Magazine | BBR - March 2022

ATLAS COPCO

(Bolivia-Peru )

Supplying specialized machinery in the territory

TECHNISYS

Banking gets more efficient

HITACHI ENERGY

Achieving fossil-free power

EDITOR’S LETTER:

Review we feature Saint-Gobain PPC

other products for construction to the Andean country. Up north in Mexico, important partnerships created Gerdau Corsa, boasting the more than century long experience of the Brazilian steel emporium to perform successfully in

We also learned about the important support from Atlas Copco, supplying machinery in countries such as Bolivia and Peru. Hitachi Energy is many steps forward into this industry sector for what we traditionally knew as an electronics manufacturer. And we also learned from Technisys and the way it optimizes banking institutions’ performance.

Thanks for reading and sharing!

The Boston Business Review

rafael.tablado@thebostonbr.com

WHO WE ARE

Managing Director

Jassen Pintado

Creative Director

Omar Rodríguez

Editor in Chief

Rafael Tablado

Editor for Brasil

Flavia Brancato

Translations

María Murgui

Finance Director

Christina Nichole

Social Media Director

Maria Elena Gastelum

Content Coordinator

Alicia Barrantes

Project Directors

Ana Macfarland

David Alarcon

Giuseppe Modenesi

Lucy Verde

Marcelo Modenesi

Ghost kitchens

becoming the top choice for delivery meals

Inventiveness in restaurant operations is taking leaps forward through ghost kitchens, which experienced exponential growth during the global pandemic

Ghost kitchens (called “dark kitchens”, with slight variations in the business model) are not a pretentious hip occurrence, nor a new trend for Halloween promotions, but rather sprunged from the need of survival.

According to reports in recent years, this kitchen format emerged in the UK due to soaring prices in property rent, decreasing the restaurant business’ profitability, and as a consequence, driving young entrepreneurs and chefs to search for alternate low-rent spaces such as basements or small properties with just enough space to set a kitchen to prepare meals for delivery-only service, with no tables for customers at all. Conditions such as the COVID19 global pandemic have only boosted and reaffirmed this new concept, which is here to stay with or without a pandemic.

HIGH PROFITABILITY

The ghost kitchens’ proven success has taken this model worldwide. During the last year, ghost kitchens popped up in Argentina, Brazil, Colombia, Chile, Peru and other countries in Latin America. According to Euromonitor, the amount of ghost kitchens in countries such as China, India and the US has already reached four figures, and it’s been projected that by 2030 this business will generate US$1 trillion, globally.

In Spain, for example, the Cuyna company is renting industrial facilities in Madrid, furnishing these as hubs for kitchens of different sizes and capabilities, according to El País news.

ESTABLISHED BRANDS WANT IN, TOO

After being born in the underground -since basement rentals became a norm at the beginning-, ghost kitchens became such a successful

THERE ARE ESTABLISHED BRANDS APPROACHING THIS MODEL TO WIDEN THEIR COVERAGE OF DELIVERY AREAS IN AN INTELLIGENT WAY

and attractive business model that other brick and mortar brands have not only joined this trend to grow their reach, but also have made a survival resource out of it to earn part of the income they haven’t been able to generate due to pandemic shutdown restrictions for on-location meals. This is the case of the Chuck E. Cheese restaurant chain, regularly an experience-themed site for children birthday parties, with videogames and other attractions. The company was

already developing a way to reach the virtual brand delivery-only appfriendly market by creating Pasqually’s Pizza & Wings, offering more or less most of the same menu at their brick and mortar locations, aiming at the now grownups who used to enjoy the restaurants when they were kids; the venture’s opening began as the shutdown was ordered and seemed to fly under the radar before users on social media began noting a similar taste between Pasqually’s and

Chuck E. Cheese food and afterwards finding out the same phone numbers belonged to both brands’ location listings.

Chuck E. Cheese is not alone in the virtual brand development by established chains, as Applebee’s and Chili’s created Neighborhood Wings and Just Wings, respectively as their delivery-only alter-egos.

And there are also established brands approaching this model far from the strategy of creating a spinoff, virtual brand using the exact same infrastructure, but rather to widen their coverage of delivery areas in an intelligent, cost-reducing way, instead of investing the same amount of money they spend on locations open to the public. Such is the case for the Panama franchise of Krispy Kreme doughnut shops; besides operating in nine locations with a doughnut factory, seats and tables, the company just increased the

number of locations where deliveries depart from. “We rent discreet, smaller properties where only beverage machines have been deployed and fresh product is brought in twice a day; from these locations we cover delivery-only areas,” commented Eduardo Escobar, general manager of Krispy Kreme in Panama, about the brilliant strategy that earned this affiliate an award for innovation from the Krispy Kreme corporate headquarters, which immediately implemented this model globally.

WHAT ABOUT THE NEW BRANDS?

Even when taking a risk by creating virtual brands, experiences such as the one of Chuck E. Cheese with Pasqually and other established brands rely on the infrastructure previously set in each of their locations before setting them up for a delivery-only operation, using preexisting kitchen spaces and cooks which are already part of the operation costs.

But for those into the restaurant business for the first time, whose only way to make a profit is by engaging in a low-cost delivery-only ghost kitchen operation, there isn’t any infrastructure as the one pre-owned

by large restaurant chains. They must earn a reputation from consumers that never dined at their place because, to start with, it hasn’t been a place with seats and tables open to the public. In the beginning, their reach hardly benefits exclusively on word of mouth from people that have eaten there, as it has been traditionally with most

opening restaurants, but they must rely heavily and almost exclusively on social media and other user-generated content apps to appeal to potential customers in a demographic group for which ordering a meal from a mobile device is not an exception, but rather customary, thus depending on promotions, likes, shares, as well as

FOR THOSE INTO THE RESTAURANT BUSINESS WHOSE ONLY WAY TO PROFIT IS ENGAGING IN A GHOST KITCHEN OPERATION, THERE ISN’T ANY INFRASTRUCTURE AS THE ONE PREOWNED BY LARGE RESTAURANT CHAINS

photos and videos in which dishes must look impeccable and succulent to attract the kind of customers that may never ever experience their meals in site, but always by delivery.

APPS ARE IN FOR MORE THAN THEIR COMMISH

One of the most important links in the chain is also attracted to the ghost kitchen model: the delivery apps. Both Uber Eats and Rappi are partnering with ghost kitchens beyond the simple load and take delivery process, but also by taking part in property operation, creating spaces to rent for small or large kitchen operations as well as developing virtual brands operating from the same location and kitchen infrastructure.

CONSIDER THE POSSIBILITIES...

Opportunities for ghost kitchens are growing after originating in dire

conditions, depending upon third parties and being thrusted by a restrictive event as the shutdown derived from a global pandemic. If our post-pandemic, post-COVID19 or at least after-shutdown lives have embraced home office enough to stay, ghost kitchens’ acceptance certainly leads the way.

The variants this model will develop are going to be very interesting, no matter if it comes from a garage inside a house where young chefs still live with their parents, or from the new, industrial kitchen hubs attracting big-time investors. Maybe new meal delivery apps will be developed, demanding existing apps undergo some kind of transformation, and probably there will still be virtual restaurants under this model which still may consider their operation runs better off without partnering with any third parties.

ENGAGE

AND DELIGHT YOUR CUSTOMERS With Next-Gen Digital Banking from Technisys

Consumer buying behaviors, digital innovations and the current environment are disrupting business as usual and taking customer engagement to a whole new level. How can banks shift, react and thrive when the only constant is change? Financial institutions that can create and deliver tailored financial products and services dynamically - allowing customers to receive meaningful recommendations at point of need - have a clear competitive advantage.

Meet Cyberbank, the cloud-based, next-gen digital banking platform from Technisys. Cyberbank is specifically designed to elevate the customer experience by enabling financial institutions to deliver customized products in real-time, wherever and whenever the customer needs them. The result? Customers get what they need, when they need it. Every time.

A true digital transformation empowers banks to innovate and differentiate with novel products that engage and delight customers. But which products and services should banks offer first to ensure optimal results - especially when the variations of products and services can be infinite? The key lies in your data.

With Cyberbank, financial institutions have access to a foundational layer built on data, providing deep customer insights and how best to serve them with one-to-one personalized banking experiences.

Cyberbank is the gateway for banks

to provide “tailored banking” (i.e., custom financial products created and delivered in real time to every customer). In other words, point-ofinteraction solutions that are no longer exclusively offered through banks, but embedded directly into the consumer’s buying journey -- and provided by brands, vertical SaaS companies, and eTailers. Can you imagine the digital possibilities if financial institutions could offer variations of the same product in seconds and were delivered to the right customer at the right time? With Cyberbank Digital, banks and fintechs can.

On top of increasing customer engagement by delivering a delightful experiential layer, Cyberbank enables financial institutions to generate incremental revenue streams by providing tailored products through any point of interaction of the customer’s choice such as...

• A banking as a service offering to other fintechs.

• Embedded into another brand’s financial supply chain or into a customer’s buying process.

• A bank’s digital channel where variations of the same product offering can be successfully delivered through targeting and data analytics.

While Cyberbank Digital enables banks to create a digital ecosystem and build exceptional tailored banking

experiences for customers, Cyberbank Core makes it easy to add capabilities, define product behaviors and change the product structure quickly and easily by using business-oriented tools and a powerful, parameterbased Product Factory so financial institutions can accelerate the time for launching new products. This end-to-end digital backbone is called structural flexibility. A flexibility that is built on three pillars:

• Create ecosystems through dynamic APIs. To create a successful ecosystem banks need a modern API-centric architecture to define internal (closed) and external (open) API endpoints that allow banks to share (or not) the required information with authorized partners in the ecosystem.

• Cloud-based access to customer data. Gain a 360-degree view of each customer that banks will need to create more personalized customer experiences. And, gain access to advanced analytics that can help banks identify new markets and design new products to meet changing economic conditions. By becoming more agile, banks can accelerate speed to market and boost revenue growth.

• Accelerated digital framework. Digital accelerators allow reuse of components already developed

and implemented to serve millions of users, helping to speed up processes, reduce costs and cut the time required to develop and implement a digital strategy.

A best-in-class cloud-native platform, like Cyberbank, that is built entirely on the power of APIs, enables financial institutions to deploy and scale as the business dictateswhether to one, hundreds or millions of customers. Since the platform can deliver limitless digital possibilities, Cyberbank is ranked highest in Architecture and Digital Banking Foundation criteria in The Forrester Wave™: Digital Banking Processing Platforms (Retail Banking), Q3 2020 report.

For example, Technisys empowers financial institutions such as Grupo Petersen in Argentina to scale to two million customers. Cyberbank not only offers cross-support to all digital operations - both web and mobile versions - for the four banks

that comprise Grupo Petersen, but also supports the entire digital onboarding process. Cyberbank empowers Grupo Petersen to scale quickly across its four banks simultaneously with ready-to-use digital capabilities - all while respecting the location and regionalization of each bank.

That’s not all. To scale and offer the best digital banking customer journey, it is essential for financial institutions to connect with customers easily -- whenever and wherever your customers want or need. Cyberbank Konecta, Technisys´s conversational AI engine, makes it easier than ever for financial institutions and their customers to engage and get things done. Cyberbank Konecta uses leading-edge conversational AI technology combined with human understanding to deliver exceptional customer engagement. Its AI virtual assistant lets bank customers speak or text in their own words, creating an effortless customer experience from start to finish.

With Cyberbank Konecta, banks can:

• Deliver an omni-channel experience.

• Reduce customer support costs.

• Create and train AI virtual assistants to meet specific customer needs with an easy-to-use interface

• Deliver consistent and reliable customer assistance, 24/7.

• Learn from every customer interaction and refine customer engagements in real time.

Of course, every customer has different needs and goals. That’s why great digital banking customer service requires understanding and solving problems in the most efficient way possible. This is what Cyberbank solutions do. They redefine the customer experience in new and profound ways for more than 100 million bank customers in 16 countries (and counting)meeting the needs of consumers wherever they are, whenever they need to bank.

Hitachi Energy achieves fossil free electricity in own operations 100%

The global technology and market leader in power grids has achieved the first-step target in its Sustainability 2030 plan and steps up the pace towards carbon-neutral

Hitachi Energy , today announced that it has achieved the first-step target set out in its Sustainability 2030 plan – the use of 100% fossilfree electricity in its own operations1. The company is driving towards being carbon-neutral in its own operations by 2030 2, in line with its Purpose, ‘Advancing a sustainable energy future for all’.

“By achieving 100% fossil-free electricity in our own operations, we have reduced our CO2 equivalent emissions by over 50% compared to 2019,” says Claudio Facchin, CEO of Hitachi Energy. He continued,

“The Net Zero challenge is global and it’s about acting now, innovating and collaborating across countries, industries and societies. Together

Notes:

1. The contract for its South Korea operations (equivalent to 0.4% total electricity usage) is expected to be signed in March 2022 retrospectively through green tariffs.

2. Discover more about Hitachi Energy’s approach to Sustainability 2030 here

By achieving 100% fossil-free electricity in our own operations, we have reduced our CO2 equivalent emissions by over 50% compared to 2019

- Claudio Facchin, CEO at Hitachi Energy

with customers, partners, and all stakeholders, we are advancing the world’s energy system to be more sustainable, flexible and secure.”

The targeted 50% reduction achieved ahead of plan will amount to approximately 175 kilo tonnes of CO2e per year, equivalent to removing over 35,000 passenger cars off the road.

To achieve 100% fossil-free electricity in its own operations –and in support of the Hitachi Group’s carbon-neutrality goal3 – the company has pursued a number of pathways including supporting projects to generate its own fossil-free electricity, such as installing solar roof panels combined with e-meshTM digital solutions for distributed energy resources maximizing energy efficiency and minimizing CO2

emissions. In its Zhongshan factory in China, the company is generating nearly 20% of its total energy consumption from solar panels. In its first year of operation, the power

Notes:

IdentiQ™

Step into clarity

generated at the factory is expected to reach 1,510 megawatt hours (MWh), contributing to the reduction in annual carbon emissions by more than 1,000 tonnes.

To achieve 100% fossil-free electricity, Hitachi Energy has also

switched to green tariffs, bought Energy Attribute Certificates (EACs), and signed Power Purchase Agreements (PPAs) across its operations and facilities in 90 countries.

Looking ahead, Hitachi Energy is

continuing to invest in its journey towards carbon-neutrality by further increasing energy efficiency, as well as electrifying its own operations. In Ludvika, Sweden, the company is now using 100% renewable electricity generated from hydropower and from solar panels to support its operations. Ludvika, which is one of Hitachi Energy’s largest production facilities, has gone beyond tackling its electricity supply and is now close to removing the use of all fossil fuels from the whole of its operations. The company has a track record of implementing its own technologies in its operations to enable the integration of renewable energy. For example, in 2015 its South Africa operations installed a 750 kW rooftop photovoltaic plant and a 1 MVA/380 kWh battery-based PowerStoreTM for enhancing the use of renewables

and providing a continuous supply of power.

Through its Sustainability 2030 plan and targets, the company reinforces its commitment to accelerating actions driving business in a sustainable way. Based around four pillars – Planet, People, Peace, and Partnerships – the strategy draws from the UN’s Sustainable Development Goals (SDGs), with specific focus on the following eight: Good health and well-being, Quality education, Gender equality, Clean water and sanitation, Affordable and clean energy, Responsible consumption and production, Peace, justice and strong institutions; and Partnerships for the Goals. In line with these SDGs, each pillar has corresponding targets that drive the business to contribute social, environmental, and economic value.

ABOUT HITACHI ENERGY

Hitachi Energy is a global technology leader that is advancing a sustainable energy future for all. We serve customers in the utility, industry and infrastructure sectors with innovative solutions and services across the value chain. Together with customers and partners, we pioneer technologies and enable the digital transformation required to accelerate the energy transition towards a carbonneutral future. We are advancing the

world’s energy system to become more sustainable, flexible and secure whilst balancing social, environmental and economic value. Hitachi Energy has a proven track record and unparalleled installed base in more than 140 countries. Headquartered in Switzerland, we employ around 38,000 people in 90 countries and generate business volumes of approximately $10 billion USD.

OVERCOMING CHALLENGES

AND BUILDING A SUSTAINABLE FUTURE

Over a century of prestige and growth make of Gerdau one of the main suppliers of long steel products in the Americas. This strength, strategic partnerships and sustainable management have consolidated Gerdau Corsa in Mexico

Interviewee Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa

Creative Direction Omar Rodriguez

Gerdau’s history goes back to 1901 at the hands of German immigrants settled in Porto Alegre, in Southern Brazil. The nails factory started by Joao and Hugo Gerdau began its transformation in 1946, when Curt Johannpeter -Hugo’s son-in-law- took the reins of the company, thus spreading its business and operations.

The territorial growth began in the second half of the 20th century, and in 2007 the company arrived in Mexico.

ALLIANCES, ACQUISITIONS AND INVESTMENTS FOR SUCCESS IN MEXICO

The acquisitions and strategic partnerships have been a key factor for Gerdau’s consolidation in the Mexican market.

Upon its arrival in the country,

Gerdau purchased the totality of Siderúrgica Tultitlán (SIDERTUL steelmaker), which already had more than 50 years of experience in steel production.

A year later, Gerdau acquired 49% of the stocks of the Aceros Corsa company and its distributors’ network. After this strategic alliance, investments were planned to build the largest construction profiles plant in the country in Cuidad Sahagún, Hidalgo. These facilities started working in 2015, after a US$600M investment. Their set-up capacity is of a million tons of liquid steel and 700,000 tons of laminated products.

“We are supported by 120 years of experience in the steel industry, we are one of the main long steel products manufacturers in America and one of the leading special steel suppliers in the world”, added Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa.

“We are supported by 120 years-experience,

we are one of the main producers of long steel products in the world”

-

Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa

PROVED LEADERSHIP ALL OVER THE CONTINENT

Gomes graduated in Business Administration at the Federal University of Santa Maria (Brazil) and, afterwards, he earned an MBA with specialty in Finance at the Getulio Vargas Foundation, also in Brazil. He also took updating courses during his years spent in Peru. In 2020 he finished his studies in the High Management Perfection Program, at the IPADE (PanAmerican Institute for High Business Management, in Mexico). Also, Gomes took part in the Núcleo Preparatorio de Oficiales de la Reserva (Reserve Officer Preparatory Core), in the Brazilian Armed Forces. Regarding his work, Denis Gomes started his career in Coca-Cola, working in the Finance, Accounting, Marketing and Strategic Planning departments. During his time in this company he earned the certification as Chief Auditor of the Coca-Cola Quality System and took part as Quality National Award Examining Board Auditor in Brazil.

After joining the Gerdau Bank, hecompleted the Trainees Program and later he became an integral part at Siderperu, being appointed Leader of Finance and Relationships with Investors, with the aim of achieving the Company’s financing reorganization; during that period he took part in the Global Comptrollers Training Program, and he got achievements such as the implementation of the financing area into the Shared Services Center (SSC) in 2012, thus centralizing the financing operations of six countries in Latin America.

In 2015 he took over the SSC General Management, thus incorporating part of the United States operations, and in 2018 he was appointed Finance Manager at Gerdau Corsa, where his main challenge was to optimize the financing and capital organization for the expansion and growth of the Company in Mexico. In December, 2020, Denis took over as Director of Supply Chain, Metal, Logistics, Energy and S&OP (sales and planning).

GERDAU CORSA in Mexico

Three steel production and lamination plants

More than one million tons of liquid steel made a year

Seven scrap metal process and recollection units

Leadership in construction profiles production

RESOURCES TO FACE CHALLENGES

As well as for many other industries worldwide, matters such as logistics and the supply chain have meant a series of challenges for Gerdau Corsa since the COVID-19 pandemic broke out.

However, solutions to those problems through a digital mindset and the implementation of digital tools have allowed a quick and efficient performance. The use of Artificial Intelligence has been useful for the automatic and remote classification for the recollection and processing of metal raw materials. Also, the implementation of the Gerdau Tracking System (GTS) for the Logistics area allows accurate monitoring of deliveries to each client.

“The most prepared companies, and those which reacted in a quick and efficient way were the ones to transform the supply chain’s basic functions”, the executive declared.

“The most prepared companies, and those which reacted in a quick and efficient way were the ones to transform the supply chain’s basic functions”

-

Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa

EVOLUTION OF THE SUPPLY CHAIN

Gerdau’s Supply Chain consists of the following areas:

• Purchase and Processing of Metal Raw Materials

• Logistics

• Energy

• Co-products

• Supplies

• Sales and Planning (S&OP)

The latter is now in charge of managing and integrating the rest of the areas according to the market’s needs identified by the Business area, of the optimization of each of the resources with the aim of reaching maximum production capacity, as well

as guaranteeing the raw materials from a deep knowledge of the impact of the market’s prices and tendencies.

The main purpose of this integration is to deliver the products to each client timely and in due form, customizing the work each of them may require. For that purpose, the Company is supported by the development of Business Intelligence programs, which allow the identification of prices, tendencies, raw materials demand and other factors. Also, a Supply Chain Innovation Day has been created, an event which gathers the whole supply chain and invites sector-related startups, besides giving recognition to best practices and implementations.

Pioneers at Heart

NEXT LEVEL SERVICES NOW

Primetals Technologies Mexico located in Apodaca N.L. nearby the USA border, a services and products company part of the pioneer Primetals Technologies group, founded in 1994 focused on furnaces and recently for the past years giving specialized solutions for casters and mills.

Recently Primetals Technologies Mexico conditioned a third new workshop, some of the mention bellowed are part of the new equipment:

• CNC Table Type Horizontal Boring Mill 6”

• Gray CNC vertical mill 84”.

• Boring Mills, Vertical 56”.

• [2] Gantry machining centers.

• [2] Lathe 6T260L

• Lathe 5100LB

• Welder 2T

• Conventional Lathe

• Milling machine

• [3] Laser trackers and a measuring Arm.

• Handyscan latest version.

• Nickel plating station.

www.primetals.com contact@primtals.com

For further details please direct to:

• Alfredo Salazar (USA Account Manager) alfredo.salazar_cortes.ext@primetals.com

• Marco Rito (MX & SA Account Manager) marco.rito@primetals.com

• Luis Gamboa (VP & Sales Director) luisd.gamboa@primetals.com

BOOSTING SUPPLIERS

Gerdau Corsa has created alternatives to funding programs for its supply chain along with different banks. These mechanisms have the purpose of developing and strengthen suppliers who are considered Business Partners for the Company by easing their access to credit, besides contributing to economic recovery.

EFFORTS FOR A SUSTAINABLE FUTURE... AND FOR THE PRESENT

All of the production output from Gerdau Corsa is made from millions of tons of recycled materials, making Gerdau the largest recyclers in Latin America.

Among other related efforts, the processes developed by Gerdau have allowed the company to reduce its carbon footprint, considering that per each ton of steel produced in the world, 1.89 CO2 tons are emitted (global average quantity within the steel industry) whereas the Company has reduced its average down to 0.93 CO2

“We will continue working to update our industry and become a model to reach other 120 years and contribute to a more sustainable world”

- Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa

tones per each steel ton produced, besides assuming the commitment of reducing it to 0.83 CO2 tons until 2031.

Another remarkable effort was the sustainability agreement entered into with BBVA (Banco Bilbao Vizacaya Argentaria) for the import of strap metal with an investment of US$60 million, positively affecting with this transaction the SDGs (Sustainable Development Goals), thus making sure to stock the company up with recycled raw materials and promoting the reuse of solid materials, and at the same time

COMMITTED TO THE SERVICE

Specialists in rental of scrap metal handling equipment

contributing to Circular Economy.

“We are in continuous search for the improvement of environmental management which makes us become a leading company and a model within the industry”, Gomes explained.

GROWTH AND DIVERSIFICATION IN PERSPECTIVE

For the future, Gerdau Corsa foresees a growth in the country which will keep present challenges related to logistics and energy, which are subject to each country’s regulation and policies. There are plans for a markets diversification beyond the iron and steel industry. The Company is also working in contributing to a more equitable community through diversity and inclusion policies and working in social projects related to education, environment and health which will allow it to contribute in neighboring communities.

“We will continue working to update our industry and become a model to reach other 120 years and contribute to a better world”, concluded Denis Gomes, Director of Supply Chain, Metal and Energy for Gerdau Corsa.

Saint-Gobain states its firm conviction

TO IMPROVE EVERY PERUVIAN’S QUALITY OF LIFE AND TO TAKE CARE OF THE ENVIRONMENT

Produced by Jassen Pintado

Interviewee

Nicolás Pesaque, CEO for Saint-Gobain PPC Peru

Creative Direction

Omar Rodríguez

Saint-Gobain PPC is positioned in Peru, thrusted by its rapid growth to the leadership in the market for construction and finishings, besides taking a step forward toward sustainability in its operations and construction solutions, aligning this purpose through its value chain

Saint-Gobain has presence across 70 countries contributing to the construction sector. The company’s more than 350-year history began as a glass and mirror manufacturer for King Louis XIV, working in widely-known historical projects, such as the Palace of Versailles, in France. Besides its worldwide expansion, the company has also increased its specialized product portfolio for different tasks in construction and finishes.

Saint-Gobain Productos para la Construcción (Saint-Gobain PPC, “products for construction”)

arrived at Peru in 2013 through the launching of Weber mortars, which became a leading brand in 2019 after acquiring Pegamentos y Fraguas de Celima (Celima adhesives and forges).

In 2021, Saint-Gobain acquired Soluciones Constructivas Volcán, a company established in Peru since 2011, specialized in manufacturing and marketing of the drywall system. And in late 2021, the company finished its acquisition of Z Aditivos, thus thrusting its way into the chemicals for construction industry.

Saint-Gobain PPC covers all of Peru directly and through strategic partnerships as well.

“We want to become a reference within the construction sector supported by the experience we bring to the market through our innovative products and solutions, with a high service level and a sustainable operation,” commented

Nicolás Pesaque, CEO for Saint-Gobain PPC Peru.

MULTISECTORIAL CAREER

Nicolás Pesaque Roose leads the operation at Saint-Gobain PPC Peru. He earned a degree in Industrial Engineering at the Peruvian University of Applied Science, in Lima. Afterwards, Pesaque earned an MBA from the Macquarie Graduate School of Management, in Australia.

Pesaque’s career began in ASA Alimentos, a food production company commonly known for the “Negrita” brand. In ASA, Pesaque performed in the operations area. Afterwards, he joined Alicorp, becoming part of the company’s marketing team on an international level.

Pesaque entered the construction industry in 2016 as Business Manager for Soluciones Constructivas Volcán, taking over as General Manager for the

- Nicolás Pesaque, CEO for Saint-Gobain PPC Peru

company in 2018, and being named CEO for Saint-Gobain PPC Peru during early 2021.

RELEVANT STRENGTH IN DOMESTIC MANUFACTURING

The company supplies the construction and finishing works industry from five production facilities,

“WE

WANT TO BECOME THE GLOBAL LEADER

in light, sustainable construction”

strategically located in Arequipa, Lima and Trujillo.

Saint-Gobain PPC Peru’s business units are:

• Weber and Weber-Celima mortars

• Drywall products from the Volcán and Placo brands

• Chemical products for construction from Weber and Z Aditivos

Atlas Copco, proud to be Saint-Gobain PPC strategic partner in their compressed air projects

Our air compressors, gas generators and air treatment products, provide our strategic partners, like Saint-Gobain PPC, innovative, efficient and sustainable industrial solutions. Working with the largest service network in the region, we are ready to help you wherever and whenever you need us.

Atlas Copco, Home of Industrial Ideas.

www.atlascopco.com/es-pe/compressors

FACTORS FOR SUCCESS

To the more than three-century experience and network support implied in Saint-Gobain’s global operation, other factors are added, contributing to a successful run for Saint-Gobain PPC Peru:

• Excellence in customer service

• The experience shared with customers and users

• The base of knowledge open to serve the market

• Permanent innovation in every product, solution and service platform

• Sustainable operation regarding resources and the development of neighboring communities

CONTRIBUTING TO A BETTER HOME THROUGH GROW & IMPACT

The Grow & Impact plan, from SaintGobain, is a global strategy designed to bring growth to the company through a wide array of solutions and its operation model, boosted by its performance on the marketplace.

This way, Saint-Gobain remains a leader in every market by developing sustainable products, resulting in a wide reduction of the carbon footprint, hence a better use of resources, relying on materials able to contribute to building better homes and buildings, answering to the company’s purpose of “Making the World a Better Home”.

Saint-Gobain PPC Peru is focused in this program, sharing its premises

“IT’S OUR DUTY

TO ENCOURAGE DECARBONIZING IN PRODUCTION PROCESSES.

We

will be summoning every player in the sector to achieve this”

- Nicolás Pesaque, CEO for Saint-Gobain PPC Peru

“A SYMBOL OF OUR WORK IS TO BE ONE STEP AHEAD OF THE MARKET NEEDS”.

PSQ Argentina S.A. comprises different fields related to construction, painting and adhesives. It is worth highlighting the offer of waterproof and antifungal additives that help to preserve and extend lifecycles of buildings.

For further information, please contact us at: tecnica@psqargentina.com www.psqargentina.com

ARSIL® Sodium silicate powder

BIOCIBAC® Biocides and fungicides

GLUTABAC® Preservatives

STEAR-CA® Stearates

OLEO PLUS®

CHROMIUMSIX FREE Sodium oleates

throughout its supply chain, its own products and their life cycle.

“We want to become the global leader in light, sustainable construction, improving everyday life through high-performance solutions,” Pesaque added.

SUPPLY CHAIN: ALIGNED GOALS

One of Saint-Gobain PPC advantages is working in Peru with many of the company’s global suppliers, which means goals and principles are aligned toward the same purposes, including in factors beyond the marketplace, as it is with reducing any environmental impact.

“It’s our duty to encourage decarbonizing in production processes. We will be summoning every player in the sector to achieve this, working like an ecosystem is the only way to become successful in the

implementation of this goal,” the executive said.

FULFILLING DEVELOPMENT OF THE HUMAN ELEMENT

Company culture within SaintGobain PPC Peru is highlighted by its diversity and respect between the staff and inclusion. For key factors such as personnel development, three main subjects are considered:

• Strengthening an own management culture, supported on reliance, empowerment and collaboration.

• Obtaining tech skills able to increase agility in taking on innovation and its transference onto the market.

• Technical knowledge of every construction solution offered by the company.

THE FUTURE:

OPTIMIZING EVERY FRONT

The future ahead of Saint-Gobain PPC Peru is certainly shining, considering the company has every necessary element to deliver on set goals. As its main focus, the company is after an efficient integration of businesses recently acquired, and afterwards thrust these into a sales volume resulting from a new value proposition and a strong portfolio. The company also foresees upcoming acquisitions with the purpose to increase the number of categories covered by the current portfolio,

thus becoming aligned to the plan of increasing Saint-Gobain’s leadership in Latin America.

To achieve all of these goals, new technology is to be deployed, enabled to increase production capacity in an efficient and sustainable manner.

In other matters, from within the

company, Comunidad Saint-Gobain (Saint-Gobain community) is being created with the purpose of improving the personnel’s housing conditions, and afterwards extending this collaborative effort to communities surrounding the Saint-Gobain PPC Peru operations.

Because we are the FIRST, we are the BEST

Leading company in its field, dedicated to the construction of parts, packaging and wooden stretchers.

elsolsac@hotmail.com pym_deloriente@hotmail.com www.grupochacaltana.com.pe

Security and Quality in the Service

VL Servicios, a Peruvian company, dedicated to the transportation of personnel and heavy cargo. Our Mission, to be a strategic ally of our clients, we guarantee the safety and quality of our service, always adapting to their needs.

Contáctanos:

+51 943.227.962

www.tianpuchemical.com sales@tianpuchemical.com

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• Heat-shrinkable sheets

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• Bags • Packaging

• Laminates for the industry in general

• Flexographic printing up to 8 colours.

• Pouch and Doy Pack bags

Headquarters: (0051) 1-326-0663 (0051) 1-326-0664 (0051) 1-326-0665

Av. Mariscal Caceres N° 446 Urb. Valdiviezo Ate Lima, Perú www.bolsipol.com.pe

“WE SHARE ENDEAVORS AND ACCOMPLISHMENTS ALONG EVERY COUNTRY IN THE TERRITORY, the most important of which is to make sure every Peruvian has access to proper housing”

- Nicolás Pesaque, CEO for Saint-Gobain PPC Peru

“We share endeavors and accomplishments along every country in the territory, the most important of which is to make sure every Peruvian has access to proper housing,” concluded Nicolás Pesaque Roose, CEO for Saint-Gobain PPC Peru.

NUMBER OF EMPLOYEES: FOUNDED: CONTACT: 170,000+ (global) 1665, since 2013 in Peru

www.saint-gobain.com nicolas.pesaque@saint-gobain.com INDUSTRY: Construction

SUSTAINABLE INNOVATION FOR A

BETTER TOMORROW

At Atlas Copco, our mission is to achieve a sustainable, profitable growth, seeking to empower our customers and drive society towards a better tomorrow

Interviewee Julio Hernández, General Manager for the Compressor Technique Business Line at Atlas Copco Peru and Bolivia

Produced by Jassen Pintado

Art Direction Omar Rodríguez

Atlas Copco, worldwide group leader in compressed air, vacuum, energy, and industrial tool solutions, has operations in over 180 counties around the globe. Its customer center in Peru, that along with Bolivia are known as the Andean region, was the first office of the Group in Latin America and has been working in the development and execution of industrial projects since 1950. Julio Hernández, new General Manager for the Compressor Technique Business Line at Atlas Copco Peru and Bolivia, tells us more about the vision and development plans for the division in the region.

INDUSTRIAL DEVELOPMENT AND INNOVATION

During 2021, Atlas Copco experienced a growth in the demand of compressed air technologies for the

development of projects in different markets; from applications in new mining seams and expansions, to industrial installations for penumatic transport and wastewater treatment plants.

Aside from providing the latest in compressed air technological innovations, Atlas Copco advises its customers in the choice of the best solution from its wide equipment portfolio. “Our business is always focused on operational efficiency, sustainability and the responsible use of resources. Therefore, the correct choice of a compressor for an air installation is key for energy savings and the reduction of the carbon footprint at any operation” says Hernández. “We advise our customers about the difference between a 4-bar pressure blower, versus a 5 to 11 bar pressure compressor, and how with

Our business is always focused on operational efficiency, sustainability and the responsible use of resources

- Julio Hernández, General Manager for the Compressor Technique

Business Line at Atlas Copco Peru and Bolivia

the choice of the right equipment according to a particular application, they can get up to 50% of energy savings”. Usually, these low-pressure solutions are recommended due to its high efficiency and low energy consumption for wastewater treatment plants, flotation processes and pneumatic transport.

Atlas Copco always looks to

Hogar de las Ideas Industriales

provide added value to its customer during their project development process. The accompaniment during the implementation of such projects goes beyond the installation itself, focused on prevention and energy efficiency. “We have seen growth in the awareness about the importance of preventive maintenance, which

goes hand in hand with energy efficiency. Keeping a machine in peak operational performance turns into energy savings. To achieve this, we have intelligent central controllers that regulate the demands and fluctuations of compressed air machines connected to our network, thus increasing their efficiency”.

The industry 4.0 and connectivity tools are not foreign to the compressed air world. Due to the confinement situation caused by COVID-19, remote monitoring platforms have been key for Atlas Copco customers to anticipate their maintenance needs. “All of our compressors come with remote monitoring technology or can be easily connected to our worldwide network through SMARTLINK. This tool supports us with preventive

maintenance since it helps reduce possible failures that may cause production losses to our customers. Also, it allows us to be proactive towards any alert sign the machine may send, which goes straight to our customer and our specialists”.

“Industrial innovations, like our third-generation variable speed drive technology VSDs and SMARTLINK for remote monitoring of compressed air installations, allows our customers to maximize their investment and

“Our mission is to achieve a sustainable, profitable growth, seeking to empower our customers and drive society towards a better tomorrow”

- Julio Hernández, General Manager

for the Compressor Technique Business Line at Atlas Copco Peru and Bolivia

optimize the operational times at their installations in a responsible way with the environment”, says Julio.

COMMITMENT WITH THE SOCIETY AND THE ENVIRONMENT

Sustainability and innovation are key for the Atlas Copco Group. Its sustainability strategy is focused on providing its strategic partners with added value, not only through its products and services, but also through responsible actions with the

environment and society in general.

“At Atlas Copco, our mission is to achieve a sustainable, profitable growth, seeking to empower our customers and drive society towards a better tomorrow”, says Julio.

And so, the Atlas Copco Group in Peru and Bolivia contributes with sustainable development through corporate projects aligned with the United Nations Sustainable Development Goals, and its

commitment with science-based targets. Julio tells us more about one of their initiatives: “Water for All is a corporate global initiative that develops projects to provide access to drinkable water in places where is needed. This initiative was born from a project promoted by our own staff, to later be adopted by the Group and executed worldwide through strategic partners and Atlas Copco volunteers in every country”.

OUR VISION FOR THE REGION IN 2022

For Julio, this 2022 arrives with several growth and project development opportunities that will need Atlas Copco solutions. “We are in a highly dynamic market that has increased its demand for products and services that, aside from having a

differential value from other offers, are sustainable, efficient and can generate saving in the short, medium and long term”. This year, an organic growth in the business volume is expected for the division in the region, based on tailor-made solutions for the customer and intelligent connectivity tools for service proactivity.

“Solutions based in innovation and advanced technology will be key this 2022, and at Atlas Copco we are more than ready to take on these new challenges the market has for us. With nearly 150 years of experience in compressed air technologies worldwide, our machines have proved to be efficient and sustainable no matter the industrial project they operate in”.

www.atlascopco.com/es-pe

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

by

Jassen Pintado

Written

by

Mateo Rafael Tablado

Escobar,

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),

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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,

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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.

In the right place to obtain and export minerals

Produced by Jassen Pintado

Written by Mateo Rafael Tablado

Interviewee Víctor Flórez, Mining General Manager for Carbomas

Carbomas operates in strategic locations which facilitate the exportation of its coke mineral products, besides optimizing its production by investing on equipment and developing its workforce.

Carbomas’ business consists in the exploration, extraction and commercialization of minerals. Such activities are developed through its brands Carbomas and Metalmax.

The company was created by a business group formed in 2015 in the Department of North Santander, Colombia.

“As a business group, we are currently known as the largest producer of ultra-low phosphorus coke in Colombia”, pointed out Víctor Flórez Mejía, Carbomas Mining National Manager.

EXPERIENCED LEADERSHIP WITH KNOWLEDGE OF THE MINING SECTOR

Flórez graduated in Mining and

Metallurgy Engineering from the National University of Colombia, and afterwards he earned a Postgraduate Degree in Business Administration from the University of Santander (also in Colombia).

His experience in the mining sector has expanded on for more than 13 years, having worked in companies such as Cerro Matoso and Prodeco, moving up from operational positions to management before being hired by Carbomas in August 2020.

“During these years I have worked in production and strategic planning positions”. Flórez said.

WIDE EXPERIENCE THROUGH DIFFERENT OPERATIONS

Carbomas develops its operation in different departments in Colombia, producing mainly thermal coal, coking coal and copper concentrates:

• Department of Córdoba:

Carbomas has a thermal coal open pit mine, besides currently operating two thermal coal exploration projects, expecting to bring over 11,000 BTU (British Thermal Units) to the international coal market, with a sulfur concentration below 1%.

• Department of North Santander:

Three underground mining operations and four exploration projects. Coking coal is obtained out of the working operations, along with the extraction of ultra-low phosphorus coke, used in ferroalloys.

• Department of Cesar: Copper exploration projects in its exploration

stage, operations are expected to beguin in the Q4 2021 to export copper concentrate from the ports of Santa Marta (Department of Magdalena) and Barranquilla (Department of Atlantic).

• Department of La Guajira: Copper project recently assigned by the Colombian government. The deposit is in the La Jagua del Pilar Municipality and its exploration would take place in Q4 2021. This strategic reserve was given through the National Mining Agency for its exploration and exploitation, and was assigned by public tender.

“We were fortunate to be the first company benefited with the assignment of this block”, the executive said.

THE NECESSARY EQUIPMENT FOR WORKS TO BE PERFORMED

Exploration projects Carbomas is in charge of, which are several at a national level, have led the company to take the decision of acquiring both underground and surface drilling machinery, which could result in cost reduction of approximately 6% per drilled ft in these projects.

Carbomas relies on equipment such as scanners for underground mining, among its advanced technological solutions, which can give information about the tunnels with great accuracy for applications in topography processes, mining planning and geotechnics.

In managerial matters, the company is implementing an ERP system which will optimize its processes. This system, along with the acquisition of

We are the largest producer of ultra-low phosphorus coke in Colombia

- Víctor Flórez Mejía, National Mining Manager at Carbomas

exploration machinery equipped with the most advanced technology, will result a greater efficiency in cost.

“Nowadays, plenty of technological advances applied to mining have been developed, these allow us to be more cost-efficient and increase our productivity”, Flórez declared.

STRATEGIC SUPPLIERS AND PARTNERS

Carbomas’ strategic stockholders and partners are highly valued regarding their contribution to the company’s operations, and this same

importance is given to its suppliers, an integral and highly valued part of its productive chain.

Companies such as Boart Longyear, Caterpillar, Cino Mining, Dassault Systèmes and Komatsu, among others, provide Carbomas’ operations with value.

TOWARDS GREATER SECURITY AMONG THE HUMAN TEAM

Among traits shared by Carbomas’ workers, their energy, the fact of selfimposing high growing goals, as well as the evolution of a culture of security

surrounding its operations are based on mutual benefits, encouraged by the creation of self-sustainable development programs for these settlements.

Among the renowned efforts for this purpose are the alliances created along local governments with the purpose of promoting the growth of the communities where the company has got influence.

The main aspects in which Carbomas has become as an agent for change among these communities certainly stand out, besides giving value to the communities where the Carbomas’ workforce is currently towards a self-care culture in each of its collaborators, thus favoring a more secure and healthier working

It is really important for us to bring value to the communities where we work at

- Víctor Flórez Mejía, National Mining Manager at Carbomas

include agriculture, construction of access roads, education, and jobs generation.

“It is really important for us to bring value to the communities where we work at”, the manager stressed.

PORTFOLIO GROWTH TOWARDS THE FUTURE

Carbomas is setting highly important challenges, which are within reach.

Their vision in a few years’ time is to become the mining company with the largest quantity of mineral products in its portfolio in Colombia. Nowadays, the company makes a place for itself in the products obtained from lines of work such as coke, metallurgic coke, coking coal, thermal coal, copper concentrates and gold.