Argos ONE

Buscar

Sala de prensa

UTILIDAD NETA DE CEMENTOS ARGOS CRECIÓ 33,5% EN EL PRIMER SEMESTRE DE 2019

  • Los ingresos aumentaron 10,6%, impulsados, principalmente, por los mayores volúmenes de cemento en Estados Unidos y el inicio de la recuperación de precios en Colombia.
  • En el periodo, el ebitda consolidado de Argos se incrementó en 4%.
  • Como parte del plan de desinversión de activos no estratégicos, durante el segundo trimestre, la compañía vendió su participación en OMYA Andina y Cartón de Colombia.

 

Durante los primeros seis meses del año, y de manera consolidada, Argos, empresa de cemento de Grupo Argos, reportó resultados financieros que reflejan avances en su decidida apuesta por seguir consolidando su presencia en Estados Unidos y alcanzar mayores niveles de competitividad en todas sus geografías para beneficio del desarrollo de la infraestructura y la vivienda en los territorios donde opera.

 

La compañía obtuvo 4,5 billones de pesos en ingresos, creciendo un 10,6% con relación al mismo periodo el año anterior y reportó una utilidad neta de 70.749 millones de pesos, un 33,5% superior. Asimismo, y en términos comparables, el ebitda registró un aumento del 4% al llegar a los 727.195 millones de pesos.

 

Los despachos de cemento fueron cercanos a los 8 millones de toneladas, un 1,2% superiores a los del primer semestre de 2018, y los de concreto fueron de 5 millones de metros cúbicos, con una disminución de 2,5% debido al impacto de las fuertes lluvias en algunas regiones de Estados Unidos.

 

Adicionalmente, como parte del plan de desinversión en activos no estratégicos, para concentrarse en los negocios de cemento, concreto y agregados, Argos completó, durante el segundo trimestre, la venta de su participación en OMYA Andina y Cartón de Colombia, recaudando alrededor de 27 millones de dólares.

 

“En el primer semestre de 2019 seguimos fortaleciendo nuestra operación y nuestra presencia en Estados Unidos con la ejecución del plan de eficiencia BEST 2.0, lo que sumado a la mejor dinámica de precios que empezamos a ver en Colombia, nos permitió compensar la presión que experimentamos en los costos energéticos. El significativo avance de nuestro plan de desinversiones en activos no estratégicos nos posibilita seguirnos concentrando en mejorar la competitividad de la compañía e innovar en productos, servicios y soluciones para acompañar el crecimiento de nuestros clientes”, mencionó Juan Esteban Calle, presidente de Cementos Argos.

 

Principales resultados por regional:

Estados Unidos: En este país la compañía obtuvo ingresos por 781 millones de dólares, un 3,5% superiores a los del primer semestre de 2018, y un ebitda estable que se ubicó en 108 millones de dólares. Por su parte, los despachos de cemento aumentaron 6,9%, superando las 3 millones toneladas, y los de concreto disminuyeron 3,8%, debido, principalmente, a las fuertes lluvias que se experimentaron en la región sur-centro. Se destaca que, de enero a julio, gracias a la implementación del programa Best, Argos logró capturar 11 millones de dólares en eficiencias.

 

En términos de mercado, el sector de la construcción estuvo impulsado por infraestructura y segmentos no residenciales, factores clave para mantener una perspectiva positiva dado que el segmento comercial representa alrededor del 66% del negocio de concreto.

 

Colombia: Los ingresos durante el semestre alcanzaron 1,1 billones de pesos, un 3,3% más si se comparan con el mismo periodo del año anterior y el ebitda continuó afectándose por el aumento de los costos energéticos. Este se ubicó en 186.390 millones de pesos, con una disminución de 4%.

 

Los despachos de cemento totalizaron 2,4 millones de toneladas, presentando una reducción del 2,5%. Por su parte, los de concreto se mantuvieron estables en 1,4 millones de metros cúbicos. Argos ONE continúa dando grandes resultados, de enero a julio, el 63% de los despachos de cemento y el 44% de los de concreto se realizaron a través de esta plataforma digital.

 

Con respecto a infraestructura, la compañía informa que durante el semestre despachó cerca de 195.000 toneladas para este segmento, incluidos los proyectos 4G. Esto representa un 63% más en comparación con el mismo periodo de 2018.

 

Vale la pena mencionar que recientemente Argos fue destacada como la empresa más innovadora de Colombia, en el ranking de la Asociación Nacional de Industriales, Andi, y la Revista Dinero, por todos sus avances graduales y exponenciales en nuevos productos, servicios, procesos y plataformas que generan beneficios tangibles tanto a sus clientes como a la sociedad.

 

Caribe y Centroamérica: La compañía resalta que operaciones como la de República Dominicana y Haití continúan con un desempeño positivo, compensando en alguna medida el retador entorno político que se evidenció durante el periodo en Honduras y Panamá, lo que reafirma la importancia de su estrategia de diversificación geográfica.

 

En esta regional los ingresos se situaron en 286 millones de dólares, con una reducción de 4,5%, y el ebitda fue 79 millones de dólares, un 19,8% inferior. Asimismo, los despachos fueron de 2,5 millones de toneladas en cemento y de 194.000 metros cúbicos de concreto, con reducciones de un 1,5% y 3% respectivamente, si se comparan con los primeros seis meses de 2018.

 

Para contrarrestar las condiciones desafiantes en la región, la compañía continúa trabajando en lograr eficiencias a través de Best, además de ofrecer una propuesta de valor superior para los clientes.

Argos mantiene su perspectiva favorable en una región que adelanta importantes planes de infraestructura y vivienda, que se suman a los avances en la reconstrucción de Puerto Rico.

 

“Nuestra prioridad es ganar flexibilidad financiera y reducir, para junio de 2020, la relación deuda neta sobre ebitda a un nivel de 3,2 veces. Los accionistas pueden contar con nuestro total compromiso de seguir trabajando para mejorar el desempeño operativo de los negocios, consolidar la ejecución de Best en Estados Unidos, acelerar la estrategia de desinversión y optimizar el ciclo de capital de trabajo y el capex”, puntualizó Juan Esteban Calle.

 

Para más información puedes contactar a:

Piedad Monsalve, gerente de Comunicaciones | pmonsalve@argos.com.co 

Raquel Yepes, directora de Comunicaciones Externas | ryepess@argos.com.co 

 

Recuerda ingresar a la sala de prensa virtual: https://saladeprensa.argos.co/

Categorías
Categorías
Fecha
Etiquetas
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. 

 

  •  

    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.

 

  •  

    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.

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.