Documentos de Académico
Documentos de Profesional
Documentos de Cultura
2008
There is one thing that is devastating when lacking but, if developed and encouraged, has the potential of breeding unprecedented success in all dimensions of life. This thing is trust.
No chain can be stronger than its weakest link. JBS supports the sustainable development of the livestock chain.
Indicators
Net Profit . R$ million EBITDA . R$ million Consolidated Gross Profit . R$ million
158 1,156.1 31,106 -165 25 547.8 602 14,727
4,749
06
07
08
06
07
08
06
07
08
16,096
2,292
2.89x
2.77x 2.31x
8,448
1,382
1.95x
3,464 261
06
07
08
06
07
08
1 tri
2 tri
3 tri
4 tri
.2.
Company Creed
As we believe that one of the main competitive differences is the quality of our people, and as we believe that, no matter how simple the position may be, well-prepared and motivated personnel make the difference, we consider Human Capital as the main asset of our company. Mainly through our people we manage to innovate, create, improve and grow. This capital, when well used and with adequate support, enables us to achieve the results necessary for the perpetuation of JBS.
Our Values
: : : : : : Planning Determination Discipline Availability Frankness Simplicity
.3.
History of JBS
The history of JBS has been marked by the acquisition of more than 30 units over the last 15 years, with appropriate capital and management structure.
Inalca ITA Swift Foods Co. EUA/AUST. Maring (Amambai) BR Berazategui (Rio Platense) ARG Colonia Caroya ARG SB Holdings EUA JV Beef Jerky BRA/EUA
Tasman AUST Smithfield Beef EUA Five Rivers EUA Venado ARG Tuerto ARG Pontevedra ARG (CEPA) ARG
19.8
Cceres (Frigosol) BR Iturama (Frigosol) BR Pedra Preta (Frigo Marca) BR Rosrio (Swift) ARG San Jose (Swift) ARG
Goinia (Anglo) BR
Andradina (Sadia) BR
Araputanga (Frigoara) BR
12.7
Anpolis (Bordon) BR
0.3
0.4
0.4
0.5
0.5
0.4
0.7
1.2
1.5
1.9
93
96
97
99
00
01
02
03
04
05
06
07*
08**
R$/US$ exchange rate at the end of the year. Source: JBS * Pro forma JBS S.A. LTM Dec07 (includes JBS USA) ** Pro Forma JBS S.A. LTM Dec08 (includes JBS USA, Tasman and 50% of Inalca); Smithfield Beef LTM Dec08
.4.
JBS Historical Overview JBS Today Who JBS Is Message from the President Message from the Board of Directors Segments of Activity Acquisitions Corporate Governance Operations and Commercial Relationships Financial Performance Consolidated Brands Sustainability Corporate Information Financial Statements
.5.
.6. .7. . 14 . . 16 . . 18 . . 20 . . 27 . . 30 . . 39 . . 46 . . 49 . . 53 . . 65 . . 67 .
JBS Overview
55 years of important acquisitions and strong international presence
1953 1968
JBS have expanded the Company business based on the business spirit in management, the vocation for leadership and the quality of employees and collaborators. Innovative actions have turned this company into the largest world producer of meat and the largest Brazilian food company.
1970
1981 a 2002
Jos Batista Sobrinho starts operation of a small slaughterhouse in the city of Anpolis (GO), with a capacity of handling five heads of cattle per day.
With the purchase of another cattle-slaughtering unit in Luzinia (GO), production soars to 500 heads a day.
Significant expansion of the Brazilian operation through the purchase of slaughtering units and also units producing fresh and industrialised meat, as also as investments in increasing the production capacity. In this period, the slaughtering capacity reaches 5.8 thousand heads per day.
2005
2007
2008
.6.
JBS TODAY
JBS is now the largest beef producer in the world, with a capacity to slaughter 65.7 thousand heads of cattle per day. The Company is also the largest world exporter of beef, with access to all world markets, and also has production platforms in the four largest world producers, namely Brazil, Argentina, Australia and the United States. The Company produces both fresh and processed beef, ready meals, preserved vegetables, beef by-products, and also fresh pork meat. The Company is market leader for beef on the Brazilian, Argentinean and Australian markets, and also the third largest beef-producing company on the American market. With a slaughtering capacity of 48.5 thousand heads per day, JBS has become the third largest producer of pork in the United States. The Company operations are carried out in several different units in Brazil, Argentina, the United States, Italy and Australia, and this has provided access to all the consumer markets of the world, operational flexibility in production, low transport costs, both for transporting the cattle to the units and for transporting the products to the end clients, and a lower risk of phytosanitary problems. JBS has a structure of low cost, efficient operating cycle and high-quality products. All platforms have a sustainable and long-term relationship with clients around the world. JBS Brazil serves these clients through the Companys 22 Production Units, with a capacity to slaughter 18,900 heads of cattle per day and with a total workforce of 16,900 employees in Brazil. In JBS Argentina, there are six slaughterhouses with a total capacity of 6,700 heads/day as well as production of industrialised products and one tin packaging factory, with a total of 5 thousand employees in that country. The operations in the United States have a total of 17,900 employees and production is distributed among 18 units with a total slaughtering capacity of 28,600 heads of bovine cattle per day, 48,500 pigs per day, 4,500 small animals per day, and 11 confinement pens with a static capacity to fatten 820,000 thousand heads of cattle. The JBS operations in Australia are distributed among 10 plants with a total capacity to slaughter 8,500 heads of cattle per day and 15,000 small animals daily. In Italy, Inalca JBS has more than 2 thousand employees, 8 production plants and the capacity to slaughter 3,000 heads of bovine cattle per day. This Company has an additional distribution platform in countries such as the United Kingdom, Russia, Angola, the Congo, Algeria, the Democratic Republic of the Congo and Poland.
22
18 10
.7.
JBS WORLDWIDE
Globalized production and distribution platform
JBS NO MUNDO Slaughterhouse (Beef) Slaughterhouse and Industry Distribution Center Vegetable Canning Plant Beef Canning Plant JBSBeef NO MUNDO Jerky Plant (Beef Snacks) Slaughterhouse (Pork) Abatedouro Slaughterhouse (Lamb) Abatedouro ePork Indstria Beef and Processing Plant Centros de Distribuio Wet Blue Processing Plant Indstria de Vegetais em Conserva Headquarters Office Indstria de Carne Enlatada Feed Lot Indstria de beef Jerky (Beef Snacks) Package Industry Indstria de Carne Suna Inland Container Terminal Indstria de Carne Ovina Commercial Office Processamento de Carne Bovina e Suna Curtume Sede Administrativa Confinamento Indstria de Embalagens
.8.
JBS Brazil
Description
: The operations of JBS Brazil are carried out by 22 production units, with a total capacity of slaughtering 18,900 heads of cattle per day, and more than 16,900 employees; : The clients of JBS in Brazil are essentially sellers, restaurants and leather tanning units (curtumes). The current client portfolio of JBS includes more than 6,000 companies on the internal market; and : JBS is the largest Brazilian exporter of bovine products, with a turnover of US$1.1 billion in 2007, according to the Secretariat for Foreign Trade (SECEX). The Company is also the 22nd largest exporter in Brazil, considering all segments.
: 19 slaughtering units situated in Brazil, in the States of Acre, Gois, Mato Grosso, Mato Grosso do Sul, Minas Gerais, Rondnia, So Paulo and Paran, five of which also have the capacity to produce industrialised products; : One plant for tin packaging, in the State of Rio de Janeiro, Brazil; : One plant for tin packaging for vegetables, in Minas Gerais, Brazil; : One plant for jerked beef in So Paulo, Brazil; and : One confinement site in the State of So Paulo, Brazil.
Clients
In 2008, a total of 11,240 clients were served on the domestic market, and 436 on the overseas market, in more than 100 countries, especially Russia, the United Kingdom, Iran, Hong Kong and Saudi Arabia.
Platform
At this moment, the Company plants are distributed as follows:
AC
AC
RO
ROMT
JBS IN BRAZIL Slaughterhouses JBS NO BRASIL Slaughterhouses and Industry Distribuition Centres Units Abatedouros for Preserved Vegetables Units Abatedouros for Preserved Beef e Indstria Administrative Centros Office de Distribuio Container Yard de Vegetais em Conserva Indstria Confinement Unit
GO MT MS SP PR
MG
GO MS
RJ
MG
SP PR
RJ
: total kill capacity: 18,900 heads of cattle/day. : 16,900 employees. : amount of plants: 22
.9.
JBS argentina
Description
: In 2005, JBS acquired Swift, now known as JBS Argentina, with a capacity to slaughter 6,700 heads of cattle per day and more than 5,000 collaborators; : The Company was the first packaging industry in Argentina to receive the ISO 9001:2000 certification for the whole process of production of processed meats; : In Argentina, the Company is absolute market leader in the segment of industrialised meats for the internal market, with a market participation of 77% of all sales of 2007. The client portfolio consists of 786 companies; and : Last year, JBS Argentina was responsible for 87% of all the industrialised beef sold in the country, which exported to the United States, Europe and about 190 other clients.
Platform
At this moment, the Company plants in Argentina are distributed as follows: : Six slaughtering units in Four provinces (Buenos Aires, Entre Ros, Santa F and Crdoba), of which five also have the capacity to produce industrialised meats; : One plant for tin packaging, in the province of Buenos Aires.
Clients
JBS Argentina has a total of more than 650 clients internally and 140 clients on the export market, serving 43 countries, especially the European Union, the United States, Uruguay, Israel and Canada.
SF CO
CO SF
ER
ER
BA
BA
JBS NA ARGENTINA JBS IN ARGENTINA Abatedouros Slaughterhouses Abatedouros e Indstria Slaughterhouses and Industry Escritrio Administrative Office
: total kill capacity: 6,700 heads of cattle/day. : 5,000 employees. : amount of plants: 7
. 10 .
Description
: The operations of JBS USA are carried out by 18 production units, with a total capacity of slaughtering 28,100 heads of cattle per day, 47,900 pigs per day, and 4,000 heads of sheep per day, as well as 11 confinement units with a total capacity of fattening 820,000 heads of cattle. : The operation has more than 24,200 employees; and : The Company has been well known as a supplier of prime-quality beef and pork for more than 150 years.
: 3 pig-slaughtering plants in Minnesota, Iowa and Kentucky; : 1 sheep-slaughtering plant in the state of Colorado; : 1 leather tanning unit in Texas; : 2 units for production of preserved meat (jerked beef) in Minnesota and Texas; : 2 grease units in Pennsylvania; and : 11 confinement units in the states of Colorado, Texas, Oklahoma, Kansas, Ohio and Idaho.
Platform
At this moment, the Company plants in the United States are distributed as follows: : 8 slaughtering units in the states of Colorado, Utah, Texas, Nebraska, Wisconsin, Michigan, Pennsylvania and Arizona;
Clients
JBS Argentina has a total of more than 3,900 clients in the United States and some 500 clients on the export market, serving 37 countries, especially Mexico, Canada, Taiwan, South Korea and Hong Kong.
MN
MN
WL IA
WL
IL IA KY IL
CT NJ
NE CA UT AZ UT CO
CT NJ
NE CO
CA
KY
AZ
TX FL
JBS IN EUA Cattle Slaughterhouses JBS NOS EUA Distribution Centres Pig Slaughterhouses Abatedouros Bovinos Pig and Cattle Slaughterhouses Centros de Distribuio Sheep Slaughterhouses Abatedouro Bovino e Suno Administrative Headquarters Abatedouro Suno Offices
TX
FL
: total kill capacity: 80,000 heads of cattle/day. : 24,200 employees. : amount of plants: 18.
. 11 .
JBS Australia
Description
: The operations of JBS Australia are carried out by 10 production units, with a total capacity of slaughtering 8,500 heads of cattle per day and 16,500 heads of sheep and pigs. In addition, the Company has some 6,900 employees; : TBS Australia is the largest meat processor and exporter on the Australian market, having a commercial relationship with more than 30 countries, mostly on the Pacific coast and in North America.
Platform
At this moment, in Australia, the Company plants are distributed as follows: : 10 slaughtering units for cattle, sheep and pigs; and : 5 confinement units in Queensland and New South Wales.
Clients
JBS Australia has a total of 185 clients in the United States and some 400 clients on the export market, serving 35 countries, especially South Korea, China, Japan, Taiwan and Indonesia.
Queensland
Southn Australia New South Wales
Western Australia
Southn Australia
Victoria
Victoria
JBS IN AUSTRALIA Cattle Slaughterhouses Distribution Centres Administrative Headquarters Confinement Units
. 12 .
: total kill capacity: 25,000 heads of cattle/day. : 6,900 employees. : amount of plants: 10
JBS NA AUSTRLIA
Description
: The Italian operation is responsible for the production of fresh bovine meat, as also as processed and smoked meats and snacks, through a jointventure with the Cremonini Group; : Turnover of US$1,039 million and assets of US$771 million; : The production division is responsible for two companies: NALCA SpA and Montana Alimentari SpA; : Largest producer of beef in Italy; : Largest producer of industrialised beef in Europe; : Largest producer of hamburgers in Italy; : The Company is the only non-American supplier of McDonalds; : Capillarity in distribution throughout Europe, Africa and Russia; : Benchmark in technology in the market for cattle slaughtering; : 10 production plants; : Production capacity of 800,000 heads of cattle per year; : 40,000 tonnes of hamburgers per year; and : 2,019 collaborators.
Distribution
: Moscow (Russia) : St. Petersburg (Russia) : Luanda (Angola) : Lobito (Angola) : Melangie (Angola) : Brazzaville (Congo) : Point-Noire (Congo) : Algiers (Algeria)
Production Units
: Poland Slaughterhouse : Moscow Logistics and Distribution
Clients
INALCA JBS has a base of more than 8,000 clients internally and also 660 on the external market, serving 65 countries, especially France, Spain, Greece, England and Germany.
ITLIA
. 13 .
: total kill capacity: 800,000 heads of cattle/day. : 2,019 employees. : amount of plants: 10
Abatedouros
Who JBS is
Pioneerism has been the mark of the path trailed by JBS
The success of the Company is backed up by business spirit and by a pioneer approach, both very strongly present in JBS management. JBS S.A. was the first company to be structured professionally, in the meat industry in Brazil. The strategic vision, focused on an expansion policy, started the internationalisation of the Company in 2005 with the purchase of Swift Argentina. The following year, the Company became a sociedade annima (like a PLC in the United Kingdom) and, in March 2007, promotes a new milestone on the So Paulo Stock Exchange. With the opening of the Companys capital in 2007, JBS strengthened its pioneer spirit, being the first company in the meat-packing segment to trade its shares on the Stock Exchange. The opening of the Companys capital shows the advances made by JBS, which thus consolidates the best practices of Corporate Governance which the Company has always practiced, making the market more transparent.
The year of 2007 has been important in the history of JBS as the start of the globalisation of the Company, while the year of 2008 has seen the consolidation of this movement. In 2007, JBS purchased the Swift Foods Company, in the USA, with units in that country and also in Australia, now known as JBS USA and JBS Australia. In 2008, JBS announced the completion of purchase of a 50% stake in Inalca, the largest producer of beef in Italy, as also of Smithfield Beef Group, Inc. and the Tasman Group, the former being situated in the United States and the latter in Australia. The acquisitions in 2008 have consolidated the globalisation of the Company and also strengthen the JBS strategy of geographical diversification of their production and distribution units, thereby reaffirming the Companys global presence in the main meat-producing countries, and with access to 100% of the consumer markets. This production platform makes JBS a company that holds global leadership in the beef segment, and which exports to the most important importing countries in this segment. The JBS management style also includes a search for modernity, quality of products and raw materials, construction of relationships with partners, clients, collaborators and society in general, satisfaction of shareholders, and a commitment to issues of social and environmental responsibility. JBS is dedicated to the production of fresh and chilled beef, processed beef, fresh and chilled pork, and also beef and pork by-products.
. 14 .
JBS is present in all the worlds consumer markets thanks to its productive strategy, with plants in the main beef-producing countries Brazil, Argentina, the United State, Italy and Australia and also leadership in terms of exports, serving 110 countries. JBS also has, as their strategy for the consolidation of global presence, a strong and well-structured policy of acquisitions. In 2008, they tightened their grip on the North American market with the purchase of Australian company Tasman for some US$150 million, and also the takeover of Smithfield Beef, which operates in the United States. JBS analyses companies throughout the world, to identify those that have good market potential but which are not able to establish an efficient management system. On takeover, the companies go through a period of financial cleansing and then the JBS standards of management are enforced. This means that there has been the start of a process of optimisation of the results of these production units and also the unification of Company culture. Nowadays, JBS is active in the food and transport segments, and, in all the countries where the Company is present, has a total of 48.9 thousand collaborators which contribute towards the success of the Company. The JBS operations are structured in five segments: : JBS Brazil : JBS Argentina : JBS United States : JBS Australia : JBS Italy (Inalca)
90.7%
93.8%
. 15 .
. 16 .
With conservative management and a focus on results, JBS envisages opportunities amid moments of turbulence
Although pointing to 2009 as a year to conservative business management movements, JBS demonstrates that its growing strategy has been being correct. Company is taking advantage of opportunities as firms acquisitions, where its management model, between efficiency improvement and costs reduction, can increase its resuls. At 2008 we incorporate to our portfolio Inalca operations, Italian firm responsible by fresh beef, manufactured, smoked and snacks production, between Association with Cremonini group, Tasman Australian group, and Smithfield Group beef unity (Smithfield Beef), in United States, and its confining operations known as Five Rivers, are now respectively named as: JBS Packerland and JBS Five Rivers. Those acquisitions represents the conclusion of investments plan to build a slaughtering, production and trading platform sustainable, on EUA and Australia, that began at July, 2007, between Swift & Company acquisition. The next years, we believe, Will be marked by JBS distribution global platform integration and expansion, to consolidate each more our strategy to create the largest world company of direct distribution of beef, cooled and freeze dairy products. This report shows JBSS management solidity and the trust that company entrust on its more than 48.9 thousand employees around the world.
. 17 .
. 18 .
Globalisation
Cattle is the most important commodity in the state of Colorado, and is responsible for more than 60% of our agricultural income. JBS brings an international perspective to this industrial segment, which will benefit the producers and also make agriculture in Colorado feasible in years to come.
Betsy Markey
Congresswoman from the Fourth District of Colorado
. 19 .
Segment of Activity
JBS is active in the production and commercialisation of beef, and is present in the largest producing and consumer markets of this segment
The year 2008 was marked by the global financial crisis. As from September 2008, the world felt the pinch with the effects of this scenario. The speculations about the duration and the impact of the current global crisis have led to a high volatility as yet unseen in the capital markets. For JBS, this situation of instability was regarded as an opportunity to prove the solidity of the Company and also the ability to manage risks, which gave the Company reasonable financial stability even in the most adverse conditions. The experience of JBS in statistical studies on elasticity have shown that, during previous global crises the consumption of bovine protein was not reduced, meaning that the Company believed that the demand for their products would continue to grow and that there would be good results at the end of 2008. Some effects of this crisis, such as exchange rate operations, brought important benefits. This movement led to the financial deleverage of JBS, as currently more than 80% of cash flow is in American currency while almost all the debt in Brazilian Reais. It also provided operational gains through the global production and distribution platform, directing Company resources between the markets for each region. In 2008, the first impact on business came in the form of suspension of credit lines for exports. JBS, well positioned with the main producing and consumer markets, sought to strengthen their activities in the domestic markets where they have their units. In this way, the Company reduced its dependence on international markets when there was lack of credit for importers. Once again, the strategy of expanding Company business throughout the world and getting closer to the main markets proved to be correct. Lower costs and improvement to efficiency were key factors for the success of the Company.
. 20 .
The position of JBS on the markets in the United States and in Australia were important factors for the Company business not being contaminated by the world financial crisis. The United States are the largest world market for beef, while Australian has strategic closeness to the Asian markets. In the United States, the Company also has strong operations with pigs as well as cattle, this being a diversification that also helped to ensure positive results in the year. JBS obtained satisfactory results in 2008. The Company closed the year with a positive performance. The third quarter, for example, had the best quarterly result consolidated in the history of the Company, with an EBITDA of R$470.5 million, a net turnover of R$7,771.5 million, and a net profit of R$694.0 million. In this same period, JBS USA, considering its activities in the beef segment, also obtained its best historical result and confirmed the expected increase in EBITDA margin, from 5.1% in 2Q08 to 5.6% in 3Q08. The year 2008 was important for JBS to confirm its stability and leadership in the beef segment, even in the light of an adverse scenario. The year has also been relevant because JBS has confirmed its stability and leadership in the beef segment
and also for the full retaken of the results obtained by JBS USA. In addition to the good results obtained on the American market, exports have stood out through the strong global demand. The turnaround of operations in the USA has once again proved the experience and the competence of the Management of JBS, guided by your efficient strategy of seeking opportunities in purchases. In 2008, JBS thus consolidated the Companys globalisation and also confirmed to the market its capacity for management.
Production
Brazil has the 2nd largest bovine herd and In terms of the herd commercially used, Brazil has the largest cattle herd in the world, by number of cattle heads. In the ranking of world production of beef, Brazil is in nd 2 position, behind the United States which yonder USA are the largest consumer of this product. Australia is the second largest exporter of beef as it has many productive advantages: exceptional sanitary conditions, as it is a large island without borders onto any other countries, which means there is no risk of infection by animals from other countries; good weather conditions; and proximity to Asia, an important consumer market for beef. Argentina is the fourth largest beef producer. Argentinean meat is in itself a very strong brand on the international market through its tradition, native pastures and also its climate similar to that of Europe. These benefits allow the development of a product which is highly competitive on the European market.
Brazilian Macroeconomic Scenario Growth in GDP Inflation (IGP M) Inflation (IPCA M) Selic (Official Interest Rate)
Sources: IBGE and FGV
. 21 .
1,200.0 1,100.0 Herd . million head 1,000.0 900.0 800.0 700.0 600.0 60
Source: USDA
70.0 Production . million tonnes 60.0 50.0 40.0 30.0 20.0 10.0 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 00 02 04 06 08
11
18
15 3 17 10 12 4 4 5 6 6 10
. 22 .
Consumption
Beef is an important source of protein, and for this reason it is the third most commonly eaten meat in the world, after pork and chicken. USDA statistics show that the consumption of beef has been rising steadily since 1960. The same source shows that since 2001 the world consumption of beef has grown at a rate of 1.1% per year, on average. For the next few years, we expect a steady growth in the world consumption of beef, as a result of the population growth, mainly in countries like China, Brazil, other Latin American countries, the Middle East and Eastern Europe. The maintenance in the growth of the population in developed markets and the constant growth of population in the emerging markets show a strong demand for the Companys products in both the short and the long term.
10,000.0 8,000.0 Population . million 6,000.0 4,000.0 2,000.0 0.0 60 65 70 75 80 85 90 95 00 05 10* 15* 20* 25* 30* 35* 40* 45* 50*
Source: United Nations and USDA * UN Estimate ** Trend for beef consumption considering CAGR of 2% per annum (between 1960 and 2009)
140.0 CAGR 2.0% Consumption . million tonnes 120.0 100.0 80.0 60.0 40.0 20.0 -
. 23 .
34.7
Argentina
Uruguay
USA
Brazil
Australia
Canada
Mexico
EU
Russia
Japan
China
Commerce
The United States, even as the largest beef producer in the world, has a shortage of production of lower-value cuts, in contrast to a surplus of high-value cuts, which makes the USA the largest importer of subgrade beef (as the production does not meet the high demand of the country) and an important exporter of choice and prime cuts. The countrys exports fall after 2003, in the wake of the outbreak of BSE (popularly known as mad cow disease), but started an important recovery as from 2008, suggesting that the volumes exported should return to the levels of before 2003. In Australia, export of beef is a strong activity. The country has been one of the leaders in this segment for more than a decade now. About 75% of the exports of Australian beef have been made to Japan, South Korea, Russia, Taiwan and Mexico, among other countries, and this figure is developing further, so that there may be a record growth in 2009.
In the export ranking, Brazil has been in the lead since 2004, mainly thanks to the increase of the national herd and also efficiency in livestock husbandry, together with the occurrence of BSE in some beef-exporting countries this being an illness which does not affect the national herd, and which therefore opened the markets formerly covered by these countries to the export of Brazilian meat. Argentina has been significantly increasing their exports in recent years. The beef industry in the country has obtained great success through the international marketing made with the aim of placing the countrys meat with a prime perception by the international market.
. 24 .
The Beef Industry: Brazil, Argentina, the United States and Australia
With the largest beef herd for commercial purposes, Brazil has also become the largest world exporter of beef, thanks to the stepping up of production, characterized by low cost, which allows the widening of the range of destination markets for exports. The reduction of sanitary and commercial barriers has also played a part in bringing about the average growth of 25.5% in Brazilian beef exports since the year 2000. In 2008, considering the total between January and October, Brazil exported just over 1.89 million tonnes of fresh beef equivalent, with a turnover of US$4.67 million. Compared with the same period for 2007, we see that there has been a rise in turnover by 26%, in contrast to a 13% fall in volume. The largest buyer of Brazilian fresh beef has been Russia, with 38% participation, followed by Venezuela (9%), Iran (7%), Hong Kong (5%), Egypt (5%), Algeria (4%) and Israel (4%). For processed meats, 20% of the total exported goes to the United States, followed by the United Kingdom (14%), Italy (6%), the Netherlands (6%), Germany (2%), Belgium (1%) and Jamaica (1%). The according to data released by the Brazilian Meat Exporting Industries Association (ABIEC). This year, with the tightening of European restrictions on fresh Brazilian meat, there was a significant rise in the sales of processed meats (sales of fresh beef fell), even in the case of Europe itself. More specifically, at the end of 2008, the international financial crisis has had a negative impact on shipments, particularly in the case of Russia. The restrictions set by the Argentinean Government on beef exports in 2008 removed the country from the 4th place among the largest world exporters, bringing it down to 7th place. In 2005, Argentina was the 3rd largest world exporter of beef. The crisis between the Government and the rural beef producers had an important impact on the segment. This scenario was made even worse as from September, when the world financial crisis broke out.
Argentina
Australia
United States
China
European Union
Russia
South Korea
Japan
(-1,500)
Production - Consumption Source: USDA Estimate for 2009
(-500)
500
1,500
2,500
: Production platform which leads in countries with production surplus. : Leader in exports to the most important beef-importing countries. : Access to 100% of beef consumer markets. : Sustainable and long-term relationship with global clients.
. 25 .
The JBS operations are in conformity with laws and regulations of the markets where the company is active
The United States are the largest world producer of beef, even though the country has only the third largest commercial herd. The country is also the largest world consumer of beef, with significant consumption of cheaper cuts and a lower consumption of prime cuts. In this way, the country stands out for exports of prime and choice beef and, at the same time, is the largest importer of second-grade beef. For JBS, the United States is the most strategic market of their operations, as this is the most important consumer centre and also a producer of beef protein. This is also a market which warrants lots of attention, through seasonality and also due to the high competitivity of the segment in the country. Australia is now the second largest beef exporter in the world. Australia has kept its position as leader in beef exports to Asia, making the most of the excellent economic performance of this region, and China is the main target, destination of two thirds of Australias production.
. 26 .
Growth
I have followed the trajectory of JBS Group for over four decades now. From a humble origin, this company grew to gigantic proportions in the scenario of its state, of Brazil and overseas through its competence and the earnestness it always faced its commitments with. JBS Groups trump card is the solidity in its commercial transactions; its credibility, therefore, is above dispute. In conclusion, we can it is a company that inspires confidence, which is an edge in the globalized world.
Iris Rezende
Mayor of Goinia
. 27 .
Acquisitions
The purchases made in 2008 have consolidated the globalisation of the Company
JBS has constructed a solid business management model in the food segment. The Company seeks to expand its presence on the global market through a strategy of assessment of opportunities and acquisition of companies that could benefit from a management shock based on the JBS model. In this way, the Company has sought to consolidate a position of leadership in strategic markets and ensure god results for the Companys investments. The Company started its internationalisation in 2005 with the purchase of Swift Armour, an Argentinean company, and then, as from 2007, JBS embarked on an expansion and globalisation plan, moving towards the largest producing and consuming markets for their products. In 2007, the purchase of Swift Foods, of the United States, in an operation worth US$1.4 billion, consolidated the Companys position as the largest world producer of beef and the third largest producer of pork. In 2008, with the purchases of the JBS operations in Australia, Italy and the United States, the Company consolidated its globalisation process. In March 2008, the Company clinched an agreement with Cremonini SpA (Cremonini), for the acquisition of a 50% stake in the capital stock of Inalca SpA (Inalca), one of the most important beef producers in Europe, for a total of 225 million Euros, based on an enterprise value for Inalca set at 600 million Euros. The acquisition of Inalca, which now bears the name of Inalca JBS, established important synergies between products and sales channels of JBS and Cremonini, both leaders in their respective markets. On the one hand, JBS with its production and distribution in the markets of South America, the United States and Australia, and, on the other hand, Cremonini, through Inalca, with its presence in Europe, Russia and Africa. For JBS, this operation was a unique opportunity to access, through Inalca, new markets and clients, including large multinationals in the fast-food business, producers of processed foods, large retail chains, and food service companies. This alliance also offered JBS access to Inalcas cutting-edge technology, widely acclaimed, as also to the products with highest added value, traded under the Montana brand name. For Cremonini, this transaction gave privileged access to the main world sources of supply of beef, as well as strengthening its supply chain. This Association in Italy, together with the acquisitions made in the United States and in Australia, have confirmed the global leadership enjoyed by JBS. The acquisitions of the American company Smithfield Beef and Australian company Tasman were closed at R$565 million and US$150 million respectively.
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In March 2008, JBS announced the purchase of the Tasman Group, an Australian company, and also of Smithfield Beef, an American company. The confirmation that authorization had been received from the Australian Competition & Consumer Commission (ACCC), the Australian regulator, for the purchase of the Tasman Group was received by JBS on 23 April 2008. The new structure gave JBS Australia an additional 5,000 employees and 15 units, including slaughterhouses for bovines and small animals (sheep and calves) with a capacity of slaughtering 8,500 heads of cattle per day and also 16,500 small animals per day. As part of JBSs globalisation strategy, the acquisition of Smithfield Beef in 2008 was an important step in the completion of the investment plan for the construction of a sustainable slaughtering platform, and also the production and commercialization of beef, in the United States and Australia, which started in July 2007 with the purchase of Swift & Co. This purchase shall increase JBSs capacity to meet specific demands made by the clients, and shall also provide economies of scale and operational efficiency, thereby generating value for the shareholders.
The acquisition of Smithfield Beef Processing included 100% of the shares issued by subsidiary Five Rivers Ranch. With the purchase of Smithfield Beef Processing, JBS USA started to have four more slaughtering units in that country, located in Green Bay (Wisconsin), Plainwell (Michigan), Souderton (Pennsylvania) and Tolleson (Arizona); a greaseproducing unit in Elroy (Pennsylvania) and a bovine confinement unit in South Charleston (Ohio); and a transport company, with some 120 refrigerated lorries. Five Rivers has ten confinement units for bovines, with a total capacity of 811,000 heads, in the states of Colorado, Idaho, Kansas, Oklahoma and Texas. With the purchases in the United States, currently this platform accounts for about 75% of the consolidated net turnover of JBS. With these operations, JBS, which were already leaders in beef production, also became the leader in the sale of beef-based products. The Company obtained a significant advantage with the proximity to the largest beefproducing and consuming markets in the world. After this business integration, JBS had 14% of world beef production, and a capacity to kill 15 million heads per year, as well as 31% of meat sales on the international market.
The integration of the Tasman Group , Smithfield Beef and the confinement units of Five Rivers have increased the production platform and introduced synergies that have reduced costs
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Trust
The Argentinean Beef Industry has added power to its activities with the participation of Brazilian capital. The significant development of the JBS Friboi Group , the owner of 8 industrial plants in the country, clearly express the decision taken by this business group , a leader in the segment, to boost and enhance the Argentinean beef industry, which shall bring concrete benefits for the country, for the workers and also for the technology of the sector.
Dr. Mario Dario Ravettino
President | Consortium of Argentinean Beef Exporters (ABC)
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Corporate Governance
JBS conducts its business in a transparent and ethical manner, this being the base of the companys Corporate Governance
JBS follows a model of Corporate Governance with the aim of implementing the best practices in the Company, that should be reflected in transparency and trust from a range of publics, and also ensure the best products and services to the Company clients, solidity to suppliers, satisfactory yield for shareholders, and the certainty of a better future, for all collaborators. Corporate Governance is the very essence of the Company, which makes use of best market practices and also acts in line with currently effective laws, in a natural way. Governance is a reality within JBS, something dynamic and natural, which is part of the daily activities of the Company. The conduct of JBS is represented by the pillars of corporate governance. This means that the view of organizational behaviour based on Governance guides JBS in the strict compliance with laws and also respect for all segments of the public.
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In terms of operational focus, JBS believes that everything starts at the plants, as the harmony and the precision of the quality of the cattle raw material, together with the capacity of human work, make a success of the Company and also back up and prop up the possibilities of growth and investment in the future. JBS monitors external factors to make strategic decisions and always focuses on what is within their reach and what can be controlled. The Company is obstinate in controlling costs, in increasing the slaughtering and production capacity, and also in the steady improvement of yield and the guarantee of the best quality of their products. Risk control identifies and classifies the events that cause strategic risks to JBS business, according to the probability thereof, and establishes the respective control procedures. The Company conscientiously deals with possible risks that could involve the Companys segments of activity, and sets targets and guidelines for the management thereof. The Company creates and sustains different Commissions to ensure correct implementation of all Company activities. At present, JBS has Audit, Finance, People Management and Corporate Strategy Commissions. For example, the Corporate Commission manages sustainability at JBS. JBS believes that its development and corporate growth must be associated to the sustainability of Company actions. With this belief, JBS supports and invests in the improvement of the production chain to which it belongs. JBS shares are traded on the New Market, a segment of Bovespa made up of companies which have committed themselves, on a voluntary basis, to the adoption of corporate government policies in addition to those required by relevant legislation.
(Bovespa). JBS S.A. discloses relevant facts and notifications as per CVM instructions, which requires that the data about Company business are published in a way that gives investors and the market enough time to make decisions concerning their investments. JBS also, through press releases, makes the Companys quarterly results available to the market and also holds a conference for investors and market analysts, as also a press conference every three months to comment on Company performance, events and also shed light on possible doubts shown by the market. Commitment to efficient corporate governance is reflected in the option to register the Company in the listing segment of the New Market of the So Paulo Stock Exchange (Bovespa), which has a strict commitment to good practices of corporate governance. JBS shows its commitment to transparency and also quality in business management through public commitments inherent to the New Market, namely: : Grant to all shareholders the right to joint sale (tag along), in cases of alienation of the share control of the Company, in which case the acquirer of the control should make a public offering of share purchase to the other shareholders; : Take up supply procedures that favour scattering of shares; : Comply with minimum standards for quarterly disclosure of information; : Follow stricter disclosure procedures with regard to deals made by the controlling shareholders of the Company, as also Board Members and Directors, involving securities of their issuance; : Submit any existing shareholder agreements and programmes with share purchase options to Bovespa; : Prepare annual financial statements, including cash flow statements, in the English language, as according to international accounting standards like the Generally Accepted Accounting Principles (GAAP) of the USA, or the International Financial Reporting Standards (IFRS);
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: Use exclusively the arbitration rules of Bovespa, by which Bovespa, the Company, the controlling shareholder, the managers, and the members of the Fiscal Board of the Company, if installed, agree to solve any dispute or controversy concerning the listing regulations through arbitration; and To ensure correct conduct in all JBS activities, in addition to the Tax and Management Commission, JBS also has Audit, Finance, People Management and Corporate Strategy commissions. Each of these commissions plays a relevant role in the guarantee of JBS management processes.
: Give an opinion on the proposal for distribution of dividends and tax planning; : Monitor quarterly results; and : Seek to protect the internal financial control systems.
Audit Commission
: Give opinions about hirings, remuneration, retaining and replacement of the external auditor; : Contribute to the preparation of the scope and the schedule of the annual auditing activities and also to the review of current internal risk controls, seeking to improve the quality of the information supplied to the Board of Directors; : Identify and suggest actions in support of the monitoring of the activities of the internal and external auditors, and establish a channel of communication between internal institutions for accounting controls and the Board of Directors; and : Try to solve possible controversies between the Auditors, Board and Fiscal Commission about the financial statements of accounts.
Finance Commission
: Give an opinion about the appropriate capital structure, and prepare studies about market capital costs vis--vis costs of Company debts; : Study the projects for investments and adaptation of the Companys financial structure in depth;
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Board of Directors
The Board of Directors is the highest institution of Company management and is responsible, among other points, for establishment of policies and guidelines for Company business. The Board of Directors also supervises the Management and also oversees the implementation, by the Management, of the policies and guidelines regularly established by the Board of Directors. The Administration Committee of JBS currently consists of seven members, three of which are independent committee members. The term of the first Administration Committee after the opening of capital, which occurred in 2007, is three years. This means that the term of the current members of the Administration Committee is due to expire in 2009. As from 2009, the members of the Administration Committee shall be voted for a unified term of two years, with the right to unlimited re-elections. The Administration Committee meets once a quarter, or at any moment when a special meeting is called by the President or by any other member. Joesley Mendona Batista: Mr. Joesley Batista is the current President of the Administration Committee, having been elected to this post on 2 January 2007, and has more than 20 years of experience with the production of beef within the JBS Group. He is also the Executive President of JBS S.A. Joesley Batista has worked for the JBS Group since 1988 and is one of the sons of Mr. Jos Batista Sobrinho, founder of the JBS Group, and brother of Mr. Jos Batista Jnior and Mr. Wesley Mendona Batista. Wesley Mendona Batista: Mr. Wesley Batista is the current Vice-President of our Board of Directors, having been elected to this post on 2 January 2007, and also has more than 20 years of experience with the production of beef within the JBS Group. He is also a Member of the Board, and has worked for the JBS Group since 1987. He is one of the sons of Mr. Jos Batista Sobrinho, founder of the JBS Group, and brother of Mr. Jos Batista Jnior and Mr. Joesley Mendona Batista.
Jos Batista Sobrinho: Mr. Jos Batista is a member of our Board of Directors and is the founder of the JBS Group. He has experience in beef production in the JBS Group spanning more than half a century. Mr. Jos Batista was elected to this position on 2 January 2007. Mr. Jos Batista is the father of Mr. Joesley Mendona Batista, Mr. Wesley Mendona Batista and Mr. Jos Batista Jr. Jos Batista Junior: Mr. Batista is a member of our Board of Directors, having been elected to this post on 2 January 2007, having more than 25 years of experience in beef production within the JBS Group. Mr. Batista is one of the sons of Mr. Jos Batista, the founder of the JBS Group, and brother of Mr. Joesley Mendona Batista and Mr. Wesley Mendona Batista. Marcus Vinicius Pratini de Moraes: Mr. Pratini de Moraes has been a member of our Independent Administration Committee since 2 January 2007. He is an Economics graduate from the Faculty of Economic Science of the University of Rio Grande do Sul (1963), with graduate studies in Public Administration from the Deutsche Stiftung fr Entwicklungslnder, in Berlin, Germany (1965) and in Business Administration by Pittsburgh University & Carnegie Tech Carnegie Institute of Technology (1966). Mr. Pratini de Moraes held the posts of Interim Minister of Planning and General Coordination (1968-1969), Minister for Industry and Commerce (1970-1974), Minister of Mines and Energy (1992) and Minister for Agriculture, Livestock and Supplies (1999-2002). Demsthenes Marques: Born in Passo Fundo, Rio Grande do Sul, he is a graduate in Civil Engineering from the Federal University of Santa Maria, and completed post-graduate studies in Urban Development by the Cndido Mendes Integrated Faculties, a specialist in Audits of Public Works from the University of Braslia (UnB) and in Geographical Information Systems by the Federal University of So Carlos (UFSCar). He has been an Investments Director at FUNCEF since July 2004. He has been an employee of the Brazilian Federal Savings Bank (Caixa Econmica Federal) since 1989, and at this institution he carried out executive roles in the areas of Urban Development and also Social and Economic Development. Post Held President Vice-President Board Member Board Member Board Member Board Member Deputy Member Date elected 2/1/2007 2/1/2007 2/1/2007 2/1/2007 2/1/2007 11/4/2008 11/4/2008 Term ends August 2009 August 2009 August 2009 August 2009 August 2009 August 2009 August 2009
Members of the Board of Directors Joesley Mendona Batista Wesley Mendona Batista Jos Batista Sobrinho Jos Batista Jr. Marcus Vinicius Pratini de Moraes(1) Demsthenes Marques(1) Humberto Pires Grault Vianna de Lima(1)
(1) Independent Board Member
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He has also been a Board Member at Litel S/A (the holding company of the society structure controlled by Vale do Rio Doce), Brazil Railways (Brasil Ferrovias), Ferronorte, Ferroban, Novoeste and ALL Amrica Latina Logstica. Humberto Pires Grault Vianna de Lima: Brazilian, graduated in Economics at the Faculty of Political and Economic Science in Rio de Janeiro, in 1979. He also has post-graduate studies in Economics from the Economic Research Institute Foundation (FIPE) of the University of So Paulo (USP), and in Economics from the School of Economics of the Getlio Vargas Foundation (FGV), between January 1990 and December 1991. He simultaneously holds the posts of Manager of New Projects and that of Participations Manager, at the Petrobrs Social Security Foundation (Petros), since March 2008.
Wesley Mendona Batista: Mr. Wesley Batista is the current Vice-President of our Board of Directors, having been elected to this post on 2 January 2007. He has more than 20 years of experience with the production of beef within the JBS Group. He is also a Member of the Board, and has worked for the JBS Group since 1987. He is one of the sons of Mr. Jos Batista Sobrinho, founder of the JBS Group, and brother of Mr. Jos Batista Jnior and Mr. Joesley Mendona Batista. Francisco de Assis: Francisco has been on the Management Team since 2 January 2007. He is a qualified lawyer, qualified from the Catholic Pontifical University of Paran. He took a lato sensu post-graduate course in Environmental Law, at the Catholic Pontifical University of Paran; also a lato sensu post-graduate course in Company Law, at the Mackenzie University in So Paulo; a masters degree course (stricto sensu), at the Mackenzie University in So Paulo and the Catholic Pontifical University of Paran, in the areas of State Law, with a masters dissertation on Constitutional Tax System, with all the credits for a Doctorate; he also took an MBA course at the University of So Paulo (USP) in Labour Economics. He has carried out his professional activities at the JBS Group since December 2001. Srgio Longo: Mr. Longo was the Financial Director at JBS between 2003 and January 2009, when he resigned. In April 2009, he was elected as a member of the Fiscal Commission at JBS S.A. Mr. Longo has more than 25 years of experience working in financial institutions, and before joining our Company, worked for 18 years at the Sudameris Bank and four years at the Rural Bank. Jeremiah Alphonsus OCallaghan: Mr. OCallaghan was born in Cork, Republic of Ireland, in 1953. He read Engineering at UCC (University College Cork) and immigrated to Brazil in 1979. He entered the meat industry in 1983, developing global commerce for the Brazilian beef segment. He first worked at Mouran (1983 to 1989), then at Bordon (1989 to 1995) and finally joined JBS in 1996, to develop the area of International Business.
Management Team
The Management Team at JBS is its executive institution. The executive directors are their legal representatives and are also responsible for internal organization, decision-making process, daily operations, and implementation of policies and general guidelines as established at regular intervals by the Board of Directors. The members of the Management Team of the Company are elected by the Board of Directors for terms of three years, and are entitled to be re-elected. The Management Team of JBS meets whenever called up to do so, either by the President or by the majority of its members. Joesley Mendona Batista: Mr. Joesley Batista is the current President of the Board of Directors, having been elected to this post on 2 January 2007. He has more than 20 years of experience with the production of beef within the JBS Group, and is also the Executive President of JBS S.A. Joesley Batista has worked for the JBS Group since 1988 and is one of the sons of Mr. Jos Batista Sobrinho, founder of the JBS Group, and brother of Mr. Jos Batista Jnior and Mr. Wesley Mendona Batista.
Directors Joesley Mendona Batista Wesley Mendona Batista Francisco de Assis Srgio Longo Jeremiah OCallaghan
Post Held President Executive Operations Manager Legal Affairs Manager Financial Manager Investor Relations Manager
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Risk Management
JBS anticipates possible problems that could affect the segment of production and commercialization of beef, especially concerning trade barriers. The Companys strategy of expanding their operations in units located in different Brazilian states is fundamental to protect the Company against risks comcerning phytosanitary barriers in the international beef trade. Should there be any commercial or sanitary blocks against bovine-origin food produced in certain regions, JBS can keep up the export of their products through production in areas that are not under the effects of the embargo. Another factor that helps with Risk Management related to commercial barriers of a political or phytosanitary area is the internationalisation of production, with plants scattered around other countries (Argentina, United States, Italy and Australia).
JBS NO MUNDO
Abatedouro Abatedouro e Indstria Centros de Distribuio Indstria de Vegetais em Conserva Indstria de Carne Enlatada Indstria de beef Jerky (Beef Snacks) Indstria de Carne Suna Indstria de Carne Ovina Processamento de Carne Bovina e Suna Curtume Sede Administrativa Confinamento Indstria de Embalagens Ptio de Containers Escritrios Comerciais
l ca
Examples: Frigorficos Brasileiros SwiftArmour Swift & Company Inalca Tasman SmithfieldBeef
er B et t rgins ma
e Red reas tion duc uce costs, inc c tivity rodu lue of p d a n n a a d p ex pro dv d uct s with greatest adde
pro
Ma
. 36 .
With the uncertainties of the international money markets, the pressure of foreign exchange rates in Brazil, with the volatility of the Brazilian Real during 2008, JBS has been active in minimising the Companys exposure to financial risks. Conservative governance principles have enabled the Company to face the reduction of the global supply of credit with minimum impact, and keep their consolidated margins.
Environmental Policy
JBS is a Company that has its success largely based on the management of products with environmental responsibility
JBS adopts a responsible stand regarding the use of natural resources, thereby ensuring the feasibility of the companys business
For the Company, the environment shall be seen as a factor of business stability and, as such, treated in a sustainable fashion. For the Company, the excellence in environmental management shall be based on economic feasibility and ecological correctness. The JBS units are evolving in their management of natural resources. For this purpose, they act in a responsible fashion when using the materials, and have issues related to mitigation of global warming in their internal policies, so much so that this is the first company from this segment to succeed in approving a carbon-credit programme in accordance with the rules established by the Kyoto Protocol. The treatment of residue in all JBS units is considered a priority issue, both from the environmental standpoint as in terms of public health. JBS invests in technologies to make their industrial residues inert and minimize the impact on the environment. The Company has programmes in place for the reduction of water consumption, and treats its effluents so the water may be returned to nature within the standards of quality required by normative institutions. There are also programmes for reduction of use of energy and for the search for alternative sources of energy, that reduce the impact of the Company on the need to generate electricity in the countries where the Company is active.
Capital Markets
The Company shares traded on Bovespa, under the code JBSS3, in 2008 had a performance of -15.5%, while the overall Bovespa index had a performance of -40,2%. JBS believes that the good performance of their shares compared with the overall index is a consequence of the acknowledgement of the Companys solidity and transparency, by the general market. The Company has become established as the largest producer and exporter of beef in the world, with the market capitalization having exceeded the level of R$7.6 billion. At the end of 2008, the total free float available for trading on the stock market was a total of 683,167,775 shares, corresponding to 47.5% of the Company capital. In December 2007, the free float stood at 36.4%. In line with the expansion that has been observed, mainly in the American market, this being the region where the Company makes most of its income, in 2008 JBS completed its programme for American Depositary Receipt (ADR) Level I, aiming at the increase of liquidity and visibility of the Company shares. The Level I ADRs are traded under the code JBSAY. .
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feb/08
mar/08
apr/08
may/08
june/08
july/08
aug/08
sep/08
oct/08
nov/08
dec/08
Shareholders on 31 December 2008 Shareholders J&F Participaes S/A ZMF Investment Fund Participation Shares held by the treasury Shares in circulation BNDES Participations S/A BNDESPAR FRDT FP Minority Shareholders Total Shares in circulation TOTAL no. of Shares 632,781,603 87,903,348 34,226,200 186,891,800 205,365,101 290,910,874 683,167,775 1,438,078,926 13.0% 14.3% 20.2% 47.5% 100.0% % 44.0% 6.1% 2.4%
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pride
This important family group , operating on a world scale, is a matter of pride for Argentina, a country which has eight plants and investments totalling US$400 million. I am proud for this, and am grateful for the trust. These busines speople have been able to conciliate the interests of the internal and the export market, and I must congratulate them on this. We would like all companies in Argentina to be like this, just like the company of the Batista family.
Cristina Kirchner
President of Argentina
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With a production platform with more than 60 units and globalised distribution, JBS has access to 100% of the consumer markets for beef
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In the Argentinean operations, the livestock is purchased in specialised fairs, from a total of some 1,600 breeders that are within a radius of 350 kilometres from the slaughtering units. The suppliers of JBS USA make up a select portfolio, with breeding confinements centres that are part of the largest meat suppliers in that country. In the Australian operations, the cattle are purchased from a portfolio of more than 10,000 suppliers. In all operations, JBS has a team specialised in the purchase of cattle. The breeders are selected through strict criteria, including the requirement for documents that show the quality of the operations, and also confirmation that the use of antibiotics and agricultural pesticides follows the respective standards established by the industry.
JBS Brazil
The Company exploits the segment of the slaughtering and cold storage of bovines, as also processing of meats, preserves, fats, animal feed and derived products, with industrial units situated in the states of So Paulo, Gois, Mato Grosso, Mato Grosso do Sul, Rondnia, Minas Gerais, Acre, Rio de Janeiro and Paran. The Company produces a wide range of produdcts industrialised products and also prime cuts of beef, with significant penetration in both Brazilian and international markets.
The whole production process follows strict quality control and also meets international phytosanitary standards. The handling of the beef is made in climatised rooms, while the cold storage chambers or freezer compartments have temperatures controlled by fully computerised systems. Control programmes for Cleansing and Hygiene (PPHO Standardised Operational Hygiene Programme), Personnel Training (GMP Good Manufacture Practice), Analysis of Hazard Points and Critical Control Points (HACCP Hazard Analysis and Critical Control Points), as well as the Friboi Total Quality Programme (TQF), are carried out on a permanent basis, to make sure of the quality of the products. In addition, the carcases are inspected by veterinary doctors from the Federal Inspection Service of the Ministry for Agriculture (SIF), for the issuance of the authorisation for production and processing. As a complement to the accompaniment of the sanity and trackability of raw materials, the processes are subjected to a control process made by modern laboratories and experienced technicians, at the JBS industrial units. In 2008, JBS Brazil closed the year with 22 units to serve their clients, with a total capacity to slaughter 18,900 heads of cattle/day and 16,900 collaborators in Brazil.
JBS Brazil
Fresh Meat
tailored products
Processed Meat
Matured
Organic Beef
Friboi
Swift
Anglo
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JBS Argentina
The JBS Argentina was established with the purchase of Swift Armour S/A, a company which had been founded in 1907 and which in 2005 was purchased by JBS, being composed of six industrial units: Rosrio, Venado Tuerto, So Jos, Pontevedra, Berazategui and Col-Car, as well as one unit for production of tin packaging, in Zarate. The JBS Argentina is dedicated to the exploitation of the cattle slaughtering and cold storage industries, as also meat processing, preserves, fats, animal feed and derived products, with industrial units in the provinces of Buenos Aires, Entre Rios, Santa F and Crdoba. JBS Argentina has three subsidiaries, of which two were purchased in 2007, a slaughter and cold-storage unit in the town of Berezategui (Consignaciones Rurales), a tin factory situated in Zarate (Argenvases), both in the province of Buenos Aires, and one purchased in 2008, a slaughtering and cold-storage unit in Crdoba (Col-car). JBS Argentina enjoys leadership in the production of meat-based foodstuffs in the country, and is also the first in beef exports, being well renowned for the high quality of the products, not only by the demanding Argentinean internal market, as also by the international market. The total volume slaughtered by JBS Argentina was 474 thousand heads in 2008, compared with 608 thousand in 2007, which is a rise of 22%.
The productive units are distributed in a strategic manner, in the provinces which have the highest production of livestock. They also have modern technology in the processing of chilled and frozen meats and also industrialised products. The purpose of JBS Argentina is to develop, produce and commercialise meat-based foods with high added value, which are healthy, safe and tasty. The main publics are final consumers and also large food companies. JBS seeks quality in all stages of its processes. With this in mind, the Company makes use of trackability of the animals and also strict systems for sanitary and quality control, as well as special care with the packaging, which not only ensures the quality of the products in transport but also reinforces the Company image of competence, as regarded by the clients. JBS Argentina closed 2008 with six slaughtering plants, with a slaughtering capacity of 6,700 heads of cattle per day, and also production of processed meats and one factory to produced tin packaging, and has more than five thousand collaborators in that country.
jbs Argentina
Fresh Meat
tailored products
Processed Meat
Plate
Swift
Swift
Exeter
La Blanca
ACE
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JBS USA
Since 2007, JBS has been the largest Company operating with bovine products in the North American market. This was possible with the purchase, in July of that year, of Swift Foods & Company, a Company which is well known for supplying beef and pork products of high quality over more than 150 years. Swift & Company, now known as JBS USA, is the leader in world beef exports, and the focus of the Companys activities is on the development and supply of beef-based and pork-based foods with practicality and flavour. Aside from supplying the largest world consumer of meats and industrialised dishes. The JBS USA is also a diversification of the operations of the Company, with the opportunity to exploit the pork segment. The total number of head slaughtered in 2008, at the USA Business Strategy Unity of JBS USA, was 12,576 thousand, which is an increase of 4.02% when compared with 2007, when it came to 12,071 thousand. In the United States JBS carries out company operations through eight beef processing units, three units for processing pork meat, one unit for lamb slaughter, selected beef and pork products processing unity, one leather tanning unit, seven rented centres for regional distribution, two units for grease production, and 11 farms for fattening cattle, operated by JBS Five Rivers. At the end of 2008, the operations in the United States had 17,900 employees and production is distributed among 18 units with a total slaughtering capacity of 28,600 head of cattle/day. 48,500 pigs/day, 4,500 head of small animals/ day, and 11 confinement units, with a static fattening capacity of 820,000 head of cattle.
jbs EUA
Cattle
Pork
Swift Premium
Black Angus
Swift Premium
Guaranteed Tender
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JBS Australia
With nine slaughtering units and another five units for cattle confinement in Australia, JBS stands in one of the main beef-producing markets in the world. This contributes towards the consolidation of the Companys world leadership. JBS Australia is the largest and most encompassing beef processor and exporter in Australia. It has commercial relationships with more than 30 countries. The Companys activities in the markets of the Pacific Coast and North America is worthy of mention. The sophisticated care about hygiene and health have made possible a significant expansion towards new clients around the world. At the end of 2008, the operations of JBS Australia were distributed among 10 production plants, with a total slaughtering capacity of 8,500 cattle/day and 15,000 small animals/day.
JBS Austrlia
Cattle
Swift
Fed
AMH
Middle Fed
Beef City
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Inalca JBS
Inalca JBS in Italy already has more than 2 thousand employees, 8 production plants, and the capacity to kill 3,000 bovines per day. The Company also has an additional distribution platform in the United Kingdom, Russia, Angola, the Congo, Algeria, the Democratic Republic of the Congo and Poland. The acquisition of Inalca, now known as Inalca JBS, created important synergies between products and sales channels of JBS and Cremonini, both leaders in their respective segments. On the one hand, JBS, with their production and distribution in markets such as South America, the United States and Australia, and on the other hand Cremonini, through Inalca, with presence in Europe, Russia and Africa.
INALCA JBS
JBS
CREMONINI
50%
50%
INALCA JBS
Cattle
Inalca
Ibise
Montana
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32%
JBS clients in Brazil are retailers, restaurants and also leathers, distributors and food industry. The Company has created the Swift Butcher (Aougue Swift) programme, to establish a solid relationship with clients and also to consolidate the brand among the end consumers. JBS is also actively investing in the Swift, Maturatta and Friboi brands, as also in the publicising of the concept of Organic Beef, with traders and consumers. Currently, JBS Brazil has a book with small, mean and large customers.
68%
Argentina
In Argentina, JBS commercialises own brands and also those of third parties, including: Swift, Cabaa Las Lilas, Armour, Plate, Fray Bentos, Safra, Exeter and Corte Buona. The client portfolio in Argentina consists of several companies, including the most important hypermarket and supermarket chains in the country, as well as wholesalers and distributors which are present in the whole country.
USA
Distribution of Income by Business Unit
Beef - Italy Beef - Argentina Beef - Brazil Beef - United States Pork - United States Beef - Australia
12% 5% 3%
JBS USA commercialises brands that are well known at a global level for the high quality of the products, always focused on innovation to add value to the clients sales by making available tasty and practical products for the consumers. The client portfolio is made up of large retail networks, some of which are present in many countries. From the portfolio of wholesalers, the main clients account for a significant part of Company sales, all well consolidated in their respective segments of activity.
Australia
19%
In Australia, the domestic market is strategically relevant and shows great growth potential. JBS is present in this market with strong brands and diversified products, aimed at a demanding consumer public, growing and with a high consumption power.
14%
47%
. 46 .
Argentina
In Argentina, JBS is also in first place for beef exports. In the last business year, JBS Argentina was responsible for most of the exports of industrialised beef in the country, with the main destination markets being the United States and Europe, which have a base of some 172 clients.
15%
USA
For the export market, JBS USA offers products with the same standard of quality and brand recognition, as shown in the domestic market. At 2008, JBS USA exported 50% more than American industry average. Main USA firm exportation customers were Mxico, Canada, Japan, South Chorea and Hong Kong.
3% 3% 4% 4% 5%
18%
13%
Australia
The leadership in beef exports is also repeated in Australia, which obtained a high yield in the products traded on the foreign market in 2008. Have a strong share on Asian market, which supplies customised products.
7% 8% 9%
11%
. 47 .
Financial Performance
In 2008, the results of JBS reinforce the companys growth strategy
Net Turnover
In 2008, the consolidated Net Turnover came to R$30,340 million, which is a growth of 114.5% compared with the R$14,141.6 million of 2007. Ebitda . R$ million Ebitda Margin . %
Ebitda Margin Ebitda
14,2% 9,6% 564.9 345.1 4.0% 3.8% 602.3 1,156.1
05
06
07
08
EBITDA
The EBITDA came to R$1,156.1 million, 91.9% more than the EBITDA of 2007, which came to R$602.3 million. The EBITDA margin for the period was 3.8%.
3.6
05
06
07
08
. 48 .
Expenses
The operational expenses came to a total of R$2,907 million in 2008, which is an increase of 45.1% compared with 2007, when they came to R$1,596 million. This increase occurred due to the strong growth of the Company over this period. Sales expenses rose by R$730 million, strengthening the relationship channels with the clients and also with prospective clients of JBS.
Debt
The total debt of JBS in 2008 came to R$5,616 million, of which 60.6% is long-term debt with the extension of liquidation until 2016. With available funds equivalent to R$2,291.6 million, the net debt of the Company comes to R$3,324.9 million, which represents a debt over EBITDA ratio (last twelve months pro-forma) of 1.95 times.
Net Profit
In 2008, there was a net pro-forma profit of R$1.05 billion, when adjusted by the exchange rate variation for investments abroad and after the amortisation of the agio is excluded.
Investments
The total value of the capital expenditure incurred by JBS in goods, industry and equipment, not including purchases, was R$994.1 million in 2008. This total sum was invested during the year in maintenance and also in improvements to the distribution platform.
The pro-forma profit in 2008 came to R$1.05 billion, if adjusted by the exchange rate variation for investments abroad, and if the amortisation of the agio is excluded
. 49 .
QUality
The partnership between the Batista family and the family of the Australian beef industry and its dedicated collaborators has proved to be a formidable force, to provide reliable products of high quality for consumers around the world. In addition, these two groups seek to be the best in everything they propose to do.
Don Heatley
Chairman Meat & Livestock Australia, North Queensland cattle producer.
. 50 .
. 51 .
With a production platform based in Italy, Poland and also in Moscow, Inalca, an Italian company in which JBS has a 50% stake, is recognised in Europe for its high technology and product innovation. This operation is responsible for the production of fresh beef, as well as processed and smoked meats and snacks. For its quality, Inalca JBS is considered by the whole world as a benchmark in technology within the market for slaughter of bovines and meat processing. Inalca JBS serves a base of 8 thousand clients on the Italian market and also 660 clients abroad, with the Montana, Inalca and Ibis brands. With 185 clients internally and 400 abroad, JBS Australia stands out as the largest beef processor and exporter on the Australian market. JBS Australia offers the following brands to the market: Seattle Meat, Beef City, Royal, Your Choice, AMH and Tasman Meats, among others. On all JBS production platforms, the Company recognises the importance of keeping the standard procedure, from the choice of raw materials, through the industrial processes, for hygiene, training and care with refrigerated transport. In all countries, there is a Quality Assurance area and also a department for Research and Development of products, responsible for the study of possible launches and for preparing the standards of quality for all items offered to the clients. Focused on innovation and excellence of quality, JBS seeks to be recognised by clients and consumers as a Company which serves with full credibility. For this purpose, JBS has customised brands or own brands to serve each client, with respect for cultural and religious considerations of the variety of regions where the Company products are consumed.
Product Lines
JBS is a food company focused on the production of fresh and processed beef, handled within strict standards of hygiene and commercialised in practical and hygienic packaging, in portions appropriate for consumption. All JBS platforms produce beef Argentina, Brazil, Italy, Australia and the USA. Fresh Beef: chilled or frozen cuts, including picanha, ribs, filet mignon, front cuts and beef giblets, among others. Processed Beef: meat products such as cooked and frozen meats, preserved meat and meat extracts, as well as industrialised meats (beefburgers, kibe, sausages and mortadella) and ready meals. With installations and processes well suited to the international market, JBS exports processed meat to all five continents and is market leader for global beef exports. The Company is also present in the pork and lamb segments through the Company operations in the United States, where 47,900 pigs are slaughtered every day. There are three pork slaughtering units in the United States, in Minnesota, Iowa and Kentucky. JBS is also active in the slaughter of small animals, in the United States and in Australia. Some 20,500 of these animals are killed daily, including 4,000 lambs at JBS USA at a plant in Colorado, and 16,500 heads at JBS Australia.
. 52 .
. 53 .
The excellence of JBS products also has fundamental tools: a logistic and information technology structure for data management and optimisation of processes.
. 54 .
Sustainability
The Argentine Refrigeration Industry strengthened its activities with the participation of Brazilian capital investments. The substantial development of Grupo Frigorfico JBS Friboi, which owns eight industrial plants in the country, express a decision of this industry-leading corporate group to boost and improve the Argentinean refrigeration industry, which will result in concrete benefits to the country, the workers and technology of the sector.
Dr. Mario Dario Ravettino
President | Argentinean Beef Exporters Consortium: A.B.C
. 55 .
Sustainability
JBS believes that perennial company activity is associated to sustainable development
For JBS, whose corporate governance includes concepts of social responsibility, respect for the environment, ethical conduct and economic performance, sustainability is an important value. The Company believes that its development and corporate growth may be linked to sustainability of actions. Thus, JBS follows best governance practices and uses, as master lines, the transparency before all segments of the public that the Company has a relationship with, constantly investing in the improvement of the production chain in its units, with a focus on the reduction of environmental impact, as well as seeking ways of establishing closer relationships with collaborators, family members and also the community in general, through social initiatives.
. 56 .
JBS has a sustainability policy, as the Company is well aware of its responsibility as the largest beef-producing company in the world, and of all the impact generated by its operations in each region. Thus, the Company has a sustainability programme suited to each of the Companys units, including Environmental Policy, Procedures Adopted, Information Policy, Relationships and Investments, Usage of Natural Resources, social and environmental actions and treatment of residue. The premises of sustainability, including those of being ecologically feasible and correct, socially fair and culturally accepted, have always been part of the development and growth of JBS in all the countries where the Company is active. The vast experience of the Company proves the importance of the reduction of the environmental impact to keep up a close relationship with the communities where the Company is present. In its activities, JBS prioritises the sustainable use of materials, the climactic factors, treatment of residues, partnerships with fair organisations, for health, ethics and quality of life.
JBS is the first and the only company from this segment to have registered an MDL project at the United Nations Convention on Climate Change (UNFCCC). The project is currently being assessed by a designated authority.
Ethical Behaviour
With regard to ethics, JBS adopts this behaviour in all Company decisions and relationships. For this reason, since 2004 the Company has had a manual, well aligned with the principles of sustainability, which reflects the ethical activity of JBS S.A. in the Companys relationships with strategic segments of the public. This manual has guidelines to help to make integrity the nucleus of everything that JBS proposes to do. For JBS, integrity shall not be an ideal but rather a real process, live and dynamic, and active within the Company. The Ethical Conduct Manual of JBS, updated five years ago, also seeks to shed light on, and avoid, situations that could lead to doubts or raise suspicion about procedures adopted in Company operations, thus seeking to make it easier to communicate cases that may be, or come to be, conflicting with the ethical conduct expected by the Company. Among all formative principles, JBS believes that none is as important as ethics, as they consider that this is the base for prolonged success and also the main ingredient in the construction and maintenance of relationships based on trust, both internally and externally. For JBS, trust and ethics are essential to do business. The Manual highlights JBS ethical standards, the personal responsibilities of each collaborator, the policy of non-retaliation, instructions about what the employees should do when faced with a possible violation of some ethical standard, guidance about communication with the media, company assets, treatment of confidential information, including information with exclusive rights and commercial secrets. The material also addresses the use of the Internet and the Intranet, as well as other electronic media, maintenance and storage of records, conflicts of interests, relationships with suppliers and third parties, minimum age for hiring mainly with regard to child labour, support for the balance between work and personal life, diversity in the workplace to provide equal opportunities of employment, harassment in the workplace, policies about presents and entertainment, prohibition
of bribes, rewards, illegal payments and other corrupt practices, among other themes. The full content of the ethical conduct manual may be found on the Companys institutional website (www.jbs.com.br) and also in the Investor Relations website (www.jbs.com.br/ri).
. 57 .
In 2008, the Company launched a distinctive Programme for selection and training in Brazil. Through participation in University career fairs and also through holding lectures, JBS selects and recruits young University students or recent graduates to participate in the Our People Programme. The initiative consists of three months of training at one of the 22 units of JBS Brazil. The training is theoretical and also practical, and JBS seeks to train specialists in the meat packing segment. The aim of the Company is to focus on the formation and development of professionals starting their career (recent graduates) who have been identified as having a potential future in the Preparation of Successors; Professionalisation of the Workforce and filling vacancies for new collaborators in Brazil or in the other countries where JBS is active. This project was piloted in Brazil and, in 2008, produced 140 collaborators. The intention is now to migrate this idea to all the JBS platforms throughout the world.
. 58 .
Benefits Offered
JBS offers remuneration compatible with market levels, as well as benefits offered by the law in each country where the Company is active. JBS also plans additional assistance as a way of valuing the relationship with employees and construction of a healthy work environment, as well as keeping good relations with institutions representing the workers.
. 59 .
One example is the Friboi Quality Farms Programme of JBS, set up to support the mission of JBS to be the best in everything they propose to do, and is an example of valuing suppliers. In yet another initiative, it was the first Brazilian meat producer to implement a tool for quality management on the farms that supply the animals. Friboi Quality Farms seek to prepare producers for the Global Gap/EurepGAP (Eurep Euro-Retailer Produce Working Group and GAP Good Agricultural Practice) and ensure 100% of acquisitions involving certified animals. The normative document is based on best agricultural practices. The aim here is to ensure the integrity, transparency and harmony of global standards. The food shall be produced with respect for health, safety and also the well-being of the employees, without forsaking the care for the animals and for the environment.
then contacted and, when they agree to participate in the Friboi Quality Farms programme, they are put through a preliminary audit and then the adaptation work is started. The Global Gap/EurepGAP is a management tool that gives information about strong points of the property and also points that warrant further attention. Thus, it makes it possible to have efficient planning, together with reallocation of resources and allocation of gains, thereby strengthening the business. With this programme, JBS seeks the joining for forces in favour of the supply of meat produced ethically and professionally. The Friboi Quality Farms programme means that the Brazilian products can be competitive on the market, adding value to the producers and ensuring quality to clients and the satisfaction of the end consumer.
Active in the most important and largest platforms for beef production in the world Brazil, Argentina, the United States, Italy and Australia JBS S.A. ensures that the global clients are served with quality. This geographical activity enables the Company to have some flexibility, so that possible external factors, whether commercial or sanitary, among others, do not affect the service to clients, this because JBS has mobility to produce in different platforms, and thus ensure that the clients demands are met. Having close relationships with clients, JBS manages to observe needs with greater ease and thus develop specific products and services for each region, thus respecting the habits and customs of each country. To keep this close relationship, the Company participates in trade fairs and events in the beef segment, on a global level; these fairs include SIAL, Anuga and Gulfood. Apart from these events, JBS includes invitation to events that may interest the clients, and visits to industrial plants in the United States, Australia, Brazil, Argentina and Italy, so that these may be fully aware of the JBS global operations. To measure the satisfaction of this external public, the sales team is in constant contact with the clients to measure the rate of satisfaction and also look into possible improvements. It is worth pointing out that for JBS the cultivation of a good relationship starts with the efficient care of all production stages, to ensure the quality of the final product the main tool for the Company to attain the highest levels of satisfaction and trust by the clients and consumers and ensure the preference and loyalty for the Company brands.
. 60 .
In the relationship with the end consumer, JBS complies with all legal requirements for production and commercialisation, making product information available on the labels, which describe the correct methods of handling, as also ingredients and origin. With the end consumer, the Company make global surveys to identify needs and food habits of the public, and thus develop products that meet this demand. In addition, at regular intervals special publicity campaigns and promotions are launched, with a focus on the approximation and identification of JBS brands by the consumer. The Company keeps contact with consumers through channels on all business platforms, such as the Client Service Hotline (SAC), sites, telephone lines, publicity announcements, informative leaflets and action at the points of sale.
In its relationship with authorities, the Company has a strict principle of transparency, and does not get involved in any activities which could lead to mistaken interpretations. JBS gives value to relationships based on mutual respect, compliance with the laws, and ethical commitments.
Investor Relations
For JBS, the base of any relationship is trust, and this is the kind of relationship that the Company establishes with its investors. To serve the investor, JBS has an area for Investor Relations structured to inform the shareholders and market analysts in a swift and transparent manner, and also to keep a close relationship with this public. The Company has public meetings to present its results, in institutions like the Association of Investment Analysts and Professionals of the Capital Markets (APIMEC). In 2008, JBS held a public meeting with a total of 80 participants. The Company calls the market over every quarter to show the Company results, when the Executive President presents the results obtained by JBS and also the outlook for the segment, in public. In 2008, JBS held these meetings on a regular basis to make the figures public. There were also two roadshows with banks and shareholders. At the end of 2008, eight financial institutions were accompanying and disclosing the performance of JBS S.A.
. 61 .
Company in real time. JBS makes use of communication tools to take a clear stand, efficiently and objectively, with the vehicles of communication, whether through press releases, press conferences, interviews with the Company spokespeople, and disclosure of news on the company website, where there is a dedicated space for journalists. For the Company, the means of communications are essential to ensure transparency in relationships between companies and communities. For this reason, JBS has a transparent, ethical and professional relationship with journalists and vehicles. For JBS, the means of communication are the link through which the market and society in general may be informed about all events with regard to the actions of the Company. The relationship with the press is the base so that the relevant information may be taken to the public and also all the Company stakeholders in a correct and truthful manner. To make sure that the media and journalists have access to all the information about JBS, the Company has a professional structure for dealing with the Press. This structure is active in an ethical manner and is firmly committed to the truth, so that they can offer relevant information in reasonable time, so that the general public, clients, suppliers and shareholders may always be informed about the JBS actions and commitments, in all markets where the Company is active. The relationship between JBS and the press makes use of the more traditional disclosure methods, including press releases, a specific area on the Company website, press conferences, interviews with spokespeople and other means necessary to make the relevant information public for society and for the Company. This relationship follows principles of transparency, clarity and objectivity in the flow of information.
An ethical relationship with the Press is the guarantee of quality communication with the shareholders
JBS also helps towards the development of the regions where the Company is active, employing thousands of people throughout the world. Currently the total workforce is more than 55 thousand, if we add together the collaborators in Brazil, Argentina, the USA, Australia and Italy.
Environment
All productive JBS units in Brazil and around the world are in conformity with applicable environmental Laws and Regulations. This means that all the units have an environmental licence in accordance with regulations currently in force. To control the environmental impact of the Company operations, JBS has a programme of preventive maintenance of machines, equipment and also gas filtering systems, as also programmes for the efficient use of water, energy and recycling of materials used in the routine activities of the Company. At regular intervals, the environmental impact of products, processes, operations and services are assessed, to identify possible factors causing relevant environmental damage, as well as developing and implementing sustainable processes.
. 62 .
Initiatives of Social and Environmental Responsibility taken up by JBS S.A. JBS Brazil
Social and Environmental Activities : Physical Activities: Stretching exercises are performed by the collaborators before the start of their work activities; : Health Care: Access to a private health insurance plan at reduced prices, including preventive medical examinations and several prevention campaigns; : Crisis Management Commission: To deal with accidents of any kind; : Environmental Education Programme: Aimed at the collaborators through different types of informative campaigns; : Selective Refuse Collection: The Company has a programme for selective refuse collection, to educate the collaborators; : 5S Quality Control Programme (Tidiness, Orderliness, Cleanliness, Standards and Self-Discipline) Treatment of Residues
Monitoring with indicators Use of reuse targets Use of recycling targets Use of programmes to reduce generation Use of selective collection or unitary treatment Investment in technology to reduce generation Use of process to reduce environmental impact Use of guarantee of legal conformity in handling, transport and destination
Solid Waste
Effluents
Emissions
JBS Argentina
Social and Environmental Activities : Gymnastics programme implemented in all units; : Injury Prevention programme; : First Aid Units in all business units; : The Company carries out medical examinations and check-ups once a year (clinical examination, blood, urine, X-rays, hearing and sight) on all employees; : Vaccination of all employees against certain diseases; : Incentive Programmes for people to stop smoking; : The Company is a founder member of an NGO known as Food Bank which donates food to those in need; : 5S Quality Control Programme (Tidiness, Orderliness, Cleanliness, Standards and Self-Discipline). Treatment of Residues
Monitoring with indicators Use of reuse targets Use of recycling targets Use of programmes to reduce generation Use of selective collection or unitary treatment Investment in technology to reduce generation Use of process to reduce environmental impact Use of guarantee of legal conformity in handling, transport and destination
Solid Waste
Effluents
Emissions
. 63 .
Solid Waste
Effluents
Emissions
JBS Australia
Social and Environmental Activities : Collaborators are given special reduced prices for use of the Gym; : The Company offers an on-site medical team to solve illnesses or other health problems that the Collaborators may have; : Access to a private health insurance plan at reduced rates; : There is a formal procedure with the OHS Manual, which deals with management of injuries at the workplace; : Crisis Management Training for all collaborators; : There is a programme for collaborator guidance, in addition to selective refuse collection; : Partnership with Healthy Waterways Partnership, dedicated to improvement of the health of the river systems in Southeastern Queensland; : Member of the Fitzroy Basin Association in Rockhampton, seeking the sustainable development of the Fitzroy Basin. Treatment of Residues
Monitoring with indicators Use of reuse targets Use of recycling targets Use of programmes to reduce generation Use of selective collection or unitary treatment Investment in technology to reduce generation Use of process to reduce environmental impact Use of guarantee of legal conformity in handling, transport and destination
Solid Waste
Effluents
Emissions
. 64 .
Corporate Information
JBS S.A.
Av. Brigadeiro Faria Lima, 2.391 2 andar, conjunto 22, sala 2 postcode: 01452-000 So Paulo SP Brasil Telephone: (+ 55 11) 3144-4000 www.jbs.com.br
Investor Relations
Director: Jerry OCallaghan Manager: Rodrigo Gagliardi Av. Marginal Direita do Tiet, 500 postcode: 05118-100 So Paulo SP Brasil Telephone: (+ 55 11) 3144-4055 E-mail: ir@jbs.com.br
Shareholder Relations
Banco Bradesco BBI S/A Avenida Paulista, 1.450, 3 andar So Paulo SP www.shopinvest.com.br
Independent Auditors
Terco Grant Thornton Auditores Independentes Av. das Naes Unidas, 13.797, Bloco II, 18 andar postcode 04794-000 So Paulo SP Telephone: (+ 55 11) 3054-0007
. 65 .
Credits
Published By
Corporate Communication Department JBS S.A.
Printing Design
TheMediaGroup Financial Communication and Sustainability
Imagens
JBS Image Bank
. 66 .
financial statements
Report of Independent Auditors Balance Sheets Statements of Income Statements of Changes in Shareholders Equity Statements of Cash Flows Economic Value Added Notes to the Financial Statements
. 67 .
2. Our audit was conducted in accordance with auditing standards in Brazil and comprised:
(a) planning of the work, taking into consideration the significance of the balances, volume of transactions, and the accounting and internal control systems of the Companies, (b) checking, on a test basis, the evidence and records that support the amounts and accounting information disclosed, and (c) evaluating the significant accounting practices and estimates adopted by management, as well as the presentation of the financial statements taken as a whole.
. 68 .
3. In our opinion, based on our audits and on the opinion of other independent auditors, as
mentioned in paragraph 1, the financial statements referred to in that paragraph present fairly, in all material respects, the individual and consolidated financial position of JBS S.A. and controlled companies as of December 31, 2008, and the results of its operations, the changes in shareholders equity, the cash flows and value added to its operations for the year then ended, in conformity with Brazilian accounting practices.
4. The audit of the financial statements for the year ended December 31, 2007, originally
prepared before the adjustments resulting from the changes in accounting practices described in note 2, was conducted under the responsibility of other independent auditors, who issued an unqualified report on March 10, 2008 emphasizing the presentation of the statement of cash flows as supplementary information and the early application of procedures to recognize exchange variations of foreign investments, pursuant to Technical Pronouncement No. 2 issued by the Committee of Technical Pronouncements, whose application is expected for the fiscal years ending as from December 2008, in accordance with Brazilian Securities and Exchange Commission (CVM) Resolution No. 534. In connection with our audit of the financial statements for the year ended December 31, 2008, we also analyzed the adjustments resulting from the changes in accounting practices described in note 2. In our opinion, these adjustments were adequate and properly made, considering all significant aspects. We were engaged only to analyze the adjustments described in note 2 and not to evaluate, review or apply any other procedures to the financial statements for the year ended December 31, 2007, and therefore we do not issue an opinion on these financial statements. As mentioned in note 2, the Brazilian accounting practices have been changed as from January 1, 2008. The financial statements for the year ended December 31, 2007, presented together with the 2008 financial statements, were prepared in accordance with Brazilian accounting practices in effect until December 31, 2007 and, as allowed by CPC Technical Pronouncement No. 13 Initial Adoption of Law No. 11,638/07 and Executive Act No. 449/08, are not being republished with the adjustments for purposes of comparison between the years. Ribeiro Preto, February 16th, 2009.
. 69 .
Balance sheets
as of december 31, 2008 and 2007 (in thousands of Reais)
company assets CURRENT ASSETS Cash and cash equivalents (Note 5) Trade accounts receivable, net (Note 6) Inventories (Note 7) Recoverable taxes (Note 8) Prepaid expenses Other current assets TOTAL CURRENT ASSETS NON-CURRENT ASSETS Long-term assets Credits with related parties (Note 9) Judicial deposits and others Deferred income taxes (Note 19) Recoverable taxes (Note 8) Total long-term assets Permanent assets Investments in subsidiaries (Note 10) Other investments Property, plant and equipment, net (Note 11) Intangible assets, net (Note 12) Deferred charges Total Permanent TOTAL NON-CURRENT ASSETS TOTAL ASSETS
The accompanying notes are an integral part of the finantial statements
2008
2007
1,700,868 16,378 22,626 37,632 1,777,504 3,803,669 10 1,804,833 959,230 6,567,742 8,345,246 11,576,092
60,306 8,249 16,251 31,442 116,248 2,149,919 10 1,328,015 9,615 3,487,559 3,603,807 5,908,711
54,569 102,779 481,485 65,307 704,140 5,722 4,918,671 2,205,347 1,603 7,131,343 7,835,483 16,096,349
17,461 41,443 23,758 44,205 126,867 829,975 10 2,536,098 193,917 1,596 3,561,596 3,688,463 8,448,205
. 70 .
company LIABILITIES AND SHAREHOLDERS EQUITY CURRENT LIABILITIES Trade accounts payable (Note 13) Loans and financings (Note 14) Payroll, social charges and tax obligation (Note 15) Declared dividends (Note 16) Other current liabilities TOTAL CURRENT LIABILITIES NON-CURRENT LIABILITIES Loans and financings (Note 14) Deferred income taxes (Note 19) Provision for contingencies (Note 17) Debit with third parties for investment (Note 18) Other non-current liabilities TOTAL NON-CURRENT LIABILITIES MINORITY INTEREST SHAREHOLDERS EQUITY (Note 20) Capital stock Capital reserve Revaluation reserve Profit reseve Valuation adjustments of shareholders equity Accumulated exchange conversion adjustments TOTAL SHAREHOLDERS EQUITY TOTAL LIABILITIES AND SHAREHOLDERS EQUITY
The accompanying notes are an integral part of the finantial statements
2008
2007
. 71 .
STATEMENTS OF INCOME
FOR THE YEARS ENDED DECEMBER 31, 2008 AND 2007 (in thousands of Reais)
COMPANY 2008 GROSS OPERATING REVENUE Sales of products Domestic Sales Foreign Sales SALES DEDUCTIONS Returns and discounts Sales taxes 2007 2008 CONSOLIDATED 2007
2,971,842 2,424,375 5,396,217 (206,162) (323,649) (529,811) 4,866,406 (3,957,624) 908,782 (137,568) (470,620) (263,633) 211,876 (179,867) (35,693) 10,098 (865,407) 43,375 3,336 (20,772) (17,436)
2,118,600 2,321,456 4,440,056 (191,932) (252,282) (444,214) 3,995,842 (2,915,674) 1,080,168 (74,188) (374,469) (276,283) (276,591) (74,824) (67,082) (171) (1,143,608) (63,440) (101,793) 201 (101,592)
20,787,532 10,318,077 31,105,609 (369,178) (396,176) (765,354) 30,340,255 (27,347,753) 2,992,502 (570,147) (1,517,591) (612,176) (179,867) (35,693) 7,731 (2,907,743) 84,759 (52,246) (9,975) (62,221)
8,974,879 5,752,224 14,727,103 (273,556) (311,976) (585,532) 14,141,571 (12,609,093) 1,532,478 (275,594) (786,630) (403,113) (74,853) (67,082) 11,206 (1,596,066) (63,588) (107,104) 2,201 (104,903)
NET SALE REVENUE Cost of goods sold GROSS INCOME OPERATING INCOME (EXPENSE) General and administrative expenses Selling expenses Financial income (expense), net (Note 21) Equity in subsidiaries (Note 10) Goodwill amortization (Note 12) Non-recurring expenses (Note 22) Other (expense) income, net INCOME (LOSS) BEFORE TAXES Current income taxes Deferred income taxes
. 72 .
COMPANY 2008 INCOME (LOSS) BEFORE MINORITY INTEREST Minority interest (expense) income NET INCOME (LOSS) Net Income (Loss) per Thousand Shares Statement of EBITDA (Earnings before income taxes, interest, depreciation and amortization and non-operating income) (expense), net Income (loss) before taxes Financial income (expense), net (Note 21) Depreciation and amortization Equity in subsidiaries (Note 10) Non-recurring expenses (Note 22) Goodwill Amortization (Note 12) AMOUNT OF EBITDA
The accompanying notes are an integral part of the finantial statements
. 73 .
Capital stock
Valuation Capital Profit adjustments Revaluation reserve reserve of reserve goodwill mandatory shareholders equity
Retained earnings
Total
BALANCE AS OF DECEMBER 31, 2006 Capital Increase Goodwill in shares issue Realization of revaluation reserve Loss for the year Declared dividends (R$16,21 to one thousand of shares) (Note16) Loss absorption BALANCE AS OF DECEMBER 31, 2007
52,524 1,893,057
130,521 (7,178) -
183,045
- 1,160,983 -
(17,465) (157,854)
157,854
(17,465) -
1,945,581
985,664
123,343
3,054,588
Adjustments to initial adoption of Law 11.628/2007 and Executive Act 449/08 (Note 2)
(87)
(87)
. 74 .
Capital stock
Valuation Capital Profit adjustments Revaluation reserve reserve of reserve goodwill mandatory shareholders equity
Retained earnings
Total
BALANCE ADJUSTED AS OF JANUARY 1, 2008 Capital Increase Goodwill in shares issue Realization of revaluation reserve Treasury Shares Valuation adjustments in subsidiaries shareholders equity Accumulated exchange conversion adjustments in subsidiaries shareholders equity Investiments exchange rate variations, net Net income Proposal for destination of the net income Mandatory Declared dividends (R$36,42 to one thousand of shares) (Note 16) BALANCE AS OF DECEMBER 31, 2008
1,945,581 2,550,000 -
123,343 (5,165) -
(87)
3,054,501
(2,920)
(2,920)
4,794 748,018 -
25,939
1,297
(1,297)
(21,407)
(29,720)
(51,127)
4,495,581
769,463
118,178
1,297
-2,920
752,812
6,134,411
. 75 .
25,939
(165,032)
25,939
(165,032)
. 76 .
COMPANY 2008 Cash flow used in investing activities Additions to property, plant and equipment and intangible assets Increase in investments Net effect of the working capital of acquired company Net cash used in investing activities Cash flow from financing activities Loans and financings Payments of loans and financings Increase in capital stock and goodwill in subscription eclared dividends / distribution of D retained earnings Shares acquisition of own emission Valuation adjustments of shareholders equity Net cash provided by financing activities Effect of exchange rates on Cash and cash equivalents Net increase (decrease) in cash Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year
The accompanying notes are an integral part of the finantial statements
2007
3,614,242 (3,926,026) 2,550,279 (51,127) (195,073) 749,725 2,742,020 169,543 909,914 1,381,703 2,291,617
. 77 .
Gross added value Depreciation and Amortization Net added value generated by the Company Net added value by the Company Equity in subsidiaries Financial income Others Net added value to distribution
. 78 .
company DISTRIBUTION OF ADDED VALUE Labor Salaries Benefits F.G.T.S (Brazilian Social Charge) Taxes and contribution Federal State Municipal Capital remuneration from third parties Interests Rents Others Owned capital remuneration Dividends Minority interests participation on retained income
consolidated
378,937 33,449 21,711 434,097 108,265 45,540 1,966 155,771 1,573,678 14,666 217,239 1,805,583 25,939 25,939 2,421,390
2,173,072 464,479 21,847 2,659,398 190,526 74,480 3,162 268,168 2,061,032 32,346 225,218 2,318,596 25,939 (3,401) 22,538 5,268,700
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1 OPERATING ACTIVITIES
JBS S.A (Company) is a listed company in the Novo Mercado segment, which requires the highest level of corporate governance in the Brazilian market and its shares are traded on the BM&F Bovespa S.A. Stock Exchange, Commodity and Forward. The operations of the Company and its subsidiaries consists of:
a) Activities in Brazil
The Company operates slaughterhouses, cold storage and food processing operations for the production of beef, canned goods, fat, animal rations and beef by-products, which are produced in the manufacturing units located in the States of So Paulo, Gois, Mato Grosso, Mato Grosso do Sul, Rondnia, Minas Gerais, Acre and Rio de Janeiro. The Company distributes its products through distribution centers located in the State of So Paulo, and a container terminal for export in the city of Santos. In order to minimize transportation costs, the Company is responsible for the transportation of cattle to its slaughterhouses and the transportation of its export products. Mouran Alimentos Ltda.(Mouran) is a subsidiary which conducts slaughterhouse and cold storage business operations for the production of beef, canned goods, fat, animal rations and beef by-products in its facilities located in the State of So Paulo. JBS Embalagens Metlicas Ltda. (JBS Embalagens) produces metallic cans in its plant located in the State of So Paulo, which are purchased by the Company. The subsidiary JBS Confinamento Ltda. (JBS Confinamento), located in Castilho, State of So Paulo, renders fattening service of bovine for slaughter. Beef Snacks do Brasil Indstria e Comrcio de Alimentos Ltda. (Beef Snacks), an indirect subsidiary of the Company, located in Santo Antnio da Posse, State of So Paulo, in operation since August 2007 produces Beef Jerky. Beef Snacks purchases meat in the local market and exports to the United States of America.
b) Foreign activities
The Company has indirect subsidiaries located in England and Egypt, which are responsible for the sales and distribution of the Companys products in Europe, Asia, and Africa. JBS Argentina S.A. (JBS Argentina), an indirect wholly-owned subsidiary of the Company, operates slaughterhouses and cold storage facilities for the production of beef, canned goods, fat, animal food and by-products, with industrial units located in the province of Buenos Aires, Entre Rios, Santa F and Crdoba.
. 80 .
JBS Argentina has three subsidiaries, beeing two acquired in 2007, one meat-packing slaughterhouse in Berezategui (Consignaciones Rurales) and other can factory located in Zavate (Argenvases), both located in the province of Buenos Aires, and one acquired in 2008, one meat-packing slaughterhouse in Cordoba (Col-car). SB Holdings, Inc. (SB Holdings) and its subsidiaries, Tupman Thurlow Co., Inc. (Tupman) and Astro Sales International, Inc. (Astro) located in the United States and acquired by the Company in January 2007, sale processed beef products in the North-American market. Jerky Snacks Brands, Inc (Jerky Snacks), an indirect wholly-owned subsidiary of the Company, located in the United States of America, produces and sells meat snacks (Beef Jerky, Smoked Meat Sticks, Kippered Beef Steak, Meat&Cheese, Turkey Jerky and Hunter Sausage). Jerky Snacks purchases meat from Brazil and in the local market and its sales are mainly in the United States of America. Global Beef Trading Sociedade Unipessoal Ltda. (Global Beef Trading), an indirect wholly-owned subsidiary of the Company, located in Ilha da Madeira, Portugal, sells bovine meat, birds and porks products. Global Beef Trading imports the products from Latin America and exports to several countries, in Europe, Africa and Asia. In July 2007, the Company acquired Swift Foods Company, presently known as JBS USA Holdings Inc. (JBS USA). JBS USA has feedlots and processes, packages and delivers fresh, further processed and value-added beef and pork in natura products for sale to customers in the United States and international markets. The fresh meat products prepared by JBS USA include refrigerated beef and pork processed to standard industry specifications. In the United States, JBS USA operates eight beef processing facilities, three pork processing facilities, one lamb slaughter facility, one value-added facility for pork and eleven confinement. In Australia, JBS USA operates ten beef and small animals processing facilities and JBS USA in Australia operates five feedlots that provide grain-fed cattle for its processing operations. JBS USA completed in October of 2008 the acquisition of the cattle meat unit of Smithfield group and also the fattening confinement operations known as Five Rivers. Smithfield, actually JBS Packerland, own four cattle units and one confinement cattle unit, and Five Rivers, known as JBS Five Rivers, own ten cattle confinement units. JBS USA divides its business into three segments: Swift Beef, through which it conducts its U.S. domestic beef processing business; Swift Pork, through which it conducts its U.S. domestic pork processing business; and JBS Australia, through which it conducts its Australian beef and small animals, the last business in Australia since May 2008, with the acquisition of Tasman, which operates six beef and small animals slaughterhouses and one cattle feedlot unit. Since January 2008, the Company owns 50% of Inalca S.p.A. social capital, presently known as Inalca JBS S.p.A, (Inalca JBS). Inalca S.p.A. is Italys leading beef company and one of the main operators in the European processing beef sector. It produces and markets a complete range of fresh and frozen meat, packed under vacuum or portioned in a protective atmosphere, canned meat, ready-to-serve products, fresh and frozen hamburger, minced meats and, pre-cooked products. Inalca JBS owns six facilities in Italy, specialized by production line, and nine foreign facilities in Europe and Africa. The integral subsidiary Montana Alimentari S.p.A. (Montana) is one of the leading Italian companies in the production, marketing and distribution of cured meats, snack and ready-to-eat products with over 230 products. Montana owns the well-known brands Montana and IBIS, and Montana owns four facilities, specialized by type of production and located in the area distinguished by the Protected Denomination of Origin (P .D.O.) and Protected Geographic Indication (P .G.I.) brands. Montana is also one of the main operators in the Italian canned meat market and pre-sliced products.
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2 Elaboration and Presentation of financial information and initial adoption to Law n 11.638/07 and Executive Act n 449/08
The individual and consolidated financial statements, were prepared in accordance with the generally accepted accounting principles in Brazil, that embraces the corporate Brazilian legislation, the Pronouncements, Orientations and Interpretations emitted by the Brazilian Accounting Pronouncements Committee CPC and approved by the Brazilian Securities and Exchange Commission (Comisso de Valores Mobilirios CVM). In the elaboration of the individual and consolidated financial statements of 2008 the Company adopted, by the first time, the alterations in the corporate legislation introduced by the Law n 11.638 approved on December 28, 2007, with the respective modifications introduced by the Executive Act n 449, of December 3, 2008. The conclusion authorization for these financial statements was given by the Board of Directors on February 18, 2009. The Company included in the financial statements the Economic Added Value (EVA) report. The objective of this report is to demonstrate the wealth generated by the Company, and the distribution of this wealth among the elements that contributed to its generation, such as employees, lenders, shareholders, government and others, as well as the wealth portion not distributed. According to the choose option foreseen in the pronouncement CPC 13 the Company is presenting the Economic Value Added exclusively for the year ended on December 31, 2008. Initial adoption of the Law n 11.638/07 and Executive Act n 449/08 According to the Deliberation CVM no. 565, of December 17, 2008, that approved the accounting pronouncement CPC 13 Initial Adoption of the Law no. 11.638/07 and of the Executive Act no. 449/08, the Company established the transition date for the adoption of the new accounting practices on January 1, 2008, being the transition date for the adoption of the changes in the accounting practices adopted in Brazil, representing the preparation date of the initial financial statements adjusted by the referred changes. The Company chose the option foreseen in pronouncement CPC 13 and reflected the adjustments related to the changes of accounting practice directly in the retained earnings on January 1, 2008. The financial statements referring the year ended on December 31, 2007, presented with the financial statements of 2008, were prepared according to the effective accounting practices adopted in Brazil until December 31, 2007, and, as allowed by the pronouncement CPC 13 Initial Adoption of the Law no 11.638/07 and of the Executive Act no 449/08, are not being restated with the adjustments for comparison purposes between the years. The balance sheet adjustments in the transition date due to the initial adoption of the Law no 11.638/07 and Executive o Act n 449/08, the summary of profit & loss effects in 2008, and the effects in the shareholders equity as of December 31, 2008 due to the adoption of the referred legislation are presented below: Balance sheet adjustments in the transition date company Trade accounts receivable (a) Recoverable taxes Current (a) Recoverable taxes Long Term (a) Investiments in subsidiaries (b) Intangible (b) Trade accounts payable (a) Retained earnings Dec 31, 2007 Adjustments 444,218 (738) 351,677 (196) 31,442 (1,056) 2,149,919 (823,666) 9,615 823,666 355,510 1,903 (87) Consolidated Jan 1, 2008 1,235,410 482,722 43,149 1,023,892 1,101,288 (87)
Jan 1, 2008 Dec 31, 2007 Adjustments 443,480 1,236,148 (738) 351,481 482,918 (196) 30,386 44,205 (1,056) 1,326,253 829,975 (829,975) 833,281 193,917 829,975 357,413 1,099,385 1,903 (87) (87)
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Effects in the profit & loss of 2008 and in the shareholders equity as of December 31, 2008 Net income of the year Through Law 11.638/07 and Executive Act 449/07 Exchange variation in foreign investments, net Equity in subsidiaries Adjustment to present value of assets and liabilities Valuation adjustments in subsidiaries shareholders equity Orders of sales exchange variation Income taxes due to the adjustments above Through effective accounting principles in 2007 Company 25,939 748,018 97,501 (339) 2,920 (77,896) 26,600 822,743 Consolidated 25,939 845,519 (339) 2,920 (77,896) 26,600 822,743 shareholders equity Company 6,134,411 (252) (77,896) 26,600 6,082,863 Consolidated 6,134,411 (252) (77,896) 26,600 6,02,863
There was no tax effect due to the adjustments of the adoption of the Law n 11.638/07 and Executive Act n 449/08
b) Accounting Estimates
The preparation of financial statements in accordance with generally accepted accounting principles in Brazil requires the Companys management to (i) make estimates and assumptions that affect the reported amounts of assets and liabilities and (ii) disclose (a) contingent assets and liabilities as of the date of the financial statements and (b) the reported amounts of revenue and expenses during the reporting period. Actual results could differ from those estimates.
c) Financial instruments
The financial instruments are recognized in the moment that the Company becomes part of the contractual dispositions of the instrument. When a financial asset or liability is initially recognized, it is registered by the fair value, added by the transaction costs that are directly attributable to the acquisition or emission of the financial asset or liability. In case of financial assets and liabilities classified in the category of fair value through the result, the transaction costs are directly accounted in the profit and loss of the exercise. The subsequent measurement of the financial instruments happens in each date of the financial statements according to the rules established for each classification of financial assets and liabilities in: (i) assets and liabilities measured to the fair value through the result, (ii) maintained until the expiration date, (iii) loans and receivables (iv) available for sale.
e) Inventories
The Companys inventories are valued based on their cost of acquisition, creation or production, which cost is lower than the market or net realizable value.
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f) Investiments
The Companys investments in subsidiaries are accounted according to the equity method.
h) Intangible assets
The intangible assets are demostrated by the acquisition or formation cost, deducted by the amortization. The intangible assets with indefinite usefull life are not amortized.
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n) Profit by share
The profit by share is calculated based on the shares in circulation on the date of the financial statements.
o) Consolidation
All assets and liabilities of JBS S.A. and its subsidiaries and revenues and expenses from transactions between JBS S.A. and its subsidiaries were eliminated. No inter-company profits were recorded on the consolidated balance sheet of the Company. Accordingly, the shareholders equity of JBS S.A. individually is equal to its consolidated shareholders equity. The financial statements of the subsidiaries of JBS S.A. located outside of Brazil were originally prepared using the local currency of the country in which they are located. Subsequently, these amounts were converted into Reais using the applicable commercial exchange rates reported by the Central Bank of Brazil on the date of the consolidated balance sheet for assets and liabilities, and the average exchange rate of the period to revenues and expenses. The gains and losses due to the conversion are recognized in the shareholders equity in 2008 and in the financial income (loss) in 2007. With respect to the Companys investment in JBS Argentina and its subsidiaries and Inalca JBS and its subsidiaries, we have compared the generally accepted accounting principles in Argentina and Italy with the corresponding principles in Brazil applied by the Company, and we have noted that there were no material differences. The accounting principles adopted by Tupman and Astro, both subsidiaries of SB Holdings, located in the United States of America, do not differ significantly from those adopted in Brazil. The accounting practices adopted in the United States of America by JBS USA (US GAAP) are adjusted to Brazilian GAAP , according to the following differences: Finished goods inventories: valued using market price, and are adjusted to production average cost method; Permanent assets: includes R$794,059 related to intangible assets and fixed assets goodwill, calculated according to applicable purchasing accounting, and it was adjusted reducing the shareholders equity. The subsidiary companies included in the consolidation are mentioned in the Note 10.
4 Acquisitions of Swift Foods Company (presently JBS USA) and Inalca S.p .A (presently Inalca JBS)
In July of 2007, the Company acquired 100% of Swift Foods Company (presently JBS USA Holdings, Inc.) and since January 2008 the Company owns 50% of Inalca S.p.A. social capital, presently Inalca JBS S.p.A, (Inalca JBS). Due to the significance of these investments in the consolidation in the financial statements of the Company for years ended as of December 31, 2008, and the comparability loss with previous periods, we are presenting below the combined income statements to allow a comparison of the consolidated financial statements before the investment in JBS USA and Inalca JBS, and we are presenting these referred financial statements.
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balance sheet
2008 assets Cash, cash equivalents and short-term investments Trade accounts receivable, net Inventories Other current and non current assets Investments in subsidiaries Property, plant and equipment, net Other permanent assets TOTAL ASSETS LIABILITIES AND SHAREHOLDERSS EQUITY Trade accounts payable Loans and financings Other current and non current liabilities Minority interest Shareholders equity TOTAL LIABILITIES AND SHAREHOLDERS EQUITY Consolidated 2,291,617 2,232,300 2,549,674 1,891,415 4,918,671 2,212,672 16,096,349 INALCA JBS 83,539 229,530 274,053 60,733 732,839 46,450 1,427,143 JBS and other subsidiaries 2,208,078 2,002,770 2,275,621 1,830,682 600,167 4,185,832 2,166,222 15,269,372 2007 JBS and other subsidiaries 1,381,703 1,236,148 1,511,595 757,163 829,975 2,536,098 195,523 8,448,205
INCOME STATEMENTS
2008 Consolidated 30,340,255 (27,347,753) 2,992,502 (2,087,738) (612,176) (179,867) (27,962) (62,221) 3,401 25,939 1,156,086 JBS USA 22,680,498 (20,877,360) 1,803,139 (1,190,824) (206,119) (1,985) (54,982) 349,229 715,041 INALCA JBS 1,544,249 (1,384,410) 159,839 (124,224) (32,080) (1,112) (4,043) 1,508 (114) 78,558 JBS and other subsidiaries 6,115,508 (5,085,983) 1,029,525 (772,690) (373,977) 349,116 (179,867) (24,865) (3,196) 1,893 25,939 362,487 2007 JBS and other subsidiaries 4,891,944 (3,709,197) 1,182,747 (569,706) (369,962) (160,976) (141,935) (5,217) 3,459 (61,589) 692,453
Net sales revenue Cost of goods sold GROSS INCOME General, administrative and selling expenses Financial income (expense), net Equity in subsidiaries Goodwill amortization Other (expenses) income Income taxes Minority interest (expense) income NET INCOME (LOSS) AMOUNT OF EBITDA
. 86 .
Certificates of bank deposits CDB-DI, with first-line banks, are fixed income securities that provide yields of approximately 100% of the Brazilian interbank rate. The Investment Funds are supported by investments in Multi-Market funds, to the qualified public.
7 Inventories
Company Finished products Work-in-progress Raw-materials Livestock Warehouse spare parts 2008 489,953 674 1,978 46,905 539,510 2007 513,492 745 55,242 34,746 604,225 Consolidated 2008 1,770,199 157,745 70,213 282,591 268,926 2,549,674 2007 1,072,732 71,514 68,688 171,552 127,109 1,511,595
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8 recoverable taxes
Company Value-added tax on sales services (ICMS/IVA/VAT) Excise tax IPI Social contribution and taxation on billings PIS and Cofins Income tax withheld at source IRRF Others Adjustment to present value Current and Long-term: Current Non-current 2008 379,678 51,657 19,330 25,556 9,936 (1,182) 484,975 447,343 37,632 484,975 2007 295,362 39,920 42,427 4,072 1,338 383,119 351,677 31,442 383,119 Consolidated 2008 476,761 111,447 32,957 29,612 38,734 (1,182) 688,329 623,022 65,307 688,329 2007 353,100 97,805 55,623 7,485 13,110 527,123 482,918 44,205 527,123
General comments
Based upon final administrative decisions by the Cmara Superior do Conselho de Contribuintes and on the opinion of its legal counsels, the Company and JBS Embalagens has performed a monetary adjustment of its tax credits of PIS, COFINS and IPI based on the SELIC rate (which is the reference rate published by the Central Bank of Brazil). After such monetary adjustments, the total PIS, COFINS and IPI tax credits totaled R$134,073. During the exercise of 2008 was received an amount of R$17,045, remaining receivable an amount of R$117,028.
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december 31, 2007 Mouran Alimentos Ltda. JBS Embalagens Metlicas Ltda. JBS Global Beef Company SU Ltda. Friboi Egypt Company L.L.C. JBS Global (UK) Limited JBS Argentina S.A. The Tupman Thurlow Co. Global Beef Trading SU Ltda. Beef Snacks Brasil Ind.Com.Alimento Ltda. Beef Snacks International BV
. 89 .
The Company and its subsidiaries mantain comecial transaction between then, mainly sales operations, realized wtith normal price and market conditions, when existing. The credits and debits are presented, mainly, by mutual contracts which are calculated interests and exchange rate variation. The parent company J&F participaes S.A warranty Eurobonds loans caption operation of the Company in the amount of US$200 million which the longest due is in 2011.
december 31. 2008 JBS Embalagens Metlicas Ltda. JBS Global Investments S.A. JBS Holding Internacional. S. A. JBS Global A/S (Dinamarca) Mouran Alimentos Ltda. JBS USA, Inc. SB Holdings, Inc JBS Confinamento Ltda. Inalca JBS S.p.A
Companys share quantity (Thousand) 10,002 93,000 679,153 1,232 120 0,1 20 30,001 280,000 Companys share quantity (Thousand) 10,000 23,000 535,128 212 84 100.0 20 30,001
Participation 99.00% 100.00% 100.00% 100.00% 70.00% 100.00% 100.00% 100.00% 50.00%
Capital Shareholders Stock equity 2 38,949 217,341 109,421 679,153 582,180 103,370 137,865 120 (21,699) 2,212,940 2,301,887 23 4,170 30,001 29,420 1,132,326 1,200,334
Net income (loss) (896) (84,893) (38,725) (8,205) (6,247) 349,229 425 (581) (227)
december 31. 2007 JBS Embalagens Metlicas Ltda. JBS Global Investments S.A. JBS Holding Internacional. S. A. JBS Global A/S (Dinamarca) Mouran Alimentos Ltda. JBS USA, Inc. SB Holdings, Inc JBS Confinamento Ltda.
Capital Shareholders Stock equity 2 39,844 40,740 40,908 535,128 385,831 71,648 108,106 120 (15,452) 880,186 719,210 18 2,751 30,001 30,001
Net income (loss) (1,011) (6,804) (95,015) (5,362) (11,595) (160,976) 684 -
. 90 .
b) Investments movement
Equity in subsidiaries December 31, 2007 JBS Embalagens Metlicas Ltda. JBS Global Investments S.A. JBS Holding Internacional. S. A. JBS Global A/S (Dinamarca) Mouran Alimentos Ltda. JBS USA, Inc. SB Holdings, Inc JBS Confinamento Ltda. Inalca JBS S.p.A Transfer to Other current liabilities (Negative equity Mouran) Goodwill transfered to Intangible Total 39,446 40,909 385,831 108,106 (10,816) 719,210 2,750 30,001 10,816 823,666 2,149,919 Addition Exchange Shareholders (disposal) rate variation Equity 118,599 58,056 (23,250) 144,025 91,049 11,052 29,469 (2,557) 772,223 509,121 (47,896) 879 116 465,542 150,327 (15,588) Income Statements (887) (84,893) (38,725) (8,205) (4,373) 349,229 425 (581) (114) December 31, 2008 38,559 109,421 582,180 137,865 (15,189) 2,301,887 4,170 29,420 600,167 15,189 3,803,669
1,511,441
747,852
1,874
211,876
Buildings Land Machinery & equipment Installations Computer equipment Vehicle and Airplanes Construction in progress Others
consolidated
Buildings Land Machinery & equipment Installations Computer equipment Vehicle and Airplanes Construction in progress Others
. 91 .
Until December 2007, supported by appraisal reports from SETAPE Servios Tcnicos de Avaliaes do Patrimnio e Engenharia S/C Ltda., the Company made an appraisal of its facilities, resulting in an increase in the value of these assets, and the creation of the revaluation reserve and the related deferred income tax and social contribution provisions. As of December 31 2008, the balance of the Companys revaluation of fixed assets account was R$198,589, the balance of the Company revaluation reserve account was R$118,178, and the balance of the Company income tax and social contribution account was R$56,306. The Company recorded accrued depreciation of R$24,105 with respect to the Companys revaluation of fixed assets as of December 31, 2008.
a) Goodwill
In the Company In July 2007 the Company acquired 100% of the capital stock of Swift Foods Company, actual JBS USA Holdings, Inc., and paid a goodwill of R$877,609, based on the expectation of future profitability. The goodwill will be amortized as long as such profits are earned, during a period of five years. During the year ended December 31, 2008 the goodwill was amortized in the amount of R$175,522, and the actual accumulated goodwill amortization is R$248,656. In January 2007 the Company acquired 100% of the capital stock of SB Holdings, Inc., and paid a goodwill of R$21,725 based on the expectation of future profitability of the subsidiary. The goodwill will be amortized as long as such profits are earned, during a period not exceeding ten years. During the year ended December 31, 2008 the goodwill was amortized in the amount of R$4,345 and the actual accumulated goodwill amortization is R$6,035. In March of 2008 the Company acquired 50% of the capital stock of Inalca S.p.A., presently known as Inalca JBS, and paid a goodwill of EUR 94,181, which correspond as of December 31, 2008 to R$304,972, based on the expectation of future profitability. The goodwill will be amortized as long as such profits are earned, during a period not exceeding ten years. As described in note 20 d), the Company intends to exclude permanently the goodwill amortization from the dividends calculation base. In Subsidiary In 2007, JBS Holding International S.A., through its subsidiaries JBS Argentina S.A. and JBS Mendoza S.A., acquired 100% of the capital stock of Consignaciones Rurales S.A. and Argenvases S.A.I.C. and in 2008, through the same subsidiaries, acquired 100% of the capital stock of Colcar S.A., with a total goodwill in these acquisition of $53,341 thousand argentinean pesos, that corresponds as of December 31, 2008 to R$36,133. These goodwill are based on the expectation of future profitability and it will be amortized during the period and extension of the projections that determined it, not to exceed 10 years. JBS USA has a goodwill in the amount of US$147,855 thousand, corresponding as of December 31, 2008 to R$345,537 represented, mainly, by the acquisition in 2008 of Smithfield, Tasman and Five Rivers, preliminary calculated and subject to adjustments. The goodwill is represented by the excess of the aggregate purchase price over the fair value of the net identifiable assets acquired in the purchase business combination.
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231,700 231,700
227,561 227,561
. 93 .
b) Consolidated
modality Financing for purchase of fixed assets FINAME / FINEM Enterprise financing Notes Payable Loans for working capital purposes ACC Exchange advance contracts EXIM BNDES export credit facility Fixed Rate Notes with final maturity in February 2011 (Eurobonds) Working Capital American Dollars Working Capital Australian Dollars Working Capital Euro Working Capital Reais Export prepayment Fixed Rate Notes with final maturity in February 2016 (144-A) NCE / COMPROR Total Current and Long-term Current Non-current Exchange rate variation and interest rate Libor + 1.00% TJLP and interest rate of 3.0% Exchange rate variation and interest rate of 9.375% Libor + Interest rate of 1.1% to 3.2% BBSY + 0,975% to 1.60% Euribor + Interests 0.15% 1.75% CDI and interest rate of 6.0% Exchange rate variation and Interest rate of Libor + 1.0% CDI and Interest Rate of 10.5% CDI and Interest Rate of 2.0% 714,885 177,407 651,713 377,253 160,166 418,241 51,113 516,838 731,569 1,559,232 5,358,417 5,616,497 340,879 426,891 494,338 1,402,371 47,030 167,810 554,638 68,793 3,502,750 3,749,636 Annual average rate of interest and commissions TJLP-UMBNDES index rate and interest rate of 3.0% Interest rate Libor + 1.75% and interests of 3.0% to 7.25% 2008 2007
Long-term installments have the following maturities: 2009 2010 2011 2012 2013 2016
Exchange Contract Advances (ACCs) are credits funded by financial institutions to JBS S.A. and subsidiary, amounting to US$302,844 thousands on December 31, 2008 (US$192,446 thousands as of December 31, 2007) and are used to finance the Companys export sales. Outstanding amounts of export pre-payment loans were US$221,155 thousands on December 31, 2008 (US$94,738 thousands on December 31, 2007). Such loans were funded by financial institutions.
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NCE (Notas de Crdito Exportao)/COMPROR are an export finance credit facility linked to COMPROR used to finance the purchase of raw materials used in the Companys export products. EUROBONDS JBS S.A. issued 9.375% fixed rate notes due in 2011 in total aggregate amounts of US$200 million on February 6, 2006 and US$75 million on February 14, 2006. These notes are guaranteed by JBS S.A. and J&F Participaes S.A. 144-A JBS S.A. also issued the 10.5% fixed rate notes due on 2016 in the total aggregate amount of US$300 million on July 28, 2006. These notes are also guaranteed by the Company.
16 declared dividends
Company Declared dividends 2008 51,127 51,127 2007 17,465 17,465 Consolidated 2008 51,127 51,127 2007 17,465 17,465
The Company, considering that it has generate positive EBITDA, deliberated that for the dividends calculation base the goodwill in investments acquisition of JBS USA and SB Holdings will be permanently excluded. Based on the above, the Company declared dividends of R$51,127 (R$17,465 in 2007), that will be submitted to the General Assembly of the Shareholders for approval, as calculation demonstrated below:
Net income (Loss) of the year Mandatory reserve (5%) Investments exchange rate variations Investments amortization JBS USA Investments amortization SB Holdings Adjusted base for dividends calculation: Declared dividends (25%)
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Tax Proceedings
) ICMS Value Added Tax (Imposto sobre Operaes Relativas Circulao de Mercadorias e sobre a a Prestao de Servios de Transporte Interestadual e Intermunicipal e de Comunicao) The Tax Authority of the State of So Paulo (Secretaria da Fazenda do Estado de So Paulo) filed several administrative proceedings against the Company, under which the Tax Authority challenges the amount of the Companys ICMS tax credits arising from the purchase of cattle and meat transfer by the Company in other Brazilian states. The Tax Authority of the State of So Paulo claims that the tax incentives should be approved by Confaz , and are known as a Tax War. The Tax Authority of the State of So Paulo does not recognize the Companys ICMS tax credits up to the amount of the ICMS tax paid in such other states. The Company estimates that the claims under these administrative proceedings amount to R$118,000 in the aggregate. In addition to presenting its defense in such administrative proceedings, the Company has filed legal proceedings seeking the payment of damages from such other states if the Tax Authority of the State of So Paulo prevails in these administrative proceedings. The legal proceedings filed by the Company suspended the requirements of the State of So Paulo. Based on the opinion of the Companys legal counsels, the Companys management established a provision for losses arising from such administrative and legal proceedings in the amount of R$826. The Tax Authority of the State of Gois filed other administrative proceedings against the Company, due to interpretation divergences of the Law concerning the export VAT credits. Based on the opinion of the Companys external legal counsel, the management of the Company believes the Company will prevail in most of these proceedings. The Companys management has recorded a provision for losses arising from such administrative proceedings in the amount of R$4,185. b) PIS (Programa de Integrao Social) and COFINS (Contribuio para Financiamento da Seguridade Social) The Company has filed administrative proceedings challenging the calculation method used in the assessment of PIS and COFINS by the Federal Tax Authority (Secretaria da Receita Federal). The Companys management estimates that the contingencies arising from these legal proceedings amount to R$6,969 in the aggregate. Based on the opinion of the Companys legal counsels and recent decisions granted by the Brazilian Federal Supreme Court (Supremo Tribunal Federal), the Companys management has recorded a provision for losses arising from such legal proceedings in the amount of R$3,793. c) CSLL Social contribution on net income (Contribuio Social sobre o Lucro Lquido) Based on an amendment to the Brazilian Federal Constitution that exempted profits from exports from federal contributions, the Company has filed a lawsuit against the Federal Tax Authority (Secretaria da Receita Federal) seeking to exclude its profits from exports from the calculation of the Social Contribution on Net Income (Contribuio Social Sobre o
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Lucro Lquido CSLL) payable by the Company. The management believes, based on the opinion of the Companys legal counsels, that it will obtain success in the claim. Accordingly, the management of the Company has not established any provision for contingencies arising from these proceedings. d) INSS - National Social Security Institute (Instituto Social de Seguridade Social) In September 2002, the INSS filed two administrative proceedings (autos de infrao) against the Company, seeking to collect certain social security contributions (which are referred to as contributions to the Rural Workers Assistance Fund (NOVO FUNRURAL) in the aggregate amount of R$69,194, that the Company should have allegedly withheld in connection with purchases of cattle from individual ranchers. As a result of a decision by a lower court in a proceeding to adjudicate a writ of mandamus action filed by the Company in order to challenge the constitutionality of such social security contributions, the administrative proceedings have been stayed and the INSS has been enjoined from collecting these social security contributions from the Company. The INSS has not timely appealed from this decision and, accordingly, the proceeding has been submitted to the review of the Regional Federal Court of the 3rd Region as a matter of law. Currently, the proceedings await a ruling by such appellate court. Based on the opinion of the Companys legal counsel supported by precedents of the Federal Supreme Court in a similar case, the Companys management believes that the Company will prevail in these proceedings. Accordingly, the Company has not established any provision for contingencies arising from these proceedings. In order to preserve its claims under the administrative proceeding and to avoid the lapse of the applicable statute of limitations period relating to these claims, the INSS sent the Company tax default notices (notificaes fiscais de lanamento de dbito) with respect to the contributions allegedly owed by the Company for the period from January 1999 to December 2003 in the aggregate amount of R$69,194. In its defense to these default notices, the Company argued that it did not pay the contributions with respect to the period described in such notices in light of the favorable decision issued by the trial court reviewing the writ of mandamus action, which ordered the stay of the administrative proceedings and enjoined the INSS from collecting the contributions from the Company until a final decision is reached under such action. An ongoing legal proceeding arguing as to the unconstitutionality of the contribution to the Rural Workers Assistance Fund, with issues and factual circumstances similar to the writ of mandamus action is currently under review by the Brazilian Federal Supreme Court (Supremo Tribunal Federal). Up to the present moment, five of the ten judges opining on this proceeding have voted to declare this contribution unconstitutional and no judge has issued a dissenting opinion on this matter. Based on this and other precedents and on the opinions of its external legal counsel, the Companys management believes the Company will prevail in these proceedings. Accordingly, the Companys management has not established any provision for contingencies arising from these proceedings. Currently, the Company is not forced to proceed any discount, or pay the amount. In case any discount is made, due to commercial negociation, the Company proceeds the discount and deposits it in Judgement, accomplishing the judicial decision. Social Security Contributions Third-party Entities. The INSS filed several administrative proceedings against the Company with claims totaling approximately R$11,000, seeking to collect certain social security contributions with respect to third-party entities (contribuies previdencirias terceiras entidades) allegedly owed by the Company. These proceedings are based on a wrongful interpretation by the INSS of the Social Security Fund Code (Cdigo do Fundo de Previdncia e Assistncia Social). Based on the opinion of the Companys external legal counsel, the management of the Company believes the Company will prevail in these proceedings. Accordingly, the management of the Company has not established any provision for contingencies arising from these proceedings. e) Other Tax Proceedings The Company is also party to 100 other tax lawsuits and administrative proceedings. Contingencies arising from these proceedings are not material to the Company if considered on an individual basis. We highlight the proceedings with probable risk of loss, which have been provisioned for in the aggregate amount of R$17,978.
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Labor Proceedings
As of December 31, 2008 the Company was part in 1,050 labor proceedings, 218 tax proceedings filed by the work regional police stations and 2 proceedings established by the work public prosecution service, involving the total value in discussion of R$34,020. Based on the opinion of the Companys external legal counsel, the Companys management recorded a provision in the amount of R$5,606 for losses arising from such proceedings. Most of these lawsuits were filed by former employees of the Company seeking overtime payments and payments relating to their exposure to health hazards.
civil Proceedings
a) Slaughterhouse at Araputanga In 2001, the Company (formerly known as Friboi Ltda.), entered into a purchase agreement for the acquisition of one slaughterhouse located in the City of Araputanga, State of Mato Grosso, from Frigorfico Araputanga S.A. (Frigorfico Araputanga). As a result of the payment of the purchase price by the Company and the acknowledgement by Frigorfico Araputanga of compliance by the Company with its obligations under the purchase agreement, a public deed reflecting the transfer of title of the slaughterhouse from Frigorfico Araputanga to the Company was registered with the applicable real estate notary. As (i) Frigorfico Araputanga was a beneficiary of certain tax benefits granted by the Federal Government through an agency responsible for fostering the development of the northern region of Brazil (Superintendncia de Desenvolvimento da Amaznia SUDAM) and (ii) the slaughterhouse sold to the Company was granted by Frigorfico Araputanga to SUDAM as collateral for these tax benefits the consent of SUDAM was required for the registration of the public deed with the applicable real estate notary. In June 2004, Frigorfico Araputanga S.A. filed a lawsuit against the Company in a state court located in the City of Araputanga, State of Mato Grosso, alleging that the Company breached the purchase agreement and seeking an injunction to prevent the Company from finalizing the transfer of the slaughterhouse and a declaratory judgment that the purchase agreement and the public deed registered with the real estate notary were null and void. In the lawsuit, Frigorfico Araputanga claimed that the sale of the slaughterhouse should be nullified as the Company did not obtain the consent of SUDAM in order to register the public deed with the applicable real estate notary. In January 2005, the court of appeals (Tribunal de Justia do Mato Grosso) held that the Company had complied with all material terms of the purchase agreement. The lawsuit was subsequently submitted to the review of the Federal Court of Cceres, under no 2005.36.01.001618-8, in light of the inclusion of the Federal Government as a party to the lawsuit. The Company obtained the consent of Unidade de Gerenciamento dos Fundos de Investimento UGFIN, the successor of SUDAM, according to the Federal Regional Court of the 1st Region (Tribunal Federal da 1 Regio) decision, under Proceedings no 2006.01.00.024584-7. The parties are waiting for ruling following a judicial expert appraisal favorable to the company, that after evaluating the payments made by Agropecuria Friboi, the appraisal concluded that the debit was already paid. The judicial appeal number 2006.01.00.024584-7 was judged favorably to the Company, when the TRF Regional Federal Court declared valid the purchase tittle deeds of the property, object of discussion. Based on the Companys legal advisers opinion and based on Brazilian jurisprudence management of the Company believes that their arguments will prevail and no provision was registered. b) Trademark Infringement In July 2005, Frigorfico Araputanga filed a lawsuit against the Company seeking damages in the amount of R$26,938 and punitive damages in the amount of R$100,000 for the use by the Company of the trademark Frigoara without Frigorfico Araputangas consent. The amounts of the claim were based upon a report presented by Frigorfico Araputanga to the trial court, which appraised the value of the trademark Frigoara at R$315,000. The Company presented its defense against this lawsuit alleging that (i) the lawsuit should be analyzed and reviewed together with the lawsuit relating to the purchase of the slaughterhouse from Frigorfico Araputanga by the Company, (ii) the trademark Frigoara was used by the Company for a limited period of time, with the written consent and upon the request of Frigorfico Araputanga (the use of the trademark by the Company was a requirement of SUDAM to consent to the registration of the public deed contemplating the transfer of the slaughterhouse from Frigorfico Araputanga to the Company) and (iii) the amount of any damages under the lawsuit should be limited to a percentage of products sold by the Company under the
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trademark Frigoara, pursuant to article 208 of the Intellectual Property Law. Almost all of the products manufactured by the Company were marketed under the trademark Friboi. The only product marketed by the Company under the trademark Frigoara was minced meat, in limited amounts. In light of the foregoing, the Companys management established a provision for losses arising from this lawsuit in the amount of R$600. Following a determination of the judge of the trial court, the lawsuit was submitted to the review of the Federal Court of Cceres on January 17, 2007. The judge of the Federal Court of Crceres determined that this lawsuit be joined with the lawsuit relating to the purchase of the slaughterhouse by the Company from Frigorfico Araputanga. The Federal Government will be notified to issue an opinion on the matter under discussion in this lawsuit. Based on the Companys legal counsel opinion supported by precedents of the Federal Brazilian Supreme Court (Supremo Tribunal Federal) and the Brazilian Superior Court of Justice (Superior Tribunal de Justia), the Companys management believes that the Company will prevail in these proceedings. c) Others The Company is party in several civil lawsuits, mainly, pursuant to which certain of the Companys former and current employees are seeking damages from accidents that occurred in the workplace, in amounts varying based on their salaries. Based on the opinion of the Companys legal counsel, the Companys management recorded a provision for losses arising from these lawsuits in the amount of R$15,063 as of December 31, 2008.
19 income taxes
Income tax and social contribution are recorded based on taxable net income pursuant to the rates set forth in the applicable laws. Deferred income tax and social contribution are recorded based on the temporary differences between the carrying amounts on the Companys financial statements and the tax basis of assets and liabilities, as well as on the tax loss carry forward credits.
Income before income tax and social contribution Addition (Exclusion), NET: Permanent differences (Mainly equity in subsidiaries) Temporary differences Calculation basis for income tax and social contribution Income tax and CSLL Temporary differences Deferred income tax and social contribution
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The Company and its subsidiaries have a track record of future taxable net income. The Company expects to recover the tax credits arising there from within eight years due to the termination of the causes of their contingencies.
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c) Revaluation reserve
Revaluation reserve reflects the appraisal effected by the Company, net of tax effects that are progressively offset against retained earnings to the same extent that the increase in value of the revalued property is realized through depreciation, disposal or retirement.
d) Dividends
Mandatory dividends correspond to 25% of the adjusted net income of the year, according to article 202 of Law 6.404/76. The Company, considering that it has generate positive EBITDA, deliberated that for the dividends calculation base the goodwill in investments acquisition of JBS USA and SB Holdings will be permanently excluded.
e) Treasury Shares
The Board of Directors of the Company, based on the amendment of its by-laws and according to the normative instructions of CVM numbers 10/80, 268/97 and 390/03, authorized the acquisition of, not more, 41,113,898 shares of own emission for maintenance in treasury and subsequent cancel or alienation without reduction of the social capital. On December 31, 2008, the Company maintained 34,226,200 treasury shares, with an average unit cost of R$5.70, and the minimum and maximum acquisition prices were R$2.68 and R$8.54, respectively, not having happened alienation of the acquired shares. The market value of the shares according to the negotiation as of December 31, 2008 was R$4.93.
The financial income for year ended ended December 31, 2007 is negatively affected, by a significant amount, by exchange variation rate of the permanent investments in foreign currency. The impact of the referred exchange variation rate in the compay financial income is R$82,809 (R$160,030 in the consolidated) and did not affect the EBITDA. In 2008 the exchange variation rate of the permanent investments in foreign currency is beeing registered em specific account in the shareholders equity.
22 non-recurring expenses
company BONDS Expenses CADE Agreement Initial public offering 2008 (35,693) (35,693) 2007 (13,769) (53,313) (67,082) consolidated 2008 (35,693) (35,693) 2007 (13,769) (53,313) (67,082)
In 2008 refers to non-recurring expenses referring to the consent solicitation process of the EURO BONDS and notes of the 144-A rule, as described in note 14. In 2007 refers to non-recurring expenses with the initial public offering in Mew Market and payment to CADE.
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23 managements compensation
For the years ended December 31, 2008 and 2007, the aggregate compensation paid by the Company to the Companys management was R$3,000.
24 insurance coverage
The Company adopts the policy of maintaining insurance coverage for property, plant and equipment and inventories that are subject to risks, in the amounts considered sufficient to cover any loss arising from such risks. Due to the multi-location aspect of its business, the Company contracts insurance covering the maximum possible loss per operational unit. The insurance covers the following events: fire, flooding and landslide. As of December 31, 2008 the maximum individual coverage was R$99,000, considering all types of risks. The insurance coverage related to the controlled company JBS Argentina has the same characteristics as explained above, and the maximum coverage as of December 31, 2008 was US$32 million (equivalent to R$74,784). The insurance coverage related to the controlled Company JBS USA, Inc. has the same characteristics as explained above, and the maximum coverage as of December 31, 2008 was US$200 million (equivalent to R$467,400). The insurance coverage related to the controlled Company Inalca JBS has the same characteristics as explained above, and the maximum coverage as of December 31, 2008 was Euros 141 million (equivalent to R$456,579).
b) Credit Risks
The Company is exposed to credit risks in respect of accounts receivable, which are partially mitigated through the diversification of the credit profile of the Companys portfolio. The Company does not have a client that represents more than 10% of its combined net sales revenue, and its clients have good financial and operating indicators.
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exposure operating Accounts receivable US$ / / Investments US$ / Inventories destined to export @ cattle Order of sales US$ / / Subtotal FINANCIAL Credits with subsidiaries US$ / Loans and financings US$ Imports payable US$ Amounts receivable (payable) of forward contracts, NET Subtotal TOTAL
1,550,774 (9,389) (2,740,319) (2,040,064) (4,816) (3,537) 60,205 538 (1,134,156) (2,052,452) 3,576,099 383,709
Investments Was deliberated, in the Council of Administration meeting, that the Hedge of the investments in overseas companies should not be done. Order of sales The notional is not registered in the balance sheet. Starting from the year of 2008, according to the methodology denominated hedge accounting, introduced by the pronouncement CPC 14, the Company started to account the sales orders exchange variation to oppose the effects of the hedge of these same orders.
f) Sensibility analysis
Considering that the Company is subject, mainly, to the exchange rates and interests risks on your assets and liabilities in foreign currency, and uses derivative instruments for protection of these referred assets and liabilities, the variations of sceneries are followed by the respective protection objects, generating almost null effects.
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National Beef owns (i) three beef slaughter plants, one located in Dodge City, Kansas, one in Liberal, Kansas and the other in Brawley, California; (ii) two case-ready beef processing plants, specializing in products for sale to retailers destined to the end consumer, located in Hummels Wharf, Pennsylvania, and Moultrie, Georgia; (iii) one plant located in Kansas City, Kansas specializing in portioned products for commercial establishments and end consumers; and (iv) one transportation company, with approximately 1,200 vehicles including refrigerated transportation and transportation of live stock, headquartered in Liberal, Kansas. Pursuant to the agreement, the Company shall pay US$560 million to the members of National Beef, approximately US$465 million of which shall be paid in cash and US$95 million with JBS existing shares. At closing, the Company shall assume the debt and other liabilities of National Beef, resulting in an enterprise value of approximately US$970 million. JBS intends to use shares held in treasury to effect the payment of the portion of the acquisition price to be paid with shares, and, for this reason.
executive management
Joesley Mendona Batista Chief Executive Officer Jeremiah Alphonsus OCallaghan Investor Relations Director Wesley Mendona Batista Chief Operation Officer Francisco de Assis e Silva Legal Director
Board of directors
Joesley Mendona Batista Board President Jos Batista Sobrinho Marcus Vinicius Pratini de Moraes Wesley Mendona Batista Vice-President Jos Batista Jnior Demsthenes Marques
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