A LEGACY THAT TRANSCENDS
WHERE ARE THE NON-CONFORMISTS?
SUCURIÚ BETS ON SUSTAINABLE MANAGEMENT
THE MARK OF THE NEW GENERATIONS THE FUTURE IS BUILT IN WOOD
ENERGY INTELLIGENCE FOR A SUSTAINABLE FUTURE
NO.118
At Empresas Copec, we understand that every decision and action we take impacts not only the present, but also the future. That’s why we aim to leave a positive mark, a legacy we can be proud of, one that fosters prosperity and well-being for those who come after us. We want our legacy to transcend. We want to shape the world for future generations.
In
Paz Zárate, a lawyer and expert in international relations, analyzes the current global scenario and how a new world order is taking shape.
Six
EDITORIAL
WHERE ARE THE NON-CONFORMISTS?
When we talk about growth, we are talking about something much deeper than simply expanding our economy. It is more than a number that consolidates the amount of goods and services created. Growth means aspiring to build a country that offers real opportunities for everyone, it means raising the quality of people's lives, where they can live safely and freely, fully developing their personal and family projects. And, despite the fact that many voices have spoken out to highlight the relevance of this task, it seems that we are resigning ourselves to living in a country with a completely opposite scenario.
Chile is going through a complex economic situation, accumulating a decade of low growth, which has led some to celebrate, with a certain conformism, a modest GDP increase of 2.6% in 2024. This figure, which is clearly insufficient, should encourage us to make profound changes with determination. We often stop to point out poor regulations and high levels of uncertainty as conditions for the lack of investment.
But, without doubt, beyond improvements to different legal bodies that allow to foster entrepreneurship, as well as understanding that certainties are impossible in
the business world - even more so with the winds of protectionism that we are experiencing -, growth requires something as human as conviction. In this case, the strong belief in the virtue of growth. Of course, growth is not everything, but it is a facilitating tool for making dreams come true, everyone's dreams. The dreams of those of us here today and, especially, of those who will be here tomorrow.
_ IN THE pHOTO: Eduardo Navarro Empresas Copec CEO.
It is precisely here that our corporate purpose, “To shape the world for future generations,” becomes even more relevant. Empresas Copec not only seeks to contribute to economic development, but also to actively take responsibility for building a more prosperous, safe and sustainable future. Our sights are set not only on today's development, but also on those who will come after us, so that those generations can have access to greater opportunities. We work for hope, which we are all called upon to recover.
With this vision, in our case, we have taken on specific leadership roles, recently making significant investments locally and in other countries. Investments that demonstrate our commitment to that future. Expansions of Chilean companies in relevant markets, such as the project started by ARAUCO in Brazil, the epicenter of the forestry industry, or the arrival of Abastible in the Iberian Peninsula, a region that can teach us so much about energy transition. Strategic bets that position us in the most relevant scenarios for our two main business areas, opening up new opportunities for impact, cooperation and learning.
We look up to plan our activities ambitiously, understanding our responsibilities. Thus, through our subsidiaries, we are leading the energy transformation in Chile, promoting a shift towards a more sustainable future through the use of clean energy, constantly strengthening the electric charging infrastructure in the country and promoting sustainable public transport, by powering just over half of the electric buses
Growth requires something as human as conviction. In this case, the strong belief in the virtue of growth.
Of course, growth is not everything, but it is a facilitating tool for making dreams come true, everyone's dreams. The dreams of those of us here today and, especially, of those who will be here tomorrow.
in Santiago. Along the same lines, ARAUCO is implementing solutions that combine technology and sustainability. Through Arauco Ventures, it launched Lemu Nge, the first satellite exclusively dedicated to monitoring biodiversity, and acquired a majority stake in TreeCo, a start-up focused on genetically improving trees to increase their CO₂ capture and water efficiency. All these initiatives demonstrate that growth can and should be virtuous, integrating innovation, sustainability and long-term vision.
But at Empresas Copec we are non-conformists. We always seek to go further. And continuing along this path requires more than just great business initiatives. It requires joint action and a coordinated effort between different sectors of society. During the first decade of the 2000s, Chile positioned itself as the leading economy in the region thanks to its work, resilience, creativity and ambition. The country led the growth rankings; was in a prominent position in terms of innovation and ease of doing business; it stood out as one of the safest countries in the region; was admired and perceived among its peers for the way its institutions worked, and was the subject of case studies in world-class universities as an example of a country taking giant steps towards development.
We have been losing all that. Today, we are increasingly burdened by serious problems, which make us blend in with the rest of the emerging countries. This is in a current context where Chile's growth is below the world average. Consequently, it is not good to settle, let alone celebrate.
We need to abandon resignation and rediscover that historical appetite for transformation that defined us in recent decades. We must overcome the disconnection between politics, business and society, generating sound consensus that will allow us to move towards a shared development project. This requires an active and mobilized private sector, a modern and agile state, political leaderships that emphasize what unites us and a citizenry committed to the future of the country.
And there are hopeful signs. We know that Chile has worldclass companies in industries that will be key to the future of the planet and that respond well to the interests of today's global consumer. Copper and lithium are critical to the energy transition; the forestry industry contributes sustainable products and massive absorption of carbon from the atmosphere; the Chilean desert, winds, rivers and waters are abundant and competitive sources of renewable energy; the country's natural wonders have already positioned it as a destination of excellence for nature tourism; the financial sector is deep and sophisticated; international treaties, even
in the volatile environment of today's international trade, keep the doors of the major global markets open to us, and its democratic system - which could certainly be improved - is among the most solid in the region.
In a year that will be shaped by the presidential elections, we have the opportunity to bring these concerns into the public debate. It is time to recover a unifying narrative, involving all sectors of society, that is optimistic, decisive and visionary. This spirit must once again be our flag, driving entrepreneurship, strengthening our production systems and promoting innovation as an essential engine of development.
Therefore, when we ask ourselves “how to grow?”, our answer is clear: by betting on the future, based on our economic, technical and social strengths, but, above all, with ambition, vision, courage and, most importantly, conviction.
We are sure that it is still possible to dream and build a better tomorrow.
Conformism immobilizes us and is the enemy of growth. Although not an end in itself, without growth there is no progress, development, happiness or well-being for people. Let's not settle for less. No more conformism.
At Empresas Copec we are non-conformists. We always seek to go further. And continuing along this path requires more than just great business initiatives. It requires joint action and a coordinated effort between different sectors of society.
The United States is breaking the paradigms that constitute the global order as we know it.
general interest
opinion:
THE NEW WORLD (DIS)ORDER
By Paz Zárate
Paz Zárate is a professor at the Diplomatic Academy of Chile. She has an outstanding career in International Law and International Relations, specializing in investment protection. She has a degree in Legal and Social Sciences from Universidad de Chile, an LLM from Cambridge University and is a D.Phil. candidate at Oxford University. She is a columnist and analyst for prestigious national and foreign media.
Her international career has focused on the peaceful settlement of disputes, advising governments, international organizations and multinational companies in the United Kingdom, the United States, France, Switzerland and Italy. She has been a professor and researcher at national and foreign institutions.
A quick glance at international events is enough to realize that in recent months the world seems to have jumped on a Tagada of non-stop turmoil. The news cycle is relentless, and at the center of this moving track is the United States.
Headline after headline, the global surprise is widespread. Both the American electorate and the rest of the world had already experienced a first administration of President Donald Trump. For a second term, the natural expectation was a repeat of that experience, which in international affairs had not caused major damage, and it was taken for granted that there would be, through deregulation and tax cuts, an extra boost to the US and probably the global economy.
IN
THE pHOTO: Paz Zárate Professor, international analyst and Senior researcher in International Relations and Defense at AnthenaLab.
However, reality has clashed with expectation. Both economically and politically, today the superpower is breaking paradigms that constitute the global order we know, in ways that were not fully envisaged during the election campaign. Here are some key points.
The most important strategy of the current US government to extend and reinforce the supremacy of the United States is, without doubt, the resetting of global trade.
The new American vision
The cornerstone of the international system created 80 years ago, after the Second World War, has been free trade as a way of bringing nations together and making them progress; the development of basic rules (contemporary international law), and voluntary cooperation between states within forums with a structure far away from a world government as there is no superstate. At the center of this set theory, the United States has maintained its position over the decades, among other factors, due to the economic advantages obtained (the US economy is the largest of all, with 25% of the world GDP), as well as the extension of its influence or soft
power. Beyond military might, the source of US hegemonic power is undoubtedly the global financial system based on the dollar, and not manufacturing.
The current administration's view, however, is that the global trading system has been detrimental to Americans because it has allowed all other countries (large, medium and small) to take advantage of the superpower. Therefore, it is time to achieve greater advantages for the United States in order to strengthen its industries.
To this end, with a framework of protectionism and transactionality, all bilateral relations are being reevaluated. As a consequence, the usual alliances, such as those with Canada
and Europe, are no longer valid. And the treaties where friendships and associations have been forged and developed - including those on free trade and investment protection - are being superseded as a totally different paradigm is being imposed globally. Make America Great Again means leaving the existing structure behind.
The trade war
The most important strategy of the current US government to extend and reinforce the supremacy of the United States is, without doubt, the resetting of global trade. The tool used to make this transformation a reality — the shift from a neoliberal to a mercantilist mentality — is tariffs.
On the so-called “Liberation Day” (April 2), the superpower drastically increased tariffs across the board: 10% levies on imports from over one hundred countries, and even higher rates on those nations that the government considers to have treated the United States unfairly. This declaration
of “economic independence”, added to tariffs already announced in previous weeks, raises the weighted average tariff to 24%, from 3% in 2023, according to the World Trade Organization (WTO).
In the words of the new Canadian Prime Minister, economist Mark Carney, as a result of these tariff measures the world economy has changed fundamentally, given that the global trading system, anchored in the United States, and the rules established in treaties that reference the WTO system, has been de facto discarded by its most important player.
Will this true revolution necessarily force a US industrial renaissance? It's a risky bet. The investments that would be needed require time (more than one fouryear presidential term), clear rules, stability. Moreover, not all relevant foreign players will be interested in being part of this US reindustrialization: for geopolitical reasons, several could choose to reduce risks by diversifying markets, thus trying to ensure that the current trading system and its institutions survive at least among themselves.
Meanwhile, the trade war that has broken out is hitting the stock markets, causing a drop in consumer and investor confidence, and an increase in the likelihood of a global recession this year (60%, according to JP Morgan, not yet including trade retaliation in that figure). In this way, the global financial system is also weakened, and other revolutionary US measures regarding debt (an area of vulnerability) and the free flow of capital cannot be ruled out.
The planning that trade and investment need is hampered by uncertainty and by the fact that the mechanisms for resolving disputes are blocked or disallowed in practice.
A chaotic, multipolar world
This scenario takes us back more than a century in terms of power structures. The lack of a commercial system and the presence of an informal, volatile hierarchy makes the relationships and flows inherent to globalization unpredictable. The planning that trade and investment need is hampered by uncertainty and by the fact that the mechanisms for resolving disputes are blocked or disallowed in practice. Furthermore,
This scenario takes us back more than a century in terms of power structures. The lack of a commercial system and the presence of an informal, volatile hierarchy makes the relationships and flows inherent to globalization unpredictable.
as a consequence of the US withdrawal from the current structure, there is a significant vacuum in the defense of free trade and multilateralism.
China, an undemocratic model whose foreign and trade policy is defined by pragmatism, has shown itself willing to take on this leadership. Its attempts to increase its networks of cooperation and influence will increase notably in different latitudes. At the same time, China has expressed its willingness to have any kind of war the United States wants to have, and this explains the strong tariff retaliation. However, it is notable that Trump has not personally confronted Xi with the same intensity with which he has done so with the leaderships of Europe and Canada, and this may be relevant in the event of an invasion of Taiwan.
Beyond the rhetoric and even the trade war, it is possible that this attitude will be maintained, in the idea that in this new world order, the United States, China and Russia will each have a sphere of influence where the others will not intervene.
In the case of Europe, the invasion of Ukraine could end up adversely affecting Ukrainian interests, with the loss of territory and an end to US sanctions on Russia. And there is no doubt that Putin's imperial appetite is open for more. As a result, the risk of Ukraine eventually disappearing as such is increasing, and with it the risk of a future war
between Russia and EU countries. Europe is already experiencing types of hybrid war, such as the cutting of undersea cables, and although it is determined to rearm itself to resist all kinds of attacks on its model and its borders, time is running against it. Of course, while it does so and allocates fewer resources to social programs, the protests will make themselves felt.
The question is: what will happen in Latin America, where, in addition to Chinese influence, the influence of Russia — now a friend of the United States — could increase? What will be the regional and local impact of the attacks on the free trade system, especially for those decidedly open to the world, such as Chile? These are questions we will address in an upcoming column.
In a new roundtable, six young talents shared their dreams and challenges as leaders.
with first and last name
conversatorio empresas copec:
THE MARK OF THE NEW GENERATIONS
New types of leadership, how they are dealing with technological disruptions, how they balance their work and personal lives, what they look for in a company and the importance of it having an inspiring purpose, were some of the topics discussed by six collaborators under 40 years of age, who lead areas at Empresas Copec, ARAUCO, Copec, Abastible, Las Salinas and Nutrisco.
The traditional roundtable held by Empresas Copec brought together six young leaders: Florencia Barúa, Corporate Marketing Manager at Nutrisco; Joaquín Bijit, Head of Strategy and Development at Empresas Copec; Andrea Castro, CEO at Copec Voltex; Christopher Mac-Gregor, CFO at Las Salinas; Javiera Reyes, Head of Marketing for Home Customers at Abastible; and Domingo Sáenz, Head of Sales and Development at Hilam ARAUCO.
The meeting was hosted by Francisca Riveros, Chief Communications Officer at Empresas Copec.
An approachable leadership
When asked how they would define the leaders of their generation, the word that came up the most was: approachability. In this regard, Florencia Barúa, Corporate Marketing Manager at Nutrisco, says: “I think we can talk about a slightly more human leadership, which has evolved over time, where it is understood that people not only dedicate their lives to work, but also have a personal life.”
Regarding hierarchies in positions, Joaquín Bijit, head of Strategy and Development at Empresas Copec, believes that they have evolved. “Although there is still respect for superiors, leadership today is more horizontal. That makes them much closer, because work, personal and family life are beginning to interrelate.”
On this point, Las Salinas' CFO, Christopher MacGregor, agrees, commenting: “I am the same person in the office as I am at home, because in the end you are just one person. I remember when I took on my first leadership role, I came
loaded with stigmas and prejudices about how I should act: be tough and set limits. And it went badly, very badly. But then I learned about the concept of authentic leadership, which made a lot of sense to me and changed the way I relate to my team. Today I am convinced that when you show yourself just as you are, with honesty and consistency, you can be a better leader and make better decisions.”
IN THE pHOTO: Florencia Barúa Corporate Marketing Manager at Nutrisco.
Domingo Sáenz, Head of Sales and Development at Hilam ARAUCO, had a similar experience. “When I started working, at first, I had a very formal way of dealing with people, but as time went by, I loosened up and that made the way I interact with people much more natural, more fluid and there are not so many restrictions between what you really want to say and what you say.”
For COPEC Voltex's CEO, Andrea Castro, it is key that leaders understand that they do not know everything. “I think that today being a leader is not so much about being the most expert person, but about being someone who dares to ask questions, who listens and who has the flexibility to adapt. It is very important to trust your team and to convey to them that we are going to learn together. The important thing is not to have the solution, but to see how we reach there together, understanding that each one is going to contribute, collaboratively, with their different abilities and points of view.”
Work for a living
All the participants state that they have managed to reconcile their respective jobs with their personal and family life, thanks to the fact that their companies encourage them to do so.
For the new generations, this is key when looking for a job. In this regard, Javiera Reyes, Head of Marketing for Home Customers at Abastible, says: “I believe that, unlike other generations, we don't live to work, but rather work to live.”
_ IN THE pHOTO:
The participants state that they have managed to reconcile their respective jobs with their personal and family life, thanks to the fact that their companies encourage them to do so.
Christopher Mac-Gregor shares how he has managed to balance his role as a father with his 5-year-old son, who has special needs. “When the CEO of Las Salinas called me to offer me my current position, I was super transparent and told him that I had this situation with my son and that I needed flexibility to be able to take him to Teletón. And he told me that it was no problem, that I should worry about delivering results, regardless of when I did it, because the family is a priority. And I believe that this is a value that the entire Empresas Copec Group has. In the sense that there is empathy and flexibility. And, thanks to that, I have been able to be there throughout my son's development. His first steps with a stroller, how he has been, little by little, making progress. Being able to witness these achievements is truly priceless.”
Joaquín Bijit Head of Strategy and Business Development at Empresas Copec.
Javiera Reyes remembers when she arrived at Abastible in 2024, when her daughter was five months old: “The comment that stood out most to me from all areas was that I was in the best place to be a mother. And it has been 100% like that. I have the support of my boss, who is also a mother and empathizes with me. In this 'mother-father parenting' I have the support of my husband, who plays a key role in caring for our daughter. And he understands my aspirations, that I want to continue developing and growing in the company.”
Florencia Barúa says that she has only had male bosses. “And they also empathize. In fact, at Nutrisco, we say that people are people, not numbers, and I think that's something you experience throughout the Group. And for me it's super important to have flexibility, since my husband and I are Argentinian, so we don't have a support network in Chile. And my boss is very clear about this and knows that if something happens to one of my children, either my husband will leave work or I will. There are no other options. And that's where I think communication and trust with my boss is key, as he knows my level of commitment to work. I like what I do, I want to keep growing, so of course I'm going to deliver.”
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Artificial Intelligence (AI)...
Yes or no?
According to the International Monetary Fund (IMF), AI will impact almost 40% of jobs worldwide, replacing some and complementing others. Faced with this scenario, all the participants in the roundtable confirmed that they were using this technology in their respective jobs, but in a responsible way and understanding that there are tasks that cannot be replaced.
In this regard, Domingo Sáenz comments: “I use artificial intelligence a lot, on a day-today basis. But I think you also have to know where it adds value and where you add value. For example, AI is very useful for processing a database or fixing the wording of a long text. For a person, that can take a long time. But AI still can't relate the trends in that database to the objectives and vision of the business, and that's where you add value.”
Andrea Castro recalls that when she got pregnant with her second child she had already taken on the role of Copec Voltex's CEO. “At first I was nervous because it wasn't planned, but I've always felt supported by Copec, where we have a hybrid working arrangement that allows me to balance my professional role with that of a mother very well. After all, you spend a large part of your life at work, so I feel that the company you work for has to be coherent and share your values. If you want to start a family, for example, you have to work for a company that allows you to do so, that places people, and therefore the family, at the core. I am grateful to Copec for that, because I have raised my family, I have had my two children while working here.”
Andrea Castro agrees on this point and says: ”I think that at the end of the day you have to understand in which part, in which process, artificial intelligence or another technology adds value to what I am doing. Just as the people in the teams are different
EN LA FOTO: Javiera Reyes Head of Marketing for Home Customers at Abastible.
and each one has a skill and is going to contribute something specific, the same goes for technology. For example, AI in electromobility is helping us see how to make the business more scalable, how to have more widespread communication. So I think you have to join in with AI and look for the positive side so that it adds value to the daily work. Because being reluctant and saying that it doesn't exist is not possible.”
Domingo Sáenz adds: “Of course, it's something that's already here and it's going to move at an impressive speed over the next ten years. The way we work today is going to be completely different. So, if we don't get on board now, we're going to be left behind.”
Joaquín Bijit adds: “And you're going to be 100% obsolete.”
Florencia Barúa stresses that AI should not be seen as a threat. “Everything is moving forward and changing faster and faster. I remember that when artificial intelligence first arrived the debate was whether or not to use it, but it turns out that it already existed. So I think it's really important to understand that this technology is not about replacing people, but rather a tool that helps us do certain jobs more efficiently. And, on the other hand, as we open up to new technologies, we must also be willing to engage in continuous learning.”
Christopher MacGregor highlights the role of leaders in the use of new technologies. “I believe that for younger people the adoption of technology is much easier. I started school with a blackboard and a notebook and I left university understanding
artificial intelligence models. Our generation has lived through constant revolutions where we have learned to adapt to new technologies. But in teams there are people who don't have the same capacity to adopt technologies, such as some older people who sometimes find it more difficult. So, for younger leaders there is a very important task: to accompany, teach, guide and provide the tools to all collaborators so that they too can adapt and use them.”
Javiera Reyes adds: “I've seen it happen, that new young analysts who join the team and I tell them to use
IN THE pHOTO: The participants during the roundtable, which took place at the Empresas Copec offices.
IN THE pHOTO: Domingo Sáenz Head of Sales and Development at Hilam ARAUCO.
ChatGPT. They seem surprised and ask: is that allowed? And I tell them that of course it is, with criteria, obviously, and that the tools are there to be used. And for us who work in Marketing, AI has made things much easier, for example, when it comes to writing a brief for a photograph. It has helped us a lot, but without losing sight of the fact that it is a tool that you have to be constantly learning about and that it is humans who are in charge.”
Joaquín Bijit believes that it is key for leaders to be open to new technologies. “You have to give people flexibility so that they can develop. And that means that they have to know and propose ideas. If someone from the team comes to you and says that they have found a new tool, as a boss you have to be flexible, listen and be an enabler who opens up new opportunities for collaborators.”
A company with a purpose, a perfect match
Job flexibility, professional development and corporate purpose stand out as key elements in attracting and retaining new generations of workers, according to a study carried out by Fundación Chile in 2024.
When asked how relevant the purpose is to them, all the participants in the roundtable highlight it as a key factor when choosing a place to work. For Florencia Barúa, it was always very natural to work in companies with a purpose, until one day she came across a very different reality. “I joined a company where I felt I wasn't contributing to anything relevant or having a real impact. Pursuing a professional career in a place that was not consistent with my values or with what I consider to be relevant was difficult to sustain. Until I joined Nutrisco, three and a half years ago, and the truth is that I work very happily for our purpose, which is: To create, produce and market foods that improve the world. I tell my four-year-old son what I do, proud to feel that it has a positive impact on people's lives.” -
Job flexibility, professional development and corporate purpose stand out as key elements in attracting and retaining new generations of workers, according to a study carried out by Fundación Chile in 2024.
Javiera Reyes says that Abastible's purpose, To promote the entrepreneurial spirit, makes a lot of sense to her. “It is not enough to state it, but to take specific actions to fulfill it. And, in this sense, we are doing many things, in addition to working with more than a thousand distributors that are SMEs. We pay them within seven days, we created the Large SME Corporation, etc. So, I feel prouder because our work is focused on the purpose. In other words, I know that through my work I am having a positive impact on society. Purpose is part of our strategy. It's for you, for the consumer, for SMEs, for Chile, because we work for and on behalf of society.”
_ IN THE pHOTO: Christopher Mac-Gregor CFO at Las Salinas.
Domingo Sáenz also highlights how important it is for him to work in a company with a purpose. “I remember that in one of my first jobs there wasn't such a clear purpose, which meant that decisions were made with a more financial focus, leaving aside other important impacts. At ARAUCO, on the other hand, and in my area in particular, where we seek to promote wood construction with materials that come from renewable sources, it's quite the opposite. As a team, you can tell that we are passionate about what we do. You see it on a day-to-day basis, or when we go out into the field and you realize that we are having a good time. It makes us want to come to work, because we are aligned with the purpose and we feel that we are contributing to a more environmentally friendly way of building.”
Christopher Mac-Gregor adds: “A shared purpose that is in tune with your values helps you coordinate teams and recruit the right people. In an interview, you can tell right away whether or not the candidate is a good match for the company. In that spirit, at Las Salinas we are all driven by the shared goal of contributing to the well-being of Viña del Mar, through projects that have a real and meaningful impact on the people who live there. That purpose is the driving force that aligns our teams, inspires commitment, and gives meaning to every decision we make.”
Andrea Castro agrees. “Copec's purpose is: To promote the mobility of people, companies and the country. And it really is something that the whole team lives by. It's about anticipating what people are going to need and supporting them in their day-today lives and in their transition processes. In the case, for example, of electromobility in public transport, if you talk to the neighbors who live around a Copec Voltex electro-terminal, they can tell you that it has changed their lives. And when asked why, one of them told me that he used to wake up at five in the morning to the sound of the bus engines warming up. And that was his 'alarm clock'. Today, he gets up much happier and calmer without those annoying noises and, obviously, that gives you tremendous satisfaction. The feeling that as a result of your work, you are having a positive impact on others. It is essential to move towards a common purpose and to support Chile and its people from wherever you can, from your side of the road.”
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IN THE pHOTO: Andrea Castro CEO at Copec Voltex.
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For future generations
At the beginning of 2024, Empresas Copec launched its new corporate purpose: To shape the world for future generations. The entire company team participated in this process. Joaquín Bijit emphasizes this: “We worked on it together and reached a common purpose, shared by all. And having defined it as a team and having been part of the development commits you even more to the Company. It makes you come to work happier, knowing that you are in a place that has the same values as you and that has a positive impact on society.”
For Christopher Mac-Gregor, Empresas Copec’s purpose makes a lot of sense in his daily work.
“At Las Salinas, we are going to develop a neighborhood that must be conceived today with a vision of what the city of Viña del Mar will be like in 50 or 100 years. That means the people who will live there - that community - may not have been born yet or are still children or young people. They are the future generations. And this long-term view is present throughout the Group, where the ultimate goal is not just to make a profit. Probably, if the owners were different, the Las Salinas land
would have been sold a long time ago and today there would be buildings that do not respect the cultural heritage of the city. Despite having these options on the table, the board of Las Salinas has always kept a clear vision: to leave a legacy in Viña del Mar. A sustainable neighborhood, with green areas, that contributes to improving the quality of life of those who live in this city.”
Javiera Reyes adds that the purpose of Empresas Copec is lived out in all the subsidiaries. “There is a clear vision, we know where we are going, and how the purposes of each of the companies are super aligned with that of Empresas Copec.”
Domingo Sáenz agrees: “ARAUCO too. What you hear most is: renewable, sustainable. And we all love being part of a company that seeks products with greater added value that can last longer. And that this quality of trees, to decontaminate the planet, has a permanent effect over time. And that is something
that personally motivates me a lot and was one of the reasons why I started to get involved in wood construction.”
Andrea Castro adds: “The Group is increasingly involved with a longterm vision, which is to shape the world for future generations. At Copec Voltex, we do this by accelerating the energy transition process towards a much more sustainable, environmentally friendly world in order to leave a positive mark and a better planet for future generations. So, I think we are very much aligned.”
Florencia Barúa continues: “I believe that, although on a day-to-day basis we are each involved in our own industry or area, we feel that we are part of a whole, of a Group. And we know that, together, we have a much stronger impact. And I think that's something you can feel.”
What mark do you want to leave on the world from your workplace?
“I want to work for the transition to a much more sustainable, cleaner world, and not only through electromobility, but also by promoting more renewable energy sources. I also want to leave a mark on my team, fostering collaborative work, where personal interests often have to be set aside in favour of a common good with a much more transcendent purpose.”
“I feel that Chile has made a lot of progress in terms of inclusion, but it still has a long way to go. Because inclusion is not just about giving people tools, but about truly integrating them into society. That is the mark I want to leave, the reason I get up every day to go to work. I look at my son and wonder what his life will be like when he is ten. Will it be easier than it is today? Because today it is very difficult. And that is why I am waving this flag of struggle: to make Chile a truly inclusive country.”
“From a professional point of view, I believe that one challenge that most marketers have is to demonstrate that well-executed marketing strategies have an impact on the business. And from a more personal point of view, I would like to leave a mark on each of the people I work with, especially on my team. That tomorrow they will have the same passion for working for a purpose. I also want my daughter to be proud of what I do and to see that my job is not about selling gas, but something much more important than that, I am contributing to a better society.”
CHRISTOpHER MAC-GREGOR CFO AT LAS SALINAS.
JAVIERA REYES HEAD OF MARKETING FOR HOME CUSTOMERS AT ABASTIBLE.
“I would like to show that things can be done differently. Today there are billions of people, and there will be more and more. That means we are going to need more housing, transportation, clothing... But the way we are producing all that today is not sustainable. From my role, I want to question how we are building, because we continue to use materials such as concrete, with a very high environmental impact. And that will catch up with us, sooner or later. That's why I want my mark to be pushing for new, more responsible, cleaner ways of doing things, to leave a better world for future generations.”
FLORENCIA BARÚA CORpORATE MARKETING MANAGER AT NUTRISCO.
“Considering that Chile has one of the highest obesity rates in the region and that the indicator is skyrocketing in preschool children, it makes too much sense to me the impact we can leave as a company that seeks to deliver better food and have a positive impact on the quality of life of future generations. I would like my children to see how their mother tries to balance her personal and professional life as much as possible, but always with the aim of improving people's quality of life.”
“As a leader, I love teaching and learning. I also really like interacting with different people, creating bonds. And that's what I'd like to leave as a legacy to my team: promoting a training culture, generating human relationships, understanding the importance of continuous learning and sharing knowledge. And, above all, choosing to do what makes sense to them, what makes them happy.”
HEAD OF SALES AND DEVELOpMENT AT HILAM ARAUCO.
JOAQUÍN BIJIT HEAD OF STRATEGY AND BUSINESS DEVELOpMENT AT EMpRESAS COpEC.
ARAUCO's objective is clear: to protect life, physical integrity, environment and heritage of communities.
from
arauco and its new strategy for fighting forest fires:
ANTICIPATION IS THE KEY
Faced with an increasingly challenging climate scenario, ARAUCO promotes permanent innovations in the way it deals with forest fires, integrating cutting-edge technology, territorial work and preventive culture as pillars to anticipate risk and collaborate in the protection of lives, communities and ecosystems.
ARAUCO began a comprehensive reformulation of its preventive strategy, incorporating multiple dimensions: technology, territorial planning, work with communities, specialized training and redesign of the productive landscape.
In addition, the nature of the fires has also changed. Although almost 99% of them in Chile are of human origin, climate change has intensified their behavior. The seasons have become longer and the events more extreme.
Today we talk about “sixth generation” fires: catastrophic phenomena of very high intensity that arise in contexts of prolonged drought and climatic alterations, and can spread rapidly, affecting areas of more than 100,000 hectares.
Chile has witnessed an increase in forest fires, induced by ever more extreme weather conditions: hotter summers, intense winds and decreasing humidity. The perfect storm for the spread of fire.
This situation has not left ARAUCO indifferent. In the face of this new scenario, it has decided to promote innovations in its risk management strategy, incorporating a structural approach focused even more on prevention.
For decades, the company focused its efforts on strengthening its response and combat capabilities. Today, the focus is also on anticipating: building protection before the fire arrives and working together with other players towards this common purpose. In this way, prevention has become a strategic pillar of the forest management system.
The turning point was clear: the fires of the 20162017 season, which covered more than 570,000 hectares nationwide, from the O'Higgins to the Biobío regions. The magnitude of the damage and its social impact set off alarm bells for all stakeholders: communities, authorities and the private sector.
From that moment on, ARAUCO began a comprehensive reformulation of its preventive strategy, incorporating multiple dimensions: technology, territorial planning, work with communities, specialized training and redesign of the productive landscape.
_ IN THE pHOTO: Ramón Figueroa
ARAUCO's director of Fire Protection.
WATCH THIS VIDEO TO FIND OUT HOW ARAUCO ' S FIRE BRIGADES TRAIN USING MODERN VIRTUAL REALITY SIMULATORS.
This new scenario represents a great challenge. ARAUCO currently protects a forest heritage of over a million hectares of native forest and plantations in the country, which, in turn, are surrounded by 13 million hectares belonging to third parties, with the consequent risk of propagation. Thousands of people live and work in this territory. In this context, the company's purpose is clear: to protect the life, physical integrity, environment and heritage of the communities.
A paradigm shift
One of the central pillars of this transformation is prevention, understood as an organizational culture. From forestry planning to operational decisions, all processes are based on anticipatory logic. The preparation of safe environments, the strategic design of firewalls, the reduction of flammable plant material and land use planning are all part of the work that seeks to prevent the rapid spread of flames.
Ramón Figueroa, ARAUCO's director of Fire Protection, emphasizes that this strategy is based on multiple axes: “It includes social prevention with the communities, intensive vegetation management, implementation of firewall barriers and replacement of towers with artificial intelligence cameras. In addition, collaborative work is promoted between forestry companies, public bodies, municipalities and citizens.”
ARAUCO has developed a Territorial Management Network through which it designs local prevention plans, conducts drills, builds risk maps, and promotes self-management.
_ IN THE pHOTO: Fredy Rojas
ARAUCO's Fire Protection Manager.
In his opinion, prevention is the basis of everything. “It is a central part of the company's sustainable approach,” he emphasizes.
Technology has been a key component. ARAUCO has deployed more than 160 robotic cameras with artificial intelligence, capable of detecting smoke in less than two minutes, connected to real-time monitoring platforms. In addition, there is a satellite detection system, night surveillance drones, fire behavior simulators and predictive software. These tools enable early detection, the anticipation of critical outbreaks, a reduction in response times, the optimization of resources and more accurate decisionmaking.
But no system is effective without trained people. The company has invested heavily in specialized technical training and today has more than 1,200 professional firefighters trained in forest firefighting techniques, and the support of 700 forestry firefighters.
In addition, together with CORMA (Chilean Timber Corporation), the training of 10,000 volunteer firefighters in specific techniques for this type of fire is being promoted. The brigades work with standardized protocols, specialized equipment and tactical planning based on simulations. Mechanized combat has also been enhanced with machinery prepared to operate in complex scenarios and reduce human risk.
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Local communities as strategic partners
Working with the communities has become a fundamental pillar. ARAUCO has developed a Territorial Management Network that integrates more than 494 committees distributed in different regions of the country. Together with them, local prevention plans are drawn up, drills are carried out, risk maps are built and selfmanagement is encouraged. “Forty-five percent of the fires we fight do not occur on our own land. That is why working with the territories is key,” Figueroa emphasizes.
According to company figures, 53% of the improvements implemented on the field have been carried out directly by the communities themselves. This network, which has been consolidated for more than eight years, is present in 96 municipalities and benefits more than 317,000 people. A team of managers accompanies this process, supporting the identification and management of risks at the local level.
The approach also involves strong institutional coordination. ARAUCO actively collaborates with CONAF (National Forestry Corporation), CORMA, municipalities, universities and other public bodies, such as SENAPRED (National Service for Disaster Prevention and Response). The planning processes begin in winter, through public-private coordination committees, where preventive standards are defined.
Coordination between the forestry companies associated with CORMA and state organizations has significantly strengthened operational capacities in fire prevention and firefighting.
A specific example of this collaboration is the access that CORMA's member companies share with CONAF to around 240 robotic cameras with artificial intelligence, allowing to extend the scope of early detection beyond industrial forest areas themselves.
Likewise, the firefighting operations centers of CORMA's member companies and CONAF work in a coordinated manner, facilitating a more efficient joint response when dealing with shared outbreaks.
This synergy is also reinforced by the use of airstrips and helipads that the forestry companies make available to the protection system, thus consolidating a robust and aligned collaborative ecosystem in the face of the common challenge represented by forest fires.
Fredy Rojas, ARAUCO's Fire Protection Manager, emphasizes that, in an environment that requires the joint work of different
emergency response players - such as firefighters, CONAF and private companies - it is essential to speak the same language and act in a coordinated manner. “That's why we work under the Incident Command System, which allows us to define roles and protocols. In addition, the preparation of environments, the selfprotection of the forest and the technical training of the brigades are reinforced," he explains.
In this area, he adds that brigade members receive standardized training, based on internationally recognized programs, equivalent
1.1 MILLION
Hectares of native forest and plantations in the country.
Prevention is understood as an organizational culture.
1,200
Professional brigade members trained in forest firefighting techniques.
13 MILLION
Hectares in surrounding areas that belong to third parties.
240
Robotic cameras with artificial intelligence (shared with CORMA and CONAF).
700
Forestry brigade members.
494
Committees distributed in different regions of the country.
10,000
Volunteer firefighters trained in specialized techniques for this type of fire.
90
Of them have been accident-free for five years.
to those applied in the USA.”The training includes meteorology, incident command, air combat, use of technology, safety and physical conditioning,” he explains.
These alliances also allow for the sharing of learning, resources and experiences. After each season, an analysis based on Big Data is carried out to evaluate response times, operational effectiveness and resource performance, adjusting the system's indicators.
Results that demonstrate impact
The effects of this transformation are encouraging. During the 2023-2024 season, the number of fires fought by the company decreased by 42% and the area affected was considerably less.
“The management of resilient forests, the elimination of forest fuels and the preparation of environments are, among others, very relevant preventive measures,” says Rojas.
More than 50% of the territories integrated into the network have not registered fires in the last cycles, and more than 90 committees have completed five years without incidents.
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Future challenges and the consolidation of a resilient culture
The global scenario imposes new challenges. According to the latest report from the IPCC (Intergovernmental Panel on Climate Change), with a 4°C increase in the planet's temperature, the burnt surface could increase by up to 70%. In this context, the company considers that acting during the winter is as crucial as reacting in the summer.
ARAUCO's strategy has matured, but new goals are being set: to expand the scope to urban areas, strengthen the resilience of the landscape, incorporate climate intelligence, continue to professionalize the brigades and consolidate a cross-cutting preventive culture.
“The company's commitment is clear: to anticipate, not just to respond,” says Rojas. “It's not just about putting out fires, it's about protecting lives, ecosystems and the future.”
Despite the progress made, the challenge continues. Climate change will continue to intensify risks and push companies to constantly adapt. Along this path, ARAUCO is planning a new stage based on more applied science, greater regulatory coordination and expansion of the territorial approach. It is currently working with universities and developing innovation pilots together with international entities.
“The challenge will be to manage vegetation in the face of climate change, strengthen the resilience of the forest landscape and maintain public-private partnerships. We want to consolidate a cross-cutting prevention culture and scale up the territorial model at the national level,” concludes Figueroa.
That is the new paradigm. And that is the story of a transformation that is making a difference today.
Chiletur Copec seeks to improve user experience, optimizing the process of booking and purchasing activities, thereby promoting sustainable tourism.
CHILETUR: FROM ROAD GUIDES TO A BENCHMARK IN DIGITAL TOURISM
In November 2024, Copec launched the transformation of its traditional guides and maps into a renewed and innovative marketplace, designed to make it easier to explore the country, connecting travelers with local operators and promoting sustainable tourism.
copec:
The world has seen the digitalization of many industries. The aviation sector evolved with companies focused on the development of travel software, such as Sabre, allowing people to schedule flights with just a few clicks. The same happened in the rental industry, where platforms such as Booking and Airbnb revolutionized the way of finding accommodation around the world. Tourism, obviously, could not be the exception, and Copec understood that this transformation was a potential opportunity.
Thus, with more than 30 years of experience in tourism content and with a team of experts in technology and innovation, the company decided to go a step further, developing a digital space that offers information about destinations and connects travelers with local tour operators: Chiletur Copec.
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The first steps
The tourism sector is today one of the engines of the Chilean economy: it generates close to 3% of GDP, more than 620 thousand jobs and positions the country as a globally attractive destination thanks to its natural beauty and the potential of adventure tourism.
In this context, Copec has positioned itself in the industry by accompanying travelers on their adventures and tours, either through its network of gas stations or its renowned tourist guides Chiletur (formerly Turistel), which have been part of the experience of thousands of people. "For more than 30 years our guides have traveled with many Chilean families, and the new Chiletur Copec is the natural
evolution of that legacy, integrating technology to facilitate exploration of the country and sustainable tourism," says Elías Musalem, head of Chiletur Copec.
Today, that experience translates into a digital marketplace -in web and app versionsthat has come to empower the sector, where travelers can easily access a wide range of activities, from tickets for national parks to tours, extreme sports and gastronomic experiences. Through an intuitive and centralized platform, it seeks to provide key information for planning each adventure, facilitating access to data on duration, available languages, itineraries and specific conditions for each activity.
IN THE pHOTO: Elías Musalem Head of Chiletur Copec.
_ IN THE pHOTO:
Chiletur Copec currently has more than one million active users between the web and app versions.
More than a travel and experience application
The purpose of Chiletur Copec goes beyond being a digital platform for scheduling activities. Its mission is to improve the user experience, optimizing the process of booking and purchasing activities, thereby promoting sustainable tourism.
"Our goal is to boost the development of local communities by connecting tourism entrepreneurs with travelers, facilitating access to authentic experiences and promoting economic growth in different regions of the country," says Musalem. In this way, explains the project leader, small and medium-sized tourism operators have been able to expand their reach, attracting both national and international visitors. "In addition, responsible tourism is encouraged, prioritizing activities that respect and preserve the cultural, natural and social heritage of each area," he adds.
This commitment has involved a great challenge: more than 80% of
Chiletur Copec takes off Today, the marketplace connects travelers with more than 700 activities throughout the country, from Arica to Puerto Williams, including iconic destinations such as Easter Island and the Juan Fernández archipelago.
Since its launch, the initiative has had a positive impact on the Chilean tourism ecosystem. Today, the marketplace connects travelers with more than 700 activities throughout the country, from Arica to Puerto Williams, including iconic destinations such as Easter Island and the Juan Fernández archipelago.
According to Elías Musalem, the platform's growth has been backed by a positive response from travelers and tour operators. "We currently have more than one million active users between the web and app versions, and close to 370,000 downloads of the app. By the end of 2025, our goal is to reach 1,000 tour
tour operators in Chile are micro-enterprises that still work manually, without digital tools. "As we added more operators, we realized that many were not digitalized and faced difficulties in publicizing their services. Therefore, we decided to support them in this process: we gathered information on their activities, trained them in the use of the platform and encouraged them to register with Sernatur, essential to operate in our marketplace," explains the executive.
Along with that, Copec has been responsible for supporting operators in the detailed description of their activities, the capture and publication of high quality photos that accurately reflect their experiences and the translation of their offering into English and Portuguese. "Because of this, more and more operators are receiving bookings from foreign tourists, expanding their reach and business opportunities," he says.
making it even easier and faster to browse and book activities. Likewise, efforts will be made to facilitate digital access for tour operators, providing them with an intuitive and efficient platform.
In this way, the project not only consolidates its position as a benchmark in digital tourism in Chile, but also reinforces its commitment to a sustainable model, generating new opportunities for entrepreneurs and offering travelers a simpler, safer and more enriching way to discover the country.
operators throughout Chile, thus expanding the offer and diversity of experiences available," he adds.
In addition to working with local operators, strategic alliances have been established to promote conservation and responsible access to the country's parks and nature reserves. As part of this initiative, visitors to protected areas such as Tantauco Park in Chiloé, Tricao Park in Valparaíso, Cerro Castillo National Park in Aysén and the Tricahue Reserve in Maule can purchase their tickets directly through the app and website.
Looking to the future, the Chiletur Copec team is clear about its next challenges, says Musalem, noting that it will focus mainly on expanding geographic coverage, incorporating more isolated areas to diversify the tourist offer. In addition, the platform will continue to be optimized to improve the user experience,
IN THE pHOTO:
Elías Musalem, Head of Chiletur Copec; Cristóbal Benítez, Sernatur National Director, and Arturo Natho, Copec CEO, during the launch of Chiletur Copec.
THE FUTURE IS BUILT IN WOOD
Wooden construction has so many advantages that it is natural that it has become a worldwide trend. This type of building allows for the development of projects with quality, resistance, safety and a lower environmental impact.
For example, compared to traditional materials such as steel or cement, which are responsible for 12% of global greenhouse gas emissions, wood is positioned as a sustainable alternative, as 50% of its mass is made up of carbon captured from the atmosphere. Furthermore, because it is lighter, wood requires less labor intensity in construction and facilitates work, contributing to the decarbonization of the sector.
ARAUCO, through Hilam, an area specialized in the production and commercialization of wood-based engineering products, has fostered this trend in our country and the region, with more than 20 years promoting construction with this material.
Today, different players have opted for ARAUCO's wood construction. Among the most recent and outstanding projects are some buildings on Málaga and Burgos streets in Santiago; a McDonald's in Temuco, the stairs of the Tobalaba Urban Market (MUT), the new Copec electric charging station and the Chilean pavilion at the Universal Exposition in Osaka, Japan, 2025.
An excellent commercial management in all countries where the Copec Lubricants business operates, consolidates it as the most relevant player in the region.
copec's lubricants business:
A YEAR OF RECORD RESULTS
With presence in Chile, Ecuador, Peru and Colombia, the operation reached a record 36.4% market share in 2024. This was achieved in a rather adverse context, with low economic growth and in a lubricants market that experienced a decline of 1.4%. The key? A commercial management that was able to capitalize on the opportunities presented by the industry and a significant improvement in the coverage of the distributor network.
Copec's Lubricants business recorded more than satisfactory results in 2024. Despite the headwinds, sales volume increased by 2.1%, with a record of more than 1.9 million barrels. And although the lubricants market experienced a 1.4% decline, Copec's market share reached historic highs in Chile, Colombia, Ecuador and Peru, the four countries where it operates, reaching 36.4%. These achievements also come at a special time, as this year Mobil Delvac, a benchmark for trucks and heavy equipment, and Copec, turn 100 and 90 years old, respectively, a milestone that once again intertwines the fruitful history that both brands have built together.
The figures, which consolidate Copec as the most relevant player in the entire region, are the result of the intense work of more than 700 employees. Juan Pablo Doñas, Copec’s regional manager of Lubricants, explains it this way: “The main variable that drove the business during 2024 was commercial management. Let's remember that the economy in the region has not had great growth in the last two years, which was affected by factors as the sale of light vehicles, which fell sharply in the four countries and
has not recovered the levels reached in 2022. This has led to the regional lubricants market contracting for the second consecutive year. However, excellent commercial management in all countries has made this possible, as it has capitalized on important opportunities with different industrial customers, expanded coverage and improved the capabilities of our distributor network.”
The results are also clearly linked to the takeover, in 2018, of the Mobil lubricants business in Colombia, Ecuador and Peru. This was part of an agreement signed between Copec and ExxonMobil, a transaction worth US$714.7 million that signaled the expansion, beyond national borders, of the long-standing relationship between the subsidiary and the US company. Thus, while in Chile the business is operated directly by Copec, in Colombia, Ecuador and Peru it operates through Terpel.
A history of more than six decades
The alliance between Copec and ExxonMobil dates back to 1959, making it the longest in the history of the Texas-based multinational. That year, Mobil Oil de Chile was created as a joint venture to develop the business in the country. Then, in 1996, Copec took it over directly, with ExxonMobil supporting its development until today.
IN THE pHOTO: Juan Pablo Doñas Copec’s regional manager of Lubricants.
With the creation of Mobil Oil from Chile, the alliance between Copec and ExxonMobil dates back to 1959, making it the longest in the history of the Texas-based multinational.
Currently, the business is diversified into several segments. The two main ones are the industrial channel, where large-scale mining stands out in particular, and the distributors channel. In addition to these, there are car dealers, or representatives of automotive brands, and Copec service stations, which combine traditional island sales with oil change services.
In this regard, Juan Pablo Doñas, who has been linked to the company since 2006, especially highlights the progress of the distributor network: “Throughout the region it grew by 5%, reaching a record of more than 700 thousand barrels, 37% of the total volume we sold in the four countries. This network is made up of 48 distributors, covering from the Caribbean to Patagonia, who only deliver Mobil lubricants to businesses and SMEs, achieving extraordinary capillarity in all the territories where we operate.”
The executive also highlights the positive year they had in Ecuador: “Although it is our smallest operation, last year we increased volume by 22% to almost 100,000 barrels sold, expanding strongly in both the industrial and distribution businesses. With this performance, we have managed to position Mobil as the leading brand in the Ecuadorian market, with a market share of 11.4%.” Doñas emphasizes that the Andean nation's market is very fragmented and ExxonMobil
had no direct operations when Copec took over the business in 2018.
“We have managed to establish an operation that has been developing steadily and has strengthened as one of the most relevant,” he adds.
Innovation and evolution
Juan Pablo Doñas explains that, for them, innovation is fundamental, and in that regard the collaboration with ExxonMobil has been key: “As one of the world's leading lubricant producers, they have an extremely broad, highly sophisticated and constantly evolving portfolio, which allows us to find alternatives for most of the needs that we identify among our customers. On the other hand, with the support of ExxonMobil, we have managed to create a collaborative network with strategic suppliers, mainly of additives,
with which we have been able to develop an offering designed for the specific needs of consumers in our region. This is made possible thanks to the extraordinary technical capabilities housed in both Copec and Terpel, as well as in the additive suppliers and ExxonMobil."
In this sense, the executive says that an opportunity for innovation was identified in the Chilean mining sector, which led them to develop the Mobil Delvac Modern Full Protection Mine and Advanced Protection Mine lines. These solutions were created to face the high geographical demands of the country, optimizing the operation and continuity of the business of its mining clients. They have been so successful that today they are part of ExxonMobil's global portfolio for the mining industry.
“In addition to this, in recent years we have been continuously renewing all our lines for car, motorcycle and commercial vehicle (cargo and passenger) engines, with the aim of maintaining leadership in technological terms
and communicating as clearly as possible to the customer which product is right for their needs,” says Doñas. Thus, in Chile, Peru and Ecuador, the Mobil 1 and Mobil Super line for cars was modified, which expanded the offer of high-performance synthetic lubricants. In Colombia, meanwhile, a similar process was followed for commercial vehicles, which now have a simpler product line that is suitable for all types of
The alliance between Copec and ExxonMobil begins.
Colombia
Ecuador
Peru
48
Chile
Distributors, covering from the Caribbean to Patagonia.
Today, the business is diversified into several segments.
volume.
1.9 MILLION
5 %
The industrial channel (large-scale mining).
Barrels.
Car dealers (representatives of automotive brands).
Copec service stations.
700 THOUSAND
37 %
Growth throughout the region. Barrels. Of the total volume sold in the four countries.
Distributors channel.
use and is expanding into more sophisticated high-performance synthetic technologies. In addition, the motorcycle line has been updated throughout the region, which is particularly relevant in Colombia, a country with a large fleet of this type of vehicle. “This transformation of the engine product lines will continue to develop this year and will continue to innovate constantly, in order to ensure our leadership,” says the executive, who adds that high-performance synthetic lubricants are experiencing great growth, as they are more resistant to oxidation, wear and tear and more stable in different temperature conditions.
“ExxonMobil is the world's leading developer and marketer of synthetic lubricants, which allows Copec to access the best offer of this type worldwide, being at the forefront in the region,” he says.
Positive outlook
All vehicles, except electric ones, must use lubricating oils in their engines. This is because they play a key role in reducing friction between the moving parts of the engine. They also prevent corrosion and have a cooling role. In this sense, Juan Pablo Doñas points out that, although the electrification of urban transport represents a change of scenario, the need for lubricants in the long term will continue to increase, especially in developing regions such as South America: “Demand for the industrial sector should continue to grow
significantly as long as GDP continues to expand. It should be remembered that lubricants have applications that go beyond engines, such as transmission systems, hydraulic systems, generation turbines, maritime transport and many more, which are not expected to be affected by electrification. Industrial consumption trends should have a net positive effect on the volumes of lubricants sold in the future.”
Likewise, the executive points out that hybrid vehicles also have a combustion engine, which complements the operation of the electrical system, so they require conventional lubricants. “Added to this is the fact that in heavy goods transport, for the time being, there is no predominant technology in sight that will replace conventional diesel engines in the medium term, which allows us to foresee a steady demand, as long as the GDP evolves positively,” he explains.
That is why the projections for 2025 are positive. Doñas says they expect to maintain growth in all countries and continue to consolidate their leadership in market share: “To this end, we will focus on renewing large mining customers that are entering a bidding process, we will expand our product offering to cover the needs of all customer segments and we will continue to work to further improve the positioning of the Mobil brand in all the countries where we have a presence. In addition, we will continue to strengthen our network of distributors, especially in Peru and Ecuador, where we have greater opportunities to expand our coverage in the region."
_ IN THE pHOTO:
While in Chile the business is operated directly by Copec, in Colombia, Ecuador and Peru it is operated through Terpel.
Through this new subsidiary, Abastible seeks not only to expand its value proposition, but also to actively contribute to the decarbonization objectives of its customers.
abastibletec:
ENERGY INTELLIGENCE FOR A SUSTAINABLE FUTURE
In a global context defined by the urgent need to move towards a cleaner and more efficient energy matrix, Abastible reaffirms its commitment to sustainability through the creation of AbastibleTec, a subsidiary specializing in energy transition solutions for the industrial sector.
Launched in October 2024, AbastibleTec was created as a natural extension of Abastible's value proposition, with the aim of accompanying its customers in a process of comprehensive energy transformation, incorporating new technologies and capabilities that complement the traditional supply of liquified gas.
Its mission is aligned with the business diversification and evolution strategy, focusing on innovative solutions that integrate clean energy, digitalization and advanced analytics to optimize the economic, environmental and operational impact for its customers.
A vision of energy intelligence
Rather than offering isolated technological solutions, AbastibleTec promotes an energy intelligence approach, where decisions are based on data, predictive models and operational efficiency. “We believe that true transformation happens when companies incorporate advanced energy solutions with data analytics, which not only reduce emissions, but also identify consumption patterns and anticipate future demands,” explains Ignacio Mackenna, AbastibleTec's CEO.
This consultative analysis, focused on the optimization and customization of each solution, allows the subsidiary to differentiate itself in the market and provide real value to highly demanding industries such as mining, salmon farming, manufacturing and transportation.
AbastibleTec promotes an energy intelligence approach, where decisions are based on data, predictive models and operational efficiency.
_ IN THE pHOTO:
Ignacio Mackenna CEO of AbasibleTec.
A coherent step in Abastible's evolution
The creation of AbastibleTec is not an isolated event. It is the result of a strategic evolution that began in 2018, when Abastible started its first energy efficiency and sustainability projects for industrial clients. The acquisition of Roda Energía in 2022 was a turning point that consolidated key capabilities in engineering, project execution and management of new energy sources, laying the foundations for this new stage.
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With this initiative, Abastible seeks not only to expand its value proposition, but also to actively contribute to the decarbonization objectives of its customers, integrating electrical, thermal and renewable solutions under the same approach of efficiency and intelligence.
Regional projection and innovation as a driving force
AbastibleTec is planning sustained growth in Chile and the region, with a presence in countries such as Ecuador, Colombia and Peru, and with an eye also on Europe, especially Spain and Portugal. This expansion process is supported by a business model based on the integration of technology, strategic alliances and the incorporation of innovative start-ups that provide differentiating capabilities.
IN THE pHOTO: Gonzalo Muñoz, United Nations High Level Climate Action Champion COP25; Ignacio Mackenna, AbastibleTec CEO, and Joaquín Cruz, Abastible CEO, during AbastibleTec launching ceremony.
IN THE pHOTO: Since 2019, Abastible has been Cervecería Kross's energy partner, implementing a Distributed Solar Photovoltaic Generation project.
Innovation is another essential pillar of AbastibleTec's strategy. “Through disruptive solutions in electromobility, green hydrogen, artificial intelligence and energy efficiency, we seek to anticipate the needs of our customers and help them operate in a more sustainable, resilient and efficient way,” emphasizes Mackenna.
Electromobility and green hydrogen, key technologies on the global energy transition agenda, are particularly noteworthy among these lines of action. “Both represent specific opportunities to generate long-term economic value and consolidate our position as a relevant player in this process,” he emphasizes.
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Five lines of business for an effective transition
The AbastibleTec portfolio is structured into five business lines, designed to address the industry's main energy challenges:
• Thermal solutions and services: optimization of processes with steam, hot water and industrial air conditioning.
• Electrical solutions and services: renewable generation, energy backup, electric mobility and energy intelligence.
• Renewable energies: photovoltaic, storage, biogas and green hydrogen systems.
• Energy efficiency: energy management systems and design of optimization measures.
• Applied artificial intelligence: monitoring and advanced analysis to optimize critical operations in industrial environments.
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A personalized, consultative model
AbastibleTec's proposal is based on a turnkey model, which accompanies the client throughout the project cycle, from energy diagnosis to implementation, operation and continuous improvement. “Each solution is custom designed, with a practical and results-oriented approach, which generates longterm relationships with our clients,” Mackenna emphasizes.
Thus, AbastibleTec is positioned as an ally for those industries and companies seeking to move forward with their decarbonization and sustainability strategies, boosting Abastible's experience and strength and expanding its capabilities with a strategic, innovative and long-term view.
It was created as a natural extension of Abastible's value proposition, with the aim of accompanying its customers in a process of comprehensive energy transformation, incorporating new technologies and capabilities that complement the traditional supply of liquefied gas.
The Abastibletec portfolio is structured into five business lines to address the industry's main energy challenges:
ARAUCO's mega-project promotes development guided by respect and balance between economic activities, preservation of the environment and the progress of the communities.
arauco's mega-project:
SUCURIÚ BETS ON SUSTAINABLE MANAGEMENT
ARAUCO's largest investment in its history, a pulp mill that is expected to begin operations in Brazil at the end of 2027, is aligned with corporate sustainability guidelines, applying ESG criteria in all stages and areas.
ARAUCO's most important project is being developed near the town of Inocência, in the state of Mato Grosso do Sul, Brazil. With an investment of US$ 4.6 billion and a production capacity of 3.5 million tons of hardwood pulp per year, Sucuriú is also preparing to consolidate its position as an important player in economic development, environmental conservation and community well-being.
The groundwork stage began in 2024, and operation is scheduled for the end of 2027. In each of its phases, this ambitious initiative reflects ARAUCO's commitment to innovative and responsible practices that balance all the elements that make up sustainable management.
The largest investment in the company's history is being developed following the same principles and requirements that apply in the 11 countries where ARAUCO has industrial facilities. This is confirmed by ARAUCO’s Vice President of Forestry and Pulp, Iván Chamorro, who highlights the existence of a robust sustainability policy, "which seeks to generate long-term sustainable operations, with a clear benefit in terms of economic, environmental and social value in all of our activities.”
Meanwhile, ARAUCO Brazil's Director of Sustainability and Institutional Relations, Theófilo Militão, highlights the importance of working under common guidelines, but with actions adapted to the local reality. "For this reason, we have several of our own programs, in addition to those that come from Chile. Thus, we aim to promote development guided by respect and balance between economic activities, preservation of the environment and the progress of the communities," he emphasizes.
_ IN THE pHOTO: Iván Chamorro
ARAUCO’s Vice President of Forestry and Pulp.
Caring
for the environment
Environmental and biodiversity protection is a pillar guiding all stages of the project. Theófilo Militão says that responsible forest cultivation and sustainable management are priorities. "For this reason, we constantly monitor flora and fauna, identifying native species and mapping priority areas for conservation."
The Environmental Management and Monitoring Plan, which includes more than twenty programs and sub-programs that address water quality and consumption, sanitary effluents, solid waste, environmental noise and vibration, dust and black smoke control, among other aspects, is aimed in this direction. This leads to a Basic Environmental Plan, required by Brazilian legislation as part of the project evaluation process, which includes actions to mitigate environmental and social impacts, as well as programs for waste recovery, monitoring and management.
When in operation, Sucuriú will apply the highest environmental standards and the best available technologies for the abatement of air and liquid emissions, in line with international best practices. "In addition, it will have a zero-waste recovery center and thus significantly
contribute to the corporate goal," adds Iván Chamorro.
The plant complies with parameters that ensure that air emissions will be well below the limits required by law; in some cases, they are reduced by up to 20% below the maximum allowed. To this end, an atmospheric dispersion study was carried out to define the stack height and avoid impacts on air quality in the region.
THE pHOTO: Theófilo Militão ARAUCO Brazil’s Director of Sustainability and Institutional Relations.
IN
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Hand in hand with the community
The company maintains an ongoing dialogue with the local community, through open meetings with the population of Inocência and its surroundings, in order to report on the evolution of the project and address the expectations of residents. It also develops studies
that contribute to the alignment with leaders and authorities.
In February of this year, ARAUCO Brazil announced an investment of close to US$ 15 million in the Socio-environmental Strategic Plan. This is a model of shared and transparent governance that brings together the company and the municipal and state governments to ensure the implementation of actions in areas such as health, public safety, social assistance, education, economy, labor and income, transportation and others.
One of the milestones of integration with people was the opening of Casa ARAUCO last December. This space, already a meeting point and a benchmark in the city of Inocência, was built with sustainable attributes and is designed to create connections, educate about pulp manufacturing and encourage dialogue.
"A grandiose project like Sucuriú has the potential to leave, with equal grandeur, an important legacy for the region. We value the roots and respect the history of Inocência and the people here and reaffirm our long-term commitment to local development," says Theófilo Militão. "It is a project that goes beyond the factory, embracing the community and its entire environment, fostering shared growth, promoting the generation of jobs, economic growth and a transparent and participatory relationship with the community," adds the executive.
IN THIS VIDEO YOU CAN LEARN ABOUT THE INAUGURATION OF CASA ARAUCO IN DECEMBER 2024.
Employment and development
During the construction stage there will be a peak of 15,000 people working and when the facility is operational it is estimated that approximately 6,000 jobs will be opened: 3,000 in the forestry tasks, 2,000 in the logistics operations and 1,000 more people in the mill itself.
The corporate approach to the sustainability of its operations becomes a commitment that crosses all links in the value chain, and employees are a fundamental part of it. For this reason, there will be investments in training, alignment of values and good practices, in order to prepare each professional to act responsibly and in tune with
the organizational culture. Regarding suppliers, they are invited to introductory meetings where the Sustainability Policy and a breakdown of ARAUCO's Environmental, Quality, Safety and Occupational Health Policy guidelines are presented.
Iván Chamorro indicates that Sucuriú's social contribution is evident and is reflected in the company's engagement in different issues of interest.
"We are actively participating in areas that contribute to generating a quality of life and a friendly environment for the people who live and work nearby, just as we do in different parts of the world. And, from the point of view of economic value for the company, this project is strategic, as it will be the Group's largest pulp mill, with
The largest investment in the company's history is being developed in accordance with a robust sustainability policy, which governs the 11 countries where ARAUCO has industrial facilities.
a significant contribution to the company's Ebitda," he adds.
For Theófilo Militão "Sucuriú stands as an important development hub, contributing to the attraction of local investments with global projection for the region, the state and the country where it is located, practicing and promoting sustainability in all its dimensions."
4.6 BILLION
Dollars of investment.
15,000
People participating in the project.
BRAZIL
5,000
Will work in forestry and logistics.
3.500.000
Tons of softwood pulp per year.
1,000
Will work in the factory.
Mato Grosso do Sul.
The plant's water consumption is estimated to be only 26 m³ per ton during operation, with 100% of the effluent treated. Another important measure is the reuse of rainwater. All treatment parameters meet even stricter than Brazilian regulatory standards, which guarantees excellence in water resource management, in accordance with the legislation.
Most of the non-hazardous waste generated in the operation will be treated in-house and transformed into useful products. The most important are soil compost, made from organic waste, and soil acidity corrector, produced from inorganic waste from the pulp process.
Another focus of the Sucuriú project is energy efficiency. A gasification plant will produce biofuel to supply the lime kilns, reducing dependence on fossil fuels. The recovery boiler - the largest in the world in the pulp and paper sector - will contribute to the optimization of industrial processes, generating energy by burning black liquor, which is the residue from wood cooking.
The plant's generation capacity will exceed 400 MW, of which approximately 200 MW will be used for internal consumption. The surplus, enough to supply a city with more than 800,000 inhabitants, will supply clean and sustainable energy to the national system.
HISTORICAL MILESTONE:
ARAUCO LAID THE FOUNDATION STONE OF THE SUCURIÚ pROJECT
In a ceremony held in the city of Inocência on April 9th, ARAUCO officially began construction on its first pulp mill in Brazil.
The event was attended by dignitaries such as the acting President of Brazil, Geraldo Alckmin; the Governor of Mato Grosso do Sul, Eduardo Riedel; the Minister of Planning, Simone Tebet; Senator Tereza Cristina; the Mayor of Inocência, Antônio Ângelo, and the Chilean Ambassador to Brazil, Sebastián Depolo. ARAUCO was represented by its CEO, Cristián Infante, and Carlos Altimiras, the company's manager in Brazil.
"We are a company with a global vocation, using a renewable resource that is essential for the challenges facing the planet. In addition to
generating economic value, we believe that our development must be guided by respect for nature and the well-being of people and communities. That is why we are promoting a safe, inclusive and collaborative environment, ensuring that this project generates a positive transformation for Mato Grosso do Sul,” said Cristián Infante, CEO of ARAUCO.
Carlos Altimiras, CEO of ARAUCO Brazil, said: ”Ongoing dialogue with the community and collaboration with all the authorities is how we make our bond and commitment to this region and its people a reality. Because a large project like Sucuriú has the responsibility
to leave, with equal greatness, a legacy in the present and for future generations. It is essential to value the origin and respect the history, embracing this community and its entire environment."
Thus, ARAUCO kicked off the largest investment in its history and what will be the largest pulp mill in the world.
FISHING SECTOR
EBITDA: US$ 44 million
ENERGY SECTOR
EBITDA: US$ 1,232 billion summing it up
FORESTRY SECTOR
EBITDA: US$ 1,763 billion
NET INCOME: US$ 1,111 billion EBITDA: US$ 3,015 billion
EBITDA: US$ (24) million
RESULTS AS OF DECEMBER 2024
The most recent results reported, as of December last year, show an EBITDA of US$3,015 billion and net income of US$1,111 billion. These figures represent increases over the previous year's figures, with rises of 31.1% and 218.5%, respectively.
At the end of February, the results for the fourth quarter of 2024 were released.
It was a year that we could call “mid-cycle”, with an Ebitda of US$3.015 billion and a net income of US$1.111 billion, both figures much higher than the previous year, when the company was affected by low pulp prices and the costs associated with the start-up of the MAPA project. But, at the same time, they are lower than the results of 2021 and 2022, years defined by pulp prices that reached very good levels.
In 2024, the contribution of MAPA's full capacity operation can be seen, with its effects on the increase in volumes and the decrease in costs. In terms of prices, pulp showed attractive levels for most of the year, but at the end of the third quarter it showed a sharp drop, partly related to the new production capacity available in the market. The price did stabilize, however, at levels higher than those seen in previous cycles and, in recent months, it has begun to rebound gradually.
In timber, we saw another year with figures close to the historical averages for this division of ARAUCO. Geographical diversification has been important in this business, as the good performance of markets such as North America has offset the relative weakness exhibited by some Latin American countries.
In energy, the competitive positions of the subsidiaries remain strong. Once again, Copec showed robust results, largely due to the strong performance of Terpel, with margins influenced by a good result in the lubricants business. On the other hand, Abastible achieved attractive volume growth in all the countries where it operates.
Finally, in mining, Marcobre continues to make a significant contribution to the results of Empresas Copec, in a year in which there were lower grades, with the consequent increases in costs, but in a positive environment for copper prices.
In 2024 there was significant progress on different fronts. In forestry, ARAUCO approved the Sucuriú project, the largest in the company's history, which will increase its pulp production capacity by approximately 70%.
The project is expected to generate an attractive return on a significant capital base. Its financial structure is in line with the Company's policy, and its positive effects on the environment are significant, including carbon absorption, substitution of less environmentally friendly materials and contribution to biodiversity. It is, therefore, an initiative where profitability, strategic focus, financial prudence and sustainability converge.
In energy, Copec has continued to take incremental steps to face the new energy scenarios, positioning itself as a leader in electromobility and venturing into the production and commercialization of electricity. Abastible, for its part, reached a
historic milestone by making its first operational investment outside the Americas. This involves the LPG assets of Cepsa, one of the leaders in this market in Spain and Portugal. This investment gives Abastible the opportunity to participate in a market that is culturally and structurally very similar to those in Latin America, but which has an advantage of ten to fifteen years in terms of energy transition, with all the learning and opportunities that this entails.
Also during 2024, there were asset sales, which are another way of generating value, of focusing efforts, of strengthening the balance sheet. In this financial year, Terpel divested part of its operations in Ecuador and Peru, which showed low profitability. In addition, a very important divestment was completed, perhaps the largest in ARAUCO's history: the sale of forestry assets to Klabin for almost US$1.2 billion. This has been very important in bringing the Company's financial indicators back to normal, which today show a solid position, with a closing figure of 2.6 times for the NFD/EBITDA ratio.
In the same vein, and precisely thanks to the financial strength of Empresas Copec, 2024 was a year of great activity in the financial markets. In consolidated terms, the Company placed more than 20 million UF - some US$ 800 million - in the local market, the highest annual amount in its history, with some placements achieving records in terms of rates and spreads, and including the parent company's first green bond.
Thus, we continue along the path of prudent, profitable and sustainable growth, which seeks to provide resources and energy to improve the lives of current and future generations.
_ IN THE pHOTO: Rodrigo Huidobro Alvarado CFO at Empresas Copec.
Roberto Angelini and Eduardo Navarro stand out in the Merco Líderes ranking
Empresas Copec is acknowledged for its management in sustainability
read read
Copec opens the first 100% electric station in Chile
Abastible facilitates 7-day payment to more than 2,300 SMEs during 2024 read read
Empresas Copec leads progress in Third Diagnosis on Business and Human Rights
Las Salinas makes progress on remediation and Empresas Copec carries out capital increase in project
read
Duragas is the first carbon neutral company in Ecuador’s LPG sector
Copec-UC Foundation honors winners of 2024 innovation contests read
read
read
Roberto Angelini and Eduardo Navarro stand out in the Merco Líderes ranking
the company’s chairman of the board remained in 5th place among the businessmen with the best reputation, while the ceo rose to 24th place.
Among the subsidiaries of Empresas Copec recognized in the Top 100 were: Arturo Natho, CEO of Copec; Marcela Bravo, director of Arauco; Lorenzo Gazmuri, director of Copec and Terpel, and Guillermo Tagle, director of Abastible.
Now in its 15th edition, the Merco Leaders ranking was drawn up following an exhaustive analysis based on 1,775 surveys of 1,499 executives from large companies, 59 communication directors, opinion leaders, 71 journalists specializing in economic information, 70 financial analysts and 76 professors of economics and business.
Empresas Copec is acknowledged for its management in sustainability
The Company was ratified in the Dow Jones Sustainability Index 2024, acknowledged in S&P Global's Sustainability Yearbook 2025, and leads the Merco ESC 2025 ranking.
For the ninth consecutive year, Empresas Copec was recognized in the DJSI ranking in the top 5 of the Oil & Gas - Refining & Marketing sector for its economic, social and environmental management.
On the other hand, after evaluating more than 7,690 companies worldwide, S&P Global included Empresas Copec in its sustainability yearbook, highlighting its focus on transparency, innovation and responsible management.
Finally, the company ranked first in the Business Holding category of the Merco 2024 ESG Responsibility ranking, consolidating its leadership for the third consecutive year in environmental, social and corporate governance matters.
These recognitions reflect the company's commitment to a sustainable business model and the implementation of initiatives aligned with long-term development.
Copec opens the first 100% electric station in Chile
This is the first in the country to fully migrate to 100% electric energy from renewable sources.
By implementing state-of-the-art technology, this space, located in the municipality of Vitacura, has the capacity to charge up to six vehicles simultaneously, with two types of charging standards and three power levels, ensuring compatibility with a wide range of electric cars. It is estimated that it will be able to serve more than 10,000 customers per year.
The design is another of its highlights, as this station was built with Hilam laminated wood from forests that are sustainably managed by ARAUCO. It also includes a Gogoro battery exchange area for motorcycles and an open-air space with direct access to Pronto Copec, providing users with a comfortable and functional area while charging their vehicles.
Arturo Natho, Copec’s CEO, emphasized that this project “reinforces our commitment to the development of innovative and sustainable solutions, which not only favor the well-being of people, but also contribute to building a greener future for Chile and its citizens.”
Abastible facilitates 7-day payment to more than 2,300 SMEs during 2024
the program implemented by the subsidiary seeks to provide greater liquidity and financial stability to small and medium-sized companies.
Abastible’s initiative achieved a 94.6% compliance level last year, consolidating itself as a great contribution to promote entrepreneurship. During 2024, 64% of Abastible’s suppliers were SMEs and the implementation of different initiatives, such as the 7-Day Payment, has made it possible to support those who work with the subsidiary with greater liquidity and financial stability. Thus, last year more than 54,000 documents were paid in less than a week.
Paula Jervis, Legal, Corporate Affairs and Sustainability Manager at Abastible, pointed out that “SMEs are an engine of social and economic development for Chile, so we must move forward with measures to strengthen and promote them, both from the public and private sectors. That is why, as a company, we have defined ‘Empowering the Entrepreneurial Spirit’ as our purpose and we work every day to obtain good results.”
Empresas Copec leads progress in Third Diagnosis on Business and Human Rights
the group achieved 56% compliance in the indicators evaluated, exceeding the average for ipsa companies and leading the industrial sector.
In the panel “Companies and territories: strategies to identify and manage human rights impacts in changing environments,” organized by Universidad Católica's Corporate Sustainability Program, the progress of Empresas Copec was highlighted in the Third Diagnosis on Business and Human Rights in Chile 2024.
According to the report, this progress is explained by an improvement in the holding company's reportability, driven by updated policies and developments in the description and updating of the human rights risk identification system.
Rodrigo Huidobro, CFO of Empresas Copec, who participated as a panelist in the discussion, said: “In our corporate structure, the subsidiaries are autonomous and, moreover, they participate in sectors that are very different from each other, so there are no policies imposed from the holding company. However, although we are more than 100 companies, there is a common culture and shared values. And on an issue as important as fundamental rights, cross-cutting progress has been made, driven largely by placing the issue at the holding level, by creating non-resolving instances of coordination and by establishing an inspiring purpose.”
Las Salinas makes progress on remediation and Empresas Copec carries out capital increase in project
with a capital increase of us$85 million, the company is looking to boost the project, continuing with the decontamination, in order to start urban planning in 2025.
The Las Salinas project in Viña del Mar continues to make progress in its process of environmental remediation and sustainable development. Thus, it is planned that 43% of the land will be used for green areas, consolidating the commitment to the sustainable development of the city.
Five months into the bioremediation process, key milestones have been reached that will enable the transformation of the 16-hectare site into a sustainable urban space.
Work on the Lower South Section has reached an important stage, with the installation of the perimeter fence and the removal of previous structures. This work has been carried out in accordance with strict environmental standards, with regular inspections to ensure compliance.
Duragas is the first carbon neutral company in Ecuador’s LPG sector
the abastible subsidiary was acknowledged by sambito for its sustainability management, after becoming the first company in ecuador’s lpg sector to achieve this milestone.
The distinction awarded to Duragas highlights the work carried out in measuring and offsetting its carbon footprint, consolidating the company’s commitment to a more responsible and sustainable operating model.
As a result of energy efficiency initiatives and reductions in electricity consumption at its plants, offices and workshop in Guayaquil, it managed to reduce CO₂ emissions by 854.49 tons in its last measurement period.
In addition, it promotes the use of LPG as a cleaner fuel alternative, contributing to reducing its customers’ carbon footprint and reaffirming its commitment to sustainability.
Copec-UC Foundation honors winners of 2024 innovation contests
in a ceremony attended by roberto angelini, president of the copec-uc foundation, prizes were awarded to the projects selected in the r+d for innovation and apply your idea contests.
Four initiatives obtained funding of up to 4,000 UF (Chile’s inflation-indexed currency) to promote solutions in areas such as agricultural biosafety, energy, fire control and aquaculture health. At the same time, three teams of students were awarded Ch$3 million for proposals focused on agricultural biotechnology.
The winning proposals in the R&D for Innovation Contest include a bio-leather manufacturing system using corn waste (Chalko Textiles Biotech SPA); a thermal module using copper slag (PUC); an environmentally-friendly foam for firefighting (Iquique Fire Department), and an oral antiparasitic additive for salmon (Consorcio Tecnológico de Sanidad Acuícola S.A).
Meanwhile, “Apply your Idea” featured student solutions that address challenges in viticulture, strawberry and cherry production using fungi, natural extracts and nanotechnology.
“It is worthwhile to reward projects that embody an innovative spirit and promote a more sustainable future,” said Roberto Angelini.
journalistic magazine published by: empresas copec s.a.
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legal representative: eduardo navarro
director: rodrigo huidobro
editing and writing: m. francisca riveros
journalists: constanza serrano isidora riesco
daniela araneda
marisol silva francisca zúñiga comsulting team
proofreading: norinna carapelle
photography: christian hamed image bank from empresas copec and subsidiaries image banks
design and graphic production: porta4, design studio
translation: cristina molina
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