Community Engagement

Value Chain Boundaries

Impacts of this topic reach Argos’ procurement processes and the supply chain.Supliers
Impacts of this topic are evaluated throughout all Argos operations.Argos
Impacts of this topic reach our industrial and/or retail clients.Clients
Impacts of this topic reach our communities, authorities and other individuals of the society.Society

Our management approach

Added value to the company

Our community engagement not only enables Argos to obtain a license to operate; it also provides a legitimacy framework while contributing to reducing, mitigating, preventing, and compensating community-related risks.

Added value to society

As corporate citizens and members of local communities, we are committed to being a good neighbor by taking responsibility for our impacts and contributing to local development through the design or participation in projects that seek to improve the living conditions of the places where we operate. At Argos we work in order to build dreams that generate development and transform lives. The value to society derived from our community investment projects on infrastructure, low-income housing and education for 2016 was estimated at USD 24.3 million in our Value Added Statement – VAS.

103-2 Initiatives, commitments, and policies


Cement Sustainability Initiative

Sustainability Policy

UN Global Compact and business for Peace

Human Rights Policy

AA 1000 Standard

103-2 Governance


Sustainability and Corporate Governance Committee

VP Sustainability
Corporate Community Engagement Director
Regional Sustainability Managers and Directors

2016 performance

  • We continued improving engagement with our stakeholders through a manual that seeks to reduce subjectivity in the identification, scoring, and management of stakeholders under three variables: dependence, influence, and perception.
  • We designed and launched the corporate volunteer program, focusing on local specificities involving all the employees in order to improve their personal and professional competences while addressing social challenges.
  • For the Colombia Region, we established relations with the renewed government bodies that should allow us to strengthen alliances and establish public-private partnerships to create more shared value.
  • For the USA Region we prioritized operations in terms of neighboring community presence in order to generate more efficient engagement plans and concentrate efforts on the most relevant operations.
  • For the Caribbean and Central America Region, we started the implementation of the community complaints system, which became another mechanism to be closer to our communities and respond more effectively to their expectations or inquiries.

Upcoming challenges

  • To maintain the legitimacy of the company among our communities while preventing potential risks through a proactive, not reactive, approach based on periodic, open dialogue.
  • To continue adapting programs in communities to generate capabilities that will allow them to be less dependent on our operations in the event we relocate facilities.

We designed a methodology to measure the Socio-economic footprint that will allow us to assess the effects of our operations on neighboring communities.

Construction of El Carmelo rural education center, Antioquia, Colombia

A-COM1 Social Investment

Education/quality
23,748
beneficiaries
COP 3,297 million
USD 1.1 million
Education/infrastructure
13,029
beneficiaries
COP 5,286 million
USD 1.7 million
Social capital
27,938
beneficiaries
COP 3,665 million
USD 1.2 million
Social and cultural strengthening
51,075
beneficiaries
COP 2,857 million
USD 0.9 million
Community infrastructure
22,974
beneficiaries
COP 9,810 million
USD 3.2 million
Sponsorships
16,556
beneficiaries
COP 9,397 million
USD 3.1 million
Production projects
5,038
beneficiaries
COP 966 million
USD 0.3 million
Housing
189,789
beneficiaries
COP 23,066 million
USD 7.6 million
Others
26,848
beneficiaries
COP 3,438 million
USD 1.1 million
Total
22,974
beneficiaries
COP 61,787 million
USD 20.5 million
2016
Regional investment
COP million
USDmillion
Colombia
56,056
56,056
CCA
5,496
1.8
USA
234
0.07
Total
61,787
20.6

2016 Goal tracking
···
· We standardized the community management processes in each country where we operate in accordance with operational structures.
· We enhanced management processes in the USA Region with actions that bolstered our relationships with the community and mitigated our risks and impacts.
· We implemented a socio-economic footprint index to measure our impact on the communities with whom we have direct or indirect relationships.
· We strengthened our public and private partnerships.
· We standardized our methodology to process complaints in our three regions.
2017 Goals
  • We will structure the initiatives in order to have better mechanisms to measure the performance and effect of the programs on society ensuring transparency and better implementation.
  • We will structure a baseline for our volunteers program that will allow us to grow and generate greater effects on communities.

2025:

  • We will establish a formal committee to address continuous dialogue on an open basis for all operations with neighboring communities.

 

Case Study

Corporate Volunteering Program