Wesley has more than 20 years experience in the protein sector. He started with Pilgrim's Pride in 1992 and became CEO in 2005. Under his leadership, Pilgrim's Pride acquired several companies and became the second largest chicken company in the world. In 2007, he started JBS USA and acquired Swift & Co. In 2009, JBS acquired Pilgrim's Pride and he became CEO of JBS USA and Australia. He has a degree in Business Administration from the University of Colorado.
Jim Lovette, has Tim Klein, has more Steve Stouffer, has more Brent Eastwood, has more John Nardi, has more Mike Formica, has more David Rossetto, has more Andre Nogueira, has more
more than 30 years in the than 20 years in the than 25 years in the Pork than 15 years experience than 20 years in the than 25 years in the than 15 years experience than 15 years experience
poultry industry, primarily Beef Industry. Joined Industry. Joined JBS USA in the Australian Transportation and Transportation and in International Trade in Finance and has been
with Tyson Foods. Joined
Mr. Wesley Batista, has more than 15 years experience in the Protein Sector. Worked for more than 10 years in Pilgrim's Pride, where he served as CEO for North America. In 2010 became the CEO of JBS USA and Australia. Bachelor's Degree in Business Administration from the University of Arkansas.
The document provides an overview of JBSS3, a Brazilian meat processing company. It discusses the company's leadership, values, corporate structure, shareholders, strategy, and global market position. It also highlights key metrics for the company's beef, poultry, pork, and other divisions. Charts are included comparing global supply and demand for various animal proteins as well as Brazilian and US beef and chicken exports. The document aims to give investors insight into JBSS3's business operations and performance within the global meat industry.
The document provides an overview of JBSS3, a Brazilian meat processing company. It discusses the company's leadership positions in beef, chicken, pork, and other animal proteins globally. It outlines the company's strategy of branding, value-added products, expanding distribution platforms, optimizing production, and managing costs and risks. Charts show growing global demand for animal proteins and JBSS3's large exports of beef compared to the United States. The document aims to give investors insight into JBSS3's business overview, strategy, and leadership position in global meat markets.
This document provides an overview of JBSS3, including:
1) An agenda listing a company overview, stock performance and market overview, and 3Q10 highlights.
2) Details on the company's mission, values, and corporate structure with bios of key executives.
3) Charts showing the corporate structure of the company's CEOs and presidents in Brazil, USA/AUS, and their relevant experience.
William Lovette has over 25 years of experience in the protein industry and currently serves as CEO of Pilgrim's Pride, a position he has held since 2009. Prior to joining Pilgrim's Pride he held leadership roles with Tyson Foods. Martin Dooley has 20 years of pork production experience and is CEO of JBS Pork. Andre Nogueira has been CFO of JBS USA since 2013 and oversees the financial operations. Don Jackson has served as CEO of JBS USA since 2007 and has over 30 years of experience in the meat and food industry.
In the 3rd quarter of 2008, JBS S.A. had a short-term debt of approximately R$1.95 billion. The company analyzed scenarios for refinancing this debt amid the ongoing financial crisis. Under a probable scenario, the company expected to refinance R$155 million in short-term debt through the end of 2009. Under a more pessimistic scenario, the company anticipated refinancing R$457 million. JBS had cash, cash equivalents and short-term investments of R$2.256 billion as of 3Q 2008 to help manage short-term obligations. The company's EBITDA was R$471 million for 3Q 2008.
The document provides information on the management structure and operations of JBS. It includes:
1) An organizational chart showing the CEO and leadership positions in Brazil, Italy, Argentina, and the US/Australia divisions.
2) Summaries of the educational backgrounds and careers of several members of senior management.
3) Charts showing JBS's consolidated financial results, debt profile, and performance by business units.
4) Information on JBS's acquisition history and global production and distribution platform.
Jim Lovette, has Tim Klein, has more Steve Stouffer, has more Brent Eastwood, has more John Nardi, has more Mike Formica, has more David Rossetto, has more Andre Nogueira, has more
more than 30 years in the than 20 years in the than 25 years in the Pork than 15 years experience than 20 years in the than 25 years in the than 15 years experience than 15 years experience
poultry industry, primarily Beef Industry. Joined Industry. Joined JBS USA in the Australian Transportation and Transportation and in International Trade in Finance and has been
with Tyson Foods. Joined
Mr. Wesley Batista, has more than 15 years experience in the Protein Sector. Worked for more than 10 years in Pilgrim's Pride, where he served as CEO for North America. In 2010 became the CEO of JBS USA and Australia. Bachelor's Degree in Business Administration from the University of Arkansas.
The document provides an overview of JBSS3, a Brazilian meat processing company. It discusses the company's leadership, values, corporate structure, shareholders, strategy, and global market position. It also highlights key metrics for the company's beef, poultry, pork, and other divisions. Charts are included comparing global supply and demand for various animal proteins as well as Brazilian and US beef and chicken exports. The document aims to give investors insight into JBSS3's business operations and performance within the global meat industry.
The document provides an overview of JBSS3, a Brazilian meat processing company. It discusses the company's leadership positions in beef, chicken, pork, and other animal proteins globally. It outlines the company's strategy of branding, value-added products, expanding distribution platforms, optimizing production, and managing costs and risks. Charts show growing global demand for animal proteins and JBSS3's large exports of beef compared to the United States. The document aims to give investors insight into JBSS3's business overview, strategy, and leadership position in global meat markets.
This document provides an overview of JBSS3, including:
1) An agenda listing a company overview, stock performance and market overview, and 3Q10 highlights.
2) Details on the company's mission, values, and corporate structure with bios of key executives.
3) Charts showing the corporate structure of the company's CEOs and presidents in Brazil, USA/AUS, and their relevant experience.
William Lovette has over 25 years of experience in the protein industry and currently serves as CEO of Pilgrim's Pride, a position he has held since 2009. Prior to joining Pilgrim's Pride he held leadership roles with Tyson Foods. Martin Dooley has 20 years of pork production experience and is CEO of JBS Pork. Andre Nogueira has been CFO of JBS USA since 2013 and oversees the financial operations. Don Jackson has served as CEO of JBS USA since 2007 and has over 30 years of experience in the meat and food industry.
In the 3rd quarter of 2008, JBS S.A. had a short-term debt of approximately R$1.95 billion. The company analyzed scenarios for refinancing this debt amid the ongoing financial crisis. Under a probable scenario, the company expected to refinance R$155 million in short-term debt through the end of 2009. Under a more pessimistic scenario, the company anticipated refinancing R$457 million. JBS had cash, cash equivalents and short-term investments of R$2.256 billion as of 3Q 2008 to help manage short-term obligations. The company's EBITDA was R$471 million for 3Q 2008.
The document provides information on the management structure and operations of JBS. It includes:
1) An organizational chart showing the CEO and leadership positions in Brazil, Italy, Argentina, and the US/Australia divisions.
2) Summaries of the educational backgrounds and careers of several members of senior management.
3) Charts showing JBS's consolidated financial results, debt profile, and performance by business units.
4) Information on JBS's acquisition history and global production and distribution platform.
The document discusses JBS's position in the global animal protein market and competitive advantages. It shows that global consumption of animal protein has increased significantly in all regions over the past ten years. Brazil, Australia, and the US continue to lead global beef exports. JBS ranks as the largest global beef and lamb producer and leather processor, the second largest global chicken producer, the third largest dairy producer in Brazil, and third largest pork producer in the US. JBS's strategy focuses on quality, branding, and expanding globally through strategic acquisitions.
What good is remarkable content if nobody knows it exists? “Promoting Content” will explore some strategies and tactics for actively promoting your content via social media and passively promoting it via search engine optimization.
The document discusses Stuart Hall's Encoding Decoding Model of communication. It states that producers encode meaning and ideology into media texts. Audiences then actively decode these texts and can accept, partially accept, or reject the producer's intended meanings through preferred, negotiated, and oppositional readings respectively. The model suggests audiences' interpretations depend on their social experiences and identities. Examples show how audiences can decode ads, TV shows, and music videos differently based on factors like age, gender, and culture.
The Doppler Effect happens when an object moving toward you (like a train) makes a higher pitch sound than when it's moving away from you. For most organizations, if social media made a sound it would appear to moving away from them.
I've been doing inbound marketing evaluations for three years now. I've been observing a disturbing trend: The grades are falling, not getting better. When I began thinking about why this is the case, it became clear that the Internet is changing faster than they are adapting.
This presentation examines the reasons why this is happening, provides a case study in digital marketing success and suggests three ways to get in front of these changes.
It is more important to be consistent than prolific when it comes to content creation. “Planning Content” will cover strategies and tactics for developing ideas for content and establishing an effective publication schedule.
Este documento fornece um resumo das iniciativas e compromissos de sustentabilidade da JBS. Ele descreve como a sustentabilidade é fundamental para a cultura da JBS e está presente em todas as suas operações globais. O documento também destaca os principais pilares da visão de sustentabilidade da empresa, incluindo responsabilidade social, viabilidade econômica e responsabilidade ambiental.
O documento descreve a história da JBS, caracterizada pelo forte pioneirismo e crescimento acelerado de sua capacidade de abate por meio de aquisições no Brasil e exterior. A JBS iniciou operações com capacidade de 5 cabeças/dia e atualmente possui capacidade de 51,4 mil cabeças/dia, tornando-se a maior empresa mundial do setor de carnes.
JBS S.A. issued several series of debt securities between 2014 and 2021 totaling over $5 billion. The debt has maturities between 2014 and 2021 and coupon rates ranging from 7.25% to 11.625%. Credit ratings agencies Fitch, Moody's, and S&P assigned JBS credit ratings between BB- and B2 with mostly stable outlooks. The debt is guaranteed by various JBS subsidiaries. As of 2Q12, JBS' net debt to EBITDA ratio was 4.27x with short term debt comprising 23% of its total debt.
JBS is the world's third largest beef producer with operations globally. In the first quarter of 2007, JBS reported net revenues of R$1.1 billion, a 22.6% increase over the prior year, while EBITDA grew 28.4% to R$156.2 million with a margin of 14.4%. Domestically, net revenues grew 19.6% on 12.7% volume growth and a 6.2% price increase. Exports revenues increased 24.8% on volume growth of 35.9%. During the quarter, JBS invested R$213.3 million in expansion projects across facilities and also acquired companies in Argentina and the US to further expand operations internationally.
JBS has an experienced management team with over 50 years of experience in the beef processing industry. The team is led by CEO Wesley Mendonça Batista and Chairman Joesley Batista. They have pursued an acquisition strategy of more than 30 acquisitions over 15 years to grow the company globally. Key members of the management team have decades of experience in the meat/beef industry and complementary educational backgrounds.
The document summarizes JBS S.A.'s acquisition of National Beef Packing Company, LLC. Key points include:
- JBS acquired National Beef for an enterprise value of approximately US$1.5 billion.
- The acquisition makes JBS the largest beef company in the world in terms of sales and slaughtering capacity.
- National Beef generated US$5.6 billion in sales in fiscal year 2007, processing 3.9 million cattle heads with a slaughtering capacity of 14,000 heads per day across its three slaughterhouse facilities.
This document is the online CV of Jon DiPietro, a digital marketing professional. It summarizes his experience helping companies evolve their digital marketing strategies through strategic and tactical services. This includes skills like SEO, PPC, social media marketing, content creation, and analytics. It provides examples of successful marketing campaigns and growth results for past clients. It concludes by inviting the reader to connect with Jon on social media and contact him directly.
This document summarizes several theories about the effects of mass media on audiences:
- Walter Lippmann's theory that media shape our perceptions of things we haven't directly experienced
- Early theories that media have direct, powerful effects but were later challenged by theories finding mostly indirect, minimal effects
- Two-step flow model where media affect individuals through opinion leaders
- Agenda-setting theory where media tell people what to think about
- Uses and gratifications theory where people choose media to meet needs like surveillance, diversion, socialization
- Consistency theory where people control media effects by choosing messages consistent with existing views
JBS reported strong financial results for the 2nd quarter of 2010. Revenues increased 52.5% year-over-year and 12.5% quarter-over-quarter to R$14.1 billion driven by growth in the JBS USA and JBS MERCOSUL segments. EBITDA grew 163.3% year-over-year and 16% quarter-over-quarter, with margins expanding. Leverage remained stable at 3.0x. The company also grew its consolidated customer base by 22.2% quarter-over-quarter, reaching over 300,000 customers in the second quarter.
MicroSourcing is an offshore outsourcing solutions provider based in Manila, Philippines. The company offers a wide range of delivery models: project outsourcing, offshore staff leasing, and virtual captives.
K2 Guide to Director Duties and Responsibilities #901K2Partners
This document is a guide for directors, executives, and advisers on directors' duties and responsibilities with an emphasis on business survival. It discusses key legislation governing directors' duties, outlines seven codified duties from the Companies Act 2006, and covers responsibilities, powers, liabilities, insolvency, and trading while insolvent. The guide was prepared by K2 Business Rescue to help directors navigate difficult financial times and obligations to act in the best interests of creditors if the company becomes insolvent.
JBS reported their 3rd Quarter 2010 results on November 12th, 2010. The presentation included a market overview showing continued growth in global consumption of animal proteins. JBS highlighted their leading global position and diversified production platform across beef, poultry, pork and other animal proteins. They operate production facilities worldwide with well recognized brands. JBS also discussed their strategy of expanding their global sales and distribution network to reach more end customers. Forecasts from Goldman Sachs showed continued supply-demand imbalance and growth in key markets like China and the US through 2020 for poultry, pork and beef.
This document discusses incentives for corporate officers and business unit managers. It describes common executive positions like the CEO, COO, and CFO. It then discusses types of incentives for business unit managers, including financial rewards like bonuses and salaries as well as psychological rewards like promotions. The document outlines two main philosophies for incentive compensation - a fixed pay system versus a performance-based system. It provides details on how bonuses can be determined based on factors like business unit profits, company profits, performance criteria, and adjustments for uncontrollable factors. The bonus determination can be formula-based, subjective, or a combination of both. The bonus is paid out in various forms including cash, stock, and stock options.
This document describes an equity income portfolio strategy managed by Deschaine & Company. The strategy aims to provide growing income and consistent total returns through high yield equity portfolios. It focuses on investing in quality companies that pay a consistent and growing dividend, with the goal of doubling clients' dividend income every five years through high dividend yields, growth, and reinvestment. The strategy also aims to provide principal protection in down markets.
This document provides an overview of setting up and running a limited company. It discusses the benefits of a limited company including lower personal risk and higher take-home pay through tax optimization. It outlines the formation process including choosing a name, incorporation, and quick setup with Brookson. It also discusses the responsibilities and duties of being a director such as ensuring compliance with company law and accounting obligations.
The document discusses JBS's position in the global animal protein market and competitive advantages. It shows that global consumption of animal protein has increased significantly in all regions over the past ten years. Brazil, Australia, and the US continue to lead global beef exports. JBS ranks as the largest global beef and lamb producer and leather processor, the second largest global chicken producer, the third largest dairy producer in Brazil, and third largest pork producer in the US. JBS's strategy focuses on quality, branding, and expanding globally through strategic acquisitions.
What good is remarkable content if nobody knows it exists? “Promoting Content” will explore some strategies and tactics for actively promoting your content via social media and passively promoting it via search engine optimization.
The document discusses Stuart Hall's Encoding Decoding Model of communication. It states that producers encode meaning and ideology into media texts. Audiences then actively decode these texts and can accept, partially accept, or reject the producer's intended meanings through preferred, negotiated, and oppositional readings respectively. The model suggests audiences' interpretations depend on their social experiences and identities. Examples show how audiences can decode ads, TV shows, and music videos differently based on factors like age, gender, and culture.
The Doppler Effect happens when an object moving toward you (like a train) makes a higher pitch sound than when it's moving away from you. For most organizations, if social media made a sound it would appear to moving away from them.
I've been doing inbound marketing evaluations for three years now. I've been observing a disturbing trend: The grades are falling, not getting better. When I began thinking about why this is the case, it became clear that the Internet is changing faster than they are adapting.
This presentation examines the reasons why this is happening, provides a case study in digital marketing success and suggests three ways to get in front of these changes.
It is more important to be consistent than prolific when it comes to content creation. “Planning Content” will cover strategies and tactics for developing ideas for content and establishing an effective publication schedule.
Este documento fornece um resumo das iniciativas e compromissos de sustentabilidade da JBS. Ele descreve como a sustentabilidade é fundamental para a cultura da JBS e está presente em todas as suas operações globais. O documento também destaca os principais pilares da visão de sustentabilidade da empresa, incluindo responsabilidade social, viabilidade econômica e responsabilidade ambiental.
O documento descreve a história da JBS, caracterizada pelo forte pioneirismo e crescimento acelerado de sua capacidade de abate por meio de aquisições no Brasil e exterior. A JBS iniciou operações com capacidade de 5 cabeças/dia e atualmente possui capacidade de 51,4 mil cabeças/dia, tornando-se a maior empresa mundial do setor de carnes.
JBS S.A. issued several series of debt securities between 2014 and 2021 totaling over $5 billion. The debt has maturities between 2014 and 2021 and coupon rates ranging from 7.25% to 11.625%. Credit ratings agencies Fitch, Moody's, and S&P assigned JBS credit ratings between BB- and B2 with mostly stable outlooks. The debt is guaranteed by various JBS subsidiaries. As of 2Q12, JBS' net debt to EBITDA ratio was 4.27x with short term debt comprising 23% of its total debt.
JBS is the world's third largest beef producer with operations globally. In the first quarter of 2007, JBS reported net revenues of R$1.1 billion, a 22.6% increase over the prior year, while EBITDA grew 28.4% to R$156.2 million with a margin of 14.4%. Domestically, net revenues grew 19.6% on 12.7% volume growth and a 6.2% price increase. Exports revenues increased 24.8% on volume growth of 35.9%. During the quarter, JBS invested R$213.3 million in expansion projects across facilities and also acquired companies in Argentina and the US to further expand operations internationally.
JBS has an experienced management team with over 50 years of experience in the beef processing industry. The team is led by CEO Wesley Mendonça Batista and Chairman Joesley Batista. They have pursued an acquisition strategy of more than 30 acquisitions over 15 years to grow the company globally. Key members of the management team have decades of experience in the meat/beef industry and complementary educational backgrounds.
The document summarizes JBS S.A.'s acquisition of National Beef Packing Company, LLC. Key points include:
- JBS acquired National Beef for an enterprise value of approximately US$1.5 billion.
- The acquisition makes JBS the largest beef company in the world in terms of sales and slaughtering capacity.
- National Beef generated US$5.6 billion in sales in fiscal year 2007, processing 3.9 million cattle heads with a slaughtering capacity of 14,000 heads per day across its three slaughterhouse facilities.
This document is the online CV of Jon DiPietro, a digital marketing professional. It summarizes his experience helping companies evolve their digital marketing strategies through strategic and tactical services. This includes skills like SEO, PPC, social media marketing, content creation, and analytics. It provides examples of successful marketing campaigns and growth results for past clients. It concludes by inviting the reader to connect with Jon on social media and contact him directly.
This document summarizes several theories about the effects of mass media on audiences:
- Walter Lippmann's theory that media shape our perceptions of things we haven't directly experienced
- Early theories that media have direct, powerful effects but were later challenged by theories finding mostly indirect, minimal effects
- Two-step flow model where media affect individuals through opinion leaders
- Agenda-setting theory where media tell people what to think about
- Uses and gratifications theory where people choose media to meet needs like surveillance, diversion, socialization
- Consistency theory where people control media effects by choosing messages consistent with existing views
JBS reported strong financial results for the 2nd quarter of 2010. Revenues increased 52.5% year-over-year and 12.5% quarter-over-quarter to R$14.1 billion driven by growth in the JBS USA and JBS MERCOSUL segments. EBITDA grew 163.3% year-over-year and 16% quarter-over-quarter, with margins expanding. Leverage remained stable at 3.0x. The company also grew its consolidated customer base by 22.2% quarter-over-quarter, reaching over 300,000 customers in the second quarter.
MicroSourcing is an offshore outsourcing solutions provider based in Manila, Philippines. The company offers a wide range of delivery models: project outsourcing, offshore staff leasing, and virtual captives.
K2 Guide to Director Duties and Responsibilities #901K2Partners
This document is a guide for directors, executives, and advisers on directors' duties and responsibilities with an emphasis on business survival. It discusses key legislation governing directors' duties, outlines seven codified duties from the Companies Act 2006, and covers responsibilities, powers, liabilities, insolvency, and trading while insolvent. The guide was prepared by K2 Business Rescue to help directors navigate difficult financial times and obligations to act in the best interests of creditors if the company becomes insolvent.
JBS reported their 3rd Quarter 2010 results on November 12th, 2010. The presentation included a market overview showing continued growth in global consumption of animal proteins. JBS highlighted their leading global position and diversified production platform across beef, poultry, pork and other animal proteins. They operate production facilities worldwide with well recognized brands. JBS also discussed their strategy of expanding their global sales and distribution network to reach more end customers. Forecasts from Goldman Sachs showed continued supply-demand imbalance and growth in key markets like China and the US through 2020 for poultry, pork and beef.
This document discusses incentives for corporate officers and business unit managers. It describes common executive positions like the CEO, COO, and CFO. It then discusses types of incentives for business unit managers, including financial rewards like bonuses and salaries as well as psychological rewards like promotions. The document outlines two main philosophies for incentive compensation - a fixed pay system versus a performance-based system. It provides details on how bonuses can be determined based on factors like business unit profits, company profits, performance criteria, and adjustments for uncontrollable factors. The bonus determination can be formula-based, subjective, or a combination of both. The bonus is paid out in various forms including cash, stock, and stock options.
This document describes an equity income portfolio strategy managed by Deschaine & Company. The strategy aims to provide growing income and consistent total returns through high yield equity portfolios. It focuses on investing in quality companies that pay a consistent and growing dividend, with the goal of doubling clients' dividend income every five years through high dividend yields, growth, and reinvestment. The strategy also aims to provide principal protection in down markets.
This document provides an overview of setting up and running a limited company. It discusses the benefits of a limited company including lower personal risk and higher take-home pay through tax optimization. It outlines the formation process including choosing a name, incorporation, and quick setup with Brookson. It also discusses the responsibilities and duties of being a director such as ensuring compliance with company law and accounting obligations.
Lodi & Associates provides debt recovery, tracing, and related services. It has over 40 years of combined experience in debt management, recovery, and tracing. The company offers services including debt recovery, tracing, legal documentation, payment processing, and utilizes advanced technology. The collection process involves sending letters of demand and pursuing legal action if needed. The company is committed to maintaining goodwill, honesty, and compliance with relevant laws.
This document is an advertising feature from Energising WA 2010 that promotes various initiatives and accomplishments. It highlights key facts such as generating over 25% of the state's electricity from renewable sources and connecting over 30,000 solar systems. The feature emphasizes connecting communities through renewable energy projects and creating a sustainable energy future for Western Australia.
Duality role of chief executive officer (ceo) in corporate governance and per...Alexander Decker
This document summarizes a research journal article that examines the practice of CEO duality in Nigerian companies and its implications for corporate governance and performance. The study uses financial data from 30 Nigerian companies over 5 years to compare the return on equity (ROE) of companies with dual CEO/chairman roles versus those without. The findings show a statistically significant difference between the two groups, with companies having CEO duality performing lower on average. The authors recommend minimizing CEO duality to strengthen governance and enhance corporate performance.
The document outlines key issues that business partners should discuss during the start-up phase of an LLC. These issues include: the purpose of forming the LLC; contributions from each partner; management and control structure; compensation; distributions; tax allocations; ownership transfers; liquidation process; dispute resolution; and entity maintenance responsibilities. Addressing these topics upfront can help reduce risks, increase efficiency, and provide clarity around expectations.
Sivaraman KM is currently the Chief Executive Officer and Whole Time Director of ISE Securities & Services Limited, a position he has held for 7 years. He has over 27 years of experience in capital markets, finance, and banking. He holds an MBA in Finance and has worked in senior positions at organizations like Bangalore Stock Exchange, IFIN, and Safal National Exchange of India. In his current role, he is responsible for developing strategies, managing operations, ensuring compliance, and communicating between the board and company.
Sanjay Choudhary has over 27 years of experience in finance roles across various industries. He is currently the Chief Financial Officer of DQ Entertainment Group in Hyderabad, India. Prior to this role, he held positions such as Deputy General Manager of Finance and Company Secretary. Choudhary has expertise in areas such as corporate finance, private equity, working capital management, accounting, and taxation. He has successfully raised over $1 billion for his current company through private equity, bank funding, and IPOs.
3) development of directors duties on skill, care & diligence final. siti f...Siti Azhar
The document discusses the development of directors' duties of skill, care, and diligence in company law. It traces the evolution from a subjective standard based on an individual director's qualifications to a more objective standard requiring a basic level of care and skill from all directors. Key developments included codifying directors' duties in the Malaysian Companies Act 1965 and introducing an objective test of reasonable care, skill and diligence in 2007 based on a director's position and responsibilities. The amendments aimed to encourage more proactive oversight from directors and establish minimum standards of conduct.
Sivaraman KM is applying for the position of CEO. He currently serves as the CEO and Whole Time Director of ISE Securities and Services Ltd, with over 24 years of experience in capital markets. Prior to this role, he held senior positions including Vice President at IFCI Financial Services Ltd and positions at Bangalore Stock Exchange Ltd such as heading the depository services department. He has extensive experience in finance, banking, and depository operations. If selected, he requests 2 months to join the new position.
Greater Beloit Economic Development Corporation released their annual report. Contact GBEDC for business developments, economic development, business relocation, retention & more business opportunities.
Producer Recruiting: FIVE steps to successjareddroy
The document discusses 5 steps to improve producer recruiting. It begins with an overview of MarshBerry and recruiting statistics like average producer age and revenue. The first step is to find sales talent rather than technical talent, as sales skills can be taught more easily. Technical skills from another agency may come with problems. The document advocates focusing recruitment on individuals with job skills, sales skills, and personal characteristics that drive performance.
This document provides a summary of results for JBS S.A. for 2012 and the fourth quarter of 2012. It includes the following key points in 3 sentences:
JBS reported consolidated net revenue of R$75.7 billion for 2012, a 22.5% increase over 2011, with EBITDA of R$4.4 billion, a 40% increase over 2011. For the fourth quarter of 2012, JBS reported net revenue of R$21.9 billion, a 29% increase over the same period in 2011, with EBITDA of R$1.17 billion, a 26% increase over 4Q11. Leverage decreased to 3.4x at the end of 2012 from 4
O documento apresenta os resultados financeiros da JBS para 2012 e o 4T12. Destaca o crescimento da receita líquida em 22,5% e do EBITDA em 40% em relação a 2011. Apresenta também a redução da alavancagem para 3,4x no final de 2012.
JBS reported financial results for the third quarter of 2012. Net revenue increased 17.7% year-over-year to R$4.6 billion for JBS Mercosul. EBITDA grew 46.7% to R$665.6 million, with an EBITDA margin of 14.5%. JBS operates as a leading global protein producer with over 140,000 employees worldwide.
O documento resume os resultados do terceiro trimestre de 2012 da JBS S.A., líder mundial em produção de proteína animal. A JBS teve receita líquida de R$53,8 bilhões e EBITDA de R$3,2 bilhões nos primeiros nove meses de 2012, com crescimento orgânico de receita de 16% na comparação anual. A empresa possui mais de 140.000 funcionários em 307 unidades de produção em 5 continentes.
O documento apresenta informações sobre títulos de dívida emitidos pela JBS S.A. e suas subsidiárias, incluindo descrição, principal, prazo, cupom e vencimento de cada título. Também fornece detalhes sobre a estrutura corporativa, ratings de agências, perfil e vencimento da dívida total.
1) JBS S.A. é uma empresa líder mundial na produção de proteína animal fundada no Brasil na década de 1950.
2) A empresa realizou sua abertura de capital em 2007 e teve receita líquida de R$34,5 bilhões no primeiro semestre de 2012.
3) Com 135.000 funcionários em 301 unidades de produção em 5 continentes, a JBS é o maior produtor mundial de carne bovina e ovina.
JBS S.A. is a leading global protein producer founded in the 1950s in Brazil. It went public in 2007 and has since grown significantly through acquisitions, becoming the largest beef and lamb producer, largest leather processor, and largest chicken producer globally. JBS has over 135,000 employees across 301 production units on 5 continents, with a focus on building a diversified global production and sales platform through strategic mergers and acquisitions.
1) JBS S.A. é uma empresa líder mundial na produção de proteína animal fundada na década de 1950 no Centro-Oeste do Brasil.
2) A empresa realizou sua abertura de capital em 2007 e possui receita líquida de R$34,5 bilhões no primeiro semestre de 2012.
3) Com 135.000 funcionários em 301 unidades de produção em 5 continentes, a JBS lidera globalmente a produção de carne bovina, suína e frango.
JBS S.A. is a leading global protein producer founded in the 1950s in Brazil. In the first half of 2012, JBS reported net revenue of R$34.5 billion and EBITDA of R$1.7 billion. JBS has over 135,000 employees worldwide and 301 production units across 5 continents. In the second quarter of 2012, JBS posted consolidated net revenue of R$18.5 billion, a 26.3% increase over the previous year. EBITDA was R$1.01 billion, up 72.3% compared to the second quarter of 2011.
The document provides an overview of JBS S.A.'s 2Q12 results presentation. It summarizes that JBS reported consolidated revenue of R$18.5 billion, a 26.3% increase over 2Q11. Consolidated EBITDA was R$1.012 billion, a 72.3% rise from 2Q11, with an EBITDA margin of 5.5%. It also reviews performance highlights and key financial metrics for each of JBS' business units.
O documento apresenta os resultados do 2T12 da JBS S.A. A empresa obteve receita líquida de R$18,5 bilhões, aumento de 26,3% em relação ao ano anterior. O EBITDA foi de R$1,01 bilhão, alta de 72,3%. Unidades como JBS Mercosul tiveram bom desempenho, com crescimento de receita e EBITDA.
JBS S.A. issued several series of debt securities between 2012 and 2021 totaling over $5 billion. The debt issues ranged from 5 to 10 year terms with coupon rates between 7.25% to 11.625%. JBS S.A. and several of its subsidiaries guarantee the different debt issues. As of the first quarter of 2012, JBS S.A. had a net debt to EBITDA ratio of 3.6x excluding one subsidiary and 4.3x including that subsidiary. The debt was split between long term and short term obligations and denominated in both Brazilian real and US dollars.
A JBS emitiu vários títulos de dívida entre 2016 e 2021, totalizando US$ 5,5 bilhões. A alavancagem líquida da empresa excluindo a Pilgrim's Pride era de 3,6x no primeiro trimestre de 2012. A dívida da JBS está majoritariamente em reais e dólares, com vencimentos bem distribuídos entre curto e longo prazo.
This document provides an overview of JBS S.A.'s results for the first quarter of 2012. Some key points:
- JBS reported consolidated net revenue of R$16 billion, up 9.1% from 1Q11. EBITDA was R$696.5 million with a margin of 4.4%.
- JBS Mercosul saw a revenue increase of 6.2% and EBITDA growth of 64.9% compared to 1Q11.
- JBS USA Pork reported revenue of US$855.4 million, up 2.2% from 1Q11, with EBITDA of US$55.8 million.
- The company ended
1) O documento apresenta resultados do primeiro trimestre de 2012 da empresa JBS S.A., a maior produtora de carne bovina e suína do mundo.
2) A JBS obteve receita líquida de R$16 bilhões no trimestre, 9,1% superior ao mesmo período do ano anterior.
3) A unidade de negócios JBS Mercosul teve destaque no trimestre, com receita 6,2% superior e EBITDA 64,9% maior que no 1T11.
JBS S.A. owns Frangosul, a leading Brazilian poultry producer. Frangosul was founded in 1970 and acquired by JBS in 1998. It has production capacity of 1.1 million chickens per day, 3,000 hogs per day, and processes 180 tons of products daily. In 2011, Frangosul generated $1.4 billion in revenue from exports to over 100 countries and domestic sales in Brazil.
A JBS anuncia a aquisição das operações de frangos da Frangosul no Brasil. A Frangosul é a 3a maior exportadora de frango do Brasil, com capacidade de produção de 1,1 milhão de aves por dia e operações multi-conceito, incluindo ração, incubação e processados. Suas marcas são reconhecidas nos mercados interno e externo, com foco no Oriente Médio e Ásia.
JBS S.A. is the largest global beef and lamb producer, largest global leather processor, second largest global chicken producer, and third largest pork and dairy producer in key markets. In 2011, JBS reported consolidated net revenue of R$61.8 billion, a 13% increase over 2010. EBITDA was R$3.15 billion, down 16.3% due to losses at Pilgrim's Pride. By business unit, JBS USA Beef revenue increased 25.6% to $16.5 billion with an 11.4% higher EBITDA of $739.1 million. JBS USA Pork revenue rose 17.5% to $3.5 billion and EBITDA increased 22.
A JBS é a maior processadora de carne bovina e suína do mundo. Em 2011, a receita líquida consolidada da empresa foi de R$61,8 bilhões, 13% maior do que em 2010. Apesar disso, o lucro da empresa foi de apenas R$75,5 milhões devido a prejuízos na unidade de frangos nos EUA (Pilgrim's Pride). Excluindo esse resultado, o lucro teria sido de R$482,6 milhões. A empresa encerrou 2011 com R$5,3 bilhões em caixa.
The document summarizes a presentation made by JBS S.A. about a voluntary public share swap offering between JBS and Vigor. The key points are:
1) JBS is offering Vigor shares in exchange for JBS shares, which will list Vigor on the Brazilian stock exchange.
2) The transaction is subject to regulatory approvals and consent from JBS bondholders.
3) Vigor will have the same high corporate governance standards as JBS and focus on the consumer sector.
4) The presentation provides details on the transaction timeline, exchange ratio calculation methodology, and Vigor's operations and market position in dairy products.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
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How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
2. Disclaimer
The forward-looking statements presented herein are subject to risks and uncertainties. These
statements are based on the beliefs and assumptions of our management, and on information
currently available to us.
Forward-looking statements are not guarantees of performance. They involve risks,
uncertainties and assumptions because they relate to future events and therefore depend on
circumstances that may or may not occur. Our future operating results, financial condition,
strategies, market share and values may differ materially from those expressed in or suggested
by these forward-looking statements. Many of the factors that will determine these results and
values are beyond our ability to control or predict.
Forward-looking statements also include information concerning our possible or assumed future
operating results, as well as statements preceded by, followed by, or including the words
''believes,'' ''may,'' ''will,'' ''continues,'' ''expects,'‘ ''anticipates,'' ''intends,'' ''plans,'' ''estimates'' or
similar expressions.
2
3. Agenda
Company Overview
Market Overview 2Q10 Highlights
Short Term Outlook
3
4. Who We Are
Our Mission
To be the best at what we set out to do, totally focused on our business, ensuring the best
products and services for our customers, solidity for our suppliers, satisfactory profitability for
our shareholders and the certainty of a better future for all our employees.
Our Values
Excellence
Planning
Determination
Discipline
Availability
Openness
Simplicity
4
5. Corporate Structure
CEO
President
Joesley
Batista
Corporate Investors Corporate Commercial and
Finance CEO JBS
Law Relations And Adm. New business Distribution Dairy
Director Brazil MERCOSUL Hides
Department Jeremiah Controller José Luis International Gilson
Marcos Cunha Marco Roberto
Francisco O’Callaghan / Eliseo Medeiros Offices Teixeira
Bastos Bortolon Motta
de Assis e Silva Guilherme Arruda Fernandes Marco Bichieri
Marcos graduate from Francisco is the director of Jerry has a Engineering Eliseo has a Business Marco has more than 10 José Luiz has a degree Marco has more than 24 Roberto has more than 20 Gilson has more than
Mackenzie University in the Law Department. Has Degree from the University Administration and years experience in JBS. in Accounting and has years of experience in the years in the Leather 25 years experience in
Business Administration a post graduated from the of Cork College in Ireland. Accounting Degree from Initially started as a been working in the Beef Protein Sector. Worked Industry. Was responsible Finance and Controller
and has a MBA in University of Mackenzie. Immigrated to Brazil in the University Católica de Production Manager and Sector since 1975. 14 for more than 20 years in for incorporating BMZ of business units of
Finance from San 1979. Started working in Pernambuco and a post in 2009 was promoted to year in Bertin and Bertin. Hides with the JBS Group. Bertin, where he later
Started working at JBS in
Francisco State the Beef Sector in 1983 and graduate degree in Chief Operating Officer of started at JBS in 1997. served as a member of
December of 2001 and
University. Worked in in JBS in 1996 in order to Business Administration the Brazil Beef Division. January 2010 became the Board for 5 years.
later became a member of
many financial institutions develop the Trade Area and from FGV. He started with the Director of New
the Executive Board in
in Brazil, primarily in eventually became the JBS in August 2005 and Business.
Investment banking, January of 2007. Investors Relations Officer. eventually became
Financial Projects, and Guilherme graduated in Director of Administration
Portfolio management. Business and Economics and Corporate
Started in 2008 with JBS. from the University of Governance. He has 8
California. Start in the years Experience in
Company in 2009 after Auditing and Consulting
working for 7 years for BTG and 10 years in the Retail
Pactual. industry.
5
6. Corporate Structure
CEO
USA/AUS
Wesley
Batista
JBS Five Human
Pork JBS Carriers Trading CFO
Pilgrim's Pride Beef USA Australia Rivers Resources
Martin Mr. Moe Robert André
Don Jackson Bill Rupp Iain Mars Mike Bob
Dooley Schroder Wadland Nogueira
Thoren Daubenspeck
Don is the President, Bill has learned the Beef Martin has a degree in Iain was born in England Mike is the President and Moe has more than 30 Robert has 27 years of Robert assumed this André has a degree in
CEO and Director of Industry from the ground Biology from the University and worked in the Beef CEO of Five Rivers since years experience in meat trading experience position in February Economics from the
Pilgrim’s Pride since up. Right out of college, of Eastern Illinois. Worked Industry for his whole life. the Start of the Company. Transportation Sector. with 17 years of that at 2009 and before that Federal University
January 2009. For 9 he began learning the in Swift for his whole life, He became the President Has a Masters of Science Graduated from the JBS enhancing exports was in JBS Fluminense, a masters in
years was the president business at Cargill where having started the and CEO of JBS Australia in Agricultural Economics University of Ryerson, out of Australia and New Packerland from 2002 Capital Markets from
of the chicken division of he worked for 25 years. company as a manager in 2007, after the and has a degree in Toronto, Canada. Zealand. Recently to 2008. FGV – Fundação Getúlio
Foster Farms and vice He was a plant general trainee in 1983. In 2007 acquisition of Swift. He Agribusiness from the Occupied the position of transferred to the US to Vargas, and masters in
president of Food manager and eventual was given the position of has worked in JBS since University of Washington Vice President of Sales, run the group’s trading Economics from
Services in ConAgra went to build a meat president of the Pork 2005. State. Dedicated Operations at business unit University of Brasilia in
Poultry Company. processing facility in Division of JBS USA. KLLM and before that was 2003. Worked more than
Before this he worked Canada. He later in various executive 20 years at Bank of
at Seaboard farms of became the VP of positions at CR England . Brazil and started at JBS
Athens for 22 years, Operations, then was the Moe Joined JBS to run the USA in 2007 after the
including 4 years as the President of the Beef carrier business Swift acquisition.
CEO of the Chicken Business, and eventual
Division became the president of
Cargill Meat Solutions.
Bill joined JBS in 2010 as
the President of the US
Beef Business.
6
7. Shareholders
PROT - FIP
8.1%
Market
19.1%
Controlling Holding
55.5%
BNDESPAR
17.3%
Average daily trade volume of USD 50.4 million in 2Q10
Source: JBS
7
8. Leading, Sizeable and Diversified Business Platform
Beef Chicken Pork Hides / Leather Dairy Lamb
Ranking 1st 2nd 3rd 1st 3rd 1st
Global Global U.S.A. Global Brazil Global
Production 76 33 3 26 7 6
Units
‘000 heads/day: mm heads/day: ‘000 heads/day: ‘000 hides/day: ‘000 tons/day: ‘000 heads/day:
41.2 55.6 1.4
1.1
Geographic 6.7
Presence 28.6 6.9 48.5 28.6 4.5
and Installed
Capacity 9.5 6.0 23.0
3.0
1.0 0.7 1.2
Total: 91.1 Total: 7.6 Total: 48.5 Total: 91.4 Total: 1.4 Total: 27.5
Well-
Recognized
Brands
8
9. Our Strategy
Rationale
Branding • Associating quality and branding to
increase client loyalty
• Customized and further processed
Value added products products for the
end users
Sales and distribution platform • Expanding a global distribution
platform to reach end clients
• Developed an efficient
Production platform and diversified global
production platform
Cost reduction,
Financial Experienced Risk
process
structure management management
EBITDA Margin optimization
JBS’ Value & Strategy
9
10. Distribution Platform with Access to Key Markets
Growth 1
-2 %
3%
4% Growth 1
9%
13 %
8%
Growth 1
Growth 1
7%
2%
25 %
8%
16 %
5% Distribution Center
Sales Offices
1 Real growth of total consumption in tons – 2010E to 2015E
Source – OECD-FAO 10
11. Agenda
Company Overview
Market Overview 2Q10 Highlights
Short Term Outlook
11
13. Animal protein consumption growth in the last decade
Former USSR
47.7%
EU - 27
North America 41.4%
7.5% 23.7% East Asia
Central 29% Middle East
America Southeast
70.2% Asia
48.7%
Sub Saharan
Africa
South America 32.2%
23.3%
Oceania
3
Source: FAPRI February 2010
13
14. Beef Exports
Rising demand in emerging economies drove export volumes up in the semester both
in Brazil and in the US but more importantly, pricing was very strong. As beef production
is long cycle, some of this export demand will tend to boost chicken exports, particularly
out of the US, in the coming years.
US Beef and Veal Exports (Tons) Brazilian Beef Exports (Tons)
700,000 4,600 1,400,000 4,500
4,500 4,000
600,000 5.3% 1,200,000 26.6%
4,400 3,500
500,000 1,000,000
3,000
4,300
400,000 800,000 2,500
24.3% 4,200
300,000 600,000 7.0% 2,000
4,100
1,500
200,000 400,000
4,000 1,000
100,000 3,900 200,000
500
0 3,800 0 0
2005 2006 2007 2008 2009 JAN-JUN JAN-JUN 2005 2006 2007 2008 2009 JAN-JUN JAN-JUN
09 10 09 10
Beef Exports Avg Price in US$ per Ton Beef Exports Avg Price in US$ per Ton
Source: USDA and Secex
14
15. Chicken Exports
Strong domestic demand in both Brazil and the US limited exports in the first
semester although it is clear that prices will tend to push up export volumes from now on
particularly taking into account the reopening of the Russian market for US product.
Brazilian Chicken Exports (Tons) US Poultry Exports (Tons)
3,500 2,000 3,500,000 1,200
-
1,800 2.9%
3,000 17.3%
3,000,000 1,000
1,600
2,500 1,400 2,500,000
800
2,000 1,200
1.1% 2,000,000
1,000 -6.5% 600
1,500 800 1,500,000
400
1,000 600 1,000,000
400
500 500,000 200
200
0 0 - -
2005 2006 2007 2008 2009 JAN-JUN JAN-JUN 2005 2006 2007 2008 2009 JAN-JUN JAN-JUN
09 10 09 10
Chicken Exports Avg Price in US$ per Ton Chicken Exports Avg Price in US$ per Ton
Source: USDA and Secex
15
16. Agenda
Company Overview
Market Overview 2Q10 Highlights
Short Term Outlook
16
17. Highlights for the 2nd Quarter 2010
Revenues increased 52.5% y-o-y and 12.5% to R$14,116.3 million
• JBS USA increased 67.6% y-o-y and 12.9% q-o-q
• JBS MERCOSUL increased 123.1% y-o-y and 19.1% q-o-q
• JBS Exports increased 37.0% q-o-q reaching 29% of sales
EBITDA increased 163.3% y-o-y and 16.0% q-o-q.
Leverage remained fairly stable at 3.0x
Consolidated customer base grew by 22.2% q-o-q, reaching more than 300
thousands customers in 2Q10.
17
20. Revenue Distribution by Market
Revenue Distribution by Market 2Q10 Revenue Distribution by Market 1Q10
Pork Chicken
Pork Chicken
Exports 2% Exports 1% Exports 2%
Exports 2%
Beef
Beef Exports Exports 20%
Beef Beef
25% Domestic 44% Domestic 47%
Chicken
Domestic 22%
Chicken
Domestic 20%
Pork
Pork
Domestic 8%
Domestic 7%
Exports = 29% Domestic Market = 71% Exports = 23% Domestic Market = 77%
Revenue Distribution by Market 2Q10 Revenue Distribution by Market 1Q10
USA Chicken Mercosul USA Chicken Mercosul
22% 27% 25% 23%
USA Pork
9% USA Pork
10%
USA Beef USA Beef
42% 42%
Source: JBS
20
21. EBITDA Distribution by Business Units
2Q10 1Q10
Mercosul USA BEEF USA BEEF
33.5% 34.7% Mercosul 36.1%
43.9%
USA PORK USA PORK
USA Chicken 8.7% USA Chicken 7.4%
22.7% 12.6%
Source: JBS
21
22. JBS Consolidated Exports Distribution
JBS Exports 2Q10 JBS Exports 1Q10
Taiwan Taiwan
Canada 2% Others Canada 2% Others
12% Africa and Middle East Africa and Middle East
4% 4% 12%
China 19% China 16%
4% 4%
Mexico
South Korea Mexico South Korea 14%
5% USA 12% 4% USA
7% E.U. Japan 7% Japan
E.U.
7% Russia Hong Kong 10% 8% Russia Hong Kong 12%
10% 8% 8% 9%
US$2,3331.0 Million US$1,765.4 Million
Source: JBS
22
23. Debt
While JBS leverage remained fairly constant in the quarter (at 3.0x LTM EBITDA), the liquidity of the
balance sheet improved significantly.
The company’s cash position increased 17,5% when compared with 1Q10 (which represents 70% of
the company’s ST debt, from 55% in the previous quarter), while ST debt decreased 7,7% in the same
period.
Considering the US$700mm bond issuance in July, ST debt on a pro-forma basis would represent
roughly 33% of total debt, closer to the company’s target of having less than 30% of its total debt
maturing in the ST.
Leverage ST / LT Profile
3,3 3,1 3,1 3,0x *
2,6
61% 60% 64% 67%
39% 40% 36% 33%
2Q09 1Q10 2Q10 **
(Pro-Forma)*
2Q09 3Q09 4Q09 1Q10 2Q10
Short term Long term
Source: JBS
*LTM including Bertin and Pilgrim’s Pride pro-forma.
** Pro-Forma takes into account senior unsecured notes issued July, 2010
23
24. Agenda
Company Overview
Market Overview 2Q10 Highlights
Short Term Outlook
24
25. A Closer look at synergies – Pilgrim’s Pride
JBS already captured US$ 150 million in synergies with Pilgrim’s Pride acquisition of a
total estimated amount of US$ 220 million. Descrição
The illustration bellow the origins of the captured synergies.
Captured Synergies On going Synergies
Size Time
US$ 150 Million
Efficiency gains in the average
Logistics Optimization US$50mm 2 years
load factor for trucks
Logistics
Adminstrative 23% Reaching final customers
expenses Exports through the JBS current sales US$20mm 2010
34% structure.
Suppliers
20%
Corporate Total US$70mm
23%
Source: JBS
25
26. A Closer look at synergies – Bertin S.A.
JBS already captured R$ 154 million in synergies due to the merger with Bertin of a total
estimated amount R$ 485 million. Descrição
The next graphic shows the origin of the captured synergies.
Captured Synergies On going Synergies
Size Time
R$154 Million Maximization of sales channels
Exports and reviewing contracts for R$31mm 2010
freight
Suppliers Capturing value with the
Administrative Hides R$45mm 2010
16% greatest volume of processed
expenses
Logistics 26%
13%
Review of terms of contract non-
Suppliers R$10mm 2010
core suppliers (ex packaging)
Exports Optimization of fixed costs and
45% Industrial Processes streamlining of existing R$245mm 2 Years
contracts
Total R$331mm
Source: JBS
26
27. IR Contacts:
ir@jbs.com.br
+55 11 3144 4447
www.jbs.com.br/ir
“In God We Trust, Nature We Respect”
27