Click on each material topic to learn more about our management
Materiality analysis is a methodology that allows us to identify the key issues for business strategy and stakeholder relations. It becomes the guide for short- and medium-term management, and helps the company prepare for the future: making sounder decisions, evaluating new business opportunities, weighing potential risks and improving communication strategies.
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During 2022 we updated the materiality for Argos, using a double materiality methodology, which allowed us to analyze how the company impacts the environment and society and how these also impact the company:
Environmental and social impacts of the company
Impacts of the company on the environment and society
Company
Environmental and social
Company
Environmental and social
Source of decision making for the company on strategic financial issues
Environmental and social impacts of the company
Company
Environmental and social
Source of decision making for the company on strategic financial issues
Impacts of the company on the environment and society
Company
Environmental and social
Civil society, clients, employees and investors
The process for the new ESG materiality was developed in 4 steps:
Using specialized software, an exercise was carried out to monitor external risks and opportunities related to ESG issues in different industries and peers in the construction sector, identifying prioritized stakeholders. Through this tool we obtained data on regulatory environments, media, corporate disclosure, among others.
Critical issues for the organization were identified based on the previous materiality exercise, understanding of risks, trends and the connection with the new strategic pillars.
Conversations and interviews were held with different strategic areas of the company in all the regions and teams that lead the relationship with the different stakeholders. These allowed us to analyze, complement and validate the issues initially identified in the external and internal referencing.
The results obtained in the previous steps were verified and analyzed to obtain the consolidated information in a materiality catalog that includes: the company’s strategic pillars, final material issues, alignment with GRI, SASB and Sustainable Development Goals indicators, prioritized stakeholders and performance indicators.
As a company we have 6 strategic pillars that guide our planning and action. These were the base input for the definition and prioritization of the 11 material issues.
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.
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.
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 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:
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.
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.
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:
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.
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.
