Brasil Foods

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BRF Day 2011
José Antonio do Prado Fay – CEO - Leopoldo Saboya - CFO

The results of the third quarter 2011 consolidate the Companies BRF - Brasil Foods S.A. and Sadia S.A. (whole-owned subsidiary). On July 2009, the results of Sadia started being fully consolidated, according to the Association Agreement and Shareholders Meeting that approved the merger of shares on July and August 2009. All statements contained herein with regard to the Company’s business prospects, projected results and the potential growth of its business are mere forecasts, based on local management expectations in relation to the Company’s future performance. Dependent as they are on market shifts and on the overall performance of the Brazilian economy and the sector and international markets, such estimates are subject to changes. On July 13 2011, the Administrative Council for Economic Defense – CADE approved the Association between BRF and Sadia S.A., conditional on compliance with the provisions contained in the Performance Agreement -TCD, which was also signed on the same date. The documents with respect to this agreement are available in the website: www.brasilfoods.com/ir.

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Company Profile Mid-Long Term Strategy  Brazil  International Markets

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Merger Process and Synergies 3Q11 Results
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Company Profile

BRF – BRASIL FOODS

Mission
To be a part of people’s lives by offering tasty foods with high quality, innovation and at affordable prices anywhere in the world.

Vision
To be one of the leading food companies in the world, admired for its brands, innovation and results, contributing to a better and sustainable world.

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BRF AT A GLANCE

R$23 billion of net sales in 2010 (40% Exports) Annual production of ~ 7 million tons of food Slaughter 6.7 million heads of poultry/day and and 39,300 heads of pork + cattle/day Responsible for 20% of the global poultry trade 117,000 employees 68 industrial units We are one of the largest and most profitable food companies in the world 6

MAIN BRANDS

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DISTRIBUTION

We are a leader in the production of chilled and frozen food products

Largest client represents less than 4% of total net sales

Continual progress up the value chain

Our production and distribution network reaches 98% of the Brazilian territory as well as consumers in 140 countries

Footprint in 5 continents

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SOLID STRUCTURE IN THE DOMESTIC MARKET
Mineiros - GO Rio Verde - GO Uberlândia - MG

Lucas - MT

Bom Conselho - PE

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2 1 2 3

Vit S. Antão - PE

Nova Mutum - MT 4 1 1 1 Dourados - MS 6 7 Campos Novos - SC 2 18 5 13 5 3 1 3

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3 4 7

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61 industrial
units

Toledo - PR

Dois Vizinhos - PR

Capinzal - SC

Industrial units Distribution centers

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STRONG POSITION IN GLOBAL MARKETS
Oosterwolde - NDL

Exports to more than 140 countries

7 industrial units

Wrexham - GBR

19 offices abroad
Own distribution in 7 countries
Importing countries
Dubai – UAE (under construction)
Villa Mercedes - ARG

Industrial units Commercial offices

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Mid-Long Term Strategy

BRF 15
Strategic Planning

Continue process of developing high value-added portfolio

Move towards a global company model

Continuous progress Avanço contínuo in cadeia chain nathe valuede valor 12

BRF 15
Strategic Way Forward
1st Phase 2010-2012 Merger + Domestic Consolidation + International Expansion 2nd Phase 2013-2014 Multinational Culture + Advance towards Internationalization 3rd Phase 2015 World Class Company + Global Culture

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BRF 15
Pillars of the Strategy
Growth Drivers
• Leadership in the Domestic Market • Innovation • Organic Growth • Global Expansion • Advance in the value chain (brand and distribution)

Competitive Advantages Foundations
• Integrated business model • Low-cost producer • Global Competitor • Operational Efficiency • Scale and Scope • Financial Discipline • Experienced...
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