Groundbreaking foodservice operation in Central America
Issue #31 | www.thebostonbr.com
GEMSO Diversification beyond borders and boundaries
PROALMEX
Exclusive interview with: Hermann Varon, CEO of LATAM Norte for Saint-Gobain PAM
Flavor for export
CORPORACIÓN AG A resilient supply chain made to overcome challenges
BANCO ADEMI Making banking possible for Dominicans
LEADERSHIP I N WAT E R P I P E L I N E S
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Editor’s letter Issue #31
This new issue covers enterprises that
Empresarial Sonorense. The latter operates
came to this side of the Atlantic Ocean to
diverse business units, including real
pursue continual success, as well as others estate developments in the Northwest of that have transcended domestic notoriety
Mexico, car dealerships, financial services
to also be found abroad.
and, as mentioned, food and agricultural.
Saint-Gobain PAM found its way into
Supply chains have been one of the
the Ecuadorian pipelines over a century
most notably areas of different industries
ago, and is currently present along the
that still suffer from the pandemic’s
waterworks of most major cities in the
consequences; nevertheless, Corporación
continent. In Central America, the Belca
AG, in Guatemala, has displayed it’s supply
operation became, practically, the first
chain i is -no pun intended- made of steel,
foodservice brand in the region, created
making the most of every resource in order
in Costa Rica to become a success in
to keep fulfilling orders in all of Central
Guatemala and currently replicating this
America.
same feat in El Salvador.
Last, but not least is Banco ADEMI,
Mexico keeps showing it has a lot to
undergoing a Digital Transformation to
export; from flavored drinks produced
keep its mission of bringing financial
in the Yucatán Peninsula, by Proalmex,
services to every Dominican.
to the berries, tomatoes and one of the
Thanks for reading and sharing The Boston
top brands in wheat flour from Grupo
Business Review!
Mateo Rafael Tablado, Editor in chief for The Boston Business Review Email: rafael.tablado@thebostonbr.com
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WHO WE ARE Managing Director
Finance Director
Jassen Pintado
Christina Nichole
Creative Director
Social Media Director
Omar Rodríguez
Maria Elena Gastelum
Editor in Chief
Content Coordinator
Rafael Tablado
Alicia Barrantes
Editor for Brasil
Project Directors
Flavia Brancato
Ana Macfarland David Alarcon
Translations
Giuseppe Modenesi
María Murgui
Lucy Verde Marcelo Modenesi
Table of Contents
Exclusive interview with: Hermann Varon, CEO of LATAM Norte for SaintGobain PAM
44. 58.
08. 20. 70. 32.
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Innovation durability, & guarantees flowing accordingly Produced by Jassen Pintado Written by Mateo Rafael Tablado Translation by María Murgui Creative Direction Omar Rodríguez Interviewee Hermann Varon, CEO of LATAM Norte for Saint-Gobain PAM
Construction
Continuous and dedicated Research and Development, aligned with the principle of placing clients at the center of operations, have led SaintGobain PAM LATAM Norte to the leadership in water pipelines and other industries
S
aint-Gobain PAM is a French company established in 1856 dedicated to pipe production. Evolution has undoubtedly been one of its constants, reflected in both material development and techniques
to achieve increasingly better functionality. In the 1970s, PAM joined forces with SaintGobain, a French company dating back to the 18th century, created under orders of HM Louis XIV. This merger gave rise to various specialized activities, leading to the current Saint-Gobain group, with an international presence on all five continents. Since its foundation, Saint-Gobain PAM has been dedicated to the conception, design, manufacture, and marketing of ductile iron products for water supply, sewerage, irrigation, and industry.
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Saint- Gobain PAM
The company’s foray into Latin
(Escuela Colombiana de Ingeniería
America began with the arrival of the
Julio Garavito), specializing in
first pipes at the port of Guayaquil
Environmental Sanitation at the
(Ecuador) in the 1920s, establishing
same institution. He also completed
a significant presence on the continent
a specialization in Commercial
by supplying pipes, accessories,
Management at the University of
and PAM valves to its major cities’
La Sabana, (also in Colombia). His
water networks.
tenure at Saint-Gobain PAM dates
Saint-Gobain PAM owns production
back more than 15 years, during
plants in Europe, Asia, and Latin
which he has held different positions
America, with its two plants in Brazil
in commercial areas, being appointed
supplying approximately 50% of the
CEO of Saint-Gobain PAM-LATAM
products for sale. The company is
Norte in late 2021.
supported by commercial offices in Mexico, Colombia, and Peru, where it also has strategically located distribution centers. “We are a significant actor in the global water and sanitation sector,” said Hermann Varon, CEO of Saint-Gobain PAMLATAM Norte.
10
A REFERENCE IN WATER AND VARIOUS INDUSTRIES SOLUTIONS Saint-Gobain PAM specializes in designing and manufacturing products and services capable of preserving water quality and the environment, not only in the present but in a lasting manner that benefits
EXTENSIVE EXPERIENCE IN THE COMPANY, NOW LEADING OPERATIONS
future generations.
Varon is a civil engineer who
iron pipelines, serving not only the
graduated from the Julio Garavito
water and sanitation sectors but also
Colombian Engineering School
the general industrial sector as well
Issue #31
The company provides comprehensive solutions for ductile
Construction
- Hermann Varon, CEO of North LATAM for Saint-Gobain PAM
We are a significant actor in the
GLOBAL water and sanitation sector
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11
Saint- Gobain PAM
as mining, being a reference in water
shape of the graphite obtained
conveyance projects.
by magnesium treatment. PAM
Constant contact with markets,
ductile iron pipes are solid under
its clientele, and the development of
loads, and resistant to pressure,
increasingly better solutions provide
and impacts.
Saint-Gobain PAM with a leadership
• The standard automatic self-
position, expanding its reach to new
sealing joint is quick to install.
markets.
Its angular deflection provides
“Our reputation is based on our
flexibility and adaptability, which is
know-how, the reliability of our
crucial in unstable terrains, and is
products, and the performance of
reconfigurable when obstacles are
the services we provide,” said the
present. This element requires no
executive.
on-site welding or reprocessing for
UNIQUE ATTRIBUTES ABOVE STANDARDS In addition to close client relationships,
coating repairs. • The internal lining in highfurnace cement mortar, applied
what distinguishes Saint-Gobain PAM
by centrifugation, is certified for
and sets it apart from the competition
potable water pipes, ensuring
is the durable and highly functional
perfect adherence to the pipe’s
material that allows for robust
internal walls, and guaranteeing
solutions, from which the following
hydraulic capacity.
attributes stand out:
• External coatings of zinc, aluminum-zinc, or Biozinalium
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Issue #31
• Use of ductile iron, composed
ensure long-term protection
of an alloy of iron, carbon, and
with a self-repairing coating that
silicon, with resistance features
responds to various soil types,
resulting from the spheroidal
even highly corrosive ones.
Construction
Revolucionando el cuidado del agua
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Saint- Gobain PAM
“All our products are certified
The company offers a catalog with
and even surpass requirements of
over 50,000 entries, facilitating the
international or European standards,”
design of networks of any size and
added Varon.
complexity, considering different variables, including the availability
THE CLIENT AS MAIN FOCUS AND AS A PARTNER
of digital tools such as the PAMCAD
All solutions and products offered
languages and indispensable for
by Saint-Gobain PAM, as well as
different processes in each project,
their features, aim to provide clients
as well as BIM libraries.
with the best resources available.
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Issue #31
software, available in different
Additionally, there are fast
Construction
installation solutions for builders that do not require specialized personnel, equipment, or machinery. These also do not need welding processes, X-ray tests, coating repairs, or demanding foundations. The assembly rate of ductile iron with sockets is unparalleled due to its robustness, allowing it to withstand high usage pressures and external accidents. The quality of the coatings protects pipes from external corrosion, preserving water quality. Each product is highly durable, and entirely reliable throughout its lifespan, allowing for sufficient and high-quality water supply. “We see our clients as long-term strategic partners, which is why our solutions are designed to be easy to use, quick to install, and reliable throughout their lifespan,” explained the CEO.
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Saint- Gobain PAM
LONG HISTORY AS LEADERS IN INNOVATION Globally, the Saint-Gobain group of companies ranks among the top 100 most innovative companies. Therefore,
coatings, and joints. The company’s engineers and specialists have developed more than 150 inventions, resulting in over 1,500 patents to date. Saint-Gobain PAM’s Research
Saint-Gobain PAM constantly works to and Development Department was optimize the performance of materials, established in France in 1933. This
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Issue #31
Construction
“Technocenter” is operated by a
apparatus to reduce its production’s
team of more than 130 professionals,
environmental impact.
including engineers, technicians,
These measures have resulted
developers, and postgraduate
in reduced water and energy
students, dedicated specifically to
consumption, waste generation, and
researching and developing new
discharge of industrial water. The
solutions until industrialization. The
company maintains objectives such
capacity for generating optimizations,
as reducing CO2 emissions by
development, and market introduction of new products is such that one in
2025, and aiming to achieve carbon neutrality by 2050.
every four products sold by Saint-
The LATAM Norte operation of
Gobain PAM did not exist in the
Saint-Gobain PAM, as well as others
market five years ago. At a global
worldwide, is supported by PAM
level, in 2020, these new products
Bionergia, a division located in
represented approximately 30% of the company’s total sales. COMMITMENT TO SUSTAINABILITY At Saint-Gobain PAM, environmental preservation and sustainability are commitments fulfilled through actions on all fronts. Between 2018 and 2021, the company invested over US$148 million in its entire industrial
Brazil dedicated to the cultivation, processing, and transportation of charcoal, used as vegetable fuel in the company’s blast furnaces in Barra Mansa. Currently, it is the only company using vegetable charcoal instead of mineral coal for its production processes. “We are committed to respecting the environment,” said Varon.
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Saint- Gobain PAM
CONTINUING TO GROW, INCORPORATING NEW PRODUCT AND SERVICE SOLUTIONS INTO OUR PORTFOLIO, AND DEVELOPING NEW BUSINESS MODELS ARE TASKS WE FOCUS ON TO
BUILD THE FUTURE - Hermann Varon, CEO of North LATAM for Saint-Gobain PAM
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Issue #31
Construction
A FUTURE WITH GREATER EFFICIENCY After a successful 2022 in the North LATAM region, Saint-Gobain PAM maintains high expectations for the
efficient operation in industrial, logistical, and commercial matters. “Continuing to grow, incorporating new product and service solutions into our portfolio, and developing new
end of 2023, despite the challenges in
business models are tasks we focus
this and other industries.
on to build the future,” concluded
The Digital Transformation process the company has undergone since
Hermann Varon, CEO of North LATAM Region for Saint-Gobain.
2022 will result in becoming a more
FOUNDED: 1856 INDUSTRY: Construction CONTACT: Hermann.Varon@saint-gobain.com www.pamline.com.co
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Corporación AG
A responsible supply chain, with AG’s star of excellence Upon challenges displayed by macroeconomic contexts and the region, Corporación AG has strengthened its supply chain and logistics area by creating strategies in different fronts, optimizing its offer and service
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Issue #31
Produced by Jassen Pintado Creative Direction Omar Rodriguez Interviewee Juan Jacobo Alvarado, Chief Supply Chain Officer for Corporación AG
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Corporación AG
Corporación AG has been
companies such as Tubac, Typsa
a loyal ally along Guatemala’s
and Megaproductos, which have
development within the construction
contributed to increase efficiency
sector. Its 70th anniversary is an ideal
and, as a result, deliver a wholesome
time to emphasize the company’s
offer contributing to the company’s
accomplishments resulting from
positioning as a leading supplier
expanding its operations, contributing
for a complete line of solutions for
to growth in all of Central America
construction.
and the Caribbean, supporting the livelihoods of more than 1,800
is certified under international
collaborators.
standards guaranteeing every
Its management’s endeavors and
product’s quality. And, to reaffirm a
vision have, throughout the years,
commitment to transparency all along
kept Corporación AG experiencing
its business model, the company
constant growth and expansion, from
has reinforced its zero tolerance
construction materials distribution
policy toward bribery, by re-certifying
to becoming a full-fledged leading
under the ISO 37001:2016 standard,
producer and marketer of steel
ensuring compliance and maintenance
products in the territory through a
of the Anti-bribe Management System
wide network, with both own and
up until 2026.
outsourced outlets, besides relying
Juan Jacobo Alvarado, Chief Supply
on SIDEGUA, one of Latin America’s
Chain Officer, who has worked for
cutting-edge steel plants.
Corporación for more than 20 years,
In order to sustain this leadership, during recent years AG acquired
22
It must be noted that the corporation
Issue #31
commented that the fore-mentioned attributes have resulted in boasting
Construction
THROUGH RODRIGO GABRIEL’S -OUR CEOVISION, THE SUPPLY CHAIN DEPARTMENT WAS CREATED WITH THE PURPOSE OF ACCOMPLISHING A COMPETITIVE ADVANTAGE AND FOCUS
- Juan Jacobo Alvarado, CSCO for Corporación AG
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Corporación AG
Estrategia de Sostenibilidad
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Issue #31
Construction
one of the broadest, top-quality
nearshoring suppliers
portfolios in the steel industry in
• Increase in Order fulfillment
Central America.
• Growth in distribution network
THE IMPACT OF THE SUPPLY CHAIN
• Increase in production
During seven decades, Corporación
output
AG has evolved its organizational
• Optimization of sales
structure and upgraded its
and operations planning
management systems, thus providing
• Deployment and
support to the enterprise’s growth.
improvement
In 2016, this evolution carried into
of Net Promoter Score
the deployment of a structure from
• Increase in product
which new c-level positions arised
portfolio
to bring prominence to the business
• Centralization of
core, along with other positions
production operations
contributing to its development. From then on, Corporación AG completed
“Through Rodrigo Gabriel’s -our CEO-
the following achievements, resulting
vision, the Supply Chain Department
in a positive impact on its supply
was created with the purpose
chain and reaching stocking and
of accomplishing a competitive
sales records:
advantage and focus,” Alvarado
• Increase in global
added, since this department leads in
suppliers network
a transparent and close way most of
• Accomplishing balance
internal stocking, production, demand
between long and
and logistics, with the purpose of
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25
Corporación AG
delivering better results in costs,
and Honduras, operating with
working capital and service.
new technologies for inventory
Being an important part of its
management, as well as integrating
endeavors and sustainability plan,
forecasting and other processes.
AG deems its relationships with
New management methodology
suppliers and clientele as very
such as Lean Manufacturing and
important, going beyond a simple
Scaling Up, among others, have
commerce transaction, since
contributed to improve operations and
working hand in hand with them
create management manuals. Also,
results in offering better products
the optimization of processes such
and services. Resources such as
as Sales and Operations Planning,
satisfaction surveys and loyalty
Strategic Procurement, Order to
programs like “Recycling Agents”
Delivery, Lead to Cash, Go to Market
and “Transportation Agents” have
and Route to Market have been
contributed to upgrade different
reviewed along with some of the top
aspects of the stocking cycle.
consulting firms, worldwide.
TRANSFORMATIVE VISION
AN ENTERPRISE READY FOR BIG-TIME CHALLENGES
To balance its value chain and take
26
on challenges such as the setbacks
As much as there is potential in
in stocking and logistics as a result
a territory host to a market of
of COVID-19, AG has taken different
approx. 50 million inhabitants, there
measures, such as an increase in its
are also historical challenges in
shipping capability by incorporating
Central American countries: lack of
new distribution centers in Guatemala
infrastructure in land roads, scarce
Issue #31
Construction
WHEN EXPERIENCING ACCELERATED GROWTH, ONE OF THE BIGGEST CHALLENGES IS FINDING WORK METHODS WHICH ALLOW THE INCORPORATION OF EFFECTIVE AND EFFICIENT CAPABILITIES - Juan Jacobo Alvarado, CSCO for Corporación AG
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Primetals Technologies Mexico with Workshops located on the Metropolitan area of Nuevo Leon since 1994, nearby the USA border, is a service and product company for the siderurgical industry value of chain, supported by centers of competence worldwide. Our portfolio of solutions and services: ● Workshop inside customer facility dedicated to the off-line maintenance of a 2 Strand Thin Slab Caster that produces more than two million tons per year. ● Alignment and measurement specialized services for Casters and Mills. ● Fabrication and redesign of components and equipment for Steel Furnaces and Casters (EAF – QEAF – LF – RH – VD – CCM) ● Caster Monitoring and Assessment Process Services for operation parameters and better maintenance practices. ● Refurbishment for Mills equipment such as: Pinions, rolls, chocks, mandrils and similars. ● Innovative online platform created by Primetals Technologies to bring together a wide range of E-Services in one place, where steel producers can order spare parts online and centralize document management. primetals.com Bid Project Manager miguel.escamilla@primetals.com
28
regulation and enforcement,
Rica ends up being almost 50% more
low-quality custom processes
expensive than sea freight between
and few professional transportation
Guatemala and China, which makes
options. Such factors affect delivery
it a very sensitive matter.
times, besides increasing costs for
Corporación AG has overcome
every order.
such obstacles through innovation
Jacobo mentioned another factor
in conveyance, recurring to close-
recently affecting logistics: drivers
coupled trailers, cross-docking and
migrating to the U.S., which adds
creating flexible fees that do not
up to costs, making them a hefty
increase costs. Such strategies have
expense in Central America, as land
been paired with training, partnerships
freight between Guatemala and Costa
with security companies, real-time
Issue #31
surveillance and contributing to the
of effective and efficient capabilities
creation of a compliance and quality
and skills able to maintain excellence
culture that has enabled the company
and quality in processes, products
to keep shipping in an uninterrupted
and individuals.”
manner, maintaining leadership within the business. On a different matter, 2023 has seen
THE LARGEST METAL RECYCLER Highlighting the different areas of
the steel industry, globally, facing
Corporación AG, it’s important to
different challenges which came up in
mention that the company is the
recent years: from production being
largest metal recycling company in
affected by the conflict between
Guatemala and Central America,
Russia and Ukraine to changes in the
basing its production in a circular
global supply chain due to COVID-19
economy model, adding up to care
restrictions, which seems to lead into
for the environment and a responsible
a search for closer, diversified sources. residue management. Major challenges imply that Corporación AG should stabilize regularity in order delivery and service, avoid bureaucratic paperwork, simplify processes and increase agility. The executive finalized by pointing out that, “when experiencing accelerated growth, one of the biggest challenges is finding new work methods which allow the incorporation
Corporación AG
More than 50% of the corporation’s production comes from recycled
an eco-label boasting the Sustainable
steel, and it should be noted that
Commodity seal from the The
the company relies on a complete
Guatemalan Cleaner Production
recyclers and supplies network
Center (CGP+L).
in Central and South America and the U.S. Grade 60 and Grade 80 rebar are
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which allowed the development of
These badges enable clients to possibly obtain certifications such as EDGE, LEED and “Casa
produced from 100 percent recycled
Guatemala”, accruing points due
material, verified by the Guatemala
to the construction material, being
Green Building Council (GGBC),
steel in this case.
Issue #31
Construction
FOUNDED: 1953 INDUSTRY: Construction NUMBER OF EMPLOYEES: +1800 CONTACT: jalvarado@corporacionag.com corporacionag.com/node
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The Vision enabling growth come true 32
Issue #31
A steady growth in its diversification of business divisions enables Grupo Empresarial Sonorense to become a force that has gone beyond borders
T
he history of Grupo Empresarial Sonorense (GEMSO) dates back almost 90 years, having been founded by the late Mr. José Ramón Fernández Suárez and his
grand vision, years after immigrating to Mexico. The company that gave rise to the group is a wheat mill, whose growth and development over the decades resulted in diversification into developing businesses in the agriculture industry, finance, automotive and real estate sectors.
Produced by Jassen Pintado Translation by María Murgui Creative Direction Omar Rodríguez Interviewee Jorge Alberto Raptis, CEO for GEMSO
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33
Grupo Empresarial Sonorense
GEMSO then, now and always will be a group recognized for its solid values and business vocation that prioritizes the customer - Jorge Alberto Raptis, CEO for GEMSO
For nearly a century of growth, GEMSO has stood out not only for its significant expansion but also for conducting its operations with high business ethics and the human quality of its personnel. “GEMSO then, now and always will be a group recognized for its solid values and business vocation prioritizing the customer,” added Jorge Alberto Raptis, CEO of GEMSO.
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Issue #31
Food & Bever age/A g r oindus t r y/Aut omot ive/Finance/Cons t r uct ion
EXPERIENCE IN THE SECTOR AND PREPARATION FOR SUCCESS Jorge Alberto Raptis’ career has unfolded through various companies, with a focus on the fast-moving
His academic background includes a bachelor’s degree in Business Management from ITAM (Mexico Autonomous Technological Institute),
consumer goods industry. He gained
followed by a master’s degree in the
experience in senior management
same discipline at ITESM (Monterrey
and executive positions at companies
Institute of Technology and Higher
such as Coca-Cola FEMSA, PepsiCo,
Education, also in Mexico), and an
Danone, and Grupo Lala, as well as
MBA at the University of Texas in
in business management at ADO, a
Austin (United States).
major passenger bus line in Mexico.
Raptis focuses his leadership at
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35
Grupo Empresarial Sonorense
GEMSO on ensuring the sustainable
• Molinos GEMSO, a company
growth of the group, leading efforts
focused on producing the
to transcend the regional and national
strongest brands of wheat flour
markets and enter international
in the Northwest of the country,
markets through globally growing
giving identity to this traditional
sectors.
northern Mexican food.
“When I was asked to join this
• Autos GEMSO. This division has
group, I saw a group with ethical,
established strategic alliances with
integral partners and a desire to
leading automotive brands such
grow,” commented the group’s CEO.
as Changan, Ford, Lincoln, Mazda
A BROAD PORTFOLIO CONQUERING MORE TERRITORIES Beyond its name, GEMSO not only
and Peugeot, and is about to close representation agreements with other nationally relevant
prevails in the northwest of Mexico,
brands.
but also operates in the central,
• Agroindustrias GEMSO is
western and northeastern parts of the
dedicated to high/medium
country. It is also present in the United
technology greenhouse production
States in Arizona, California and
and export of ‘cherry’/’grape’
Nevada, and throughout the country
tomatoes and berries for the most
through products marketed and
important chains in the United
distributed in some self-service chains.
States under the Nature Sweet and Berry World brands.
36
This impressive geographic
• Financiera GEMSO, an entity in
presence is driven through five
charge of providing financing for
business divisions:
about 50,000 acres of different
Issue #31
Food & Bever age/A g r oindus t r y/Aut omot ive/Finance/Cons t r uct ion
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37
MORE THAN A PACKAGE, IT´S YOUR BRAND! We are a leading company with more than 80 years of experience in the market dedicated to the manufacture of paper bags and sacks. Now, we also work with laminated coils and polyethylene bags.
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Food & Bever age/A g r oindus t r y/Aut omot ive/Finance/Cons t r uct ion
GEMSO has a diversified portfolio of products and services, allowing us to reach different audiences and satisfy different needs - Jorge Alberto Raptis, CEO for GEMSO
grains to the food and agriculture
BACKING AND EXTENSIVE SUPPORT FOR SUPPLIERS
sector.
The relationship that GEMSO
• Desarrollos GEMSO. The group’s
maintains with its diverse list of
real estate firm focuses on
suppliers is undoubtedly one of
projects to be developed in
mutual support.
high-value areas for uses such
Through Financiera GEMSO, the
as shopping malls, corporate
company provides support and
buildings, and sports complexes.
development to its suppliers in the countryside, offering a technological package enabling them to achieve
“GEMSO has a diversified portfolio of
better results out of their crops, along
products and services, allowing us to
with providing first-hand support to
reach different audiences and satisfy
its agricultural producers.
different needs,” added Raptis.
In the face of global events that
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39
Grupo Empresarial Sonorense
HUMAN have affected wheat prices, GEMSO
said the executive.
spared no effort in providing support to compensate for the losses incurred by many farmers, demonstrating solidarity with the countryside.
40
THE HUMAN FACTOR: AN EXCELLENT REPUTATION BUILT OVER DECADES
“We value long-term relationships
The three pillars defining the work
with our business partners and seek
culture at GEMSO are teamwork,
to establish strong collaborations
respect and excellence. What
based on trust and mutual benefit,”
sets GEMSO apart over decades
Issue #31
Food & Bever age/A g r oindus t r y/Aut omot ive/Finance/Cons t r uct ion
FACTOR of successful business is that the
becoming the best place to work,
group’s companies have been
and one of its most significant
formed by honorable and respectable
efforts in that regard has been
partners whose reputation in the
to bring in Ms. Sonia Elizalde
community is recognized, generating
(Director of Human Capital), who
trust among new hires and those
has extensive experience not only
aspiring to join any of GEMSO’s
in managing the workforce but also
business units.
in empowering them to achieve their
The group has set the goal of
full development.
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41
Grupo Empresarial Sonorense
“We are convinced that we are moving in the right direction, and that can be seen in the opinions of our collaborators and the low levels of turnover we have,” said Raptis. SUSTAINABILITY: DECISIONS FOR THE FUTURE ARE MADE TODAY For GEMSO, sustainability goes beyond concepts announced and broadcast, but it involves concrete actions across all its business units. Efforts such as the elimination of PET plastic bottles, savings in energy efficiency, or the exclusively
We will not rest until we make this company one of the most respected worldwide - Jorge Alberto Raptis, CEO for GEMSO
indispensable use of paper for printing are steps in favor of environmental conservation. GEMSO maintains consistency between the development of new and profitable business with the ethical operation of each unit of the company, having a clear awareness that the future is formed from the best decisions that can be made today. “The concept of sustainability must
42
Issue #31
Food & Bever age/A g r oindus t r y/Aut omot ive/Finance/Cons t r uct ion
go beyond a politically acceptable statement. It must come with a real commitment,” commented the director. THE FUTURE: OVERCOMING EXPECTATIONS Growth has been a constant in GEMSO’s development, with particular emphasis in recent years, considering that in 2022 the group doubled its profits in just one year. It is assured that 2023 will also show growth beyond what was forecasted in its final figures. Growth not only in numbers but also in operations and business divisions ensures that GEMSO is capable of
FOUNDED: 1926 INDUSTRY: Alimentos / AgroIndustria / Automotriz / Finanzas / Construcción CONTACT: contacto@gemso.com www.corporativogemso.com
transcending beyond the areas where it currently operates. “All paradigms must be left behind, and we will not rest until we make this company one of the most respected worldwide,” concluded Jorge Alberto Raptis, CEO for GEMSO.
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ALL-IN-ONE SOLUTION for sustainable foodservice
Produced by Jassen Pintado Creative Direction Omar Rodríguez Interviewee Andrée Marie Asturias, Chief International Business Officer for Belca
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B e l c aB e l c a
Food & Beverage
The development of the food market in Central America is offering new opportunities to companies. Belca’s endeavors in the foodservice specialty have resulted in growth all over the territory, overtaking the leadership. Andrée Marie Asturias, Director for Central America, shared with us details about this achievement as well as from the company’s sustainability agenda, looking forward to increasing its presence into more countries
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Food & Beverage
Belca
In 1993, the group entered the COULD YOU PLEASE BRIEFLY SHARE SOME DETAILS ABOUT GRUPO CIISA, SUCH AS ITS CREATION AND SIGNIFICANT FEATS, INCLUDING THE DEVELOPMENT OF THE BELCA BRAND?
foodservice industry in Costa Rica as Belca, becoming a ground-breaker in such a specialty in the Central American Market. In 2005, the group entered Nicaragua through Novaterra, S.A., exporting vacuum-sealed meat to different countries. In 2006, Belca began expanding to other countries in Central America by beginning operations in Honduras.
Grupo CIISA began operating in 1969 in the beef export industry as the Empacadora Taylor and Associates packaging company, with North
Guatemala, and finally, in 2018, in El Salvador.
brand. Once established and known as
WHICH ARE THE MAIN COUNTRIES AND TERRITORIES IN WHICH BELCA OPERATES? WHICH ARE YOUR MAIN PRODUCT LINES? WHICH INDUSTRIES DOES BELCA SERVE?
one of the leading meat suppliers, the
Grupo CIISA operates in Costa Rica,
company opened the CAMSA (Central
Nicaragua, Guatemala, Honduras and
American Meats) pork meat production
El Salvador. We serve, mainly, through
business unit in 1990.
two specialty areas within the food
American investors. In 1977 it became part Costa Rican with the El Arreo
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Afterwards, in 2007, Belca broke into
Issue #31
Belca
Food & Beverage
industry: meat production (with El Arreo, in Costa Rica, both with beef and pork products; and in Nicaragua with beef) and foodservice (in Costa Rica, Guatemala, El Salvador and Honduras), where we became a complete solution for dry, refrigerated and frozen food supplies, as well as a supplier of cleaning products and other items to food operators in every industry: hotels, restaurants, coffee shops, national and international franchises. WHAT WAS BELCA LIKE BEFORE ANDRÉE MARIE ASTURIAS TOOK OVER AS CHIEF INTERNATIONAL BUSINESS OFFICER? WHERE IS BELCA HEADING NOW? I arrived at Belca Guatemala in 2010, its third year of operations in the country, finding myself in a small family business with huge growth potential in the Guatemalan market. We were 32 contributors relying on six delivery
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At Nestlé Professional we are committed to become a partner that inspires growth, by bringing innovative food & beverage solutions, making our customers feel unique and creative when using our products in their creations.
www.nestleprofessional-latam.com/gt
COFFEE MACHINE NESCAFÉ® FTS 60 E Coffee beans machine
CRUNCH® Buncha Chocolate 4x2.5 kg
DAIRY
CHOCOLATE
CARNATION® Evaporated milk 12x1kg
KITKAT® Untable 6x1.01kg
NESTLÉ® Manjar Dulce de Leche 3x6kg
MAGGI® Chicken flavor bouillon 12x920g
SUPPLY FOR COFFEE MACHINE
MINOR’S® Bourbon style sauce 4x2.23kg
COFFEE
CULINAR
MALHER® Chicken flavor bouillon 6x2.3kg
CREAMER
MAGGI® Mashed potatoes 1x2.3kg
CHEF-MATE® Chili con carne with beans 6x3.03kg
NESTLÉ® Media Crema 12x1L
COFFEE-MATE® Original 200x4g
NESCAFÉ® Whole Bean Espresso 6x1kg
NESCAFÉ® Espresso 6x500g
NESCAFÉ® Clásico 4x1kg
Food & Beverage
Belca
trucks to cover our market. It’s been
complete solutions to our clients. We
hard work from the entire team, as
are a one-stop shop, which helps them
currently we are foodservice leaders
become more efficient, and instead
in the country. Sales in Guatemala
of wasting time dealing with whatever
have increased fifteenfold, we have
amount of suppliers, they can fulfill
180 contributors and 35 delivery
a big deal of their needs here with
units covering 100 percent of
us. In a world of day-to-day rush,
Guatemalan territory.
with so much traffic and impersonal
In 2016 we decided to take part
communication, we keep providing
in the Salvadoran market, finally
personal attention, reaching out to our
beginning operations in 2018 in
clients and engaging with them in long-
this country. We are replicating the
term productive relationships.
apprenticeship we obtained from operations in previous countries to
HOW HAS BELCA INVESTED deliver growth also in Belca El Salvador, IN THE DEVELOPMENT OF SOLUTIONS ABLE TO DELIVER driving it to become a success story INNOVATIVE SERVICE? in foodservice. We have invested in innovative WHICH FACTORS SET BELCA APART FROM OTHER FOODSERVICE COMPANIES WITHIN THE TERRITORY, CONTRIBUTING TO BEING CHOSEN BY YOUR CLIENTELE? Our people and our focus in service makes us different, as we deliver
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Issue #31
technology. Currently in Costa Rica -still our largest market-, for example, we rely on AI to deal with clients which, due to their nature or location, prefer to call the company to place an order. We also offer bots catering to our clients’ needs (along with Any2Cloud,
Belca
Food & Beverage
It’s been hard work from the entire team,
as currently we are foodservice leaders - Andrée Marie Asturias, Chief International Business Officer for Belca
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51
Food & Beverage
Belca
a company into the tech innovation
out by being suppliers that want to
industry) providing different services:
grow hand in hand with us, contributing
POP (point of purchase) advertising
to market development. These are
and customer service desks, among
suppliers investing in us to boost
others.
their market footprint. We are their distribution channel; and more than
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IN WHICH AREAS DO THE COMPANY’S STRATEGIC PARTNERS STAND OUT?
suppliers, they become -as stated
Belca’s strategic partners stand
have provided growth to brands in
Issue #31
in the question- strategic partners and even friends with whom we
Belca
Food & Beverage
a significant way across our markets. IN WHICH WAYS IS BELCA CONTRIBUTING TO THE DEVELOPMENT OF SUSTAINABLE PROCESSES AS A COMPANY AS WELL AS IN ITS SURROUNDINGS? We are a company committed to sustainability. We earned Carbon Inventory and Blue Flag certification in Costa Rica, and we are certified under ISO 14001:2015 Environmental Management in Nicaragua. We have internal processes engaging our entire supply chain, such as the Sustainable Procurement Program. Our operations in Guatemala and Costa Rica are, on their behalf, certified under SQF (Food Safety Code for Storage and Distribution), being the only foodservice distribution company in the territory with this credential. WHAT GOALS IS BELCA ACHIEVING TOWARD THE END OF 2023? WHICH OF THE COMPANY’S MIDAND LONG-TERM PLANS CAN YOU SHARE WITH US? The goals for 2023 have been to
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Belca
Food & Beverage
We want to become the main food supplier in Central America
and keep conquering countries and always promoting environmental, economical and social sustainability - Andrée Marie Asturias, Chief International Business Officer for Belca
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Issue #31
Belca
Food & Beverage
keep growing within the markets
interesting expansion plans to replicate
where we are to industrialize, market,
the success model we have featured
and distribute food in the territory,
since its creation.
with the purpose of driving sustainable
supplier in Central America and keep
WHAT CAN YOU SHARE WITH US ABOUT YOUR CAREER REGARDING YOUR EDUCATION, PAST EXPERIENCE AND ANY AWARDS YOU HAVE RECEIVED?
conquering countries and always
I’m an industrial engineer graduated
promoting environmental, economical
from the Rafael Landívar University
and social sustainability. We have
(Guatemala) and I earned a Master’s
growth and the growth of our business partners. We want to become the main food
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- Andrée Marie Asturias, Chief International Business Officer for Belca
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Issue #31
Food & Beverage
Belca
in Executive Finance from the
I was called to join the Belca project
Adolfo Ibáñez University (Chile) and
in Grupo CIISA as General Manager
ESADE (Superior School of Business
for Guatemala. Afterwards, in 2018,
Management and Direction, in
I became in charge of El Salvador,
Barcelona, Spain).
and in May 2020, in the middle of the
Previous to my more than 13-year
pandemic, I took care of Honduras,
experience in Grupo CIISA, I worked
bringing a wider scope into my position
for almost 12 years at Procter &
as Chief International Business Officer
Gamble, where I began my career
for the company.
after graduating from college. I entered the Sales department at P&G serving small retailers and pharmaceutical wholesalers, afterwards I transferred to the Customer & Marketing department to develop clients through marketing programs and, finally, during the last seven years of my tenure over there I was in charge of the Market Research department for Central America. I left P&G in 2006 to focus on my family for a few years. I have three children, two of them are already
FOUNDED: 1993 INDUSTRY: Food Service CONTACT: www.belca.com.gt andree.asturias@belca.com.gt
working professionals and one of them is currently in college. In 2010
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More Flavor in More Drinks Worldwide The expansion of their portfolio over the years and the support of an increasingly well-prepared workforce have led PROALMEX to transcend in the domestic market, bringing their products to more consumers around the world
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Issue #31
Produced by Jassen Pintado Creative Direction Omar Rodríguez Translation by María Murgui Interviewee Astolfo Valenzuela, CEO for PROALMEX
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PROALMEX
T
he history of PROALMEX dates back to 1972 with the “Deliciosa” brand of flavored
concentrates for beverages, acquired by Mr. Orlando Casares (now deceased) and his son Abelardo Casares, creating a regional family company. In 1996, both decided to establish PROALMEX, turning the company into a domestic and internationalscale company, currently offering a wide range of food products.
Business from the Anáhuac Mayab University in Yucatán, Mexico, and also earned a master’s degree in Marketing and Management from the EUDE Business School. His professional career has taken him through companies such as Nestlé, British American Tobacco, and Corporación Castillo Hermanos in key marketing, distribution, and management positions, among others.
PROALMEX holds the food safety
This is Valenzuela’s second tenure at
certification FSSC22000 and is
PROALMEX, a company he returned
currently in the process of obtaining
to as CEO in January 2023. The
the Safe Company and Clean Industry
executive has been a key element in
certifications.
institutionalizing the company, a goal
“Our policy of continuous
pursued for some time until it was
improvement and our relationship
achieved in 2022, allowing PROALMEX
with our business partners involve
to expand its coverage, production
obtaining certifications that guarantee
capacity and efficiency with the help of
the quality of our products as well as
a high-performance team.
of our processes,” added Mr. Astolfo
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LEADERSHIP AND EXPERIENCE ARE PRESENT IN KEY MOMENTS Valenzuela graduated in International
“We are building a more agile,
Valenzuela, General Manager of
modern, and stronger PROALMEX,”
PROALMEX.
commented Valenzuela.
Issue #31
Food & Beverage
We want to become a better place to work, and we are working to make that a reality - Astolfo Valenzuela, CEO for PROALMEX
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PROALMEX
A PORTFOLIO GROWING IN VARIETY, SCOPE, AND PRESTIGE After decades of successful performance in the production of flavored concentrates for beverages, PROALMEX began incorporating
flavored beverages, later adding horchata with coconut, as well as varieties without added sugars and different package sizes. • In 2000, PROALMEX integrated AVENA RIVERO into its brand roster,
new product lines into its portfolio
offering oats in flakes and also in
at the turn of the century, offering
powder form as a milk modifier, with
more variety while displaying a robust
different flavors, such as chocolate,
distribution strategy:
strawberry, banana, cinnamon, and vanilla.
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• The liquid concentrates of the
• The MEXQUISITA brand of
DELICIOSA brand, originally for
flavored concentrate for beverages
horchata, hibiscus, and tamarind-
preparation was launched in 2018
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Food & Beverage
for the international market. It is
• PROALMEX also distributes
made from natural ingredients in
Nestlé products through traditional
horchata, hibiscus, and tamarind
channels, offering a complementary
flavors, bringing Mexican tradition to
portfolio, and strengthening its value
consumers beyond our borders.
proposition.
• Since 2019, under a Nestlé license, PROALMEX manufactures
PROALMEX products are available
and distributes all presentations
in Mexico through all distribution
of NESTEA nationally, which has
channels. The company also has a
enjoyed consumer preference for more
presence in markets such as Canada,
than four decades with flavors such as
the Caribbean, Central America,
black tea with lemon, black tea with
the United States, as well as in 20
peach, green tea with red fruits, and
countries in Asia and Europe.
green tea with lemon.
“We will continue to strengthen our
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63
position in the domestic market and
milk modifiers are produced in the
focus more actively on international
municipality of Umán. Both plants
expansion,” said the executive.
supply 16 national distribution centers. PROALMEX has a sales structure
FROM YUCATÁN TO THE GLOBAL MARKET PROALMEX’S products are manufactured in two plants located in the state of Yucatán, Mexico. The
coverage throughout the country to be closer to its customers.
is located in Mérida, the state capital,
DIGITIZATION AND OPTIMIZATION IN ALL AREAS PROALMEX is undergoing a series
where the company’s corporate
of improvements and optimizations
offices are also located. Oats and
that cover various aspects of its
liquid and powder concentrate factory
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located in Mexico’s main cities, with
Issue #31
Food & Beverage
operations. Production capacity has
results for the company, as well
been expanded in its manufacturing
as the tools they have for their
plants, and its vehicle fleet is
tasks. The human aspect is not left
undergoing a modernization process.
behind, as a feedback loop has been
Undoubtedly, the company is
established, allowing the company
undergoing a standout Digital
to define benefits beyond those
Transformation as one of its strategic
mandated by law.
pillars. Aligned with these processes
Bonuses, awards, and other
is the migration of SAP Business
incentives are factors for talent
One to a cloud infrastructure and
retention, as are transportation
the deployment of new add-ons,
assistance, food vouchers, and a
along with a transformation of its
year-end bonus exceeding the
work culture.
one required by law, making talent
Results from this optimization, both operationally and administratively,
retention a priority for PROALMEX. “We want to become a better
have been reflected in increased
place to work, and we are working
efficiency in processes such
for it to become reality,” commented
as inventory management and
Valenzuela.
administrative controls, reducing downtime and minimizing resource waste.
ACTIVE INVOLVEMENT IN THE COMMUNITY Being one of the flagship brands
A BETTER-TRAINED WORKFORCE FOR A LOWER TURNOVER PROALMEX dedicates significant
of the Yucatán Peninsula carries a
resources to training its staff, whose
achieved significant presence
performance has provided positive
domestically and abroad. PROALMEX
responsibility to its surroundings, especially since the company has
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65
PROALMEX
has deeply involved itself within
school libraries, donating medical and
its community, both in organizing
rehabilitation equipment, and efforts
and collaborating in beach cleanup
to facilitate the acquisition of products
activities, supporting meal centers
made by individuals with different
and food banks, initiatives for native
abilities.
wildlife conservation, sponsoring artistic events, donating books to
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In this regard, in May 2023, PROALMEX received its SRC (Socially
Food & Beverage
Responsible Company) distinction.
EVOLVING TOWARDS THE FUTURE
“Social projection, the extension of
The company’s goal for the end
our activities towards the well-being
of 2023 is to implement a series
of individuals and communities in
of innovations aligned with
which we operate, is an essential
employee training to form high-
framework of our daily work,” stated
performance teams, developing in
the General Manager.
a work environment under a Digital
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PROALMEX
We have a plan that will put PROALMEX in a much stronger position. We are building the foundations for a better future for the company and for all of us who are part of it - Astolfo Valenzuela, CEO for PROALMEX
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Issue #31
Food & Beverage
Transformation, resulting in the
PROALMEX in a much stronger
establishment and pursuit of new
position. We are building the
profitability goals for PROALMEX. This
foundations for a better future for
is part of a five-year plan in which the
the company and for all of us who
business’s size is planned to double.
are part of it,” concluded Mr. Astolfo
“We have a plan that will put
Valenzuela, CEO for PROALMEX.
Follow us:
FOUNDED: 1972 INDUSTRY: Food & Beverage CONTACT: proalmex.com.mx ventas@proalmex.com.mx
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Spokespersons from PLIHSA were kind enough to let us know more about this company, which has become a key player in the region regarding packaging manufacturing for multiple products in the food and beverage industry
Produced by Jassen Pintado Creative Direction Omar Rodríguez
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Issue #31
Manufacturing / Food & Beverage
WOULD YOU BRIEFLY SHARE SOME DETAILS ABOUT PLIHSA, ITS INVOLVEMENT AS PART OF A HOLDING, YEARS IN OPERATION AND OTHER RELEVANT FEATS?
Founded in 1965, Plásticos Industriales Hondureños S.A. de C.V. is the largest primary and secondary packaging producer for the food and beverage industry in Central America and the Caribbean, with business in 18 countries and three continents. We are the main crown cap and plastic injection molding suppliers for global brands such as AB InBev, Coke and PepsiCo under ISO 9001:2015 and FSSC 22000 standards. PLIHSA is widely known for achieving excellence in its processes and for its focus in the company’s growth and strengthening, as for entering new markets. PLIHSA is categorized as one of AB InBev’s best suppliers, globally, in factors such as client
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PLIHSA
services, industrial safety, and as the
offering sheet metal offset printing in
most efficient plant, worldwide, due to
more than seven colors; and crown
a 98% raw materials recycling rate.
cap production for the beverage,
During the last year, a business
pharmaceutical and shoe polish
strategy and an important investment in top of the line machinery resulted in
industries, among others. PLIHSA Injection, on its behalf,
a 120% increase in production output
produces a wide array of mold
from PLIHSA, projecting an even larger
injection products, such as crates,
growth during 2023 with new clients
pallets and buckets. We also rely on a
in South America and in the United
plastic mill to reinsert discarded plastic
States.
into our production process, as part of
PLIHSA belongs to the Grupo Milenio holding, committed to shape
recycling programs. Our clients take part in the food
the future of Latin America through
and beverage industry, using our
avant-garde corporate processes and
products for bottling, packaging and
strategic investment growth.
conveyance of beers, non-alcoholic beverages, dairy products, bread,
WHICH ARE THE MAIN PRODUCTS AND SOLUTIONS COMPRISING PLIHSA’S PORTFOLIO? WHICH INDUSTRIES DOES THE COMPANY SERVE, MAINLY?
fruits and vegetables, among other
PLIHSA has two production facilities.
strategic partnerships enabling growth
In PLIHSA Crown Cap we have
and mutual benefits.
two production lines: Lithography,
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Issue #31
products. We are proud to sustain more than 20-year relationships with our key clients, in which we strive for
Manufacturing / Food & Beverage
SOMOS PLIHSA
We are proud to sustain more than 20year relationships with our key clients, in which we strive for strategic partnerships enabling growth and mutual benefits
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PLIHSA
IN WHICH COUNTRIES DOES PLIHSA HAVE A PRESENCE THROUGH CORPORATE OFFICES, PRODUCTION FACILITIES AND THROUGH THEIR CLIENTELE?
We operate in 18 countries and three continents. We are the leading manufacturer for crown caps and plastic injection molding in Central America and the Caribbean. Our production plants are located in San Pedro Sula, industrial capital of
Our environmental strategy is focused on reducing our carbon footprint, resource conservation and promoting biodiversity. A solar panel project has resulted in 40% energy savings. Also, we are currently involved in a project to reduce marine plastic waste along the Honduras coastline by reinserting discarded plastic in our productive process for recycling. A world-class operation
Honduras. Our clients are located in
management has contributed to 98%
the United States, Central America,
of residual efficiency in our facilities,
the Caribbean and South America.
adopting new technologies to improve
HOW IS PLIHSA DRIVING ITS PROCEDURES TO A MORE SUSTAINABLE OPERATION AND MAKING THE MOST FROM ITS RESOURCES?
efficiency. In the social aspect and partnering with FEIH (The Foundation for Education in Honduras), we are building elementary schools in rural
PLIHSA’s ESG strategy is a result
and vulnerable areas throughout our
of our commitment to an ethical,
country.
transparent and responsible
74
and interest groups long-term welfare.
The focus of our Governance
management. Our ESG strategy is
strategy encompasses key aspects,
designed to guarantee our company’s
including diversity and inclusion,
Issue #31
Manufacturing / Food & Beverage
executive compensation and
been able to produce more than 8.8
dividend policy, shareholders’ rights,
tons of recycled resin during the last
entrepreneurial ethics and the fight
five years.
against corruption, risk management,
Through partnerships with our
disclosure and transparency and the
clients, NGOs and international
participation of elements of interest.
corporations, we strive to reduce the
PLIHSA is proud of its commitment
impact of the plastic industry in our
to sustainability and care for the
country by promoting initiatives and
environment in the region. We have
innovations which once applied will
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PLIHSA
REDUCING CARBON FOOTPRINT: • Emission reduction by 40% through a renewable energy strategy • 8.8 tons of recycled resin during the last five years • Manufacturing of the first crate derived from marine plastic pollution in 2024
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Issue #31
Manufacturing / Food & Beverage
result in a positive impact. This way we
prefer and rely on recycled
wholesomely take on the goals of the
products.
Agenda for Sustainable Development.
• Our recycling process increases the life cycle of plastic already in
HOW DO YOUR PRODUCTS FIT INTO A CIRCULAR ECONOMY AND RECYCLING SCHEME?
the market. • We have a residual management policy guaranteeing the final
• As the leading crown cap
use of residues, resulting in only
and plastic injection mold
2% waste from our production
producers in the region and
process.
as one of the main plastic buyers, along with our clients,
We engage in initiatives that have the
we are focused on producing
purpose of reducing the plastic waste
plastic crates from recycled raw
volume on its way to our oceans, as
materials. Such process involves reinserting damaged crates into the production process after completing their life cycle, and after passing quality controls,
it’s estimated that 80% of the oceans’ plastic pollution originates inland. WHAT PUTS PLIHSA BEYOND ITS COMPETITION? WHAT MAKES YOUR CLIENTS PREFER PLIHSA?
ensuring a high quality product. • As part of our Sustainable
PLIHSA stands out thanks to
Procurement policy, one of our
competitive and unmatched
main commitments is to educate
advantages. We rely on a solid
the market and big brands to
production capability and we also
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PLIHSA
have reduced delivery times, earning our clients’ trust after receiving their products in a fast and efficient way. Also, our global supplier network, along with our storage and logistics strategy, enable us to guarantee supply security to our entire clientele. Another key factor is our wide experience in negotiating supply agreements with world-class wellknown companies, which provides for a solid base delivering continual growth. We stand out for our production versatility, which allows us to adapt easily and create new products according to market demands. We are proud of our Green Agenda for 2025, driving our commitment
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Issue #31
Manufacturing / Food & Beverage
to sustainable and environmentallyfriendly practices. Such competitive advantages turn PLIHSA into a leading option in the market. WHICH GOALS HAS PLIHSA SET TO ACCOMPLISH TOWARD THE END OF 2023 AND WHAT PLANS CAN YOU SHARE WITH US FOR THE MEDIUM AND LONG TERM?
In 2022 PLIHSA established an aggressive expansion strategy already underway in North America, Central America and South America. We are committed to continue exploring projects and alternatives able to contribute to recycling and to the environment’s conservation to ensure a more sustainable future.
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A bank providing resources within the reach of Dominicans Produced by Jassen Pintado Creative Direction Omar Rodríguez Interviewee Ben Domínguez, CTO for Banco ADEMI
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Issue #31
Financial
Banco ADEMI
Banco ADEMI’s Digital Transformation puts together an array of resources able to fulfill the purpose of offering credit along with other financial products and services to Dominicans. Ben Domínguez, CTO for Banco ADEMI, shared details with us about this process and its achievements
WOULD YOU BRIEFLY SHARE WITH US SOME DETAILS ABOUT BANCO ADEMI? The Association for the Development of Micro-enterprises, Inc. (ADEMI), a private, non-profit institution, began operations on April 1st, 1983 in the most vulnerable sectors of the city of Santo Domingo with the main purpose of creating employment through financial assistance for micro- and medium-sized enterprises.
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81
Banco ADEMI
Financial
In 1997, the Monetary Board
as the largest bank in the country
authorized the entity to become Banco
servicing micro-, small and medium-
de Desarrollo ADEMI, S.A. (ADEMI
sized enterprises.
Development Bank), led by its founding
After operating for 40 years,
president, don Camilo Lluberes
a workforce of more than 1,500
Henríquez, starting operations in 1998.
collaborators and a portfolio
As part of its transformation process, consisting of more than 300,000 in 2005 it was authorized by the
customers, the bank has strengthened
Monetary Board to become a savings
its value proposition through 74
and credit bank.
locations countrywide, creating
Since May 2013, the bank is
82
a close relationship with Dominicans,
authorized to offer every product and
and catering to their needs along
service that multiple services banks
their journey to be included into
in the Dominican Republic provide.
the financial system.
Along the years, Banco Múltiple
From its beginnings, Banco ADEMI
ADEMI, S.A. (ADEMI Multiple Bank)
has relied on the support of institutions
has been in a solid position in the
such as the European Investment
microfinance segment as a financial
Bank, the Inter-American Development
entity able to maintain constant
Bank, as well as the Dominican
innovation in its product and services
private sector.
offer, adapting them to its customers’
The bank has more than $323
needs. The wide experience of its main
billion in assets, a deposit portfolio
stockholders along with its operational
of almost $275 billion and a credit
model has allowed its consolidation
portfolio of $244 billion, and the
Issue #31
Financial
Banco ADEMI
BANCO ADEMI HAS RELIED ON THE SUPPORT OF INSTITUTIONS SUCH AS THE EIB, THE IDB, AS WELL AS THE DOMINICAN PRIVATE SECTOR - Ben Domínguez, CTO for Banco ADEMI
average amount of loans among customers is around $1,500. This financial entity also stands out as a top reference in the financial market in Dominican Republic: • 19.93 percent solvency index, for 2nd place • 5.03 percent ROI, for 1st place • 25.63 percent ROE, for 5th place
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Banco ADEMI
Financial
WHICH FINANCIAL PRODUCTS
and Factoring
AND SERVICES DOES BANCO
• Credit Cards: Persons
ADEMI OFFER? WHICH SEGMENTS
and Business
COMPRISE THE BANK’S MAIN
• Savings Accounts: in Pesos
CUSTOMERS?
and U.S. dollars
In Banco ADEMI, we drive our clients
• Transaction Accounts
to the fulfillment of their goals and
• Certificates in Pesos and
contribute to their businesses’ growth
U.S. dollars
with help from financial products and
• Time Deposits
services catering to owners of micro-, small- and medium-sized enterprises
We also offer a wide array of
in industries such as manufacturing,
services such as:
commerce and services, even if an
• Bank insurance
entrepreneur isn’t formally registered
• Remittances
as a business or a natural entity yet.
• Foreign currency
Our portfolio consists of credit,
• Services/utilities payments
savings and investment products, such as:
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Issue #31
As part of our social impact strategy,
• Personal Loans: Purchases,
we provide loans from $90 to enable
Vehicles, Educational, Home
our customers’ access to working
Improvement and Mortgage
capital, cover their business’ needs
• SME Loans: Microcredit,
and achieve their growth plans. We
Commercial, Agricultural and
contribute to the agricultural industry
Clean Energy
by offering loans able to help farmers
• Credit Lines: Commercial
during their crop cycles.
Financial
Banco ADEMI
Also, our Housing Improvement program directly impacts Dominicans’ quality of life and micro-enterprise business owners, supporting them in the rebuilding and remodeling projects for home or business. On a different front, we reinforce our commitment and sustainability strategy via the ADEMI Foundation, by allocating funds to finance clean energy projects. WHAT WAS BANCO ADEMI LIKE BEFORE BEN DOMÍNGUEZ AND WHERE IS IT HEADING AFTER BEING NAMED CTO?
approach, aiming to service,
As I took over this role, I could detect
innovation and continual improvement
crucial points that had to be reinforced of tech processes, enabling us to in the Tech area, which possessed provide value to the operation and a rather operational approach rather
support the initiatives in our Digital
than a strategic one, with scarce
Transformation plan.
alignment toward best practices and agile methodologies. Our goal in this tenure is to develop a team with a strategic
This new approach and reorganization imply a great challenge which we take on with commitment and enthusiasm.
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85
Banco ADEMI
Financial
OUR GOAL IN THIS TENURE IS TO DEVELOP A TEAM WITH A STRATEGIC APPROACH, AIMING TO SERVICE, INNOVATION AND CONTINUAL IMPROVEMENT OF TECH PROCESSES - Ben Domínguez, CTO for Banco ADEMI
86
Issue #31
Financial
Banco ADEMI
WHAT SETS APART BANCO ADEMI
has changed in our context, which
FROM THE COMPETITION? WHAT
has thrust us into an imminent Digital
MAKES CUSTOMERS CHOOSE
Transformation process.
BANCO ADEMI?
As a result of a clear understanding
Since 40 years ago, we have
of our environment, the firm decision
supported the entrepreneurial spirit
to create an Innovation Committee
and offered a hand to Dominican
was taken, this committee outlined
families, with a groundbreaking array
the patterns and led the way of our
of financial products for micro-,
new strategic plan with important
small- and medium-sized businesses,
innovation elements. Among the key
driving the economic development
guidelines in our new strategic plan,
and projects of the country’s most
Agile Governance emerges to prioritize
vulnerable population.
decisions guaranteeing that our efforts
The ADEMI family consists of
be carried out in a proper, coordinated
more than 1,500 collaborators
and timely manner. We have created
wearing their hearts on their sleeve
an express lane guaranteeing our
with the mission of transforming the
processes’ speed and results.
lives of Dominicans, one success
Our goal is to remain in the
story at a time.
leadership of microfinance development, contributing to our
WHICH ARE THE MAIN GOALS
customers’ growth through innovative,
CONSIDERED IN THE BANK’S
easy to access solutions that allow
DIGITAL TRANSFORMATION
them to choose products and services
AND INNOVATION PLANS?
through the best digital channels.
We’ve perceived the way the game
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87
Banco ADEMI
Financial
IN WHAT MEASURE HAVE
implemented in the institution. The
YOU SET FIXED OR CONTINUAL
plan’s main points are aimed toward
OBJECTIVES WITHIN THIS DIGITAL
customers, efficiency, operational and
TRANSFORMATION AND WHICH
technological abilities, and talent.
GOALS HAVE BEEN SET TO
With this plan we are looking to
BE ACHIEVED DURING A
transform ourselves without resigning
DETERMINED PERIOD?
to our essence and mission, to
Digital Transformation is a continual
become digitized without leaving
process. We engaged in a never-
behind those with less advantages,
ending journey, we will continue to
to get rid of paperwork and find
transform ourselves to achieve higher
our path to becoming an agile
efficiency levels in the quest to offer
organization designed toward
the best experience.
innovation, and be able to find and develop the required talent.
WHICH SHORT-, MID- AND/OR LONG-TERM PLANS FROM
year to develop tech abilities, the
BANCO ADEMI WOULD YOU
innovations we’ll be deploying and the
SHARE WITH US?
talent’s adaptability.
Towards the end of 2021 we
88
Twenty twenty-two was a key
In the same way, with the purpose
developed the new strategic plan
of becoming our customers’ main
with 2024 in sight, which establishes
partner, we’ve offered them a wide
the essential guidelines being
array of channels to simplify their
Issue #31
Financial
Banco ADEMI
day-to-day operations, with the
optimizing quality and efficiency
ADEMI app and ADEMI Online
indexes. I’ve taken part in bank
digital platforms among them,
merging and been a key element
with a 70 percent enrollment rate
in projects engaging in processes
and 29 percent transaction rate,
and systems reengineering, core
compared to 2021.
deployments for banking, credit cards, PeopleSoft ERP, BPM,
WOULD YOU SHARE A FEW FACTS
and new location operations model,
ABOUT YOUR CAREER IN RESPECT
among others.
TO YOUR EDUCATION, WORK EXPERIENCE AND AWARDS, AS WELL AS OTHER ACCOLADES? My higher education started by enrolling into Information Systems Engineering. Afterwards I earned an MBA from UQAM (University of Quebec in Montreal). I possess more than 25-year experience in finance, specifically in the Tech and Operations areas. In
FOUNDED: 1983 INDUSTRY: Financial CONTACT: bancoademi.com.do bedominguez@bancoademi.com.do
my career, I’ve led multidisciplinary teams into achieving strategic goals,
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89
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