The company continues to focus on aggregates-led acquisitions, using proceeds from divestitures to fund these acquisitions. This is evidenced by the acquisition of Blue Water Industries LLC and other aggregates assets in South Florida and Southern California.

The company divested its South Texas cement business for $2.1 billion in cash. This indicates a strategic shift away from cement and towards aggregates, optimizing the company's portfolio and product mix.

Acquisitions are strategically targeted in key megaregions with strong growth fundamentals, such as the Texas Triangle, Colorado's Front Range, and the Piedmont Atlantic megaregion. This indicates a focused approach to geographic expansion.

The company achieved a record company-wide Lost-Time Incident Rate (LTIR) of 0.129, the eighth consecutive year of world-class or better LTIR thresholds. This demonstrates a strong commitment to safety and operational excellence.

The company completed nearly $6.0 billion worth of portfolio-optimizing transactions in 2024, divesting non-strategic cement and related ready mixed concrete businesses and redeploying the net proceeds into aggregates-led acquisitions in attractive markets.

The company is actively integrating acquired businesses into its existing operations, though the success of these integrations in achieving synergies and cost savings is a risk factor.

The company's business is highly dependent on the construction industry, which is sensitive to economic conditions, interest rates, and government spending. Economic downturns could reduce demand for the company's products.

Erratic weather patterns, seasonal changes, and extreme weather conditions can significantly impact the company's operations, reducing construction activity and impeding the efficient transport of materials.

New regulations and policies related to climate change may increase compliance costs and risks. However, there may also be opportunities to increase business through sustainability initiatives and green construction projects.

The aggregates industry is highly fragmented with many competitors, some of which are larger and have more resources. The company also faces competition from alternative products like recycled asphalt and concrete.

The company's ability to transport materials by rail and water allows it to serve markets with limited local supply and diversify market risk. This provides a competitive advantage over companies with only local operations.

The company's cement business could suffer if cement or clinker imports from other countries significantly increase or are sold in the United States in violation of U.S. fair trade laws.

The company invests capital in facilities and equipment to increase capacity and productivity, reducing labor and repair costs. This improves operational efficiency and reduces costs.

The company relies heavily on transportation logistics to supply products to customers. Delays or interruptions in shipping could affect the company's operations. The availability of railcars is also a concern.

The cost of energy, including diesel fuel, natural gas, and coal, is a large expense. Fluctuations in energy prices directly affect operating results. The company uses fixed-price agreements to mitigate some of this risk.

The company has converted its Midlothian plant to manufacture a less carbon-intensive Portland limestone cement, known as Type 1L. This demonstrates a commitment to innovation and sustainability.

The company continues to monitor various pilot projects being conducted relating to the development of carbon capture technology. This indicates a forward-looking approach to reducing GHG emissions.

The company's Midlothian cement plant has been recognized by the USEPA as a high-performing, energy-efficient facility following investments in innovative air pollution control technologies and usage of alternative fuels.

The company's organic capital program is designed to leverage construction market growth through investment in both permanent and portable facilities at the company's operations.

The company is diligent in its focus on land opportunities, including potential new sites (greensites) and existing site expansion. Land purchases are usually opportunistic and can include contiguous property around existing quarry locations.

Regardless of cycle, the company sets a priority of investing capital to ensure safe, environmentally sound and efficient operations, as well as to provide the highest quality of customer service and establish a foundation for future growth.

The Board of Directors has an essential role in determining the Company's strategic priorities, and sustainability matters are an integral part of its governance and oversight of the business.

In 1994, the Company established an Ethics, Environment, Safety and Health (EESH) Committee, which currently meets at least four times annually.

The Company's two magnesia-based chemicals facilities, as well as its cement plant in Texas, file annual reports of their GHG emissions in accordance with the USEPA reporting rule.

The Company has a meaningful presence in ten megaregions. As evidence of the successful execution of SOAR, the Company's leading positions in the Texas Triangle, Colorado's Front Range, northern and southern California and Arizona's Sun Corridor megaregions and its growth platform in the southern portion of the Northeast megaregion are the results of acquisitions since 2011.

The Company focuses its geographic footprint along significant transportation and commerce corridors, particularly in key Sunbelt metropolitan statistical areas (MSAs) across the Southeast and Southwest.

The Company considers a state's financial health rating, as issued by S&P Global Ratings, in determining the opportunities and attractiveness of areas for both expansion and/or development.