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11, 2 % crecen los ingresos de Argos en el primer trimestre de 2022

  • Los volúmenes de concreto se favorecieron por una sólida dinámica de ventas en las tres regionales.
  • Durante el ejercicio, Cementos Argos concretó importantes hitos como la venta de 23 plantas de concreto en Estados Unidos, ubicadas en áreas no estratégicas; la participación en las obras iniciales del Metro de Bogotá y la entrada en operación de su nuevo puerto en Cartagena.
  • En términos de sostenibilidad, la compañía recibió la máxima distinción, Gold Class, en el Anuario de Sostenibilidad de S&P Global.

 

Argos, empresa del Grupo Argos, reporta un primer trimestre del 2022 con sólidos fundamentales y una fuerte demanda en sus tres regionales. En el consolidado, el volumen de concreto* creció 6,3 % al alcanzar los 1,9 millones de metros cúbicos y el despacho de cemento*[1]se mantuvo estable y se ubicó en 3,9 millones de toneladas.

En el periodo, la compañía generó un récord histórico de ingresos por 2,6 billones de pesos, con un aumento del 11,2 %, y un ebitda* de 359.000 millones, 17,8 % menos que en el primer trimestre de 2021, debido principalmente a un entorno de mayores presiones inflacionarias que impactó costos asociados a materias primas, energéticos, fletes y mantenimientos operativos. No obstante, se destaca el muy buen comportamiento de los precios en todas las regiones, lo cual se espera mitigue en adelante el impacto de la inflación en costos.

Se resalta la venta del último clúster de operaciones no estratégicas de concreto en Estados Unidos, que comprendió 23 plantas ubicadas en mercados suburbanos y rurales en Carolina del Norte y la Florida, lo que generó una ganancia de 21,9 millones de dólares. Igualmente, Argos anunció su participación como proveedor en la construcción del patio taller del Metro de Bogotá, que demandará cerca de 100.000 m³ de concreto, así como la inauguración de su puerto en Cartagena, con lo que triplicará su capacidad de exportación actual. Durante el trimestre, la compañía recibió la máxima distinción, Gold Class, en el Anuario de Sostenibilidad de S&P Global. 

 

La demanda por nuestros productos y soluciones sigue muy saludable y dinámica en todas las regiones. Estamos operando a máxima capacidad a pesar de una coyuntura retadora por las disrupciones globales en la cadena de abastecimiento y la inflación en costos de energéticos y materias primas. En ese entorno estamos concentrados en maximizar la producción de nuestras plantas integradas de cemento para atender las crecientes necesidades de nuestros clientes y en la ejecución de una estrategia de precios que mitigue el impacto inflacionario”.
Juan Esteban Calle, presidente.
 
La compañía estima invertir 200 millones de dólares en capex este 2022.
 
  • Estados Unidos: 
    El mercado demostró su fortaleza durante el primer trimestre, lo que le permitió a la empresa una gran mejoría en cuanto a volúmenes. Los despachos* de cemento crecieron 7,3 % y los de concreto*, el 2,6 %. En el periodo, Argos USA incrementó sus ingresos en 3,1 % al alcanzar 360 millones de dólares y generó un ebitda* de 40 millones de dólares.

    En esta regional continúa el impulso del segmento residencial, mientras que el comercial muestra fuertes señales de recuperación. La empresa prevé invertir más de 90 millones de dólares en capex en este país, lo que corresponde al 46 % del capex total para 2022.
 
  • Colombia
    La regional mostró firmes condiciones de demanda en los tres primeros meses del año, impulsadas por el segmento minorista, la construcción residencial y los proyectos de infraestructura. Se destaca que los volúmenes de concreto crecieron 13,4 % y los de cemento* se mantuvieron estables. Durante marzo, Argos alcanzó la cifra más alta de despachos mensuales de cemento durante los últimos cinco años. Además, las exportaciones de Cartagena subieron un 32 % con respecto a 2021.

    En Colombia se registraron ingresos por 632.000 millones de pesos, un 4,8 % más y un ebitda* de 130.000 millones de pesos.

    El segmento residencial sigue dando señales positivas, pues durante el periodo las ventas de vivienda social y no social crecieron 6,4 % y 5,5 %, respectivamente, y los inicios de vivienda crecieron 11 % frente al primer trimestre de 2021. En infraestructura, Argos mantiene su optimismo debido a los avances positivos en los Proyectos 4G, el Metro de Bogotá y Puerto Antioquia.
 
  • Caribe y Centroamérica:
    Los volúmenes de concreto crecieron 11,3 %, mientras que los de cemento* disminuyeron 11 %, principalmente por dificultades operativas en Haití y República Dominicana y la transición gubernamental en Honduras. Por su parte, los ingresos aumentaron 3,4 % con un ebitda de 29 millones de dólares.

    En la regional se estima un mejor desempeño del segmento industrial en el mediano plazo, debido al avance en algunos proyectos de infraestructura en Panamá y al incremento anual del 22 % las remesas en Honduras, así como las sólidas condiciones de la demanda en República Dominicana. 
 
 
* Los volúmenes de concreto ajustados para el 1T21 excluyen los 208.000 m³ vendidos en Dallas que fueron desinvertidas en el 2T21.
*  Los volúmenes de cemento excluyen desde el 3T21 el producto comprado a terceros utilizado para abastecer las operaciones de concreto en Texas. A efectos de comparabilidad, la cifra ajustada del 1T21 excluye 133.000 toneladas de cemento compradas a terceros.
*  El ebitda ajustado excluye: i) Para el 1T22 un ingreso por COP 85,7 mil millones de la ganancia en venta de la desinversión de concreto, equivalente a USD 21,9 millones, ii) Para el 1T21, COP 8.000 millones generados por la operación de Dallas, equivalente a USD 2,3 millones.
*  El ebitda ajustado de Colombia incluye para el 1T21 13.400 millones de COP generados por exportaciones
*  El ebitda ajustado para CCA excluye para el 1T21 3,8 millones de dólares generados por exportaciones
*  A partir de 2022, la división de exportaciones que antes se reportaba en la región CCA, se reportará en Colombia 

 

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PIEDAD MONSALVE

Gerente de Comunicaciones
pmonsalve@argos.com.co
(57 4) 3198700

RAQUEL YEPES

Directora de Comunicaciones
ryepess@argos.com.co
(57 4) 3198700 | Extensión: 64318
313 791 6901

Atmospheric emissions

We are committed to reducing our emissions through actions that achieve more efficient processes and the implementation of abatement measures, contributing to good air quality in the places where we operate.  Our cement-, concrete- and aggregate-production processes generate punctual and scattered particulate matter (PM) emissions, as well as emissions of sulfur oxides (SO2) and nitrogen oxides (NOx) in the clinkering furnaces of the cement plants.

  • For society:  To contribute to mitigating the impact on air quality in the areas where we operate, acting responsibly and promoting relationships of trust with our Stakeholders.

 

  • For the company:  To develop more efficient processes that allow us to reduce our atmospheric emissions and contribute to responsible production, complying with local regulations in the countries where we operate and – in some cases – going beyond compliance with said regulations, contributing to the profitability of the business and preparing to face future challenges.

The “Emissions” pillar of our Environmental Strategy focuses on: Working on the adequate measurement, control and reduction of SO2, NOx and particulate-material (PM) emissions generated by our production processes in the cement business and on the prevention and mitigation of our dispersed emissions of particulate material (dust), originated mainly by the activities of transportation, transfer, unloading and storage of materials in the cement, concrete and aggregate processes. The foregoing, through operational control, optimization and renewal of emission-control systems to achieve continuous improvement.

Industry positioning

We position ourselves as strategic allies for the development of the territories where we are present, directly and through the empowerment of our value chain.  We do it through the construction of housing and sustainable infrastructure that enables the closing of socioeconomic gaps, the generation of employment, the improvement of the quality of life and the reduction of the impacts generated.

  • For society:  To sustainably respond to the growing demand for housing and infrastructure of the world population with the aim of improving people’s quality of life, interconnecting regions and developing innovative solutions. 

 

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    For the company:  To be strategic allies of the actors in our value chain in order to maintain the Company’s leadership in the market, ensure its competitiveness over time and increase the generation of sustainable value.

We are committed to the role we have as a Company in the achievement of the 2030 Agenda goals, the consolidation of territorial development plans where we operate, and the economic reactivation of the countries affected by the pandemic. Therefore, we focus our efforts in the development of sustainable housing and infrastructure projects that contribute to closing socioeconomic gaps, generating employment under safe conditions, environmental protection, and investment in improving people’s health systems and quality of life. 

Our work unfolds in three large lines:

 

Cities for everyone:

 

With nearly 54% of the world  population living in urban areas, the pandemic made inequality of those who live in the cities of the world

manifest. Nearly 90% of the COVID-19 cases are concentrated in the urban

centers that have, among others, challenges associated with access to basic services and decent housing conditions. For this reason, we work together with our value chain to develop projects that benefit the lessfavored population, facilitate access to housing, and promote development in

the areas of influence.

 

Interconnected cities

 

The need to connect urban areas with rural areas to expand the coverage

of basic services, such as health, has been a priority of developing countries

since before the pandemic. Therefore, during 2020, we continued working on creating innovative solutions that allow us to be present in the large projects of the countries and territories where we are present.

 

Intelligent cities

 

In recent years, the acuteness of the effects of climate change became the

risk of greatest impact to the world. Therefore, in the global stage, a need

has grown to transition to a low-carbon economy, an opportunity that becomes more relevant amid post-pandemic recovery scenarios and the effort we are making as a Company to generate new business models that respond to environmental and social challenges. For this reason, our Climate-Change Strategy includes actions aimed at mitigating the impacts associated with our productive processes, adapting our operating model and innovating from the identification of optimization opportunities.

Supplier management

Supplier management is a fundamental pillar of our Supply Chain Strategy; it seeks to build and strengthen relationships with strategic allies who have the ability to contribute to the Company in terms of efficiency, productivity, customer service and innovation.  For this reason, we carefully select our suppliers, transfer knowledge to promote their development, promote good practices and recognize those who are an example of sustainable, innovative, safe and responsible management.

  • For society:  To develop our suppliers, promote transparent practices and responsible conduct, to improve the productivity and competitiveness of our society and support the construction of a better future.

 

  • For the company:  To seek to add value throughout the Company’s supply chain, from the purchase of goods and services to the delivery of products to clients.  Through the mitigation of risks and potentiation of opportunities, the implementation of good contracting practices and service excellence, we create relationships of trust and turn suppliers into business allies.

Our management is divided into five stages:

  1. Identification: We determine the goods and services required for our operation and the category to which they belong, according to our Category Tree. This groups our suppliers into macro-categories which – in turn – are subdivided into two more specific levels.
  2. Pre-Selection: We validate the suitability of suppliers through due diligence and review aspects of sustainability and financial health to ensure long-term relationships.
  3. Negotiation: We select suppliers with high standards, considering technical, economic, sustainability and service aspects.
  4. Retention and evaluation: We carry out knowledge-transfer processes with those suppliers with growth potential.
    • We characterize our suppliers as critical suppliers or with potential risk in sustainability.
    • We measure the management of critical suppliers through performance evaluations in terms of quality, service, occupational health and safety, having constant feedback and identifying key factors for their development.
    • We apply the Sustainability Index to suppliers with potential sustainability risks, to identify challenges, opportunities, and to develop joint action plans in environmental, economic, social and Human-Rights matters.
    • We implement additional controls and development plans to suppliers belonging to categories where the greatest potential risks have been identified. This is how, for example, we develop road-safety strategies for our logistics suppliers; with mining suppliers, we carry out a more rigorous pre-selection process, and with contractors, we have special controls on occupational health and safety.
    • We have a Transparency Line for Stakeholders to report possible improper actions and to implement the pertinent corrective actions. 
  5. Recognition:  Every two years, through Growing Together (Creciendo Juntos), we recognize the suppliers that have shown outstanding performance in innovation, sustainability, health and safety and development and comprehensiveness.

 

Additionally, we have:

 

Contracting manual: transparent action framework that guides the negotiation and contracting of our suppliers to allow the process to be agile, make use of best practices and carry out adequate risk management.

 

Code of conduct for suppliers: in which we define the principles and behaviors that we expect from our allies in terms of respect for human rights, protection of workers, environmental management, business ethics and responsible business practices.

Ethics and compliance

We are convinced that ethics and integrity are fundamental and non-negotiable; that is why we live by these principles, integrating them into our operations, processes, and strategy, thus generating value responsibly for our business, our Stakeholders, and for society.  Through the Global Governance and Compliance Program, our ethics and business conduct system, we seek to promote that our actions are consistent with the pillars of corporate culture and integrity as the guiding principle of our business activity.

  • For society:  To promote transparent, competitive, and sustainable business environments that strengthen trust and ethics in business, generating positive impacts for the market and society.

 

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    For the company:  To promote that our actions are consistent with the pillars of culture and that integrity is the inspiring principle of all members of the Organization.  This is how we consolidate ourselves as a competitive, reliable company in the eyes of investors and other Stakeholders.

We have voluntarily adopted a self-regulatory framework that confirms our commitment to business ethics as a way to promote transparent practices that contribute to the development of competitive environments. This framework* incorporates mandatory principles of ethics and conduct:

 

 

For the proper implementation and application of these guidelines, the strengthening of the ethical culture, the prevention and control of incorrect actions, our Board of Directors approved the Global Governance and Compliance Program (GGCP, in Spanish). The program structure incorporates international best practices to evaluate compliance programs, such as ISO 37001, ISO 19600 and the United States Department of Justice (DOJ) guidelines. The program has the following scope:

 

 

Likewise, it systematically groups together the activities carried out to promote integrity in the Company’s actions, its employees, and members

of the value chain, which allow the updating and permanent strengthening

of the program. Operating Scheme:

 

Efficiency and productivity

We materialize our Corporate Strategy through actions aimed at the efficient use of resources, the improvement of our financial flexibility and the maximization of income generation and business profitability.  We focus on the application of efficient, safe production processes and circular economy models, on the diversification of energy management models and on the efficient management of the supply chain.

  • For society:  To provide solutions and products that meet the needs of our clients through the responsible, appropriate use of resources and the incorporation of raw materials and alternative energy sources.

 

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    For the company:  To guarantee business sustainability, optimize working capital and capital investments, reduce costs and the level of indebtedness, and mitigate risks regarding the availability of resources necessary for our operation and the emergence of new business realities, environmental requirements and new regulations.

Creamos valor construyendo relaciones sólidas que transforman el futuro de la sociedad

Creamos valor a través de nuestro compromiso con el desarrollo responsable y transparente de nuestras actividades.