81.4). The decline is mainly attributable to the disposal proceeds generated in the previous year from the
sale of a non-controlling interest in a precast concrete manufacturer in Saudi Arabia.
25 Cash from changes in consolidation scope
This line shows the change in cash and cash equivalents in connection with a gain or loss of control over sub-
sidiaries and other business units and with other changes in the consolidation scope.
26 Dividend payments to non-controlling shareholders
This item shows dividends paid to non-controlling shareholders during the financial year.
3
27 Increase in ownership interests in subsidiaries

This item shows cash flows from the increase of ownership interests in subsidiaries. The previous years fig-
ures essentially comprise the increase in the investment in the Russian cement company CJSC Construction
Materials from 51 % to 100 %.
28 Proceeds from bond issuance and loans
This item primarily includes the issue of two new bonds payable. The issue proceeds were used to refinance
existing bank debts and the Eurobond maturing in October (1 billion). The 2014 debut issue was launched
on 12 March: a 500 million bond with a five-year term and a maturity date on 12 March 2019. The second
4
bond issue followed on 12 August with an issue volume of USD75 million and a term of less than a year until
12December 2014. In addition, a new syndicated credit line to the amount of 3 billion and a term ending at
the beginning of 2019 was concluded on 25 February.
In the previous year, this item included the proceeds from the syndicated facility agreement of 3 billion. Fur-
thermore, three new bonds were issued in 2013. The first bond issue was launched on 17 May with a short-term
bond of 75 million ending on 17 October 2013. The second issue followed on 24 October with an issue volume
of 300 million and a seven-year term until 21 October 2020. The last issue took place on 12 December with an
eight-year term until 21 October 2021 and an issue volume of 500 million.
5
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4 Consolidated
29 Repayment of bonds and loans
This item includes the scheduled repayments of interest-bearing liabilities. Primarily, the 1 billion bond was
repaid on schedule in October, as were various drawings under the EMTN programme and debt certificates. In
addition, a new syndicated credit line to the amount of 3 billion and a term ending at the beginning of 2019
was concluded on 25 February.
During the previous year, the USD750 million bond was repaid on schedule in March, as were various drawings
under the EMTN programme and debt certificates. On 22 February 2013, HeidelbergCement invoked its right
to terminate the debt certificate issued on 20 December 2011 and repaid at par the tranche of 115.5 million
with floating interest rates and an original term ending on 31 October 2016 ahead of schedule on 30 April 2013.
30 Changes in short-term interest-bearing liabilities
This line shows the balance from proceeds and payments for items with a high turnover rate, large amounts,
and short terms from financing activities.
31 Cash and cash equivalents
Cash and cash equivalents with a remaining term of less than three months are included. Of this item, 8.7
million (previous year: 17.9) is not available for use by HeidelbergCement. This relates to short-term cash de-
posits at banks that were placed as security for various business transactions such as outstanding recultivation
payments or in connection with energy trading.

To our shareholders
Notes to the balance sheet Assets
32 Intangible assets

Intangible assets
Goodwill Other intangible Total

m assets
Cost
1 January 2013 11,277.2 591.3 11,868.4
Currency translation -532.2 -25.1 -557.3
Change in consolidation scope 27.7 0.3 28.0 2
Additions 19.6 19.6
Disposals -0.8 -63.6 -64.4
Reclassifications -1.2 17.7 16.5
Reclassifications to current assets -4.3 -13.5 -17.8
31 December 2013 10,766.4 526.7 11,293.1
Amortisation and impairment
1 January 2013 1,277.5 321.3 1,598.8
Currency translation -30.9 -10.8 -41.7
Change in consolidation scope -0.1 0.3 0.2
Additions 28.6 28.6
Impairment 115.2 5.9 121.1
Disposals -57.7 -57.7 3
Reclassifications to current assets -4.4 -4.4
31 December 2013 1,361.7 283.2 1,644.9

Carrying amount at 31 December 2013 9,404.7 243.4 9,648.1
Cost
1 January 2014 10,766.4 526.7 11,293.1
Currency translation 686.7 20.5 707.1
Change in consolidation scope 86.4 14.6 101.0
Additions 19.4 19.4
Disposals -3.6 -3.6
Reclassifications 27.6 27.6
Reclassifications to current assets -474.1 -30.2 -504.3
4
31 December 2014 11,065.4 574.9 11,640.3
Amortisation and impairment
1 January 2014 1,361.7 283.2 1,644.9
Currency translation 58.8 16.4 75.2
Change in consolidation scope -0.6 -0.5 -1.1
Additions 26.9 26.9

Impairment 40.9 4.2 45.1
Disposals -2.1 -2.1
Reclassifications 1.8 1.8
Reclassifications to current assets -14.9 -14.9
31 December 2014 1,460.8 315.0 1,775.8
Carrying amount at 31 December 2014 9,604.6 259.9 9,864.5
5
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4 Consolidated
Goodwill
Larger individual items of goodwill are connected with the acquisition of the Hanson Group, London, United
Kingdom; S.A. Cimenteries CBR, Brussels, Belgium; Lehigh Hanson, Inc., Wilmington, USA; HeidelbergCement
Northern Europe AB, Stockholm, Sweden; and ENCI N.V., s-Hertogenbosch, Netherlands. Goodwill comprises
acquired market shares and synergy effects that cannot be assigned to any other determinable and separable
intangible asset.
Goodwill impairment tests are carried out annually in accordance with IAS 36 (Impairment of Assets). The re-
coverable amount was determined based on value in use, taking into account the following parameters.
Cash flow estimates extend over a five-year planning period, after which a terminal value is applied. A three-
year detailed bottom-up operational plan approved by management forms the basis for these estimates. This is
complemented by a top-down plan for an additional two years, which incorporates medium-term expectations
of the management based on estimates of market volume, market shares, as well as cost and price development.
As a general rule, the top-down plan is derived by applying growth rates to the detailed three-year operational
plan. A detailed plan is created for all CGUs operating in unstable markets. This applies especially to those
markets in which demand for building materials and building products has decreased substantially due to the
financial and economic crisis as well as political unrest. It is generally assumed that demand in these markets
will recover. As the recovery in Europe, particularly for the CGU United Kingdom, is expected to be slow as a
result of the sovereign debt crisis, the planned levels of demand in some CGUs at the end of the planning peri-
od are significantly below the pre-crisis levels. This also applies to the CGU North America. Also for the other
CGUs a sustainable increase in demand is assumed, which is moderate for the CGU Australia, that has remained
largely unaffected by the financial and debt crisis. The sales volumes derived thereof are generally based on the
assumption of constant market shares.
Variable costs are assumed to evolve in line with the projected development of sales volumes and prices. As a
rule, it is expected that the contribution margin in percent of revenue remains on a stable level. With increasing
sales volumes, this leads partially to a significant improvement in the operating margin. Furthermore, it was
assumed that the savings achieved through cost reduction programmes (CLIMB Ops and LEO), as well as
the initiatives to increase prices (PERFORM and CLIMB Commercial), would have a positive influence on
the operating margins.
The projections for the estimated growth rates of the terminal value are based on country-specific long-term
inflation rates.
The WACC rates for the Group were calculated using a two-phase approach, whereby a phase one WACC rate
was used to discount the cash flows for the first five years and a phase two WACC discount rate was applied for
the determination of the terminal value. The difference between the two WACC rates merely results from the
downward adjustment for the perpetual growth rate in phase two. The credit spread was derived from the rating
of the homogenous peer group. The peer group is subjected to an annual review and adjusted, if necessary.
The following key assumptions were applied in the determination of the recoverable amount based on the value
in use for the CGU.

To our shareholders
Assumptions made in the calculation of impairment of goodwill

Group area / CGU 1) Carrying amount of goodwill Weighted average cost of Perpetual growth rate

in m capital after taxes 2)
31 Dec. 2013 31 Dec. 2014 31 Dec. 2013 31 Dec. 2014 31 Dec. 2013 31 Dec. 2014
Western and Northern
Europe 3,155.3 3,034.2 6.5 % - 9.1 % 5.6 % - 7.8 % 1.6 % - 2.0 % 1.7 % - 2.2 %
United Kingdom 1,956.2 1,787.6 7.7 % 6.9 % 2.0 % 2.1 %
Eastern Europe-Central Asia 580.1 517.7 7.4 % - 15.3 % 6.1 % - 21.8 % 1.8 % - 4.0 % 2.0 % - 5.5 %
Kazakhstan 95.4 91.8 11.6 % 11.6 % 4.0 % 5.5 %
Russia 31.5 25.7 12.7 % 17.8 % 1.8 % 3.5 %
Ukraine 50.5 0.0 15.3 % 21.8 % 3.3 % 5.5 %
2
North America 4,132.2 4,455.9 8.0 % 7.3 % 2.0 % 2.1 %
Asia-Pacific 1,313.8 1,376.1 6.6 % - 14.7 % 4.7 % - 12.9 % 1.6 % - 5.7 % 0.8 % - 6.2 %
Australia 991.5 1,031.9 8.7 % 7.9 % 2.4 % 2.5 %
Africa-Mediterranean Basin 186.8 186.6 8.4 % - 17.2 % 7.4 % - 15.8 % 1.8 % - 7.2 % 2.1 % - 5.5 %
DR Congo 33.0 37.5 13.4 % 13.6 % 7.2 % 5.0 %
Group Services 36.5 34.2 6.5 % 5.6 % 1.6 % 1.9 %
Total 9,404.7 9,604.6
1) CGU = Cash-generating unit

2) S
tated figure is the phase one WACC, before adjustment for growth. The second phase WACC, used to calculate the terminal value, is equal to the phase one
WACC after adjustment for growth.
As a result of the impairment testing procedures performed, the Group recognised a total impairment of
3
goodwill of 40.9 million. This impairment relates to the CGU Ukraine, where the carrying amount calculated
with the value-in-use method, as described above, exceeded the recoverable amount of 117.5 million. The
impairment mainly resulted from a significant increase in the discount rate.

In the previous year, impairment of goodwill in the United Kingdom totalled 115.2 million, because the
carrying amount exceeded the recoverable amount of 3,500 million.
For the CGUs Kazakhstan, Russia, DR Congo, and the United Kingdom, marginal changes in the sustainable
growth rate or in the operational planning as the basis for cash flow estimates or the weighted average cost
of capital could cause the carrying amount to exceed the recoverable amount. Management does not rule out
such a development. With a reduction of the growth rate by 0.2 percentage points for the CGU Kazakhstan,
0.4 percentage points for the CGU DR Congo, 0.5 percentage points for the CGU United Kingdom and by 1.0
4
percentage points for the CGU Russia, the recoverable amount corresponds to the respective carrying amount.
A decline by around one percent in the planned results (EBIT) for each year of planning as well as in the ter-
minal value results in the carrying amount and the recoverable amount being equal in the CGU Kazakhstan;
this figure is two percent in the CGU DR Congo, and with a decline of around three percent, the recoverable
amount corresponds to the carrying amount in the CGU Russia. With an increase in the weighted average cost
of capital of around 0.1 percentage points for the CGU Kazakhstan, 0.2 percentage points for the CGU Congo,
and 0.3 percentage points for the CGUs Russia and United Kingdom, the recoverable amount corresponds to
the respective carrying amount
Without the aforementioned changes, the recoverable amount exceeds the carrying amount of the CGU
Kazakhstan by 3.2 million, of the CGU Russia by 8.0 million, of the CGU Congo by 2.8 million, and of the
CGU United Kingdom by 174.3 million on the reporting date.
5
With a reduction of 1.0 percentage points in the growth rate, a WACC increase of up to 0.5 percentage points,
or a decline of 5.0% in the planned result (EBIT) for each year of planning as well as in the terminal value,
the recoverable amount for all other CGU continues to lie above the carrying amount.
Contents

4 Consolidated
Other intangible assets

Quarrying rights, concessions, and software, as well as emission rights acquired through emissions trading, are
shown under other intangible assets.
Development costs of 2.3 million (previous year: 1.9) were capitalised as intangible assets in the financial year.
The carrying amount of intangible assets pledged as security amounts to 43.2 million (previous year: 35.5).

To our shareholders
33 Property, plant and equipment

Property, plant and equipment
Land and Plant and Other Prepayments Total

buildings machinery operating and assets
equipment under
m construction
Cost
1 January 2013 7,321.8 10,090.4 972.8 817.5 19,202.3
Currency translation -403.7 -588.0 -52.5 -85.0 -1,129.3
Change in consolidation scope 57.9 83.1 4.4 5.4 150.8
Additions 46.0 75.7 24.4 731.7 877.8 2
Disposals -77.9 -183.8 -58.4 -5.1 -325.2
Reclassifications 138.4 463.0 32.3 -650.2 -16.5
Reclassifications to current assets -1.7 -13.1 -0.5 -0.4 -15.7
31 December 2013 7,080.8 9,927.3 922.4 813.9 18,744.3
Depreciation and impairment
1 January 2013 2,336.6 6,141.0 657.6 9,135.2
Currency translation -103.0 -316.0 -30.4 -449.4
Change in consolidation scope 15.5 32.4 3.5 51.4
Additions 164.3 496.8 58.9 720.0
Impairment 23.0 44.2 2.2 1.6 71.0
Reversal of impairment -0.1 -0.1
Disposals -51.6 -162.6 -54.8 -269.1 3
Reclassifications 11.2 -13.0 1.8 0.0
Reclassifications to current assets -0.3 -7.6 -0.3 -8.2

31 December 2013 2,395.6 6,215.2 638.3 1.6 9,250.8
Carrying amount at 31 December 2013 4,685.1 3,712.1 284.1 812.3 9,493.6
Cost
1 January 2014 7,080.8 9,927.3 922.4 813.9 18,744.3
Currency translation 301.0 278.5 4.4 18.4 602.2
Change in consolidation scope 34.2 -16.7 2.3 -9.3 10.6
Additions 88.7 115.2 25.1 711.4 940.4
Disposals -80.2 -173.5 -55.8 -0.1 -309.5
Reclassifications 195.7 419.2 35.9 -678.4 -27.6 4
Reclassifications to current assets -404.9 -577.7 -11.0 -7.6 -1,001.2
31 December 2014 7,215.4 9,972.2 923.3 848.3 18,959.1
Depreciation and impairment
1 January 2014 2,395.6 6,215.2 638.3 1.6 9,250.8
Currency translation 54.9 177.8 10.4 243.1
Change in consolidation scope -15.8 -45.8 -4.8 -1.6 -68.0

Additions 152.4 455.7 57.9 666.0
Impairment 5.9 7.0 0.3 13.2
Reversal of impairment 0.0 -0.5 -0.5
Disposals -41.5 -159.4 -53.5 -254.3
Reclassifications -0.7 -0.6 -0.5 -1.8
Reclassifications to current assets -100.8 -272.4 -9.3 -382.5 5
31 December 2014 2,450.1 6,376.9 638.9 9,466.0
Carrying amount at 31 December 2014 4,765.3 3,595.3 284.3 848.3 9,493.2
Contents

4 Consolidated
Property, plant and equipment includes 21.6 million (previous year: 16.3) of capitalised lease assets, of which
18.2 million (previous year: 16.3) relates to plant and machinery and 3.3 million (previous year: 0.0) to plant
and office equipment.
The carrying amount of property, plant and equipment pledged as security amounts to 10.8 million (previous
year: 1.7).
Borrowing costs of 2.3 million (previous year: 5.3) were recognised. The average capitalisation rate applied
was 4 % (previous year: 8 %).
In the reporting year, impairment losses of 13.2 million were recognised; these are shown in the additional
ordinary result and explained in Note 8.
34 Financial investments
This item includes investments in equity instruments acquired on the basis of long-term investment planning.
They are classified in accordance with IAS 39 as financial investments available for sale at cost.
35 Non-current receivables and derivative financial instruments
The following table shows the composition of the non-current receivables and derivative financial instruments.
Non-current receivables and derivative financial instruments
m 2013 2014
Loans 119.5 97.6
Derivative financial instruments 35.5 31.7
Other non-current operating receivables 307.4 312.4
Other non-current non-financial receivables 208.0 303.9
670.4 745.6
The non-current derivative financial instruments essentially relate to cross-currency interest rate swaps. Because
of the separation into short-term and long-term components, the fair values were shown on both the assets
side as well as the equity and liabilities side. Additional information on the derivative financial instruments is
provided on page 245 f. Other non-current operating receivables include claims for reimbursement against in-
surance companies for environmental and third-party liability damages amounting to 276.4 million (previous
year: 260.1). The other non-current non-financial receivables primarily include overfunding of pension funds
as well as prepaid expenses.
The following table shows the due term structure of the non-current financial receivables.
Due terms of non-current financial receivables Loans Other non-current Total

operating receivables
m 2013 2014 2013 2014 2013 2014

Not impaired, not overdue 119.3 97.6 307.3 312.3 426.6 409.9
Not impaired, overdue 1 60 days 0.2 0.1 0.1 0.3 0.1
Not impaired, overdue 61 360 days
Not impaired, overdue > 360 days
Impaired
119.5 97.6 307.4 312.4 426.9 410.0

To our shareholders
As at the reporting date, there are no indications that the debtors of the receivables shown as not impaired
and not overdue will not meet their payment obligations.

36 Inventories
In the reporting year, impairments of inventories of 15.0 million (previous year: 22.9) and reversals of impair-
ment losses of 9.8 million (previous year: 3.8) were recognised.
37 Receivables and other assets
The following overview shows the composition of the other current operating receivables.
2
Other current operating receivables
m 2013 2014
Miscellaneous current operating receivables 242.7 248.1
Non-financial other assets 102.9 105.8
345.6 353.9
The miscellaneous current operating receivables include claims for damages as well as claims for reimbursement
against insurance companies for environmental and third-party liability damages amounting to 73.1 million
(previous year: 64.0). The carrying amount for the reserve account covering credit losses of pre-financed re-
ceivables amounts to 15.4 million (previous year: 14.1) and substantially represents the maximum exposure to
3
loss from the continuing involvement to the amount of 18.4 million (previous year: 15.6). Non-financial other
assets essentially include prepaid expenses.

The following table shows the due term structure of the current financial receivables.
Due terms of current financial receivables Current Trade Miscellaneous Total

interest-bearing receivables current operating
receivables receivables
m 2013 2014 2013 2014 2013 2014 2013 2014

Not impaired, not overdue 120.9 114.1 742.7 714.3 232.8 244.1 1,096.4 1,072.5
Not impaired, overdue 1 60 days 291.1 267.6 6.7 2.8 297.8 270.4
Not impaired, overdue 61 360 days 40.5 52.3 0.5 1.0 41.0 53.3
Not impaired, overdue > 360 days 0.1 14.4 11.0 2.6 0.1 17.0 11.2 4
Impaired 1.1 11.9 12.1 0.1 0.1 12.0 13.3

120.9 115.3 1,100.6 1,057.2 242.7 248.1 1,464.2 1,420.6
As at the reporting date, there are no indications that the debtors of the receivables shown as not impaired and
not overdue will not meet their payment obligations.
5
Contents

4 Consolidated
The valuation allowances on trade receivables have developed as follows:
Valuation allowances on trade receivables
m 2013 2014
Valuation allowances at 1 January 84.1 73.7
Additions 29.5 21.7
Reversal and use -36.5 -24.8
Currency translation and other adjustments -3.4 -1.4
Valuation allowances at 31 December 73.7 69.2
The valuation allowances are essentially based on historical default probabilities and due terms. They primarily
relate to collective specific valuation allowances.
38 Derivative financial instruments
The current derivatives with positive fair values essentially include foreign exchange swaps of 34.0 million
(previous year: 15.6) and interest rate swaps of 2.9 million (previous year: 10.9). Additional information on the
derivative financial instruments is provided on page 245 f.
Notes to the balance sheet Equity and liabilities
39 Subscribed share capital
As at the reporting date of 31 December 2014, the subscribed share capital amounts to 563,749,431. It is
divided into 187,916,477 shares; the shares are no-par value bearer shares. The pro rata amount of each share
is 3.00, which corresponds to a proportionate amount of the subscribed share capital.
The following table shows the change in subscribed share capital since 1 January 2014:
Subscribed share capital
Number of Subscribed
shares share capital
in
1 January 2014 187,500,000 562,500,000
Capital increase against contributions in kind 416,477 1,249,431
31 December 2014 187,916,477 563,749,431
Authorised Capital
As at 31 December 2014, there were two authorised capitals: namely, authorisation of the Managing Board and
Supervisory Board to increase the capital by issuing new shares in return for cash contributions (Authorised
Capital I), and authorisation of the Managing Board and Supervisory Board to increase the capital by issuing
new shares in return for contributions in kind (Authorised Capital II). The authorised capitals are summarised
below; the complete text of the authorisations can be found in the Articles of Association, which are published
on our website www.heidelbergcement.com under Company/Corporate Governance/Articles of Association.
Authorised Capital I
The Annual General Meeting held on 6 May 2010 authorised the Managing Board, with the consent of the
Supervisory Board, to increase the Companys subscribed share capital by a total amount of up to 225,000,000

To our shareholders
by issuing up to 75,000,000 new no-par value bearer shares in total in return for cash contributions on one or
more occasions until 5 May 2015 (Authorised Capital I). The shareholders must be granted subscription rights.
However, the Managing Board is authorised, in certain cases described in more detail in the authorisation, to

exclude the subscription rights of shareholders in order to realise residual amounts or to issue shares totalling
up to 10 % of the subscribed share capital at a near-market price. As at 31 December 2014, the authorisation to
issue new shares in return for cash contributions forming the basis of the Authorised Capital I had not been used.
Authorised Capital II
Furthermore, the Annual General Meeting of 6 May 2010 authorised the Managing Board, with the consent of the
Supervisory Board, to increase the Companys subscribed share capital by a total amount of up to 56,100,000
by issuing up to 18,700,000 new no-par value bearer shares in total against contributions in kind on one or more
2
occasions until 5 May 2015 (Authorised Capital II). The subscription right of shareholders is generally excluded
in the case of capital increases in return for contributions in kind. The authorisation governs, in particular, the
possibility of excluding the subscription right insofar as the capital increase in return for contributions in kind is
performed for the purposes of acquisition of companies or to service option or conversion rights. In exercising
this authorisation, the subscribed share capital was increased by 1,249,431 to 563,749,431 by resolution of
the Managing Board of 5 February 2014 and with the consent of the Supervisory Board of 6 February 2014.
The issuance of 416,477 new shares was a result of the increase of the participation from 30 % to 100 % in
the logistics company Kerpen & Kerpen GmbH & Co. KG, excluding the subscription rights of shareholders.
The implementation of the capital increase was recorded in the commercial register on 13 February 2014. The
Authorised Capital II decreased to 54,850,569 due to the exercise of the authorisation.
Conditional Share Capital

3
The conditional share capital described below existed as at 31 December 2014. The Annual General Meeting
of 8 May 2013 decided to conditionally increase the subscribed share capital by a further amount of up to
168,000,000, divided into up to 56,000,000 new no-par value bearer shares (conditional share capital 2013).

The conditional capital increase serves to back the issuance of option or conversion rights, or option or conver-
sion obligations, on HeidelbergCement shares. The conditional capital increase is only carried out insofar as the
Managing Board issues warrant or convertible bonds under the authorisation until 7 May 2018 and the bearers
of option or conversion rights make use of their rights. Warrant or convertible bonds may also be issued with
option or conversion obligations. The shareholders generally have a subscription right to newly issued warrant
or convertible bonds. The authorisation governs specific cases in which the Managing Board may exclude the
subscription right of shareholders to warrant or convertible bonds. The complete text of the conditional share
capital can also be found in the Articles of Association, which are published on our website (www.heidelberg-
cement.com under Company/Corporate Governance/Articles of Association). As at 31 December 2014, the
4
authorisation to issue warrant or convertible bonds forming the basis of the conditional share capital 2013 had
not been used.
A corresponding volume limit as well as the deduction clauses ensure that the sum of all exclusions of sub-
scription rights in the two existing Authorised Capitals and the Conditional Share Capital 2013 will not exceed
a limit of 20 % of the subscribed share capital existing at the time the authorisation to exclude the subscription
right comes into force.
As at the reporting date of 31 December 2014, the Company has no treasury shares and there is no authorisation
to acquire treasury shares.
40 Share premium
5
The share premium of 5,539.4 million is unchanged from the previous year. It was essentially created from
the premium from capital increases.
Contents

4 Consolidated
41 Retained earnings
The following table shows the changes in ownership interests in subsidiaries that do not lead to a change in control.
Changes in ownership interests in subsidiaries
Change in share 1) Acquisition costs Change in Change in

m revenue reserves minorities
Cimbenin S.A., Benin 30.0 % 8.9 -4.6 -4.2
LLC Kartuli Cementi, Georgia 18.0 % 5.7 -7.5 1.9
Cimburkina S.A., Burkina Faso 25.0 % 2.0 0.8 -2.8
Other 1.6 -1.0 -0.6
Total 18.2 -12.4 -5.8
1) Direct share
The capital increase from loan conversion of 22.3 million is due to the conversion of a purchase price liability
from the acquisition of the remaining 70 % of the shares in Kerpen & Kerpen GmbH & Co. KG, Ochtendung.
In the financial year, dividends of 112.5 million (0.60 per share) were paid to shareholders of Heidelberg-
Cement AG.
42 Other components of equity
The increase of 1,274.8 million in the currency translation reserve is essentially attributable to the devaluation
of the euro against the US dollar, British pound, and Indonesian rupiah
43 Non-controlling interests
The change in non-controlling interests due to the change in scope of consolidation of 19.3 million resulted
mainly from the deconsolidation of Cimgabon S.A., as well as the first-time consolidation of the Icelandic sub-
sidiaries and Cindercrete Products Ltd. The change in non-controlling interests due to the change in ownership
interests in subsidiaries of -5.8 million is explained in Note 41 Retained earnings.
Subsidiaries with material non-controlling interests

PT Indocement Tunggal Prakasa Tbk. (Indocement), Jakarta, Indonesia, is the main subsidiary with non-con-
trolling interests in the HeidelbergCement Group. Indocement is a leading Indonesian manufacturer of high-quality
cement and special cement products that are sold under the brand name Tiga Roda. Indocement has several
subsidiaries that produce ready-mixed concrete, aggregates, and trass. Non-controlling interests hold 49 %
of the capital or voting rights in the Indocement Group, which is included in the Asia-Pacific Group area. The
Indocement share is listed on the stock exchange in Jakarta, Indonesia.
Non-controlling interests in the equity of Indocement amount to 819.0 million (previous year: 683.5). The share
of non-controlling interests in profit for the financial year totals 165.7 million (previous year: 175.9). In the 2014
financial year, Indocement paid dividends of 127.9 million (previous year: 68.9) to non-controlling interests.
The following tables summarise the key financial information of the Indocement Group excluding goodwill
allocated to the CGU.

To our shareholders
Statement of total comprehensive income Indocement Group
m 2013 2014

Revenue 1,332.0 1,266.6
Depreciation and amortisation -57.2 -52.3
Operating income 435.0 384.5
Additional ordinary result 1.1
Result from participations 1.3 1.6
Earnings before interest and taxes (EBIT) 436.3 387.1
Interest income 50.3 64.3
Interest expenses -1.2 -0.9
Other financial income and expenses -2.7 -2.2 2
Profit before tax 482.8 448.2
Other comprehensive income -373.9 202.9
Total comprehensive income -14.9 540.8
Assets and liabilities Indocement Group
m 2013 2014
Intangible assets 1.1 1.1
Property, plant and equipment 611.8 876.8
Financial assets 3.4 7.2 3
Other non-current assets 5.4 9.5
Non-current assets 621.7 894.6

Cash and cash equivalents 751.7 747.9
Other current assets 246.9 312.2
Current assets 998.7 1,060.1
Total assets 1,620.4 1,954.7
Non-current financial liabilities 5.5 5.1
Non-current provisions 38.9 44.2
Other non-current liabilities 29.3 28.5
Non-current liabilities 73.8 77.8
Current financial liabilities 4.2 3.5
Current provisions 3.4 4.8 4
Trade payables 110.1 152.2
Other current liabilities 50.6 59.0
Current liabilities 168.2 219.5
Total liabilities 242.0 297.2
44 Pension provisions
Defined contribution plans

The sum of all pension expenses in connection with defined contribution plans amounted to 49.4 million
(previous year: 53.5). In the 2014 financial year, the contributions to the social security programmes came to
54.4 million (previous year: 59.2).
5
Actuarial assumptions
The actuarial assumptions on which the calculations are based are summarised in the following table (weighted
presentation):
Contents

4 Consolidated
Actuarial assumptions
in % Group North America UK Germany

31 December 2014
Discount rate 3.63 % 4.21 % 3.60 % 2.00 %
Pension increase rate 2.50 % - 2.64 % 1.75 %
Expected increase in health care costs 7.40 % 8.00 %-5.00 % 9.95 % -
31 December 2013
Discount rate 4.56 % 4.98 % 4.55 % 3.50 %
Pension increase rate 2.67 % - 2.88 % 1.75 %
Expected increase in health care costs 7.92 % 8.50 %-5.00 % 9.95 % -
The RP-2014 mortality tables published by the Society of Actuaries in 2014 were used in the valuations for the
largest pension plans in the USA in terms of settlement amounts. For the Canadian pension plans, the CPM
2014 mortality tables were used. In the United Kingdom, different mortality tables based on the S1 series
have been taken into account. The mortality tables in the United Kingdom, the USA, and Canada have been
modified to consider future improvements in life expectancy and in many cases are additionally adjusted based
on company-specific experience. In Germany, the 2005 G Richttafeln from Prof. Dr. Klaus Heubeck have been
applied.
Overview of provisions for pensions for the different types of retirement benefit plans
The following tables show the obligations from defined benefit pension plans, including other long-term employee
benefits plans and plans for health care costs, and their presentation in the balance sheet.
Types of post-employment benefit plans
m Group North America UK Germany

31 December 2014
Defined benefit pension plans 680.7 256.4 -204.9 445.2
Plans for health care costs 209.8 170.6 7.1
890.5 427.0 -197.8 445.2
31 December 2013
Defined benefit pension plans 614.8 179.9 -101.2 360.7
Plans for health care costs 174.4 147.3 5.4
789.2 327.2 -95.8 360.7
Presentation in the balance sheet

31 December 2014
Non-current pension provisions 1,067.6 389.4 57.9 424.5
Current pension provisions 97.2 37.6 12.8 20.7
Overfunding of pension schemes -274.3 -268.5
890.5 427.0 -197.8 445.2
31 December 2013
Non-current pension provisions 866.5 292.7 56.6 339.9
Current pension provisions 94.6 34.5 14.0 20.8
Overfunding of pension schemes -171.9 -166.4
789.2 327.2 -95.8 360.7

To our shareholders
With regard to the two overfunded pension plans in the United Kingdom for which an asset ceiling did not
apply, HeidelbergCement has the unconditional entitlement to the pension plan surplus if the plan is wound up.

In the following a breakdown of the amounts relating to pension plans is shown exclusively for the three key
Group areas and countries North America, the United Kingdom, and Germany. A breakdown of the amounts
relating to plans for health care costs is not provided, as the vast majority of the liabilities and expenses are in
North America.
Pension obligations and pension funds

In the 2014 financial year, pension obligations in the Group amounted to 4,479.6 million (previous year: 3,784.2),
which were essentially covered by outside pension funds. In addition, there were direct agreements of 663.9
2
million (previous year: 563.3). Obligations in the USA, Indonesia, Belgium, and Canada for health care costs for
pension recipients amounted to 209.8 million (previous year: 174.4). The following table shows the financing
status of these plans and their presentation in the balance sheet.
Pension obligations and plan assets Pension plans and thereof pension plans
plans for health care costs
Pension Plans for Group North UK Germany

plans health care America
m costs
31 December 2014
Present value of funded obligations 4,479.6 4,479.6 1,367.4 2,916.9 11.6
Fair value of plan assets -4,506.6 -4,506.6 -1,175.6 -3,168.7 -11.6
Recognised limitation acc. to IAS 19.64 43.8 43.8 43.8 3
Fair value of plan assets after limitation acc. to IAS 19.64 -4,462.8 -4,462.8 -1,175.6 -3,124.9 -11.6
Deficit (+) / surplus (-) 16.8 16.8 191.8 -208.0

Present value of unfunded obligations 663.9 209.8 873.7 64.6 3.1 445.2
Total liability 680.7 209.8 890.5 256.4 -204.9 445.2
31 December 2013
Present value of funded obligations 3,784.2 3,784.2 1,122.6 2,415.6 9.9
Fair value of plan assets -3,758.0 -3,758.0 -994.4 -2,543.8 -9.9
Recognised limitation acc. to IAS 19.64 25.3 25.3 24.4
Fair value of plan assets after limitation acc. to IAS 19.64 -3,732.7 -3,732.7 -994.4 -2,519.4 -9.9
Deficit (+) / surplus (-) 51.5 51.5 128.2 -103.8
Present value of unfunded obligations 563.3 174.4 737.7 51.7 2.6 360.7 4
Total liability 614.8 174.4 789.2 179.9 -101.2 360.7
The reconciliation of the net defined benefit liability (asset) was as follows:
5
Contents

4 Consolidated
Net defined benefit liability (asset) Pension plans and thereof pension plans

m costs
2014
Net defined benefit liability (asset) at 1 January 614.8 174.4 789.2 179.9 -101.2 360.7
Changes in consolidation scope -1.9 0.2 -1.7
Pension expenses recognised in profit or loss 57.7 3.2 60.9 12.7 0.9 17.9
Remeasurements recognised in other comprehensive income 117.4 25.9 143.3 58.4 -51.5 92.3
Cash flow in the period -116.1 -14.2 -130.3 -21.3 -42.5 -21.0
Disposal groups -5.0 -5.0 -4.7
Exchange rate changes 13.8 20.3 34.1 26.7 -10.6
Net defined benefit liability (asset) at 31 December 680.7 209.8 890.5 256.4 -204.9 445.2
2013
Net defined benefit liability (asset) at 1 January 799.9 241.1 1,041.0 244.7 -19.4 368.4
Changes in consolidation scope 8.1 8.1
Pension expenses recognised in profit or loss 71.0 -17.2 53.8 20.4 3.6 19.3
Remeasurements recognised in other comprehensive income -135.5 -26.6 -162.1 -62.9 -45.6 -6.1
Cash flow in the period -102.7 -15.2 -117.9 -12.0 -38.4 -20.9
Disposal groups -0.1 -0.1
Exchange rate changes -25.9 -7.7 -33.6 -10.3 -1.4
Net defined benefit liability (asset) at 31 December 614.8 174.4 789.2 179.9 -101.2 360.7
Breakdown of the pension obligations

The following table shows the pension obligations divided in different member groups.
Defined benefit obligation by member groups Pension plans and thereof pension plans

m costs
31 December 2014
Active members 847.8 61.4 909.2 399.5 33.4 179.8
Deferred vested members 1,454.2 9.2 1,463.4 159.3 1,240.6 28.3
Pensioners 2,841.5 139.2 2,980.7 873.2 1,646.1 248.7
Total defined benefit obligation 5,143.5 209.8 5,353.3 1,432.0 2,920.1 456.8
31 December 2013
Active members 716.9 45.4 762.3 322.5 25.8 124.8
Deferred vested members 1,201.1 6.3 1,207.4 183.8 967.9 21.9
Pensioners 2,429.5 122.7 2,552.2 668.0 1,424.6 223.9
Total defined benefit obligation 4,347.5 174.4 4,521.9 1,174.3 2,418.3 370.6
Amounts recognised in other comprehensive income

In 2014, total actuarial losses from the defined benefit obligation (DBO) amounting to 636.2 million (prior year:
gains of 122.4) have arisen mainly from the decrease in the discount rate on which the actuarial calculation is
based. The weighted average discount rate as at the end of the year is 0.9 percentage points lower (previous
year: 0.3 percentage points higher) than the weighted discount rate as at the end of the previous year. In key
countries, such as the United Kingdom, the USA, Canada, and Germany, the discount rate fell by between 0.7
percentage points (Canada) and 1.5 percentage points (Germany).

To our shareholders
The actuarial gains and losses can be broken down into effects from experience adjustments resulting in losses
of 12.9 million (previous year: gains of 33.4), effects from changes in demographic assumptions resulting in
losses of 57.0 million (previous year: losses of 5.0), essentially attributable to the use of new mortality tables in

North America, and effects from changes in financial assumptions resulting in losses of 566.3 million (previous
year: gains of 94.0). This situation is improved by the positive development of the plan assets. The return on
plan assets excluding the interest income amounts to 507.8 million (previous year: 33.0).
The actuarial gains from the defined benefit obligation and the return on plan assets exceeding the interest
income have been recognised directly in equity through other comprehensive income. Due to the changes in
the effect of asset ceiling according to IAS 19.64, an amount of -15.0 million (previous year: 6.7) was also
recognised directly in equity through other comprehensive income.
2
Development in the income statement

The expenses for retirement benefits for the significant pension and healthcare plans can be summarised as
follows.
Development in the income statement Pension plans and thereof pension plans

m costs
31 December 2014
Current service cost 34.9 1.5 36.4 5.2 4.2 5.6
Administrative expenses (not investment related) 3
paid by the plan 4.4 4.4 1.4 2.8
Net interest, thereof 21.9 7.7 29.6 7.9 -6.1 12.3
Interest cost on defined benefit obligation 188.5 7.7 196.2 50.2 110.4 12.6

Interest income on plan assets -167.8 -167.8 -42.3 -117.7 -0.3
Interest income on assets ceiling 1.2 1.2 1.2
Past service cost recognised 1.7 -6.7 -5.0 0.8
Settlement gains / losses recognised -6.4 -6.4 -3.8
Expenses from continuing operations
recognised in profit or loss 56.5 2.5 59.0 11.5 0.9 17.9
Expenses from discontinued operations
recognised in profit or loss 1.2 0.7 1.9 1.2
Total expenses recognised in profit or loss 57.7 3.2 60.9 12.7 0.9 17.9
4
31 December 2013
Administrative expenses (not investment related)
paid by the plan 3.4 3.4 1.3 2.0
Net interest, thereof 28.2 7.5 35.7 8.5 -2.1 12.9
Interest cost on defined benefit obligation 178.4 7.5 185.9 47.3 102.1 13.2
Interest income on plan assets -151.7 -151.7 -38.8 -105.7 -0.3

Interest income on assets ceiling 1.5 1.5 1.5
Past service cost recognised 1.1 -26.1 -25.0 0.1
Settlement gains / losses recognised
Expenses from continuing operations
recognised in profit or loss 68.6 -16.6 52.0 18.0 3.6 19.3
Expenses from discontinued operations 5
recognised in profit or loss 2.4 -0.6 1.8 2.4
Total expenses recognised in profit or loss 71.0 -17.2 53.8 20.4 3.6 19.3
Contents

4 Consolidated
Of the total pension expenses from continuing operations of 59.0 million (previous year: 52.0), 29.4 million
(previous year: 16.3) are shown in the personnel costs or in other operating expenses, and an amount of 29.6
million (previous year: 35.7) in other financial result.
In the 2015 financial year, the US plan for health care costs US LH OPEB is amended to provide an annual
subsidy through a health reimbursement account for post-65 retiree medical coverage. These changes resulted
in a past service income of 6.7 million in 2014. Furthermore, redundancy payments were offered to deferred
vested members with an entitlement to the LH pension plan. As a result, settlement gains of 3.9 million were
realised. The conversion of defined benefit pension plans to defined contribution pension plans in the Nether-
lands led to settlement gains of 2.5 million.
The actual return on plan assets amounted to 677.7 million (previous year: 187.3).
Sensitivity analysis of the defined benefit obligations

Changes in the discount rate, pension increase rate, and the life expectancy affect the income statement and the
pension obligations. The sensitivities to changes in assumptions as shown below are determined by changing
one assumption as indicated and keeping all other assumptions constant. In reality, multiple assumptions may
change at the same time, and the change of one parameter may result in a change of another parameter.
Sensitivity analysis of defined benefit obligations (pension plans)

31 December 2014
Defined benefit obligation 5,143.5 1,432.0 2,920.1 456.8
increase by 1.0 % 4,445.0 1,278.2 2,468.9 395.9
Discount rate
decrease by 1.0 % 6,015.7 1,604.5 3,501.5 533.9
increase by 0.25 % 5,246.7 1,432.0 3,006.0 469.6
Pension increase rate
decrease by 0.25 % 5,044.9 1,432.0 2,837.5 444.6
increase by 1 year 5,339.5 1,483.2 3,036.6 478.0
Life expectancy
decrease by 1 year 4,950.1 1,382.8 2,803.8 435.3
31 December 2013
Defined benefit obligation 4,347.5 1,174.3 2,418.3 370.6
increase by 1.0 % 3,791.2 1,052.1 2,066.1 327.5
Discount rate
decrease by 1.0 % 5,033.4 1,310.9 2,866.2 424.8
increase by 0.25 % 4,407.4 1,174.3 2,468.5 380.0
Pension increase rate
decrease by 0.25 % 4,275.3 1,174.3 2,367.6 361.6
increase by 1 year 4,509.5 1,228.6 2,508.3 386.5
Life expectancy
decrease by 1 year 4,177.8 1,126.4 2,327.1 354.5

To our shareholders
Development of the pension obligations and the plan assets

The following table shows the development of the pension obligations and the plan assets.

Development of pension obligations and plan assets Pension plans Plans for Total
health care costs
m 2013 2014 2013 2014 2013 2014

Defined benefit obligation at 1 January 4,590.1 4,347.5 241.1 174.4 4,831.2 4,521.9
Change in scope of consolidation 8.1 -1.5 0.2 8.1 -1.3
Interest cost 185.7 196.2 8.1 8.3 193.8 204.5
Employee contributions 2.1 1.9 2.1 1.9
2
Actuarial gains / losses -95.8 610.3 -26.6 25.9 -122.4 636.2
Benefits paid by the company -43.2 -42.5 -15.2 -14.2 -58.4 -56.7
Benefits paid by the fund -195.9 -205.8 -195.9 -205.8
Taxes and premiums paid -1.6 -1.4 -1.6 -1.4
Past service cost 1.1 1.7 -27.4 -6.7 -26.3 -5.0
Plan settlements -2.5 -125.1 -2.5 -125.1
Disposal groups -0.1 -5.1 -0.1 -5.1
Exchange rate changes -137.5 331.6 -7.7 20.3 -145.2 351.9
Defined benefit obligation at 31 December 4,347.5 5,143.5 174.4 209.8 4,521.9 5,353.3
Funded obligation 3,784.2 4,479.6 3,784.2 4,479.6
Unfunded obligation 563.3 663.9 174.4 209.8 737.7 873.7
Fair value of plan assets at 1 January 3,821.9 3,758.0 3,821.9 3,758.0
3
Change in scope of consolidation 0.5 0.5
Interest income 158.0 174.8 158.0 174.8
Return on plan assets (excluding interest income) 33.0 507.8 33.0 507.8

Administrative expenses (not investment related) paid by the plan -3.7 -5.0 -3.7 -5.0
Employer contributions 57.9 72.3 57.9 72.3
Employee contributions 2.1 1.9 2.1 1.9
Benefits, taxes and premiums paid -195.9 -205.8 -195.9 -205.8
Plan settlements -2.5 -117.9 -2.5 -117.9
Disposal groups -0.1 -0.1
Exchange rate changes -112.8 320.1 -112.8 320.1
Fair value of plan assets at 31 December 3,758.0 4,506.6 3,758.0 4,506.6
HeidelbergCement paid 56.7 million (previous year: 58.4) directly to the pension recipients and 72.3 million
(previous year: 57.9) as employer contributions to the funds. In 2015, HeidelbergCement expects to make pen-
sion payments of 62.4 million and employer contributions to the funds of 68.7 million.
5
Contents

4 Consolidated
The following table shows the expected benefits paid directly by HeidelbergCement or from the plan assets in
the next ten years.
Expected benefit payments Pension plans and thereof pension plans

Pension plans Plans for health Group North America UK Germany

m care costs
31 December 2014
in the following year 268.3 16.4 284.7 93.2 123.6 21.3
in the current year +2 264.2 15.7 279.9 93.4 127.2 21.4
aggregated in the current year
+6 through current year +10 1,432.4 65.5 1,497.9 459.9 757.3 106.9
Duration (in years) 15.7 12.0 18.3 15.4
31 December 2013
in the following year 249.7 16.0 265.7 88.3 108.9 21.2
aggregated in the current year
+6 through current year +10 1,347.1 66.0 1,413.1 451.2 669.6 103.7
Duration (in years) 14.7 11.6 17.0 13.2

To our shareholders
Breakdown of the plan assets

The plan assets originate primarily from North America with 26 % (previous year: 27 %) and the United Kingdom
with 71 % (previous year: 68 %). The plan assets can be divided into the following categories:

Breakdown of the plan assets

31 December 2014
Equity instruments 1,133.3 293.7 787.4
Interest rate swaps 169.6 169.6
Other derivatives 62.5 62.3 0.2 2
Hedge funds 1.5
Nominal government bonds 543.7 287.5 227.2
Nominal corporate bonds 804.9 439.7 345.1
Index linked bonds 1,020.3 7.5 1,012.9
Real estate 174.2 166.2
Insurance policies 136.9 119.9
Other 306.5 39.5 241.2 11.6
Total 4,506.6 1,175.6 3,168.8 11.6
31 December 2013
Equity instruments 970.8 229.5 672.9 3
Interest rate swaps 39.6 39.6
Hedge funds 1.3

Nominal government bonds 397.2 216.1 119.2
Nominal corporate bonds 701.1 474.0 207.6
Index linked bonds 690.7 690.7
Real estate 168.8 157.0
Insurance policies 124.6 102.0
Other 265.4 57.8 184.5 9.9
Total 3,758.0 994.4 2,543.8 9.9
The investments in equity instruments can be further divided up as follows:

4
Division of equity instruments
in % 2014
North America 55 %
UK 8%
Europe 15 %
Emerging Markets 6%
Other 16 %
Certain non-monetary assets are based on appraisals that are not completed until the consolidated financial
statements have been adopted by the Managing Board. In those cases, the most recent appraisal values are
5
rolled forward with observed trends in the relevant markets to determine the best estimates at year end.
The majority of the Group assets are based directly on quoted market prices for the invested assets or, in the case
where investment funds are used, indirectly based on the quoted value of the underlying investments. Exceptions
are that in the United Kingdom and Germany, a portion of the assets needs to be estimated as at the end of the
Contents

4 Consolidated
year, as detailed asset information is not available or is not available in time until adoption of the consolidated
financial statements by the Managing Board (about 113.9 million). In the United Kingdom, these asset values
are estimated based on the most current information available. For the German deferred compensation plan,
assets are assumed to be equal to the defined benefit obligation, as the benefits are fully funded.
The plan assets do not include any significant own financial instruments, property occupied by, or other assets
used by HeidelbergCement.
Multi-employer plans
HeidelbergCement participates in multi-employer pension plans (MEPP), predominantly in the USA, which
award some unionised employees fixed benefits after their retirement. These multi-employer pension plans are
accounted for as defined contribution plans, as it is not possible to isolate the individual company liability and
asset allocations for these plans. The contributions are determined on the basis of collective bargaining. Con-
tributions of 11.8 million (previous year: 12.8) were paid in 2014. The funding status of these pension plans
could be affected by adverse developments in the capital markets due to demographic changes and increases
in pension benefits. If one of the participating companies no longer pays contributions into the multi-employer
pension plan, all other parties concerned will be held liable for the obligations that have not been covered. Con-
tributions of 12.4 million are expected in 2015. The withdrawal liability of these plans as at 31 December 2014
amounts to 124.4 million (previous year: 108.2). HeidelbergCement has provisions of 50.8 million (previous
year: 9.6) for these liabilities, which are shown under miscellaneous other provisions.
45 Other provisions
The following table explains the development of other provisions.
Provisions
Provisions for Other Miscellaneous Total

damages and environmental other
environmental provisions provisions
m obligations
1 January 2014 460.0 319.9 356.9 1,136.8
Adjustment 63.5 20.7 11.3 95.5
Reclassification -17.7 30.2 12.5
Utilisation -30.6 -35.2 -61.7 -127.5
Reduction -40.3 -14.3 -31.7 -86.3
Addition 79.3 72.8 97.5 249.6
31 December 2014 531.9 346.2 402.5 1,280.6
The adjustment line includes changes in the scope of consolidation and adjustments from currency translation.
The reclassification line shows other reclassifications. The reduction line includes the release of unused provisions
amounting to 46.1 million, the offsetting of obligations against the corresponding claims for reimbursement,
and the offsetting of obligations in kind against other assets totalling 40.2 million.

To our shareholders
The maturities of the provisions can be broken down as follows:

Maturities
Provisions for Other Miscellaneous Total
damages and environmental other
environmental provisions provisions
m obligations
Maturity 1 year 78.2 40.0 74.1 192.3
Maturity > 1 year 5 years 348.4 112.9 293.1 754.4
Maturity > 5 years 105.3 193.3 35.3 333.9
531.9 346.2 402.5 1,280.6
2
Provisions for damages and environmental obligations

Provisions for damages and environmental obligations result from discontinued operations that were transferred
to the HeidelbergCement Group as part of the takeover of the Hanson Group in 2007. The obligations are there-
fore not linked to the continuing operations of the HeidelbergCement Group.
The provisions for damages concern legal proceedings before US courts. The claims relate to health problems
allegedly caused by the sale of products containing asbestos. The environmental liability claims pertain to re-
mediation obligations in connection with the sale of chemical products by a former Hanson participation. The
provisions to be formed are measured at the present value of the expected expenses, using reliable estimates
of the development of costs.
3
The provisions are offset by claims for reimbursement against environmental and third-party liability insurers
amounting to 349.5 million (previous year: 324.1), of which 276.4 million (previous year: 260.1) is recorded
under other non-current operating receivables and 73.1 million (previous year: 64.0) under other current

operating receivables.
Other environmental provisions

The other environmental provisions include recultivation, environmental, and asset retirement obligations.
Recultivation obligations relate to legal and constructive obligations to backfill and restore raw material quarrying
sites. The provisions recognised for these obligations are measured in accordance with the extraction progress
on the basis of the best cost estimate for fulfilling the obligation. As at the reporting date, these provisions
amounted to 224.9 million (previous year: 201.0).
4
Provisions for environmental obligations are recognised on the basis of contractual or official regulations and
essentially include expenses connected with the cleaning up of contaminated areas and the remediation of ex-
traction damages. The provisions are measured at the present value of the expected expenses. These provisions
amount to a total of 53.3 million (previous year: 57.7).
The provisions for asset retirement obligations pertain to obligations arising in connection with the removal of
installations (e.g. conveying systems at rented locations), so that a location can be restored to its contractually
agreed or legally defined state after the end of its useful life. As at the reporting date, provisions for asset retire
ment obligations of 68.0 million (previous year: 61.2) had been recognised.
5
Contents

4 Consolidated
Miscellaneous other provisions

Miscellaneous other provisions particularly exist for restructuring obligations, other litigation risks, compensation
obligations, and obligations to personnel.
The provisions for restructuring obligations concern expenses for various optimisation programmes, such as the
closure of plants or relocation of activities. Provisions of 36.3 million (previous year: 46.9) had been recognised
for this purpose as at the reporting date.
Because of pending legal action against the Group, provisions for litigation risks, including those relating to
pending antitrust proceedings, amounted to 70.7 million (previous year: 82.8) and were recognised in the bal-
ance sheet. These obligations are assessed as most likely, provided that other estimates do not lead to a fairer
evaluation as a result of specific probability distributions.
Provisions for compensation obligations relate to the Groups obligations arising from occupational accidents.
As at the reporting date, provisions of 84.1 million (previous year: 70.2) had been formed for this purpose.
Obligations to personnel include the provision for the long-term bonus plan (management and capital market
component) of 42.9 million (previous year: 16.0), as well as provisions for multi-employer plans amounting to
50.8 million (previous year: 9.6).
Further provisions were additionally recognised for a variety of minor issues.
Impact of interest rate effects

Provisions are measured at their present value, which is determined using a pre-tax interest rate. To this effect,
HeidelbergCement uses the risk-free interest rate of government bonds from the respective countries, taking
into account the relevant term. The risks specific to the liability are taken into account in the estimate of future
cash outflows.
Interest rate effects of 14.0 million for provisions for damages and environmental obligations are included in
the expenses from discontinued operations. Changes in the interest rate of 23.5 million and compounding of
12.0 million led to an increase in miscellaneous other provisions.
46 Liabilities
The following table shows the composition of the interest-bearing liabilities.
Interest-bearing liabilities
m 2013 2014
Bonds payable 7,403.2 7,035.5
Bank loans 588.9 553.0
Other interest-bearing liabilities
Miscellaneous interest-bearing liabilities 656.5 551.7
Liabilities from finance lease 9.8 11.5
Derivative financial instruments 26.1 42.4
Non-controlling interests with put options 44.5 27.7
8,729.0 8,221.8

To our shareholders
Further information on interest-bearing liabilities can be found in the Group financial management section of the
Management Report on page 81 f. Explanations on the derivative financial instruments are provided on page 245 f.

The following table provides an overview of the maturities of the interest-bearing liabilities.
Maturities of interest-bearing liabilities
m < 1 year 15 years > 5 years Total

31 December 2014
Bonds payable 1,434.3 4,022.9 1,578.3 7,035.5
Bank loans 285.5 265.6 1.9 553.0
Miscellaneous interest-bearing liabilities 541.6 2.8 7.3 551.7 2
Liabilities from finance lease 3.3 8.2 11.5
Derivative financial instruments 34.2 8.2 42.4
2,321.2 4,313.1 1,587.5 8,221.8
31 December 2013
Bonds payable 1,140.4 4,254.4 2,008.4 7,403.2
Bank loans 404.4 184.5 588.9
Miscellaneous interest-bearing liabilities 622.0 34.5 656.5
Liabilities from finance lease 4.3 4.7 0.8 9.8
Derivative financial instruments 14.8 -4.2 15.5 26.1
Non-controlling interests with put options 44.5 44.5
2,230.4 4,473.9 2,024.7 8,729.0 3
The following table shows the reconciliation of the total future minimum lease payments with their present

value for finance lease liabilities.
Minimum lease payments for finance leases
m < 1 year 15 years > 5 years Total

31 December 2014
Present value of future minimum lease payments 3.3 8.2 11.5
Interest of future minimum lease payments 0.7 1.0 1.7
Future minimum lease payments 4.0 9.2 13.2
4
31 December 2013
Present value of future minimum lease payments 4.3 4.7 0.8 9.8
Interest of future minimum lease payments 0.7 1.5 2.2
Future minimum lease payments 5.0 6.2 0.8 12.0
5
Contents

4 Consolidated
Additional disclosures on financial instruments
The following table assigns the individual balance sheet items for the financial instruments to classes and
measurement categories of IAS 39. In addition, the aggregate carrying amounts for each measurement category
and the fair values for each class are depicted.
Carrying amounts, measurement and fair values by measurement categories
Category Amortised Cost Fair value Fair value Carrying Fair

of cost with without amount value
m IAS 39 1) P/L effect P/L effect
31 December 2014
Assets
Financial investments available for sale at cost AfS 66.2 66.2
Loans and other interest-bearing receivables LaR 212.9 212.9 218.3
Trade receivables and other operating receivables LaR 1,617.7 1,617.7 1,617.7
Cash and cash equivalents LaR 1,228.1 1,228.1 1,228.1
Derivatives hedge accounting Hedge 4.2 4.2 4.2
Derivatives held for trading HfT 64.4 64.4 64.4
Liabilities
Bonds payable, bank loans, and miscellaneous
financial liabilities FLAC 8,140.2 8,140.2 9,086.8
Trade payables, liabilities relating to personnel, and
miscellaneous operating liabilities FLAC 2,248.2 2,248.2 2,248.2
Liabilities from finance lease FLAC 11.5 11.5 11.5
Non-controlling interests with put options FLAC 27.7 27.7 27.7
31 December 2013
Assets
Financial investments available for sale at cost AfS 56.8 56.8
Loans and other interest-bearing receivables LaR 240.4 240.4 245.6
Trade receivables and other operating receivables LaR 1,650.7 1,650.7 1,650.7
Cash and cash equivalents LaR 1,350.9 1,350.9 1,350.9
Liabilities
financial liabilities FLAC 8,648.6 8,648.6 9,609.2
Trade payables, liabilities relating to personnel, and
miscellaneous operating liabilities FLAC 2,117.7 2,117.7 2,117.7
Liabilities from finance lease FLAC 9.8 9.8 9.8
Non-controlling interests with put options FLAC 44.5 44.5 44.5
1) AfS: Available for sale, LaR: Loans and receivables, Hedge: Hedge accounting, HfT: Held for trading, FLAC: Financial liabilities at amortised cost

To our shareholders
Financial investments available for sale at cost are equity investments measured at cost, for which no listed
price on an active market exists and whose fair value cannot be reliably determined. Therefore, no fair value is
indicated for these instruments. Derivative financial instruments, both those designated as hedges and those held

for trading, are measured at fair value. In these items, the fair value always corresponds to the carrying amount.
The fair values of the non-current loans, other non-current operating receivables, bank loans, finance lease
liabilities, and other non-current interest-bearing and operating liabilities correspond to the present values of
the future payments, taking into account the current interest parameters.
The fair values of the listed bonds correspond to the nominal values multiplied by the price quotations on the
reporting date. For the financial instruments with short-term maturities, the carrying amounts on the reporting
2
date represent appropriate estimates of the fair values.
The derivatives contracted by HeidelbergCement are sometimes subject to legally enforceable netting agree-
ments (ISDA Agreement or German Master Agreement for Financial Derivatives), which, however, do not permit
netting of receivables and liabilities in the balance sheet in accordance with IAS 32.42. The right to offset only
exists in the case of delayed payment or if a contracting party becomes insolvent. The disclosure in the balance
sheet is therefore shown on a gross basis. As at the reporting date, derivatives with a positive carrying amount
of 68.6 million (previous year: 62.0) and corresponding derivatives with a negative carrying amount of -42.4
million (previous year: -26.1) were subject to netting agreements. Taking these agreements into consideration,
a calculated netting amount of 10.4 million (previous year: 5.3) would result at the reporting date. Accordingly,
the derivatives would have positive net carrying amounts of 58.2 million (previous year: 56.7) and negative net
carrying amounts of -32.0 million (previous year: -20.8). Other contractual arrangements for netting financial
3
assets and liabilities do not exist.
In the HeidelbergCement Group, only derivatives that are determined on the basis of input factors that can be

observed directly or indirectly are accounted for at fair value. Derivatives are assigned to the fair value hierarchy
level 2.
The following table shows the fair value hierarchy for the assets and liabilities, which are not measured at fair
value in the balance sheet, but whose fair value is reported.
Fair value hierarchy 31 December 2013 31 December 2014
m Level 1 Level 2 Level 3 Level 1 Level 2 Level 3

Assets 4
Loans and other interest-bearing receivables 245.6 218.3
Trade receivables and other operating
receivables 1,650.7 1,617.7
Cash and cash equivalents 1,350.9 1,228.1
Liabilities

financial liabilities 7,179.0 2,430.2 7,819.5 1,267.3
Trade payables, liabilities relating to personnel,
and miscellaneous operating liabilities 2,117.7 2,248.2
Liabilities from finance lease 9.8 11.5
5
Contents

4 Consolidated
In level 1, the fair value is calculated using prices quoted on an active market (unadjusted) for identical assets or
liabilities to which HeidelbergCement has access on the reporting date. For level 2, the fair value is determined
using a discounted cash flow model on the basis of input data that does not involve quoted prices classified in
level 1, and which is directly or indirectly observable.
Non-controlling interests with put options in level 3 are reported as liabilities and relate to put options held by
non-controlling interests. The discounted cash flow method was used for the fair value calculation. In this respect,
the cash flows from the companies underlying plans were discounted with a risk-adjusted discount rate (WACC).
The assessment as to whether financial assets and liabilities, which are accounted for at fair value, are to be
transferred between the levels of the fair value hierarchy will take place at the end of each reporting period. No
reclassifications were carried out in the period under review.
The following table shows the net result from the financial instruments by measurement category.
Net gains or losses

m 2013 2014
Loans and receivables -224.7 -214.7
Financial investments available for sale 0.0 -0.6
Financial instruments held for trading 293.5 195.6
Financial liabilities at amortised cost -106.4 -76.1
-37.6 -95.8
The net result from loans and receivables includes impairment losses as well as reversals of impairment losses
of -11.9 million (previous year: -29.5) and currency effects of -202.7 million (previous year: -195.2). The
net result of financial investments available for sale includes valuation allowances amounting to -0.6 million
(previous year: -0.9) and gains from the disposal of shares of 0.0 million (previous year: 0.9). The net result
from the subsequent measurement of the financial instruments held for trading includes currency and interest
effects. In interest-bearing liabilities carried at amortised costs, the net result includes effects from currency
translation of -76.1 million (previous year: -106.4).
The following table shows the total interest income and expenses for the financial instruments not measured
at fair value in profit or loss.
Total interest income and expense
m 2013 2014
Total interest income 77.8 93.0
Total interest expense -559.2 -565.1
-481.4 -472.1

To our shareholders
The impairment losses of financial assets by class is depicted in the following table.

Impairment losses
m 2013 2014
Financial investments - available for sale at cost -0.9 -0.6
Loans and other interest-bearing receivables -0.3 -1.4
Trade receivables and other operating receivables -29.2 -21.8
-30.4 -23.8
Derivative financial instruments

2
The following table shows the nominal values and fair values of the derivative financial instruments.
Derivative financial instruments 31 December 2013 31 December 2014
m Nominal value Fair value Nominal value Fair value

Assets
Cash flow hedges
Currency swaps 1) 1.3
Fair value hedges
Interest rate swaps 2) 1,845.6 10.9 619.9 2.9
Derivatives held for trading
Currency forwards 3) 1.3 0.0 0.7 0.0
Foreign exchange swaps 2,607.0 15.6 2,221.2 34.0 3
Cross-currency interest rate swaps 4) 112.3 35.5 124.7 30.4
4,566.2 62.0 2,966.5 68.6

Liabilities
Cash flow hedges
Currency forwards 1.4 0.1
Currency swaps 1) 122.2 4.3 124.7 1.9
Commodities 3.7 0.5 3.4 0.3
Fair value hedges
Interest rate swaps 2) 500.0 9.1 1.0
Derivatives held for trading
Currency forwards 3) 3.3 0.0 0.7 0.0
Foreign exchange swaps 1,371.8 4.4 953.0 23.3 4
Cross-currency interest rate swaps 4) 43.8 7.5 43.8 15.6
Commodities 2.6 0.3 2.0 0.2
2,047.4 26.1 1,129.0 42.4
1) The nominal values of 124.7 million (previous year: 122.2) relate to currency swaps with negative fair values of -0.6 million (previous year: -4.3), which were
designated as hedging instruments in a cash flow hedge. The fair values were shown on both the assets and liabilities sides because of the separation into long-term
and short-term components of the currency swaps.
2) The nominal values of 619.9 million (previous year: 1,845.6) relate to interest rate swaps with positive fair values of 1.9 million (previous year: 5.7), which were des-
ignated as hedging instruments in a fair value hedge. The fair values are shown on the asset side in the amount of 2.9 million (previous year: 10.9) and on the liability
side in the amount of -1.0 million (previous year: -5.2) because of separation into long-term and short-term components of the interest rate swaps. The nominal value
of 500 million in the previous year refers to interest rate swaps with negative fair values of -3.9 million.
3) Fair values specified with 0.0 amount to less than 50,000.
4) Nominal values of 124.7 million (previous year: 112.3) relate to cross-currency interest rate swaps with positive fair values of 25.5 million (previous year: 28.2), which
are shown on the asset side in the amount of 30.4 million (previous year: 32.5) and on the liability side in the amount of -4.9 million (previous year: -4.3) because of
separation into long-term and short-term components of the swaps. The nominal values of 43.8 million (previous year: 43.8) refer to cross-currency interest rate swaps
with negative fair values of -10.7 million (previous year: -0.2). 5
Contents

4 Consolidated
Cash flow hedges

The currency swap open at the reporting date with a negative fair value of -0.6 million (previous year: -4.3)
hedges the currency risk of the fixed interest-bearing CHF 150 million bond that matures in 2017. During the
reporting period, 3.7 million (previous year: -1.5) was recognised directly in equity through other comprehen-
sive income and -2.5 million (previous year: 2.0) was released to profit or loss. The accrued interest of -0.3
million (previous year: -0.3) included in the fair value was recognised in profit or loss in the interest result.
The energy derivatives of -0.3 million (previous year: -0.5) open at the reporting date hedge future electricity
prices and mature in the course of 2015. In the reporting year, valuation effects of 0.1 million (previous year:
0.1) were recognised directly in equity through other comprehensive income. The release of electricity derivatives
caused effects of 0.1 million (previous year: 0.1) to be reclassified from equity to profit or loss.
The contractually set future payments in foreign currency resulting from a long-term investment project are
hedged by appropriate cash in foreign currencies. During the reporting period, currency effects of -2.8 million
(previous year: 19.8) were recognised directly in equity through other comprehensive income. In the context
of the payment of instalments during the reporting period, -7.4 million (previous year: -0.2) of the amount
recognised in the other comprehensive income was reclassified directly from other comprehensive income to
assets under construction.
The currency forwards open at the reporting date hedge the currency risks of a long-term investment project in
US dollars. These forward contracts with a fair value of 0.1 million will mature in the course of 2016. During
the reporting period, 0.1 million was recognised directly in equity through other comprehensive income.
There is no significant ineffectiveness in the cash flow hedges.
Fair value hedges

The interest rate swaps open at the reporting date with a fair value of 1.9 million (previous year: 2.0) hedge
the interest rate risks of fixed interest-bearing loans. The change in fair value adjusted for accrued interest of
-0.3 million (previous year: 1.1) was recognised in profit or loss through the hedging result. A corresponding
fair value adjustment of 0.5 million (previous year: -1.1) was made for the loans, which was also shown in the
hedging result. The accrued interest of 1.1 million (previous year: 0.8) included in the fair value was recognised
in profit or loss in the interest result. Interest rate swaps with a fair value of 0.0 million (previous year: 1.3)
matured at the same time as the fixed interest-bearing loan in October 2014. The change in fair value without
accrued interest of -1.0 million (previous year: 1.1) and the change in fair value of the loan of 0.5 million
(previous year: -0.5) were recognised in the hedging result. The previous years accrued interest of 0.2 million
included in the fair value of the interest rate swap was recognised in profit or loss in the interest result.
Furthermore, the interest rate swaps designated as fair value hedges were disposed of in September 2014 and the
hedging relationship released. The fair value in the previous year amounted to -1.5 million. The increase in
the fair value excluding accrued interest to 61.5 million (previous year: -3.7) in the 2014 reporting period was
recognised in profit or loss in the hedging result. Accordingly, the change in the fair value of the loan underlying
the hedged risk amounting to -67.8 million (previous year: 4.5) was also shown in the hedging result. The fair
value adjustment of the loan is amortised over the remaining term of the loan in the interest result. The accrued
interest of 12.7 million (previous year: 2.2) included in the fair value of the interest rate swaps was recognised
in profit or loss in the interest income/expenses.
Risks from financial instruments

As regards its assets, liabilities, firm commitments, and planned transactions, HeidelbergCement is particularly
exposed to risks arising from changes in foreign exchange rates, interest rates, and market and stock market
prices. These market price risks might have a negative impact on the financial position and performance of the
Group. The Group manages these risks primarily as part of its ongoing business and financing activities and,
when required, by using derivative financial instruments. The main aspects of the financial policy are determined
by the Managing Board.

To our shareholders
The Group Treasury department is responsible for the implementation of the financial policy and ongoing
risk management. The Group Treasury department acts on the basis of existing guidelines, which bindingly
determine the decision criteria, competences, responsibilities, and processes for managing the financial risks.

Certain transactions also require the prior approval of the Managing Board. The Group Treasury department
informs the Managing Board on an ongoing basis about the amount and scope of the current risk exposure
and current market developments on the global financial markets. The Group Internal Audit department
monitors the observance of the guidelines mentioned above and the corresponding legal framework by means
of targeted auditing.
Credit risk
HeidelbergCement is exposed to credit risk through its operating activities and certain financial transactions.
2
The credit risk stands for the chance that a contracting party unexpectedly does not fulfil, or only partially
fulfils, the obligations agreed when signing a financial instruments contract. The Group limits its credit risk
by only concluding contracts for financial assets and derivative financial instruments with partners that have a
first-class credit rating.
Credit rating
The rating agencies Moodys and Fitch Ratings assess the creditworthiness of HeidelbergCement as Ba1/Not
Prime (Outlook Stable) and BB+/B (Outlook Stable) as at the end of 2014. Any potential downgrading of the
ratings awarded by the rating agencies could have a negative impact on HeidelbergCements cost of capital
and refinancing options.
Cash and cash equivalents

3
This item essentially comprises cash. The Group is exposed to losses arising from credit risk in connection with
the investment of cash and cash equivalents if contracting parties do not fulfil their obligations. Heidelberg
Cement manages the resulting risk position by diversification of contracting parties. Cash and cash equivalents

are invested in selected companies, banks, and financial institutions following a thorough credit analysis. At
present, no cash or cash equivalents are overdue or impaired as a result of defaults. The maximum credit risk
of cash and cash equivalents corresponds to the carrying amount.
Trade receivables
Trade receivables result mainly from the sale of cement, concrete, and aggregates. In operating activities,
the outstanding debts are monitored on an ongoing basis. Default risks are taken into account by means of
specific valuation allowances and collective specific valuation allowances. The maximum risk position from
trade receivables corresponds to the carrying amount.
4
Other receivables and assets

The credit risk position from other receivables and assets corresponds to the carrying amount of these instru-
ments. HeidelbergCement regards this credit risk as insignificant.
Derivative financial instruments

Derivative financial instruments are generally used to reduce risks. In the course of its business activity, Heidel-
bergCement is exposed to interest rate, currency, and energy price risks. For accounting purposes, a significant
portion of the derivatives are not accounted for as hedges in accordance with IAS 39, but as instruments in
the held-for-trading category. However, from a commercial perspective, the changes in the fair values of these
instruments represent an economically effective hedge within the context of the Group strategy. The maximum
credit risk of this item corresponds to the fair value of the derivative financial instruments that have a positive
5
fair value and are shown as financial assets at the reference date. Interest rate swaps and cross-currency
interest rate swaps were contracted to hedge the fair value risk and were designated as hedging instruments
in accordance with IAS 39. In order to reduce default risks, the hedging transactions are generally concluded
only with leading financial institutions that have a first-class credit rating.
Contents

4 Consolidated
The contracting parties enjoy very good credit ratings, awarded by external rating agencies such as Moodys or
Fitch Ratings. There are currently no past-due derivative financial instruments in the portfolio.
Liquidity risk
The liquidity risk describes the risk of a company not being able to fulfil its financial obligations to a sufficient
degree. To manage HeidelbergCements liquidity, the Group maintains sufficient cash and cash equivalents as
well as extensive credit lines with banks, besides the cash inflow from operating activities. The operating liquid-
ity management includes a daily reconciliation of cash and cash equivalents. The Group Treasury department,
based in Heidelberg, acts as an in-house bank. This allows liquidity surpluses and requirements to be managed
in accordance with the needs of the entire Group and of individual Group companies.
As at the end of the year, HeidelbergCement still has as yet undrawn, confirmed credit lines of 2.7 billion
available in order to secure liquidity, in addition to available cash. An open-ended framework agreement for the
issue of short-term bearer bonds (commercial papers) of 1.5 billion is available to cover short-term liquidity
peaks. Within the context of the programme, individual tranches with different terms will be issued at different
times depending on the market situation. As at the end of 2014, commercial papers totalling 433.9 million
were outstanding. Further information on liquidity risks can be found in the Management Report, Risk and
opportunity report chapter on page 123 f.
As the financial contracts of HeidelbergCement do not contain any clauses that trigger a repayment obligation
in the event of the credit rating being downgraded, the maturity structure will remain unaffected even if the
credit assessments change. Margin calls that could lead to an outflow of liquidity are not agreed in any of the
main financial instruments. All derivative financial instruments are contracted on the basis of existing framework
agreements that contain netting agreements for the purpose of reducing credit and liquidity risks.
The following maturity overview shows how the cash flows of the liabilities as at 31 December 2014 affect the
Groups liquidity position. The overview describes the progress of:
Undiscounted repayments and interest payments for bonds payable
Undiscounted liabilities and interest payments to banks
Undiscounted other liabilities
Undiscounted contractually agreed payments for derivative financial instruments, as a total for the year
The trade payables are assigned to short-term maturities (within a year). For variable interest payments, the
current interest rate is taken as a basis. Payments in foreign currency are translated using the exchange rate
at year end.

To our shareholders
Cash flows of interest-bearing liabilities and derivative financial instruments
Carrying Cash flows Cash flows Cash flows Cash flows Cash flows

amount 2015 2016 2017 2018 2019-2023
m 31 Dec. 2014
Bonds payable 7,035.5 1,735.6 1,263.4 1,384.2 1,190.5 2,756.4
Bank loans 553.0 311.2 202.4 17.1 26.2 118.9
Miscellaneous interest-bearing liabilities 551.7 537.8 13.6 0.1 0.9
Derivatives with positive fair value
Cash Flow Hedges 1.3
Fair Value Hedges 2.9 34.9 34.7
Derivatives held for trading 64.4 2,230.9 61.6 27.6 21.4
Derivatives with negative fair value 2
Cash flow hedges 2.3 10.9 11.0 132.5
Fair Value Hedges 1.0
Derivatives held for trading 39.1 959.7 4.5 4.6 4.5 57.5
Cash flows of interest-bearing liabilities and derivative financial instruments
Carrying Cash flows Cash flows Cash flows Cash flows Cash flows
amount 2014 2015 2016 2017 2018-2024
m 31 Dec. 2013
Bonds payable 7,403.2 1,492.3 1,719.7 1,173.1 1,370.3 3,424.4
Bank loans 588.9 430.4 48.9 185.5 0.2 9.1
Miscellaneous interest-bearing liabilities 656.5 622.8 35.8 1.4 0.1 1.2
3
Derivatives with positive fair value
Fair Value Hedges 10.9 110.7 37.4 37.2 6.4 18.2
Derivatives held for trading 51.1 2,616.3 8.1 55.3 24.8 19.2

Derivatives with negative fair value
Cash flow hedges 4.8 10.9 10.9 11.0 132.5
Fair Value Hedges 9.1 10.6 10.6 10.7 10.7 40.9
Derivatives held for trading 12.2 1,379.3 4.1 4.1 4.1 55.7
The inflow of liquidity amounting to 408.3 million (previous year: 700.6) from interest rate and cross-currency
interest rate swaps has not been taken into account in the table.
4
The undiscounted contractual cash flows of the finance lease liabilities are shown in a separate table on page 241.
Interest rate risk

Interest rate risk exists as a result of potential changes in the market interest rate and may lead to a change in
fair value in the case of fixed interest-bearing financial instruments and to fluctuations in interest payments
in the case of variable interest-bearing financial instruments. The Managing Board and Supervisory Board of
HeidelbergCement AG have decided against hedging the variable interest-bearing financial instruments. This
strategy is based on the historically strong correlation between increasing profits and rising interest rates. For
financial instruments with fixed interest that are measured at amortised cost, interest rate risk has no impact
on the result and equity.
The hedging of the bonds issued with interest rate swaps in line with fair value hedge accounting has resulted
5
in effects on results from the adjustment of the carrying amount of the hedged items (bonds hedged risk)
and from the valuation of the interest rate swaps. These effects on profit or loss were taken into account in the
sensitivity analysis.
Contents

4 Consolidated
The average proportion of variable interest-bearing financial instruments is 32.8 % (previous year: 25.7 %).
If the market interest rate level had been 100 basis points higher (lower) on 31 December 2014, the interest cost
of the HeidelbergCement Group would have risen (fallen) by 29.4 million (previous year: 22.9).
Currency risk
HeidelbergCements currency risk results from its investing, financing, and operating activities. Risks from foreign
currencies are generally hedged, insofar as they affect the Groups cash flow. By contrast, foreign currency risks
that do not affect the Groups cash flows (i.e. the risks resulting from the translation of the assets and liabilities
of foreign subsidiaries into the Group reporting currency) generally remain unhedged. However, if necessary,
HeidelbergCement can also hedge this foreign currency risk. Currency forwards and foreign exchange swaps
are used in the elimination of existing currency risks.
Through the in-house banking activities of HeidelbergCement AG, the borrowing and investment of liquidity
of the subsidiaries leads to currency positions that are hedged by means of external foreign exchange swap
transactions, which are appropriate in terms of maturities and amounts. Consequently, currency fluctuations in
connection with the in-house banking activities would have no impact on profit or loss or equity.
The following table shows the hypothetical impact on the financial result before tax, considering the external
financial instruments (primarily foreign exchange swap transactions) in isolation and in the event of a 10 %
increase or decrease in the value of the euro against the main foreign currencies for the Group, whereby the
positive values represent revenue and the negative values an expense in the income statement.
Sensitivity analysis of currency risk Increase in the value of the euro Decrease in the value of the euro
by 10% by 10%
m 31 Dec. 2013 31 Dec. 2014 31 Dec. 2013 31 Dec. 2014

EUR/USD -78.6 -86.6 78.6 86.6
EUR/GBP -75.8 -72.1 75.8 72.1
EUR/CAD -65.1 -18.8 65.1 18.8
EUR/NOK -33.7 -32.0 33.7 32.0
EUR/SEK -2.1 -6.2 2.1 6.2
EUR/CZK -1.9 6.4 1.9 -6.4
EUR/RUB 32.3 21.4 -32.3 -21.4
EUR/AUD 38.5 28.3 -38.5 -28.3
Other disclosures
Capital management
The objective of capital management is to ensure sufficient liquidity for the Group at all times. Therefore, the
Group makes use of external and internal financing opportunities (see Management Report, Group financial
management chapter on page 81 f.).
The net debt as well as the dynamic gearing ratio, which corresponds to the ratio of net debt to operating income
before depreciation (OIBD), are of fundamental importance to the monitoring of the Groups capital.

To our shareholders
Net debt/OIBD
m 31 Dec. 2013 31 Dec. 2014

Cash and derivative financial instruments 1,377.4 1,265.0
Interest-bearing liabilities 8,729.1 8,221.8
Non-controlling interests with put options -44.5 -27.7
Net debt 7,307.1 6,929.1
Operating income before depreciation (OIBD) 2,223.8 2,288.0
Net debt / OIBD 3.29 3.03
In connection with credit agreements, we agreed to comply with various financial covenants, which were all
2
met in the reporting period. The most important key financial ratios are the ratio of net debt to EBITDA and
the interest coverage ratio. The EBITDA key figure is derived from the credit agreements and therefore differs
from the operating income before depreciation (OIBD) key figure as it takes elements of the additional ordinary
result and adjustments from changes in the scope of consolidation into consideration. Further explanations are
given in the Management Report on page 83.
Within the context of the Group planning, compliance with the credit agreements is monitored consistently, with
notifications issued to the creditors on a quarterly basis. In the event of a breach of the covenants, the creditors
could, under certain conditions, accelerate corresponding loans irrespective of the contractually agreed terms.
Contingent liabilities
As at the reporting date, contingent liabilities amounted to 61.3 million (previous year: 52.0), which are es-
3
sentially related to tax-related risks. The timing of the possible cash outflows for the contingent liabilities is
uncertain because they depend on various external factors that remain outside HeidelbergCements control. The
application of taxation regulations might not yet be determined at the time that tax refund claims and liabilities

are calculated. The calculation of tax items is based on the regulations most likely to be applied in each case.
Nevertheless, the fiscal authorities may be of a deviating opinion, which may give rise to additional tax liabilities.
Other financial commitments

The following table shows the other financial commitments of the HeidelbergCement Group.
Other financial commitments
m 2013 2014
Future minimum lease payments under non-cancellable operating leases 1) 4
Due within one year 120.9 140.3
Due between one and five years 248.3 298.0
Due after five years 279.5 303.6
648.7 741.9
Other financial commitments for planned investments in property, plant and equipment and
financial assets 310.4 324.0
1) Prior years figures were adjusted by -188.8 million in total.
Other financial commitments are listed with their nominal values. The future leasing obligations refer primarily
to property and other assets used by HeidelbergCement.
5
Contents

4 Consolidated
Related parties disclosures

IAS 24 requires a statement concerning the most important relationships with related companies and persons
that may exert a considerable influence on HeidelbergCement AG; the former are accounted for as joint ventures
or associates, the latter hold key positions as members of the management.
As at 31 December 2014, Mr Ludwig Merckle, Ulm, directly and indirectly holds a 25.34 % share in Heidelberg-
Cement AG. HeidelbergCement AG provided services with a net amount of 129,800 (previous year: 83,900) to
PHOENIX Pharmahandel GmbH & Co KG, Mannheim, a company of the Merckle Group.
Revenue and other sales with joint ventures amounted to 51.8 million (previous year: 36.6). Raw materials,
goods, and other services with a value of 207.6 million (previous year: 202.6) were procured from these joint
ventures. A total of 4.2 million (previous year: 4.3) was generated in financial and other services. Receivables of
155.2 million (previous year: 95.8) and liabilities of 99.0 million (previous year: 51.7) exist in connection with
these activities and financial transactions. In addition, capital increases of 0.8 million (previous year: 5.1) were
carried out for joint ventures. Repayment of capital from joint ventures amounted to 1.3 million (previous year:
0). In the 2014 financial year, guarantees of 0.9 million (previous year: 0) were outstanding to joint ventures.
Business transactions with associates include revenue and other sales amounting to 17.9 million (previous
year: 16.7), the procurement of goods and services amounting to 8.6 million (previous year: 13.1), and services
provided amounting to 0.4 million (previous year: 0.6). Receivables of 15.7 million (previous year: 13.1) and
liabilities of 10.0 million (previous year: 10.4) exist in connection with these activities and financial transactions.
In addition, capital increases of 1.1 million (previous year: 5.9) were carried out for associates. In the 2014
financial year, no guarantees were outstanding to associates (previous year: 0.2 million).
Supervisory Board and Managing Board

We refer to the details given in the Corporate Governance chapter of the Management Report on pages 144 f.
The fixed remuneration of the Managing Board remained unchanged in comparison with the previous year at
5.0 million (previous year: 5.0). The sum of short-term variable remuneration elements changed to 7.6 million
(previous year: 5.7). It consisted of the annual bonus in the amount of 8.1 million (previous year: 6.5), of which
0.6 million (previous year: 0.8) was offset against other remuneration elements.
Other remuneration elements totalled 0.9 million (previous year: 1.0). The other remuneration elements con-
sisted of payments for committee activities at subsidiaries of HeidelbergCement AG and taxable fringe benefits,
particularly consisting of the provision of company cars, mobile phones, and communication tools, the reim-
bursement of expenses, as well as insurance- and assignment-related benefits.
The members of the Managing Board are participating in the long-term bonus plan 20142016/17, issued in 2014.
The target values for the plan are 1,980,000 for Dr. Bernd Scheifele, 1,125,000 for Dr. Dominik von Achten,
948,000 for Dr. Lorenz Nger, and 875,000 each for the other members of the Managing Board. The plan
comprises two equally weighted components: the management component and the capital market component.
The target value of each component amounts to 990,000 for Dr. Bernd Scheifele, 562,500 for Dr. Dominik
von Achten, and 437,500 each for Daniel Gauthier, Andreas Kern, and Dr. Albert Scheuer. A target value of
473,000 for the management component and 476,000 for the capital market component resulted from the
proportional calculation for Dr. Lorenz Nger. The reference price for the capital market component is 56.53.
This equates to 17,513 performance share units (PSU) for Dr. Bernd Scheifele, 9,950 for Dr. Dominik von Achten,
8,413 for Dr. Lorenz Nger, and 7,739 each for the other members of the Managing Board.

To our shareholders
In accordance with 314, section 1, no. 6a, sentence 4 of the German Commercial Code (HGB), the fair value
at the grant date must be indicated for the capital market components. For Dr. Bernd Scheifele this amounts to
1,025,000, for Dr. Dominik von Achten to 582,000, for Dr. Lorenz Nger 492,000, and for each of the other

members of the Managing Board to 453,000.
The total remuneration according to DRS 17 amounted to 21.5 million (previous year: 14.5). For the calculation
according to DRS 17, we refer to the explanations on page 150 f. in the Corporate Governance chapter of the
Management Report.
The expenses relating to the long-term capital market components of the 2011, 2012, 2013, and 2014 long-
term bonus plans in accordance with IFRS 2.51a amounted to 6.0 million (previous year: 2.5). Of this amount,
2
1,626,000 (previous year: 652,000) apply to Dr. Scheifele, 1,056,000 (previous year: 426,000) to Dr. von Achten,
835,000 (previous year: 346,000) to Dr. Nger, and 831,000 (previous year: 346,000) to each of the other
members of the Managing Board. The expenses recognised relating to the long-term management component
came to 5.1 million (previous year: 2.6).
According to the established bonus/penalty system during the implementation phase described within the
remuneration report, the last third of the target value of the first long-term bonus plan 20112013/14 of 1.4
million was paid in advance in the 2014 financial year for the 2013 financial year.
Additions to the provisions for pension obligations (current service cost) for the current members of the Manag
ing Board amounted to 1.9 million (previous year: 1.9). The present value of the defined benefit obligation
amounted to 37.2 million (previous year: 24.6).
3
Total remuneration of the Managing Board in accordance with IAS 24 came to 26.4 million in 2014 (previous
year: 18.7).

Payments to former members of the Managing Board and their surviving dependants amounted to 3.0 million
in the reporting year (previous year: 3.1). Provisions for pension obligations to former members of the Managing
Board amounted to 28.0 million (previous year: 25.2).
The total Supervisory Board remuneration (excluding value added tax) for the 2014 financial year amounted to
926,477 (previous year: 810,500). Employee representatives of the Supervisory Board who are employees of
the HeidelbergCement Group also received remuneration in accordance with their contracts of employment, the
level of which corresponded to an equitable remuneration for their relevant functions and tasks within the Group.
4
Furthermore, companies of the HeidelbergCement Group have not carried out reportable transactions of any
kind with members of the Supervisory Board or members of the Managing Board as persons in key positions or
with companies in whose executive or governing bodies these persons are represented.
Statement of compliance with the German Corporate Governance Code

The statement of compliance with the German Corporate Governance Code as required by 161 of the German
Stock Company Act was submitted by the Managing Board and the Supervisory Board of HeidelbergCement
AG and made available on the internet (www.heidelbergcement.com under Company/Corporate Governance/
Declaration of Corporate Governance).
Fees of the independent auditor

5
In 2014, the auditor Ernst & Young GmbH Wirtschaftsprfungsgesellschaft received fees of 4.8 million (pre-
vious year: 3.7).
Contents

4 Consolidated
Fees of the independent auditor
m 2013 2014
Audit services 1) 3.0 3.0
Other assurance services 0.2 0.2
Tax services 0.4 1.3
Other services 0.1 0.3
3.7 4.8
1) Thereof for the previous year: 2013: 0.2 million, 2014: 0.2 million
Events occurring after the close of the 2014 financial year

On 13 March 2015, HeidelbergCement completed the sale of its building products business in North America
(excluding Western Canada) and the United Kingdom referred to as Hanson Building Products to an American
subsidiary of Lone Star Funds. HeidelbergCement and Lone Star Funds announced the sale on 23 December
2014. The total purchase price amounts to USD1.4 billion, of which around USD1.3 billion was payable on
conclusion of the transaction and an amount of up to USD100 million is payable in 2016, depending on the
success of the business in 2015.
On 13 March 2015, HeidelbergCement and the Norwegian KB Gruppen Kongswinger AS have signed an agree-
ment on the merger of the concrete product activities of their Swedish subsidiaries Abetong AB and Contiga AB.
The combined new group, in which HeidelbergCement shall hold a 60 % stake, is active in Norway, Sweden,
Denmark, Germany, Poland, and Latvia. The successful brands Abetong and Contiga will continue to exist. The
merger aims at improving our competitiveness and strengthening our technological leadership in the concrete
products area in Northern Europe. Pro forma revenue of the new group in 2014 would have been around SEK
3.3 billion (around 360 million). The deal is subject to approval by the relevant competition authorities.
Approval of the consolidated financial statements

The consolidated financial statements were prepared by the Managing Board and adopted on 18 March 2015.
They were then submitted to the Supervisory Board for approval.

To our shareholders
List of shareholdings of HeidelbergCement Group and HeidelbergCement AG

as at 31 December 2014 ( 313, section 2, resp. 285, no. 11 of the German

Commercial Code (HGB)
Company name Corporate seat HC AG Capital Group Year 7) Equity Net

direct share owner- in income
owner- % 6) ship% million 8) in
ship% million 9)
Subsidiaries
A.R.C. (Western) Limited Maidenhead, GBR 100.00 100.00 2013 7.3 0.0
2
Abetong AB Vxj, SWE 100.00 100.00 2014 75.8 0.2
Amey Group Limited (The) Maidenhead, GBR 100.00 100.00 2013 15.4 0.0
Amey Roadstone International Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Appleby Group Limited Maidenhead, GBR 100.00 100.00 2013 32.4 1.2
ARC Aggregates Limited Maidenhead, GBR 100.00 100.00 2013 3.9 0.0
ARC Building Limited Maidenhead, GBR 100.00 100.00 2013 -21.7 0.0
ARC Concrete (Anglia) Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
ARC Concrete Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
ARC Holdings Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
ARC Land Holdings Limited Maidenhead, GBR 100.00 100.00 2013 0.3 0.0
ARC Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
ARC Property Investments Limited Maidenhead, GBR 100.00 100.00 2013 47.1 0.0 3
ARC Slimline Limited Maidenhead, GBR 100.00 100.00 2013 -3.8 0.0
ARC South Wales Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0

ARC South Wales Mortar Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
ARC South Wales Quarries Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
ARC South Wales Surfacing Limited Maidenhead, GBR 100.00 100.00 2013 0.4 0.0
ARC Wales Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
ridos Sanz S.L.U. Valladolid, ESP 100.00 100.00 2013 5.6 -0.2
AS Abetong Oslo, NOR 100.00 100.00 2013 0.7 0.0
Attendflower Limited Maidenhead, GBR 100.00 100.00 2013 1,204.5 0.0
B.V. Betoncentrale De Schelde Bergen op Zoom, NLD 66.67 66.67 2013 -1.2 -0.3
B.V. Betonmortelcentrale 'BEMA' Alkmaar, NLD 66.67 66.67 2013 0.0 -0.3
B.V. Bouwgrondstoffen A.G.M. Amsterdam, NLD 90.00 90.00 2013 1.9 -0.1 4
Baltic Saule Riga, LVA 100.00 100.00 2013 3.8 1.0
Banbury Alton Limited Maidenhead, GBR 100.00 100.00 2013 -0.3 0.0
Bath and Portland Stone (Holdings) Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Baustoffwerke Dresden GmbH & Co. KG 3) Dresden, DEU 51.00 51.00 2013 0.8 0.8
Beazer Limited Maidenhead, GBR 100.00 100.00 2013 7.5 0.0
Beazer Services Limited Douglas, IMN 100.00 100.00 2013 1.4 0.0
Beforebeam Limited Maidenhead, GBR 100.00 100.00 2013 481.8 0.0
Beforeblend Limited Maidenhead, GBR 100.00 100.00 2013 245.4 0.0
Berec Holdings B.V. Amsterdam, NLD 100.00 100.00 2013 187.7 0.0
Beton Baguette Marcel S.A. Bruxelles, BEL 85.46 85.46 2013 2.4 0.3
Betong Sr AS Oslo, NOR 67.50 67.50 2013 0.9 0.2
Betongindustri AB Stockholm, SWE 100.00 100.00 2014 9.3 0.0 5
Bickleylake Limited Maidenhead, GBR 100.00 100.00 2013 278.1 0.0
Birchwood Concrete Products Limited Maidenhead, GBR 100.00 100.00 2013 191.9 0.0
Birchwood Omnia Limited Maidenhead, GBR 100.00 100.00 2013 1,279.9 58.8
Bjrgun ehf 5) Reykjavk, ISL 100.00 53.00 - - -
Contents

4 Consolidated

ship% million 9)
BM Valla ehf 5) Reykjavk, ISL 100.00 53.00 - - -
Bonny Holding Ltd. Irish Town, GIB 100.00 93.94 2013 0.2 0.0
Boons Granite Quarries Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Brazier Aggregates Limited Maidenhead, GBR 100.00 100.00 2013 1.9 0.0
Bristol Sand and Gravel Company Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
British Agricultural Services Limited Maidenhead, GBR 100.00 100.00 2013 416.4 0.3
British Ever Ready Limited Maidenhead, GBR 100.00 100.00 2013 29.1 0.0
Buckland Sand & Silica Company Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Bulldog Company Limited St. Peter Port, GGY 100.00 100.00 2013 46.7 0.8
Butterley Brick Investments (No 2) Limited Maidenhead, GBR 100.00 100.00 2013 31.3 0.0
Butterley Brick Limited Maidenhead, GBR 100.00 100.00 2013 0.6 0.0
C.B.R. Finance S.A. Luxembourg, LUX 100.00 100.00 2013 7.7 -0.2
Calumite Limited Maidenhead, GBR 51.00 51.00 2013 1.9 1.8
Cantera El Hoyon, S.A.U. Madrid, ESP 100.00 100.00 2013 3.9 -1.0
Canteras Mecnicas Crcaba, S.A.U. Oviedo, ESP 100.00 100.00 2013 8.5 -0.3
Carrieres d'Antoing S.A. Tournai, BEL 100.00 100.00 2013 14.7 0.3
Castle Building Products Limited Maidenhead, GBR 100.00 100.00 2013 -0.5 0.0
Castle Cement (Chatburn) Limited Maidenhead, GBR 100.00 100.00 2013 0.2 0.0
Castle Cement (Clyde) Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Castle Cement (Ketton) Limited Maidenhead, GBR 100.00 100.00 2013 27.1 0.0
Castle Cement (Padeswood) Limited Maidenhead, GBR 100.00 100.00 2013 7.2 0.0
Castle Cement (Pitstone) Limited Maidenhead, GBR 100.00 100.00 2013 11.8 0.0
Castle Cement (Ribblesdale) Limited Maidenhead, GBR 100.00 100.00 2013 25.3 0.0
Castle Cement Limited Maidenhead, GBR 100.00 100.00 2014 269.8 29.5
Castle Lime Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Castle Pension Scheme Trustees Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
CaucasusCement Holding B.V. 's-Hertogenbosch, NLD 75.00 75.00 2013 97.2 3.8
CBR Asset Management Belgium S.A. Bruxelles, BEL 100.00 100.00 2013 8.5 0.0
CBR Baltic B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 206.5 35.3
CBR International Services S.A. Bruxelles, BEL 100.00 100.00 2014 1,415.3 39.5
CBR Portland B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 73.7 0.0
Cem Invest Ltd 1) Irish Town, GIB 50.00 46.97 2013 2.2 0.0
Cementa AB Stockholm, SWE 100.00 100.00 2014 45.4 0.1
Cementa Fastighets AB Stockholm, SWE 100.00 100.00 2013 0.0 0.0
Cementrum I B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 105.9 -0.4
Cementrum II B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 0.5 0.0
CGF Capital B.V. Amsterdam, NLD 100.00 100.00 2013 0.1 0.0
CHB Exeter Limited Maidenhead, GBR 100.00 100.00 2013 1.4 0.0
CHB Group Limited Maidenhead, GBR 100.00 100.00 2013 809.2 413.3
CHB P H R Limited Maidenhead, GBR 100.00 100.00 2013 -15.7 -1.1
CHB Products Limited Maidenhead, GBR 100.00 100.00 2013 2,408.9 0.0
Chemical Manufacture and Refining Limited Maidenhead, GBR 100.00 100.00 2013 6.6 0.0
Chester Road Sand and Gravel Company Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Cimescaut Materiaux S.A. Antoing, BEL 100.00 100.00 2013 27.2 -0.1
Cimescaut Vente Granulats S.A.S. Harnes, FRA 100.00 100.00 2013 4.1 -0.3
City of London Heliport Limited Maidenhead, GBR 55.56 55.56 2013 -2.1 0.0
Civil and Marine (Holdings) Limited Maidenhead, GBR 100.00 100.00 2013 43.1 89.5
Civil and Marine Limited Maidenhead, GBR 100.00 100.00 2014 273.4 36.5

To our shareholders

ship% million 9)

Civil and Marine Slag Cement Limited Maidenhead, GBR 100.00 100.00 2013 73.4 0.0
Claughton Manor Brick Limited (The) Maidenhead, GBR 100.00 100.00 2013 0.2 0.0
Clyde Cement Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Coln Gravel Company Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Conbloc Limited Maidenhead, GBR 100.00 100.00 2013 -0.1 0.0
Condroz Bton S.A. Bruxelles, BEL 100.00 100.00 2013 0.1 0.0
Cradley Special Brick Company Limited Maidenhead, GBR 100.00 100.00 2013 2.2 0.0
Creative Land Developers Limited 1) Maidenhead, GBR 50.00 50.00 2013 -0.5 0.0
2
Crispway Limited Maidenhead, GBR 100.00 100.00 2013 0.5 0.0
Cromhall Quarries, Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Cumbrian Industrials Limited Maidenhead, GBR 100.00 100.00 2013 9.2 -0.1
D. & H. Sand Supplies Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Delmorgal Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Desimpel Brick Limited Maidenhead, GBR 100.00 100.00 2013 3.1 0.0
Devon Concrete Works, Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
DK Beton A/S Ringsted, DNK 100.00 100.00 2014 10.2 0.1
DK Cement A/S Copenhagen, DNK 100.00 100.00 2013 5.8 0.3
DUPAMIJ Holding GmbH Kalkar, DEU 88.00 88.00 2013 1.2 0.0
E & S Retail Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
E Sub Limited Maidenhead, GBR 100.00 100.00 2013 7.3 0.0
3
Effectengage Limited Maidenhead, GBR 100.00 100.00 2013 318.1 0.0
ENCI B.V. Maastricht, NLD 100.00 100.00 2014 119.1 0.9

ENCI Holding N.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 524.1 20.3
Ensign Park Limited 1) Maidenhead, GBR 50.00 50.00 2013 -1.9 0.0
Espabel N.V. Gent, BEL 100.00 100.00 2013 8.7 -2.1
Exakt Kiesaufbereitung GmbH Paderborn, DEU 100.00 100.00 2013 0.0 0.0
F.C. Precast Concrete Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Fastighets AB Limhamns Kalkbrott Stockholm, SWE 100.00 100.00 2013 2.6 0.0
Fastighets AB Lvholmen 5) Stockholm, SWE 100.00 100.00 - - -
Ferrersand Aggregates Limited Maidenhead, GBR 100.00 100.00 2013 1.7 0.0
Formpave Holdings Limited Maidenhead, GBR 100.00 100.00 2013 4.0 0.0
Formpave Limited Maidenhead, GBR 100.00 100.00 2013 6.0 0.0 4
Fulber Limited St. Peter Port, GGY 100.00 100.00 2013 256.7 0.0
Garkalnes Grants SIA Riga, LVA 100.00 100.00 2013 4.2 0.4
Granor S.A.S. Loos, FRA 100.00 100.00 2013 0.5 0.3
Greenways Environmental and Waste Management Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Greenwoods (St. Ives) Limited Maidenhead, GBR 100.00 100.00 2013 2.1 0.0
Guidelink Maidenhead, GBR 100.00 99.99 2013 0.1 0.0

Habfield Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Hanson (CGF) (No.1) Limited Maidenhead, GBR 100.00 100.00 2013 3,610.1 0.0
Hanson (CGF) (No2) Limited Maidenhead, GBR 100.00 100.00 2013 4,820.2 0.0
Hanson (CGF) Finance Limited Maidenhead, GBR 100.00 100.00 2013 1,005.6 0.0
Hanson (CGF) Holdings Limited Maidenhead, GBR 100.00 100.00 2013 282.4 5.9
Hanson (ER-No 10) Limited Maidenhead, GBR 100.00 100.00 2013 306.3 0.0 5
Hanson (ER-No 5) Limited Maidenhead, GBR 100.00 100.00 2013 478.4 0.0
Hanson (FP) Limited Maidenhead, GBR 100.00 100.00 2013 7,697.3 0.0
Contents

4 Consolidated

ship% million 9)
Hanson (MR) Limited Maidenhead, GBR 100.00 99.99 2013 2,644.3 0.0
Hanson (NAIL) Limited Maidenhead, GBR 100.00 100.00 2013 6.5 0.0
Hanson Aggregates (North) Limited Maidenhead, GBR 100.00 100.00 2013 48.6 0.0
Hanson Aggregates Holding Nederland B.V. Amsterdam, NLD 100.00 71.43 2013 4.7 0.2
Hanson Aggregates Limited Maidenhead, GBR 100.00 100.00 2013 98.6 0.0
Hanson Aggregates Marine Limited Maidenhead, GBR 100.00 100.00 2014 214.8 -1.0
Hanson Aggregates Nederland B.V. Amsterdam, NLD 100.00 71.43 2013 0.6 0.3
Hanson Aggregates South Wales Holdings Limited Maidenhead, GBR 100.00 100.00 2013 8.2 0.0
Hanson Aggregates South Wales Limited Maidenhead, GBR 100.00 100.00 2013 46.7 0.0
Hanson Aggregates UK Limited Maidenhead, GBR 100.00 100.00 2013 2,409.0 0.0
Hanson America Holdings (1) Limited Maidenhead, GBR 100.00 100.00 2013 2,290.4 0.0
Hanson America Holdings (2) Limited Maidenhead, GBR 100.00 100.00 2013 573.6 0.0
Hanson Aruba Limited St. Peter Port, GGY 99.99 99.99 2013 1,535.8 -0.1
Hanson Bath and Portland Stone Limited Maidenhead, GBR 100.00 100.00 2013 -2.6 0.0
Hanson Batteries Limited Maidenhead, GBR 100.00 100.00 2013 55.7 0.0
Hanson Blocks North Limited 1) Maidenhead, GBR 50.00 50.00 2013 15.9 0.0
Hanson Brick Ltd Maidenhead, GBR 100.00 100.00 2013 0.2 0.2
Hanson Building Materials Europe Limited Maidenhead, GBR 100.00 100.00 2013 2,715.0 0.0
Hanson Building Materials Limited Maidenhead, GBR 100.00 100.00 2013 3,844.0 -5.4
Hanson Building Products (2003) Limited Maidenhead, GBR 100.00 100.00 2013 1,873.1 35.3
Hanson Building Products Limited 5) Maidenhead, GBR 100.00 100.00 - - -
Hanson Building Products Limited 5) St. Helier, JE 100.00 100.00 - - -
Hanson Canada Limited Maidenhead, GBR 100.00 100.00 2013 55.1 53.9
Hanson Clay Products Limited Maidenhead, GBR 100.00 100.00 2013 18.3 0.0
Hanson Concrete Products Limited Maidenhead, GBR 100.00 100.00 2013 62.2 0.0
Hanson Crewing Services Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Hanson Devon Limited Shannon, IRL 100.00 100.00 2013 3,830.0 -0.2
Hanson Facing Bricks Limited Maidenhead, GBR 100.00 100.00 2013 298.7 0.0
Hanson Finance (2003) Limited Maidenhead, GBR 100.00 100.00 2013 569.4 -5.9
Hanson Finance Limited Maidenhead, GBR 100.00 100.00 2013 911.4 -21.2
Hanson Financial Services Limited Maidenhead, GBR 100.00 100.00 2013 119.2 0.1
Hanson Fletton Bricks Limited Maidenhead, GBR 100.00 100.00 2013 38.0 0.0
Hanson Foods Limited Maidenhead, GBR 100.00 100.00 2013 204.1 0.0
Hanson FP Holdings B.V. Amsterdam, NLD 100.00 100.00 2013 391.0 3.9
Hanson Funding (G) Limited Maidenhead, GBR 100.00 100.00 2013 209.3 0.0
Hanson Germany GmbH & Co. KG 3) Leinatal, DEU 100.00 100.00 2013 0.5 0.0
Hanson Gerrard Limited St. Peter Port, GGY 100.00 100.00 2013 -0.2 0.0
Hanson H4 Limited Maidenhead, GBR 100.00 100.00 2013 1,865.4 0.0
Hanson H5 Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Hanson Hedging (Dollars) (1) Limited Maidenhead, GBR 100.00 100.00 2013 234.0 0.0
Hanson Hedging (Dollars) (2) Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Hanson Hispania, S.A.U. Madrid, ESP 100.00 100.00 2014 109.7 -8.6
Hanson Holdings (1) Limited Maidenhead, GBR 100.00 100.00 2013 45,772.9 0.0
Hanson Holdings (2) Limited Maidenhead, GBR 100.00 100.00 2013 1,264.6 0.0
Hanson Holdings (3) Limited Maidenhead, GBR 100.00 100.00 2013 998.3 0.0
Hanson Holdings Limited Maidenhead, GBR 100.00 100.00 2013 2,383.5 -3.5

To our shareholders

ship% million 9)

Hanson Iceland EHF Reykjavk, ISL 100.00 100.00 2013 2,408.1 -0.1
Hanson Industrial (Engineering Holdings) Limited Maidenhead, GBR 100.00 100.00 2013 6.5 0.0
Hanson Industrial Limited Maidenhead, GBR 100.00 100.00 2013 188.8 0.0
Hanson International Holdings Limited Maidenhead, GBR 100.00 100.00 2013 13,612.5 0.0
Hanson Island Management Limited St. Peter Port, GGY 100.00 100.00 2013 0.1 -0.1
Hanson Land Development Limited Maidenhead, GBR 100.00 100.00 2013 -35.6 0.0
Hanson LHA Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Hanson Limited Maidenhead, GBR 100.00 100.00 2014 8,322.3 -35.4
2
Hanson Marine Holdings Limited Maidenhead, GBR 71.43 71.43 2013 3.0 11.8
Hanson Marine Limited Maidenhead, GBR 100.00 71.43 2013 33.9 0.2
Hanson Overseas Corporation Limited Maidenhead, GBR 100.00 100.00 2013 2,272.9 0.0
Hanson Overseas Holdings Limited Maidenhead, GBR 100.00 100.00 2013 21,491.8 -2.0
Hanson Packed Products Limited Maidenhead, GBR 100.00 100.00 2014 -82.7 -18.6
Hanson Peabody Limited Maidenhead, GBR 100.00 100.00 2013 1,208.6 0.0
Hanson Pioneer Espaa, S.L.U. Madrid, ESP 100.00 100.00 2013 479.9 -5.1
Hanson Quarry Products Europe Limited Maidenhead, GBR 100.00 100.00 2014 51,048.9 -8.9
Hanson Quarry Products Holdings Limited Maidenhead, GBR 100.00 100.00 2013 50.2 0.0
Hanson Quarry Products Overseas Limited Maidenhead, GBR 100.00 100.00 2013 2.4 0.0
Hanson Quarry Products Trade Finance Limited Maidenhead, GBR 100.00 100.00 2013 3.6 0.0
Hanson Quarry Products Transport Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
3
Hanson Quarry Products Ventures Limited Maidenhead, GBR 100.00 100.00 2013 53.3 0.1
Hanson Recycling Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0

Hanson Retail Limited Maidenhead, GBR 100.00 100.00 2013 467.4 338.2
Hanson Ship Management Ltd St. Peter Port, GGY 100.00 100.00 2013 0.2 0.0
Hanson Thermalite Limited Maidenhead, GBR 100.00 100.00 2013 50.2 0.0
Hanson TIS Holdings Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Hanson TIS Limited Maidenhead, GBR 100.00 100.00 2013 -3.1 -0.1
Hanson Trust Limited Maidenhead, GBR 100.00 100.00 2013 117.2 0.0
Hanson Trustees Limited Maidenhead, GBR 100.00 100.00 2013 -1.7 0.0
Harrisons Limeworks Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Hartsholme Property Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
HB Hotels Limited Maidenhead, GBR 100.00 100.00 2013 -0.7 0.0 4
HC Asia Holding GmbH Heidelberg, DEU 100.00 100.00 100.00 2013 48.8 10.9
HC Betons SIA Riga, LVA 100.00 100.00 2013 -0.6 -0.4
HC Betoon AS, Estonia Tallinn, EST 100.00 100.00 2013 6.7 0.0
HC Fuels Limited London, GBR 100.00 100.00 2013 10.5 0.0
HC Green Trading Limited St. Julian's, MLT 100.00 100.00 2013 0.0 0.0
HC Hanson Holding B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 326.6 0.0
HC Italia SRL Rom, ITA 100.00 100.00 2013 0.3 -0.3
HC Kalkproduktionsgesellschaft Istein mbH Efringen-Kirchen, DEU 100.00 100.00 100.00 2013 1.6 0.0
HC Trading B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 4.1 -8.2
HC Trading Malta Limited St. Julian's, MLT 100.00 100.00 2013 0.0 17.9
HCT Holding Malta Limited St. Julian's, MLT 100.00 100.00 100.00 2013 99.7 28.6
Heidelberg Cement Iceland EHF 5) Reykjavk, ISL 100.00 100.00 - - - 5
HeidelbergCement BP Limited 5)
Maidenhead, GBR 100.00 100.00 - - -
HeidelbergCement Canada Holding Limited Maidenhead, GBR 100.00 100.00 2013 3,662.2 248.4
HeidelbergCement Central Europe East Holding B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 1,205.1 81.7
HeidelbergCement Danmark A/S Ringsted, DNK 100.00 100.00 2013 50.2 0.0
Contents

4 Consolidated

ship% million 9)
HeidelbergCement Euro I Limited 5) Maidenhead, GBR 100.00 100.00 - - -
HeidelbergCement Euro II Limited 5) Maidenhead, GBR 100.00 100.00 - - -
HeidelbergCement Finance B.V. 's-Hertogenbosch, NLD 100.00 100.00 100.00 2013 34.1 7.9
HeidelbergCement Finance Luxembourg S.A. Luxembourg, LUX 100.00 100.00 2014 12.0 111.9
HeidelbergCement Grundstcksgesellschaft mbH & Co. KG 3) Heidelberg, DEU 100.00 100.00 100.00 2013 17.5 0.4
HeidelbergCement Holding Coperatief U.A. 's-Hertogenbosch, NLD 100.00 100.00 2013 1,125.4 35.2
HeidelbergCement Holding S. r.l. Luxembourg, LUX 100.00 100.00 2013 19,917.5 97.9
HeidelbergCement Holdings Limited Maidenhead, GBR 100.00 100.00 100.00 2013 2.4 0.0
HeidelbergCement International Holding GmbH Heidelberg, DEU 100.00 100.00 100.00 2013 12,824.7 -
HeidelbergCement Luxemburg S. r.l. Luxembourg, LUX 100.00 100.00 2013 -0.1 0.0
HeidelbergCement Mediterranean Basin Holdings S.L. Madrid, ESP 100.00 100.00 2013 300.8 16.9
HeidelbergCement Milj AB Stockholm, SWE 100.00 100.00 2013 2.0 0.0
HeidelbergCement Netherlands Holding B.V. 's-Hertogenbosch, NLD 14.54 100.00 100.00 2013 772.2 48.0
HeidelbergCement Northern Europe AB Stockholm, SWE 100.00 100.00 2013 1,296.1 51.1
HeidelbergCement Northern Europe Pumps & Trucks A/S Ringsted, DNK 100.00 100.00 2013 0.3 0.2
HeidelbergCement Norway a.s. Oslo, NOR 100.00 100.00 2013 233.7 -43.3
HeidelbergCement Sweden AB Stockholm, SWE 100.00 100.00 2013 218.2 -0.8
HeidelbergCement UK Holding II Limited Maidenhead, GBR 100.00 100.00 2013 11,660.6 -759.7
HeidelbergCement UK Holding Limited Maidenhead, GBR 100.00 100.00 2013 12,042.6 -1,498.9
HeidelbergCement UK Limited Maidenhead, GBR 100.00 100.00 100.00 2013 96.4 0.1
HeidelbergCement, Funk & Kapphan Grundstcksgesellschaft
GmbH & Co. KG 3) 5) Heidelberg, DEU 79.91 79.91 79.91 - - -
Heidelberger Beton Donau-Naab GmbH & Co. KG 3) Burglengenfeld, DEU 85.00 85.00 2013 1.5 1.2
Heidelberger Beton GmbH Heidelberg, DEU 100.00 100.00 100.00 2013 44.6 17.3
Heidelberger Betonelemente GmbH & Co. KG 3) Chemnitz, DEU 83.00 83.00 2013 4.2 3.2
Heidelberger Betonpumpen Rhein-Main-Nahe GmbH & Co. KG 3) Bad Kreuznach, DEU 100.00 93.77 2013 0.6 0.6
Heidelberger Kalksandstein GmbH Durmersheim, DEU 100.00 100.00 2013 14.5 0.0
Heidelberger Kalksandstein Grundstcks- und Beteiligungs-
GmbH & Co. KG 3) Durmersheim, DEU 100.00 100.00 2013 17.5 2.7
Heidelberger Kieswerke Niederrhein GmbH Essen, DEU 100.00 100.00 2013 0.9 0.0
Heidelberger Kieswerke Rhein-Ruhr GmbH Essen, DEU 100.00 100.00 2013 1.9 0.2
Heidelberger KS Beteiligungen Deutschland GmbH & Co. KG 3) Heidelberg, DEU 100.00 100.00 2013 4.6 0.8
Heidelberger Sand und Kies GmbH Heidelberg, DEU 100.00 100.00 100.00 2013 62.7 8.5
Heidelberger Sand und Kies Handel & Logistik GmbH Essen, DEU 100.00 100.00 2013 0.0 0.1
HIPS (Trustees) Limited Bedford, GBR 100.00 100.00 2013 0.0 0.0
HK Holdings (No 2) Limited Maidenhead, GBR 100.00 100.00 2013 77.5 0.0
HK Holdings (No.1) Limited Maidenhead, GBR 100.00 100.00 2013 33.6 0.0
HKS Hunziker Kalksandstein AG Brugg, CHE 100.00 100.00 2013 7.0 0.4
Holms Sand & Gravel Company (1985) (The) Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Holms Sand & Gravel Company Limited (The) Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Homes (East Anglia) Limited Maidenhead, GBR 100.00 100.00 2013 0.2 0.0
Hormigones y ridos, S.A.U. Bilbao, ESP 100.00 100.00 2013 2.3 -0.4
Hornsteinn ehf 5) Reykjavk, ISL 53,00 53,00 - - -
Housemotor Limited Maidenhead, GBR 100.00 100.00 2013 1,859.3 0.0
Houseprice Limited Maidenhead, GBR 100.00 100.00 2013 706.0 0.0
Houserate Limited Maidenhead, GBR 100.00 100.00 2013 1,999.6 2.0
HPL Albany House Developments Limited 1) Maidenhead, GBR 50.00 50.00 2013 -0.6 0.0
HPL Estates Limited Maidenhead, GBR 100.00 100.00 2013 4.2 0.0
HPL Investments Limited Maidenhead, GBR 100.00 100.00 2013 485.7 0.0
HPL Properties Limited Maidenhead, GBR 100.00 100.00 2013 47.9 0.0

To our shareholders

ship% million 9)

HPL Property Limited Maidenhead, GBR 100.00 100.00 2013 49.5 0.0
HPL West London Developments Limited 1) Maidenhead, GBR 50.00 50.00 2013 -0.3 0.0
Hurst and Sandler Limited Maidenhead, GBR 100.00 100.00 2013 5.6 0.0
Imperial Foods Holdings Limited Maidenhead, GBR 100.00 100.00 2013 0.7 0.0
Imperial Group Limited Maidenhead, GBR 100.00 100.00 2013 18.7 0.0
Imperial Potted Shrimps Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Imperial Seafoods Limited Maidenhead, GBR 100.00 100.00 2013 1.4 0.0
Inter-Beton SA Bruxelles, BEL 100.00 100.00 2014 54.1 -3.3
2
Irvine - Whitlock Limited Maidenhead, GBR 100.00 100.00 2014 1.1 -1.4
J A Crabtree & Co Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
J. Riera, S.A. Barcelona, ESP 100.00 100.00 2013 6.1 -1.6
James Grant & Company (West) Limited Edinburgh, GBR 100.00 100.00 2013 2.7 0.0
Joseph Wones (Holdings) Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Judkins Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
K.M. Property Development Company Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
KalininCement Holding B.V. 's-Hertogenbosch, NLD 74.90 74.90 2013 3.8 0.0
Kazakhstan Cement Holding B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 85.4 15.1
Kerpen & Kerpen GmbH & Co. KG 3) Ochtendung, DEU 70.00 100.00 100.00 2013 0.2 1.5
Ketton Cement Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Kieswerk Maas-Roeloffs GmbH & Co KG Kalkar, DEU 100.00 88.00 2013 0.0 -0.8
3
Kieswerk Maas-Roeloffs Verwaltungsgesellschaft mbH Kalkar, DEU 96.00 84.48 2013 0.0 0.0
Kieswerke Andresen GmbH Damsdorf, DEU 100.00 100.00 2013 1.0 0.0

Kingston Minerals Limited Maidenhead, GBR 100.00 100.00 2013 0.2 0.0
Kivel Properties Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Kommanditbolaget Cementen Stockholm, SWE 100.00 100.00 2013 1.4 0.1
Kunda Nordic Tsement AS Kunda, EST 75.00 75.00 2014 158.0 6.9
L.B. (Stewartby) Limited Maidenhead, GBR 100.00 100.00 2013 60.6 0.0
Leamaat Omikron B.V. Amsterdam, NLD 100.00 100.00 2013 11.9 0.0
Leca (Great Britain) Limited Maidenhead, GBR 100.00 100.00 2013 1.0 0.0
Lehigh B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 10,239.5 0.0
Lehigh UK Limited Maidenhead, GBR 100.00 100.00 2014 17,423.9 -1.6
Lindustries Limited Edinburgh, GBR 100.00 100.00 2013 53.6 0.0 4
Lithonplus GmbH & Co. KG 3) Lingenfeld, DEU 60.00 60.00 2013 31.3 -0.4
Localdouble Limited Maidenhead, GBR 100.00 100.00 2013 775.4 0.0
London Brick Company Limited Maidenhead, GBR 100.00 100.00 2013 26.4 -0.2
London Brick Engineering Limited Maidenhead, GBR 100.00 100.00 2013 2.5 0.0
M E Sub Limited Maidenhead, GBR 100.00 100.00 2013 21.2 0.0
Magnatool AB Malm, SWE 100.00 75.00 2013 0.0 0.0

Mantle & Llay Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Marnee Limited Maidenhead, GBR 100.00 100.00 2013 64.7 0.0
Marples Ridgway Limited Maidenhead, GBR 100.00 100.00 2013 -4.7 0.0
Marples Ridgway Overseas Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Mebin B.V. 's-Hertogenbosch, NLD 100.00 100.00 2014 44.9 -4.4
Mebin Leeuwarden B.V. Leeuwarden, NLD 79.79 79.79 2013 0.9 0.1 5
Meppeler Betoncentrale B.V. Meppel, NLD 66.67 66.67 2013 0.2 -0.2
Midland Quarry Products Limited Maidenhead, GBR 100.00 100.00 2014 110.5 14.8
Milton Hall (Southend) Brick Company Limited (The) Maidenhead, GBR 100.00 100.00 2013 1.6 0.0
Minster Quarries Limited Maidenhead, GBR 100.00 100.00 2013 -1.5 0.0
Contents

4 Consolidated

ship% million 9)
Mixconcrete Holdings Limited Maidenhead, GBR 100.00 100.00 2013 4.7 0.0
Mixconcrete Limited Maidenhead, GBR 100.00 100.00 2013 -2.1 0.0
Mold Tar Macadam Co.Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Morebeat Limited Maidenhead, GBR 100.00 100.00 2013 147.6 0.0
Motioneager Limited Maidenhead, GBR 100.00 100.00 2013 257.1 0.0
National Brick Company Limited Maidenhead, GBR 100.00 100.00 2013 3.0 0.0
National Star Brick and Tile Holdings Limited Maidenhead, GBR 100.00 100.00 2013 2.6 0.0
National Star Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
NedCem Holding B.V. 's-Hertogenbosch, NLD 100.00 66.67 2013 0.8 0.0
Norbetong AS Oslo, NOR 100.00 100.00 2014 62.3 2.5
Norbetong Pumping AS Oslo, NOR 75.50 75.50 2013 0.3 0.0
Norcem AS Oslo, NOR 100.00 100.00 2014 44.8 2.3
NorStone AS Oslo, NOR 100.00 100.00 2014 17.7 0.2
P. & B. J. Dallimore Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Paderborner Transport - Beton - Gesellschaft mit beschrnkter
Haftung & Co. K.-G. 3) Geseke, DEU 87.50 87.50 2013 0.5 0.1
Padyear Limited 1) Maidenhead, GBR 50.00 50.00 2013 -0.2 0.0
Palatina Insurance Ltd. Sliema, MLT 100.00 100.00 2013 46.2 1.6
Paperbefore Limited Maidenhead, GBR 100.00 100.00 2013 362.4 0.0
Pencrete Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Penfolds Builders Merchants Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Picon Overseas Limited St. Peter Port, GGY 100.00 100.00 2013 186.1 8.5
Piedras y Derivados, S.A.U. Barcelona, ESP 100.00 100.00 2013 17.1 1.8
PILC Limited St. Peter Port, GGY 100.00 100.00 2013 17.2 0.1
Pimco 2945 Limited Maidenhead, GBR 100.00 100.00 2013 4.9 0.0
Pinden Plant & Processing Co. Limited (The) Maidenhead, GBR 100.00 100.00 2013 6.8 0.0
Pioneer Aggregates (UK) Limited Maidenhead, GBR 100.00 100.00 2013 4.3 -0.1
Pioneer Asphalts (U.K.) Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Pioneer Concrete (U.K.) Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Pioneer Concrete Development Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Pioneer Concrete Holdings Limited Maidenhead, GBR 100.00 100.00 2013 140.2 0.0
Pioneer International Group Holdings Limited Maidenhead, GBR 100.00 100.00 2013 1,066.4 0.0
Pioneer International Investments Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Pioneer Investments UK Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Pioneer Overseas Investments Limited St. Peter Port, GGY 100.00 100.00 2013 104.5 -0.1
Pioneer Willment Concrete Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Premix Concrete Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Protenna AB Stockholm, SWE 75.00 75.00 2013 29.3 0.3
Purfleet Aggregates Limited Maidenhead, GBR 100.00 71.43 2013 -0.2 -0.1
Recem S.A. Luxembourg, LUX 100.00 100.00 2013 2.9 0.0
Reci Eesti A/S Tallinn, EST 100.00 100.00 2013 4.9 0.0
Red Bank Manufacturing Company Limited Maidenhead, GBR 100.00 100.00 2013 14.4 0.0
Redshow Limited Maidenhead, GBR 100.00 100.00 2013 132.4 0.0
Renor AS Aurskog, NOR 100.00 100.00 2013 2.9 0.0
Rezincote (1995) Limited Maidenhead, GBR 100.00 100.00 2013 -0.5 0.0
Ribblesdale Cement Limited Maidenhead, GBR 100.00 100.00 2013 2.9 0.0
Roads Reconstruction Limited Maidenhead, GBR 100.00 100.00 2013 10.4 0.0
S Sub Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
S.A. CBR Asset Management Luxembourg, LUX 100.00 100.00 2013 0.4 0.0

To our shareholders

ship% million 9)

S.A. Cimenteries CBR Bruxelles, BEL 100.00 100.00 2014 726.1 115.5
S.A. Cimescaut Tournai, BEL 100.00 100.00 2013 11.8 -14.2
Sabine Limited St. Peter Port, GGY 100.00 100.00 2013 256.7 0.0
Sagrex B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 1.0 0.2
Sagrex Holding B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 18.4 -1.1
Sagrex Productie B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 5.7 0.6
SAGREX S.A. Bruxelles, BEL 100.00 100.00 2013 87.9 10.7
Sailtown Limited Maidenhead, GBR 100.00 100.00 2013 918.5 8.5
2
Saint Hubert Investments S. r.l. Luxembourg, LUX 100.00 100.00 2013 354.6 -0.1
Samuel Wilkinson & Sons Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Sand- & Grusaktiebolag Jehander Stockholm, SWE 100.00 100.00 2014 10.9 0.2
Sand Supplies (Western) Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Sandwerke Biesern GmbH Penig, DEU 100.00 100.00 2013 8.4 0.0
Saunders (Ipswich) Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Scancem Central Africa Holding 1 AB Stockholm, SWE 100.00 100.00 2013 18.1 0.1
Scancem East OY AB Helsinki, FIN 100.00 100.00 2013 6.3 0.0
Scancem Energy and Recovery Limited Maidenhead, GBR 100.00 100.00 2013 19.5 0.0
Scancem International DA Oslo, NOR 93.94 93.94 2013 293.9 87.7
3
Scancem International Limited Maidenhead, GBR 100.00 100.00 2013 21.5 0.0
Scancem Recovery Limited Maidenhead, GBR 100.00 100.00 2013 19.6 0.3

Scancem Supply Limited Maidenhead, GBR 100.00 100.00 2013 -2.3 0.0
Seagoe Concrete Products Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Second City Properties Limited Maidenhead, GBR 100.00 100.00 2013 13.9 0.0
Sementsverksmidjan ehf 5) Reykjavk, ISL 100.00 53.00 - - -
Shanon Limited Partnership Edinburgh, GBR 100.00 99.99 2013 1.6 0.0
Shapedirect Limited Maidenhead, GBR 100.00 100.00 2013 7,437.7 9.0
SJP 1 Limited Maidenhead, GBR 100.00 100.00 2013 -0.1 0.0
Slotcount Limited Maidenhead, GBR 60.15 60.15 2013 1,914.5 0.0
Small Lots (Mix-It) Limited Maidenhead, GBR 100.00 100.00 2013 13.0 0.0
SMW Sand und Mrtelwerk GmbH & Co. KG 3) Knigs Wusterhausen, DEU 100.00 100.00 2013 0.9 0.7 4
Solrec Limited Maidenhead, GBR 100.00 100.00 2013 10.0 0.0

Specialstabilisering i Stockholm AB Stockholm, SWE 50.00 50.00 2013 0.0 0.0
SQ Corporation Limited Maidenhead, GBR 100.00 100.00 2013 2,922.5 0.0
SQ Finance No 2 Limited Maidenhead, GBR 100.00 100.00 2013 3,024.9 0.0
St Edouard S. r.l. Luxembourg, LUX 100.00 99.99 2013 2,391.6 0.0
ST JUDE S. r.l. Luxembourg, LUX 100.00 100.00 2013 2,408.7 0.0

ST LUKE S. r.l. Luxembourg, LUX 100.00 100.00 2013 13.4 0.0
ST MARIUS S. r.l. Luxembourg, LUX 100.00 100.00 2013 890.2 -0.1
ST NICOLAS S. r.l. Luxembourg, LUX 100.00 100.00 2013 1,297.8 0.1
St Pierre S. r.l. Luxembourg, LUX 100.00 99.99 2013 0.4 -0.1
Stahlsaiten Betonwerke GmbH Ennigerloh, DEU 100.00 100.00 2013 0.4 0.0
Stephen Toulson & Sons Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0 5
Stewartby Housing Association, Limited Maidenhead, GBR 100.00 100.00 2013 0.1 0.0
Structherm Holdings Limited Maidenhead, GBR 100.00 100.00 2013 2.2 1.8
Structherm Limited Maidenhead, GBR 100.00 100.00 2013 2.0 0.1
Supamix Limited Maidenhead, GBR 100.00 100.00 2013 6.8 0.0
Contents

4 Consolidated

ship% million 9)
Svenska Cementfreningen UPA Stockholm, SWE 100.00 100.00 2013 0.0 0.0
TBH Transportbeton Hamburg GmbH & Co. KG 3) Hamburg, DEU 100.00 100.00 2013 0.3 -1.8
The Purfleet Ship to Shore Conveyor Company Limited Maidenhead, GBR 100.00 85.71 2013 0.1 0.0
Thistleton Quarries Limited Maidenhead, GBR 100.00 100.00 2013 -1.7 0.0
Tillotson Commercial Motors Limited Maidenhead, GBR 100.00 100.00 2013 -22.6 0.0
Tillotson Commercial Vehicles Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Tilmanstone Brick Limited Maidenhead, GBR 100.00 100.00 2013 8.5 0.0
Timesound Maidenhead, GBR 100.00 100.00 2013 0.7 0.0
TLQ Limited Edinburgh, GBR 100.00 100.00 2013 0.0 0.0
TMC Pioneer Aggregates Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Tunnel Cement Limited Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
U.D.S. Holdings B.V. Amsterdam, NLD 100.00 100.00 2013 612.8 0.0
UAB Gerdukas Vilnius, LTU 70.00 70.00 2013 2.1 0.1
UAB Heidelberg Cement Klaipeda Klaipeda, LTU 100.00 100.00 2013 0.4 0.7
UDS (No 10) Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
UDS (No 3) Limited Maidenhead, GBR 100.00 100.00 2013 6.8 0.0
UDS Corporation Limited Maidenhead, GBR 100.00 100.00 2013 439.2 0.0
UDS Finance Limited Maidenhead, GBR 100.00 100.00 2013 49.1 0.0
UDS Group Limited Maidenhead, GBR 100.00 100.00 2013 132.2 0.0
UDS Holdings (1) Limited Maidenhead, GBR 100.00 100.00 2013 224.2 0.0
UGI Group Limited Maidenhead, GBR 100.00 100.00 2013 116.0 0.0
United Gas Industries Limited Maidenhead, GBR 100.00 100.00 2013 14.0 0.0
V.E.A. Limited St. Peter Port, GGY 100.00 100.00 2013 191.4 0.3
V.O.F. 'Bouwdok Barendrecht' Barendrecht, NLD 60.01 60.01 2013 -0.1 0.0
Viewgrove Investments Limited Maidenhead, GBR 100.00 100.00 2013 7,697.3 0.0
Visionfocus Limited Maidenhead, GBR 100.00 100.00 2013 434.1 0.0
Visionrefine Limited Maidenhead, GBR 100.00 100.00 2013 -0.4 0.0
Walhalla Kalk GmbH & Co. KG 3)
Regensburg, DEU 79.91 79.91 79.91 2013 13.8 3.7
Walhalla Kalkproduktionsgesellschaft mbH Regensburg, DEU 100.00 79.91 2013 4.4 0.5
Welbecson Group Limited Maidenhead, GBR 100.00 100.00 2013 -0.1 0.0
WIKA Sand und Kies GmbH & Co. KG 3) Bremen, DEU 100.00 100.00 2013 5.0 0.8
Wineholm Limited Maidenhead, GBR 100.00 100.00 2013 -2.4 0.0
Subsidiaries
BayKaz Beton LLP Almaty, KAZ 100.00 100.00 2013 4.1 -0.8
BEKTAS Group LLP Almaty, KAZ 100.00 100.00 2013 0.0 -0.9
Betonpumpy a doprava SK a.s. Bratislava, SVK 100.00 100.00 2013 0.4 0.0
BETOTECH, s.r.o. Beroun, CZE 100.00 91.50 2013 0.8 0.1
BT Pozna Sp. z.o.o. Janikowo, POL 75.00 75.00 2013 0.8 -0.2
Bukhtarma Cement Company LLP Oktyabrskiy village, KAZ 100.00 100.00 2013 57.0 13.3
Calumite s.r.o. Ostrava, CZE 100.00 51.00 2013 4.8 1.5
Carpat Agregate S.A. Bucharest, ROU 100.00 100.00 2013 6.4 -2.2
Carpat Beton S.R.L. Bucharest, ROU 100.00 100.00 2013 15.3 -2.4
Carpat Beton Servicii Pompe SRL Bucharest, ROU 100.00 100.00 2013 2.4 -0.4
Carpat Cemtrans S.R.L. Bucharest, ROU 100.00 100.00 2013 4.1 -0.3
Carpatcement Holding S.A. Bucharest, ROU 100.00 100.00 2014 244.2 26.9
CaspiCement Limited Liability Partnership Shetpe, KAZ 100.00 100.00 2013 118.8 -1.9

To our shareholders

ship% million 9)

Caspinerud Limited Liability Partnership Aktau, KAZ 75.10 75.10 2013 11.2 -0.1
Cementa sp. z o. o. 5) Warsaw, POL 100.00 100.00 - - -
eskomoravsk beton, a.s. Beroun, CZE 100.00 100.00 2013 28.6 1.6
eskomoravsk cement, a.s. Mokra, CZE 100.00 100.00 2014 77.1 26.7
eskomoravsk trk, a.s. Mokra, CZE 100.00 100.00 2013 54.3 2.4
Grade Beton Sp. z o.o. Chorula, POL 100.00 100.00 2014 19.5 -4.2
Grade Cement S.A. Chorula, POL 100.00 100.00 2014 233.4 35.2
Grade Kruszywa Sp. z o.o. Chorula, POL 100.00 100.00 2013 26.5 -1.1
2
HeidelbergBeton Ukraine Limited Liability Company Kryvyi Rih, UKR 100.00 99.98 2013 4.5 -0.1
HeidelbergCement Ukraine Public Joint Stock Company Dnepropetrovsk, UKR 99.83 99.83 2014 22.5 -27.7
HeidelbergGranit Ukraine Limited Liability Company Dnepropetrovsk, UKR 100.00 100.00 2013 4.2 0.1
Kamenivo Slovakia a.s. Byta Hrabov, SVK 100.00 100.00 2013 1.3 0.0
KSL Limited Liability Company Busheve, UKR 100.00 100.00 2013 1.8 -0.5
Limited Liability Company "Construction Materials" Sterlitamak, RUS 100.00 100.00 2013 102.5 10.3
Limited Liability Company "HeidelbergCement Georgia" Tbilisi, GEO 100.00 75.00 2014 10.6 -0.9
LLC HeidelbergBeton Georgia Tbilisi, GEO 100.00 100.00 2013 2.4 0.2
LLC HeidelbergCement Caucasus Tbilisi, GEO 100.00 100.00 2013 0.0 0.0
LLC 'HeidelbergCement Rus' Podolsk, RUS 100.00 100.00 2013 13.1 0.3
LLC Kartuli Cementi Tbilisi, GEO 100.00 100.00 2013 -9.6 -3.6
LLC Terjola-Quarry Tbilisi, GEO 100.00 100.00 2013 1.0 0.1
3
OOO "Norcem Kola" Murmansk, RUS 100.00 100.00 2013 0.6 0.0
OOO KaliningradCement Kaliningrad, RUS 100.00 74.90 2013 7.4 1.4

Open Joint Stock Company Gurovo-Beton Novogurovskiy, RUS 100.00 100.00 2013 5.9 0.4
Open Joint-Stock Company "Slantsy Cement Plant "Cesla" Slantsy, RUS 99.78 99.78 2013 28.5 -2.4
Precon Polska Sp.z.o.o. Warsaw, POL 100.00 100.00 2013 4.2 0.7
Recyfuel SRL Bucharest, ROU 100.00 100.00 2013 0.2 0.0
Rybalsky Quarry Limited Liability Company Dnepropetrovsk, UKR 100.00 100.00 2013 1.2 -0.2
TBG BETONMIX a. s. Brno, CZE 66.00 66.00 2013 9.2 0.4
TBG BETONPUMPY MORAVA s.r.o. Brno, CZE 90.00 84.90 2013 0.8 0.1
TBG SEVEROZAPADNI CECHY s.r.o. Chomutov, CZE 66.00 66.00 2013 3.3 0.3
TBG Vchodn echy s.r.o. Trutnov, CZE 90.00 70.04 2013 2.3 0.2
TBG Vysocina s.r.o. Kozichovice, CZE 90.00 59.40 2013 2.3 0.2 4
TBG ZNOJMO s. r. o. Dyje, CZE 100.00 66.00 2013 1.8 0.0
Tulacement - Limited Liability Company Novogurovskiy, RUS 100.00 100.00 2013 48.4 -12.6
Subsidiaries
North America
Allied Ready Mix Concrete Limited Vancouver, CAN 100.00 100.00 2013 8.1 -0.6
Amangani SA Panama City, PAN 100.00 100.00 2013 -0.1 -0.1
Amcord, Inc. Dover, USA 100.00 100.00 2013 7.9 -3.9
Anche Holdings Inc Panama City, PAN 100.00 100.00 2013 1,536.0 0.0
Asian Carriers Inc. Panama City, PAN 100.00 100.00 2013 33.4 0.1
Astravance Corp. Panama City, PAN 100.00 100.00 2013 53,028.5 0.0
Beazer East, Inc. Wilmington, USA 100.00 100.00 2013 19.2 -31.3 5
Cadman (Black Diamond), Inc. Olympia, USA 100.00 100.00 2013 7.4 0.1
Cadman (Rock), Inc. Olympia, USA 100.00 100.00 2013 12.0 -0.6
Cadman (Seattle), Inc. Olympia, USA 100.00 100.00 2013 44.3 3.1
Cadman Holding Co., Inc. 5) Olympia, USA 100.00 100.00 - - -
Contents

4 Consolidated

ship% million 9)
Cadman, Inc. Olympia, USA 100.00 100.00 2013 45.2 -1.8
Calaveras Materials Inc. Sacramento, USA 100.00 100.00 2013 73.3 2.2
Calaveras-Standard Materials, Inc. Sacramento, USA 100.00 100.00 2013 26.4 -0.1
Campbell Concrete & Materials LLC Austin, USA 100.00 100.00 2014 12.7 8.6
Campbell Transportation Services LLC 5) Austin, USA 99.00 99.00 - - -
Cascapedia Corporation Panama City, PAN 100.00 100.00 2013 -0.2 -0.1
Cavenham Forest Industries LLC Wilmington, USA 100.00 100.00 2013 7.2 -2.6
Cindercrete Mining Supplies Ltd. 1) 5) Saskatchewan, CAN 50.00 43.75 - - -
Cindercrete Products Limited 5) Saskatchewan, CAN 87.50 87.50 - - -
Civil and Marine Inc. Wilmington, USA 100.00 100.00 2013 36.2 0.2
Commercial Aggregates Transportation and Sales LLC Wilmington, USA 100.00 100.00 2013 1.8 0.3
Constar LLC Wilmington, USA 100.00 100.00 2013 210.1 4.3
Continental Florida Materials Inc. Tallahassee, USA 100.00 100.00 2014 78.2 1.4
Cowichan Corporation Panama City, PAN 100.00 100.00 2013 2,404.9 0.0
EPC VA 121, LLC 5) Richmond, USA 100.00 100.00 - - -
Essex NA Holdings LLC Wilmington, USA 100.00 100.00 2013 38.3 0.0
Ferndale Ready Mix & Gravel, Inc. Olympia, USA 100.00 100.00 2013 14.8 0.2
Gulf Coast Stabilized Materials LLC Austin, USA 100.00 100.00 2013 25.3 5.0
Gypsum Carrier Inc Panama City, PAN 100.00 100.00 2013 65.5 -0.1
H P & P Portland, Inc. 5) Salem, USA 100.00 100.00 - - -
HA Properties IN, LLC 5) Indianapolis, USA 100.00 100.00 - - -
HA Properties KY, LLC 5) Frankfort, USA 100.00 100.00 - - -
HA Properties NY II, LLC 5) Albany, USA 100.00 100.00 - - -
HA Properties NY, LLC 5) Albany, USA 100.00 100.00 - - -
HA Properties SC, LLC 5) Greenville, USA 100.00 100.00 - - -
HAMW Minerals, Inc. Wilmington, USA 100.00 100.00 2013 6.4 0.0
Hanson (ER-No 16) Inc. 5) Wilmington, USA 100.00 100.00 - - -
Hanson Aggregates LLC Wilmington, USA 100.00 100.00 2014 971.0 25.7
Hanson Aggregates BMC, Inc. Harrisburg, USA 100.00 100.00 2014 254.1 4.4
Hanson Aggregates Contracting, Inc. 5) Sacramento, USA 100.00 100.00 - - -
Hanson Aggregates Davon LLC Columbus, USA 100.00 100.00 2013 85.4 -6.1
Hanson Aggregates East LLC Wilmington, USA 100.00 100.00 2013 339.0 0.3
Hanson Aggregates Mid-Pacific, Inc. Wilmington, USA 100.00 100.00 2014 247.4 0.2
Hanson Aggregates Midwest LLC Frankfort, USA 100.00 100.00 2014 350.1 24.0
Hanson Aggregates New York LLC Albany, USA 100.00 100.00 2014 410.4 19.6
Hanson Aggregates Pacific Southwest, Inc. Wilmington, USA 100.00 100.00 2013 278.1 -3.4
Hanson Aggregates Pennsylvania LLC Wilmington, USA 100.00 100.00 2014 262.3 14.8
Hanson Aggregates Properties TX, LLC 5) Austin, USA 100.00 100.00 - - -
Hanson Aggregates Southeast LLC Wilmington, USA 100.00 100.00 2014 573.1 15.2
Hanson Aggregates WRP, Inc. Wilmington, USA 100.00 100.00 2013 59.6 0.9
Hanson BC Limited Hamilton, BMU 100.00 100.00 2013 1,246.7 0.0
Hanson Brick America, Inc. 5) Lansing, USA 100.00 100.00 - - -
Hanson Brick East, LLC Wilmington, USA 100.00 100.00 2014 139.2 -8.2
Hanson Brick Limited Burlington, CAN 100.00 100.00 2014 71.0 0.5
Hanson Building Materials America LLC Wilmington, USA 100.00 100.00 2013 707.2 -1.4
Hanson Finance America, Inc. 5) Wilmington, USA 100.00 100.00 - - -
Hanson Green Limited Hamilton, BMU 100.00 100.00 2013 0.1 0.0
Hanson Hardscape Products LLC Wilmington, USA 100.00 100.00 2013 -8.3 -1.8

To our shareholders

ship% million 9)

Hanson Marine Finance, Inc. Sacramento, USA 100.00 100.00 2013 0.2 0.2
Hanson Marine Operations, Inc. Sacramento, USA 100.00 100.00 2013 7.4 1.0
Hanson Micronesia Cement, Inc. Wilmington, USA 100.00 100.00 2013 3.5 0.0
Hanson Permanente Cement of Guam, Inc. Sacramento, USA 100.00 100.00 2013 35.0 1.8
Hanson Permanente Cement, Inc. Phoenix, USA 100.00 100.00 2013 217.4 60.8
Hanson Pipe & Precast LLC Wilmington, USA 100.00 100.00 2014 229.9 15.0
Hanson Pipe & Precast Quebec Ltd. Montreal, CAN 100.00 100.00 2013 20.7 -1.1
Hanson Pipe & Precast, Ltd. Toronto, CAN 100.00 100.00 2014 20.7 4.7
2
Hanson Pressure Pipe Inc. Montreal, CAN 100.00 100.00 2013 87.1 0.2
Hanson Pressure Pipe, Inc. Columbus, USA 100.00 100.00 2014 189.0 -0.1
Hanson Roof Tile, Inc. Wilmington, USA 100.00 100.00 2013 24.5 -1.3
Hanson Structural Precast LLC 5) Wilmington, USA 100.00 100.00 - - -
Hanson Structural Precast, Inc. Los Angeles, USA 100.00 100.00 2013 31.6 -4.1
HBMA Holdings LLC Wilmington, USA 100.00 100.00 2013 3,055.5 0.0
HBP Mineral Holdings LLC 5) Wilmington, USA 100.00 100.00 - - -
HBP Property Holdings LLC 5) Wilmington, USA 100.00 100.00 - - -
HC Trading International Inc. Nassau, BHS 100.00 100.00 2014 4.2 -8.7
HNA Investments Wilmington, USA 100.00 100.00 2013 3,709.5 -
HP&P SE Properties SC LLC 5) Columbia, USA 100.00 100.00 - - -
HP&P SE Properties VA LLC 5) Richmond, USA 100.00 100.00 - - -
3
HSC Cocoa Property Reserve, LLC 5) Tallahassee, USA 100.00 100.00 - - -
HSPP Properties BMC Ohio LLC 5) Olympia, USA 100.00 100.00 - - -

HSPP Properties Idaho LLC 5) Boise, USA 100.00 100.00 - - -
HSPP Properties Ohio LLC 5) Columbus, USA 100.00 100.00 - - -
HSPP Properties PMA Ohio LLC 5) Olympia, USA 100.00 100.00 - - -
HSPP Properties Tennessee LLC 5) Nashville, USA 100.00 100.00 - - -
HSPP Properties Utah LLC 5) Salt Lake City, USA 100.00 100.00 - - -
Kaiser Gypsum Company, Inc. Olympia, USA 100.00 100.00 2013 -26.0 153.7
KH 1 Inc. Dover, USA 100.00 100.00 2013 188.4 0.0
Lehigh Cement Company LLC Wilmington, USA 100.00 100.00 2014 973.5 27.5
Lehigh Hanson Holdings Limited 5) Ontario, CAN 100.00 100.00 - - -
Lehigh Hanson Materials Limited Calgary, CAN 100.00 100.00 2014 1,106.9 105.6 4
Lehigh Hanson Receivables LLC Wilmington, USA 100.00 100.00 2013 8.5 2.5
Lehigh Hanson, Inc. Wilmington, USA 100.00 100.00 2014 9,149.7 -210.3
Lehigh Northeast Cement Company 5) Albany, USA 100.00 100.00 - - -
Lehigh Northwest Cement Company Olympia, USA 100.00 100.00 2013 124.2 1.0
Lehigh Northwest Marine, LLC Wilmington, USA 100.00 100.00 2013 1.9 0.0
Lehigh Portland Holdings, LLC Wilmington, USA 100.00 100.00 2013 0.0 0.1
Lehigh Portland Investments, LLC Wilmington, USA 100.00 100.00 2013 76.9 54.0
Lehigh Portland New York LLC 5) Albany, USA 100.00 100.00 - - -
Lehigh Realty Company Richmond, USA 100.00 100.00 2013 1.6 0.0
Lehigh Southwest Cement Company Sacramento, USA 100.00 100.00 2014 280.3 2.1
Lehigh White Cement Company Harrisburg, USA 51.00 51.00 2014 53.2 12.7
Lucas Coal Company, Inc 5) Harrisburg, USA 100.00 100.00 - - - 5
Magnum Minerals, Inc. 5)
Harrisburg, USA 100.00 100.00 - - -
Material Service Corporation Wilmington, USA 100.00 100.00 2014 86.7 21.0
Mayco Mix Ltd. Langley, CAN 100.00 100.00 2013 3.1 -1.1
Mineral and Land Resources Corporation Wilmington, USA 100.00 100.00 2013 27.7 0.0
Contents

4 Consolidated

ship% million 9)
Mission Valley Rock Co. Sacramento, USA 100.00 100.00 2013 82.1 1.3
PCAz Leasing, Inc. Phoenix, USA 100.00 100.00 2013 5.0 0.0
Permanente Cement Company 5) Sacramento, USA 100.00 100.00 - - -
Pioneer International Overseas Corporation Tortola, VGB 100.00 100.00 2013 126.2 0.4
Plum Run Lake, LLC 5) Columbus, USA 100.00 100.00 - - -
Rempel Bros. Concrete Ltd. Langley, CAN 100.00 100.00 2014 18.0 -1.5
Rimarcal Corporation Panama City, PAN 100.00 100.00 2013 2,761.0 20.6
Sherman Industries LLC Wilmington, USA 99.00 99.00 2013 46.2 -8.1
Sherman-Abetong, Inc. 5) Montgomery, USA 100.00 100.00 - - -
Shrewsbury Properties LLC Austin, USA 100.00 100.00 2013 0.6 0.0
Sinclair General Corporation Panama City, PAN 100.00 100.00 2013 8,546.2 -0.1
South Coast Materials Company 5) Sacramento, USA 100.00 100.00 - - -
South Valley Materials, Inc. Sacramento, USA 100.00 100.00 2013 15.0 -2.3
Standard Concrete Products, Inc. Sacramento, USA 100.00 100.00 2013 10.4 -0.7
SunCrete Rooftile, Inc. 5) Sacramento, USA 100.00 100.00 - - -
Three Rivers Management, Inc. Wilmington, USA 100.00 100.00 2013 -0.3 0.0
Vestur Insurance (Bermuda) Ltd Hamilton, BMU 100.00 100.00 2013 0.1 0.0
Subsidiaries
Asia-Pacific
Bitumix Granite Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 2.4 -0.1
Butra HeidelbergCement Sdn. Bhd. Bandar Seri Begawan, BRN 70.00 70.00 2013 10.9 5.6
CGF Pty Limited New South Wales, AUS 100.00 100.00 2013 220.9 0.0
Christies Stone Quarries Pty Ltd South Australia, AUS 100.00 100.00 2013 0.0 0.0
COCHIN Cements Ltd. Kottyam, IND 98.72 98.72 2013 0.3 -0.4
Concrete Materials Laboratory Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.1 0.1
Consolidated Quarries Pty Ltd. Victoria, AUS 100.00 100.00 2013 0.0 0.0
Excel Quarries Pty Limited Queensland, AUS 100.00 100.00 2013 0.1 0.0
Fairfield Pre-Mix Concrete Pty Ltd Victoria, AUS 100.00 100.00 2013 0.1 0.0
Galli Quarries Pty Limited Victoria, AUS 100.00 100.00 2013 23.8 -0.5
Gerak Harapan Sdn Bhd Kuala Lumpur, MYS 70.00 70.00 2013 0.8 0.0
Hanson Australia (Holdings) Proprietary Limited Victoria, AUS 100.00 100.00 2013 1,550.8 267.8
Hanson Australia Cement (2) Pty Ltd New South Wales, AUS 100.00 100.00 2013 7.5 8.4
Hanson Australia Cement Pty Limited New South Wales, AUS 100.00 100.00 2013 35.1 8.7
Hanson Australia Funding Limited New South Wales, AUS 100.00 100.00 2013 30.2 10.6
Hanson Australia Investments Pty Limited New South Wales, AUS 100.00 100.00 2013 42.4 7.6
Hanson Australia Pty Limited New South Wales, AUS 100.00 100.00 2013 862.4 1.4
Hanson Building Materials (S) Pte. Ltd. Singapore, SGP 100.00 100.00 2013 -0.3 0.0
Hanson Building Materials Cartage Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.1 0.1
Hanson Building Materials Industries Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.0 0.1
Hanson Building Materials Malaysia Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2014 22.6 6.0
Hanson Building Materials Manufacturing Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.4 -0.1
Hanson Building Materials Production Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 12.2 0.0
Hanson Building Materials Transport Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.3 0.1
Hanson Building Materials-KTPC Sdn Bhd Kuala Lumpur, MYS 65.00 65.00 2013 0.3 0.0
Hanson Building Materials-KTPC-PBPM Sdn Bhd Kuala Lumpur, MYS 100.00 67.50 2013 1.1 0.1
Hanson Building Materials-PBPM Sdn Bhd Kuala Lumpur, MYS 70.00 70.00 2013 0.2 0.0
Hanson Cement Holdings Pty Ltd Victoria, AUS 100.00 100.00 2013 4.0 4.5

To our shareholders

ship% million 9)

Hanson Concrete (M) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 -0.1 0.2
Hanson Construction Materials Pty Ltd Queensland, AUS 100.00 100.00 2014 158.8 28.5
Australian Capital Territory,
Hanson Finance Australia Ltd AUS 100.00 100.00 2013 136.2 -13.5
Hanson Holdings (M) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 5.2 2.0
Hanson Investment Holdings Pte Ltd Singapore, SGP 100.00 100.00 2013 31.7 0.0
Hanson Landfill Services Pty Ltd Victoria, AUS 100.00 100.00 2013 15.6 3.9
Hanson Pacific (S) Pte Limited Singapore, SGP 100.00 100.00 2013 -6.4 0.0
Hanson Precast Pty Ltd New South Wales, AUS 100.00 100.00 2013 -5.3 -0.5 2
Hanson Pty Limited Victoria, AUS 100.00 100.00 2013 2,612.4 0.0
Hanson Quarries Victoria Pty Limited New South Wales, AUS 100.00 100.00 2013 0.4 0.2
Hanson Quarry Products (Batu Pahat) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.3 0.0
Hanson Quarry Products (EA) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 1.5 0.0
Hanson Quarry Products (Holdings) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 66.4 0.8
Hanson Quarry Products (Kuantan) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 3.1 0.0
Hanson Quarry Products (Kulai) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 7.6 1.3
Hanson Quarry Products (Land) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 5.9 0.5
Hanson Quarry Products (Masai) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.7 0.1
Hanson Quarry Products (Northern) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 2.3 0.0
Hanson Quarry Products (Pengerang) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.6 0.3
Hanson Quarry Products (Perak) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 2.5 0.3 3
Hanson Quarry Products (Premix) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.8 0.0
Hanson Quarry Products (Rawang) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 1.6 0.1

Hanson Quarry Products (Segamat) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.2 0.0
Hanson Quarry Products (Tempoyak) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 -0.9 -0.4
Hanson Quarry Products (Terengganu) Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 1.5 0.0
Hanson Quarry Products Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2014 42.6 15.4
HCT Services Asia Pte. Ltd. Singapore, SGP 100.00 100.00 2013 0.5 0.0
HeidelbergCement Asia Pte Ltd Singapore, SGP 100.00 100.00 2013 9.7 2.1
HeidelbergCement Bangladesh Limited Chittagong, BGD 60.67 60.66 2014 67.7 12.2
HeidelbergCement Holding HK Limited Hong Kong, HKG 100.00 100.00 2013 59.1 31.5
HeidelbergCement India Limited Gurgaon, IND 69.39 69.39 2014 109.7 6.3
HeidelbergCement Myanmar Company Limited 5) Naypyitaw, MMR 100.00 100.00 - - - 4
Hymix Australia Pty Ltd New South Wales, AUS 100.00 100.00 2014 129.8 15.1
Meghna Energy Limited Dhaka, BGD 100.00 100.00 2013 7.1 1.0
Pioneer Concrete (Hong Kong) Limited Hong Kong, HKG 100.00 100.00 2013 16.6 1.5
Pioneer Concrete (Tasmania) Proprietary Limited Tasmania, AUS 100.00 100.00 2013 5.4 0.0
Pioneer Concrete (WA) Pty Ltd Western Australia, AUS 100.00 100.00 2013 0.0 0.0
Pioneer Concrete Services (Malaysia) S/B 4) Kuala Lumpur, MYS 100.00 100.00 - - -
Pioneer International (Labuan) Ltd Labuan, MYS 100.00 100.00 2013 0.4 0.0
Pioneer International Holdings Pty Ltd New South Wales, AUS 100.00 100.00 2013 1,004.2 0.0
Pioneer North Queensland Pty Ltd Queensland, AUS 100.00 100.00 2013 18.8 2.5
Plentong Granite Industries Sdn Bhd Kuala Lumpur, MYS 70.00 70.00 2013 1.6 0.7
PT Bahana Indonor Jakarta, IDN 100.00 50.98 2013 6.9 3.3
PT Bhakti Sari Perkasa Abadi Jakarta, IDN 100.00 50.98 2013 0.0 0.0 5
PT Dian Abadi Perkasa Jakarta, IDN 100.00 50.98 2013 40.2 14.4
PT Indocement Tunggal Prakarsa Tbk. Jakarta, IDN 51.00 51.00 2014 1,590.3 319.7
PT Indomix Perkasa Jakarta, IDN 100.00 51.00 2013 3.1 0.1
PT Lentera Abadi Sejahtera Jakarta, IDN 100.00 51.00 2013 0.0 0.0
Contents

4 Consolidated

ship% million 9)
PT Makmur Abadi Perkasa Mandiri Jakarta, IDN 100.00 51.00 2013 0.0 0.0
PT Mandiri Sejahtera Sentra Purwakarta, IDN 100.00 50.98 2013 14.6 0.4
PT Mineral Industri Sukabumi Sukabumi, IDN 100.00 50.98 2013 0.9 0.0
PT Multi Bangun Galaxy Lombok, IDN 100.00 50.98 2013 0.1 0.0
PT Pionirbeton Industri Jakarta, IDN 100.00 51.00 2013 -1.4 -4.7
PT Sahabat Mulia Sakti Semarang, IDN 99.64 50.98 2013 0.0 0.0
PT Sari Bhakti Sejati Jakarta, IDN 100.00 51.00 2013 3.0 0.0
PT Tarabatuh Manunggal South Tangerang, IDN 99.99 50.98 2013 3.9 -
PT Terang Prakarsa Cipta 5) Jakarta, IDN 99.99 51.00 - - -
Rajang Perkasa Sdn Bhd Kuala Lumpur, MYS 60.00 60.00 2013 0.4 0.4
Realistic Sensation Sdn Bhd Kuala Lumpur, MYS 69.98 69.98 2013 1.1 0.1
Sofinaz Holdings Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 0.3 0.0
South Coast Basalt Pty Ltd New South Wales, AUS 100.00 100.00 2013 0.6 -0.5
Tanah Merah Quarry Sdn Bhd Kuala Lumpur, MYS 100.00 100.00 2013 -3.0 0.0
Valscot Pty Limited New South Wales, AUS 100.00 100.00 2013 0.0 0.0
Waterfall Quarries Pty Limited Victoria, AUS 100.00 100.00 2013 0.0 0.0
West Coast Premix Pty Ltd Victoria, AUS 100.00 100.00 2013 0.0 0.0
Yalkara Contracting Pty Ltd Queensland, AUS 100.00 100.00 2013 6.4 0.0
Subsidiaries
Calcim S.A. Cotonou, BEN 100.00 93.94 2013 0.1 0.1
Cimbenin SA Cotonou, BEN 86.67 81.41 2013 13.2 5.1
CimBurkina S.A. Ouagadougou, BFA 80.00 75.15 2013 9.6 -0.6
Ciments du Togo SA Lome, TGO 99.63 93.59 2014 19.5 5.7
Ghacem Ltd. Accra, GHA 93.10 87.46 2014 43.0 41.6
GRANUBENIN SA avec CA 5) Cotonou, BEN 99.90 93.85 - - -
Hanson (Israel) Ltd Ramat Gan, ISR 99.98 99.98 2014 159.9 17.3
Hanson Quarry Products (Israel) Ltd Ramat Gan, ISR 100.00 99.98 2013 150.3 13.7
Hanson Yam Limited Partnership Ramat Gan, ISR 100.00 99.98 2013 2.0 0.6
HC MAG SARL Algiers, DZA 70.00 70.00 2013 -0.4 0.3
HC Trading FZE Dubai, ARE 100.00 100.00 2013 0.2 0.0
Heidelberg Cement Afrique Service Lome, TGO 99.99 93.76 2013 0.0 0.0
Interlacs S.A.R.L. Lubumbashi, COD 66.74 66.74 2013 -1.2 -0.9
La Cimenterie de Lukala S.A.R.L. Kinshasa, COD 55.00 55.00 2013 20.4 8.5
La Societe GRANUTOGO SA Lome, TGO 99.90 93.85 2013 2.9 -0.7
Liberia Cement Corporation Ltd. Monrovia, LBR 81.67 76.72 2013 6.9 0.2
Pioneer Beton Muva Umachzavot Ltd Ramat Gan, ISR 100.00 99.98 2013 0.2 0.0
Scantogo Mines SA Lome, TGO 99.90 93.85 2013 0.0 0.0
Sierra Leone Cement Corp. Ltd. 1) Freetown, SLE 100.00 46.97 2013 12.7 0.9
Tadir Readymix Concrete (1965) Ltd Ramat Gan, ISR 100.00 100.00 2013 0.0 0.0
TPCC Tanzania Portland Cement Company Ltd. Dar Es Salaam, TZA 69.25 65.05 2014 107.4 24.5
West Africa Quarries Limited Accra, GHA 100.00 87.46 2013 0.2 -0.3
Joint operations
UTE Adossat Barcelona, ESP 33.33 33.33 2013 0.2 0.2
UTE Port Barcelona, ESP 50.00 50.00 2013 0.2 0.0

To our shareholders

ship% million 9)

Joint operations
North America
Terrell Materials LLC Austin, USA 50.00 50.00 2013 5.2 0.0
Two Rivers Cement LLC Dover, USA 50.00 50.00 2013 16.6 -0.5
Joint operations
Asia-Pacific
Lytton Unincorporated Joint Venture Queensland, AUS 50.00 50.00 2013 0.0 0.0
2
Joint ventures
Betong st AS Kongsvinger, NOR 50.00 50.00 2013 5.8 3.3
Betonpumpendienst Simonis GmbH & Co. KG 2) Ubstadt-Weiher, DEU 100.00 57.37 2013 2.5 0.6
H.H. & D.E. Drew Limited New Milton, GBR 49.00 49.00 2013 13.5 0.3
Heidelberger Beton Aschaffenburg GmbH & Co. KG 2) Aschaffenburg, DEU 70.95 70.95 2013 0.3 0.2
Heidelberger Beton Donau-Iller GmbH & Co. KG 2) Elchingen, DEU 80.48 80.48 2013 0.8 0.1
Heidelberger Beton Schwandorf GmbH 2) Schwandorf, DEU 67.60 57.46 2013 0.4 0.3
Humber Sand and Gravel Limited Egham, GBR 50.00 50.00 2013 -0.5 -0.3
Joyce Green Aggregates Limited Dartford, GBR 50.00 50.00 2013 0.0 0.0
Mendip Rail Limited Markfield, GBR 50.00 50.00 2013 2.7 -0.1
3
Mibau Holding GmbH Cadenberge, DEU 50.00 50.00 2013 45.2 0.1
North Tyne Roadstone Limited Wolverhampton, GBR 50.00 50.00 2013 0.6 -0.2

Reederei Hans Jrgen Hartmann MS "Beltnes" GmbH & CO KG Cadenberge, DEU 50.00 50.00 2013 12.5 2.3
Reederei Hans-Jrgen Hartmann MS "Bulknes" GmbH & Co KG Cadenberge, DEU 50.00 50.00 2013 13.0 2.5
Shire Business Park Limited London, GBR 50.00 50.00 2013 0.0 0.0
Smiths Concrete Limited Oxford, GBR 49.00 49.00 2013 9.3 0.3
Sola Betong AS Tananger, NOR 33.33 33.33 2013 2.7 1.5
TBG Ilm-Beton GmbH & Co. KG 2) Arnstadt, DEU 55.00 55.00 2013 0.6 0.1
TBG Transportbeton Aue-Schwarzenberg GmbH & Co. KG Schwarzenberg, DEU 90.00 90.00 2013 0.2 0.1
TBG Transportbeton Elster-Spree GmbH & Co. KG 2) Cottbus, DEU 60.00 60.00 2013 0.6 0.2
TBG Transportbeton Franken GmbH & Co. KG Frth, DEU 90.00 90.00 2013 0.5 1.2
TBG Transportbeton GmbH & Co. KG Naabbeton Nabburg, DEU 50.00 50.00 2013 1.2 1.6 4
TBG Transportbeton Kurpfalz GmbH & Co. KG Eppelheim, DEU 51.11 51.11 2013 4.3 0.7
TBG Transportbeton Mittweida GmbH & Co KG Mittweida, DEU 40.00 40.00 2013 0.2 0.0
TBG Transportbeton Oder-Spree GmbH & Co. KG Wriezen, DEU 50.00 50.00 2013 1.5 0.2
Trapobet Transportbeton GmbH Kaiserslautern Kommandit
gesellschaft Kaiserslautern, DEU 50.00 50.00 2013 1.0 1.3
WIKING Baustoff- und Transport GmbH & Co. Kommandit
gesellschaft Geseke, DEU 50.00 50.00 2013 0.3 0.0
Joint ventures
BT Topbeton Sp. z.o.o. Gorzw Wielkopolski, POL 50.00 50.00 2013 7.3 1.2
CEMET S.A. Warsaw, POL 42.91 42.91 2013 14.4 3.1
Closed Joint Stock Company "Mineral Resources Company" Ishimbay, RUS 50.00 50.00 2013 15.8 2.0 5
Duna-Drva Cement Kft. Vc, HUN 50.00 50.00 2014 157.7 14.8
PISKOVNY MORAVA spol. s.r.o. Brno, CZE 50.00 50.00 2013 1.6 0.1
Prazske betonpumpy a doprava s.r.o. Praha, CZE 83.66 50.00 2013 1.2 0.1
TBG Doprastav, a.s. Bratislava, SVK 60.00 50.00 2013 5.2 -1.8
Contents

4 Consolidated

ship% million 9)
TBG METROSTAV s.r.o. Praha, CZE 50.00 50.00 2013 17.4 1.0
TBG Plzen Transportbeton s.r.o. 2) Beroun, CZE 50.10 50.10 2013 1.6 0.2
TBG SWIETELSKY s.r.o. 2) Budweis, CZE 51.00 51.00 2013 1.2 0.0
Vltavske sterkopisky s.r.o. Chlumin, CZE 50.00 50.00 2013 4.7 0.2
Joint ventures
North America
Allied Cement Company, d/b/a CPC Terminals (Limited Partner-
ship Interest) Austin, USA 50.50 50.00 2013 0.7 -0.8
American Stone Company Raleigh, USA 50.00 50.00 2013 1.6 0.2
BP General Partner Ltd. 2) 5) Winnipeg, CAN 50.00 50.00 - - -
Building Products & Concrete Supply Limited Partnership Winnipeg, CAN 50.00 50.00 2013 -1.7 2.5
California Commercial Asphalt, LLC Wilmington, USA 50.00 50.00 2013 4.7 0.3
China Century Cement Ltd. Hamilton, BMU 50.00 50.00 2013 18.0 -1.7
Concrete Pipe & Precast, LLC Wilmington, USA 50.00 50.00 2013 41.4 0.2
CPC Terminals, Inc 5) Sacramento, USA 50.00 50.00 - - -
Red Bluff Sand & Gravel, L.L.C. Montgomery, USA 50.00 49.50 2013 1.7 0.1
Texas Lehigh Cement Company LP Austin, USA 51.00 50.00 2014 36.1 33.5
Upland Ready Mix Ltd. Campbell River, CAN 50.00 50.00 2013 0.5 0.0
Joint ventures
Asia-Pacific
Alliance Construction Materials Ltd Hong Kong, HKG 50.00 50.00 2013 25.5 22.6
Cement Australia Holdings Pty Ltd New South Wales, AUS 50.00 50.00 2013 367.6 71.3
Cement Australia Partnership New South Wales, AUS 50.00 50.00 2013 58.3 47.8
Cement Australia Pty Limited Victoria, AUS 50.00 50.00 2013 0.0 0.0
Jidong Heidelberg (Fufeng) Cement Company Limited Baoji, CHN 48.11 48.11 2013 67.7 8.0
Jidong Heidelberg (Jingyang) Cement Company Limited Xianyang City, CHN 50.00 50.00 2013 80.0 24.9
Joint ventures
Akansa imento Sanayi ve Ticaret A.S. Istanbul, TUR 39.72 39.72 2013 234.1 63.1
Fortia Cement S.A. Lome, TGO 50.00 46.97 2013 11.2 0.6
Associates
Betonmortel Grevelingen B.V. Zierikzee, NLD 50.00 50.00 2013 0.6 -0.1
Betonmortelcentrale De Mark B.V. Breda, NLD 28.57 28.57 2013 0.2 -0.1
Betonmortelfabriek Tilburg Bemoti B.V. Tilburg, NLD 38.67 38.67 2013 -0.6 -1.2
Betonpumpen-Service Niedersachsen GmbH & Co. KG Hannover, DEU 50.00 50.00 2013 0.2 0.2
Betotech GmbH, Baustofftechnisches Labor 2) Eppelheim, DEU 100.00 59.98 2013 0.2 0.1
Betotech GmbH, Baustofftechnisches Labor 2) Nabburg, DEU 100.00 69.65 2013 0.1 0.1
Betuwe Beton Holding B.V. Tiel, NLD 50.00 50.00 2013 4.4 -0.2
Combinatie "Wessem-Thorn" vof Nijmegen, NLD 6.50 6.50 2013 0.0 0.0
Cugla B.V. Breda, NLD 50.00 50.00 2013 6.3 2.4
Demula N.V. Laarne, BEL 99.34 50.00 2013 0.7 0.5
Donau Kies GmbH & Co. KG 2) Frstenzell, DEU 75.00 75.00 2013 4.9 0.0
DONAU MRTEL - GmbH & Co. KG Neuburg a. Inn, DEU 50.00 50.00 2013 0.4 0.1

To our shareholders

ship% million 9)

Ernst Marschall GmbH & Co. KG Kies- und Schotterwerke Kressbronn, DEU 20.50 20.50 2013 4.0 0.4
Europomp B.V. Heerlen, NLD 55.96 47.25 2013 1.0 0.0
Gebrder Willersinn Industriesandwerk GmbH & Co. KG Raunheim, DEU 33.33 33.33 2013 1.5 0.1
GENAMO Gesellschaft zur Entwicklung des Naherholungsgebiet-
es Misburg-Ost mbH Hannover, DEU 50.00 50.00 50.00 2013 0.1 0.0
Hafenbetriebsgesellschaft mbH & Co KG Stade Stade, DEU 50.00 50.00 2013 0.5 0.1
Heidelberger Beton GmbH & Co Stuttgart KG Remseck a. N., DEU 50.00 50.00 2013 0.3 -0.5
Heidelberger Beton Grenzland GmbH & Co. KG Marktredwitz, DEU 50.00 50.00 2013 0.8 1.0
2
Heidelberger Beton Karlsruhe GmbH &Co. KG Karlsruhe, DEU 44.44 44.44 2013 2.2 -0.6
Heidelberger Flieestrich Sdwest GmbH 2)
Eppelheim, DEU 99.99 64.17 2013 0.4 0.1
Hessisches Bausteinwerk Dr. Blasberg GmbH & Co. KG Mrfelden-Walldorf, DEU 47.08 47.08 2013 3.6 -0.8
ISAR-DONAU MRTEL-GmbH & Co. KG Passau, DEU 33.33 33.33 2013 0.1 0.0
Kalksandsteinwerke Birkenmeier Gesellschaft mit beschrnkter
Haftung Breisach am Rhein, DEU 40.00 40.00 2013 3.1 0.6
KANN Beton GmbH & Co KG Bendorf, DEU 50.00 50.00 2013 0.9 -1.4
Kieswerke Flemmingen GmbH Penig, DEU 54.00 54.00 2013 2.5 0.3
Kieswerke Kieser GmbH & Co. KG Gotha, DEU 51.00 51.00 2013 0.2 0.1
Kronimus Aktiengesellschaft Iffezheim, DEU 24.90 24.90 24.90 2013 21.4 2.1
Kronimus SAS Metz, FRA 100.00 43.60 2013 4.8 0.0
KVB Kies- Vertrieb GmbH & Co. KG Karlsdorf-Neuthard, DEU 24.46 24.46 2013 0.1 0.0
3
Materiaux Traites du Hainaut S.A. Antoing, BEL 50.00 50.00 2013 0.7 0.0
MERMANS BETON N.V. Arendonk, BEL 50.00 50.00 2013 0.2 -0.1

Misburger Hafengesellschaft mit beschrnkter Haftung Hannover, DEU 39.66 39.66 39.66 2013 0.7 0.3
Mittelschwbische Transport- und Frischbeton- Gesellschaft mit
beschrnkter Haftung & Co. Kommanditgesellschaft Thannhausen, DEU 34.21 34.21 2013 0.4 0.2
Mortel Produktie Vianen (MPV) B.V. 5) Utrecht, NLD 50.00 50.00 - - -
NCD Nederlandse Cement Deelnemingsmaatschappij B.V. 4) Nieuwegein, NLD 36.88 36.88 36.88 2013 1.4 0.1
Nederlands Cement Transport Cetra B.V. Uithoorn, NLD 50.00 50.00 2013 1.9 0.0
Odelco SCRL Tongeren, BEL 13.26 13.26 2013 0.4 0.0
Partenreederei Hans-Jrgen Hartmann MS "STONES" Cadenberge, DEU 30.00 30.00 2013 -2.3 3.4
Peene Kies GmbH Jarmen, DEU 24.90 24.90 2013 3.8 0.2
Raunheimer Sand- und Kiesgewinnung Blasberg GmbH & Co. KG Raunheim, DEU 23.53 23.53 2013 0.5 0.2
4
Recycling Assen v.o.f. Assen, NLD 20.00 20.00 2013 0.1 0.0
SAFA GmbH & Co. KG 4) Baden-Baden, DEU 48.70 48.70 48.70 2013 1.1 1.6
SBU Sandwerke Dresden GmbH Dresden, DEU 24.00 24.00 2013 2.5 0.0
Schwaben Mrtel GmbH u. Co. KG Stuttgart, DEU 30.00 30.00 2013 0.5 0.2
Steengoed Projecten CVBA Tongeren, BEL 19.29 19.29 2013 2.1 0.0
Sdbayerisches Portland-Zementwerk Gebr. Wiesbck & Co. Gm-

bH Rohrdorf, DEU 23.90 23.90 23.90 2013 318.3 30.0
Tangen Eiendom AS Brevik, NOR 50.00 50.00 2013 2.7 0.2
TBG Bayerwald Transportbeton GmbH & Co. KG Frstenzell, DEU 50.00 50.00 2013 0.2 0.0
TBG Deggendorfer Transportbeton GmbH Deggendorf, DEU 33.33 33.33 2013 1.4 0.9
TBG Pegnitz-Beton GmbH & Co. KG Hersbruck, DEU 28.00 28.00 2013 0.1 0.0
TBG Rott Kies und Transportbeton GmbH Kelheim, DEU 24.00 20.40 2013 0.5 0.2 5
TBG Transportbeton Bad Mergentheim GmbH & Co KG Bad Mergentheim, DEU 66.67 66.67 2013 0.2 0.0
TBG Transportbeton Caprano GmbH & Co. KG Heidelberg, DEU 50.00 50.00 2013 0.1 0.1
TBG Transportbeton Gemmingen GmbH & Co. KG Gemmingen, DEU 36.00 18.40 2013 0.1 0.2
TBG Transportbeton GmbH & Co. KG Betonpumpendienst 2) Nabburg, DEU 68.41 52.54 2013 1.1 1.0
Contents

4 Consolidated

ship% million 9)
TBG Transportbeton GmbH & Co. Kommanditgesellschaft
INN-BETON 2) Alttting, DEU 68.39 68.39 2013 0.6 1.2
TBG Transportbeton GmbH & Co.KG Lohr-Beton Lohr am Main, DEU 50.00 50.00 2013 0.2 0.2
TBG Transportbeton Rhein-Donau-Raum GmbH & Co.KG Singen, DEU 36.90 36.90 2013 0.3 0.5
TBG Transportbeton Schleiz GmbH & Co. KG i.L. 4) Schleiz, DEU 50.00 50.00 2013 0.2 0.0
TBG Transportbeton Selb GmbH & Co. KG Selb, DEU 33.33 33.33 2013 0.2 0.1
TBG Transportbeton Werner GmbH & Co. KG Dietfurt a.d. Altmhl, DEU 50.00 42.50 2013 0.1 0.2
TBM Transportbeton-Gesellschaft mbH Marienfeld & Co. KG 2) Marienfeld, DEU 75.00 64.69 2013 0.1 0.2
Transbeton Gesellschaft mit beschrnkter Haftung & Co
Kommanditgesellschaft Lhne, DEU 26.81 26.81 2013 1.7 1.1
Transportbeton - Gesellschaft m.b.H. 'Garant' & Co.,
Kommanditgesellschaft Bad Salzuflen, DEU 30.00 30.00 30.00 2013 0.6 0.2
Transportbeton Plauen GmbH & Co. Betriebs KG Plauen, DEU 71.65 56.07 2013 0.4 0.1
V.o.F. Betoncentrale West-Brabant Oud-Gastel, NLD 50.00 50.00 2013 0.8 -0.4
Van Zanten Holding B.V. Zuidbroek, NLD 25.00 25.00 2013 2.0 0.2
Vlissingse Transportbeton Onderneming B.V. Middelburg, NLD 50.00 50.00 2013 1.2 0.1
Woerdense Betonmortel Centrale B.V. Utrecht, NLD 50.00 50.00 2013 0.0 0.0
Zement- und Kalkwerke Otterbein GmbH & Co. KG Ms, DEU 38.10 38.10 38.10 2013 2.9 0.6
Associates
BETONIKA plus s.r.o. Luzec nad Vltavou, CZE 33.33 33.33 2013 3.0 0.2
Centrum Technologiczne Betotech Sp. z o.o. Dbrowa Grnicza, POL 100.00 100.00 2013 0.4 -0.2
LOMY MORINA spol. s r.o. Morina, CZE 48.95 48.95 2013 13.4 0.1
PREFA Grygov a.s. 2) Grygov, CZE 54.00 54.00 2013 2.7 0.0
SP Bohemia, k.s. 2) Kraluv Dvur, CZE 77.32 75.00 2013 6.8 0.0
TBG Louny s.r.o. Louny, CZE 33.33 33.33 2013 1.1 0.1
TBG PKS a.s. Zdar nad Sazavou, CZE 50.00 29.70 2013 1.4 0.2
Associates
North America
Cemstone Products Company St. Paul, USA 58.03 49.45 2013 10.6 2.1
Cemstone Ready-Mix, Inc. Madison, USA 44.01 44.01 2013 2.7 -0.1
Chandler Concrete/Piedmont, Inc. Raleigh, USA 33.33 33.33 2013 4.3 -0.2
Chaney Enterprises Limited Partnership Olympia, USA 25.00 25.00 2013 9.9 1.0
Cornerstone Partners I, LLC 5) Carson City, USA 50.00 50.00 - - -
KHB Venture LLC 5) Boston, USA 33.33 33.33 - - -
KSA Limited Partnership Columbus, USA 50.00 49.52 2013 1.4 0.7
Newbury Development Associates, LP 2) 5) Bridgeville, USA 35.65 35.00 - - -
Newbury Development Management, LLC 2) 5) Bridgeville, USA 35.00 35.00 - - -
Southstar Limited Partnership Annapolis, USA 25.00 25.00 2013 11.6 0.1
Twin City Concrete Products Co. St. Paul, USA 33.63 33.63 2013 11.1 1.4
U.S. Concrete, Inc. 5) Wilmington, USA 8.66 8.66 - - -
Associates
Asia-Pacific
M&H Quarries Partnership Victoria, AUS 50.00 50.00 2013 -1.3 -0.1
Metromix Pty Limited New South Wales, AUS 50.00 50.00 2013 15.8 1.5
Penrith Lakes Development Corporation Limited New South Wales, AUS 20.00 20.00 2014 -159.7 38.7

To our shareholders

ship% million 9)

PT Cibinong Center Industrial Estate Bogor, IDN 50.00 25.50 2013 4.6 1.5
PT Lintas Bahana Abadi 5) Jakarta, IDN 49.00 24.98 - - -
PT Pama Indo Mining Jakarta, IDN 40.00 20.39 2013 2.8 1.3
Technically Designed Concrete Partnership Western Australia, AUS 50.00 50.00 2014 2.6 0.3
West Australian Landfill Services Pty Ltd Victoria, AUS 50.00 50.00 2013 5.7 6.4
Western Suburbs Concrete Partnership New South Wales, AUS 50.00 50.00 2014 4.3 5.0
The following subsidiaries are reflected in the consolidated financial statements at cost (available for sale at
2
cost) due to their immateriality.
Immaterial subsidiaries
Betotech Baustofflabor GmbH Heidelberg, DEU 100.00 100.00 2013 0.3 0.0
BOST Baustoffhandelsgesellschaft mbH & Co. KG Niederlehme, DEU 100.00 100.00 2013 0.7 0.0
BOST Baustoffhandelsverwaltungsgesellschaft mbH Niederlehme, DEU 100.00 100.00 2013 0.0 0.0
CEMLAPIS Warstein GmbH & Co. KG Warstein, DEU 100.00 100.00 100.00 2013 -0.1 -0.1
CEMLAPIS Warstein Verwaltungsgesellschaft mbH Warstein, DEU 100.00 100.00 100.00 2013 0.0 0.0
Donau Kies Verwaltungs GmbH Frstenzell, DEU 75.00 75.00 2013 0.0 0.0
Etablissement F.S. Bivois SARL Strasbourg, FRA 100.00 60.00 2013 0.4 0.0
Fastighets AB Lvholmen 1 5) Stockholm, SWE 100.00 100.00 - - -
3

Fruitbat Company Maidenhead, GBR 100.00 100.00 2013 0.0 0.0
Greystone Ambient & Style GmbH & Co. KG Lingenfeld, DEU 100.00 60.00 2013 0.4 -0.1 4
Greystone Ambient & Style Verwaltungsgesellschaft mbH 5) Lingenfeld, DEU 100.00 60.00 - - -
Hanson Aggregates Verwaltungs-GmbH Leinatal, DEU 100.00 100.00 2013 0.1 0.0
HC River Logistics and Shipping Limited 4)
Birkirkara, MLT 99.93 100.00 100.00 - - -
HeidelbergCement Grundstcksverwaltungsgesellschaft mbH Heidelberg, DEU 100.00 100.00 100.00 2013 0.0 0.0
HeidelbergCement Shared Services GmbH Leimen, DEU 100.00 100.00 100.00 2013 0.1 0.0
HeidelbergCement Technology Center GmbH Heidelberg, DEU 100.00 100.00 2013 0.0 0.0
HeidelbergCement, Funk & Kapphan Grundstcksverwaltungs-
gesellschaft mbH 5) Heidelberg, DEU 80.00 80.00 80.00 - - -
Heidelberger Beton Aschaffenburg Verwaltungs-GmbH Aschaffenburg, DEU 70.74 70.74 2013 0.0 0.0
Heidelberger Beton Donau-Naab Verwaltungsgesellschaft mbH Burglengenfeld, DEU 100.00 85.00 2013 0.0 0.0
Heidelberger Beton Personal-Service GmbH Heidelberg, DEU 100.00 100.00 2013 0.1 0.0
Heidelberger Betonelemente Verwaltungs-GmbH Chemnitz, DEU 83.00 83.00 2013 0.1 0.0
5
Heidelberger Betonpumpen Rhein-Main-Nahe Verwaltungs-Gm-
bH Bad Kreuznach, DEU 100.00 93.74 2013 0.0 0.0
Heidelberger Kalksandstein Grundstcks- und Beteiligungs-Ver-
waltungs-GmbH Durmersheim, DEU 100.00 100.00 2013 0.1 0.0
Heidelberger KS Beteiligungen Deutschland Verwaltungs-
gesellschaft mbH Heidelberg, DEU 100.00 100.00 2013 0.0 0.0
Contents

4 Consolidated

ship% million 9)
Kalko B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 0.0 0.0
Kalksandsteinwerk Amberg Verwaltungs-GmbH Ebermannsdorf, DEU 50.10 50.10 2013 0.1 0.0
Kieswerke Kieser Verwaltungs-GmbH Gotha, DEU 51.00 51.00 2013 0.0 0.0
KS-QUADRO Bausysteme GmbH Durmersheim, DEU 100.00 80.00 2013 0.1 0.0
Lithonplus Verwaltungs-GmbH Lingenfeld, DEU 60.00 60.00 2013 0.0 0.0
Martin Milch Gesellschaft mit beschrnkter Haftung Ochtendung, DEU 70.00 100.00 100.00 2013 0.1 0.0
Materiaux de Boran S.A. Boran-sur-Oise, FRA 99.84 99.84 2013 0.2 0.0
Paderborner Transport - Beton - Gesellschaft mit beschrnkter
Haftung Paderborn, DEU 75.00 75.00 2013 0.0 0.0
RLG Rohstoffe GmbH & Co. KG Essen, DEU 100.00 100.00 2013 0.1 0.0
RLG Rohstoffe Verwaltungs-GmbH Essen, DEU 100.00 100.00 2013 0.0 0.0
SBM Systembaumontagen GmbH 4) Chemnitz, DEU 100.00 83.00 2013 0.0 0.0
SCI Bicowal Strasbourg, FRA 100.00 60.00 2013 0.0 0.0
SMW Sand und Mrtelwerk Verwaltungs-GmbH Knigs Wusterhausen, DEU 100.00 100.00 2013 0.1 0.0
SPRL Ferme de Wisempierre Saint-Maur-Ere, BEL 100.00 100.00 2013 2.2 0.3
TBG Transportbeton Reichenbach Verwaltungs-GmbH Reichenbach, DEU 70.00 70.00 2013 0.0 0.0
TBG Transportbeton Schwarzenberg Verwaltungs-GmbH Schwarzenberg, DEU 100.00 100.00 2013 0.0 0.0
TBG Transportbeton Verwaltungsgesellschaft mbH Alttting, DEU 100.00 68.39 2013 0.0 0.0
TBG WIKA-Beton Verwaltungs- GmbH Stade, DEU 100.00 100.00 2013 0.0 0.0
TBH Transportbeton Hamburg Verwaltungs-GmbH Hamburg, DEU 100.00 100.00 2013 0.0 0.0
TBM Transportbeton-Gesellschaft mit beschrnkter Haftung
Marienfeld Harsewinkel, DEU 75.00 64.69 2013 0.0 0.0
TopCem Holding B.V. 's-Hertogenbosch, NLD 100.00 100.00 2013 0.0 0.0
Trans CBR S.A. Bruxelles, BEL 100.00 100.00 2013 0.9 -0.1
Transportbeton Bad Waldsee Geschftsfhrungs GmbH Bad Waldsee, DEU 100.00 64.00 2013 0.0 0.0
Transportbeton-Gesellschaft Kressbronn mbH 4)
Kressbronn, DEU 100.00 52.30 2013 0.0 0.0
Verwaltungsgesellschaft Baustoffwerke Dresden mbH Dresden, DEU 100.00 51.00 2013 0.2 0.0
Walhalla Kalk Verwaltungsgesellschaft mbH Regensburg, DEU 80.00 80.00 80.00 2013 0.0 0.0
WIKA Sand und Kies Verwaltungs-GmbH Bremen, DEU 100.00 100.00 2013 0.0 0.0
8 Vershin LLP Almaty, KAZ 100.00 100.00 2013 0.3 0.0
Bukhtarma TeploEnergo LLP Oktyabrskiy village, KAZ 100.00 100.00 2013 -2.1 0.0
Bukhtarma Vodokanal LLP Oktyabrskiy village, KAZ 100.00 100.00 2013 -0.4 0.0
Calnor S.A. (Poland) 5) Warsaw, POL 100.00 100.00 - - -
Center Cement Plus Limited Liability Partnership Astana, KAZ 100.00 100.00 2013 2.2 0.2
Donau Kies Bohemia Verwaltungs, s.r.o. Pilsen, CZE 77.33 75.00 2013 0.0 0.0
Euroc AB S.p.z.o.o. 5) Warsaw, POL 100.00 100.00 - - -
Geo Nieruchomoci Sp. z o.o. Opole, POL 100.00 100.00 2013 0.1 0.0
Heidelberg Vostok-Cement LLP Almaty, KAZ 100.00 100.00 2013 1.2 0.0
HeidelbergCement Services - LLP Almaty, KAZ 100.00 100.00 2013 0.0 0.0
MIXT Sp. z o. o. Chorula, POL 100.00 100.00 2013 1.2 0.0
OOO HC Yug Strelica, RUS 100.00 100.00 2013 1.0 0.0
Podgrodzie Sp. z o.o. Wroclaw, POL 100.00 100.00 2013 3.8 -0.3
Polgrunt Sp. z o. o. Chorula, POL 100.00 100.00 2013 0.1 -0.1
SABIA spol. s r.o. Bohusovice nad Ori, CZE 100.00 60.00 2013 0.2 -0.1
TRANS-SERVIS,spol. s r.o. Kraluv Dvur, CZE 100.00 100.00 2013 2.7 0.2
VAPIS stavebn hmoty s.r.o. Praha, CZE 100.00 51.00 2013 0.2 0.0

To our shareholders

ship% million 9)

North America
Cementi Meridionali Ltd. 5) Tortola, VGB 100.00 100.00 - - -
Industrial Del Fresno SA 5) Mexico City, MEX 76.00 76.00 - - -
Kidde Industries, Inc. 5) Wilmington, USA 100.00 100.00 - - -
Mediterranean Carriers, Inc. 5) Panama City, PAN 100.00 100.00 - - -
Piedras y Arenas Baja SA de CV 5) Tijuana, MEX 100.00 100.00 - - -
PUSH NA Holdings, Inc. 5) Wilmington, USA 100.00 100.00 - - -
2
Total Limited 5)
Wilmington, USA 100.00 100.00 - - -
HC Madagascar 5) Antananarivo, MDG 100.00 100.00 - - -
The following joint ventures and associates are accounted for at cost (available for sale at cost) due to their
immateriality.
Immaterial joint ventures and associates

AB Stebo Gteborg, SWE 50.00 50.00 2013 0.1 0.0 3
AB Strmstadsbetong Gteborg, SWE 33.00 33.00 2013 0.0 0.0
AB Strmstadsbetong & Co Kommanditbolag Gteborg, SWE 33.00 33.00 2013 0.5 0.3

ABE Deponie GmbH 5) Damsdorf, DEU 50.00 50.00 - - -
Alzagri NV Brugge, BEL 50.00 50.00 2013 1.1 0.1
Bausteinwerk Bott - Blasberg G.m.b.H. & Co. Kommanditge- Heppenheim (Bergstrae),
sellschaft DEU 93.33 61.58 2013 1.4 0.0
Baustoff- und Umschlags-GmbH Mosbach, DEU 66.66 38.23 2013 0.2 0.0
Betonpumpendienst Simonis Verwaltungsgesellschaft mbH Ubstadt-Weiher, DEU 100.00 57.32 2013 0.0 0.0
Betonpumpen-Service Niedersachsen Verwaltungs-GmbH Hannover, DEU 50.00 50.00 50.00 2013 0.0 0.0
bihek GmbH 5) Breisach am Rhein, DEU 40.00 40.00 - - -
C. & G. Concrete Limited 4) Leeds, GBR 23.48 23.48 - - -
Calcaires de la Rive Gauche I SPRL Obourg, BEL 35.00 35.00 2013 5.9 -0.4 4
Carimat Bton S.A. Bruxelles, BEL 50.00 50.00 2013 0.0 0.0
DONAU MRTEL-Verwaltungs-GmbH Passau, DEU 50.00 50.00 2013 0.0 0.0
Fertigbeton (FBU) GmbH & Co Kommanditgesellschaft
Unterwittbach 2) Unterwittbach, DEU 57.14 57.14 2013 0.2 0.0
Gebrder Willersinn Industriesandwerk Verwaltungsgesellschaft
mit beschrnkter Haftung Raunheim, DEU 33.33 33.33 2013 0.0 0.0
Hafenbetriebs- und Beteiligungs-GmbH, Stade Stade, DEU 50.00 50.00 2013 0.1 0.0
Haitz Betonwerk GmbH & Co. KG Au am Rhein, DEU 47.37 21.05 2013 0.4 0.0
Haitz Betonwerk Verwaltungs-GmbH Au am Rhein, DEU 47.43 21.08 2013 0.0 0.0
Heidelberger Beton Donau-Iller Verwaltungs-GmbH Unterelchingen, DEU 80.65 80.65 2013 0.1 0.0
Heidelberger Beton Grenzland Verwaltungs-GmbH Marktredwitz, DEU 100.00 50.00 2013 0.0 0.0
Heidelberger Beton Karlsruhe Verwaltungs-GmbH Karlsruhe, DEU 100.00 44.44 2013 0.0 0.0
Heidelberger Beton Verwaltungs GmbH Stuttgart Remseck a. N., DEU 100.00 50.00 2013 0.0 0.0 5
Hormigones Mecanizados, S.A. Palma de Mallorca, ESP 33.33 33.33 2013 0.1 -0.2
ISAR-DONAU MRTEL-Verwaltungs-GmbH Plattling, DEU 33.33 33.33 2013 0.0 0.0
Kalksandsteinwerk Amberg GmbH & Co. KG 2) Ebermannsdorf, DEU 50.10 50.10 2013 1.6 0.5
KANN Beton Verwaltungsgesellschaft mbH Bendorf, DEU 50.00 50.00 2013 0.0 0.0
Contents

4 Consolidated

ship% million 9)
Kieswerk Langsdorf GmbH 2) Langsdorf, DEU 100.00 62.45 2013 1.6 0.2
KVB Verwaltungs- und Beteiligungs-GmbH Karlsdorf-Neuthard, DEU 24.41 24.41 2013 0.0 0.0
Mittelschwbische Transport- und Frischbeton Gesellschaft mit
beschrnkter Haftung Thannhausen, DEU 35.96 35.96 2013 0.0 0.0
Mnchner Mrtel GmbH & Co. KG Mnchen, DEU 20.00 20.00 2013 0.1 0.1
Mnchner Mrtel Verwaltungsges. mbH Mnchen, DEU 20.00 20.00 2013 0.0 0.0
MWK Kies Verwaltungs-GmbH Kressbronn, DEU 20.00 20.00 2013 0.0 0.0
Nordhafen Stade-Btzfleth Verwaltungsgesellschaft mbH Stade, DEU 20.00 20.00 2013 0.0 0.0
Otterbein Gesellschaft mit beschrnkter Haftung Groenlder, DEU 20.00 20.00 20.00 2013 0.0 0.0
Recybel S.A. Bruxelles, BEL 25.50 25.50 2013 0.0 -0.4
Recyfuel S.A. Bruxelles, BEL 50.00 50.00 2013 14.4 0.6
Rederij Cement-Tankvaart B.V. 2) Terneuzen, NLD 66,66 66,66 2013 4,4 -0,3
Reederei B & B Beteiligungs GmbH Cadenberge, DEU 50.00 50.00 2013 0.1 0.0
S.A. Societ de Developpement et de Participation du Hainaut
Occidental et/ou Hoccinvest Ath, BEL 7.14 7.14 2013 0.7 -0.1
SAFA Verwaltungsgesellschaft mbH 4) Baden-Baden, DEU 48.70 48.70 48.70 - - -
Schwaben-Mrtel Beteiligungs GmbH Stuttgart, DEU 100.00 30.00 2013 0.0 0.0
TBG Bayerwald Verwaltungs-GmbH Frstenzell, DEU 50.00 50.00 2013 0.0 0.0
TBG Gersdorfer Transportbeton GmbH & Co. KG Gersdorf, DEU 50.00 50.00 2013 0.1 0.1
TBG Gersdorfer Transportbeton Verwaltungs- und
Beteiligungs-GmbH Gersdorf, DEU 50.00 50.00 2013 0.0 0.0
TBG Ilm-Beton Verwaltungs-GmbH Arnstadt, DEU 55.00 55.00 2013 0.0 0.0
TBG Pegnitz-Beton Verwaltungsgesellschaft mbH Hersbruck, DEU 28.00 28.00 2013 0.0 0.0
TBG Pinzl GmbH & Co. KG Simbach a. Inn, DEU 50.00 34.20 2013 0.1 0.3
TBG Pinzl Verwaltung GmbH Simbach a. Inn, DEU 50.00 34.20 2013 0.0 0.0
TBG Transportbeton Bad Mergentheim Verwaltungs-GmbH Bad Mergentheim, DEU 66.60 66.6 2013 0.0 0.0
TBG Transportbeton Caprano Verwaltungs-GmbH Heidelberg, DEU 50.00 50.00 2013 0.0 0.0
TBG Transportbeton Elster-Spree Verwaltungs-GmbH Cottbus, DEU 100.00 60.00 2013 0.0 0.0
TBG Transportbeton Franken Geschftsfhrung GmbH Frth, DEU 100.00 90.00 2013 0.0 0.0
TBG Transportbeton Gesellschaft mit beschrnkter Haftung Schwbisch Hall, DEU 25.00 25.00 2013 0.0 0.0
TBG Transportbeton Gesellschaft mit beschrnkter Haftung &
Co. KG. Hohenlohe Schwbisch Hall, DEU 25.00 25.00 2013 0.3 0.2
TBG Transportbeton Kurpfalz Verwaltungsgesellschaft mbH Eppelheim, DEU 100.00 51.11 2013 0.0 0.0
TBG Transportbeton Lohr Verwaltungsgesellschaft mbH Lohr am Main, DEU 50.00 50.00 2013 0.0 0.0
TBG Transportbeton Mittweida Verwaltungs-GmbH Mittweida, DEU 40.00 40.00 2013 0.0 0.0
TBG Transportbeton Oder-Spree Verwaltungs-GmbH Wriezen, DEU 50.00 50.00 2013 0.0 0.0
TBG Transportbeton Reichenbach GmbH & Co. KG 2) Reichenbach, DEU 70.00 70.00 2013 0.8 0.0
TBG Transportbeton Rhein-Donau-Raum Verwaltungs-GmbH Singen, DEU 100.00 36.90 2013 0.1 0.0
TBG Transportbeton Schleiz Verwaltungs-GmbH i.L. 4) Schleiz, DEU 50.00 50.00 2013 0.0 0.0
TBG Transportbeton Selb Verwaltungsgesellschaft mbH Selb, DEU 33.33 33.33 2013 0.0 0.0
TBG Transportbeton Verwaltungsgesellschaft mbH Nabburg, DEU 50.00 50.00 2013 0.0 0.0
TBG Transportbeton Werner Verwaltungsgesellschaft mbH Dietfurt a.d. Altmhl, DEU 50.00 42.50 2013 0.0 0.0
TBG Transportbeton Westpfalz GmbH & Co. KG Pirmasens, DEU 72.00 36.00 2013 0.3 0.2
TBG Transportbeton Westpfalz Verwaltungs GmbH Pirmasens, DEU 72.00 36.00 2013 0.0 0.0
TBG Zusam-Beton GmbH & Co. KG Dinkelscherben, DEU 54.88 35.45 2013 0.6 0.2
Tournai Ternaire S.A. Tournai, BEL 50.00 50.00 2013 0.1 0.0
Transbeton Gesellschaft mit beschrnkter Haftung Lhne, DEU 100.00 26.81 2013 0.0 0.0
Transportbeton Bad Waldsee GmbH & Co. KG 2) Bad Waldsee, DEU 64.00 64.00 2013 0.1 -0.1
Transportbeton Johann Braun Geschftsfhrungs GmbH Trstau, DEU 100.00 37.75 2013 0.0 0.0
Transportbeton Johann Braun GmbH & Co. KG Trstau, DEU 50.00 37.75 2013 0.2 0.3

To our shareholders

ship% million 9)

Transportbeton Meschede Gesellschaft mit beschrnkter Haftung Meschede, DEU 100.00 44.53 2013 0.0 0.0
Transportbeton Meschede GmbH & Co. KG Meschede, DEU 100.00 44.53 2013 0.1 0.1
Transportbeton Plauen Verwaltungsgesellschaft mbH Plauen, DEU 100.00 56.07 2013 0.0 0.0
Transportbetongesellschaft Kressbronn mit beschrnkter Haftung
& Co. Kommanditgesellschaft i.L. 4) Kressbronn, DEU 79.41 35.85 2013 0.4 0.0
Transportbeton-Gesellschaft mit beschrnkter Haftung "Garant" Bad Salzuflen, DEU 23.33 23.33 23.33 2013 0.1 0.0
Urzeit Weide GbR Schelklingen, DEU 50.00 50.00 50.00 2013 0.1 0.0
Verwaltungsgesellschaft mit beschrnkter Haftung TRAPOBET
Transportbeton Kaiserslautern Kaiserslautern, DEU 50.00 50.00 2013 0.0 0.0
2
WIKING Baustoff- und Transport Gesellschaft mit beschrnkter
Haftung Soest, DEU 50.00 50.00 2013 0.0 0.0
WTG Walhalla Transportbeton GmbH Regensburg, DEU 100.00 95.00 2013 0.4 0.2

Asdeka Kft. Hegyeshalom, HUN 50.00 24.34 2013 0.0 0.0
New Bukhtarma village,
Bukhtarma Teplo Tranzit LLP KAZ 20.00 20.00 2013 -0.1 -
SPEX CZ, s.r.o. Cheb, CZE 50.00 25.00 2013 0.2 0.0
Velkolom Certovy schody, akciova spolecnost Tman, CZE 50.00 50.00 2013 7.6 0.1
Immaterial joint ventures and associates 3

Asia-Pacific
Diversified Function Sdn Bhd Kuala Lumpur, MYS 50.00 50.00 2013 0.0 0.0

Pomphen Prathan Company Limited 4) Bangkok, THA 49.70 49.70 - - -

Akansa Tasimicilik Tic. A.S. 4) Canakkale, TUR 96.61 38.37 - - -
Union Cement Norcem C.o. (W.L.L.) Ras Al Khaimah, ARE 40.00 40.00 2013 0.7 5.2
1) Controlling influence through contractual arrangements and/or legal regulations

2) Absence of controlling influence through contractual arrangements and/or legal regulations
3) The company makes use of the exemption from disclosure obligations in accordance with 264b of the German Commercial Code (HGB). 4
4) In liquidation
5) Information on equity and earnings is omitted pursuant to Section 286 Subsection 3 Sentence 1 No. 1 of the HGB if such information is of minor relevance for a
fair presentation of the financial position, cash flows and profitability of HeidelbergCement AG.
6) Share pursuant to Section 16 of the German Stock Corporation Act (AktG)
7) Last fiscal year for which financial statements are available.
8) Translated with the closing rate of the fiscal year for which financial statements are available.
9) Translated with the average rate of the fiscal year for which financial statements are available.
HeidelbergCement AG
5
The Managing Board
Contents

4 Consolidated
Audit opinion
We have audited the consolidated financial statements prepared by the HeidelbergCement AG, Heidelberg,
comprising the consolidated income statement, the consolidated statement of comprehensive income, the
consolidated statement of cash flows, the consolidated balance sheet, the consolidated statement of changes in
equity and the notes to the consolidated financial statements, together with the combined management report of
HeidelbergCement Group and HeidelbergCement AG for the fiscal year from 1 January to 31 December 2014. The
preparation of the consolidated financial statements and the group management report in accordance with IFRSs
as adopted by the EU, and the additional requirements of German commercial law pursuant to Sec. 315a(1)HGB
[Handelsgesetzbuch: German Commercial Code] and supplementary provisions of the articles of incorpo-
ration and bylaws are the responsibility of the parent companys management. Our responsibility is to express
an opinion on the consolidated financial statements and on the group management report based on our audit.
We conducted our audit of the consolidated financial statements in accordance with Sec. 317 HGB and German
generally accepted standards for the audit of financial statements promulgated by the Institut der Wirtschaftsprfer
[Institute of Public Auditors in Germany] (IDW). Those standards require that we plan and perform the audit
such that misstatements materially affecting the presentation of the net assets, financial position and results of
operations in the consolidated financial statements in accordance with the applicable financial reporting frame-
work and in the group management report are detected with reasonable assurance. Knowledge of the business
activities and the economic and legal environment of the Group and expectations as to possible misstatements
are taken into account in the determination of audit procedures. The effectiveness of the accounting-related
internal control system and the evidence supporting the disclosures in the consolidated financial statements
and the group management report are examined primarily on a test basis within the framework of the audit.
The audit includes assessing the annual financial statements of those entities included in consolidation, the
determination of entities to be included in consolidation, the accounting and consolidation principles used and
significant estimates made by management, as well as evaluating the overall presentation of the consolidated
financial statements and the group management report. We believe that our audit provides a reasonable basis
for our opinion.
Our audit has not led to any reservations.
In our opinion, based on the findings of our audit, the consolidated financial statements comply with IFRSs as
adopted by the EU, the additional requirements of German commercial law pursuant to Sec. 315a (1) HGB and
supplementary provisions of the articles of incorporation and bylaws and give a true and fair view of the net
assets, financial position and results of operations of the Group in accordance with these requirements. The
group management report is consistent with the consolidated financial statements and as a whole provides a
suitable view of the Groups position and suitably presents the opportunities and risks of future development.
Stuttgart, 18 March 2015
Ernst & Young GmbH

Wirtschaftsprfungsgesellschaft
Prof. Dr. Wollmert Viering

Wirtschaftsprfer Wirtschaftsprfer
[German Public Auditor] [German Public Auditor]

To our shareholders
Responsibility statement

To the best of our knowledge, and in accordance with the applicable reporting principles, the consolidated
financial statements give a true and fair view of the assets, liabilities, financial position, and profit or loss of the
Group, and the Group management report, which has been combined with the management report of Heidel-
bergCement AG, includes a fair review of the development and performance of the business and the position
of the Group, together with a description of the principal opportunities and risks associated with the expected
development of the Group.

2
HeidelbergCement AG
The Managing Board
3
Dr. Bernd Scheifele Andreas Kern

4
Dr. Dominik von Achten Dr. Lorenz Nger
Daniel Gauthier Dr. Albert Scheuer
5
Contents

5

To our shareholders
1

2
284 Global functions and Country Managers
286 Glossary
288 Imprint
Back Cover: Cement capacities and aggregates reserves

4
5
Contents

5 Additional
information
Global functions and Country Managers
Global functions
Global functions
Bttcher, Henner Director Group Treasury (until 18 March 2015)
Day, Gareth Director Group Strategy & Development and Cementitious
Kozelka, Rolf Director Group Tax
Ploss, Dr. Ines Director Group Purchasing
Schaffernak, Dr. Ingo Director Group Legal
Schaller, Andreas Director Group Communication & Investor Relations
Schnurr, Andreas Director Group Human Resources and Group Compliance
Schwind, Klaus Director Group Shared Service Centers
Standhaft, Dr. Wolfgang Director Group Information Technology
Toborek, Anna Director Group Corporate Finance
Vandenberghe, Marc Director Group Insurance & Corporate Risk Management
Weig, Severin Director Group Treasury (from 19 March 2015)
Weingardt, Stefan Director Group Internal Audit
Wendt, Dr. Carsten Director Group Reporting, Controlling & Consolidation
Heidelberg Technology Center (HTC)

Jelito, Ernest Director Global HTC
Bertola, Arnaldo Senior Vice President Manufacturing & Engineering, President HTC North America
Breyer, Robert Director Manufacturing & Engineering Central Europe-Central Asia and Head of
HTC Central Europe-Central Asia
Fritz, Daniel Director Manufacturing & Engineering Asia-Oceania and Head of HTC Asia-Oceania
Gupta, Akhilesh Director Manufacturing & Engineering TEAM and Head of HTC TEAM
Competence Center Materials (CCM)

Smith, Chuck Director Global Competence Center Materials
Global Environmental Sustainability

Lukas, Peter Director Global Environmental Sustainability
Global Logistics
Middendorf, Kay Director Global Logistics
Global Sales & Marketing

Oerter, Gerald Director Global Sales & Marketing

Global functions and Country Managers Imprint
Glossary Cement capacities and aggregates reserves
To our shareholders
1
Country Managers

Baltics/Denmark/Iceland/Norway/Sweden Syvertsen, Gunnar General Manager Northern Europe
Belgium/Netherlands Jacquemart, Andr General Manager Benelux
Germany Knell, Christian General Manager Germany
United Kingdom OShea, Patrick Chief Executive Officer UK

Bosnia & Herzegovina Muidza, Branimir Country Manager Bosnia & Herzegovina 2
Czech Republic Hrozek, Jan General Manager Czech Republic
Georgia Hampel, Michael General Manager Georgia
Hungary Szarkndi, Jnos General Manager Hungary
Kazakhstan Kempe, Roman General Manager Kazakhstan
Poland Balcerek, Andrzej General Manager Poland
Romania Aldea, Dr. Florian General Manager Romania
Russia Polendakov, Mihail General Manager Russia
Ukraine Thiede, Silvio General Manager Ukraine
North America
Harrington, Dan Chief Executive Officer USA 3
Dolan, Dennis Regional President North
Morrish, Jon Regional President South

Saragusa, Kari Regional President West
Ward, Chris Regional President Canada
AsiaPacific
Australia Gluskie, Kevin Chief Executive Officer Australia
Bangladesh/Brunei Ugarte, Marcelino General Manager Bangladesh & Brunei
China Jamar, Jean-Claude Chief Executive Officer China
India Cooper, Jamshed Chief Executive Officer India
Indonesia Kartawijaya, Christian Chief Executive Officer Indonesia
4
Malaysia Thornton, John General Manager Malaysia
Africa Junon, Jean-Marc Chief Operating Officer Africa
Israel Priel, Eliezer Country Manager Israel

Mediterranean Basin/HC Trading Adigzel, Emir Chief Operating Officer Mediterranean Basin &
Middle East and HC Trading
Spain Ortiz, Jesus Country Manager Spain
Turkey Hacikamiloglu, Mehmet General Manager Akansa
5
Contents

5 Additional
information
Glossary
Aggregates
Aggregates in the form of sand, gwravel and crushed rock are used principally for concrete manufacturing or
for road construction and maintenance.
Alternative fuels
Combustible substances and materials used in place of fossil fuels in the clinker-burning process.
Alternative raw materials

By-products or waste from other industries, whose chemical components make them suitable substitutes for
natural raw materials. Alternative raw materials are used both in the production of clinker, the most important
intermediate product in cement production, and as additives in cement grinding, in order to conserve natural raw
material resources and reduce the proportion of energy-intensive clinker in cement, the end product. By using
alternative raw materials and fuels, HeidelbergCement is actively contributing to the preservation of resources
as well as to waste management and recycling.
Asphalt
Asphalt is manufactured from a mixture of graded aggregates, sand, filler and bitumen. It is used primarily for
road construction and maintenance.
Biodiversity
Biodiversity or biological diversity is the genetic diversity within species, diversity between species and diversity
of ecosystems.
Blast furnace slag

Finely ground, glassy by-product from steel production. Additive for cement.
Cement
Cement is a hydraulic binder, i.e. a finely ground inorganic material that sets and hardens by chemical inter
action with water and that is capable of doing so also under water. Cement is mainly used to produce concrete.
It binds the sand and gravel into a solid mass.
Cement mill
Cement grinding is the final stage of the cement manufacturing process. In cement mills, the clinker is ground
into cement, with the addition of gypsum and anhydrite, as well as other additives, such as limestone, blast
furnace slag or fly ash, depending on the type of cement.
Cement Sustainability Initiative

HeidelbergCement is a founding member of the Cement Sustainability Initiative (CSI), an association of
24 leading cement manufacturers worldwide to promote sustainable development under the auspices of the
World Business Council for Sustainable Development (WBCSD).
Clinker (cement clinker)

Intermediate product in the cement production process that is made by heating a finely-ground raw material
mixture to around 1,450 C in the cement kiln. For the manufacture of cement, the greyish-black clinker nodules
are extremely finely ground. Clinker is the main ingredient in most cement types.

Global functions and Country Managers Imprint
Glossary Cement capacities and aggregates reserves
To our shareholders
1
Commercial Paper
Bearer notes issued by companies within the framework of a Commercial Paper Programme (CP Programme)
to meet short-term financing needs.

Composite cement
In composite cements, a proportion of the clinker is replaced with alternative raw materials, usually by-prod-
ucts from other industries, such as blast furnace slag or fly ash. Decreasing the proportion of energy-intensive
clinker in cement is of critical importance for reducing energy consumption and CO2 emissions as well as for
preserving natural raw materials.
Concrete
2
Building material that is manufactured by mixing cement, aggregates (gravel, sand or crushed stone) and water.
Dynamic gearing ratio

Ratio of net debt to operating income before depreciation (OIBD).
Euro Medium Term Note (EMTN) programme
An EMTN programme represents a framework agreement made between the company and the banks appointed
to be dealers. HeidelbergCement has the option of issuing debenture bonds up to a total volume of 10 billion
under its EMTN programme.
Fly ash
Solid, particulate combustion residue from coal-fired power plants. Additive for cement.
3
Grinding plant
A grinding plant is a cement production facility without clinker-burning process. Delivered clinker and selected

additives, depending on the type of cement, are ground into cement. Grinding plants are particularly operated
at locations where suitable raw material deposits for cement production are not available.
Net debt
The sum of all non-current and current financial liabilities minus cash and cash equivalents, short-term invest
ments and short-term derivatives
Rating (credit rating) .

Classification of the credit standing of debt instruments and their issuers. Specialised agencies such as Standard
4
& Poors, Fitch Ratings, and Moodys produce such ratings. Ratings range from AAA or Aaa as the highest credit
standing to C or D as the lowest.
Ready-mixed concrete
Concrete that is manufactured in a ready-mixed concrete facility and transported to the building site using
ready-mix trucks.
Sustainability
Sustainable development signifies a development that fulfils the economic, ecological and social needs of people
alive today without endangering the ability of future generations to fulfil their own needs.
Syndicated loan
5
Large-sized loan which is distributed (syndicated) among several lenders for the purpose of risk spreading.
Contents

5 Additional
information
Imprint
Copyright 2015
HeidelbergCement AG
Berliner Strasse 6
69120 Heidelberg, Germany
Concept and realisation

Group Communication & Investor Relations HeidelbergCement
ServiceDesign Werbeagentur GmbH, Heidelberg, Germany
Target Languages GmbH, Dossenheim, Germany
abcdruck GmbH, Heidelberg, Germany
Photographs
HeidelbergCement photo archives
Steffen Fuchs, HeidelbergCement, Heidelberg
Christian Bruch, Hamburg, Germany, page 32
Matthias Mller, Ilvesheim, Germany, pages 21 and 25
Translation of the Annual Report 2014. The German version is binding.
Copies of the 2014 financial statements of HeidelbergCement AG and further information are available
on request. Kindly find this Annual Report and further information about HeidelbergCement
on the Internet: www.heidelbergcement.com.
Contact:
Group Communication
Phone: +49 6221 481-13227
Fax: +49 6221 481-13217
E-mail: info@heidelbergcement.com
Investor Relations
Phone:
Institutional investors USA and UK: +49 6221 481-13925
Institutional investors EU and rest of the world: +49 6221 481-39568
Private investors: +49 6221 481-13256
Fax: +49 6221 481-13217
E-mail: ir-info@heidelbergcement.com
The Annual Report 2014 was published on 19 March 2015.
Printed on environmentally friendly PEFC certified paper.

Promotion of sustainable forest management more information under www.pefc.org

To our shareholders
1
HeidelbergCement in the world cement

capacities and aggregates reserves

2
3

4
Financial calendar 2015 5

Interim Financial Report January to March 2015 7 May 2015
Annual General Meeting 7 May 2015
Half-Year Financial Report January to June 2015 29 July 2015
Interim Financial Report January to September 2015 5 November 2015
Contents
HeidelbergCement in the world cement capacities
and aggregates reserves
Cement capacities 1) Million tonnes

Belgium 4.2
Estonia 1.3
Germany 11.0
Netherlands 4.4
Norway 1.7
Sweden 3.4
United Kingdom 6.8
32.8
Czech Republic 2.2
Georgia 2.0
Kazakhstan 2.5
Poland 6.0
Romania 6.2
Russia 5.1
Ukraine 4.4
28.4
North America
USA 10.3
Canada 2.6
12.9
Asia-Pacific
Bangladesh 2.4
Brunei 0.5
India 5.6
Indonesia 20.5
29.0
Benin 0.3
Burkina Faso 0.7
DR Congo 0.6
Ghana 3.7
Liberia 0.7
Sierra Leone 0.6
Tanzania 2.2
Togo 0.7
9.5
Total HeidelbergCement 112.6
Cement capacities of joint ventures 2)

Bosnia-Herzegovina 0.4
Hungary 1.7
USA (Texas) 0.6 Aggregates reserves 3) Billion tonnes
China 7.4 Western and Northern Europe 3.2
Australia 2.7 Eastern Europe-Central Asia 0.8
Turkey 3.8 North America 12.7
Total joint ventures 16.5 Asia-Pacific 1.4
Africa-Mediterranean Basin 0.3
HeidelbergCement incl. joint ventures 129.1 HeidelbergCement total 18.4
1) Operational capacities based on 80% calendar time utilisation 3) Owned and leased reserves
2) Cement capacities according to our ownership
HeidelbergCement is member of:
5
4
3
2
1
Contents Additional information Consolidated financial statements Corporate Governance Combined management report To our shareholders
HeidelbergCement AG
Berliner Strasse 6
69120 Heidelberg, Germany
www.heidelbergcement.com

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Financial highlights

Figures in m 2008 2009 2010 2011 2012 20131) 2014

Free cash flow

Figures in m 2008 2009 2010 2011 2012 20131) 2014

Western and Northern Europe

Eastern Europe-Central Asia

CLOSE TO THE CUSTOMER Passionate about construction

Page 2 | HeidelbergCement 2014

SECURING THE FUTUREPAGES 8-11

HeidelbergCement 2014 | Page 3

For problems that are more complex or for

HeidelbergCement 2014 | Page 5

Europes largest infrastructure project is currently underway in London.

Page 6 | HeidelbergCement 2014

Customer Excellence Program

What makes our

Group Sales & Marketing

HeidelbergCement 2014 | Page 7

HeidelbergCement 2014 | Page 9

The creators of the new environmentally

Page 10 | HeidelbergCement 2014

Training for greater safety

HeidelbergCement 2014 | Page 11

Getting better every

The objective of the CIP training in the individual

SMANAGEMENT HeidelbergCement 2014 | Page 13

In an effort to identify, document, and pass on the best management

Knowledge for all

Large-scale investment projects launched in Kazakhstan,

Page 14 | HeidelbergCement 2014

A star for energy

Scantogo clinker plant

imports. HeidelbergCement is currently the

HeidelbergCement 2014 | Page 15

Strengthening of market position in Belgium

Further expansion of cement capacity in Indonesia

Q2 125th anniversary of stock exchange listing

Q3 Official start of production at CaspiCement in Kazakhstan

New cement mill in Tanzania starts operation

Q4 Start of production in new plants in Togo and Burkina Faso

Quarry Life Award presented for the second time

2 Combined management report

4 Consolidated financial statements

1) Part of the combined management report of HeidelbergCement Group and HeidelbergCement AG

18 HeidelbergCement | Annual Report 2014

Combined management report

20 Letter to the shareholders

25 Report of the Supervisory Board

Consolidated financial statements

HeidelbergCement | Annual Report 2014 19

20 HeidelbergCement | Annual Report 2014

Combined management report

Consolidated financial statements

HeidelbergCement | Annual Report 2014 21

Sustainability as a success factor

Thanks to our employees

22 HeidelbergCement | Annual Report 2014

Strategic focal points unchanged

Combined management report

Consolidated financial statements

Director Group Communication & IR (Andreas Schaller): +49(0)6221481-13249