Our History
The roots of ALFA can be traced back to the end of the 19th century, when the first industries were established in Monterrey, Mexico.
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2024
2024
En 2024, ALFA conmemoró 50 años de haberse creado y logró avanzar en la etapa final de su proceso de transformación. Para ello, llevó a cabo: 1) Incremento exitoso de su capital por Ps $7,952 millones (aproximadamente US $392 millones) 2) Pagar anticipadamente parte de su deuda bancaria por aproximadamente US $575 millones. 3) Escisión del total de su participación accionaria en Alpek. La aprobación fue el 24 de octubre, la transferencia de la participación de ALFA a Controladora Alpek el 7 de abril de 2025. Ahora ofrece acceso directo a Sigma, un negocio de alimentos en crecimiento, con operaciones en 17 países y marcas líderes en todas sus categorías y regiones. Los accionistas de ALFA ahora tienen autonomía absoluta para definir su proporción óptima de participación en cuatro unidades de negocio independiente: 1) Nemak (soluciones de aligeramiento automotriz), 2) Controladora Axtel (tecnología de información y comunicaciones), 3) Controladora Alpek (petroquímicos) y 4) ALFA|Sigma (alimentos).
2023
2023
In 2024, ALFA commemorated its 50th anniversary and made significant progress in the final stage of its transformation process. To achieve this, it carried out the following: 1) Successfully raised capital of Ps. $7,952 million (approximately US $392 million). 2) Made early repayment of part of its bank debt amounting to approximately US $575 million. 3)Spun off its entire equity stake in Alpek. The approval took place on October 24, and the transfer of ALFA’s stake to Controladora Alpek occurred on April 7, 2025. ALFA now offers direct access to Sigma, a growing food business with operations in 17 countries and leading brands across all its categories and regions. ALFA shareholders now have full autonomy to define their optimal ownership proportions in four independent business units: 1) Nemak (automotive lightweighting solutions), 2) Controladora Axtel (information and communications technology), 3)Controladora Alpek (petrochemicals), and ALFA|Sigma (food).
2022
2022
ALFA made progress in its gradual and orderly transformation, promoting the independence of the subsidiaries, and reinforcing the Company's financial position. The most important advance was the beginning of the process to spin off its participation in Axtel. Sigma globally launched Better Balance®, the brand plant-based protein products, with more than 1,300 points of sale in Spain, Mexico and the United States. Alpek acquired OCTAL, a PET sheet production company in the Middle East. Also announced the succession of José Jesús Valdez in the General Direction and appointed Jorge Young who has a 32-year career in Alpek.
2021
2021
ALFA achieved excellent results, setting Revenue and EBITDA records at Alpek and Sigma. Alpek invested US $96 million in the acquisition of CarbonLITE in the USA, for the production of recycled PET (rPET). With the Evergreen project, it set targets for 2025, 2030 and 2050 in its twelve material ESG topics.Sigma launched Better Balance®, a global plant protein brand in Europe, the USA and Mexico. It also promoted new business models such as Grill House® and CONVY®, both with e-commerce platforms. Additionally, it sold two plants in Europe to continue its plan to improve EBITDA margins. Axtel launched its new mobile telephone service “Alestra Móvil”, the first enterprise mobile virtual operator (MVNO) in Mexico, to manage processes and fixed capacities from mobile devices. And Axtel Networks presented the "Data Center Connect" solution, which allows connecting data centers and cloud infrastructure around the world.
2020
2020
ALFA shows a favorable performance in its businesses worldwide, although it was exposed to the uncertainty generated by COVID-19. Initiates the strategy to unlock the fundamental value potential of ALFA and its subsidiaries, with the approval of the spin-off of Nemak, that concluded on December 14, 2020, considering this as the first transformation step towards completely independent subsidiaries. Newpek concludes the sale of all its assets in Texas, USA. Alpek completes the acquisition of Lotte Chemical UK Limited strengthening its position in the polyester segment and also concludes the acquisition of BVPV Styrenics LLC contributing to its long-term development plan. ALFA focuses its social investment in education through ALFA Foundation and closes ALFA Planetarium’s facilities.
2019
2019
Alpek acquires a PET recycling plant from Perpetual Recycling Solutions, LLC (Perpetual) located in Richmond, Indiana, USA, with the capacity to produce approximately 45,000 tons per year of high-quality recycled PET flakes, increasing by 60% its recycling capacity for this material. In addition, it completes the sale of its two cogeneration plants. Axtel signs a definitive agreement for the sale of its fiber optic business in the Mass Market, located in the cities of León, Puebla, Toluca, Guadalajara and Querétaro. It subsequently announced the signing of a strategic agreement with Equinix, Inc., a global infrastructure and data center company, to strengthen its offering of information technology (IT) and cloud solutions.
2018
2018
ALFA continues to execute its strategic investment program. Alpek completes the incorporation of PetroquimicaSuape and Citepe in Brazil, as well as the participation in the company created to acquire the integrated PTA-PET plant under construction, in Corpus Christi, Texas. Axtel sells part of its mass segment fiber business, as well as the last batch of its telecommunications towers. Newpek completes the sale of two territorial assets located in Texas, USA, United States.
2017
2017
ALFA continued investing in expanding its operations, improving efficiencies and adding value to its products. This through the purchase of two cold meats companies, in Peru and Romania; raising the capacity in EPS, starting two auto parts plants, Mexico and Slovakia, as well as a second Data Center in Querétaro.
2016
2016
Sigma started up a plant in Spain, replacing the one destroyed by fire in 2014. Alpek acquired a PET plant in Canada, an expandable polystyrene plant in Chile and started the construction of an energy cogeneration plant in Mexico. Nemak started operations of two plants in Mexico, incorporated a company in Turkey and advanced in the construction of a plant in Slovakia. Finally, ALFA completed the merger between Alestra and Axtel, creating a stronger company in the IT and communication business.
2015
2015
The company continued to invest to make its businesses stronger. Sigma gained full ownership of Campofrio. Alpek incorporated the EPS business acquired from BASF and approved the construction of an energy cogeneration plant. Nemak started up a new production facility in Russia and began building another in Mexico. It also launched an initial public offering. Finally Alestra announced its merger with Axtel.
2014
2014
ALFA Invested US $1.4 billion in CAPEX and acquisition to enter new geographies, expand production capacity and add value to its products. Highlights include: the start-up of the cogeneration plant in Veracruz, Mexico; the modernization of the caprolactam plant; the purchase of CabelmaPET in Argentina, a company that produces recycled PET resins; and the signing of an agreement with BASF to acquire from it its expandable polystyrene business in the Americas.
2013
2013
ALFA invested U.S. 1.4 billion in CAPEX and acquisitions to enter new geographies, expand production capacity and add value to its products. Highlights: the startup of a power cogeneration plant in Veracruz, Mexico; the upgrade of the caprolactam plant; the acquisition of CablemaPET, an Argentinian company that produces recycled PET resins; and the signing of an agreement with BASF to acquire its expandable polystyrene business in the Americas.
2012
2012
ALFA reported a year of positive results, benefitted from favorable trends in the automotive and consumer markets in the U.S. and Mexico. Alpek became a public company. Nemak acquired J.L. French to diversify its product portfolio. Sigma improved efficiency and captured synergies from Bar-S. Alestra extended its network and services coverage. Newpek advanced in developing new wells. ALFA won a public bid to provide services to Pemex in two mature oil fields in Veracruz, Mexico.
2011
2011
ALFA reported another year of positive results. An outstanding event was the incorporation to Alpek of one PTA plant and two PET plants in the US, which were purchased from Eastman Chemicals and Wellman. Also, the integration of Bar-S, a company acquired in 2010, was completed. Nemak built a plant in India. Finally, ALFA purchased a 49% stake in Alestra, formerly held by AT&T, giving it full ownership of this subsidiary.
2010
2010
ALFA continued leveraging on the strengths of their business to report favorable operating and financial results, including record revenue and EBITDA figures. Also made two important acquisitions which, were the culmination of several years of efforts and laid the foundations for ALFA's profitable growth in the future, as Bar-S, a leading company in the production of processed meats in the US as well as three PTA and PET plants in this country.
2009
2009
ALFA successfully faces the worst global economic crisis in 80 years. The solid positioning of its businesses and the measures carried out to address new market conditions, allow the company to report its best year ever, ending 2009 with a leaner cost structure and a stronger financial condition. All companies enjoyed an excellent performance, considering the circumstances in which they operated. Alpek and Sigma post record EBITDA figures. In addition, Nemak restructures its operations and strengthens its market leadership.
2008
2008
ALFA focuses on consolidating and integrating the plants acquired in previous years. Also, it starts up the operation of a polypropylene plant in Tamaulipas, and a processed meat plant in the US Sigma enters South America acquiring a processed meat production company in Peru, while Alestra continues to expand its value-added services. The geographical diversification was key for ALFA to face the financial crisis that worsened in the second half of 2008, causing a recession in some markets. In spite of this, the company managed to increase its revenues and to maintain its EBITDA level.
2007
2007
ALFA continues improving its businesses competitiveness. Through investments of US $2,000 million, it increases its average production capacity by 50% and its revenues by 40%. Highlights include Nemak’s acquisition of 18 aluminum auto parts plants in Europe, the Americas and Asia. Alpek inaugurates a new PTA plant in Tamaulipas and a PET one in the US In addition, it acquires one PET plant in Mexico and another in Argentina. Sigma buys a cheese producing company in the US and two processed meat plants in Mexico. Alestra continues to expand its value added telecom services.
2005
2005
ALFA completes the Hylsamex divestiture. Nemak acquires Rautenbach, a German aluminum auto parts company. Alpek starts up a new EPS line in Tamaulipas becoming the largest site of its kind in North America, and sells the nylon and Lycra® businesses, while Sigma acquires New Zealand Mexico and strengthens its position in the Mexican cheese market.
2004
2004
The increase in sales volumes and better prices, plus savings in costs and expenses, allow ALFA to post an excellent year, including a record EBITDA. The company achieves a solid financial condition and its businesses strengthened their strategic position. Sigma continues to grow, incorporating Grupo Chen to achieve leadership in the Mexican cheese market, and extends its presence in the Caribbean through an acquisition in the Dominican Republic.
2003
2003
ALFA decides to divest Hylsamex. Meanwhile, Nemak enters Europe starting up a plant in the Czech Republic, and Sigma, through acquisitions, enters Central America and the Caribbean. ALFA also expands its PET production capacities in the US, as well as the EPS and processed meats capacity in Mexico.
2001
2001
A difficult year for ALFA. The demand and prices for steel and petrochemical products continue to fall, affecting the Company's results. Despite this, Sigma records its best year ever. In addition, in line with the reconfiguration of its portfolio, ALFA sells its 50% stake in Enertek and 100% of Total Home. On the other hand, it acquires two PTA plants and one PET plant in the US and becomes the second largest producer of PTA in North America.
2000
2000
After a strong recovery during the first half of the year, the drop in petrochemical and steel prices, and the increase in energy costs affects the results of ALFA in the second half. The company reconfigures its portfolio by focusing on the businesses with the greatest prospects for growth and profitability: PTA, steel, auto parts and food. Nemak start operations at its Plant V and incorporates two aluminum auto parts plants in Canada acquired from Ford.
1998
1998
ALFA concretes its first investment out of Mexico by participating in the Consorcio Siderurgia Amazonia in Venezuela. Furthermore, it starts up a polyester fiber plant in Nuevo León and begins operations at Enertek (electricity and steam cogeneration) in Tamaulipas, in JV with CSWI from the US Hylsamex inaugurates the second minimill line, a sponge iron plant, a pickling line, a cold coiling line and a galvanizing line.
1994
1994
ALFA lays the foundation for a new era of growth. It starts up the construction of a minimill line in Hylsamex, Sigma builds a processed meats plant in Hidalgo and a yogurt facility in Jalisco. In addition, ALFA inaugurates the first Total Home (construction and decoration) store in a JV with Payless Cashways, from the US
