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Ebitda de Argos creció 6,1% al cierre del tercer trimestre de 2018

  • La compañía alcanzó, de forma consolidada, ingresos por 6,3 billones de pesos y una utilidad neta de 126.900 millones de pesos.
  • En el trimestre, los volúmenes de cemento crecieron un 2,2% y los de concreto 1,3%, presentando un comportamiento positivo en las 3 regionales.  
  • El ebitda al cierre del tercer trimestre fue de 1,1 billones, con un margen ebitda del 17,8%.
  • Argos One está posicionando a la compañía a la vanguardia de la industria en términos de digitalización.

 

De manera consolidada, al cierre del tercer trimestre de 2018, Argos, empresa de cemento de Grupo Argos, reportó un balance que refleja los esfuerzos de la compañía en materia de mejoramiento operacional, competitividad y flexibilidad financiera. 

Los ingresos superaron los 6,3 billones de pesos. El ebitda llegó a 1,1 billones, con un crecimiento del 6,1% y un margen ebitda de 17,8%. La utilidad neta fue de 126.900 millones de pesos, con un incremento del 87,7%.

Se destaca en el trimestre el crecimiento de los despachos de cemento y concreto en los mercados de Estados Unidos, Colombia y Caribe y Centroamérica, así como el mejoramiento del perfil de deuda con la obtención de un crédito sindicado por 600 millones de dólares, que extiende 5 años los pagos programados inicialmente para 2019 y 2020. 

Durante el periodo, Argos fue ratificado por sexto año consecutivo en el Índice Global de Sostenibilidad Dow Jones, como una de las tres cementeras más sostenibles del mundo, producto de la decisión consciente de poner las dimensiones económica, social y ambiental de la sostenibilidad y la generación de valor de largo plazo en el centro de la estrategia organizacional. Asimismo, recientemente Argos ocupó el quinto puesto entre las empresas con mejor reputación en Colombia, en el ranking Merco 2018, que consultó la opinión de más de 52 mil expertos, líderes y representantes de los diferentes grupos de interés.

Argos One está posicionando a la compañía a la vanguardia de la industria en términos de digitalización. A través de la plataforma, los clientes tienen información en tiempo real para seguir la entrega de sus órdenes, lo que contribuye a la productividad de sus proyectos de construcción. Adicionalmente, ofrece la posibilidad de generar reportes de calidad, visualizar transacciones históricas y hacer pagos en línea. Argos One contribuye a optimizar el ciclo de capital de trabajo, al tiempo que provee valiosa información para la gestión de los negocios y para entregar soluciones extraordinarias a los clientes.

En la actualidad, 59% de las órdenes de cemento y 42% de las órdenes de concreto en Colombia se están haciendo a través de Argos One y se continúa desplegando la plataforma secuencialmente en todos los mercados. En despachos de cemento, ya se ha alcanzado un nivel de adopción del 70% en República Dominicana y del 27% en Estados Unidos.

“Ha sido un año lleno de retos y oportunidades en el que nos hemos concentrado en fortalecer la propuesta de valor para nuestros clientes, con el fin de continuar siendo el mejor aliado estratégico de los proyectos que emprenden, y en mejorar la competitividad de nuestras operaciones a través de la ejecución del programa de eficiencia y sostenibilidad para el futuro BEST; al tiempo que aseguramos contar con la flexibilidad financiera para mitigar riesgos del mercado, aprovechar opciones de crecimiento y ser una empresa cada vez más ágil e innovadora”, afirmó Juan Esteban Calle, presidente de Cementos Argos. 

A continuación, se presentan los principales resultados por regional: 

 

  • En la Regional USA, el huracán Florence golpeó la operación en Carolina del Norte y Carolina del Sur y las condiciones del clima afectaron los volúmenes y resultados. Aun así, los despachos de cemento del trimestre alcanzaron 1,5 millones de toneladas y, en el negocio de concreto, los volúmenes llegaron a 1,8 millones de metros cúbicos, con crecimientos de 3,2% y 0,2% respectivamente, en relación con el mismo periodo del año anterior. Los volúmenes de cemento acumulados a septiembre alcanzaron 4,4 millones de toneladas, y en concreto, los volúmenes llegaron a 5,4 millones de metros cúbicos, con crecimientos de 0,2% en ambos negocios. 
    Los ingresos acumulados de la regional se situaron en 1,1 billones de dólares. El ebitda llegó a 181 millones de dólares, con incremento del 5,4%, y el margen ebitda fue 15,8%, 100 puntos básicos por encima del registrado al tercer trimestre de 2017.

 

  • En Colombia, los volúmenes de cemento del trimestre llegaron a 1,3 millones de toneladas, creciendo un 1,7% en comparación con la disminución del 0,5% que registró la industria de acuerdo con cifras del Dane. Los despachos de concreto del trimestre se situaron en 765.000 metros cúbicos, con aumento del 3,2%, sustentado en el liderazgo de Argos en proyectos de infraestructura y obras civiles. Los despachos de cemento acumulados en lo corrido del año totalizaron 3,8 millones de toneladas, con un decrecimiento del 4,9%, y los de concreto llegaron a 2,1 millones de metros cúbicos, disminuyendo 5,3%. Los ingresos consolidados superaron los 1,7 billones de pesos, con una reducción del 2,6%, y el ebitda fue de 309 millones de pesos, un 17,5% por encima del mismo periodo del año anterior.

 

  • En la Regional Caribe y Centroamérica, se destacó el positivo desempeño de las operaciones en Puerto Rico, Caribe Oriental y República Dominicana. Los despachos de cemento del trimestre crecieron un 1,4% llegando a 1,3 millones de toneladas, y los de concreto aumentaron 5,4%, alcanzando los 115.000 metros cúbicos. Los volúmenes acumulados de cemento se ubicaron en 3,9 millones de toneladas, creciendo 4,2%, y los de concreto llegaron a 316.000 metros cúbicos, disminuyendo 6,9%. 

    Los ingresos consolidados se situaron en 455 millones de dólares y el ebitda en 142 millones de dólares, con incrementos de 4,4% y 3,8% respectivamente, con relación al mismo periodo del 2017. 
Categorías
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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.