GRUPO BAFAR AND OUR COMMITMENT TO DOUBLE MATERIALITY
At Grupo Bafar, we began our materiality process in 2021, and for 2024 we
are presenting its first update, where we incorporated the double materiality.
Sustainability, transparency, and accountability are core pillars of our business
model. This commitment has led us to adopt and implement the Double Materiality
approach, a key tool that informs our corporate decision-making and guides us
toward a sustainable and integrated future.
WHAT DOES DOUBLE MATERIALITY IMPLY?
Double materiality considers two perspectives that are
crucial to comprehensive decision-making:
For Grupo Bafar, this dual perspective allows us to better understand and
address challenges, while unlocking opportunities to create long-term value
for both our business and the communities we serve.
COMMITMENT TO DUAL MATERIALITY AT GRUPO BAFAR
Grupo Bafar operates in a variety of industries, including agribusiness, real
estate, finance, hunting, and insurance. To ensure effective governance
across this broad portfolio, we use the Dual Materiality approach as a
comprehensive framework to guide our sustainability strategy and make
informed and transparent decisions. This process underscores our role as
responsible stewards of both our business and the environment
material issues
The Dual Materiality assessment enabled us to identify and prioritize the following material issues across environmental, social, governance, and food responsibility dimensions:
KEY BUSINESS AREAS AS PART OF OUR SUSTAINABILITY EFFORTS
FOOD SECTOR: We focus on sustainable food production through the responsible use of resources and innovative practices in meat and dairy processing.
REAL STATE SECTOR : Development of environments that meet modern sustainability and well-being standards.
FINANICAL SECTOR: Exploration of innovative financial instruments to support and expand sustainability initiatives.
AGRIBUSINESS SECTOR: Sustainable agricultural production using innovative methods and advanced irrigation systems to deliver top-quality crops.
OUR COMMITMENT TO STAKEHOLDERS
Through Dual Materiality, we reaffirm the importance of transparency and continuous
improvement. Our mission is not only to meet today’s expectations, but also to lead by
example, creating a path toward a balanced and sustainable future for the next generations.
At Grupo Bafar, every step we take is purpose-driven. Through approaches like Dual Materiality,
we remain committed to driving measurable change for our business, our stakeholders, and
the world. We also aim to lead by example, building a path toward a sustainable and balanced
future for generations to come.
GRUPO BAFAR SUSTAINABLE STRATEGY 2030: FLAVORS THAT TRANSFORM
Grupo Bafar reaffirms its commitment to comprehensive sustainable development through a strategy built on three key pillars that reflect our essence and long-term vision, integrating ESG (Environmental, Social, and Governance) principles. With innovative actions, responsible practices, and a strong focus on quality and well-being, we move toward a more balanced and prosperous future for all
TRANSFORMING THE INDUSTRY WITH FLAVORS THAT MAKE AN IMPACT
With the “Flavors that Transform” strategy, Grupo Bafar integrates its legacy into a vision that blends innovation, sustainability, and responsible leadership. We reaffirm our position as a company that prioritizes collective well-being and environmental conservation, alongside unmatched quality. Let’s move forward together toward a cleaner, more ethical, and more equitable future.
LINKING MATERIAL ISSUES WITH THE SDGS
WILDLIFE CONSERVATION
We run a wildlife conservation project across more than 48,000 hectares of land designated as Wildlife Conservation Management Units (UMA). Together with the “El Álamo” and “Santa Anita” ranches—recognized as UMAs by SEMARNAT—we have implemented alternative production schemes aimed at maintaining productivity while enhancing flora and fauna conservation.
Thanks to these spaces, we have been able to protect several endangered species, such as:
RESPONSIBLE AND EFFICIENTRESOURCE MANAGEMENT
ENERGY EFFICIENCY
The food industry requires high energy consumption, which is why we decided to install solar panels in our CarneMart stores located throughout Mexico, aiming to reduce the division’s energy usage.
Meanwhile, within our facilities, we launched the B-Energy plant—a power facility that uses natural gas as its energy source. This solution generates up to 50% less CO2 compared to coal, and approximately 30% less than oil in electricity production.
Notes
water optimization
RESPONSIBLE EMISSION:
At Grupo Bafar, Scope 1 emissions correspond to processes directly related to the Group’s operations. Scope 2 emissions are mainly generated from electricity consumption in the company’s operations. Finally, Scope 3 emissions refer to those derived from the Group’s activities but generated by external parties.
* *The Bafar Alimentos division is composed of the following areas: Consumer, Retail, International, and Plants.
**For the calculation of Scope 1 emissions, the methodology from the National Emissions Report approved by SEMARNAT was used, along with the corresponding calorific values, emission factors, and global warming potentials.
***To calculate Scope 2 emissions, the national electricity system emission factor published by SEMARNAT for 2023 and 2024 was used.
****Emissions derived from the operations of Fibra Nova’s tenants are included under Scope 3.
Notes:
To measure indirect GHG emissions (Scope 3), the most relevant categories from our value chain were considered, based on the availability and quality of information. The included categories were: Purchased goods and services, Fuel- and energy-related activities (not included in Scopes 1 and 2), Waste generated in operations, Business travel, and Employee commuting.
SMART WASTE
On a daily basis, people consume millions of products with plastic packaging. For this reason, at Grupo Bafar we have committed to innovating both our packaging system and the materials we use.
The waste we generate is classified into non-hazardous and hazardous waste, and we continue to develop strategies to reduce its impact. Our various business units generate a wide range of waste, including plastics, unsellable food products, and materials classified as hazardous.
To ensure efficient and responsible waste management, we have implemented strict procedures for handling special and hazardous waste. At our facilities, we carefully segregate special waste using designated containers for general waste, cardboard, and plastic. These materials are collected by an authorized provider, who issues certified monthly manifests, ensuring transparency and traceability throughout the process.
As for hazardous waste—such as oils, filters, and contaminated rags—these are stored in a designated area within our general warehouse with restricted access for authorized personnel only. We also work with a specialized company for the safe transport and disposal of these materials, ensuring proper handling and reducing environmental impact.
TCFD ANALYSIS FOR GRUPO BAFAR
REGULATORY FRAMEWORK AND GUIDELINES
International climate regulations establish clear standards for disclosing how companies address climate challenges. Grupo Bafar, in alignment with the Task Force on Climate-Related Financial Disclosures (TCFD), incorporates the guidelines of IFRS S1 and IFRS S2 issued by the ISSB.
Grupo Bafar is on track to comply with these regulations, strengthening its governance structure and increasing transparency for stakeholders.
CLIMATE FACTORS AND RISKS IN MEXICO
MAIN RISKS ASSOCIATED WITH CLIMATE CHANGE:
TCFD RECOMMENDATIONS
OUR PEOPLE
EMPLOYEE DIVERSITY AND INCLUSION
We continue to grow as a family, expanding our presence throughout the country. We bring in experienced, highly trained talent who are ready to grow with us. At the same time, we offer opportunities to new generations seeking professional development and a chance to become part of this great family of more than 12,000 employees. Of the total workforce, 50.13% are male and 49.87% are female.
Due to the nature of our business and the structure of our production chain, 100% of our employees have full-time contracts, as our strategy does not include temporary hiring.
We also promote a work environment where freedom of expression is a fundamental pillar. All our employees have the opportunity to join a single agreement to negotiate their benefits, ensuring that their voices are heard in an ethical and responsible manner.
HUMAN CAPITAL DEVELOPMENT
To strengthen the comprehensive development of our employees, at Grupo Bafar we have implemented an Internal Talent Development Model. This initiative allows us to fill vacancies with our own talent, ensuring professional growth aligned with the needs of the company and providing development opportunities within our organization.
TALENT BENCH
As part of this initiative, we have developed various programs designed to meet the growth needs of our employees through continuous learning. Participants are selected based on criteria such as seniority and performance, ensuring that those who have demonstrated their commitment and progress within the company have access to these development opportunities.
Over the years, we have seen an improvement in the number of employees who have successfully completed the Talent Bench program, reaching 75% of approved staff this year, achieving the position they aspired to.
A total of 563 employees completed the program:
MANAGERIAL TALENT DEVELOPMENT
In addition to promoting human capital growth, we have developed an initiative consisting of five internal programs focused on strengthening our staff’s skills and enhancing their innate managerial talent. Employees who are part of Bafar University have an Individual Development Plan (IDP) based on the “70, 20, 10” methodology, which is detailed below:
All these programs are supported by a series of assessments to determine development needs, growth opportunities, and the level of preparedness of internal talent to face business challenges
360 Assessment: Conducted every two years, where the employee is evaluated by their peers, their superiors, and themselves.
Evaluatest: A psychometric assessment that identifies gaps and develops plans to address them.
25-box Matrix: This tool allows us to map Grupo Bafar’s talent and evaluate employees in two dimensions: their performance and their development potential. The results are used to design personalized development strategies.
M.E.T.A: Mitigate, Avoid, Transfer, Accept Risk (M.E.T.A. for its name in Spanish) are the four pillars that guided us in implementing this tool, which allows for the identification and management of risks through strategic assessments and specific actions. These assessments allow us to systematically analyze the hazards to which our employees may be exposed to in the performance of their daily duties.
Thanks to the above, the Management Talent Development Program has succeeded in preparing employees for the positions they aspire to.
School stores:
As part of our training programs, we have initiatives for new team members. These are taught by our own employees, who are certified instructors, which guarantees their ability to teach new recruits. The idea behind this program is to reinforce the knowledge acquired and teach the real working environment, all by implementing the same structured method with four fundamental steps:
By 2024, we had opened 178 Consumer Products: Self-service Stores, 35 Consumer Products: Traditional Stores, 13 Specialty Stores, and 51 Retail Stores. In 2025, we will continue with this initiative, hoping to maintain or improve this growth.
OCCUPATIONAL HEALTH AND SAFETY
Grupo Bafar reaffirms its commitment to the safety and well-being of its employees through a comprehensive occupational health and safety strategy. This strategy, aligned with the Official Mexican Standards of the Ministry of Labor and Social Welfare, is based on three key guidelines established in its Code of Ethics.
In collaboration with Bafar University, the health, industrial safety, and environment department keeps a detailed record of the sessions given, which are monitored virtually through the training portal.
In 2024, 14 health and safety training topics were covered:
With the support of the Health and Safety Committee, a committee specializing in these areas, we achieved our goal of ensuring compliance with health and safety regulations, taking responsibility for supervising the correct application of current regulations and conducting scheduled tours of the plant facilities to verify conditions and promote safe working environments.
We are aware that our work is not immune to accidents. This year, we recorded 265 internal accidents, which are broken down as follows:
1 Severe accidents: Reported accidents where the employee can continue working in their normal operation without any impact. 2 Severe accidents: Accidents where the employee requires a change of operation or internal disability. 3 IMSS accidents: Those determined by the IMSS as work accidents that affect the risk premium paid.
1Absenteeism due to occupational hazards: An employee’s absences due to an accident in the workplace during a given period. 2 Absenteeism due to general illness: An employee’s absences due to a general illness related to their work schedule during a given period.
Thanks to the efforts of the Committee and the team, for the fourth consecutive year there were no deaths due to accidents or occupational illnesses. In addition, the company maintains an internal safety management system that complies with established regulations. This internal system reflects Grupo Bafar’s ongoing commitment to the safety and wellbeing of its employees
WORK-LIFE BALANCE
With the aim of prioritizing the well-being and care of our employees, we carry out various internal programs that monitor the health of our team and prevent major health problems from arising in the long term. At the same time, it prevents any illness from spreading.
The programs and activities carried out include the following:
In Mexico, the Federal Labor Law (LFT) establishes a series of mandatory minimum benefits for all workers. At Grupo Bafar, we are convinced that the well-being of our employees is key to the sustainable growth of the company, which is why we offer additional benefits that go beyond what is required by law.os colaboradores es clave para el crecimiento sostenible de la empresa, por lo que ofrecemos beneficios adicionales que van más allá de lo establecido por la ley.
These benefits include programs designed to support physical and emotional health, professional development, work-life balance, as well as initiatives for recognition, motivation, and family care.
GRUPO BAFAR FOUNDATION
Since its creation in 2011, the Grupo Bafar Foundation, A.C. has been a fundamental pillar in the company’s social commitment, guided by the mission of “forming better Mexicans.” Over the years, it has consolidated its work as a vehicle to promote human development and strengthen the social fabric in the communities where we operate.
We recognize that our communities are not only an essential part of our environment, but also key players in the growth and success of Grupo Bafar and its subsidiaries. They are part of those who have trusted our products, contributed to regional economic development, and accompanied our business evolution.
In gratitude for this bond, we have promoted social projects and programs that seek to give back and generate a positive impact.
VOLUNTEER COLLECTION CENTER
Our collection center, with a storage capacity of up to 500 tons of supplies, plays an essential role in humanitarian aid during emergencies and natural disasters. Thanks to an efficient distribution network, we ensure that support reaches the communities that need it most.
Throughout the year:
VOLUNTEERING
Volunteering is a cornerstone of our commitment to society. Thanks to the participation of 4,000 volunteers, more than 43,800 hours were invested in community work through humanitarian support activities, cleaning public spaces, and accompanying people in vulnerable situations.
MEDICAL DAYS
During 2024, we held free health check-ups in collaboration with medical professionals and specialized organizations. These check-ups benefited more than 16,500 people, with services such as:
STATE VISUAL HEALTH CAMPAIGN
In partnership with Fundación Devlyn, Fechac, and Rotary, we developed a campaign that covered 15 municipalities in Chihuahua, providing eyeglasses and performing eye exams. This initiative promotes access to a better quality of life through timely diagnosis and treatment./p>
BABY DAYCARE – B
At Grupo Bafar, we recognize the importance of having safe, reliable, and high-quality childcare facilities. That is why we have created Baby-B Daycare, a center specially designed to support our employees in balancing their work and family lives.
This initiative was developed in collaboration with Fibra Nova, which provides the necessary infrastructure to operate under the highest standards. The daycare center has qualified and trained childcare staff, clean and safe facilities, and strict protocols for health, hygiene, and emergency care.
Baby-B is open to the children of our employees, aged between 45 days and 4 years old, providing them with a caring, reliable, professional environment that prioritizes their well-being and overall development.
TORNEO UNE-T
The Une-T Tournament is an annual fundraising initiative aimed at financing the social programs of the Grupo Bafar Foundation.
The tournament includes recreational and sporting activities such as golf, dominoes, table tennis, 7-a-side soccer, and casino games, bringing the community together around a meaningful cause.
A dinner was also organized for the guests, where they enjoyed entertainment to make the evening even more enjoyable. All of this was in gratitude for the great effort made by our collaborators and donors who make this event possible.
SOCIO-SPORTS SCHOOLS
In partnership with the Real Madrid Foundation, Grupo Bafar implements a program that gives children and adolescents the opportunity to develop their athletic skills while promoting their personal growth. Through academic, nutritional, athletic, and cultural activities, we seek to promote comprehensive training that strengthens not only their physical performance but also their performance in other areas of life.
Thanks to this initiative, more than 30,000 young people have benefited in 76 schools, shelters, and community centers located in Chihuahua, Mexico City, Michoacán, and Yucatán. Between 2024 and 2026, new centers are projected to open throughout Mexico.
BAFAR ACADEMY
The Bafar Academy, Real Madrid’s first soccer school in Mexico, represents a milestone in the country’s sporting landscape. With a comprehensive approach, the academy not only promotes sporting excellence but also values such as respect, discipline, and camaraderie.
With state-of-the-art facilities and top-notch equipment, more than 200 young people had the opportunity in 2024 to strengthen their athletic and human skills, training as leaders both on and off the field.
ALLIANCES
We have formed alliances with more than 40 associations to reach every corner of Mexico.
