GENERAL POLICY FOR SUSTAINABLE DEVELOPMENT
Outlines our commitment to acting responsibly and with transparency in social, economic and environmental aspects as the core of our sustainability strategy.
Download
KNOWOUR PRIORITY
AREAS
AREAS
COMMUNITY DEVELOPMENT
We generate development and wellbeing in our neighbor communities through investments in infrastructure and services that contribute to the United Nations Sustainable Development Goals, under a framework of respect for human rights.
We focus on people as the engines for development to strengthen the social weave and drive tangible and long-lasting improvements in the quality of life in our communities.
Our management in this area focuses on 3 pillars:
Responsible coexistense
Economic development
Human development
For more information, see Management Approach
OUR COMMITMENTS:
- Foster a social change that strengthens the internal structures of the community, together with the different levels of government and local organizations and institutions.
- Ensure the voices of the community are heard in decision-making. We have various mechanisms in place to receive concerns, needs and opinions on development.
- Respect the rhythm and needs of each community, always adapting to their reality.
Highlights
32 community centers
17 in Mexico and 15 in Peru.
11 schools
provide quality education to 3,418 children and youth, children of our employees and members of our neighbor communities in Mexico and Peru.
+553 thousand
people have received free medical attention from Dr. Vagón, The Health Train, which has visited 338 communities in Mexico since 2013.
1,364 projects
financed through Grant Funds since 2009, representing an investment of US$8.2 million.
Related policies and codes
Our management in relation to this area is guided by:
HUMAN RIGHTS POLICY STATEMENT
Outlines our commitment to promoting respect for the human rights of all our stakeholders.
COMMUNITY OUTREACH POLICY
Outlines our commitment to fostering development and wellbeing in the communities where we operate.
POLICY OF RESPECT FOR THE RIGHTS OF INDIGENOUS PEOPLES AND COMMUNITIES
Outlines our commitment to respecting the rights of indigenous peoples and communities.
AMC – CORPORATE RESETTLEMENT POLICY
Establishes commitments and guidelines in the event of resettlements in communities.
AMC – COMMUNITY ENGAGEMENT PROTOCOL
Establishes the guidelines for defining the applicable mechanisms and components for engaging with communities.
For further information, please refer to the ESG Policies section.
MANAGEMENT APPROACH
Organizational Management
Our Community Development model is divided into three pillars, where the principal tools are:
Responsible coexistence
- Participative social diagnostics: consultation tools to identify the risks at each site that could potentially affect the community. /li>
- Community Care Service (CCS): : tool for addressing requests, concerns and complaints, and to identify positive and negative impacts on the community, to inform our social management plan.
- Disaster relief: immediate response in support of communities experiencing emergency situations.
- Water management: we accompany the different levels of government in Mexico and Peru, providing technical advice and investment in water management works.
- Environmental transformation: we promote environmental care actions in our communities focusing on farming, livestock and environmental management.
Economic development
- Forjando Futuro (Forging Futures): : job and productive skills training program for the community.
- Social infrastructure: projects that promote growth under a vision of generating and sharing value with government authorities and community leaders.
- Recreational centers (Tamosura and Pinacate): unique social and family recreational centers that also promote local businesses.
- Business committees: made up of local businesspeople to support social responsibility projects for their communities.
- Mining investment funds: contributions and mining taxes earmarked for infrastructure and community services.
Human development
- Community centers: spaces for strengthening the social weave, building trust and improving the quality of life of the community.
- Grand funds: opportunities for the community to bring their diverse social projects and initiatives to life.
- Volunteering: : we promote the value of shared responsibility in the development of social programs.
- Schools: access to basic education for the children of our employees and for the community.
- Flagship programs: model programs with objectives and methodologies for social transformation in our three countries (Mexico, Peru and USA), providing indicators to measure the scope of positive results for participants.
- Mineral Discovery Center: : interactive museum dedicated to bringing mining to the community, including guided tours inside the Mission mine (USA).
Corporate goals & targets
Community development related corporate goals
The goal has been met
In progress
Slight deviation from course
The goal has not been met
2022
Institutionalize the process to identify and engage with the indigenous communities near our operations.
Implementar un sistema de atención a quejas para grupos de interés externos cercanos a las operaciones.
Mining: All company-sponsored schools obtain academic results above their respective national averages.
Mining: Implement an institutional program to develop small and medium local suppliers.
2030
Mining: Increase the local supply by 20%.
Mining: Increase the local workforce by 10%.
Mining: Position our 11 company schools in the top quintile nationally for mathematics and Spanish.
Formalize and implement at least six mechanisms for community participation, engagement and communication at all our sites.
Allocate 30% of our total SDG investments to improving the water quality and quantity in our neighbor communities.
Allocate 2.5% of Grupo México net earnings to projects that contribute to the Sustainable Development Goals.
Follow our annual progress in Corporate Sustainable Goals.
Key indicators
Mining
Social investment
US$96.2
million in social investments by the Mining Division in 2023
People reached
282,254
participants in our social programs in 2023
Programs
2,303
social programs, with 17,583 activities
Addressing community concerns and grievances
602
concerns addressed in 2023 through our Community Care Service.
Volunteers
7,925
volunteers participated in our social programs
Roles & Responsibilities
The organizational supervision of community development management is structured as follows:
Strategy and compliance
Operational supervision
Responsible coexistencen
Evaluates performance and progress on the corporate goals, targets and indicators, and investment projects related to communities. Identifies areas of opportunity, needs, risks and potential synergies.
Mechanism developed for the Board to monitor and promptly follow up on the management of our environmental, social and governance-related risks.
Reviews the strategy, performance and principal improvement projects. Submits recommendations to the Board of Directors.
Leads the design and implementation of projects, initiatives and actions, in close collaboration with the other divisions and relevant areas of the company.
Leads the implementation of the organization’s strategic plan, identifying social risks and opportunities, to define the management mechanisms. Includes building alliances and linkage with strategic groups and authorities at the federal and state levels.
Teams that build human and social capital by building trust and long-term relationships with our neighbor communities.
Gender-inclusive groups of volunteers representing the health, education and business sectors, youth, vulnerable groups, equity and gender perspectives.
Their primary role is to serve as the citizen liaison between the community and the company to define the priority areas and mechanisms for community participation in the social impact assessments.
Mechanism for social participation made up of nonprofit leaders, authorities and company representatives.
Actively participates in the quarterly environmental monitoring as laid out in the environmental impact studies for our mine projects and required by Peruvian law.
Evaluation
Our “Casa Grande” Community Development Model was recognized by the Inter-American Development Bank (IDB) as a case study of a successful community model in its publication “Extractive Sector and Civil Society: When the work of communities, governments and industries is synonymous with development”(2018).
The three axes of our Community Development model are aligned to a community materiality matrix, based on the GRI (Global Reporting Initiative) guidelines. This analysis highlights 12 priority themes, on which our programs focus, which were also aligned with the SDGs (Sustainable Development Goals) of the United Nations.
The materiality assessment framework recognizes the importance of identifying, quantifying, and valuing both the positive and negative external impacts generated by core business activities. By applying quantitative metrics linked to identified material issues, and using appropriate valuation techniques, companies can better understand the magnitude of their externalities, enhance accountability, and inform strategies for sustainable growth. Find here more information about our materiality process for external stakeholders and illustrative examples of metrics.
Find more information about our performance in our Community Engagement Report 2023.
From this analysis, we defined and implemented the following actions to evaluate our social performance in the communities near our operations:
Performance indicators
To monitor and report on the impact of the community development model.
Inhouse assessments and evaluations
Periodically conducted at each site. The Sustainable Development Committee monitors performance results quarterly.
Independent assessments
Our results are also subject to independent reviews. For example, the El Retiro wind farm in Juchitán, Oaxaca, undergoes an independent audit each year based on the Equator Principles.
Organizational Management
- At Grupo México Transportes, we engage with the communities in the regions where we operate through social development programs and ongoing dialogue with local and regional governments.
- It is paramount to us that these communities consider the railroad part of their environment and as a means that promotes development in their region. We have established two lines of action in this area:
Coexistence with the community
- Infrastructure and media campaigns to improve the coexistence between the railroad and the community and to reduce accidents at level crossings.
- Collaboration with the Mexican authorities and the Mexican National Immigration Service on different programs.
Regional development
- El Chepe, a unique passenger train in Mexico, which travels the Q line on the Chihuahua-Pacific route. This project promotes tourism and drives economic and commercial activities, generating an economic spillover for the local communities in the Chihuahua and Sinaloa mountains.
- Transportation of goods to vulnerable communities free of charge.
- High quality and specialized health services provided through Dr. Vagón, The Health Train, all along our rail lines.
Corporate goals & targets
Community development related corporate goals
The goal has been met
In progress
Slight deviation from course
The goal has not been met
2022
Install equipment at 40 level crossings to prevent accidents in urban and rural areas.
Follow our annual progress in Corporate Sustainable Goals.
Key indicators
Dr. Vagón (2014 – 2023)
Distance traveled
+77,670 miles
(+125,000 km) traveled
Communities served
338
communities visited
Medical services
2,323,684
medical services delivered
Participants
197,414
participants in health education workshops
Roles & Responsibilities
The organizational supervision of community development management is structured as follows:
Strategy and compliance
Manages the channels of communication with the authorities and the media share communiques and official information about our operations and the position of the Transportation Division.
Designs, manages and executes all Transportation Division technical-operational projects.
Evaluation
Our social responsibility methodology counts with different policies, strategies and standards, which include quality of life at work, business ethics, engagement with communities, environmental care and preservation.
Socially Responsible Company
Anually, we participate in the assessment process of the Centro Mexicano para la Filantropía, A.C. (CEMEFI) to obtain this recognition.
