How was 2024 for Anastacio?

JK: 2024 was a challenging yet rewarding year, delivering strong results across our key market segments, as well as a number of major industry awards and continued growth in our market recognition. Química Anastacio, our chemical product and ingredient distribution wing, maintained its organic growth strategy, achieving double-digit increases in volume and total revenue in 2024 despite high freight costs and extended transit times in the H2 2024. Agriculture and human nutrition recorded the highest growth rates.

Where is Anastacio growing in Latin America?

JK: Química Anastacio operates distribution in Brazil, Argentina, and Mexico, with Brazil as the largest market and nearing its 85th anniversary in 2026. Mexico has expanded from multinationals to deeper local penetration. Argentina’s shift to a competitive, stable market has driven efficiency measures, specialty launches, and growth plans. Our new Puerto Valdés office strengthens our base in Argentina.

With Colombian distribution set to launch in 2026, Química Anastacio will cover Latin America’s four largest markets, cementing its position as a truly regional distributor and marking a key growth milestone.

MV: The strategic coexistence of our distribution and trading operations within the same markets is a key differentiator, and a model in which some competitors have failed. Each operation identifies and serves distinct opportunities, enabling both to grow and strengthen their positions.

Does the company have plans to expand beyond the region?

MV: We are currently focused on Latin America, with Brazil as our primary market for the coming years. Mexico has undergone restructuring, showing early positive results, while Argentina faces renewed competition as the market opens.

The company leverages local leadership in each market, reinforcing its Latin American identity and deep regional knowledge. While sourcing is global, priority regions include Mexico, the Caribbean, Central, and South America. Growth in trading depends heavily on talent, seeking the right people to expand our Anastacio Overseas platform.

What achievements would you highlight in terms of sustainability?

JK: Química Anastacio recently added a sixth core value: promoting ethics and sustainability. The company continuously engages and educates its teams on these principles. We now operate with 100% green energy, and are improving our ESG ratings each year. Química Anastacio also earned the GHG Protocol certification for completing a full greenhouse gas inventory.

How is the Anastacio Institute enhancing the company’s social sustainability work?

JK: The Anastacio Institute is our social arm, supporting around 20 social projects with over R$1 million in direct financial aid last year. In Jaguaré, the Institute offers after-school lessons to children and teenagers, with plans to expand. Our team actively volunteers there, sharing professional experience, arts, or other skills to enrich the program. A consulting firm has been hired to help grow the Institute’s impact and attract more donations. This engagement strengthens the company’s community ties and social commitment.

What are your plans for growth in the coming year?

JK: Our strategy remains focused on organic double-digit growth, aiming to launch over 10 new products monthly. Specialties are becoming increasingly strategic, supported by technical hires across segments and plans to double the size of application labs by 2026 – expanding into pharma, food ingredients, and cosmetics. Adding Colombia to our distribution footprint will be a key milestone.

A new digital transformation department is working closely with market intelligence to optimize processes, boost productivity, and implement extensive KPIs. This focus on efficiency, speed, and value creation underpins Química Anastacio’s sustainable growth ambitions.

MV: Anastacio Overseas aims for a healthy 12-15% growth in quantities across all active segments. In 2024, as a result of our extraordinary and rapid growth, we began restructuring our human resources, operations, customer service, and processes alongside digital transformation efforts. The focus for the next 1.5 to 2 years is on developing and training the workforce needed to support sustainable growth over the next 5 to 15 years. Investing in people is essential. Without the right talent, growth is impossible; with it, growth will follow naturally.