FORM 6-K

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

Report of Foreign Private Issuer

Pursuant to Rule 13a-16 or 15d-16 of ~~the Securities Exchange Act of 1934~~

For the month of:		July, 2006
Commission File Number:		001-15218

of the Securities Exchange Act of 1934

For the month of: June, 2007

Commission File Number : 001-15218

LAFARGE

(Translation of registrant’s name into English)

61, rue des Belles Feuilles ~~75116~~ ~~Paris France (Address of principal executive offices)~~

75116 Paris

France

(Address of principal executive offices)

Indicate by check mark whether the registrant files or will file annual reports under cover Form 20-F or Form 40-F.

Form 20-F þ ....X..... Form 40-F o.........

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(1):

Indicate by check mark if the registrant is submitting the Form 6-K in paper as permitted by Regulation S-T Rule 101(b)(7):

Indicate by check mark whether by furnishing the information contained in this Form, the registrant is also thereby furnishing the information to the Commission pursuant to Rule 12g3-2(b) under the Securities Exchange Act of 1934.

Yes o ..... No þ ..X..

If “Yes” is marked, indicate below the file number assigned to the registrant in connection with Rule 12g3-2(b): 82-

Enclosures: ~~The following information is being provided for the purpose of being incorporated by reference into our registration statement on Form F-3.~~

~~Minority~~Press ~~Buy-Out~~Release, ofdated June 18, 2007, relating to: Appointments to Lafarge ~~North~~Group ~~America~~Executive ~~Inc.~~ Committee

OnPage ~~May 15,~~1 ~~2006, we completed our cash tender offer for the 46.8% minority stake in Lafarge North America Inc. (which we refer to as “LNA”) that we did not previously own and for all~~ of ~~the outstanding~~6 ~~exchangeable~~Total ~~preference~~Pages shares of Lafarge Canada Inc., a subsidiary of LNA. As a result, we acquired a total of 34,697,857 LNA common shares and Lafarge Canada exchangeable preference shares to hold, following the cash tender offer, approximately 92.37% of the LNA common shares and Lafarge Canada exchangeable preference shares taken together as a single class. On May 16, 2006, we completed our acquisition of the remaining shares of LNA by way of a short-form merger of LNA with one of our wholly owned subsidiaries. We now own 100% of the shares of LNA. The total cost to us of the acquisition was US$3.5 billion.

LOGO

~~To finance the cash tender offer, we entered into a US$2,800,000,000 credit facility on~~APPOINTMENTS ~~February 5,~~TO ~~2006,~~LAFARGE ~~arranged~~GROUP byEXECUTIVE ~~BNP~~COMMITTEE Paribas and J.P. Morgan plc, and also used funds from our €1,850,000,000 credit facility described in Section 8.4 of our annual report on Form 20-F for the year ended December 31, 2005. This facility provides a revolving credit line in the amount of US$2,800,000,000, which may be disbursed either in dollars or euros, with a maturity of 364 days from the date of the facility. At its maturity, we may elect to extend outstanding loans under the facility for an additional 6 months in an amount up to US$1,400,000,000. We are required to prepay amounts owed under this facility from the proceeds of certain debt or equity refinancings. Borrowings under the credit facility bear interest at a rate equal to the applicable reference rate (LIBOR or EURIBOR), plus a margin of 0.225% per annum, subject to adjustments for certain additional costs. The facility also provides for a commitment fee for unutilized commitments in the amount of 0.06% per annum as well as other customary commissions. As of July 10, 2006, we had drawn down US$2,200,000,000 under this facility.

~~Credit Rating~~ Lafarge announces today the appointment to the Group Executive Committee of Jean-Carlos Angulo, Thomas Farrell, Gérard Kuperfarb and Eric Olsen, from September 1, 2007.

~~Following~~The ~~our~~Executive ~~minority~~Committee ~~buy-out~~will oftherefore ~~LNA,~~be ~~Standard~~composed ~~and~~of: Poor’s confirmed its previous rating and outlook for our company (BBB (stable, A2)) on March 31, 2006, and Moody’s confirmed its previous rating (Baa2) with an outlook change from stable to negative on May 17, 2006.

~~Investigation~~• byThree ~~Polish~~Executive ~~Competition~~Vice-Presidents ~~Authority~~ managing the Cement business: Jean-Carlos Angulo, 58; Isidoro Miranda, 48 and Guillaume Roux, 48.

On• ~~June 21,~~Two ~~2006,~~Executive ~~the~~Vice-Presidents ~~Polish~~managing ~~competition authority OCCP announced that it has opened an investigation into alleged anticompetitive practices involving~~ the ~~cement~~Aggregates ~~industry.~~& ~~Our~~Concrete ~~company~~business: ~~is among~~Thomas ~~several~~Farrell, ~~market~~51 ~~participants~~and ~~that~~Gérard ~~are being investigated by the competition authority. Given the early stage of the investigation~~Kuperfarb, ~~we are not yet in a position to assess the extent or amount of our potential risk~~46. ~~We intend to cooperate fully with the Polish competition authority’s investigation.~~

~~Strategic~~• ~~Plan~~ An Executive Vice-President managing the Gypsum business: Christian Herrault, 56.

On• ~~June 22,~~An ~~2006,~~Executive ~~we announced a detailed strategic plan~~Vice-President, ~~called~~Finance: ~~“Excellence~~Jean-Jacques ~~2008.” This plan confirms our Group’s determination to be the best in its sector~~Gauthier, ~~focused on its strengths, committed to realizing its ambitions and benefiting from a more efficient organization~~47.

~~The~~• ~~key~~An ~~points~~Executive ofVice-President, ~~this~~Organization ~~plan~~and ~~are~~Human ~~as follows~~Resources: Eric Olsen, 43.

•BRUNO ~~An accountable and mobilized management team and organization~~LAFONT, ~~with~~CHAIRMAN aAND ~~performance-based~~CHIEF ~~culture~~EXECUTIVE •OFFICER AOF ~~program~~THE ~~to reduce costs by €400 million by 2008 • The generation of €1.5 billion in additional cash flow over the next three years • A strategy of profitable growth~~GROUP, STATED: ~~focused on Cement activity in fast-growing markets and on innovation in Concrete • The possible divestment of the Roofing business~~

•“I Aam ~~renewed~~particularly ~~commitment~~satisfied to ~~our~~be ~~Group’s~~supported ~~values,~~at ~~with~~the ~~priority~~head ~~given~~of toLafarge ~~employee~~by ~~safety~~a top-performing team, ~~corporate~~made ~~governance~~up of managers who have acquired within the Group strong knowledge of our businesses and ~~sustainable~~significant ~~development~~international experience, and who represent our results-driven culture.”

1.These ~~Accelerated~~changes ~~transformation~~coincide with the retirement of Group executives, Michel Rose, Chief Operating Officer, and Jean-Charles Blatz, Executive Vice-President, Aggregates & Concrete, and the ~~organization~~departure of Ulrich Glaunach.

WeAttached: ~~have~~Biographies begun to transform our organization in order to simplify our processes, accelerate decision making, make managers truly accountable for the performance of their business units and encourage cost reductions, in order to optimize the Group’s development.

~~Already,~~PAGE ~~our~~1/2 ~~Group’s~~Page ~~top~~2 ~~management structure has been simplified, with the suppression~~ of ~~the Direction~~6 ~~générale~~Total level (a former senior management layer) and the reorganization of Group functions. The organization in North America is now aligned with that of the Group, by business line, resulting in the elimination of a hierarchical level. All aggregates and concrete activities, worldwide, are now directly under the authority of the Aggregates & Concrete Division. We have completed the reorganization of our cement technical centers, with a new regional breakdown and reinforced engineering capacities. We have reviewed the main levers of our information systems’ strategy. Pages

LOGO

~~All~~NOTES ~~of this makes it possible to launch a new phase of reorganization, towards a greater~~TO ~~standardization~~EDITORS ~~of our procedures and systems and the development of synergies at the country level.~~

2.Lafarge Ais ~~program~~the toworld ~~reduce~~leader ~~costs~~in bybuilding ~~€400~~materials, with top-ranking positions in all of its businesses: Cement, Aggregates ~~million~~& byConcrete ~~2008~~and Gypsum. With 71,000 employees in over 70 countries, Lafarge posted sales of Euros 17 billion in 2006.

~~Over~~Lafarge ~~the~~has been ~~past~~committed ~~six~~to ~~months,~~sustainable wedevelopment ~~have~~for ~~undertaken~~many years, pursuing a ~~detailed~~strategy ~~review~~that tocombines ~~identify~~industrial ~~areas~~know-how ~~for~~with ~~cost reductions~~performance, ~~within~~value ~~each~~creation, ofrespect ~~the~~for ~~Group’s~~employees ~~activities.~~and ~~The~~local ~~current~~cultures, ~~transformation~~environmental ofprotection and the ~~Group~~conservation toof ~~create~~natural aresources ~~more~~and ~~efficient~~energy. ~~organization~~Lafarge is ~~one~~the ofonly ~~the~~company ~~vectors~~in ~~for~~the ~~reducing~~construction ~~costs.~~materials ~~Thanks~~sector to ~~this~~be ~~groundwork, we~~listed ~~are~~in ~~now~~the ~~able~~2007 to‘100 ~~announce~~Global aMost ~~cost-reduction~~Sustainable ~~program~~Corporations ofin ~~€400 million,~~the ~~which~~World’. ~~takes~~To ~~into~~make ~~account~~advances ~~the expected~~in ~~synergies~~building ~~from~~materials, Lafarge places the ~~buyout~~customer at the heart of ~~minority~~its ~~interests~~concerns. inIt ~~Lafarge~~offers ~~North~~the ~~America~~construction industry and ~~€60 million in~~the ~~cost~~general ~~reductions~~public ~~arising~~innovative ~~from~~solutions ~~the~~bringing ~~turnaround~~greater ~~plan~~safety, ofcomfort ~~the~~and ~~Roofing~~quality ~~activity~~to their everyday surroundings.

3.Additional ~~€1.5 billion~~information inis ~~additional~~available ~~cash~~on ~~flow~~the ~~generation~~ web site at www.lafarge.com.

We will achieve this by pursuing our program to improve working capital requirements, by tight controls on maintenance investments, by lowering the cost of our investments to modernize existing plants or build new capacity, and through a divestment program of over €1 billion by the end of 2008.



COMMUNICATIONS		INVESTOR RELATIONS	PAGE 2/2

Stéphanie Tessier :	+33(1) 44 34 92 32	Yvon Brindamour : +33 (1) 44 34 11 26
Stephanie.tessier@lafarge.com		Yvon.brindamour@lafarge.com

Lucy Wadge :	+33(1) 44 34 19 47	Daniele Daouphars : +33 (1) 44 34 11 51
Lucy.wadge@lafarge.com		Daniele.daouphars@lafarge.com

Claire Mathieu :	+33(1) 44 34 18 18	Stéphanie Billet : +33 (1) 44 34 94 59
Claire.mathieu@lafarge.com		Stephanie.billet@lafarge.com

4.Page ~~The~~3 ~~possible divestment~~ of ~~the~~6 ~~Roofing~~Total ~~business~~ Pages

~~The~~JEAN ~~turnaround~~CARLOS ~~plan for the Roofing business is well underway and progressing rapidly. We intend to explore opportunities to divest the Roofing business~~ANGULO, ~~if valuation conditions are met and we can~~EXECUTIVE ~~maintain a minority stake in this activity~~VICE-PRESIDENT, inCO-PRESIDENT ~~the~~OF ~~best~~THE ~~interests~~CEMENT ofBUSINESS ~~our shareholders.~~

5Born in 1949, Jean Carlos Angulo has 32 years’ experience in the Group and unique expertise in engineering, managing cement activities and vertical integration. AHe ~~strategy~~is a graduate of ~~profitable~~the ~~growth~~Ecole des Mines de Nancy and the European Institute for Business Administration. He began his career as a project engineer in the aerospace industry at the Société Européenne de Propulsion SEP (1971-74) in Bordeaux. He joined Lafarge in 1975, where he was successively Project Manager and Projects Director in Group engineering subsidiaries (plant construction). He then became the General Manager of Lafarge Consulteria e Estudos in Brazil. In 1984 he joined Lafarge Aluminates as Head of Development. From 1990 to 1996 he was General Manager of Lafarge’s Brazil operations and head of the Southern and Latin American region. In 1996 he was appointed as General Manager of Lafarge Ciments in France. Since 2000, he has managed the Group’s cement business in Western Europe and Morocco.

WeISIDORO ~~are~~MIRANDA, ~~determined to maintain growth at a sustained pace in the coming years. This growth will be~~EXECUTIVE ~~generated first by the Cement business~~VICE-PRESIDENT, ~~primarily in fast~~CO-~~growing~~PRESIDENT ~~markets,~~OF ~~through~~THE ~~the~~CEMENT ~~construction of~~BUSINESS new production capacity and through acquisitions, and by the Aggregates business. It will also be fueled by an acceleration in the pace and contribution of innovations in all businesses, notably in Concrete.

6Isidoro Miranda (born in 1959) has a PhD in engineering from Navarre University (Spain) and an MBA from Insead and has been with the Group for 12 years. WeHe ~~reaffirm~~began ~~our~~his ~~values~~career toat ~~mark~~a ~~our~~strategic ~~difference~~consulting firm in London and ~~reinforce~~Paris. ~~our~~He ~~leadership~~joined Lafarge in 1995 as the Director of Group Strategic Research, before being appointed CEO of Lafarge Asland, the Group’s Spanish Cement subsidiary. In 2001, he was appointed Executive Vice President of the Cement business and a member of the Group Executive Committee. During this period, he formalized Lafarge’s business model in cement, the ADVANCE program. Since May 2003, he has been Executive Vice President, Gypsum.

WeGUILLAUME ~~reaffirm our commitment to our values of respect~~ROUX, ~~care~~EXECUTIVE ~~and excellence. Vital for the realization of our strategic plan and inseparable from the result~~VICE-~~oriented culture introduced at all levels of the organization~~PRESIDENT, ~~these values are crucial for the long~~CO-~~term leadership of our Group and for the~~PRESIDENT ~~best~~OF ~~valuation~~THE ofCEMENT ~~our~~BUSINESS ~~shareholders’ investment.~~

WeGuillaume ~~renew~~Roux ~~our~~(born ~~commitment~~in 1959) graduated from the Institut d’Etudes Politiques in Paris. He joined Lafarge 27 years ago, in 1980 as an internal auditor for Lafarge Cement, France. He was appointed Chief Financial Officer of the Biochemicals business in the United States in 1989, before returning to Lafarge ~~being~~headquarters ~~ranked~~in ~~among~~1992 to head a mission for the ~~world~~Finance Department. In 1996, he went back to the United States as Vice President of Marketing for Lafarge North America. In 1999, he was appointed Chief Executive Officer of Lafarge’s operations ~~most~~in ~~effective~~Turkey ~~industrial~~and ~~groups~~then in ~~terms~~ 2001, Executive Vice-President of ~~employee~~Cement ~~health~~operations ~~and~~in ~~safety~~Southeast Asia. Guillaume Roux was appointed Executive Vice-President, ~~protection~~Co-president of the ~~environment,~~Cement ~~social~~business ~~responsibility~~in ~~and~~January ~~corporate governance~~2006.

~~Western~~THOMAS ~~New~~FARRELL, ~~York~~EXECUTIVE ~~Investigation~~VICE-PRESIDENT, CO-PRESIDENT OF THE AGGREGATES & CONCRETE BUSINESS

OnThomas ~~June~~Farrell has an A.B. from Brown University (1978) ~~28,~~and ~~2006,~~a UJ.SD. ~~federal~~from ~~agents~~Georgetown ~~served~~University Law School (1981). He is American and has been with Lafarge for 17 years. Prior to joining Lafarge, he was a ~~warrant~~corporate onattorney with Shearman & Sterling, working at both their New York and ~~searched~~Paris offices. Thomas Farrell joined Lafarge in 1990, first working at the ~~premises~~Paris headquarters as Vice President of ~~several~~Strategy. He managed an operating unit of Lafarge Granulats & Bétons in France from 1992 to 1994. In 1996, he was appointed Vice President and General Manager of Southern Alberta in the Western Canada region of Lafarge North America’s ~~offices~~(LNA) inAggregates ~~western~~Concrete & ~~New~~Asphalt ~~York~~business, ~~State~~a position held until 1998 when he was appointed CEO of Lafarge’s activities in ~~connection~~India. ~~with~~In anJune ~~investigation~~2002, he was appointed Executive Vice President of ~~certain~~ ~~government~~Lafarge ~~contracts~~North America and President, Aggregates, Concrete & Asphalt, Western NA Region. ~~The~~Since ~~company~~2006 ishe ~~cooperating~~has ~~with~~held the ~~investigation.~~position of President of Aggregates, Concrete & Asphalt, North America Region.

ItPage is4 ~~too~~of ~~early~~6 toTotal ~~tell whether this investigation will have a material impact on Lafarge North America and its operations.~~ Pages

~~Statements~~GÉRARD ~~made in this document that are not historical facts~~KUPERFARB, ~~including statements regarding our~~EXECUTIVE ~~cost reduction program, our expected cash flows, our objectives in terms of our divestment program are forward~~VICE-~~looking statements made pursuant to the safe harbor provisions of the Private Securities Litigation Reform Act of 1995. These statements are not guarantees of future performance and involve risks~~PRESIDENT, ~~uncertainties and assumptions (“Factors”), which are difficult to predict. Some of the Factors that could cause actual results to differ materially from those expressed in the forward~~CO-~~looking~~PRESIDENT ~~statements~~OF ~~include,~~THE ~~but~~AGGREGATES & ~~are~~CONCRETE ~~not~~BUSINESS limited to: the cyclical nature of the Company’s business; national and regional economic conditions in the countries in which the Group does business; currency fluctuations; seasonal nature of the Company’s operations; levels of construction spending in major markets; supply/demand structure of the industry; competition from new or existing competitors; unfavorable weather conditions during peak construction periods; changes in and implementation of environmental and other governmental regulations; our ability to successfully identify, complete and efficiently integrate acquisitions; our ability to successfully penetrate new markets; and other Factors disclosed in the Company’s public filings with the French Autorité des Marchés Financiers and the US Securities and Exchange Commission including its Reference Document and annual report on Form 20-F. In general, the Company is subject to the risks and uncertainties of the construction industry and of doing business throughout the world. The forward-looking statements are made as of this date and the Company undertakes no obligation to update them, whether as a result of new information, future events or otherwise.

Born in 1961, Gérard Kuperfarb is a civil engineering graduate from the Ecole des Mines in Nancy (1983). He also has a Masters in engineering from the Ecole des Mines in Paris (1984) and an MBA from the HEC international business school (1986). He has been with the Group for 15 years.

He began his career in 1983 as an engineer at the centre for material forming at the Ecole des Mines in Paris before joining the “composite materials” division at Ciba Group in 1986, where he held sales and marketing functions. In 1989, he joined a strategy consultancy working in Brussels and Paris. He joined Lafarge in 1992 as marketing director for the Refractory Materials business, then became Strategy Director at Lafarge Specialty Materials. Between 1996 and 1998, he managed the Aggregates & Concrete activities in Southwest Ontario (Toronto, Canada), North America. In 2001, he joined the Aggregates & Concrete division staff as Business Performance Director in 2002. He has been Executive Vice-President, Aggregates & Concrete for the East of Canada since 2005.

CHRISTIAN HERRAULT, EXECUTIVE VICE-PRESIDENT, PRESIDENT OF THE GYPSUM BUSINESS

A graduate of Ecole Polytechnique (1969) and the ENSM engineering school of Paris, Christian Herrault (born in 1951) joined the Group in 1985, taking responsibility for strategy and development in the Bioactivities business. Between 1987 and 1992, he was Chief Operating Officer for the Seeds business, first in the United States, then in France, and then managed the Glutamates business from 1992 to 1994. In 1995, he was appointed Chief Executive Officer of the Aluminates & Admixtures business (no longer part of the Group). Since 1998, he has been Executive Vice-President, Human Resources and Organization and a member of the Executive Committee.

JEAN-JACQUES GAUTHIER, EXECUTIVE VICE-PRESIDENT, FINANCE

Jean-Jacques Gauthier (born in 1959) joined the Group in February 2001. After graduating in law and economics, he began his career with Arthur Young. Between 1986 and 2001, he held several positions in the Matra Group in France and the United States. In 1996, he was appointed Chief Financial Officer of the Franco-British venture Matra Marconi Space, and between 2000 and 2001, he served as CFO of Astrium. Jean-Jacques Gauthier joined Lafarge in 2001, becoming Executive Vice-President, Finance and a member of the Executive Committee.

ERIC OLSEN, EXECUTIVE VICE-PRESIDENT, ORGANIZATION AND HUMAN RESOURCES

Eric Olsen holds a Bachelor of Science degree in finance and accounting from the University of Colorado, and an MBA from the HEC international business school in Paris, France. He is American and has been with the Group for 8 years. He started his career in 1998 as a senior accountant at Deloitte & Touche in New York. He attended a business school in France between 1992 and 1993, where he obtained an MBA. He then worked in investment banking at Paribas in Paris, as a senior associate. From 1993 to 1999, he was a partner at the consulting firm of Trinity Associates in Greenwich, Connecticut. Olsen joined Lafarge North America in 1999 as Senior Vice President of strategy and development. In 2001, he was appointed President of the company’s North-East cement operations. Olsen also served as Senior Vice President of purchasing for Lafarge North America. Since 2004, he has been Executive Vice President and Chief Financial Officer of Lafarge North America.


		Page 5 of 6 Total Pages

Signatures

Pursuant to the requirements of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.

Date July 10, 2006	Lafarge (Registrant)
Date June 18, 2007		Lafarge
	By:	/s/ Jean-Jacques Gauthier
		(Registrant)
		Name:	Jean-Jacques Gauthier
		By: /s/ Jean-Jacques Gauthier
		Title:	Group Executive Vice President, Finance
		Name:		Jean-Jacques Gauthier
		Title:		Chief Financial Officer and
				Executive Vice President

Page 6 of 6 Total Pages

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