Valorem > Sustainability Corporate Model

Sustainability Corporate Model

Valorem > Sustainability Corporate Model

The Sustainability Corporate Model of the Valorem Group seeks to guide the actions of Valorem and its companies to advance in the creation of sustainable value for its groups of interest in the economic, social and environmental dimensions.

The model was built in 2016, starting with a materiality analysis that had as input the comparison of similar companies that are industry benchmarks, the understanding of subsidiary companies, the study of sustainability indices and standards and the dialogue with its stakeholders.

From this analysis 5 material matters were prioritized which are managed transversely in all the Valorem Group companies. In accordance with the maturity level and the particularities of its sector, each company has developed a strategy to integrate the management of such matters in its value chain. In addition, companies have developed different particular initiatives to meet the expectations of their stakeholders and to generate value.

Material matters

Generation of value for shareholders

Generation of value for shareholders

Generation of long-term value for shareholders, taking into account profitability, reputation protection and risk mitigation to ensure business continuity.
Generation of value for shareholders
Good governance and business ethics

Good governance and business ethics

Implementation of good practices for governing bodies, accountability processes and decision-making.
Good governance and business ethics
Talent development and well-being

Talent development and well-being

Personal and professional development opportunities for collaborators, framed in the principles of balance of life and integral well-being.
Talent development and well-being
Responsible investment

Responsible investment

Investments whose objective is to maximize the creation of sustainable value in the long-term considering the triple bottom line (economic, social and environmental).
Responsible investment
Care and good use of resources

Care and good use of resources

Actions developed within the framework of a culture for responsible management of resources and mitigation of environmental impacts generated by the operation, supported by the implementation of technologies that facilitate it.
Care and good use of resources

Government model

In order to achieve the effective implementation of the Sustainability Corporate Model and to give it the strategic importance and relevance required, a government model was structured whose highest decision-making body is the board of directors of Valorem. Each material matter is managed by a member of the Valorem executive committee whose responsibility is to direct and take the pertinent actions to advance in the fulfillment of the proposed objectives and goals.

The sustainability committee is formed by the members of the Valorem executive committee and the sustainability leaders of each company in the group. Its objective is to define guidelines, to promote the implementation of cross-cutting actions, identify synergies, share success stories and extend knowledge related to sustainable practices.

The deployment of actions towards the group companies of is carried out through peer committees per material matter. This work between peers of the companies allows sharing experiences, incorporating learning, applying best practices and developing joint initiatives.

For the purpose of making the commitments and advances of the Sustainability Corporate Model known to its stakeholders, Valorem prepares an annual corporate sustainability report.

Evolution of the sustainability corporate model

____ 2016 ____

  • Structuring of the Sustainability Corporate Model
  • Definition of transversal commitments in each material and particular matter for each company

____ 2017 ____

  • Implementation of a plan to close gaps in each company

____ 2018 ____

  • Exercise of benchmarking best practices (Best in Class) in sustainability for each of the Valorem Group companies
  • Updating of the roadmap for each material matter

____ 2019 ____

  • Prioritization in each company of the Sustainable Development Objectives (SDO) to identify, structure, develop and implement initiatives that allow defining measurable commitments and goals that contribute to their achievement.