125 years
creating stories with value

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2015 in numbers

About this Report

(G4-18, G4-20, G4-21, G4-28, G4-30, G4-33)

For FEMSA and the Business Units, 2015 was a year for reflecting on what we do and how we can do it better. The year was also very important, since it marked the 125th anniversary of when we first began to create stories with value.

We appreciate the opportunity to share with you the way in which we contribute to create economic and social value, and that is why we have been publishing our Sustainability Report since 2005. Through this document, we are presenting the most relevant information concerning the Pillars of our Strategic Sustainability Framework: Our Ethics and Values, Our People, Our Planet, and Our Community. We have also included FEMSA Foundation’s projects and results.

This Report refers to the period between January 1st and December 31st, 2015. The data contained is the result of a materiality analysis of the operations of FEMSA and the Business Units: Coca-Cola FEMSA, FEMSA Comercio, and FEMSA Strategic Businesses in Argentina, Brazil, Colombia, Costa Rica, Guatemala, Mexico, Nicaragua, Panama, Peru, the Philippines, and Venezuela. It does not include Heineken’s results since, although FEMSA has an important economic stake, there is no operational interference since 2010. Furthermore, we do not report results of any businesses that were acquired less than a year ago.

We aligned our Report to the international guidelines of the Global Reporting Initiative GRI G4 with comprehensive compliance and external assurance by Deloitte Mexico. On page 40 we include the GRI index, as a point of reference.

We also align our performance to the 10 Principles of the United Nations Global Compact, which means this Report is also our Communication on Progress for 2015. Progress can be identified with the abbreviation GC throughout this document.

All monetary amounts are expressed in MXN, with the conversion into US dollars based on the exchange rate as of mid-day December 31st, 2015, on the basis of $17.195 MXN per USD $1.00.

Because you have been part of our history, we invite you to celebrate these first 125 years with us and continue to create stories with value.

Carlos Salazar Lomelín
Chief Executive Officer of FEMSA

José Antonio Fernández Carbajal
Executive Chairman of the Board of Directors of FEMSA

from the Executive Chairman of the Board and from the Chief Executive Officer of FEMSA (G4-1, G4-24)

Dear friends:
We are proud to share with you our Sustainability Report for 2015, a year in which we commemorated our 125th Anniversary. On the road, together with you, we have faced obstacles and fulfilled our mission to “Create economic and social value through companies and institutions”.

Today we are a company that participates in different sectors, is present in 12 countries, and is made up of more than 260,000 employees. We know that in order to face challenges and ensure sustainable growth, we must continue to work with passion and conviction, adopting a systemic vision.

To accomplish this, we began an evolutionary process of adopting the trend toward sustainability in every division in the company. Our goal is to make sustainability part of all the business processes for the long term and to have it become a key variable in our culture.

In 2015, we focused on strengthening the three Pillars that make up the FEMSA Strategic Sustainability Framework:


Our People, to promote the professional and personal growth of our employees based on three lines of action:

  • Culture and Values
  • Training and Development
  • Comprehensive Development

We employed talent-management initiatives in order to attract and develop the necessary human resources. We reviewed our FEMSA Leadership Model, ensuring that all our employees develop the capabilities the company requires today and in the future.

Since we know that in a changing world there is a permanent need to learn and be current at all times, in 2015 more than 120,000 employees took 4,363 courses at the FEMSA University. Furthermore, we developed the Logistics, Commercial, and Operations Functional Schools at FEMSA Comercio in order to strengthen employee training.


Our Planet, to better understand our environmental impact and prioritize and plan mitigation measures at each Business Unit based on the lines of action:

  • Water
  • Energy
  • Waste and Recycling

Given the importance of water in our life, we are constantly looking for innovative ways to minimize and mitigate our water footprint. In 2015, Coca-Cola FEMSA reduced water consumption per liter of beverage we produce by 10%, as compared to 2010, and we returned more than 100% of the amount of water used to the communities and environment in our operations in Mexico and Brazil.

Furthermore, with the FEMSA Foundation we continued working on the preservation and sustainable use of water. Today the Latin American Water Funds Alliance operates 19 funds that allocate resources to protecting the top surface of more than 3 million hectares, benefitting approximately 50 million potential water users in these regions.

We also concentrated our efforts on continuing to use renewable sources of electricity and on reducing energy consumption. The three wind farms that supply our operations in Mexico will help us meet our goal of satisfying 85% of our electric energy requirements in the country by 2020, in relation to consumption levels of 2010.

This places FEMSA at the forefront in environmental sustainability. And, by understanding the impact of our operations, we are setting the foundation to strengthen the Environmental Strategy we will implement over the next few years.


Our Community, to have initiatives and programs in place that promote the lines of action of:

  • Healthy Lifestyles
  • Community Development
  • Sustainable Sourcing

We continued looking for solutions to global problems, with local programs centered on sports, nutrition, education, art and culture, local development, the environment, and entrepreneurship, among other things.

We invested, through the FEMSA Foundation, in programs that promote learning and the implementation of best practices in nutrition and supporting scientific research to help improve health and prevent food-related diseases.

Biennial FEMSA announced its 12th edition.

In art and culture, the FEMSA Collection acquired works of highly recognized artists and published the second edition of the book Latin American. Modern and Contemporary Art, while the FEMSA Biennial invited artists to participate in its 12th edition, which for the first time will be made up of two pillars: a curatorial program and the competition.

Celebrations for our 125th Anniversary began with the inauguration of the new Club de Fútbol Monterrey Stadium, a world-class legacy, self-funded and built using the highest ecological and accessibility standards. The stadium is also part of the Grand Río La Silla Park rehabilitation project, which will offer ideal facilities for family, recreational, and sports activities, as well as nature hikes.

Furthermore, we developed the Metodología de Atención a Riesgos y Relacionamiento Comunitario (MARRCO), or the Methodology to Face Community Risks and Engagement, to train our Work Centers on how to build relationships with the community that are sustainable and generate value, all based on the trust and commitment of all parties.

We continued to have our suppliers read and sign our Supplier Guiding Principles, which set the conditions they must comply with in order to have a responsible balance in our supply chain.

Because we are aware that there is still much to be done, we continue to work closely with our stakeholders—clients, communities, organisms in civil society, suppliers, shareholders, employees and the government—to develop solutions for the challenges we face and to promote best practices with a focus on sustainability.

Finally, we invite you to read this report, hoping that it could help you to know more about the results of our actions during 2015. We also ask for your comments and recommendations. We want to improve our performance and build, in collaboration with all of you, a much better sustainable future.

José Antonio Fernández Carbajal
Executive Chairman of the Board of Directors of FEMSA

Carlos Salazar Lomelín
Chief Executive Officer of FEMSA

FEMSA is a Mexican company that was founded 125 years ago. We currently operate in 12 countries: Argentina, Brazil, Chile, Colombia, Costa Rica, Guatemala, Mexico, Nicaragua, Panama, Peru, the Philippines, and Venezuela. Through our Business Units, Coca-Cola FEMSA, FEMSA Comercio, and FEMSA Strategic Businesses, we serve more than 357 million people, generating $311,589 million MXN (usd $18,121 million) in revenues and 261,464 direct jobs in 2015. Additionally, we hold a 20% share in Heineken, making us their second-largest shareholder. We operate 63 bottling plants and 345 distribution centers. We offer more than 110 beverage brands and have 14,061 OXXO stores in Mexico and Colombia.

It is the largest public bottler of Coca-Cola brand beverages in the world, and it distributes more than 3.4 billion unit cases a year. The company operates in Argentina, Brazil, Colombia, Costa Rica, Guatemala, Mexico, Nicaragua, Panama, the Philippines, and Venezuela, offering several brands, including Coca‑Cola, Coca-Cola Light, Coca-Cola Zero, Coca-Cola Life, Fanta, Fresca, Sprite, Sprite Zero, Powerade, Del Valle, Ciel, FUZE Tea, Fuze Tea Light, Delaware Punch, Powerade ION4, Vitaminwater, BURN, Santa Clara, Estrella Azul, and Blak. Coca-Cola FEMSA distributes its products in 2.7 million points of sale, serving more than 357 million consumers. In 2015, it generated 99,018 direct jobs and more than 1.9 million indirect jobs.1

t operates several small-format retail store chains. Through OXXO, OXXO Gas, Doña Tota, Bara, and the Yza and Moderna pharmacies, it serves more than 10.8 million customers daily. The OXXO chain includes 14,061 stores, of which 1,208 were opened in 2015. During 2015, FEMSA Comercio announced it had purchased Farmacon pharmacies, which operates more than 200 branches in the Mexican states of Sinaloa, Baja California, and Baja California Sur. The company also announced the acquisition of a majority share in Grupo Socofar, a Chilean group that operates more than 640 pharmacies and 150 beauty-product stores in Chile and 150 pharmacies in Colombia. In 2015, FEMSA Comercio generated 138,996 direct jobs and more than 694,000 indirect jobs.2

Comprised by FEMSA Logística, Imbera and PTM, it offers its services to Coca-Cola FEMSA and FEMSA Comercio, as well as to external clients. In 2015, these companies generated 19,283 direct jobs.

FEMSA Logística is a multinational company that offers comprehensive value-generating logistics services focused mainly on innovation and safety. With presence in seven countries in Latin America: Mexico, Nicaragua, Costa Rica, Panama, Colombia, Peru, and Brazil, the company employs more than 13,000 people.
It is the world leader in the commercial refrigeration industry. Founded in 1941, the company designs, develops, and produces commercial refrigeration equipment. It exports its products to 53 countries, has three production facilities—one each in Mexico, Brazil, and Colombia—as well as sales headquarters and maintenance services in eight countries. Imbera is the only company in the Americas that both sells and services commercial refrigerators.
It has been offering solutions and developing plastic-transformation projects tailored to fulfill customer needs since 1976. It offers its services to food and beverage, automobile, and retail industries, among others. PTM is one of the largest plastic-recycling plants in Mexico, with two production facilities—one in San Juan del Río, in the state of Querétaro, and the other in Monterrey, in the state of Nuevo León—that recover and recycle more than 16,000 tons of plastics annually.
  1. It is estimated that for each direct job generated in the Coca-Cola System in Mexico, 19.23 indirect jobs are generated throughout the national economy.
  2. According to data from the National Association of Supermarkets and Department Stores in Mexico, in specialty format stores for every direct job there are 5 indirect jobs.

Business Units

FEMSA Comercio
Coca-Cola FEMSA
FEMSA Comercio and Coca-Cola FEMSA
FEMSA Logística

    Employees5,6 Plants Stores Distribution Centers Distribution Routes1 Brands2 Millions of customers Investment, millions of MXN Investment, in millions of USD
FEMSA Comercio 187,642 Stores: 14,015
Pharmacies: 933
Gas stations: 307
18 10.8 4 $10,870 $632
Coca-Cola FEMSA 17 143 3,547 49 71.9
FEMSA Comercio 8,769 Stores: 46
Pharmacies: 150
10.8 4 $2,309 $135
Coca-Cola FEMSA 7 25 1,230 17 46.7  
Central America3
Coca-Cola FEMSA 6,553 5 31 320 24 21.9 $807 $47
Coca-Cola FEMSA 7,500 4 33 507 13 31 $1,126 $65
Coca-Cola FEMSA 3,021 2 4 208 20 12.2 $1,054 $61
Coca-Cola FEMSA 21,765 9 38 1,291 49 72.1 $2,426 $141
FEMSA Comercio 10,723 Beauty stores: 150
Pharmacies: 640
$267 $16
Coca-Cola FEMSA 15,306 19 53 1,792 14 101.8

Note: Only includes information on our core businesses.
1. Includes external distributors.
2. Includes brand extensions.

3. Includes Guatemala, Nicaragua, Costa Rica and Panama.
4. Millions of customers per day based on the number of daily transactions. Information for FEMSA Comercio in Mexico and Colombia.

5. Includes third-party and centralized services headcount.
6. Includes all personnel of businesses with operations in the country.

Corporate Structure


Northern Mexico was lagging behind the central region as a result of the complex political and social environment, the lack of opportunities, and its location, far away from the capital city. Accordingly, a group of entrepreneurs in the city of Monterrey, in the state of Nuevo León, identified the opportunity to create a company that could benefit from national and global growth. It was under these conditions that Cervecería Cuauhtémoc was founded, and it later became the driver behind social and economic progress in the region.
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Cervecería Cuauhtémoc consolidated its growth as a business while simultaneously focusing on offering technical training to its employees, by creating the Cuauhtémoc Polytechnic School, offering facilities for house purchasing to employees as well as medical services for them and their families. These measures promoted education and health care, improving quality of life at a time when these types of employee benefits were not common. This aspect of our culture contributes to a sense of belonging and establishes a close relationship with the company.
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During the Mexican Revolution, our employees were subject to the same social instability and challenges the whole country was facing. Fully aware of the context in which it was operating, and convinced that people are and have always been the driver behind growth Sociedad Cuauhtémoc y Famosa (SCYF) was founded, an employee co-op in which, employees and the company started a savings fund and promoted programs concerning nutrition, medical services, recreation, and financial services, to encourage a culture of work and savings that backs the stability of the family.
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After World War I and the Mexican Revolution, uncertain economic and social conditions complicated trade between Mexico and the United States. Just before the Great Depression, access to U.S. raw materials worsened, and the Cervecería took a leadership role, facing the risks of the time by founding Fábricas Monterrey, S.A., to produce carbonic gas, cardboard, and bottle caps. This stimulated local growth and economic stability in the region.
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During a decade of stabilization and institutionalization in the country, and in response to the prevailing need for a dialogue between the public and private sectors, Luis G. Sada, who was a member of the board at Cervecería Cuauhtémoc, promoted the creation of the Confederación Patronal de la República Mexicana (COPARMEX), in order to promote entrepreneurial awareness and social, economic, legal, and political reforms that would drive national growth and the reconciliation of interests between workers and employers.
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Nuevo León continued to grow, and it was projected that the education system would not be able to provide enough university graduates with the required competencies to satisfy the demands of this growth. Consequently, a group of businessmen led by Don Eugenio Garza Sada, who ran Cervecería Cuauhtémoc, created the Tecnológico de Monterrey, an educational higher-learning institution with the mission to offer a full education to men and women, based on the belief that human growth is the key to having a better country.
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Since Mexico was transitioning toward modernization and people required the mechanisms needed to form long-term wealth; we strengthened our housing policy and founded the Cuauhtémoc neighborhood. Between 1957 and 1972, we allocated 1,318 new homes, thus contributing to the comprehensive well-being of our employees. The total number of people employed by the company was close to 5,000.
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Cervecería Cuauhtémoc responded to this decade of prosperity for Mexico by building the most modern brewery in Latin America, in the city of Toluca. This promoted growth in the State of Mexico, generating jobs and saving energy in its processes. In addition, because of the support we granted to the Instituto Tecnológico de Monterrey, the university was able to offer postgraduate degrees, install its first computers, and build its first campus outside the city of Monterrey. This contributed to graduating students at a rate the country required.
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In order to adapt to the changes in the social dynamic and the economic growth in Mexico, we opened the first OXXO store, satisfying the needs of our customers with a wide array of accessible and practical products and services that were part of the daily lives of Mexican families.
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The effects of the economic crisis were evident, and there was widespread concern with ensuring the quality of life for our employees and their families in the midst of instability, which is why under the slogan “Health is wealth” we invested in the modern Cuauhtémoc y Famosa Hospital, consolidating a new health services system that, aside from benefiting our employees, also contributes to responsibility and commitment toward work and family.
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During these years, which were marked by globalization and open markets, the company adopted international standards, by being listed on the New York Stock Exchange. With this major step, we strengthened our transparency, accountability, and corporate governance practices, gaining the trust of global investors. It was during this decade that we partnered with The Coca-Cola Company and acquired the first foreign company.
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We consolidated the internationalization of the company by buying Panamerican Beverages, Inc., Panamco. The company then became the largest Coca-Cola bottler in Latin America, and second in the world. Afterwards, we made more acquisitions, transforming FEMSA into a world-class company. Moreover, due to the complexity of the global challenges, risks, availability of resources and the low quality of life in the communities where we have operations, we created the FEMSA Foundation, a social investment institution that contributes to education, science, and technology for the sustainable use of water and the well-being of society.
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Our presence in different sectors, countries, and cultures made it increasingly necessary to identify the particular needs of each setting to provide the social, economic, and environmental conditions required for adequate operation and business growth. Consequently, we strengthened our mission to create economic and social value by connecting the concept of sustainability to our business and decision-making processes.
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