In 2025, we operated in a dynamic and challenging environment while maintaining the continuity of our operations. As the context demanded constant responses, we strengthened key processes and ensured that every part of the system continued to function solidly.
Our ability to adapt, integrate technology, and work in a coordinated way allowed us to respond in a timely manner, sustain business performance, and meet the expectations of those who trust our brands, remaining present in everyday life and in the spaces where traditions are reinforced and new memories are created. Execution in motion was made possible by an organization prepared to operate with discipline, clarity, and accountability, laying strong foundations to sustain the Company's value over the long term.
Héctor, 2025 was marked by highly significant decisions, such as the separation of the retail business and the sale of a 25.0% stake in McCormick® de México. Looking back, what conviction drove these decisions?
I would describe 2025 as a year of strategic evolution. The driving force behind these decisions was a simple yet powerful conviction: in an environment as volatile as the one we face today, agility has become the new standard of excellence.
Héctor, 2025 was marked by highly significant decisions, such as the separation of the retail business and the sale of a 25.0% stake in McCormick® de México. Looking back, what conviction drove these decisions?
I would describe 2025 as a year of strategic evolution. The driving force behind these decisions was a simple yet powerful conviction: in an environment as volatile as the one we face today, agility has become the new standard of excellence.
In 2025, we strengthened our corporate governance structure and our ethics and compliance mechanisms to support transparent decision-making, aligned with value creation and the expectations of our stakeholders.
We consolidated sustainability as a transversal axis of our strategy, integrating environmental, social, and governance criteria into our operations, with a double materiality approach that allows us to anticipate risks and advance toward a more resilient and competitive business model.
members on the Board of Directors
(7 independent)
training hours in ethics and anti-corruption
reports managed through “Línea CONFIANZA”
strategic pillars: people, community, planet
With a heritage spanning more than 110 years, our Mexican roots at Grupo Herdez® fuel a resolute purpose: to bring the best of Mexican cuisine to the world and the best of the world to Mexico’s tables.
In 2025, we cemented this legacy by reinforcing our structural framework to lead the industry in the years ahead. The strategic realignment of our portfolio and the modernization of our processes reflect a natural evolution, purposefully designed to propel our core business and maximize long-term value.
team members
men
women
Mexico:
15 production plants
24 distribution centers (CEDIS)
United States:
1 production plant
2 distribution centers (CEDIS)
sustainable value from the origin, integrating food, people, and operations.
We drive sustainable value across our operations and throughout the entire value chain. By integrating environmental, social, and economic criteria into our decision-making, we optimize resources, foster a culture of ethics and talent development, and consolidate an operation focused on sustainable growth and our timeless proximity.
reduction in total water withdrawal and a 7.3% improvement in water intensity
training hours (18.4 average hours per team member)
pesos allocated to training and development
of our plants operate with FSSC 22000 food safety certification
We proactively manage our environmental footprint by integrating sustainability and climate-risk management throughout our operations and value chain. In 2025, we advanced key initiatives focused on emissions and waste management, and operational efficiency, while strengthening our Sustainable and Regenerative Agriculture Program (PASyR) and developing our Biodiversity Strategy
pesos invested in environmental projects
impacted through PASyR
reduction in total water withdrawal (10 plants, 7 CEDIS)
improvement in water usage per ton produced vs. 2024
of energy consumed was obtained from renewable sources
reduction in GHG emissions under the new standard vs. 2024
of generated waste was recovered
Our social impact strategy centers on our team members, communities, and consumers. We achieve this by fostering a safe, inclusive, and growth-oriented workplace; promoting food security and community development through targeted initiatives; and upholding our commitment to the health, nutrition, and trust of those who choose our brands.
of strategic positions are held by women
We guarantee accurate ingredient and nutritional information declarations
pesos in social investment through Saber Nutrir®, Fundación Herdez®, and Casa Doña María Pons®
Saber Nutrir® Program / Social investment: $4.9 million pesos
Fundación Herdez® / Social investment: $25.9 million pesos
Casa Doña María Pons® / Social investment: $2.2 million pesos
We manage our economic performance with a long-term vision, driving sustainable value creation and financial resilience. In 2025, we accelerated a strategic transformation to streamline our structure, sharpen our operational focus, and fortify our capacity for future growth.
of total 2025 purchases were allocated to national suppliers
Agreement for the sale of a 25.0% equity stake in McCormick® de México
in proforma net sales
Strategic separation of Grupo Nutrisa®
new products launched into the market: almost 10.0% more vs. 2024
At Grupo Herdez®, our evolution is guided by a strategic vision that enables us to navigate a dynamic environment while staying true to our core essence. In 2025, we led a transformation centered on portfolio optimization, process modernization, and technological integration. This approach has strengthened our ability to anticipate market trends and respond with agility.
This has allowed us to consolidate a resilient business platform positioned to scale and deliver long-term value.
pesos in Research and Development
Agreement for the sale of a 25.0% equity stake in McCormick® de México
Incorporation of artificial intelligence into processes and product development
Strategic separation of Grupo Nutrisa®
