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Ingresos consolidados de Argos aumentaron 14% en el primer trimestre de 2019

  • La compañía alcanzó 311 mil millones de pesos en ebitda operativo*, con un crecimiento del 3,7%.
  • Los ingresos ascendieron a 2 billones de pesos, con aumento del 14% frente al mismo periodo de 2018.
  • El volumen total de cemento despachado alcanzó 3,8 millones de toneladas, superior en 4,7%, y el volumen de concreto se ubicó en 2,4 millones de metros cúbicos, creciendo 2,3% respecto del primer trimestre del año anterior. 
  • En Estados Unidos se lograron ahorros por 5 millones de dólares gracias a la implementación del programa BEST 2.0.

 

En los tres primeros meses de 2019, Argos, empresa de cemento del Grupo Argos, reportó un balance con mejoras significativas en sus cifras e indicadores clave. Se destacan los positivos resultados del inicio de la ejecución del programa de eficiencia BEST 2.0, que logró la captura de los primeros 5 millones de dólares en eficiencias en Estados Unidos en el periodo, dentro de la meta de cerca de 70 millones de dólares identificados por capturar en los próximos 18 meses.

 

Igualmente es positivo el anuncio de la culminación de la construcción del proyecto de Arcillas Calcinadas en la planta Rioclaro en Colombia, donde se invirtieron cerca de 70 millones de dólares y que permitirá, a partir del segundo semestre de 2019, una sustitución parcial del clínker requerido en la molienda de cemento, con un costo más eficiente y reducción del impacto medioambiental por la menor generación de CO2.

 

Al cierre del periodo los ingresos se ubicaron en 2 billones de pesos, con aumento del 14%. El ebitda operativo* llegó a 311 mil millones de pesos, superior en 3,7% con un margen ebitda de 14,3%. Por su parte, la utilidad neta fue de 15.400 millones de pesos, cifra no comparable con los resultados netos obtenidos por la empresa en el primer trimestre de 2018, periodo positivamente impactado por los ingresos no recurrentes de desinversiones.

 

El volumen total de cemento despachado por Argos alcanzó los 3,8 millones de toneladas, un 4,7% más que en el mismo periodo de 2018, y el volumen de concreto aumentó 2,3% llegando a 2,4 millones de metros cúbicos. Lo anterior, apalancado en la recuperación del mercado en Colombia con los proyectos 4G y los despachos a obras civiles, además de las mejoras significativas en el segmento no residencial de Estados Unidos y la buena dinámica de infraestructura en ese país.

 

«Estos resultados son el reflejo de un gran trabajo en equipo que redunda en el crecimiento de nuestros ingresos y volúmenes, el incremento de nuestra flexibilidad financiera, los extraordinarios resultados de nuestro programa BEST y la disminución del endeudamiento. Así, ratificamos nuestro compromiso de servir todos los días mejor a nuestros clientes y continuar acompañando la construcción de sueños en todos los territorios donde tenemos presencia”, señaló Juan Esteban Calle, presidente de Argos.

 

Desempeño de los negocios por regiones:

 

En la Regional Estados Unidos, Argos obtuvo ingresos por 373 millones de dólares, un 10,6% más que en 2018, y un ebitda* de 37 millones de dólares, un 12,6% superior. Los volúmenes de cemento llegaron a 1,4 millones de toneladas con aumento del 13%, y a 1,7 millones de metros cúbicos de concreto, con incremento del 3,1%, impulsados por el aumento de despachos en zonas como Deep South, Florida, Arkansas y las Carolinas.

 

Se destaca en Estados Unidos que a través del programa BEST 2.0 se lograron ahorros por 5 millones de dólares en el periodo.

 

En la Regional Colombia, se registraron ingresos por 557 mil millones de pesos, 7,2% más que en 2018, y un ebitda operativo* de 91 mil millones de pesos, con variación de -10,7%. Los despachos de cemento se ubicaron en 1,2 millones de toneladas, con incremento de 3,9%; los de concreto totalizaron 688 mil metros cúbicos, un 4,2% superior; y los de agregados llegaron a 1,6 millones de toneladas con crecimiento del 24,3%. 

 

La recuperación de los indicadores se debe al desempeño positivo del mercado de vivienda, al aumento de despachos de concreto a obras civiles y a los proyectos 4G, en los que Argos es proveedor para el 70% de las unidades funcionales. Se destacan los contratos para el suministro de cemento y concreto para la autopista Bucaramanga- Barrancabermeja-Yondó y la construcción del nuevo puente Chirajara.

 

Por su parte, en la Regional Caribe y Centroamérica, los despachos llegaron a 1,2 millones de toneladas de cemento, con decrecimiento del -2,7%. Los ingresos fueron de 143 millones de dólares, con una variación de -3,3%, y el ebitda* se ubicó en 43 millones de dólares, con una variación del -14%.

 

Los mercados con mejor desempeño en despachos de cemento en el periodo fueron República Dominicana, Puerto Rico y las islas del Caribe, con aumentos del 22%, 12% y 10% respectivamente, los cuales compensaron la desaceleración de la demanda que se viene presentando en Panamá desde el año pasado por atrasos en la ejecución de proyectos de infraestructura; sector que se verá dinamizado con el inicio del nuevo gobierno y su impulso a obras como la tercera línea del metro, el cuarto puente sobre el canal, la expansión de la carretera Arraiján y el corredor de las playas, obras que representarán una inversión cercana a los 5.5 billones de dólares. En Panamá se destaca en el trimestre la expansión de la Terminal 2 del Aeropuerto Internacional de Tocumen, para la que Argos despachó cerca de 126.000 metros cúbicos de concreto.

 

El panorama optimista en las tres regionales y los buenos resultados de este primer trimestre, sumados al lanzamiento de productos innovadores, la ejecución de programas de optimización y de eficiencia operativa, el enfoque en el cliente, la perspectiva positiva en el segmento residencial y no residencial y el aumento en los despachos para las obras de infraestructura en las tres regionales, auguran un buen resto de año para la compañía.

 

*Ebitda operativo: excluye ingresos no recurrentes relacionados con la venta de las autogeneradoras en Colombia en 2018, valorización de propiedades de inversión y efecto NIIF16 de arrendamientos en 2019.

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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.