carbonation to increase the head, the use of cardboard cases instead of wood and steel barrels instead of wood. The brothers also worked to diversify the company getting into the production of raw materials and packaging, changing the name to Grupo Monterrey. In World War II, the United States began to ration tin, a material that the company imported. In response, Grupo Monterrey began a new company called Hojalata y Lámina, S.A. to produce its own cans and bottles. After his father died, the family decided that Eugenio should take over directorship. The company continued to grow and diversify under Garza, changing name again to Grupo Valores Industriales, S.A. (VISA). At the time of his death in 1973, the enterprise consisted of Cuauhtémoc, Fábricas de Monterrey (founded 1920), Malta, S.A.(1929), Empaques de Cartón Titán (1936), Hojalata y Lámina, S.A. (HYLSA 1942), Grafo Regia, S.A. (1957), and Cevecería Cuauhtémoc Toluca (1969) created by Garza and his brother as well as companies bought by the group including Cevecería Central in 1929, Cervecería Oeste in 1933, Cevecería Tecate, Cevecería Humaya in 1954 and Cevecería Cruz Blanca (1965). Along with technological and administrative innovations, Garza also implemented social ones. One of his innovations in business was to form an internal communications system, which at the time was a novelty. This included a publication called "El abanderado" and later "Trabajo y ahorro" which began in 1918 and published twice a month. He also wrote regular bulletins for workers at the factories he managed. He also developed the "Ideario Cuauhtémoc, a set of seventeen principles set for both the company and its employees, a predecessor to codes of ethics. Concepts in the ideario included "respect for others," "control of temperament" and "Not mock others." This document was not only distributed to employees but also posted prominently in production areas and offices. Garza and his brother continued and expanded on policies of his father in regards to worker welfare, providing social service and other benefits as well as cutting the work day down from the normal twelve hours to nine. One reason behind this was the family's experience with the Mexican Revolution. Working for the welfare of their employees helped to foster loyalty to the company. Two years after starting work with the company, the two brothers began the Sociedad Cuauhtémoc y Famosa, open to workers and managers of the enterprise. The organization offered health care services,