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Programa de eficiencia Best impulsa los resultados de Cementos Argos

Durante el tercer trimestre la compañía registró incrementos de 16,7% en los despachos consolidados de cemento, 3,9% en los ingresos y 7,5% en el ebitda ajustado excluyendo gastos no recurrentes asociados a Best.

 

Gracias al programa de eficiencia operacional Best, la compañía continúa mejorando su situación competitiva en Colombia y en todos sus mercados.

 

Al cierre de septiembre y de manera consolidada, Argos, empresa de cemento del Grupo Argos, registró mejoras en los despachos de cemento, los ingresos y el ebitda; cifras impulsadas, principalmente, por la ejecución del programa de eficiencia operacional Best que la organización viene implementando de forma decidida en todas sus regionales.

En el consolidado, el volumen de cemento despachado por Argos creció un 16,7% al alcanzar los 4,2 millones de toneladas y el de concreto disminuyó un 6,1% al llegar a los 2,7 millones de metros cúbicos. Asimismo, en el tercer trimestre, la compañía generó ingresos por 2,2 billones de pesos, un 3,9% superiores a los del mismo periodo de 2016 y un ebitda de 407.300 millones de pesos, 2,3% más que en este trimestre del año anterior (si se excluyen gastos no recurrentes el ebitda ajustado alcanza los 428.000 millones de pesos7,5% más que en el mismo trimestre del año anterior).

Por su parte, con respecto a la utilidad neta, a pesar de una disminución del 42% respecto al mismo periodo de 2016, se destaca que esta se ubicó en 65.000 millones de pesos, lo que evidencia un mejor desempeño al ser la más alta reportada durante un año particularmente retador. A lo anterior, se suman desinversiones en activos no estratégicos realizadas recientemente que alcanzan los 20 millones de dólares, como parte de uno de los focos del programa Best
 
«En Cementos Argos estamos comprometidos con la búsqueda continua de la excelencia organizacional, la innovacion, la sostenibilidad y el servicio como pilares para entregar todos los días una mejor propuesta a nuestros clientes y generar valor a todos los grupos de interés. Gracias a la juiciosa implementación del programa de eficiencia operacional Best, hemos logrado importantes mejoras en un año particularmente retador para nuestra industria. Para el cierre de este año, vemos con optimismo el comportamiento de todos los mercados donde operamos » , afirmó Juan Esteban Calle, presidente de Cementos Argos

A continuación, se destacan los principales hitos y resultados para cada regional:

En Estados Unidos, y a pesar de que la entrega de producto se vio afectada por más de dos semanas debido al paso de los huracanes Irma y Harvey, en el trimestre los despachos de cemento aumentaron 49,4% y sin el efecto de la nueva operación en Martinsburg un 5,7%. Por su parte, y por las condiciones climáticas ya mencionadas, los despachos de concreto presentaron una disminución de 5,7%. Durante este periodo, los ingresos de la regional aumentaron 14,9% al alcanzar 404 millones de dólares y el ebitda ajustado fue de 73,5 millones de dólares, aumentando 50,2%, respecto al mismo periodo del año anterior.

La evolución en la venta de vivienda nueva y existente, importantes proyectos de infraestructura que se ejecutarán en Maryland, Virginia y Florida por un total de 38.000 millones de dólares y la reciente aprobación, por parte del Congreso de los Estados Unidos, de 50.000 millones de dólares para la reconstrucción de Texas y Florida luego del paso de los huracanes, respaldan la expectativa de crecimiento de Cementos Argos en esta regional. 

En Colombia, entre junio y septiembre, los despachos de cemento aumentaron 1,6% y los de concreto disminuyeron 8,3%, con un desempeño superior al de la industria. En esta regional la compañía reportó ingresos por 565.000 millones de pesos y un ebitda ajustado de 113.000 millones

En el país, los despachos de cemento para las obras de infraestructura continúan creciendo de manera estable y hoy Argos es un jugador estratégico en el 70% de las unidades funcionales adjudicadas en los proyectos 4G. Lo anterior, sumado al impulso al sector residencial, por medio de subsidios para la adquisición de vivienda, auguran un panorama positivo para la compañía. Además, la organización mantendrá su foco en eficiencia y avanzará en la optimización de su red de activos y en la ejecución de proyectos para aumentar el uso de combustibles y materiales alternativos.

La regional Caribe y Centroamérica, durante el tercer trimestre, reportó crecimientos en los despachos de cemento y concreto de 5,9% y 1,7%, respectivamente, incluso después de la temporada de huracanes que afectó, en alguna medida, las operaciones en Puerto Rico, San Martín, Santo Tomás y Dominica. Los ingresos en esta regional alcanzaron los 145 millones de dólares y el ebitda ajustado se ubicó en 44 millones de dólares. 

Las expectativas de crecimiento de la compañía en esta regional continúan positivas gracias a la ejecución de los importantes proyectos de infraestructura y vivienda en Honduras, como por ejemplo el plan 20/20, que proporcionará cuatro tipos de subsidios para superar el déficit de vivienda y cerrar así la brecha de 1.000.000 de unidades requeridas para los próximos 20 años. Igualmente, en Panamá, se mantiene una perspectiva favorable basada en una posición fiscal saludable y mayores ingresos provenientes del Canal, lo que impulsará la construcción de infraestructura, además de programas gubernamentales como Techos de Esperanza, que jalonarán el mercado con proyectos dirigidos a reducir el déficit de vivienda. Allí continúan estables los despachos de producto para importantes obras de infraestructura como el Puerto Rodman, el tercer puente sobre el Canal y la construcción de la segunda línea del Metro

Para concluir, la mejoría en los resultados de Cementos Argos evidencia que un mayor foco en el cliente y los esfuerzos que la compañía está haciendo en materia de eficiencia le permitirán seguir reinventándose para afrontar los retos de la industria, avanzar con pasos concretos y mantenerse como un jugador relevante en la edificación de realidades y en la construcción de sueños de millones de personas.

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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.