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Form 6-K

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 6-K

REPORT OF FOREIGN PRIVATE ISSUER

PURSUANT TO RULE 13a-16 or 15d-16

UNDER THE SECURITIES EXCHANGE ACT OF 1934

For the month of March, 2018

Commission File Number: 001-14946

CEMEX, S.A.B. de C.V.

(Translation of Registrant’s name into English)

Avenida Ricardo Margáin Zozaya #325, Colonia Valle del Campestre

Garza García , Nuevo León, 66265 México

(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 ☒ Form 40-F ☐

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): ☐

Contents

1.	Presentation that includes information of Cemex, S.A.B. de C.V. (NYSE:CX) (“CEMEX”) discussed by Fernando A. González Olivieri, CEMEX’s Chief Executive Officer, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

2.	Presentation that includes information of CEMEX’s business strategy and outlook discussed by Juan Pablo San Agustín, CEMEX’s Executive Vice President of Strategic Planning and New Business Development, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

3.	Presentation that includes information of CEMEX’s financial strategy discussed by José Antonio González Flores, CEMEX’s Executive Vice President of Finance and Chief Financial Officer, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

4.	Presentation that includes information of CEMEX’s business and operations in Mexico discussed by Juan Romero Torres, President of CEMEX Mexico, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

5.	Presentation that includes information of CEMEX’s business and operations in Asia, the Middle East and Africa discussed by Joaquín Miguel Estrada Suarez, President of CEMEX Asia, Middle East and Africa, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

6.	Presentation that includes information of CEMEX’s business and operations in Europe discussed by Jaime Gerardo Elizondo Chapa, President of CEMEX Europe, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

7.	Presentation that includes information of CEMEX’s business and operations in South, Central America and the Caribbean discussed by Jaime Muguiro Domínguez, President of CEMEX South, Central America and the Caribbean, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

8.	Presentation that includes information of CEMEX’s business and operations in the United States of America discussed by Ignacio Madridejos Fernández, President of CEMEX USA, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

SIGNATURE

Pursuant to the requirements of the Securities Exchange Act of 1934, CEMEX, S.A.B. de C.V. has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.


		CEMEX, S.A.B. de C.V.
			(Registrant)

Date:	March 15, 2018	By:	/s/ Rafael Garza
			Name: Rafael Garza
			Title: Chief Comptroller

EXHIBIT INDEX


EXHIBIT NO.		DESCRIPTION

1.		Presentation that includes information of Cemex, S.A.B. de C.V. (NYSE:CX) (“CEMEX”) discussed by Fernando A. González Olivieri, CEMEX’s Chief Executive Officer, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

2.		Presentation that includes information of CEMEX’s business strategy and outlook discussed by Juan Pablo San Agustín, CEMEX’s Executive Vice President of Strategic Planning and New Business Development, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

3.		Presentation that includes information of CEMEX’s financial strategy discussed by José Antonio González Flores, CEMEX’s Executive Vice President of Finance and Chief Financial Officer, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

4.		Presentation that includes information of CEMEX’s business and operations in Mexico discussed by Juan Romero Torres, President of CEMEX Mexico, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

5.		Presentation that includes information of CEMEX’s business and operations in Asia, the Middle East and Africa discussed by Joaquín Miguel Estrada Suarez, President of CEMEX Asia, Middle East and Africa, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

6.		Presentation that includes information of CEMEX’s business and operations in Europe discussed by Jaime Gerardo Elizondo Chapa, President of CEMEX Europe, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

7.		Presentation that includes information of CEMEX’s business and operations in South, Central America and the Caribbean discussed by Jaime Muguiro Domínguez, President of CEMEX South, Central America and the Caribbean, on March 15, 2018, during CEMEX’s annual event, CEMEX Day.

8.		Presentation that includes information of CEMEX’s business and operations in the United States of America discussed by Ignacio Madridejos Fernández, President of CEMEX USA, on March 15, 2018, during CEMEX’s annual event, CEMEX Day

Exhibit 1

Fernando González CEO Concretus House, Alicante, Spain Exhibit 1

These presentations contain forward-looking statements within the meaning of the U.S. federal securities laws. CEMEX, S.A.B. de C.V. and its direct and indirect subsidiaries (“CEMEX”) intend these forward-looking statements to be covered by the safe harbor provisions for forward-looking statements in the U.S. federal securities laws. In some cases, these statements can be identified by the use of forward-looking words such as “may,” “should,” “could,” “anticipate,” “estimate,” “expect,” “plan,” “believe,” “predict,” “potential” and “intend” or other similar words. These forward-looking statements reflect CEMEX’s current expectations and projections about future events based on CEMEX’s knowledge of present facts and circumstances and assumptions about future events. These statements necessarily involve risks and uncertainties that could cause actual results to differ materially from CEMEX’s expectations. Some of the risks, uncertainties and other important factors that could cause results to differ, or that otherwise could have an impact on CEMEX or its subsidiaries, include the cyclical activity of the construction sector; CEMEX’s exposure to other sectors that impact CEMEX’s business, such as but not limited to the energy sector; competition; general political, economic and of anti-trust laws and as such, among business conditions in the markets in which CEMEX operates or that affects our operations; the regulatory environment, including environmental, tax, antitrust and acquisition-related rules and regulations; CEMEX’s ability to satisfy CEMEX’s obligations under its material debt agreements, the indentures that govern CEMEX’s senior secured notes and CEMEX’s other debt instruments; the impact of CEMEX’s below investment grade debt rating on CEMEX’s cost of capital; CEMEX’s ability to consummate asset sales, fully integrate newly acquired businesses, achieve cost-savings from CEMEX’s cost-reduction initiatives and implement CEMEX’s global pricing initiatives for CEMEX’s products; the increasing reliance on information technology infrastructure for CEMEX’s invoicing, procurement, financial statements and other processes that can adversely affect our sales and operations in the event that the infrastructure does not work as intended, experiences technical difficulties or is subjected to cyber-attacks; weather conditions; natural disasters and other unforeseen events; and the other risks and uncertainties described in CEMEX’s public filings. Readers are urged to read these presentations and carefully consider the risks, uncertainties and other factors that affect CEMEX’s business. The information contained in these presentations is subject to change without notice, and CEMEX is not obligated to publicly update or revise forward-looking statements. Readers should review future reports filed by CEMEX, S.A.B. de C.V. with the U.S. Securities and Exchange Commission. CEMEX assumes no obligation to update or correct the information contained in these presentations. CEMEX acts in strict compliance of antitrust laws and as such, among other measures, maintains an independent pricing policy that has been independently developed and its core element is to price CEMEX’s products and services based upon their quality and characteristics as well as their value to CEMEX’s customers. CEMEX does not accept any communications or agreements of any type with competitors regarding the determination of CEMEX’s prices for CEMEX’s products and services. Unless the context indicates otherwise, all references to pricing initiatives, price increases or decreases, refer to CEMEX’s prices for CEMEX’s products. UNLESS OTHERWISE NOTED, ALL FIGURES ARE PRESENTED IN DOLLARS. Copyright CEMEX, S.A.B. de C.V. and its subsidiaries.

Significant operating and financial improvements A substantially de-risked balance sheet Resilient EBITDA & growing Free Cash Flow …now what we need is EBITDA growth CEO I Our business model has proven its resilience

Significant operating and financial improvements FCF generation above $1 B+ for second year in a row EBITDA to FCF conversion rate reaching 50% $1.2 B reduction in total working capital investment Highest net income in a decade, reaching ~$800 M Delivered ~$140 M of savings in SG&A(1) Improved kiln operating efficiency by 3.4 M tons …with a substantially de-risked balance sheet Reduced total debt by ~$6 B Delevered from 5.49x to 3.85x Asset sales of ~$3.6 B at mid-teen multiples CEO I We have built a stronger CEMEX over the last 4 years… 1) Excludes distribution expense, depreciation, and amortization

1) On a like-for-like basis Negative impact of $0.9 B on EBITDA from these headwinds Still, we delivered EBITDA of $2.6 B in 2017 Impact on EBITDA from 2013 to 2017(1) ($ B) FX rest of countries Colombia Egypt CEO I … generating resilient EBITDA despite significant headwinds FX impact Country decline

1) EBITDA to free cash flow after maintenance capex FCF after Maintenance CapEx ($ M) of average working capital vs. 28 days in 2013 -5 days reduction in cash interest since 2013 $600 M FCF conversion(1) 50% CEO I FCF generation tripled to reach $1 B+…

5.49x 3.85x 4.22x 2.11x 3.46x 3.18x Leverage(1) Coverage(1) Total Debt plus Perpetual Notes Evolution ($ M) 1) In accordance with 2017 Bank Agreement CEO I … and coupled with asset sales, led to a ~$6 B debt reduction

CEO I As a result, we are in a stronger position to realize our mid term goals EBITDA Margin >20% FCF Conversion rate(3) >50% Leverage Ratio(2) <3.0x ROCE(1) >10% 1) ROCE = Net Operating Profit After Tax/Net Assets 2) Consolidated funded debt/EBITDA 3) FCF after maintenance capex

Worldwide economic expansion US fiscal stimulus Upbeat consumer and business sentiment Favorable credit conditions Oil price stabilization Positive earnings and investment outlook CEO I Best global growth prospects in a decade should create tailwinds instead of headwinds…

Source: CEMEX estimates Significant growth (>6%) Moderate growth (4%-6%) Limited growth (2%-4%) Recovery (1%-2%) Stagnation (<1%) Demand growth (2017-2022) 2017 Pricing (LC) CEO I … producing volume growth as well as positive pricing dynamics

Maximize organic growth Return capital to shareholders Explore growth opportunities CEO I Achieve investment grade capital structure With those tailwinds, we will grow and deliver shareholder value in coming years… … enabled by disciplined capital allocation

CEO I Our top priority We have made great progress over the last 4 years: Leverage declined by 1.7x to 3.85x Reduced total debt by ~$6 B Lowered annual cash interest by ~$600 M Expect additional $125 M reduction in cash interest during 2018 FCF primary source of deleveraging Achieve investment grade capital structure The best way to create shareholder value today is to continue deleveraging

CEO I Continue pursuing successful pricing strategy Cumulative contribution to EBITDA of $1.7 B since 2014 Positive pricing momentum in ~80% of our portfolio Positive volume outlook in most markets No material investments needed Delivering superior customer experience Strategic Capex ~$250 M in 2018 Maximize organic growth Current portfolio has substantial EBITDA upside

CEO I Proposed share buy back Up to $500 M Timing will depend on market conditions Execution will be consistent with disciplined capital allocation process Return capital to shareholders We want to expand our options to return cash to shareholders

CEO I Growth in our existing network Aggregates in developed markets Related businesses Cement in high growth emerging markets CEMEX Ventures Explore growth opportunities New opportunities can strengthen growth and deleveraging path

Consistent with investment grade capital structure objective ROCE to exceed our cost of capital Accretive on a per share basis Potential synergies No market more than 25% of consolidated EBITDA Funding mix flexibility (FCF, debt & equity) CEO I Explore growth opportunities We will execute within a rigorous framework

CEO I And we are doing even more…

CEO I

CEO I Digital technologies have the highest power to transform our industry and our company Most profound impact will be on the way in which markets and customers are served Allowing us to provide a superior customer experience Enabling our customers to create more value And thereby creating more value for our shareholders

CEO I Leading the way, we have created the first end-to-end e-commerce platform in the industry Preparing to buy Place orders Receive products & services Receive invoices & pay Becoming a customer Place inquires & complaints Covering the full customer journey...

CEO I Offering a comprehensive, integrated solution to our customers Aggregates Bagged cement Construrama Ready-Mix Other products Bulk cement Covering all products...

CEO I Offering a comprehensive, integrated solution to our customers Reaching all our markets...

CEO I Offering a comprehensive, integrated solution to our customers Compatible with all devices...

1) Current CEMEX estimates CEO I Global launch resulting in high customer adoption By end of 2018(1) Customer reach Today In 3 months(1) 45K 17K 5K % of sales covered 13% 46% 100%

CEO I R R Mexico USA Colombia Panama Nicaragua El Salvador Peru Costa Rica Bahamas Haiti Dominican Rep. Puerto Rico UK Croatia Norway Sweden Latvia Poland Czech Rep. France Germany Spain Egypt Israel UAE Philippines Guatemala Finland Global rollout will be achieved by end of 2018

What you should expect from us Aim to achieve Zero for Life Regain investment grade capital structure Continue to generate $1 B+ in Free Cash Flow Deliver EBITDA growth Maintain disciplined capital allocation Delivering a superior customer experience enabled by digital technologies Focused on delivering shareholder value

Concretus House, Alicante, Spain

Exhibit 2

Foro Boca, Mexico Juan Pablo San Agustín EVP Strategic Planning and New Business Development Exhibit 2

Our strategy focuses on shareholder value accretion Maximize organic growth Return capital to shareholders Explore growth opportunities Investment grade capital structure Value Creation Drivers Enabler STRATEGY I

Return capital to shareholders Share buy backs Dividends Explore growth opportunities Portfolio management Value creating acquisitions Maximize organic growth Drive operational excellence Enhance competitive position Sustainable improvement in ROCE STRATEGY I Discretionary Recurring / Predictable Value creation drivers

STRATEGY I Scalable operating model Operational Efficiency Active Portfolio Management Pricing Strategy Customer Centricity Cost containment Kiln efficiency $3.6B in divestments Recent investments Superior customer experience Leveraging our global networks to enhance our operating model

Our growth strategy supported by three main pillars STRATEGY I Leverage existing network New businesses enabled by digital technologies New markets

STRATEGY I Leveraging our existing network RMX AGG CEM Frac Sands Precast & Prestressed Concrete Products Mortar & Special Mortar Lime Asphalt Recycling Gypsum Waste Management Chemical Admixtures Landfill Fiber-cement

STRATEGY I Focus regions While evaluating opportunities to expand into new markets Cement in high growth markets

+4 roadshows +2000 startups scouted 3 (+1) investments signed 1 participation in “Brick & Mortar Ventures” fund (1) +450 ideas reviewed +10 active projects STRATEGY I Key Highlights Capitalize on efficiency opportunities in the construction industry Accelerate technology adoption Develop new sources of value creation across the construction ecosystem Provide superior customer experience leveraging digital technologies CX Ventures should generate value in the construction ecosystem 1) Construction tech investment fund

Business Logic Focus on cement in high growth markets Enhances current global portfolio Provides diversification Value Creation ROCE >> risk adjusted WACC Accretive for shareholders Synergies potential Risk Management Maintain our deleveraging path / investment grade capital structure Funding mix flexibility (FCF, debt & equity) No market accounts for > 25% of total EBITDA STRATEGY I Disciplined framework to filter opportunities

What you should expect from us Focused on delivering shareholder value Increase EBITDA through high operating leverage Grow by leveraging our existing network Consider new market opportunities on a case by case basis Develop CX Ventures

Foro Boca, Mexico

Exhibit 3

José Antonio González Chief Financial Officer Casa del abuelo, Mexico Exhibit 3

1) Debt as of December 31, 2017 on a pro-forma basis reflecting the $350 million cash reserve created in December 2017 and Revolving Credit Facility used on January 2018 for the redemption of the 4.750% senior secured notes due 2022 2) Leverage calculated in accordance to the 2017 Bank Agreement Significant progress in deleveraging ‘13 $6.5 B (37%) ‘16 ‘17 ‘14 ‘15 Total Debt + Perpetuals ($ B)(1) ‘17 ‘15 ‘14 ‘16 ‘13 (1.64x) (30%) Bank Agreement Leverage(2) ~$600 M () ‘16 ‘15 ‘14 ‘13 ‘17 Cash Interest ($ M)

We have significantly reduced our investment in working capital Not yet due AR ratio improved from 66% to 77% Securitized A/R represents ~35% of total A/R at EoY 2017 Optimization of inventory management (M tons) Cement: from 18 to 13 Aggregates: from 37 to 26 A/R A/P Other $ B Avg. Working Capital Balance in $ B (2014 vs. 2017) Avg. WC Balance ’17 $1.7 $1.0 ($2.1) ($0.8) ($0.2) Working capital improvements (2014 vs. 2017)

Achieved our 2017 financial objectives Bank debt Public debt Extend tenor Increase size Reduce cost Improve flexibility Diversify currency exposure Paydown $3 B Opportunistic new issuance Improve indenture flexibility Objectives Result Equity Address ~50% of 2018 convertible notes Monetize capped call ($100 M) Monetize direct stake in GCC ($376 M) FX hedge Hedge EM currency exposure using MXN as proxy ($1.2 B notional and avg. life of ~1 year) Continue rolling over FX forwards during 2018

Addressed all of our debt maturities over next 24 months Dec 2016 Dec 2017 YoY Total debt + perps $13.1 $11.0 ($2.1) Avg. cost 5.9% 5.1% (0.8%) Revolving tranche $0.8 $1.1 $0.3 Total Debt + Perps as of Dec. 31, 2017 Proforma(1) Bank Debt Public Debt Convertibles Billions of USD 0.8 0.0 1.4 1.2 0.7 1.1 0.4 2.0 1.0 2.5 $1.1 B availability under Revolving tranche of Bank Agreement as of Dec. 31, 2017 Debt as of December 31, 2017 on a pro-forma basis reflecting the $350 million cash reserve created in December 2017 and Revolving Credit Facility used on January 2018 for the redemption of the 4.750% senior secured notes due 2022

1) Includes other currencies from Croatia, Czech Republic, Norway and Poland Note: EBITDA and assets figures as of EoY 2017. Proforma debt figures after payment of 4.75% Euro Note 2022 during Jan. 2018 Efficient funding sources, currency and interest rate mix 3% $ B $ B (1) Other $ B

1) For two consecutive fiscal quarters, while maximum leverage set at 4.25x Note: Leverage as used on this slide refers to Bank Agreement leverage We are evolving our debt framework towards investment grade characteristics Immediate cost reduction of 50bps, further reduction depending on leverage Increased committed revolving tranche of Bank Agreement ($1.1 B) Dividend and share buy back permitted ($200 M per year if leverage <4.0x) At CEMEX’s option, most restrictions fall away with leverage <3.75x(1) Security release when leverage ratio <3.50x(1) for 2 consecutive quarters Bank debt Public debt New documentation incorporates additional operational/financial flexibility Dividend and share buyback flexibility in line with bank debt Most restrictions fall away when leverage <3.75x Most recent refinancing in Euros in December was done at a 2.75% coupon, 41% lower than previous coupon

1) Source: Companies’ financial statements as of Sep’17 and Dec’17 as available 2) If split rating, the highest is shown 3) Net financial leverage for CEMEX calculated as Net debt plus perpetual notes divided by EBITDA calculated in accordance with IFRS We are approaching investment grade metrics BBB+ BBB- BB+ B+ BB BB- BBB Net Financial Leverage(1) Fitch / S&P(2) Dec’14 (3) Other rating drivers: Size Diversification Operating efficiency Market position Financial policy Other Peers Other LATAM industrials Dec’17 (3)

Proposing new capital allocation tools to deliver value creation in the future Share buy back Share increase Take advantage of recent change in Mexican Securities Law Achieve equal footing with international peers Gain flexibility to fund investment opportunities Another way to return value to shareholders Program provides flexibility Current $200 M annual limit in Bank Agreement Recovering investment grade capital structure remains our top priority

Investment grade capital structure is our priority Achieve / maintain investment grade capital structure Reduce debt Share buy back Invest in growth opportunities 4.0x 3.0x Up to $200 M > $200 M and/or dividend policy Leverage target up to 3.5x + equity funding Leverage target up to 3.5x Lever CX legacy up to 3.5x equity if needed Leverage Leverage target up to 3.5x + equity if needed Leverage target and/or CX up to 3.5x FCF/equity if needed

Maintain focus on recovering investment grade credit metrics Continue driving a prudent financial strategy Sustain efficient working capital management What you should expect from us

Exhibit 4

Teotitlán del Valle Cultural Community Center, Mexico Juan Romero President CEMEX Mexico Exhibit 4

Solid growth in EBITDA generation 10% 36.4% 2017 Like-to-like Var. cost & dist. Fixed cost & other EBITDA Margin EBITDA Variation ($ M) 37.0% 37.0% 11% 0.6pp

Data considers CIF prices Domestic gray cement. Prices for this product, in local-currency terms, are up 4% from December 2017 to February 2018. CAGR from 2014 to 2017 Disciplined pricing strategy paying off Cement(2) (LC/ton) Ready-mix (LC/ton) Aggregates (LC/ton) Price by Business Segment(1) (3) (3) (3) ‘16 ‘14 ‘17 ‘15 ‘14 ‘16 ‘17 ‘15 ‘14 ‘17 ‘16 ‘15

1) Clinker/cement Continuing to improve operational efficiency Alternative Fuels Substitution (%) Kiln Stoppages (days) Clinker Factor(1) (%) +5pp 75% 75% -1.4pp 74% 75% -138 ‘16 ‘14 ‘17 ‘15 ‘14 ‘16 ‘17 ‘15 ‘14 ‘17 ‘16 ‘15

Delivering strong EBITDA margin expansion EBITDA Margin +5.6pp

And sustained improvement in working capital Working Capital (Average Days) Unlocked ~$160 M in average working capital during 2017 -10 9 32 36

Market fundamentals remain strong Drivers Challenges NAFTA negotiations Electoral cycle Tightening monetary policy Growing housing & infrastructure needs Solid demand from middle class expansion Strong U.S. growth Sustainable benefits from structural reforms

Source: GDP Banxico expectations survey, CEMEX estimates for construction GDP Growth is expected to continue GDP Growth (%) Construction GDP Growth (%) ‘14 ‘18e ‘16 ‘15 ‘17 ‘14 ‘15 ‘16 ‘17 ‘18e Supported by service, manufacturing & construction sectors Construction growth picking up 3.2 3.8 3.3 2.6 GDP excluding petroleum & gas extraction

Cement demand accelerating in most sectors Formal Housing Government commitment to tackle housing needs Growing housing deficit as inventories decrease Reconstruction process highly focused on housing Stable job creation continues Solid remittance inflows Reduced funding for transportation ministry Partially offset by airport investment Potential contribution from PPP’s projects Self- Construction Industrial & Commercial Infrastructure Positive growth in commercial & tourism Pick up in manufacturing activity NAFTA uncertainty delays investment

Investing to leverage on dynamic markets Tepeaca Phase 1: 1.5 M tons by 2019 Production cost efficiencies Logistics network optimization 0.4 M tons by 2018 Huichapan Capture growth in key markets

We have a clear strategy Continue building on our pricing strategy Bolstering our market position Reflecting cost inflation Through differentiated value propositions

Creating a competitive advantage through a digitally-enabled customer experience +3,500 customers using the platform +22,000 transactions have been made Nationwide implementation started Nov’17 100% Coverage expected across all businesses +6,000 customers by end 2018 New solutions as order process is expedited

Largest building materials retail network in the country Financing Loyalty program Construrama supply Professional- ization Construrama 4.0 Renewed franchise Salesforce Logistics network Virtual store ... +1,800 Construrama stores +600 cities nationwide +780 store owners

What you should expect from us Achieve and sustain Zero for Life Build a superior customer experience Leverage our pricing efforts while focusing on market share recovery Reinforce cost containment efforts Sustain working capital efficiencies

Exhibit 5

Sapir Tower Office Building Pour, Israel Joaquín Estrada President CEMEX Asia, Middle East & Africa Exhibit 5

2017 was a bumpy year in our main markets EBITDA Contribution – By Country 2016 Philippines 2017 Israel Egypt UAE Pricing pressures in Philippines Egypt impacted by EGP devaluation Record volumes in Israel Growth and high productivity in UAE $223 M $375 M -41%

Domestic gray cement 2) CAGR from 2014 to 2017 3) CEMEX estimates Market fundamentals remained healthy… ‘14 ‘15 ‘16 ‘17 -2% 0% (2) ‘14 ‘15 ‘16 ‘17 +7% +5% (2) ‘14 ‘15 ‘16 ‘17 +4% +3% (2) Cement(1) (M tons) Ready-mix (M m3) Aggregates (M tons) 2017 vs. 2016 PHI EGY Industry CEMEX CEMEX CEMEX (3)

1) Domestic gray cement 2) CAGR from 2014 to 2017. Data considers CIF prices … and cement prices are stabilizing ‘14 ‘15 ‘16 ‘17 Cement(1) ($/ton) -25% -13% (2) ‘14 ‘15 ‘16 ‘17 Ready-mix ($/m3) +1% -1% (2) ‘14 ‘15 ‘16 ‘17 Aggregates ($/ton) +7% +3% (2) Egypt hit by devaluation, but prices up 10% in LC Pressure on prices in Philippines Fostering value added products and services Robust pricing supported by sustainable demand

1) CAGR from 2014 to 2017 Proactive cost management ‘14 ‘15 ‘16 ‘17 Philippines ($/ton) +2% - 6% ‘14 ‘15 ‘16 ‘17 Egypt ($/ton) -18% -16% (1) (1) Cement Unitary Production Cost 90% 90% 92% 91% 94% 92% Maintaining high kiln efficiency Agile and flexible fuel mix Highest kiln efficiency in CEMEX Timely coal hedging strategy Kiln Efficiency 91% 94%

EBITDA Margin EBITDA Variation ($ M) 2017 results impacted by Egyptian devaluation and energy costs 2016 2017 Volume Price 2017 Like-to-like Var. cost & dist. Fixed cost & other 375 223 -22 -9 245 -90 -29 -1 -35% 25.1% 16.4% -8.7pp

108% 112% 118% 120% 118% 122% Cement Demand as % of Operational Capacity 2017 2015 2016 2018e 2019e 2020e 29 32 32 34 35 39 Source: CEMEX estimates Philippines: Investing in new capacity to take advantage of strong demand growth Millions of metric tons

79% 83% 75% 72% 74% 78% 75 75 79 92 94 94 Source: CEMEX estimates Egypt: Resilient demand with challenging supply dynamics Potential new capacity 2017 2015 2016 2018e 2019e 2020e Cement Demand as % of operational capacity Millions of metric tons 50 M tons

Sustainable tailwinds in the Egyptian economy Positive cement demand fundamentals Uncertain behavior of new competition Egypt Stable economic backdrop Improving our footprint Israel Positive macroeconomic outlook Excellent productivity with room for improvement UAE Positive cement demand drivers Capacity expansion and debottlenecking Challenges for margin expansion due to imports Philippines Medium term outlook

Achieve and sustain Zero for Life Offer superior services and value added products, at premium prices Launch new digital solutions to expand value creation Maintain the highest kiln efficiency Debottleneck in Philippines to capture value in advance $225 M investment in the Solid cement plant expansion (1Q20) Develop our footprint in Israel What you should expect from us

Exhibit 6

Archeopark Pavlov, Czech Republic Jaime Elizondo President CEMEX Europe Exhibit 6

These presentations contain forward-looking statements within the meaning of the U.S. federal securities laws. CEMEX, S.A.B. de C.V. and its direct and indirect subsidiaries (“CEMEX”) intend these forward-looking statements to be covered by the safe harbor provisions for forward-looking statements in the U.S. federal securities laws. In some cases, these statements can be identified by the use of forward-looking words such as “may,” “should,” “could,” “anticipate,” “estimate,” “expect,” “plan,” “believe,” “predict,” “potential” and “intend” or other similar words. These forward-looking statements reflect CEMEX’s current expectations and projections about future events based on CEMEX’s knowledge of present facts and circumstances and assumptions about future events. These statements necessarily involve risks and uncertainties that could cause actual results to differ materially from CEMEX’s expectations. Some of the risks, uncertainties and other important factors that could cause results to differ, or that otherwise could have an impact on CEMEX or its subsidiaries, include the cyclical activity of the construction sector; CEMEX’s exposure to other sectors that impact CEMEX’s business, such as but not limited to the energy sector; competition; general political, economic and of anti-trust laws and as such, among business conditions in the markets in which CEMEX operates or that affects our operations; the regulatory environment, including environmental, tax, antitrust and acquisition-related rules and regulations; CEMEX’s ability to satisfy CEMEX’s obligations under its material debt agreements, the indentures that govern CEMEX’s senior secured notes and CEMEX’s other debt instruments; the impact of CEMEX’s below investment grade debt rating on CEMEX’s cost of capital; CEMEX’s ability to consummate asset sales, fully integrate newly acquired businesses, achieve cost-savings from CEMEX’s cost-reduction initiatives and implement CEMEX’s global pricing initiatives for CEMEX’s products; the increasing reliance on information technology infrastructure for CEMEX’s invoicing, procurement, financial statements and other processes that can adversely affect our sales and operations in the event that the infrastructure does not work as intended, experiences technical difficulties or is subjected to cyber-attacks; weather conditions; natural disasters and other unforeseen events; and the other risks and uncertainties described in CEMEX’s public filings. Readers are urged to read these presentations and carefully consider the risks, uncertainties and other factors that affect CEMEX’s business. The information contained in these presentations is subject to change without notice, and CEMEX is not obligated to publicly update or revise forward-looking statements. Readers should review future reports filed by CEMEX, S.A.B. de C.V. with the U.S. Securities and Exchange Commission. CEMEX assumes no obligation to update or correct the information contained in these presentations. CEMEX acts in strict compliance of antitrust laws and as such, among other measures, maintains an independent pricing policy that has been independently developed and its core element is to price CEMEX’s products and services based upon their quality and characteristics as well as their value to CEMEX’s customers. CEMEX does not accept any communications or agreements of any type with competitors regarding the determination of CEMEX’s prices for CEMEX’s products and services. Unless the context indicates otherwise, all references to pricing initiatives, price increases or decreases, refer to CEMEX’s prices for CEMEX’s products.. UNLESS OTHERWISE NOTED, ALL FIGURES ARE PRESENTED IN DOLLARS. Copyright CEMEX, S.A.B. de C.V. and its subsidiaries.

Diversified and attractive European portfolio 12% 9% 11% 12% 9% 5% 41% 9% 28% 15% 48% 9% 48% 15% 28%

EBITDA Variation ($ M) Solid operational performance offset by energy costs and geographic mix Var. cost & dist. 2016 Fixed cost & other 2017 Like-to-like FX 2017

1) Domestic gray cement Strong recovery driven by Continental Europe Cement(1) (M tons) ‘16 ‘17 11.1 10.3 8% Ready-mix (M m3) 16.6 ‘16 16 ‘17 4% Aggregates (M tons) ‘16 ‘17 57.3 59.1 3%

1) Domestic gray cement consumption (Ready-mix for France) Source: CEMEX estimates Sustainable demand growth Demand Growth CAGR 2017 – 2022(1) Limited growth (0% to 2%) Significant growth (>5%) Moderate growth (2% to 5%)

Government commitment to infrastructure is a reality Pelješac bridge €282 million (2018-2021) National Productivity Investment Fund ₤11 billion in 4 years €26 billion in 15 years (x2 Metro Network) Federal Transport Infrastructure Plan €270 billion (2017-2030) €26 billion (2030) €5.8 billion (2025) €82 billion (2014-2020) ₤13.4 billion (2017-2021) €4.5 billion (2018-2025) €2 billion (2019-2023) €4.6 billion (2014-2020)

1) Housing starts. GFCF dwellings in Germany Source: Eurostat, ECB, National Sources and CEMEX estimates Housing: Strong, wherever you look LAT SPA CRO FRA GER POL CZE 2017 Housing growth(1) (YoY %)

Europe is awakening Political stability and more conviction surrounding EU Housing deficit augmented by refugee flows Large infrastructure programs announced Economic growth returning to Continental Europe Favorable credit conditions

Volume recovery paving the way for higher profitability initiatives Cement(1) ($/ton) ‘16 ‘17 73.4 73.6 0% Ready-mix ($/m3) ‘16 93.7 ‘17 91.1 3% Aggregates ($/ton) 12.3 ‘16 ‘17 12.3 1% 1) Data considers FOB prices

1) Source: Cembureau – Europe Cement Industry average Alternative Fuels Substitution (%) Continue to deliver value from alternative fuels strategy EU aspirational avg. 2050(1) ~$70 M savings from using alternative fuels vs. fossil fuels in 2017 2017 Alternative Fuels Substitution (%) 2017 Fuels Mix (%) 50% 21% 28% 1%

1) Real production divided by proven capacity Focused on optimizing our operations 84% 89% + 5pp Kiln Operational Efficiency(1) (%)

Working capital numbers speak for themselves Working Capital (Average Days) Unlocked ~$45 M in average working capital during 2017

What you should expect from us Achieve and sustain Zero for Life Recovering input cost inflation Cost optimization culture Energy savings through operational efficiency and greener fuel mix Higher profitability

Exhibit 7

Casa Nianis, Colombia Jaime Muguiro President CEMEX South, Central America and the Caribbean Exhibit 7

(2) 2017 EBITDA impacted mainly by Colombia and higher fuel costs TCL Group TCL Group January 2017 results, CEMEX started consolidating TCL Group results in February 2017 Var. Cost & dist. 2016 Like-to-like 2017 Like-to-like (1) FX Fixed Cost & other EBITDA Variation ($ M) Price decline in Colombia accounted for $92 M of EBITDA decrease

Our pricing strategy, key to improving EBITDA this year… D Cement price variation (Dec ‘17 vs. Feb ‘18) 5% 3% 5% Year to date announced cement price increases (LC)

Tobago Barbados Guadalupe …supported by a slight improvement in regional cement demand… 1) Before intercompany eliminations. Includes TCL Group results for the February to December period 2018 Cement demand growth Decline (<0%) Flat Growth (1% – 5%) Trinidad Puerto Rico Panama Nicaragua Dominican R. Guatemala El Salvador Haiti Jamaica Bahamas Guyana Costa Rica TCL Group Markets St. Vincent Martinique Peru Colombia Colombia Panama TCL Group Costa Rica Others Brazil (Manaus)

…and additional ~$4 M to $8 M of EBITDA contribution from the TCL Group during 2018 PMI Synergies Operational Efficiencies ~$5 M Right-sizing ~$8 M Procurement ~$3 M Energy ~$5 M Others ~$3 M Initiatives Annual EBITDA improvement target TCL Group EBITDA to grow by ~35% in three years due to PMI synergies ~$24 M

CEMEX GO and segment oriented value propositions provide a solid competitive advantage MIX3R 1,500 455 ~ 60% Of total cement volume sold to industrial clients was through MIX3R Construction projects in 2017 bringing incremental sales to our distributors Stores in the region, the largest building material retail network in Latin America Launched in Colombia this month and rest of region to follow

We still have opportunities to reduce costs Increase usage of alternative fuels from 10% in 2017 to 20% in the next three years Reduce clinker factor from 73% in 2017 to 72% in 2020, releasing 100k tons of clinker per year Reduce production costs by sourcing spare parts from low cost countries with potential savings of ~$9 M to $12 M by 2020 Optimize asset base in Puerto Rico and Colombia

We expect to sustain our outstanding working capital performance Working Capital(1) (Average Days) 1) 2016 and 2017 on a proforma basis including TCL Group operations

Positive mid-term construction outlook with an investment pipeline of ~$22B Colombia ~3% Metro and other projects in Bogotá Subsidies for middle-income housing Vías de la equidad ~$10 B(2) Panama ~4% 4th bridge over the Canal 3rd line of subway Northern Corridor Highway ~ $6 B Costa Rica ~4% Oxígeno project Northern Beltway Ruta 32 (100km) ~ $1 B Dominican Republic ~3% Hospitality and tourism projects 25k housing units ~ $2 B Nicaragua ~3% Mulukuku–Siauna road Bluefields–Naciones Unidas road ~$1 B Jamaica ~3% 5,000 hotel rooms 11,000 housing units Southern Coastal Highway ~$1 B Guyana ~5% Oil and gas infrastructure Housing and industrial and commercial projects ~$1 B Cement Demand CAGR (1) (’19– ’22) Main projects Investments CEMEX estimates Excludes 4G and Public Private Partnerships projects

Reach as soon as possible our Zero for Life target Responsibly deploy our pricing strategy to improve EBITDA and EBITDA margin Capture synergies from the TCL Group integration Leverage CEMEX GO to strengthen our market position, offering a unique and superior customer experience

Exhibit 8

Ignacio Madridejos President CEMEX USA Sufism Reoriented Sanctuary, USA Exhibit 8

1) Divestments include West Texas, Mid-South Block and Fairborn Good results achieved during 2017 EBITDA Variation ($ M) 44% in operating leverage in 2017 +0.9pp EBITDA Margin 17.5% 2016 Fixed cost & other 2016 Like-to-like 2017 Like-to-like 16.6% (1) USA

Successful pricing strategy implementation Vol Price Cem Rmx Agg = 1) Percentages of volumes and prices refers to CEMEX USA 2017 results on a like-to-like basis for current operations, price excludes freight to customer. Arrows in volumes and prices represents CEMEX’s 2017 performance in a particular state/region strong up =stable down weak USA Vol Price Cem +2% +5% Rmx-1% +1% Agg0% +4% 2017 CEMEX YoY Performance(1) Vol Price Cem Rmx Agg = = Vol Price Cem Vol Price Cem Vol Price Cem Rmx Agg Vol Price Cem Rmx USA

1) Excludes raw materials, 2) CAGR 2014-2017 3) Selling, general & administrative expenses Note: results on a like-to-like basis for current operations Costs contained below inflation levels Unitary Production Cost by Business Segment 2015 2014 2017 2016 2017 2014 2015 2016 2014 2015 2016 2017 (2) (2) (2) Cement (LC/ton) Ready-mix(1) (LC/m3) Aggregates (LC/ton) 2017 SG&A as a % of sales lowest in a decade(3) USA

Significant reduction in working capital EoP Days 57 38 10 -10 Working Capital (Average Days) 1) Excludes effect of divested assets on working capital reduction Note: average days are actual and not on a like-to-like basis Unlocked ~$95 M in working capital during 2017(1) USA

Residential segment driving growth in 2018 Revenue by Region 1) Refers to Senate Bill No.1 (Transportation Bill) Source: CEMEX estimates Alabama & Georgia Large contract starts to spill over providing +7% YoY growth in industrial & commercial Texas Houston reconstruction activity to support residential and industrial & commercial growth at +4% YoY. Propositions 1 and 7 to continue supporting highways and streets Florida Strong residential outlook with YoY single-family starts +12% California & Arizona SB1(1) in California to support highways & streets growth at +6% YoY USA

Well positioned in high growth markets Housing Starts (2017-2022 CAGR) Highways and Streets Cement Demand (2017-2022 CAGR) Source: CEMEX estimates Cement Demand (2017-2022 CAGR) 1% US avg. US avg. 4% US avg. USA

1) CAGR 2017-2022 Source: U.S. Geological Survey, PCA 2018 spring forecast Continued favorable supply/demand dynamics cement demand practical capacity Millions of metric tons per year (1) USA

1) CAGR 2012-2017 2) Incremental margin from 2012 to 2017 3) Proven and probable Note: results on a like-to-like basis for current operations, price excludes freight to customer Aggregates site 42 million tons sold from 50 quarries during 2017 Aggregates leadership driving organic growth Aggregates Volume CAGR(1) +3% Price CAGR(1) +6% Δ EBITDA margin(2) +12.6 pp Reserves(3) 1.1 B tons #2 in California #1 in Arizona #1 in Houston #1 in Florida Victorville Future Top 10 quarry (4Q18) Balcones #1 US quarry FEC #4 US quarry USA

USA leading digital transformation roll-out towards superior customer experience +1,600 customers using the platform +3,000 transactions have been made Partial coverage implementation started Nov’17 100% complete coverage by July 2018(1) +5,000 customers by end 2018(1) 25% of Volume ordered through platform so far(1)(2) Current CEMEX estimates For initial markets where tool has been deployed USA

What you should expect from us Successful CEMEX GO roll-out creating competitive advantage Continue health and safety improvement to achieve Zero for Life Cement kiln efficiency Best-in-class distribution network Fuel & energy management Organic growth in leading markets Focus on segments with high-growth Truck fleet optimization Reserves replenishment Growth to enhance asset base position Productivity and efficiency Cement Ready-Mix Aggregates