In order to define the Sustainability Strategy’s priorities and ensure that human and economic resources are being addressed on issues that are relevant to FEMSA companies and their stakeholders, in 2012 we began the process of developing a materiality analysis, a tool that aims to identify the economic, environmental and social aspects, as well as the risks and opportunities, that are relevant to the organization and its stakeholders.
This analysis entailed the investigation and analysis of external and internal factors and the prioritization of the relevant aspects, and the validation of the core components, focus topics and action areas.
In this step we define an integrated process, the premises or inclusion criteria, and the main promoters to carry out the materiality analysis.
In the business strategy analysis, we determine the need to include sustainability concepts in FEMSA’s mission and vision, and we update FEMSA’s Policy.
In the best practice and global trends analyses, we compare the information of 17 leading companies in sustainability.
In the internal processes analysis, we review the documentation and internal processes that contain relevant elements regarding sustainability actions.
In the legal requirements analysis, we identify the legal requirements necessary to ensure regulatory compliance.
In the risk analysis, we identify the risks and opportunities of key corporate businesses through our internal risk framework.
In the identification of external stakeholders, we establish dialogues with 24 of them to address sustainability issues.
With the information acquired from the previous step, it was possible to identify the relevant aspects for FEMSA and its stakeholders. Today, these issues are part of the sustainability strategy.
Our ethics and values
Our people, our community, our planet.
Culture and values; training and development; integral development; water; energy; waste and recycling; healthy lifestyles; community development; sustainable supply.
Culture and values; security and health at work; compensation; training and development; integral development; water management; energy use; environmental impact of logistics and transport; packaging and recycling; waste; nutrition and physical activity; responsible marketing and communication; sustainable products / services offer; local environmental impact; security of our social environment; social welfare in the communities; supplier development; environmental impact of suppliers; labor rights, and working conditions for suppliers.
Define the roadmap to sustainability
Dialogue with 40 Corporate Directors of FEMSA’s Business Units to reaffirm that the focus issues are of interest to FEMSA.
Dialogue with sustainability experts to validate the list of guiding axes.
Dialogue with FEMSA collaborators to verify the focus issues’ validity.
These focus issues are of common interest to all FEMSA’s Business Units, and we believe that we can create greater value and a positive impact on all of them. Also, in each area of action we have reached a degree of maturity that allows the Business Units to be or become agents of change.
We hope that by incorporating these issues into the sustainability strategy, we can develop a competitive advantage to stand out in the market.
These focus issues are important for our stakeholders, and we have realized that, with some of them, we can join efforts to create positive transformations on a larger scale.
The 19 focus issues are represented in our sustainability strategy, and are a priority for the development of FEMSA’s businesses. We have set goals, planned programs and initiatives, and developed indicators to assess our sustainable performance and contribution to the global sustainability agenda.