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Balance 2016 resultados de una exitosa visión estratégica

La compañía cerró el año con crecimientos del 7,7% en los ingresos, 8,7% en el ebitda y el 70% de sus ingresos generados fuera de Colombia.

 

Estados Unidos, la región con mejor desempeño durante el año, alcanzó un ebitda de USD181 millones, 63,8% más que en 2015.

 

Cementos Argos entregó positivos resultados a cierre de 2016 y perspectivas favorables para 2017 en el marco de su Asamblea General de Accionistas realizada en Barranquilla hoy, 24 de marzo. La compañía obtuvo ingresos consolidados por 8,5 billones de pesos y un ebitda de 1,7 billones de pesos, 7,7% y 8,7% más que en 2015, respectivamente, además de alcanzar importantes logros como parte de la exitosa ejecución de sus estrategias de sostenibilidad, expansión y consolidación. 

 

En 2016 Argos fue reconocida como la cementera más sostenible del mundo en el Índice de Sostenibilidad Dow Jones, incluida en el Anuario de RobecoSAM con la distinción Gold Class y elegida como miembro del FTSE4good en la categoría de Índices Emergentes, uno de los tres índices bursátiles de sostenibilidad más importantes en el mercado global y tenido en cuenta por los inversionistas para la toma de decisiones de inversión. Adicionalmente, alcanzó un 15,8% de ingresos consolidados provenientes de su gestión en innovación, la certificación LEED Gold para el Centro Argos para la Innovación y lanzó nuevos productos con los que se construyen importantes obras como la plataforma de lanzamiento espacial Ariane 6, de la Agencia Espacial Europea, en Guayana Francesa. 

 

 

“Cerramos el año con resultados que ratifican la solidez de nuestra estrategia apalancada en la diversificación geográfica, la sostenibilidad y la innovación. Los positivos resultados nos motivan a continuar trabajando este 2017 en la integración de los nuevos activos adquiridos, en el apoyo a los proyectos y grandes sueños de los clientes con una excelente oferta de valor y en el crecimiento sostenible, teniendo como carta de navegación nuestro programa de excelencia organizacional BEST, Construyendo Eficiencia y Sostenibilidad para el Mañana. Estamos comprometidos con el mejoramiento continuo de la eficiencia de las operaciones en todas las geografías y con cumplir el propósito de posicionarnos como el jugador más competitivo en los negocios de cemento y concreto de las Américas”, indicó Juan Esteban Calle, presidente de Cementos Argos.

 

El 2016 en hechos y cifras por regional: 

 

  • La Regional Estados Unidos, que actualmente representa el 50% de los ingresos totales de la compañía, alcanzó los mejores resultados de su historia: ingresos por USD1.400 millones y un ebitda acumulado de USD181 millones, 11,6% y 63,8% más respecto a 2015.

 

La adquisición de la planta de Martinsburg, West Virginia, le permitió a la organización reforzar una red de activos privilegiada por su interconexión operacional y logística y ampliar su presencia de nueve a trece estados norteamericanos consolidándose como la segunda productora de concreto y la cuarta cementera más grande de Estados Unidos y, el principal proveedor en obras relevantes de ese país como: la torre norte del Hospital Metodista en Houston, el estadio de los Falcons, la sede administrativa de Coca-Cola en Atlanta y la atracción de Buscando a Nemo en un parque de Disney, Orlando, para la que suministró su novedoso concreto de color azul.

 

  • En Caribe y Centroamérica las operaciones significaron aumentos en volúmenes, ingresos y ebitda del 4,7%, 2,1% y 24% respectivamente, frente al año anterior. Estos resultados fueron impulsados principalmente por el buen desempeño de Honduras, país en donde al norte se inauguró un nuevo centro de distribución y en el que se puso en funcionamiento una planta de molienda de clínker, en San Lorenzo.

 

La diversidad de esta regional y la dinámica individual de los mercados que la conforman le aportaron estabilidad y oportunidades de desarrollo a la compañía, que también se consolidó como un proveedor importante de las grandes obras de esta regional, entre ellas: el Puente Juan Manuel Gálvez de Tegucigalpa, Honduras; el Puente Centenario II, en Panamá y la estación espacial Ariane 6, de la Agencia Espacial Europea, en Guayana Francesa.

 

  • En Colombia, pese a los retos que afrontó Argos en esta regional como consecuencia de la desaceleración de la economía, el decrecimiento de la demanda de productos y el crecimiento de las importaciones de cemento, entre otros factores, la compañía continuó fortaleciendo su presencia y su oferta de valor como líder de la industria. 

 

Argos se ubicó en el cuarto lugar entre las 100 compañías con mejor reputación en el país de acuerdo con el reporte del Monitor Empresarial de Reputación Corporativa, Merco; recibió nuevamente el Sello IR de la Bolsa de Valores de Colombia; fue certificada con el sello Equipares del Programa de las Naciones Unidas para el Desarrollo (PNUD) y del Ministerio del Trabajo, que reconoce la implementación de acciones por la igualdad de género; avanzó en la implementación del coprocesamiento de llantas usadas como combustible alternativo en uno de los hornos de su Planta Rioclaro, Antioquia, con una sustitución que llegó al 6% y, por último, a finales de 2016 había sido elegida como proveedor para 40 unidades funcionales de las obras de 4G.

 

“Proyectamos un 2017 muy positivo para Argos porque cuenta con bases sólidas para continuar su expansión; la juiciosa aplicación de su programa de eficiencia será un acelerador de crecimiento y seguirá capturando de manera exitosa las oportunidades que le presentan los mercados de los diferentes países y territorios en los que tiene presencia. Argos se reafirma en su propósito de transformar vidas y encuentra siempre nuevas y mejores formas de generar valor a todos sus grupos de interés” afirmó Jorge Mario Velásquez, presidente de la Junta Directiva de Cementos Argos y de su holding Grupo Argos. 

 

Finalmente, en la Asamblea General de Accionistas celebrada hoy, 24 de marzo, se aprobó un pago de 218 pesos anuales como dividendo tanto para las acciones ordinarias, como para las preferenciales, así como un dividendo extraordinario de 22 pesos anuales por acción.

Categorías
Categorías
Fecha
Etiquetas
PIEDAD MONSALVE

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

DANIELA VALLE

Directora de Comunicaciones
dvalle@argos.com.co

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.