Sustainability
Sigdo Koppers S.A. has important leadership in different industries of interest, thanks to its ability to identify new investment opportunities around the world. The company is strongly committed to sustainable and innovative development in the businesses it carries out, as well as to the quality of the products and services it delivers.
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Be strategic partners of clients
Deliver solutions with greater added value that differentiate us from the competition, through an innovative offer and comprehensive services throughout its entire value chain.
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Leadership and innovation of our companies
Be a relevant competitor in the markets where we participate and recognized for delivering value through new technologies.
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Global Reach
Offer solutions to our global clients. Seek geographical and mineral diversification by being present in the main mining centers of the world.
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Conservative financial profile
Financial strength that allows us to capture growth opportunities and maintain an adequate position in times of lower activity
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Economic, social and environmental sustainability of operations
Achieve the balance of economic, social and environmental variables in each of the activities, seeking to maximize their results.
Sigdo Koppers signed up to the United Nations Global Compact in 2006. Within this framework it has assumed the commitment to comply with and promote ten principles regarding Human Rights, Labor Relations, Environment and Anti-Corruption. Through programs and initiatives, the company and its subsidiaries seek to contribute to the achievement of the Sustainable Development Goals (SDGs) and improve people quality of life and protect the environment.
TRIPLE BOTTOM FRAME
- Social Performance: Generate value for collaborators, communities, suppliers, clients and authorities.
- Environmental Performance: Measure and reduce the environmental impact of operations and contribute to the balance of the environment.
- Economic Performance: Achieve positive and stable economic results with a long-term vision.
The definition and analysis of priority interest groups is carried out based on two variables: the impact generated by the activities of the company and their influence on SK decisions
COLLABORATORS
They allow operations to continue and are key to the company's competitiveness. They are the visible face of the company in front of other stakeholders.
CLIENTS
They can reduce or increase demand for the Group's products and services. They position the company at a reputational and economic level. They can opt for competing companies that have a more aggressive and flexible product offering, or that have advanced management in the sales and post-sales area, particularly in advice, monitoring and feedback.
SUPPLIERS
The company's operation requires quality and timely inputs. Suppliers can influence quality standards in the delivery of the final product.
SHAREHOLDERS AND INVESTORS
They can restrict or promote investments, affecting the company's competitive position. They can restrict or promote investments in projects that require a high level of market confidence. They can influence the image of the Group in the market.
AUTHORITIES AND BUSINESS UNIONS
They can grant/remove necessary permits to operate, to the extent that companies do not comply with current regulations, and/or violate human rights and care for the environment. They can influence and validate the actions promoted by the company with relevant actors for the development of the Group's projects. The business unions promote industry development, the exchange of knowledge and best practices.
COMMUNITIES
They socially legitimize the company's activities in environments where some SK companies have their main operating assets. They provide qualified local labor. They provide local services to the company, and therefore, make the operation more efficient.