BBR | Magazine - June 2021 Edition

HEINEKEN GROUP

Profitability and sustainability across Brazil

DANONE (Mexico)

Boosting digitized logistics

KRISPY KREME (Panama)

Global standards with a local creative twist!

Chief Operating

WHO WE ARE

Managing Director

Jassen Pintado

Creative Director

Omar Rodríguez

Editor in Chief

Rafael Tablado

Finance Director

Christina Schoch

Social Media Director

Maria Elena Gastelum

Content Coordinator

Alicia Barrantes

Project Directors

Ana Macfarland

David Alarcon

Giuseppe Modenesi

Lucy Verde

Marcelo Modenesi

EDITOR’S LETTER:

June

2021

It’s almost halfway through the year to 2022, which means it’s summer in the Northern Hemisphere and after some restrictions have been lifted for travel and, actually, spending times outdoors, we feel it’s an ideal time to check out any property managed by TAFER Hotels & Resorts along Mexico’s top travel destinations.

Also, in places with nice, warm weather, Panama’s Krispy Kreme franchise is turning heads around with creative marketing and operational schemes, becoming global trend-setters

within the donut giant’s global operation.

In this issue we also learned about two very important logistic operations. One of them is in Danone Mexico’s supply chain, where digitization has been a major force not only in logistics, but also learning more about the company’s clients. And farther South in Brazil, Grupo Heineken is evolving toward sustainability and inclusion without letting the guard down in profitability.

Does your company have a story to share? Please let us know!

Mateo Rafael Tablado, Editor en jefe de The Boston Business Review

Email: rafael.tablado@thebostonbr.com

Ambition for excellence in accommodations

TOP 10

Billionaires in Latin America 06.

HOSPITALITY

1 Hotel Central Park

A warm atmosphere enclosed in the big city 30.

46.

FOOD

HEINEKEN Group

One of Brazil’s largest breweries

14. HOSPITALITY

Sasa Milojevic, Chief Operating Officer for TAFER Hotels & Resorts

62.

FOOD

Krispy Kreme

High standards and flexibility combine into success

82.

FOOD

Danone Mexico

Digitization-led logisticss

CONSTRUCTION

100.

Argos Honduras

Continental prestige for the development of construction in Honduras

TOP 10 BILLIONAIRES IN LATIN AMERICA

More than a year’s worth of a pandemic has obviously affected many business sectors not only health-wise, regarding the population, but also due to the restrictions set by government agencies everywhere on daily activities.

Forbes recently updated its global billionaire list and,

though there were familiar names and faces, it is noticeable that the pandemic brought unprecedented growth to some sectors, besides witnessing businessmen that have benefitted from engaging in projects with governments due to their infrastructure to carry out determined programs.

JUAN FRANCISCO BECKMANN VIDAL SAFRA FAMILY

The president of Grupo José Cuervo, the tequila giant that also distributes other liquors and two alcohol-free brands, is reported to be worth $7 billion. Beckmann is a 5th generation descendant of Don José Cuervo and owns 70% of the tequila company. It’s well known that Cuervo tequilas sell the most, worldwide, with over more than 5 million crates sold yearly.

Besides entering the top 10 for wealthy Latin Americans, Beckmann finds himself on number 369 among Billionaires, globally.

After the passing -in late 2020- of Joseph Safra, the prominent Brazilian banker, his heirs arrived at this top 10 through a $7.1 billion inheritance. The late Safra, originally from Lebanon, went to Brazil with his family at a very young age, where he engaged in banking and finance, taking his business also to Europe, North America and South America. The Safras are not the only Brazilians on this list.

08. 07.

ALBERTO BAILLÈRES GONZÁLEZ

Baillères is the president of Mexico’s Grupo Bal and also of Industrias Peñoles, the second largest mining company in Mexico. His venture into retail is the long-tenured El Palacio De Hierro department stores, besides being a stockholder at GNP Seguros (Grupo Nacional Provincial insurance co.) and FEMSA (beverage and retail corporation). Lists bullfighting among his hobbies, owning four ranches in Mexico and one in Spain where cattle for bullfighting is raised.

Forbes lists Baillères and his $9.2 billion fortune at 255, globally.

LUIS CARLOS SARMIENTO

A Colombian finds its way into the list with the inclusion of the president of the board for Grupo Aval, who also owns El Tiempo daily newspaper.

The richest man in Colombia controls banks in Colombia and other countries in Central America through Aval. In the Forbes ranking, he sits at #200 and his personal fortune sums $11 billion. Sarmiento is actively involved in the fight against cancer, having founded CTIC (Center for Cancer Treatment and Research).

06. 05. MARCEL HERRMANN TELLES

JORGE MOLL FILHO

This cardiologist engaged in hospital management from his first years of practice and a few years later created the Rede D’or São Luiz private hospital network, which trades in the stock market.

Moll’s fortune adds up to $11.3 billion at #194 in Forbes’ global list.

The highest-ranking Brazilian in the global list at #191 is a stockholder of Anheuser-Busch InBev along with fellow Brazilians Jorge Paulo Lemann and Carlos Alberto Sicupira, his partners at 3G Capital, besides partners with other citizenships.

Telles’ personal fortune adds up to $11.5 billion. The 3G Capital firm owns more than 71% of the Burger King fast-food chain, besides other businesses settled in Brazil, including a retail clothes store chain.

04. 03.

RICARDO SALINAS PLIEGO

This Mexican businessman has undoubtedly climbed positions in recent times. For decades, Grupo Salinas’ stronghold was furniture and appliances retail, and in the mid1990s business diversified to a twochannel nationwide TV network when it became privatized; the network currently also has stations in the US.

Years later, Grupo Salinas developed Banco Azteca, sharing locations with its appliances chain. Mexico’s current federal government -in office since 2018- decided to work with Banco Azteca’s reach and infrastructure as a channel for some social support programs.

Ricardo Salinas is #166 in Forbes’ global list with a personal fortune of $12.9 billion.

IRIS FONTBONA

The widow of the prominent Chilean businessman Andrónico Lukšić keeps running an accurate management of the wealthy inheritance received after her husband’s passing.

Her most important income source is the Antofagasta plc copper mining company, the Quiñenco S.A. corporation’s companies and her partnership with Banco de Chile.

Fontbona’s fortune rises up to $23.3 billion, placing her at #74 in Forbes’ global list.

02.

GERMÁN LARREA

MOTA VELASCO

Larrea is the CEO for Grupo México, a giant mining company with a strong gold and silver operation, besides being the fifth largest copper operation in the world. Grupo México extends beyond the country’s borders engaging in partnerships in South America and Europe. On the global scheme, Larrea finds himself at #61 with his $25.9 billion fortune.

CARLOS SLIM

Slim may move up or down in the global list, where he’s currently at #16, but in Latin America he’s still the king. América Móvil and Grupo

CARSO’s honcho keeps himself atop due to his business operations’ wide scope and reach, boosted by retail and restaurant chains that have been positioned since decades ago. His ventures in telecom have been boosted with the diminishing use of landlines, and in recent years he’s been active in partnerships with pro soccer through investments in more than one Mexican 1st Division teams, besides being a league sponsor and advertiser for a long time.

It’s widely known that after a year living through a global pandemic and with all of his investments in both mobile and landline phone services, his telecom companies have thrived more than ever. Mr. Slim’s fortune is currently estimated at $62.8 billion.

excellence for Ambition accommodations in

Properties managed by TAFER Hotel & Resorts take care of every detail, particularly aesthetics and excellent service, offering ideal options in the most attractive destinations in Mexico

Written

by

Mateo Rafael Tablado

Produced

by

Jassen Pintado

Interviewee Sasa Milojevic, Chief Operating Officer for TAFER Hotels & Resorts

he TAFER Hotels & Resorts

chain, shareholder of The Villa Group, operates seven mixeduse properties in Mexico for hospitality, residential use and vacation club, with presence in Cancun, Los Cabos and Puerto Vallarta.

Almost four decades of operations serving the tourism sector are the result of a group of professionals with experience in the hospitality industry who developed the best management process and strategies for these properties.

The properties operated by TAFER earned accolades such as the “Four Diamonds” and “Five Diamonds”, granted by the AAA (American Automobile Association); distinctions from the Preferred Hotels & Resorts online catalog (including in the L.V.X. category), the Conde Nast Johansen

awards (2015 and 2016), the “Traveler’s Choice 2020 and 2021” award, from Tripadvisor; Crown of Gold and Excellence, by the timeshare company RCI and among the best tourism centers in the U.S. News in 2021, among others.

“Our purpose is to create iconic hotels and vacation experiences that remain in our guests’ memories of a lifetime,” said Sasa Milojevic, Chief Operating Officer of TAFER Hotels & Resorts.

Experience in success stories

Milojevic earned a Master’s degree in Business Administration with specialization in Hospitality from the Braca Karic University, in Belgrade, Serbia.

He’s had successful experiences over 25 years in hotel chains such as Allegro, Buenaventura and Karisma (where he

reached the position of executive officer) mainly in Mexico, the Caribbean and other countries in Latin America, Europe, in addition to Southeast Asia.

Milojevic’s management of each company has been distinguished by conducting operations achieving excellence while supervising multiple locations, increasing revenue and guest satisfaction. He has also developed

strategies that have led multiple properties under his management to achieve recognition from specialized and globally famous entities.

Among the most important awards he has received individually, the Entrepreneur of the Year 2018 award, by the Latin American Quality Institute, stands out.

At TAFER Hotels & Resorts, the concept of QUALITY is more than just a strategy;

it is part of our philosophy and our vision

-

Sasa Milojevic, Chief Operating Officer for TAFER Hotels & Resorts

“At TAFER Hotels & Resorts, the concept of QUALITY is more than just a strategy; it is part of our philosophy and our vision”, explained the executive.

Properties in operation sharing a clear focus

The brands and properties that TAFER Hotel & Resorts currently manages in Mexico are:

• Garza Blanca: in Cancun, Los Cabos and Puerto Vallarta

• Hotel Mousai: in Puerto Vallarta

• Villa del Palmar: in Cancun

• Sierra Lago: in Mascota, Jalisco, two hours from Puerto Vallarta

• Sian Ka’an Village: in Quintana Roo

This list is intended to grow with upcoming tourism developments and goals such as optimizing customer

service aligned with marketing strategies to implement new technology in each business segment, both for the guest and for administrative and operational matters.

Resources and strategies

From a guest’s perspective, each of the properties operated by TAFER Hotels & Resorts display a complete concept of the brand across unique, captivating environments, capable of conveying - in common areas, restaurants and in the privacy of each room - the intention of all attributes, making any stay a pleasant one.

Beyond the appeal of finding out and experiencing what each of these properties have to offer, taking an operation like TAFER Hotels & Resorts to high standards in hospitality and keeping it at this point involves strategies such as a tactical and full

The flagship programs at each TAFER property allow guests to find impeccable appearance in every detail

distribution, trend marketing, a highly efficient operational management of luxury properties, innovative management of the Vacation and Residential Club, and the iconic design of new concepts. It also includes offering comprehensive travel agency services in each destination.

An outstanding aspect in management is the physical

maintenance of each property through CAPEX (investment in capital goods), preventive maintenance and the flagship programs “Perfect Room” and “Perfect Plate”, among others, which guarantee the quality and condition of the properties to always offer the best image and comfort, along a customized service that creates added value for the guests’ and partners’ experience.

Staff training is a priority to keep the same service and attention in all the chain’s hotels

Surpassing the pandemic

Regardless of the consequences of the global emergency caused by COVID19, TAFER Hotels & Resorts has always prioritized hygiene as a brand, adapting the best practices in the sector.

During 2020, the company was able to contain income loss, maintaining a positive EBITDA of 33% thanks to

timely decisions and diversification through the product mix.

Over 100 new protocols have been implemented to ensure and guarantee the well-being of guests and collaborators. Regarding properties, state-of-the-art technology was used to install new air purification systems, UV disinfectants, and digital solutions to avoid, as much as possible, contact

Updated Health and Sanitization Protocols at Tafer Hotels & Resorts

The pandemic has helped us reorganize our company; it has made us stronger and more efficient to face challenges

- Sasa Milojevic, Chief Operating Officer for TAFER Hotels & Resorts

-

Sasa Milojevic, Chief Operating Officer for TAFER Hotels & Resorts

with paper, also innovating with new rules for disinfection of bags, suitcases, room service and minibar, among others.

In terms of personnel, it has been possible to keep most of the employees on the payroll, aiming to keep providing the exceptional service earning recognition for TAFER Hotels & Resorts.

“Guests come to relax and escape the stresses of everyday life, reason why we have to provide them with peace of mind in terms of cleanliness and hygiene standards,” said Milojevic.

Skilled

staff in each property

Among the most important investments for TAFER Hotel & Resorts, staff training is noteworthy as is the approval and standardization of services and processes guaranteeing excellence in each property.

The Company’s employees have

access to development plans, continuous training, online university programs, English lessons (also for their families), access to the “Young People Building the Future” program (along with the Ministry of Labor and Social Welfare), counseling, access to yoga and meditation programs, shared experiences with managers for feedback, family events and competitive salaries, among other incentives that have reduced staff turnover.

Purposes and actions aligned with sustainability

At TAFER Hotels & Resorts, each operational and administrative department is aligned with the chain’s policies for reduction of environmental impact, respect for human rights and risk management, maintaining

Guests come to relax and escape the stresses of everyday life, reason why we have to provide them with peace of mind in terms of cleanliness and hygiene standards

- Sasa Milojevic, Chief Operating Officer for TAFER Hotels & Resorts

safe operations and conditions for staff and guests.

These efforts are combined with the United Nations Sustainable Development Goals.

An encouraging future and forecasted growth

The forecasts for TAFER Hotels & Resorts are encouraging: a reactivation

in tourism is expected for the second half of 2021, with additional improvement in 2022.

During these periods, the completion of the Garza Blanca Cancun hotel, with 453 suites is expected, as well as doubling the space at Hotel Mousai Puerto Vallarta with the opening of the South Tower to reach 145 suites; the opening of Villa La Valencia (Los

TAFER plans to continue growing in the main destinations: Los Cabos, Cancun and Puerto Vallarta

FOUNDED:

Cabos) with 308 suites is planned, and the construction of a luxury real estate project in the southern part of Puerto Vallarta will begin: Lemuria Residencies, designed to be an immersive wellness project, scheduled for 2023.

INDUSTRY:

www.taferresorts.com

On a large scale, forecasted growth is to more than double the current stock of rooms in five years, from 3,132 keys to almost 8,000 in important tourism destinations such as Los Cabos, Cancun and the Riviera Maya, Puerto Vallarta and the Riviera Nayarit.

“The pandemic has helped us reorganize our company and complete the standardization of operational and administrative procedures, it has made us stronger and more efficient to face the challenges of the present and the future, as well as any crisis situation,” concluded Sasa Milojevic, Chief Operating Officer of TAFER Hotels & Resorts.

A WARM ATMOSPHERE ENCLOSED inthebigcity

The uniqueness of one of the most iconic places in New York blends into 1 Hotel Central Park, providing a welcoming environment amidst skyscrapers and sidewalks Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Interviewee

Bernd Pichler, General Manager of 1 Hotel Central Park

New York is certainly one of the world’s top travel destinations, hosting visitors with different purposes, mainly business and leisure; when traveling with the latter in mind, the different areas in town host attractions for a variety of tastes, but few as iconic as Central Park, featured in films, TV, host to musical events and host also to New Yorkers and visitors who like this place to take a walk, exercise, to have some kind of contact with nature, or simply to lay down in the grass.

It is clear to see why Central Park became the second location and the first property in New York City for 1 Hotels -the SH Hotels and Resorts brand-, which opened in August 2015.

1 Hotel Central Park is located at the corner of 58th Street and Sixth Avenue, just a block south from Central Park, in an 18-story building, offering

229 guest rooms and suites. 1 Hotel Central Park is a 100% Carbon Neutral and LEED (Leadership in Energy and Environmental Design) certified property.

Barry Sternlicht, the 1 Hotel brand creator, knew this location had to capture the essence of Central Park and still blend with some downtown vibe to it.

“This hotel truly is nature-inspired and you feel that calmness throughout the entire building. There is no hotel like us in Manhattan,” declared Bernd Pichler, General Manager of 1 Hotel Central Park.

Pichler was born in Austria, where he completed his education in hospitality. His work for Langham Hotels took him to Toronto (Canada), London (UK) and Valencia (Spain), where he opened his own restaurant.

Afterwards, Pichler joined Fairmont

Hotels & Resorts, working in Abu Dhabi (UAE - United Arab Emirates) and different hotels across the USA.

Pichler also worked at the RitzCarlton Lake Tahoe before becoming part of the SH Hotels & Resort by joining 1 Hotel Brooklyn Bridge in early 2019. Pichler has combined work and continuing education having attended

This hotel truly is natureinspired and you feel that calmness throughout the entire building. There is no hotel like us in Manhattan

- Bernd Pichler, General Manager of 1 Hotel Central Park

college programs in Canada, Spain, and finally obtaining his Asset Management certification at Cornell University.

In Bernd Pichler being the general manager for its Central Park operation, 1 Hotels counts with a highly-skilled individual that shares company values such as a passion for nature, sustainability and a healthy lifestyle.

“Either I found SH or SH found me, but no day feels like work if you love what you do, and at 1 Hotel Central Park we do just that,” said the executive.

A NATURAL REFUGE IN THE MIDDLE OF MANHATTAN

Amidst all the concrete and the shadow of skyscrapers, 1 Hotel Central Park offers astounding surroundings

indoors and outdoors. Central Park is just a few steps away to bring that sense of being in the middle of nature with its unique scenery.

This same lush feel translates into the hotel, as its whole concept is inspired by its surroundings, welcoming guests with a three-story exterior living green wall, and furnished with reclaimed, repurposed and recycled materials such

as fallen twigs as ornament and wood from New York City water towers.

The “Field House” is a very complete fitness center, open 24 hours and it’s furnished with the best equipment for exercise and yoga, and counts with expert coaches and trainers for personal sessions.

Among other amenities, the hotel offers nature infused, flexible spaces

that are ideal for business meetings and social events, boasting floor to ceiling windows and views of Central Park.

Award winning Chef Johnathan Waxman brings his farm-to-fork cooking to Jams Restaurant and Bar. Executed by Executive Chef Ginger Pierce, these seasonal menus are offered through in-room dining and also as customized menus for meetings and events.

Nature accents are a presence in every accommodation

FOOD & BEVERAGE

Meals and refreshments available in 1 Hotel Central Park are not an afterthought, as the food and beverage programming is aligned with the brand’s principles about minimizing waste and plastic use.

Ingredients are sourced from local vendors, offering seasonal menus at Jams, the 100-seat restaurant and bar also from Waxman, showcasing market-fresh, organic ingredients. Once reopening after the pandemic shutdown, Jams is offering exciting new dishes and a patio on 6th Avenue.

Last October, 1 Hotel Central Park opened Jams Café, a new concept for guests and locals to enjoy. Executive Chef Ginger Pierce created a Jar Return Program, reducing waste en route to a reusable, zero waste carry out system with rewards for guests.

“It is important that we continue to evolve our footprint and celebrate ‘day life’ in the community and make sure

guests and our neighbors are aware and involved,” said Pichler.

THE OPPORTUNITY OF REOPENING

The shutdown caused by the COVID19 pandemic brought along terrible consequences in every line of business, and it especially affected the travel and lodging industry.

For 1 Hotels, taking care of its staff in each location is a priority. 1 Hotel Central Park was one of the first midtown hotels to reopen last fall, doing the best to bring back to work as many team members as possible. After weekend travel returned to the “Big Apple”, weekday lodging is also increasing, which means more team members are being called back to work at the hotel.

“Guests are consistently commenting on how warm and genuine our team members are: like-minded individuals, passionate about the same core values, sharing them with our guests and

SHARECARE HEALTH SECURITY VERIFIED® WITH FORBES TRAVEL GUIDE

Commitment to its personnel’s health and safety has taken 1 Hotel Central Park, as every other brand’s properties, to create the Director of Environmental Health & Safety role, in charge of the implementation and surveillance of new procedures and safety protocols.

“We are also looking forward to welcoming back our loyal and new guests that were not able to travel this past year,” added Pichler. among ourselves,” the general manager commented.

Additionally, SH Hotels & Resorts properties are among the first hotels in the world to become Sharecare Health Security VERIFIED® with Forbes Travel Guide, a comprehensive facility verification ensuring guests to book with confidence of places with the proper health and safety procedures.

No day feels like work if you love what you do and at 1 Hotel Central Park we do just that

-

Bernd Pichler, General Manager of 1 Hotel Central Park

1

THE DRIVE TOWARD SUSTAINABILITY

The 1 Hotel brand bases all design, construction and operation in five pillars: environmental impact, advocacy, education and engagement, health and wellbeing, and food and beverage responsibility. And in 2020, 1 Hotels directed efforts to increase sustainability and reduce energy consumption.

At 1 Hotel Central Park, an intelligent guest room energy management system with motion and infrared sensors was installed. This system allows HVAC systems to go into “set back” mode based on area occupancy.

This system is fully integrated into

the front desk property management system, allowing the HVAC system to go into an energy savings mode depending on the sold/unsold status of rooms.

Also, 1 Hotels just announced. MISSION by SH™: a cause-driven rewards program that allows guests to

offset the climate impact of their stay by donating their reward dollars toward carbon offset projects.

And besides the multiple options for public transportation New York City has to offer, 1 Hotel Central Park has an Audi e-tron electric vehicle available for guests to use within a 15-block radius.

We are constantly updating and improving our efforts to drive our mission of sustainability forward

- Bernd Pichler, General Manager of 1 Hotel Central Park

Locally-sourced seasonal products are the backbone of the hotel’s menus

We are focused on our positive comeback as business continues to come back to New York City

- Bernd Pichler, General Manager of 1 Hotel Central Park

“We are constantly updating and improving our efforts to drive our mission of sustainability forward,” said the executive.

COMING SOON...

The beauty of 1 Hotel Central Park is currently being upgraded, as the building’s top floor is to undergo a renovation that will include brand new rooms and suites with patios with unparalleled views of Central Park.

“We are focused on our positive comeback as business continues to come back to New York City,” concluded Bernd Pichler, General Manager of 1 Hotel Central Park.

ONE OF BRAZIL’S LARGEST BREWERIES

With solid plans to grow nationally, the HEINEKEN Group invests in manufacturing capacity, logistical excellence, digitization and sustainability

Operating in Brazil for over a decade, with more than 13,000 employees and 15 production units in the country, HEINEKEN Group is the second largest player in the Brazilian beer market. The company has units spread across 11 Brazilian states, including 12 breweries, two micro breweries and a concentrate unit for soft drinks. It recently announced an investment of more than $190.5 million to expand its breweries and an additional $343 million to build a new plant in the city of Pedro Leopoldo, in the state of Minas Gerais.

As part of its strategy for the future, the company has solid plans to continue growing in the premium and mainstream beer segments in Brazil, to ensure an increasingly profitable and sustainable business. According

to Daniel de Oliveira, Logistics Officer of the HEINEKEN Group, the recent redesign of the distribution agreement with the Coca-Cola System, in addition to digital transformation projects and sustainability goals, including the neutralization of carbon emissions, is part of the Company’s long-term vision for the country. “The new agreement with the Coca-Cola System will undoubtedly benefit our customers and consumers by launching even more quality products on the market. In logistics, we have set a goal to increase the presence of electric trucks in our national distribution fleet, contributing to our sustainability goals”, explained the executive. The purpose of the project called “Drop the C” is to reduce the environmental impact of the logistics chain and a gradual expansion expected until 2040.

The new agreement with the Coca-Cola System will undoubtedly benefit our customers and consumers by launching even more quality products on the market “ “

- Daniel de Oliveira, logistics Director of HEINEKEN Group in Brazil

LOGISTICS

As a member of the HEINEKEN Group for six years, Oliveira remembers the challenges when he was still on the integration team for the acquisition of the former Brasil Kirin. “The capillarity and strength of the old company’s distribution system has always caught my attention. The great challenge at that time was to unify the culture of both companies and, with that, to establish our focus”. In the Transport area, dedicated exclusively to Distribution Centers, different technologies are currently being used and tested. Oliveira, who is directly responsible for the team, says proudly: “This year our systems will be already learning which are the best routes, real waiting times and delivery for each customer,

among other data. This will guarantee continuous improvement through information technology systems”. Also according to the executive, by the end of 2021, the electric forklift fleet will be doubled in distribution centers.

The distribution area also is assisted by the global headquarters, which support different operations, providing technical subsidies while

devising major global strategies and establishing a benchmark between different regions that show similar distribution characteristics.

“A recent example of this was the creation of centers of excellence to address, for example, issues related to security in internal movement in warehouses on a global scale”, summarizes Oliveira.

SUPPLIER DEVELOPMENT PROGRAM

Aiming at developing suppliers and logistics partners for freight, one of the biggest highlights in recent years is the Carrier Excellence Program, which is part of the Primary Distribution division. In Secondary Distribution, Oliveira highlights the “Heineken Formula”, a program that establishes conditions of excellence for Logistics Operators, annually recognizing outstanding performances nationwide.

EVOLUTION

With the evolution based on three pillars: continuous improvement, development of processes and people, investment in security, people and programs have always been

priorities. The company implemented a major project with the purpose of developing its employees and identifying the most appropriate positions for each person, considering their skills, career goals and diversity aspects. In March of this year, the HEINEKEN Group announced the goal of reaching 50% of women in leadership positions by 2026,

which will also be reflected in the Logistics area. “We have organized six committees with the attendance of more than forty people from all regions of the country, from different seniorities and areas of expertise. I am sure that this program will boost the development and diversity of our logistics talents in the coming years”, said Oliveira.

Respect for people and the planet is our main value, since we believe that investing in the country goes beyond creating jobs and contributing to the economic activity “ “

- Daniel de Oliveira, logistics Director of HEINEKEN Group in Brazil

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Additionally, there’s also progress in the Digital department with the implementation of machine learning and artificial intelligence technologies to improve productivity and the quality of delivery to points of sale.

SOCIAL RESPONSIBILITY

The robust history of HEINEKEN Group’s social projects on several fronts includes partnerships with NGOs, startups and other companies aiming at promoting social wellbeing. In this regard, Oliveira stated: “Respect for people and the planet is our main value, since we believe that investing in the country goes beyond creating jobs and contributing to the economic activity.”

Since 2019, the company has maintained a partnership with Brazil Beer Institute (Instituto da Cerveja Brasil - ICB), with the purpose of democratizing knowledge of beer in

the country. “With the support of Leandro Sequelle, social educator and founder of Graja Beer, a craft brewery on the outskirts of São Paulo, we created the beer training program for residents of the periphery”, stated the executive. The main purpose of this project is to make knowledge of brewery a gateway to job opportunities in the sector. More than 30 classes in total will graduate by 2023 and 50% of the job openings should be filled with women from Brazilian peripheries.

“We have also sponsored an initiative focused on the circular economy, in partnership with Startup SO+MA and with the local government of the city of Salvador (state of Bahia)”, added the executive. SO+MA Vantagens was organized in 2020 and acts as a completely free incentive program in which registered people score according to the recyclable material they deliver, such as PET bottles, aluminum cans, plastic, iron, paper, cardboard, glass and used oil. Participants accumulate points that can be exchanged for various services, such as professional courses, medical examinations, basic food and hygiene products.

My main award is to be able to build great teams in this company and to be able to see them grow both personally and professionally “

- Daniel de Oliveira, logistics Director of HEINEKEN Group in Brazil

“

IMPACTS OF THE PANDEMIC

Last year, the HEINEKEN Group directed efforts on mitigating the impacts of the COVID-19 pandemic. The Company considered taking care of its personnel as a priority and therefore, implemented a series of support actions for employees and their families. These actions included the immediate work leave of people belonging to the risk group and access to a Health team available 24 hours a day.

To support society and business partners, several initiatives and unprecedented partnerships have emerged. For example, 16 thousand liters of alcohol originated from breweries were donated to Unilever and transformed into hand sanitizers to support the hygiene routine of families in socially vulnerable communities all over Brazil.

The “Brinde do Bem”(Gift of

Good) action also helped bars and restaurants across Brazil to face the enormous challenge posed by social distancing. In total, the initiative transferred more than $3 million to more than seven thousand bars. “Bars and restaurants are crucial for the Brazilian economy and for our Company. For this reason, we help our customers in all the countries in which we operate”, completes Oliveira.

The Company also donated $850,000, which was doubled by the National Social Development Bank (BNDES), totaling $1.7 million, for the opening of four oxygen plants in the country, in addition to donating equipment and IPE for 40 philanthropic hospitals in critical condition. “We allocated the sponsorship budget of Rock in Rio, which has been postponed, for this important action”, explains Oliveira.

Paying for supplies with Ticket Log is more practical, modern and secure.

Through the Minha Mobilidade app, payment for fuel is made by cell phone and does not require the use of a physical card. In addition to being practical, the Digital Payment reduces physical contact, bringing more security to everyone.

And for Heineken, paying digital is a criterion when it comes to fueling.

www.facchini.com.br

PROFESSIONAL CAREER

Graduated in Electrical Engineering from Universidade Estadual do Rio de Janeiro, Daniel de Oliveira admits that, since an early age, he knew that his career would be more focused on business than related to a purely technical or specialized vision of the college certificate.

Following this prediction, his education did not stop there. First, he got a post-graduate degree in Business Management from IBMEC (Brazilian

Institute of Capital Markets); then an MBA in Finance from INSPER (Institute of Education and Research); a continuing education course in Logistics and Supply Chain from MIT (Massachusetts Institute of Technology); as well as a course on Omnichannel and Trade Marketing at Fundação Getúlio Vargas. “And this year I am starting a new MBA in Digital Business at Universidade de São Paulo - USP”, added Oliveira.

Throughout this path, the Logistics Officer has carried a respected background, having worked for TV Globo, AB-Inbevwhere his knowledge and experience with logistics matured -, L’Oréal and, for the past six years, for the HEINEKEN Group.

“My main award is to be able to build great teams in this Company and to be able to see them grow both personally and professionally, in an inclusive and collaborative work environment, where everyone has the psychological security to express an opinion and positively contribute to our result”, concludes Oliveira.

FOUNDED:

www.heinekenbrasil.com.br

High standards and flexibility

combined into success

The Krispy Kreme franchise in Panama makes the most out of the global support from the company’s headquarters and brings its own creative twist, delivering astonishing results

Produced by

Jassen Pintado

Written

by

Mateo Rafael Tablado

Escobar,

General Manager of Krispy Kreme in Panama

The Krispy Kreme brand was created more than 80 years ago in North Carolina, with the original glazed donut as its cornerstone.

Throughout the years, the company’s expansion has led to presence in more than 35 countries.

The successful run for the Krispy Kreme franchise in Panama began with the opening of its first store in 2017, located in the Costa del Este exclusive residential area. Five years later, Krispy Kreme has nine stores in Panama City.

Before the first location opened its doors, the Bárcenas Group worked for two years in preparation to launch the brand after obtaining authorization on behalf of Krispy Kreme to operate the franchise in Panama.

The store’s opening attracted lines of 500 to 600 customers, eager to

purchase Krispy Kreme products. This earned Krispy Kreme Panama the Best Opening Worldwide award in 2017, on behalf of the company’s headquarters.

“This event thrusted us into the news for weeks after the opening,” commented Eduardo Escobar, General Manager of Krispy Kreme in Panama.

Creative, experienced leadership

Originally from El Salvador, Eduardo Escobar earned a Bachelor’s degree in Marketing from Dr. José Matías Delgado University, in his home country. Escobar also obtained an MBA from the Francisco de Vitoria University (Madrid, Spain). His body of work includes stints in industries such as real estate, advertising and for global brands such as Pizza Hut (in El Salvador and Guatemala), KFC (Guatemala) and for Krispy Kreme, in Panama.

- Eduardo Escobar, General Manager for Krispy Kreme in Panama

Besides the Best Opening Worldwide award in 2017 and a “Melonhead” for achievements in innovation -both from Krispy Kreme-, Escobar was selected by Central America’s “Estrategia y Negocios” magazine as one of the 100 leaders in marketing for this territory after introducing Krispy Kreme in Panama.

Standards and flexibility

Krispy Kreme is no different from other franchises in regards to keeping every single detail consistent with the brand’s concepts besides product quality.

But the brand’s flexibility allows blending with local culture to improve its positioning, allowing also

adaptations into local vernacular along other efforts contributing to reaching the brand’s target audience.

One of the brilliant strategies linking the brand with the city of Panama’s inhabitants was the activation campaign in which entire boxes filled with products derived from new hires’ training sessions were given away. This

took place in popular places in town, shopping centers, points of interest, plazas, busy streets and avenues.

A timely, transparent operation

The joy for Krispy Kreme products lies in its freshness, the bakery delivers new products twice a day (mornings and evenings),

Perfíl de Proveedor

Number of Employees: 12

Year Established: 2021

Industry: Logística y Distribución

Main Services:

Ser proveedor de toda la cadena de suministro de tu negocio (compras, importación, almacenaje, ventas y distribución). ¡Solo dedícate a vender!

Recent Projects: Incorporación a nuestro portafolio de clientes ser el operador logístico en Panamá de la franquicia internacional Krispy Kreme

President: Miguel Quintero

Email: mquintero@4mfoodsolutions.com

Most of the Krispy Kreme locations open to the public are also bakeries, and customers can take their children to witness the production process before buying just-baked products. Bakery stores display a “Hot Now” neon sign, letting customers know that doughnuts are just leaving the production line.

Dark kitchen, an award-winning strategy

Krispy Kreme’s headquarters also displayed its flexibility by allowing the Panama franchise to run its “dark kitchen”, a model which -with more or less variations, even in the concept’s name- has gained popularity in the industry. The Panamanian operation

developed hidden stores which increased coverage for delivery orders.

The strategy consisted in renting low-cost properties where finished products are delivered every day and set up to prepare beverages from the menu without being open to the public. These locations are intended for delivery-only purchases.

The dark kitchen strategy earned an award for innovation from the brand’s headquarters in early 2021.

Centralized supply for quality control

Consumables and materials for preparation of Krispy Kreme products are centralized in the company headquarters in North Carolina, ensuring the best available ingredients for each donut’s production. Global guaranteeing freshness to every customer.

orders are collected and sent on consolidated freight in high volumes.

The company deals directly with suppliers, which results in all ingredients being imported into Panama. Making these goods reach its final destination is a different matter.

“In this part is where local strategic partners rise to the occasion, as it happens with our raw material distributor. Our specialty is creating experiences, making donuts and selling them, theirs is logistics,” the executive explained.

Global support network

As well as global standards are carefully maintained as a brand, in the same way Krispy Kreme offers wide support in every area to its affiliates, be it training, marketing, operations, human resources and others, including location architecture, maintaining

the same quality in every market for product quality, brand identity and other matters.

Each department in every country can access the staff at the headquarters directly to deal with specific subjects in every area.

The data exchange is a key aspect, as the company shares specific KPIs monthly, with leading markets exchanging information to be applied in countries with room for improvement in certain aspects, adding to best practices. This way, information does not flow only between headquarters and global locations, but also among operations in each country.

“We are able to propose pilot programs, and if one of them works, then these are escalable at a global level; like the dark kitchens, a program we were authorized to test-run, it

The challenge for ourselves is to innovate, and reinvent ourselves continuously

- Eduardo Escobar, General Manager for Krispy Kreme in Panama

The dark kitchens worked, we earned an award, and now it’s going to be implemented worldwide

-

Eduardo Escobar, General Manager for Krispy Kreme in Panama

worked, we earned an award, and now it’s going to be implemented worldwide,” Escobar declared.

Surpassing the pandemic

Consequences from COVID19 were felt worldwide. Panama stands out for having enforced very strict measures, including a six-month quarantine when the pandemic just began.

Compliance with these measures implied a halt in operations until the government began to allow a gradual opening to essential activities. Krispy

Kreme Panama first reopened once a week, then twice a week, until the operation could run on a daily basis again.

Within the company, some movements contributed to discovering new skills within the hired staff, which shares a commitment to pull together through difficult times and has positively transformed some habits.

“The pandemic contributed to reinventing ourselves as a company, to reinvent processes, to reinvent our structure,” the executive added.

New hires with a purpose

Krispy Kreme’s support to its personnel in Panama is displayed with actions going farther than existing commitments by law. The company has gone the extra mile for employees that also deliver an extra effort. One of these examples came when not every employee qualified for government’s stimulus payment during

the pandemic, and the company stepped up to make sure the entire staff could take home that same amount of money.

But probably the most notable contribution Krispy Kreme provides to its staff is the future plans for new hires, considering mid- and longterm paths. The company plans the possibility of climbing to new

All ingredients are supplied from the brand’s headquarters, ensuring product quality worldwide

positions since prospect evaluation and hiring. This strategy has delivered valuable results not only in operational positions, but also for management roles, as there are team members who have reached mid-management positions after entering the company two levels below.

“The company has a focus on its staff, we know that the company’s

strength and heart lies within the people working for us,” Escobar commented.

Expansion and challenges

Beyond previously-set goals, the pandemic became a game-changer in every industry. In Panama’s case, Krispy Kreme’s strongest competitor, precisely in the doughnut specialty,

Aloha Table Service and Quick Service are easy to use

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e-mail: ventas@istech.com.pa

closed its operations countrywide, which does not necessarily translate into good news, since it was also a global brand. This drove Krispy Kreme Panama into setting a series of challenges in which its main reference is its own operation.

On one side, a 100% recovery plan was set for 2021, reaching the same production level. This goal is being achieved successfully. And the other goal is to keep expanding the business along Panama, going beyond the nine stores currently operating in the country’s capital.

The management’s vision is to keep evolving, coming up with better

Krispy Kreme creates development plans for new hires

The company has a focus on its staff, we know that the company’s strength and heart lies within the people working for us

- Eduardo

Escobar, General Manager for Krispy Kreme in Panama

FOUNDED: WEBPAGE: 1937 www.krispykremepanama.com (in the U.S.)

INDUSTRY: Food

ideas to remain in the market as a relevant, appealing brand, far from believing that less competition will turn them into the only option for consumers.

“The challenge for ourselves is to innovate and reinvent ourselves continuously,” concluded Eduardo Escobar, General Manager for Krispy Kreme in Panama.

Digitization-led logistics

Produced

by

Jassen Pintado

Interviewee

Carlos Caratachea, Supply Chain Director for Danone México

A complete operation willing to develop, obtain and make the most from the best available resources, enabled to get to know clients, ease their access to products and achieving their satisfaction while benefiting the company, its partners and suppliers

With more than a century since it first opened for business in Europe, Danone established a solid presence around the world in the dairy products and drinking water industries. The Danone group set foot in Mexico almost half a century ago and has strengthened its leadership through an important product portfolio, fulfilling the mission of bringing health through food and hydration to the most possible people. Also, Danone has established a solid reputation as a reliable household name as a result of the highest quality standards shared by its products,

contributing to consumers’ diet and nutrition.

Danone’s operation in Mexico ranks at 7th place worldwide, performing a key role in the company’s global business strategy.

SOLID NATIONWIDE OPERATIONS

The brands managed by Danone in Mexico are grouped into three business units:

• Essential Dairy Products (EDP) and plant-based products: Activia, Bene G, Danmix, Danone, Danonino, Danup, Danette, Dany, Oikos, Vitalínea, YoPro and Leche de Origen Danone (milk), all of these are dairy products, besides the Silk brand of coconut, oat, rice and soy beverages.

• Bonafont: One of Mexico’s beloved brands of quality drinking water, available in sizes from 20oz. to 340oz.

• Bonafont en Tu Casa (home delivery service): Bonafont water straight to Mexican households through recyclable and returnable bottles in 45oz. and 83oz. sizes.

Danone supplies nearly 300,000 clients involved in the retail industry, besides convenience store chains and supermarkets.

The company has 45 facilities nationwide. Danone’s almost 1,000 delivery routes serve approximately 50,000 clients every day.

Danone’s plant in Irapuato, Guanajuato is the group’s largest yoghurt plant in Latin America and in recent years has earned important accolades, such as the

2020 Sustainability Prize from the Transportation Innovation Week, for the first electric refrigerated truck prototype. In 2017 and 2019 the company was awarded the National Prize for Logistics. The first of these for using a natural gas-fueled delivery fleet and a strategy optimization in the Greater Mexico City area, and the second time for their control tower app.

During the last five years, Danone’s facilities have been reconditioned to guarantee service and supply for consumers nationwide.

“100% of these facilities were conditioned to support the company’s organic growth and innovation strategy,” said Carlos Caratachea, Supply Chain Director for Danone México.

PROVED EXPERIENCE IN EVERY DEPARTMENT

Caratachea, a biochemical engineer, graduated from ITESM (Monterrey

Institute of Technology and Higher Education) - Queretaro Campus. His wide experience in the food and beverage industry has taken Caratachea to leading companies such as Jumex, Jugos del Valle, Comedores Industriales, Coca-Cola FEMSA and Unilever, where he has performed in areas such as production planning, materials, demand, quality control, warehouse management (both for finished products and raw materials), systems and distribution, among others, obtaining knowledge about every link in the supply chain.

Caratachea arrived at Danone in 2005. Before being named Supply Chain Director in mid-2020, he was in charge of nationwide Distribution and Storage for five years, and from 2012 to 2016 he led the production plant at Irapuato to be the best plant during five straight years among 140 Danone plants worldwide.

Besides all the awards obtained in Danone, as well as the Total Productive Maintenance award, from the Japan Institute of Plant Maintenance for Unilever’s Tultitlan plant, in 2020 Caratachea became recipient to the Eminence in Logistics award, on behalf of the Soy Logístico association.

“I never accomplished any result by myself, I always did it with help from focused, disciplined teams, striving for ‘how should we’ ways to achieve results,” the executive declared.

TECH DRIVEN

One of the supply chain’s main traits at Danone Mexico is the willingness to explore, learn and include new technologies enabling them to ease tasks, save and improve results, thus leading to increase the value chain.

Danone’s investments in disruptive technologies, such as smartwatches, RFID and warehouse management

I’ve never accomplished any result by myself, I always

did it with help from focused, disciplined teams, striving to achieve results

Carlos Caratachea, Supply Chain Director for Danone México

systems have been useful for inventory management, orders and also for digital research resulting in the detection of new clients. For planning and consumer service tasks, Danone relies on RPA for data extraction and analytics.

“We’ve thrusted the use of technology to simplify tasks and improve our service and savings indexes,” Caratachea explained.

Digital technologies in vehicles and devices have made operations easier, providing delivery workers predetermined routes, designed according to each day, schedule and other conditions in their area, aligned with the control tower, which not only monitors delivery times, but also offers support in client geolocalization. The control tower allows making decisions to plan routes and delivery times according to possible traffic conditions

The “Proyecto Margarita”

such as temporary road restrictions, roads under construction or repairs and traffic accidents, among other critical events, in real time, protecting operational continuity.

Currently, the Danone fleet is working with new devices that not only share the vehicle’s location, but also its temperature and built-in photosensors detect cargo door openings involved

in possible unscheduled stops in the delivery route.

“We are evolving toward an understanding of what the market offers to create solutions which become sustainable,” the executive declared.

STRATEGIC PARTNERS AND SUPPLIER DEVELOPMENT

Creating synergies and establishing

collaboration programs is a key factor for Danone Mexico. The main goal of working hand in hand with large retail chains is finding solutions able to optimize supply while reducing costs. The company has strong relationships with Ferrero Rocher and Mars in logistics and product delivery.

“The most important aspect is the creation of mutually beneficial

solutions. There’s a willingness to explore new business opportunities,”

Caratachea commented.

On the other hand, there are suppliers evolving into levels of highly specialized collaboration. The company that first supplied a monitoring system for Danone’s trucks is currently in charge of Danone’s control tower. Freight trucks with two

decks and dedicated freights are a result of built trust after accomplished goals and the vision of economy of scale and volume sales. In fact, the refrigerated electric truck -which already earned a prize- was a Danonedriven collaboration between a truck manufacturer, a car body maker, the refrigeration system supplier and the financing entity. The company also shares close relationships with startups as a reference about different operation models.

A common trait about these and other suppliers and their relationship with Danone in Mexico is their vision to create high-value, appealing, sustainable and solid strategies.

“Danone stands out for venturing into investments with support and collaboration from local suppliers. They’ve helped us with their flexibility and willingness to take steps along with us, because the solutions we

propose bring business opportunities,” the executive explained.

GLOBAL SUPPORT FOR ONE OF THE BEST MARKETS

Being part of a global corporation like Danone implies aligning and following determined standards, as well as fulfilling its commitments to subjects such as the environment, health and sustainability.

On the other hand, this also means having multiple resources available which help every operation worldwide to share experiences and success stories to improve best practices.

Support from the global headquarters also includes digital resources such as the “Campus X” e-learning platform, which offers training sessions in different topics such as quality, R&D, production, supply chain and sales, among others.

Each country’s operation is subject

We’ve thrusted the use of technology to simplify tasks and improve our service and savings indexes

- Carlos Caratachea, Supply Chain Director for Danone México

Danone’s product portfolio is comprised of Essential Dairy Products, Danone en tu Casa bottled water delivery, and Bonafont bottled water

Danone’s commitment to sustainability is carried through every day actions based on its “OnePlanet. OneHealth.” vision

Danone stands out for venturing into investments with support and collaboration from local suppliers.

They’ve

helped us because we create business opportunities

- Ing. Carlos Caratachea, Director de Cadena de Suministro de Danone México

to reviews, detecting improvement areas and also to exchange resources which are not in use in a certain country.

“The support we have from the group is key to achieve our goals faster,” Caratachea declared.

CHANGES DERIVED FROM COVID

Consequences derived from the COVID global pandemic resulted in a flurry of new measures in businesses worldwide, and Danone Mexico was no exception.

Danone’s operation was transformed,

becoming a safe and healthy space for its staff by conditioning its facilities to comply with sanitary measures and preventive protocols, besides arranging new operation models supported on technology, such as virtual meetings, new digital platforms for communication and other resources alike.

These conditions also resulted in improvements in communication with clients and detecting a rising awareness in consumers about product sizes from the data generated during the quarantine period.

The product delivery department is furnished with the best digital resources, besides earning Danone an award for the electric refrigerated truck prototype

“COVID has led us into a more mature and complete operation, able to fulfill our clients’ and consumers’ expectations,” the executive explained.

CORPORATE SOCIAL RESPONSIBILITY: CONTRIBUTING TO GROWTH

Both in Mexico and on a worldwide level, Danone engages in active efforts to achieve its “OnePlanet. OneHealth” ambition, focused on the wellbeing of individuals and the planet.

In terms of sustainability, there’s been significant progress in efforts aimed at renewable energy, packaging, water, regenerative agriculture and carbon footprint reduction, among other matters, as it actually happens with the company’s vehicle fleet, two cargo decks in trucks and reducing the use of fossil fuels is focused on reducing the carbon footprint and other

emissions. Also, the plant in Irapuato runs on wind power.

Danone also runs important projects which have become a transforming force in its social environment, as it has been with the Margarita program, a sustainable strategy favoring milk supply by developing small producers who lacked the proper technical advice to increase and improve their production.

Currently, more than 500 Mexican producers from the state of Jalisco have become small entrepreneurs, or the Madre Tierra (Mother Earth) program, a regenerative and sustainable agriculture program offering a significant increase in productivity to small producer communities with strawberry crops in Maravatio, Michoacan.

Evolution

and increasing digitization as a process facilitator

Upcoming developments at Danone undoubtedly bring some kind of excitement amidst the evolution that the logistics and chain supply areas are capable of displaying. The pandemic brought along new entrepreneurs that must be serviced and supplied, for

whom different distribution models are being developed, according to context and conditions.

The arrival of the refrigerated vehicle becoming part of Danone’s distribution network for smaller clients is servicing a recently discovered sector which seems to grow. For Danone it is highly important to offer

variety in its portfolio with water and other products able to contribute to the transformation of Mexicans’ diet and for consumers aware of the products they use.

Undoubtedly, it is expected that Danone will continue adopting digital resources and directing efforts toward reducing any environmental impact.

“Driving green tech helps a lot, that’ll be here in upcoming years, more digitization producing data that enables us to serve what clients need and demand,” finalized Carlos Caratachea, Supply Chain Director for Danone Mexico.

FOUNDED: 1919 ( in France)

INDUSTRY: Dairy and plant products, drinking water

WEBPAGE: www.grupodanone.com.mx

CONTINENTAL PRESTIGE

for the development of construction in Honduras

Pintado

A commitment to the development of better products that contribute to the sustainability and well-being of its different types of clients is the Argos hallmark

Argos is a multinational company of Colombian origin engaged in cement, concrete and aggregates manufacturing.

Throughout 80 years, its presence has spread in 16 countries of the Americas. In addition to being the most important cement company in Colombia and its relevance for the whole region, Argos is the second largest concrete company and the fourth in cement in the United States.

The operation in Honduras has been competitive in the country for almost forty years, and it became a part of the

multinational Argos in 2013, through a purchase valued at about US$ 275 million. Argos Honduras generates more than 2,500 jobs, including direct and indirect jobs.

In addition to the corporate offices in Tegucigalpa, the capital city, the Argos Honduras operation is supported by a cement plant in Comayagua, mills in Río Blanquito (city of Choloma) and San Lorenzo, and distribution centers located in the latter and in San Pedro Sula.

“We continue to promote innovation by specializing and improving our portfolio to deliver extraordinary solutions,” said Luis Eduardo Tovar, CEO for Argos Honduras.

Tovar graduated in Business

¿Sabías

qué es Argos Honduras?

Administration and Management from the University of Lincoln, England. He holds a master’s degree in this field from Emory University (Atlanta, USA) and has taken different courses at different institutions, including one at Harvard University (Massachusetts, USA). His career at Argos dates back more than 15 years ago, where he has held managerial and strategic

positions. Tovar is a member of the Board of Directors of Camacol, an association that groups together companies and entities in the Colombian construction sector.

PARTICIPATION IN MOMENTOUS WORKS

In addition to the fact that the products manufactured and distributed by Argos Honduras are for

We continue to promote innovation by specializing and improving our portfolio to deliver extraordinary solutions to our clients

- Luis Eduardo Tovar, CEO for Argos Honduras

all types of works, such as residential property construction and renovation, noteworthy are the major projects that link the company with the creation of infrastructure and, therefore, with the country’s development.

Argos took part in the construction of the CA-5 Highway, the Second Peripheral Ring of San Pedro Sula, the Southern Highway, the Palmerola International Airport and the new building of the Central Bank of Honduras, among other projects.

“We have left our mark on Honduras’ development by taking part in relevant infrastructure projects. We create value and contribute to the country’s dynamic economy and development”, said the executive.

PRODUCT VARIETY

Argos Honduras’ product offer is characterized by its variety, considering different purposes

according to the project:

• General purpose cement

• White cement

• Structural cement

• Cement for use in precast work

• Type I cement

Noteworthy is the introduction, in the Honduran market, of ECO Multipurpose Cement, Argos’ pride, since it is environmentally friendly and contributes to a sustainable construction model. This gray hydraulic cement provides durability, high water retention and has good workability in mixtures.

- The ECO Multipurpose production process uses renewable energy in the solar farm of Piedras Azules Plant, reducing CO 2 emissions by up to 40% as compared to other products.

Supplier Profile

Number of Employees: Schenck Process LLC has 722 employees

Year Established: Schenck Process LLC was founded in 2014

Industry: Cement, gypsum, mining, chemicals, power generation, food, grain and agricultura, pet food, pharmaceuticals, plastics, rail, aggregate, Steel and non-ferrous metals

Main Services:

Weighing, feeding, screening, conveying, pulverizing, classification, thermal processing, automation and dust collection

Recent Proyects: Coal Feeding Modernization. Calcined Clays and Cement Blending.

President: Jay Brown

Webpage: www.schenckprocess.com/us

QUALITIES OF STRATEGIC PARTNERS AND ASSOCIATES

When establishing relationships with its suppliers, Argos Honduras seeks their contribution to the company in topics such as efficiency, productivity, service and innovation. The company encourages the development of these strategic partners and promotes good practices in their interactions.

“We seek to grow hand in hand with our suppliers. Our management seeks to build and strengthen relationships of trust”, stated Tovar.

RESEARCH AND DEVELOPMENT

The constant search for unique solutions and specialization in the product portfolio led Argos to create, a long time ago, a Research and Development area and a concrete laboratory, where new ideas are developed and tested using state-

of-the-art technology and personnel trained for these tasks, working with the international standards of the ASTM (American Society for Testing and Materials).

“We understand innovation, and within it Research and Development as the basis for our contribution to wellbeing, the core of the sustainability of our business and a catalyst for competitive strategy”, stated the CEO.

ONLINE PRESENCE: CONSTRUYAMOS

JUNTOS (LET’S BUILD TOGETHER) AND ARGOS ONE

When Argos Honduras established online platforms to optimize contacts with its clients, the company achieved goals such as the automation of processes, the development of artificial intelligence models and improvement of the general experience of its users by converting

them into clients.

Argos ONE is a digital solution where the client can place cement orders and transactions easily, quickly and safely. The platform permits to check the order status, make payments and schedule product outputs. Currently, more than 40% of the cement orders are placed with the company through Argos ONE.

The Construyamos Juntos portal was launched in 2020 as a link between hardware stores, end

consumers, builders, and foremen. It helps to find hardware stores close to the user and their contact details, to budget the necessary material for their work and to share new ideas for construction and remodeling projects as in a blog.

“Providing updated information to our clients is generating awareness to make better-built works, and technology has enabled us to stay closer to them,” said Tovar.

THE SUPPORT OF A CONTINENTAL NETWORK

One of the advantages of being a multinational company operating in 16 countries and territories is also a support network in which success stories and good practices are shared.

Cementos Argos has transversal excellence networks in areas such as Marketing, Logistics & Sustainability, among others, capable of generating synergy.

In the case of Argos Honduras, the contribution it provides to other countries and regions on topics like good practices in industrial safety, occupational health, waste coprocessing and solar energy, among others, stands out.

“We have the support, positioning and reputation of a brand recognized in the continent,” said the executive.

HUMAN RESOURCES: SHARED VALUES AND PRACTICES

Argo’s work environment is characterized by inclusion, respect for diversity, right to free association, and the full development of people. All of this contributes to a sense of belonging, purpose and commitment to the organization.

- As an extension of these and other practices, the Yo Prometo (I Promise) industrial security program, developed by the company, is also shared with suppliers. Yo Prometo promotes the prevention of occupational accidents and a culture of care.

“We are working to consolidate a team capable of embracing change as an opportunity and creating shared value in collaborative environments,” said Tovar.

SUSTAINABILITY AND VALUE CONTRIBUTION TO THE COMMUNITY

Argos’ efforts in the sustainability field have resulted in important recognition, such as being included

We have been supplying the Latin American, and the United States markets for 45 years with packaging solutions for the food industry, dishwashing paste, electronics, medical and logistics. We have been strategic partners of the Argos Corporation for 11 years with our Slips Sheets, generating significant savings in their production processes.

www.plasticos-modernos.com

info@plasticos-modernos.com

506

among the most sustainable cement companies in the world, according to the Dow Jones Global Sustainability Index; it has also been awarded the silver medal in the S&P Global Sustainability Yearbook; the FTSE4Good recognition from FTSE Russells; and, in Honduras, it has recently been recognized, for the second year in a row, as a Socially Responsible Company by FUNDAHRSE (Honduran Foundation for Corporate Social Responsibility), among other accolades.

Argos Honduras Foundation has collaborated for seven years with different development programs in various communities. And in 2020, the company invested US$328,413 in these initiatives, of which it directly contributed US$195,010 and raised US$133,403 from third parties, generating benefits for more than 23,000 people.

Supplier Profile

Number of Employees:

President: Jack Liberman Ginsburg

CEO: Gary Liberman Lifshitz

Webpage: www.plasticos-modernos.com

In 2020, Argos Honduras’ community work provided support to the population during the COVID-19 pandemic and after the damage caused by hurricanes ETA and IOTA.

The Pisos Saludables (Healthy Floors) program has been carried out since 2014, replacing dirt floors with concrete. This initiative has already benefited almost 1,900 families and improved the lives of nearly 10,000 people with the construction of more than 60,000m2 of surfaces.

In terms of renewable energy, also in 2020, the company started the operation of the first solar farm in the cement industry in Honduras, in collaboration with Celsia - another Argos Group company. This was a giant step in terms of sustainability: the photovoltaic power plant is made up of 32,160 solar panels with a maximum capacity of 10.6 MW. Its power can provide up to 20% of the electricity consumption demand of the cement plant in Comayagua.

We provide solutions to pack your reason for being

We contribute to the value chain of our clients, guaranteeing the supply with the agreed quality and service conditions; providing industrial packaging that facilitate the processes of packaging, distribution, storage, marketing and image of its products.

www.sacosdelatlantico.com

info@sacosdelatlantico.com

(+502) 7929-0000

- Luis Eduardo Tovar, director general de Argos Honduras

THE FUTURE

Argos Honduras assumes its role in Honduras’ progress and is committed to contributing to the economic recovery of the country with construction of strategic projects, and to generating social value in different interest groups.

The company has the material and human resources to create an increasingly specialized portfolio to get the clients’ preference.

Supplier

Number of Employees: 93

Year Established:

July, 2004

Industry:

Multi-ply paper packaging, for the different segments: Construction, Animal feed, Powder Milk, Seeds, Chemicals, etc

Main Services:

We provide industrial packaging that facilitate the processes of packaging, distribution, storage, marketing, and image of our clients’ products

Recent Projects:

Design and Development of the paper sack for the Rio Blanquito Plan, Argos Honduras

This project was carried out in conjunction with Argos, from the planning, the objectives, and the scope, expected of the bag, the conditions that should be met, considering the operation, packaging equipment and performance objectives that were expected to be achieved in this new operation. The result was a tailormade bag with optimal performance. We currently supply sacks for both operations in Honduras.

General Manager: Mauricio Castillo

Webpage: www.sacosdelatlantico.com

“We will continue to contribute to making the dreams of housing and better infrastructure come true, and to improve the quality of life of millions of people,” concluded Luis Tovar, CEO for Argos Honduras.