advancing 2013 Annual Report 1

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advancing

Vitro, S.A.B. de C.V. (BMV: VITROA) is the leading glass manufacturer in

Mexico and one of the world’s major companies in its industry, backed by

more than 100 years of experience.

Founded in 1909 in Monterrey, Mexico, the Company has subsidiaries

in the Americas, offering quality products and reliable services to meet the

needs of two businesses: glass containers and flat glass.

Companies of Vitro produce, process, distribute, and market a wide

range of glass articles, which are part of the daily life of thousands of

peo-ple. Vitro offers solutions for multiple markets, including food, beverage,

wine, liquor, beer, cosmetic, and pharmaceutical, as well as architectural

and automotive. The Company is also a supplier of raw material,

machin-ery, and equipment for industrial use.

As a socially responsible organization, Vitro works on several initiatives

aligned to its Sustainability Model, aiming to create a positive influence

in the economic, social, and environmental aspects relevant to its

stakeholders, in a responsible corporate management framework.

Content

2 Global Presence

4 Financial Highlights

6 Message from the Chairman of the Board

10 Message from the Chief Executive Officer

14 Board of Directors

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Glass Conteiners

26 Flat Glass

34 Sustainable Development

42 Operating and Financial Analysis

49 Management’s Financial

Responsibility

50 Financial Statements

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Vision

To become a leading company in the glass industry, in terms of profitability, efficiency,

quality, and service.

Mission

Vitro is a customer-committed organization dedicated to provide value-added products

and services in profitable and growing markets.

Values

Customer Orientation:

The customer as the source and ultimate goal of our business.

Quality:

Constantly meet and exceed customer’s expectations.

Creativity and Innovation:

Permanently seek new ideas to create and improve our value-added products and services.

Integrity:

Meet and exceed expected ethical behavior.

Teamwork:

Connect efforts and talents across colleagues.

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global presence

Vitro has advanced for over 100 years to become

the leading glass manufacturer in Mexico and one

of the world’s major companies in its industry.

Subsidiaries

Glass Containers

Vitro Envases Norteamérica Industria del Álcali Comercializadora Álcali Servicios Industria del Álcali Vidrio Lux

Vitro Packaging de México Vitro Packaging

Servicios Integrales de Acabados Fabricación de Máquinas Vidriera Guadalajara Vidriera Los Reyes Vidriera Monterrey Vidriera Querétaro Vidriera Toluca

Flat Glass

Viméxico Vitro Vidrio y Cristal Vitro Automotriz Vitro Flex

Vidrio Plano de Mexicali Vidrio y Cristal del Noroeste Vitrocar

Vitro Colombia

Cristales Inastillables de México Vitro Flotado Cubiertas Vidrio Plano de México Lan Cristales Automotrices

In a joint-venture with the Posselt family, who owns 49%)

Vitro Do Brasil Industria E Comercio Productos de Valor Agregado en Cristal

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Our products are common in the daily life of millions of people who buy products in

glass containers, use vehicles with automotive glass, and live in dwellings that have

the best architectural glass, just to mention some examples. Vitro has operations

and direct distribution in 8 countries of the Americas. Furthermore, through solid

business relations with the leading corporations in each of the markets we serve,

our products reach over 30 countries around the world.

Argentina Barbados Bolivia Brazil Canada Chile Colombia Costa Rica Cuba Ecuador El Salvador France Germany Greece Guatemala Honduras Italy Japan Mexico Nicaragua Panama Peru Philippines Poland Puerto Rico Russia South Korea Spain Switzerland Trinidad and Tobago United Kingdom United States Uruguay Venezuela

Our products

Our facilities

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Vitro, S.A.B de C.V. and Subsidiaries

financial highlights

(In millions of mexican pesos under IFRS, except where indicated otherwise; dollar figures are in millions of US dollars).

US $ (1) % Ps (2) %

2013 2012 change(3) 2013 2012 change(3)

Income Statement

Consolidated net sales $1,675 $1,759 (4.8) $ 21,538 $23,112 (6.8)

Domestic 1,062 1,118 (5.0) 13,657 14,599 (6.5)

Export 560 588 (4.7) 7,205 7,822 (7.9)

Foreign subsidiaries 52 53 (0.3) 676 691 (2.3)

Operating income before other (EBIT) 210 179 16.8 2,680 2,363 13.4

Net income 49 208 576 2,605

Net income of majority interest 50 211 582 2,651

Net income of majority interest

earnings per common share (4) 0.14 0.61 1.68 7.65

EBITDA (5) 355 341 4.3 4,553 4,481 1.6 Balance Sheet Total assets 2,555 2,705 (5.5) 33,434 35,074 (4.7) Total liabilities 2,067 2,308 (10.4) 27,047 29,926 (9.6) Stockholders’ equity 488 397 23.1 6,387 5,148 24.1

Stockholders’ equity of majority interest 390 300 29.9 5,099 3,895 30.9

Financial Indicators

Debt / EBITDA (times) 3.6 3.4 3.6 3.3

Net Debt (7) / EBITDA (times) 3.0 2.8 3.1 2.7

Interest Coverage (times) 2.7 1.8 2.6 1.8

(EBITDA / total net financial expense) EBIT Margin (%) 12.5 10.2 12.4 10.2 EBITDA Margin (%) 21.2 19.4 21.1 19.4 Personnel 15,279 16,229 (5.9) 15,279 16,229 (5.9) Capital expenditures (6) 139 85 62.4 1,782 1,118 59.4

(1) Dollar figures reported herein are in nominal dollars resulting from dividing each month’s nominal pesos by that month’s ending exchange rate. (2) Financial data is presented in nominal pesos.

(3) Change from 2012 to 2013.

(4) Based on the weighted average shares outstanding.

(5) EBITDA = earning before other, interest, taxes plus depreciation and amortization, and provision for employee retirement obligations. (6) Represents the capital expeditures carried out during the year, for which differs of the investments presented in the cash flow. (7) Debt net to cash and equivalents

1,675

1,321

1,500

1,684 1,759

La información financiera de los años 2009 y 2010 está preparada bajo Normas Mexicanas de Información Financiera (NIFS); la correspondiente a 2011, 2012 y 2013 está preparada bajo IFRS.

09 10 11 12 13 210 138 139 157 179 09 10 11 12 13 355 262 281 338 341 09 10 11 12 13 4,553 3,553 3,558 4,220 4,481 09 10 11 12 13 2,680 1,874 _1,766 1,969 2,363 09 10 11 12 13 21,538 17,885 18,954 20,951 23,112 09 10 11 12 13

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Consolidated net sales

Operating income (EBIT)

EBITDA

Dollars

Dollars

Dollars

Pesos

Pesos

Pesos

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2013 was crucial in our company’s history. Based on

the satisfactory progress of our various agreements

with creditors and partners to conclude the financial

restructuring process, Vitro positioned itself in the

ideal conditions to advance with firm steps towards

profitability and sustainable growth.

message from the

chairman of the board

Dear Shareholders:

Reaching agreements helped to eliminate the last uncertainty barriers that diverted us from the road towards future growth. The goal was reached and it was time to advance, to con-centrate our efforts in the business operation, and to prove to our stakeholders that our daily actions are aimed at turning Vitro into the best option to work with and do business.

On March 2013, the Board of Directors appointed Adrián Sada Cueva as Chief Exec-utive Officer. Based on an assessment of his profile and experience, it was determined that he is the appropriate candidate to lead the organization in this new stage. This consid-eration had the favorable opinion of the Cor-porate Practices Committee, composed in its entirety of Independent Directors. Likewise,

Mr. David M. Martínez Guzmán and Mr. Ricardo Guajardo Touché were elected to the Board of Directors and other Directors were also ratified in the General Ordinary Shareholders’ Meeting held on April 29, 2013.

In 2013, we carried out several actions that enabled us to strengthen the financial position required by the organization to capi-talize the opportunities that arise. Our goal is to continue and reinforce a tight collaboration with our clients to comply with their needs and work as a team with them to meet the expec-tations of consumers in all the markets where they participate.

On September 5, 2013, the Company held a Special General Shareholders’ Meeting in which it was authorized to amend its bylaws to include the participation of foreigners in

Vi-tro, as well as the merger of its subsidiaries FIC Regiomontano, S.A.P.I. de C.V. (“FIC”) and Compañía Vidriera, S.A. de C.V. (“COVISA”) into Vitro, S.A.B. de C.V., process considered when our restructuring plan concluded.

With the foregoing, the corporate stat-utes of Vitro were adjusted so that it can also carry out the activities performed by said companies. The purpose of the merger is to optimize financial and administrative resources, while covering the debt service more efficiently without affecting operations or the stakeholders involved in its value chain. Additionally, one of the agreements entered into by Vitro and its financial partner Fintech is complied with.

Said merger became effective on January 1, 2014, as determined by the Special General

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Shareholders’ Meeting held on December 11, 2013. As a result of the merger, the capital stock of Vitro increased 20 percent, same that subsequently became property of Fintech in compliance with the agreements reached on March 2013.

Another element that supports our com-mitment to ensuring the viability of the orga-nization as a business and to strengthening its financial position was the prepayment on the Mandatory Convertible Debentures (“MCDs”) that otherwise would have matured on December 2015. The aggregate unpaid balance, including accrued interest and dis-count for the advance payment, was $123 million dollars.

This action provides our shareholders with the certainty that the contingency of a possible conversion of this instrument into shares of the Company has been eliminated. Furthermore, by making the advance payment we obtained a 5 percent discount and eliminated a debt that had an annual cost of 12 percent.

Consistent with directing Vitro to a con-solidated level of financial stability, a new is-suance program was successfully completed on November 2013, guaranteed by the trade receivable of four of our subsidiaries. The is-suance, with a face value of $1,200 million

pesos, a three-year maturity, and an interbank equilibrium interest rate plus 1.7 percent, has two AAA ratings granted by Standard & Poor’s and HR Ratings.

These instruments have a great financial strength resulting from the diversification of the portfolio in the markets served by Vitro and from the large number of clients, leaders in their sectors. Consequently, Vitro’s total debt closed at $1,262 million dollars at December 31, 2013.

The implementation of the agreements and their duties, as well as the outstanding performance of the organization, has been re-flected in the confidence of the capital market in our Company. I am pleased to inform that the share price at December 31, 2013 quoted at $33.50 pesos, practically double its value on December 2012, which was $16.27 pesos at that time.

All these efforts plus the cost and expense reduction programs, directed at resource opti-mization; the selective investment in our tras-actions; and the disinvestment on non-strate-gic assets, have maintained the Company in the right path, without changing the attention of our operations and with the firm conviction of creating value for our shareholders and stakeholders.

Even within these positive advances, 2013 presented challenging conditions to our company. The late establishment of govern-mental reforms in our country slowed down the growth dynamics in some sectors where we participate and markets evolved with great caution.

According to data of the International Monetary Fund (“IMF”), Mexico’s gross do-mestic product at the closing of the year was merely 1.2 percent above the one recorded in 2012. This as a result of the downward adjustments made throughout the year on projections that were originally more positive. The performance of economies in other coun-tries where we participate also reflected little growth. Under these circumstances, at Vitro we seek to implement the financial and busi-ness strategies that will enable us to continue in the direction we have set.

Also in 2013, we made investments of $139 million dollars, therewith ensuring that our production plants, machinery, and equipment are in optimal conditions to prop-erly and timely meet our clients’ demands. This provides the Company with competitive advantages to timely respond to market re-quirements and under high quality and special-ization standards.

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Vitro has the necessary basis to be the best option in all aspects for its

stakeholders. We have great human talent, financial strategies to cover

debt according to payment capacity, continuous improvement programs

in operations and product innovation, and, most importantly, the trust and

loyalty of our clients.

The sum of all initiatives that we have undertaken has improved our financial condition. The cre-ation of greater certainty has favored our clients to turn to us to form part of their new projects.

After several strategic actions and de-cisions taken during the year, some of them difficult, it gratifies me to inform that the mandate of the Board of Directors has been complied with by focusing Vitro on the devel-opment of its business lines with a sound finan-cial structure that creates value for you on the long term.

Creating value is not limited to having a sound financial condition and operations functioning correctly. Both are just a part of the process. Therefore, we assume our social responsibility and work for the sustainable de-velopment of our communities.

I am pleased to announce that, for the sixth consecutive year, our company received the CSR Seal that, among other things, rec-ognizes that the Company operates with the highest standards on responsible and com-mitment corporate management. The compa-ny also holds the Sustainable Compacompa-ny Seal endorsed by the Mexican Stock Exchange (“BMV”), which recognizes the initiatives in favor of the environment, social action, and corporate governance.

Our adherence to the strictest applicable corporate governance practices is congru-ent with our duty to deliver value in the long term to our shareholders and stakeholders. As a result, the Self-Evaluation System of the Board of Directors and its Committees was implemented in 2013, hence guaran-teeing that the strategic decisions of the Company are taken objectively and for your benefit.

During 2014, the results of the evaluation will be submitted to the Corporate Practices Committee in order to define an action plan to handle the results produced. The implement- ation, which is anonymous and digital, is intend-ed to be made on an annual basis.

Moreover, the Finance and Planning Committee turned into the new Chairman-ship Committee, responsible for advising and monitoring certain strategic projects of the Chief Executive Office. With this, the expertise of the Directors is capitalized through a flex-ible and dynamic integration to the emerging needs of the organization.

In summary, during 2013 we were not only capable of advancing and performing the financial and operating agreements following the conclusion of the restructuring process; we also concluded its implementation

satisfactori-ly. This is an example of the seriousness, com-mitment, and responsibility of the executive team and all collaborators for making Vitro an organization whose presence will continue to transcend in time.

Vitro has the necessary basis to be the best option in all aspects for its stakeholders. We have great human talent, financial strate-gies to cover debt according to payment ca-pacity, continuous improvement programs in operations and product innovation, and, most importantly, the trust and loyalty of our clients.

Dear shareholders, on behalf of the Board of Directors, I thank you for your support in the resolutions taken. We reiterate our commit-ment to always act for the benefit of the Com-pany so it can consolidate as a profitable and sustainable organization within a transparency and corporate ethics framework.

Sincerely,

Adrián Sada González Chairman of the Board Vitro, S.A.B. de C.V. March 11, 2014

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2013 was a year that meant closing cycles and

also opening new horizons, a transition and

prog-ress period in which decisions were made to

strengthen the operational and financial bases of

our business.

message from the

chief executive officer

Dear shareholders:

It is very satisfactory to me to share with you several of the most outstanding events of 2013 and the actions implemented to lead the Com-pany to a profitable and sustainable growth, on a solid and reliable financial condition.

During the first quarter of 2013, corre-sponding transactions were carried out to definitively conclude the financial restructuring process. The agreements published at that time, granted Vitro the necessary flexibility to advance on its operational performance and in configuring a debt level according to the Com-pany’s payment capabilities.

Last April, a change in the organizational structure was implemented with the purpose of accelerating decision-making and focusing activities towards our businesses. This recon-figuration modified an organizational level,

providing important operational and economic benefits to Vitro.

Furthermore, on July we completed the prepayment of Mandatory Convertible Deben-tures (“MCDs”) amounting to $123 million dollars. As a result, we eliminated the possibility of such notes being converted to 20 percent of Vitro’s capital stock, significantly reducing any uncer-tainty for our shareholders.

It is important to note that this payment was possible given the Company’s good li-quidity position, due both to the positive per-formance of the business and to the sale of corporate property.

At the beginning of the year, it was evident that 2013 would be challenging for our opera-tions from a commercial point of view. On one part, the demand volume for containers in the beer segment was perceived as weak.

In addition, some automotive clients of the orig-inal equipment segment decided to reassign their platforms with other suppliers at the final phase of our restructuring process.

Moreover, the political environment and uncertainty, linked to the recently approved reforms, caused a weak economic growth in Mexico. The increase recorded in the price of natural gas was another factor that had a strong impact on our operations.

Given the circumstances, we embraced the task of implementing a series of initiatives to mitigate a potential negative impact. Conse-quently, we launched a cost reduction program that contributed $38 million dollars.

Likewise, we managed to increase our sales 7 percent on all segments of the Containers busi-ness, beer excluded, thus reducing the effects re-sulting from the change in demand in said market.

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Also, we attained an increase of 32 percent on the exports of the Flat Glass business related to the construction market, lessening the decline in the consumption of float glass by our auto-motive subsidiary.

As a result of the aforementioned efforts and notwithstanding the decline in sales, from $1,759 million dollars in 2012 to $1,675 mil-lion in 2013 due to the demand contraction, our Operating income before other (“EBIT”) reflects an increase of 17 percent, year-over-year, with $210 million dollars in 2013 to $179 million at the previous closing.

In this same regard, the Operating Flow (“EBITDA”) closed at $355 million dollars, an increase of 4 percent, year-over-year, in relation to 2012 when it reached $341 million dollars. Also, our Net Operating Flow rose 28 percent, from $293 million dollars in 2012 to $375 mil-lion in 2013.

The foregoing enabled us to invest in operations in a total amount of $139 million dollars throughout the year, which helps to position Vitro more competitively in the markets where we participate.

We have been capable to face adversity once again. We view problems as opportunities and use creativity to find solutions, all to comply with our main purpose: create value for you and for the rest of our stakeholders.

At the year’s closing, we can conclude that we had favorable results despite the highly chal-lenging environment. Even when our sales had a slight decrease, the initiatives we undertook in the financial field, as well as operating initia-tives, have created a solid base for a stronger and more stable Vitro.

Awards

Our Company also received different recog-nitions and certificates that confirm us as an organization committed to innovation, quality, social responsibility, and creation of value. For third consecutive year, Vitro is among the best companies to work for in Mexico according to the list of Super Com-panies prepared by the magazine Expansion. Accordingly, our plants of Vidrio y Cristal Mexicali, Vidrio Plano de Mexico Lan, and Vidriera Los Reyes were recognized by the

Great Place to Work Institute (“GPTWI”) in its 2013 ranking.

Among the awards we received is the one granted by the World Packaging Organ-isation (“WPO”) to the container for the fra-grance Diviníssima No.1. Also, we obtained 47 awards in the 28th Annual Contest “En-vase y Embalaje Estelar” organized by the Asociación Mexicana de Envase y Embalaje (“AMEE”, Mexican Containers and Packag-ing Association).

Additionally, two more containers were awarded by the Glass Packaging Institute (“GPI”). One of them stands out for having received the President’s Choice Award, given for the first time.

Regarding ecological matters, the Sec-retaría de Medio Ambiente y Recursos Natu-rales (“SEMARNAT”, Ministry of Environment and Natural Resources of Mexico) recognized Vitro for its project for mitigating greenhouse gas emissions obtaining level GEI3, which is the highest recognition level of the Greenhouse Gas Emissions Program (“GEI”, for its acronym in Spanish).

Dear shareholders: Vitro is an organization with proven experience and a solid

financial condition. The enthusiasm of our team, added to the capacity and

effi-ciency of our processes, compel me to confirm that we are in the right road to

strengthen the leadership of our business in the markets we service.

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con-secutive time the CSR Seal (“ESR”, for its acronym in Spanish) granted by the Centro Mexicano para la Filantropía (“Cemefi”). We also preserved for a third year the Sustain-able Company Seal endorsed by the Mexican Stock Exchange.

With the conclusion of the transition period, we are at a new stage where we advance with the necessary vitality to lead our company to success and commendable recognition of over 100 years of experience.

Forecasts

As every year, forecasts for 2014 entail big challenges and opportunities. We view as an opportunity the prospect of an increment in the production of the automotive industry in Mexi-co in the medium and long term. Similarly, we expect a growing demand in the construction market in the United States.

Without a doubt, the energy reform imple-mented in Mexico will position our industry in a more attractive manner in the medium term, as a result of the economic growth expectation

estimated for Mexico. Furthermore, we expect it will create greater natural gas availability at competitive costs in the future.

Challenges related to a greater inflationary pressure, attributed to the cost of natural gas and other energy products, are among the main challenges for 2014.

Likewise, we have anticipated that we will work very closely with our clients in the beverage segment to face the effects of the special tax on sugary beverages for such products in Mexico.

In the Flat Glass business we will encoun-ter greaencoun-ter pressure resulting from more com-petition in the automotive market, where an increase in the production capacity of our com-petitors is foreseen.

Dear shareholders: Vitro is an organization with proven experience and a solid financial condition. The enthusiasm of our team, added to the capacity and efficiency of our processes, compel me to confirm that we are in the right road to strengthen the leadership of our busi-ness in the markets we service.

Lastly, on behalf of all of us that form part of this company, I express our gratitude

and acknowledgment to all shareholders, clients, suppliers, and creditors for their confidence. We ratify our commitment to continue working arduously, making our company your best option.

Sincerely,

Adrián Sada Cueva Chief Executive Officer Vitro, S.A.B. de C.V. March 11, 2014

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board of directors

Adrián Sada González

1944

Chairman of the Board

Board Member of Alfa, Gruma, Cydsa, Consejo Mexicano de Hombres de Negocios (“CMHN”), and Grupo de Industriales de Nuevo León.

Álvaro Fernández Garza

1968

Chief Executive Officer of Alfa and Board Member of Alfa and Cydsa. He is also a Board Member of the Executive Committee of Universidad de Monterrey, Museo de Arte Contemporáneo de Monterrey (“MARCO”), and Georgetown University

Tomás González Sada

1943

Chairman of the Board and Chief Executive Officer of Cydsa, Vice President of Instituto Mexicano para la Competitividad (“IMCO”), Honorary Consul of Japan at Monterrey, Mexico, as well as Treasurer of the Martínez Sada Foundation and Member of the Regional Board of Banco de México. He is also a Board Member of Consejo Mexicano de Hombres de Negocios (“CMHN”) and Member of the Patronage of Cáritas de Monterrey.

Ricardo Guajardo Touché

1948

Chairman of Solfi and Board Member of BBVA Bancomer, Valores de Monterrey, Bimbo, Liverpool, Alfa, Grupo Aeropor-tuario del Sureste, Coppel, and Coca-Cola Femsa. He has served in various executive positions for companies such as BBVA Bancomer, Valores de Monterrey, Femsa, and Grupo AXA.

Mario Laborín Gómez

1952

Chairman of ABC Holding, Chief Executive Officer of Bacomext (2006-2008), Chief Executive Officer of Nacional Financie-ra (2000-2008), Chief Executive Officer of Bancomer and Chairman of its brokeFinancie-rage firm (1991-2000), as well as Chair-man and Founder of Mexder (1998-2000) and Co-Founder and Chief Executive Officer of Grupo Vector (1986-1990). He served as Board Member of TV Azteca, Cervecería Cuauhtémoc, Transportación Marítima Mexicana, Bancomer, Bolsa Mexicana de Valores, Mexder, Indeval, Xignux, Megacable, Cydsa, and Gruma.

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Ricardo Martín Bringas

1960

President of the Corporate Practices Committee

Chief Executive Officer and Board Member of Organización Soriana, as well as Board Member of Teléfonos de México, Aeroméxico, Grupo Financiero Banamex, Grupo Senda, Madisa, Consejo Mexicano de Hombres de Negocios (“CMHN”), Grupo de Empresarios de Nuevo León, and Asociación Nacional de Tiendas de Autoservicio y Departamentales (“ANTAD”). He has also served as Chairman of the Patronage for Hospital Regional Materno Infantil.

David Martínez Guzmán

1957

Managing Director of Fintech Advisory Limited and Board Member of Alfa.

Guillermo Ortiz Martínez

1948

Chairman of Grupo Financiero Banorte, as well as Founder and President of Guillermo Ortiz y Asociados. He is Member of the Group of Thirty and Board Member of Bombardier, Grupo Aeroportuario del Sureste, Mexichem, Grupo Comercial Chedraui, and Weatherford International Ltd., as well as Member of the International Board of Zurich Insurance Group. He served as Chairman of the Bank for International Settlements (2009); Governor of Banco de México (1998-2009), and Secretary of Finance and Public Credit in the Mexican Federal Government (1994-1997). At the International Monetary Fund, he chaired the External Panel for the Review of the Fund’s Risk Management Framework (2010-2011) and also served as Managing Director (1984-1988).

Jaime Rico Garza

1957

Chief Executive Officer and Chairman of the Board of Vitro Europa and Vitro Global, as well as Board Member and Vice-President of Vitro Cristalglass (2007-2012).

Adrián G. Sada Cueva

1975

Chief Executive Officer

Board Member of Empresas Comegua, Club Industrial de Monterrey, Confederación Patronal de la República Mexicana (“COPARMEX”) Nuevo León, Grupo Financiero Banorte, and Banco Mercantil del Norte, as well as Member of the Gen-eral Board of Universidad de Monterrey and Board Member of Cámara de la Industria de Transformación (“CAINTRA”)

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Nuevo León. He is also a Board Member of civil organizations such as Pronatura Noreste, Organización Vida Silvestre, Salinas del Pacífico, and Club Deportivo Cazadores Monterrey. At Vitro, he has held the executive positions of President of the Glass Containers business unit (2012-2013), Chief Operating Officer of Glass Containers (2011), Vice President of Administration and Finance of Vitro’s Glass Containers business unit (2009-2010), Chief Executive Officer of Vitro Automotriz (2006-2008), and President of Vitro Cristalglass (2003-2005).

Federico Sada Melo 1979

Member since 2009

Director of Exports & Value-Added Products of Vitro’s Flat Glass business unit. He is also a Board Member of Instituto de Empresa Alumni.

Jaime Serra Puche 1951

Member since 1998

President of SAI Consultores, Founder of Aklara (Electronic Auctions), Centro de Arbitraje de México (“CAM”), and the Mexico NAFTA Fund (Private Capital Fund). He has served as Board Member of Fondo México, Tenaris, Grupo Modelo, and Alpek, as well as Member of Yale University’s Patronage (1994-2001). He held several positions in the Mexican Federal Government (1986-1994), as Undersecretary of Revenue, Secretary of Trade, and Secretary of Finance. Currently, he co-chairs the President’s Council on International Activities of Yale University and he is a Trustee for the Trilateral Commission.

Joaquín Vargas Guajardo 1954

Member since 2000

President of the Audit Committee

Chairman of the Board of Grupo MVS Comunicaciones and Grupo CMR. He is also Board Member of Grupo Financiero Santander, Grupo Costamex, El Universal, Consejo Superior de la Universidad Panamericana, Grupo Aeroportuario del Pacífico, and Médica Sur.

He served as Chairman of Cámara Nacional de la Industria de Radio y Televisión (2000-2001), Chairman of Asociación Mexicana de Restaurantes (1985-1987), and Chairman of Asociación de Directores de Cadenas de Restaurantes (1989).

Alejandro F. Sánchez Mújica 1954

Secretary of the Board since 2007

Board Member of several Mexican and foreign companies and associations, such as Empresas Comegua and The University of Texas Lady Bird Johnson Wildflower Center. Currently, he is a Senior Partner of Rivera Gaxiola, Carrasco y Barrera y Sánchez Mújica, as well as Secretary of the Parque Ecológico Chipinques’s Patronage. He served as Vitro’s Ex-ecutive Vice President and General Counsel (2005-2013), Senior Partner at Thompson & Knight (2003-2005), General Counsel of Grupo Pulsar/Savia (1982-2003), General Counsel of Grupo Kuo’s Petrochemical business unit (1975-1981) and Legal Manager of Indeval (1973-1975).

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Audit Committee

Chairman

Joaquín Vargas Guajardo *

Guillermo Ortiz Martínez *

Jaime Serra Puche *

Jonathan Davis Arzac**

Secretary

Claudio L. Del Valle Cabello ***

Corporate Practices Committee

Chairman

Ricardo Martín Bringas *

Joaquín Vargas Guajardo*

Guillermo Ortiz Martínez *

Secretary

Alejandro F. Sánchez Mújica***

Chairmanship Committee

Chairman

Adrián Sada González

Adrián Sada Cueva

Secretary

Claudio L. Del Valle Cabello ***

* Independent Director

** Financial Expert, not a Member

*** Secretary, not a Member

committees of the

board of directors

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EBIT GROWTH

Increase in million dollars.

5

CERTIFIED

PLANTS

After the implementations of the

food safety program in 2013,

under FSSC.

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glass

containers

Containers advances consistently and provides

comprehensive services to our clients in the

bev-erage, beer, wine and liquor, perfume, cosmetics,

and pharmaceutical industries. We have a history

and a vocation of service that validate our

undoubt-ed leadership in the production of glass containers

in Mexico.

1,148

SALES USD$

Consolidated net sales

for 2013, in million dollars.

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Overview of 2013

An important year filled with challenges and op-portunities, especially in the container business. Notwithstanding the challenging economic and operating environment, the results at the closing of the year were favorable.

The economic downturn caused by the de-lay in approving important structural reforms in Mexico, in addition to two strong natural disas-ters that impacted the country and affected our logistics network during the third quarter, were a true challenge.

Likewise and as we had anticipated, the beer segment was not as dynamic as it was in 2012, when the launch of new presentations by our clients in that industry resulted in an atypical sales volume. However, in 2013 we

had a good general performance in the rest of the segments.

Furthermore, there was an important spike in the price of natural gas, one of our most important supplies. Despite this increase that affected our results, we were able to counter-act the adverse effect through the strict cost reduction programs that our collaborators have successfully implemented.

We have always seen obstacles as areas of opportunity. As a result, once again, our innova-tive capacity greatly helped our products go into previously unexplored lines of business.

In 2013, new product development amounted to an 11 percent share in sales for this business, which meant 24 percent more new proposals compared to 2012, if we exclude

Percentage growth in new products,

excluding the beer segment.

24

21

as we have already mentioned.

Another remarkable success was our in-creased market share in the juice line of busi-ness, as well as the growing volume of return-able containers and the progressive spike in the nostalgia market in the United States, both for the soft drink industry.

With regard to the perfume, cosmetics, and pharmaceutical containers segment, we had moderate growth, particularly as a result of a contraction in such industry, which has caused a good part of our clients to reduce volumes vis-à-vis this situation; this is not the case in the nail polish and pharmaceutical containers subdivi-sion, which showed an excellent performance.

From the technological point of view, our ma-chines and equipment are designed to fulfill large volume demands and they likewise have the flexibility to produce small orders. Thus, we have the capacity to service clients whose container orders are smaller, or more specialized.

On this regard, in 2013 we consolidated important projects that allow us to produce small orders, while at the same time having the capacity to combine them with larger produc-tion, therefore, we provide our services to clients with diverse requirements.

In line with our vision of staying in the leadership of the glass industry, we perma-nently analyze the trends and needs of the market. We place special care on efficiency,

On this regard, in 2013 we consolidated important

projects that allow us to produce small orders, while

at the same time having the capacity to combine

them with larger production

In line with our vision of

staying in the leadership

of the glass industry, we

perma-nently analyze the trends and needs

22

quality, and service, with the firm conviction of reducing flaws in our operations, business dy-namics and internal development.

Last June, we completed the renovation of one of the furnaces at Vidriera Queréta-ro, one of our plants in the central region of Mexico. This improvement represents an increase in the capacity and useful life of the furnace, which now has more advanced technology to monitor each stage of the process, guaranteeing consistency in the quality and shape of all the containers being produced.

With its startup, Vitro strengthens the competitive advantage that distinguishes us, having the capacity to fulfill the strictest market requests and to adequately respond

to the most diverse needs for containers of all kinds.

At our facilities in Bolivia, we also started a major maintenance and expansion program with which Vidrio Lux will be prepared to service not only the local market but the glass container industry for the whole region. Our expectation is to complete this project during the first quarter of 2014.

For the purpose of advancing in our com-mitment to protect consumer health and to gua-rantee the safety of our products during their life cycle, all the container plants in Mexico were certified under the Food Safety System Certifi-cation (“FSSC”) 22000. This international plat-form guarantees compliance with the highest quality and safety standards for our products.

23

orig-inality, and functionality are qualities that jointly provide greater added value to the product they will contain. Thus, our marketing, commercial, and design departments work in synchroniza-tion to offer tailor made strategies for the differ-ent categories and clidiffer-ents.

From the coordinated efforts and the cre-ative minds of our design team, the Asociación Mexicana de Envase y Embalaje (“AMEE”) granted us 47 awards in recognition of our qual-ity, safety, service, and innovation. One of our containers for the food segment was especially distinguished for obtaining the highest rating issued by the jury.

At the international level, the Glass Pack-aging Institute (“GPI”), in its annual Clear Choice Awards event, presented awards for two containers designed and produced by Vi-tro: one in the cosmetics and perfume catego-ry, where our containers have been undisputed leaders for over a decade, and another one received the President’s Choice Award, given for the first time, for having successfully recon-verted from another material to glass.

Likewise, the World Packaging Organisa-tion (“WPO”) recognized one of our containers in the beauty category. The results in these contests speak for themselves, Vitro has a consolidated position in the industry as a result of its capacity to fulfill the needs of its clients in a specialized manner.

A clear example of this was also the ap-plication of bi-oriented polypropylene (“BOPP”)

film labels in a curvy glass container. Vitro is the first glass company in the world to achieve this, an unprecedented action that places us in front of our competitors.

With advances such as these, we reaffirm our leadership and commitment to fulfill our cli-ents’ requirements in the best possible way.

Another specialized market sector in which we strongly participate is Premium Containers, mainly in the wine and liquor segment, focused on a knowledgeable and demanding consump-tion niche which enjoys exclusive cutting edge products. In these cases, our production capac-ity with small orders offers an additional com-petitive advantage that puts us in a favorable position in the market.

Vitro Packaging, our subsidiary in the United States entrusted with servicing our container clients in such country, also had an excellent performance. It had monthly sales records during seven periods throughout the year. Focusing on operational excellence, the container plants have started transforming their operations with the Continuous Improvement Model, to have the same work method based on best practices.

This is how we seek to increase client sat-isfaction, elevate quality levels, and increase productivity through control and measurement tools for each process. This Model brings the flexibility of our capabilities to serve our clients in an even better way.

Given that we are aware of the multiple unique characteristics of glass containers:

In the glass container business, creativity,

origi-nality, and functionality are qualities that jointly

provide greater added value to the product they

will contain. Thus, our marketing, commercial, and

design departments work in synchronization to

offer tailor made strategies for the different

cate-gories and clients.

they are 100 percent recyclable, do not pol-lute, do not keep odors, preserve integral tastes and are easy to clean, among other virtues, since 2011, we have made efforts to also promote glass appreciation among con-sumers in Mexico, through our Movimiento de la Transparencia.

Balance

A clear and standardized work methodology based on operational discipline, strict cost con-trol programs, solid commercial strategies, and the great capacity of our people are the tools that helped us get through the challenges that Con-tainers faced during 2013.

At year’s closing, the business reported consolidated sales of $1,148 million dollars, 3 percent less than the $1,188 million dollars achieved in 2012. It is important to restate that during 2012, the beer container segment expe-rienced atypical growth due to one of our clients in such sector having made an important launch of new presentations, which established an extraordinary sales base in 2012. If we isolate such factor, growth when compared to 2012 was 7 percent.

In terms of profitability, our EBIT increased from $151 million dollars to $188 million dollars, 24 percent more than 2012, and our EBITDA re-flects a 12 percent increase, at $296 million dol-lars for 2013, in contrast to $265 million doldol-lars in 2012.

These results benefited from the strict cost reduction programs, operational efficiency, tax

24

stimuli for job creation, and the cash proceeds from an insurance policy; these last two are non-recurring events.

Forecasts

2014 is expected to be a challenging year for our business. Some of our Mexican clients that produce soft drinks, juice, and food with high caloric content will be affected by the newly im-plemented tax reform. The foregoing will result in challenges to the growth in sales volume, and will lead us to come up with strategies that will allow us to turn this threat into an opportunity.

We expect that the reduced performance in the cosmetics industry will continue, therefore we are ready to open up to new opportunities. We have competitive advantages and will make the most of all the capabilities of our human and material resources.

We will continue on the road of innovation and of new product development, venturing into new categories, anticipating our clients’ needs, and keeping up to date with consumer trends and preferences.

With regard to the operations, we will con-tinue reinforcing our capabilities, with

continu-12

EBITDA

25

and machinery in the plants that so require it. Likewise, our Continuous Improvement Model will continue its maturing process and will help further strengthen our position as a leader in the production of glass containers.

We feel confident vis-à-vis an increasingly ag-gressive competition in the way in which prod-ucts and services are offered. We trust that we will carry on based on our experience that dates back more than a century in the industry and the profound knowledge we have of the market.

Our operational strategies will be the best basis to advance and consolidate Vitro’s leadership for the years to come.

We will continue on the road of innovation and of new product development,

venturing into new categories, anticipating our clients’ needs, and keeping up

to date with consumer trends and preferences. With regard to the operations,

we will continue reinforcing our capabilities, with continuous update and

mainte-nance of our equipment and machinery in the plants that so require it.

We feel confident vis-à-vis an increasingly

aggressive competition in the way in which

products and services are offered. We

trust that we will carry on based on

our experience that dates back

more than a century in the

industry and the

pro-found knowledge

we have of the

market.

26

We participated in 16 major

architectural projects.

16

27

Flat Glass advances as a leader in added value

products by manufacturing, processing, marketing,

distributing, and installing glass for the construction

and automobile industries, both in the original

equip-ment and the replaceequip-ment markets, with reliable

ex-perience in the Americas and the capacity to service

the most demanding clients across the globe.

flat glass

525

USD$

SALES

Consolidated net sales

for 2013, in millions

dollars.

28

100

CAPACITY

Vidrio y Cristal sold its entire

scheduled production in spite

the decrease in the automotive

sector.

29

Flat Glass experienced a year of contrasts, with a combination of internal and external challenges that encouraged us to redouble our efforts, strengthen our business strate-gies, and communicate even more closely with our clients.

Vidrio y Cristal was collaterally affected due to the considerable decrease in sales that the automotive glass sector experienced, given that the former supplies to the latter.

Given this context, actions were taken to minimize the impact. The sales department went searching for other external markets, which allowed us to place 100 percent of the scheduled capacity.

If we do a year by year comparison, the sales result in 2013 was very similar to 2012, which showed record figures. In the last pe-riod we registered a slight increase as a con-sequence of improvements in efficiency, an area where we have worked hard and whose results are now starting to positively impact in productivity.

Facing adversity, we have concentrated in advancing within the businesses where we have a greater added value. In any set-back, our collaborators find a powerful rea-son to further exploit their creativity to the fullest and design commercial and marketing stratetegies that increase our market share, diversifying our portfolio with ever more spe-cialized products.

In line with continuous improvement and aiming to maintain us as the frontrunner in the development of architectural glass, this year we launched the Templex® and Hydro-clean® crystals to expand the array of pos-sibilities that we offer to architects, interior designers, and installers.

Templex® is a product that, in addition to having the capacity to reflect light and thereby controlling the illumination, offers more safety since it may be cooled once it has been pro-cessed. Likewise, it helps in esthetic differentia-tion, especially on crystal facades.

In turn, Hydroclean® is a solution that may be applied to any of Vitro’s crystals to

avoid the adhesion of water, oil, and other liq-uids on surfaces. This waterproofing treatment does not alter the appearance of the crystal, it creates surfaces that are easier to clean, reduces the formation of mustiness and bacte-ria, generates greater resistance to stains and scratches, in addition to reducing the mainte-nance costs of crystals.

The term for penetration and placement in the market is long, but we believe that the se-lectivity of professionals in this field will facilitate a rapid engagement with users, who continually seek greater comfort and wellbeing in differen-tiated spaces.

Some examples of this are the architectur-al projects in which we participated this year, which stand out for their great scope. The first corresponds to the remodeling of all the offices of Nacional Monte de Piedad in Mexico, which

started in 2013. With this project, more than 300 establishments of that private assistance institution will install a laminated crystal called Sentryglass®, which offers maximum safety against impact.

The second case is the remodeling of all the light train stations and of line 5 of the Metrobus in Mexico City. Here, Templex® and Vitrospan® crystals were installed, offering safety and har-mony in such spaces due to the sensation of more lighting.

Flat Glass is prepared to provide the best products and solutions for our clients’ requests. Its continuous improvement programs and the optimization of resources are its greatest strength.

In spite of the auto industry having grown in Mexico, 2013 was a complex year for us in the segment. Internal activity decreased due

Facing adversity, we have

concen-trated in advancing within the

busines-ses where we have a greater added value.

In any setback, our collaborators find a powerful

reason to further exploit their creativity to the fullest

and design commercial and marketing stratetegies

that increase our market share, diversifying our

portfo-lio with ever more specialized products.

30

to the loss of platforms that we suffered from some assembly plants throughout the past three years.

For this reason we were highly disciplined to adjust to the size of the business, reorga-nizing the production line pursuant to the agreements reached in advance, we adapted the structure and reduced the cost and ex-penses budget, limiting it to investments and procurement that were strictly necessary for the operation.

In this same period, several assembly plants stated their worries due to the compa-ny’s financial position and, at the same time, the auto industry rebounded towards 2013, there-fore, as was to be expected, demand grew so large that some of our clients opted for different

supply alternatives with providers from other countries, particularly those in Asia.

Based on our work and after the completion of the company’s financial restructuring, almost immediately we recovered participation in new contracts and obtained platforms. For the clos-ing of 2013, we have already completed import-ant transactions that will allow us to advance in this market. Given the dynamics of the auto industry, these achievements will be reflected in 2015 and 2016.

Since we are fully aware that the North American region is highly competitive in the auto glass industry, in Vitro we do not lower our guard. Our brands have an excellent rep-utation thanks to the price, quality and service competitiveness we offer. Proof of this is that,

100

CERTIFIED

All our automotive glass production facilities

are certified under the ISO 14000 and ISO/TS

16949 standards.

31

de-velopment and customer service services have been recognized by the auto assembly plants we serve.

The design and technology departments are always aware of client needs for their new models. Furthermore, we make sure to have all the certifications that the industry demands according to the nature of the product. Expert auditors visit us continuously to validate that our plants comply with the necessary condi-tions and requirements and that the quality and industrial safety programs are executed in the best possible way.

Clear examples of the foregoing are the Industria Limpia and ISO 140001 certifications, which all of our auto glass subsidiaries have.

Currently, with the backing of the ISO/TS 16949 standard, the leading assembly plants demand high quality, productivity, and continuous im-provement standards in their products. We are pleased to report that our plants are certified under such parameter.

With regard to investments, starting on 2009, we set forth a technological plan for the

automotive facilities, considering the devel-opment of a new furnace for laminating com-pressed windshields, whose installation we expect to complete during the first quarter of 2014. The equipment that will regulate the su-perficial control process of the windshields, was designed and produced with technology owned 100 percent by Vitro.

Based on our work and after the completion of the

company’s financial restructuring, almost

immediate-ly we recovered participation in new contracts and

obtained platforms.

32

VITRO

360

Project aimed to develop our distributors in the

architectural market for 2014.

33

sector we took up the task of venturing, in a more structured manner, into the United States market, which meant an increase in export sales for these products.

Additionally, the incremental sales of the sector in Brazil have helped us confirm the plans to continue venturing into such market as an additional business; the results for 2012 demonstrated that there is a fair potential for development in this region, as well as in Ecua-dor and Colombia.

Balance

Due to several factors such as the increase in the cost of natural gas, the expected decrease in original equipment sales, a strong competi-tion and a marked price pressure from archi-tectural glass imports, the Flat Glass business’ results were affected.

For fiscal year 2013, the net consolidated sales of Flat Glass totaled $525 million dollars, compared to $576 million dollars reported on 2012, a 9 percent difference. Even though sales for the architectural segment and for Vi-tro Colombia were practically identical to their previous level, Vidrio y Cristal’s margins were lower and sales for the auto glass segment fell by 20 percent.

EBIT suffered a 26 percent reduction, clos-ing in at $23 million dollars compared to $32 million dollars for the previous year. With regard to EBITDA, the final figures report a 20 percent year to year reduction, going from $72 million dollars in 2012 to $58 million dollars at the closing of 2013.

Forecasts

Looking forward we see a challenging year, with increasingly stronger competition. The automo-tive sector promises significant growth in the Mexican market, even if in 2013 the economy suffered a downturn. However, according to fi-nancial analysts, Mexico’s growth expectations have an upward trend.

At Flat Glass, we are prepared to face the challenges that arise; we have the capacity, in-frastructure, and human talent to offer products

and services with a high added value.

For the architectural market we will aim to strengthen our presence with more attractive specialized glass options that offer competitive advantages over traditional glass.

Additionally, based on the service and the quality of our products, we will strength-en the trust and loyalty of our clistrength-ents. As ev-idence of this, we will launch the Vitro 360° Program.

Through this initiative we will offer tech-nical and practical advice on different useful areas for our clients, in addition to conveying the industry’s best processes and the most advanced work tools. The consolidation of our clients through projects such as this one re-inforces our value chain in the construction market.

We have also set the goal to strengthen the decoration and matting equipment that we have in Monterrey and Mexico City, to produce glass with anti-reflection layers. The purpose is to be increasingly efficient, so that our products main-tain first place in preference.

With regard to the auto industry, we see growth trends and therefore, we will continue strengthening our business relationship with current clients through a timely response to their requests and by supplying auto crystals of the upmost quality.

Given the renewed presence of Japanese and European assembly plants in Mexico, we will strive to become their local suppliers, demon-strating the advantages that this entails, such as: logistics, quality control and personalized service aspects. We have the experience and innovative capacity to be the most attractive option in new platforms.

For the spare parts market business, our bet is to continue growing in the United States through the Crinamex® brand, which is high-ly recognized for the quality of its products. In the Andean region there are good growth forecasts, focused on the crystal line for buses, thanks to local governments that are generating attractive incentives to use public transportation.

In summary, 2014 will be as challenging a year as the one before it. However, we are still confident that the accumulated experience, as well as advenced furnace and machinery tech-nology, the talent of the human team and the reputation of our products, are the tools to ad-vance towards the goals we have set.

2014 will be as challenging a year as the one before

it. However, we are still confident that the

accumu-lated experience, as well as advenced furnace and

machinery technology, the talent of the human team

and the reputation of our products, are the tools to

advance towards the goals we have set.

34

180,000

TONS RECYCLED

We have the largest glass recycling

program in Latin America.

35

sustainable

development

100

COMMITTED

We have the

CSR Seal since 2007.

To endorse more than 100 years of commitment

with stakeholders, we implemented a series of

initiatives that allow us to advance towards

im-provements in the quality of life of the

commu-nities that surround us, as well as in that of our

collaborators.

36

With the Vitro Sustainability Model as the frame-work for our actions, we capitalized on the ef-forts to make a positive change in the econom-ic, social and environmental conditions of such groups, guided at all times by a responsible corporate management.

In 2013, we carried out a comprehensive review of the priority Social Responsibility proj-ects, and we set forth a work plan for each of these through the Sustainability Committee, comprised of representatives from strategic areas of Vitro, whose main objective is to generate an active forum for discussion and decision making on this subject.

Comprehensive Competitiveness

We are an organization that is committed to the client. Our products offer sustainable solutions to the new needs of consumers.

As a result, we have achieved an undoubt-ed position as a competitive and responsible company vis-à-vis the different stakeholders that are linked to Vitro through its economic activities.

In line with the vocation to improve our processes on a permanent basis, we renewed our internal regulations to have a comprehen-sive policy of quality and safety that, when added to the already existent broad review processes, reaffirms the hygiene of our prod-ucts. Thus, we guarantee that our containers do not alter or contaminate the products they contain, nor do they damage consumers.

With the Movimiento de la Transparencia, a campaign to promote the responsible con-sumption of glass bottled products, we inform

the community on the benefits and advantages of this material that, in addition to being 100 percent recyclable, preserves all the properties of the products it contains.

We promote a sustainable development that generates comprehensive benefits for our entire value chain. In 2013, we focused efforts on supplier development through supply alter-natives that permit the incorporation of new technologies and work methods.

Vitro’s leadership as a responsible business partner was recognized by the Centro Mexicano para la Filantropía (“Cemefi”) due to the excel-lent results of our suppliers Magid de México and Agronegocios de Monterrey, which received the CSR Seal for the second and third consecu-tive year, respecconsecu-tively.

Both developed their own social respon-sibility management schemes as part of our program for integration with the supply chain. The teams of both organizations are now

distin-37

of their own stakeholders.

Our own advances were also recognized in 2013 in different venues. For the sixth year in a row we were granted the CSR Seal as a consequence of the scope of our sustainable development promotion programs.

We also preserved the Sustainable Compa-ny Seal by the Mexican Stock Exchange, based on the joint evaluation made by the independent rating agency Empowerment Responsible In-vestment (“EIRIS”) and the Centro de Excelencia en Gobierno Corporativo of Anahuac del Sur University, in Mexico.

This process included the review of man-agement policies and systems, exceeding the average rating published for 3,500 companies across the globe.

Likewise, Vitro has been listed as one the ten companies with the greatest advances in im-plementing and managing Social Responsibility in Mexico. The foregoing as part of the ranking published every year by Mundo Ejecutivo maga-zine, which is made in collaboration with Centro IDEARSE para la Responsabilidad Social y Suste-ntabilidad de la Empresa of Anahuac University, whose assessment methodology is based on the ISO 26000 international standard.

Human Attitude

We build and maintain healthy labor, business, and institutional relationships, based on respect and commitment. This way, we advance in pro-moting the human aspect of the job to contrib-ute towards the progress of people and their communities.

Vitro has the oldest advisory program of its kind to access housing in Mexico. More than 60 years after it was created, the initiative shows positive results, which has been the case since day one.

In 2013, we processed 1,345 loans for Vitro employees, reaching the loan number 30,000 in the history of the initiative. This way, we contribute towards increasing the quality of life of our collaborators and their families.

For the purpose of building a favorable work environment in which our collaborators can develop their maximum potential, we have integrated all processes for

develop-We are an organization that is committed to the

client. Our products offer sustainable solutions to

the new needs of consumers.

30,000

HOUSING LOANS

We achieved a historic record

with our housing program for

employees.

38

ment and professional growth in the Talento Vitro program.

This human development model concen-trates processes for attracting and assigning talent, setting, monitoring and evaluating performance objectives, evaluating skills, cal-ibrating, setting development objectives, and performance feedback.

Likewise, in 2013 we implemented a new Safety Leadership Model as a strategy to strengthen proactive participation in preventing accidents. Our priority on this subject is to pro-tect the collaborators, who provide their talent in our facilities; therefore we have established strict protocols to prevent accidents.

Vitro has one of the lowest Accident In-dex in Mexican industry. In 2013, this rate was 180 points, which is far below the standard of 1,360 points for the manufacturing industry, according to data from the Instituto Mexicano del Seguro Social.

The good performance of our work centers is reinforced by the certifications granted by the Business Alliance for Secure Commerce (“BASC”) and the Customs-Trade Partnership Against Terrorism (“C-TPAT”) programs. In 2013, our 14 export plants lo-cated in Mexico had their certifications re-newed in both programs, by demonstrating that they comply with the adequate condi-tions to operate safely.

Vitro promotes people’s comprehensive development, for this reason we sponsor educational, cultural, recreational, and quality of life projects in our communities. The Museo del Vidrio (“MUVi”) received more than 7,000 visitors in 2013, who had the opportunity to access our permanent

col-lection that displays the three dimensions of glass production as a human activity: History, Art, and Science.

Through the free access that MUVi offers every Sunday of the year, more than 3,000 vis-itors benefited from Vitro’s contribution on this regard. Additionally, to promote greater access for children to culture, we kept an agreement with the Secretaría de Educación Pública so that children could receive a preferential fee of just $5 pesos when they attend in school groups.

To find out more about the activities of the MUVIi, go to http://www.museodelvidrio.com.

Through Formación Educativa (“FEAC”), we offer excellent educational services to close to 1,500 students of the Monterrey Metropolitan Area in four institutions: Andres G. Sada Kin-dergarten, Roberto G. Sada Elementary School, Industrial del Vidrio Elementary School, and Ro-mulo Garza High School.

Likewise, Vitro collaborators participate in the Salva una Vida, Dona un Minuto collec-tion program of the Mexican Red Cross, which guarantees the operation of some of the ser-vices that such organization offers for free to the community.

Thus, we are the company with the great-est number of volunteers in the State of Nuevo León, including more than 900 collaborators from our plants located in the Garcia munici-pality in 2013, in addition to 822 others from different Vitro plants that already took part in this initiative in Monterrey.

The Environment

Vitro advanced towards transforming its pro-cesses, which are increasingly efficient and

clean. With this commitment in mind, we abide by the highest standards of quality and respect for the environment, with a clear fo-cus on optimization as a characteristic that distinguishes us in our daily operations. Like-wise, national and international certifications validate our environmental commitment and practices.

Currently, 50 percent of our operating plants in Mexico have the Industria Limpia cer-tification granted by the Procuraduría Federal de Protección al Medio Ambiente (“PROFEPA”). Additionally, four Vitro Automotriz plants (Vitro Flex, VAU ATX, VAU CIM, and VAU Aguascalien-tes) and Industria del Álcali preserved the ISO 140001 certification.

The advances of our innovative environ-mental practices continue, producing positive results. In 2013, Vitro was also recognized for its use of recycled glass material and for reduc-ing more than 6,000 tons of greenhouse gas emissions (“GEI”) in 2011 as a result of the “Emission reduction through the use of cullet in the glass casting process” project.

This program, implemented by Vidrio y Cris-tal, was put in place for the purpose of mitigating the emissions from our operations to the air and allowed Vitro to reach the highest level of the Programa GEI México, for its efforts in monitoring and reducing greenhouse gas emissions to the atmosphere.

Beyond improving the efficiency of our pro-cesses and mitigating their impacts, we also implemented actions aimed at preserving the environment through conservation projects in the community.

Located 60 kilometers south of Monterrey, Mexico, Vitro Parque El Manzano is a

recre-Vitro advanced towards transforming its processes, which are increasingly

effi-cient and clean. With this commitment in mind, we abide by the highest

stan-dards of quality and respect for the environment, with a clear focus on

optimiza-tion as a characteristic that distinguishes us in our daily operaoptimiza-tions