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Argos closes the third quarter with high profitability, historic distributions to shareholders and re-entry into the United States

  • La compañía avanza en el fortalecimiento de su plataforma de agregados para atender el mercado americano, con dos nuevas posiciones portuarias aseguradas y un primer embarque de producto.

     

  • El 2025 ha sido un año histórico en distribuciones a los accionistas, con un retorno total del 25 % al cierre del periodo, combinando dividendos, la escisión de las acciones de Grupo Sura y las recompras.

     

  • El tercer trimestre del año mostró crecimiento de volúmenes de ventas de cemento en las 3 regionales y un crecimiento del ebitda consolidado del 18 %.

Cementos Argos, empresa del Grupo Argos, presentó resultados positivos al cierre del tercer trimestre del año, demostrando la efectividad de su estrategia de eficiencia operativa y crecimiento sostenible.


Los ingresos acumulados en lo corrido del 2025 suman 3,9 billones de pesos, con un ebitda acumulado de 928.000 millones de pesos y una utilidad neta acumulada de 659.000 millones de pesos, cifra que triplica la utilidad alcanzada en el mismo periodo del año anterior.

SPRINT 3.0: estrategia de valor

A la fecha, el precio implícito de la acción supera los 14.000 pesos, cinco veces más que en 2023, lo que refleja la creación de valor alcanzado.

La compañía registra avances sólidos en los pilares estratégicos del programa SPRINT 3.0:

  1. En cuanto a rentabilidad, Argos se encuentra en camino de superar la meta de margen ebitda del 25 % con un año de anticipación, al alcanzar un 24 % acumulado a septiembre, gracias a medidas de eficiencia en todas sus geografías.

  2. Respecto a las distribuciones a los accionistas, se formalizaron entregas por 3,4 billones de pesos, equivalentes a un retorno del 25 %, incluyendo dividendos ordinarios y extraordinarios, la escisión del portafolio de acciones de Grupo Sura y recompras, tanto del programa vigente como de la recompra extraordinaria que será ejecutada esta semana con los recursos obtenidos de la desinversión en EE. UU. Esta última operación, por 230 millones de dólares, equivalente a 896.000 millones de pesos y que se realizará a un precio de 13.659 pesos por acción, representa menos del 10 % de la caja disponible y no afecta la solidez financiera ni el plan de crecimiento trazado.

  3. En el frente de liquidez bursátil, el volumen promedio móvil de 30 días se ha multiplicado por diez en los últimos dos años, respaldando la expectativa de inclusión en el índice MSCI Emerging Markets Standard.

  4. Finalmente, en el frente de crecimiento, la compañía avanza en el fortalecimiento de su plataforma de agregados. Se validó la calidad del producto y se aseguraron dos nuevas posiciones portuarias en la costa sureste de Estados Unidos, lo que refuerza la logística y el acceso a nuevos mercados. Además, se iniciaron operaciones comerciales incluyendo el primer embarque que está programado para noviembre y se mantiene el objetivo de generar 200 millones de dólares en ebitda hacia 2030. A la fecha, los recursos obtenidos por la venta de Summit han generado ingresos por rendimientos financieros por cerca de 80 millones de dólares, con proyección de cerrar el año con 100 millones.

 

“Estos resultados son una clara muestra de nuestra disciplina estratégica y del compromiso de nuestro equipo con la creación de valor sostenible. Mantenemos una visión optimista frente al cierre de año y seguimos avanzando con paso firme en el reingreso a Estados Unidos y el fortalecimiento de nuestra presencia internacional”, afirmó Juan Esteban Calle, presidente de Cementos Argos.

DESEMPEÑO POR REGIONES

COLOMBIA: RECUPERACIÓN APALANCADA POR LA EFICIENCIA OPERATIVA Y DEL MERCADO

En lo corrido del año, el ebitda acumulado en Colombia asciende a 586.000 millones de pesos, con un margen del 27,6 %, resultados apalancados por el programa De la Mina al Mercado, que continúa entregando eficiencias en costos y mejoras operativas sostenidas. Los despachos acumulados se ubican en 3,7 millones de toneladas de cemento y en 1,5 millones de metros cúbicos de concreto, destacándose el crecimiento del 7 % en los volúmenes despachados de cemento Argos en el mercado local en el tercer trimestre.


CENTROAMÉRICA Y CARIBE: CRECIMIENTO EN UN ENTORNO DESAFIANTE

En esta región, el ebitda acumulado del año alcanzó los 107 millones de dólares, con un margen del 25,3 %. Los volúmenes acumulados de cemento alcanzaron 3,2 millones de toneladas y 101.000 metros cúbicos de concreto, impulsados por los mercados de comercio exterior; así como por la demanda sostenida en Guatemala, por los altos flujos de remesas; en República Dominicana, que tiene uno de los consumos per cápita de cemento más altos de la región con un crecimiento del 4 % en la industria; y en Puerto Rico, donde la reconstrucción continúa siendo un motor clave para la demanda del sector de la construcción. El volumen de ventas de cemento en la región creció el 14 % en el tercer trimestre.


RECONOCIMIENTOS Y SOSTENIBILIDAD

Cementos Argos reafirma su liderazgo empresarial al ser reconocida en ALAS20 2025 como la tercera empresa más destacada de Colombia en la categoría Empresa Líder en Sustentabilidad. Este reconocimiento, entregado con base en la valoración de inversionistas, destaca la capacidad de la compañía para generar valor de forma responsable y con visión de largo plazo. ALAS20, iniciativa de GOVERNART, premia las mejores prácticas en gestión corporativa responsable en América Latina y Europa.


Para información adicional, puedes contactar a:
Piedad Monsalve, gerente de Comunicaciones y Reputación | pmonsalve@argos.com.co

Carolina Velásquez, gerente de Relación con Inversionistas | carolina.velasquez@argos.com.co

Síguenos en X (antes Twitter) @Cementos_Argos

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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.

  • 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.

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