Strategy Pillars

To reach its objectives, the Company relies on six strategic pillars described below:

JBS Culture

In 2014, JBS invested in internal campaigns to promote, share and grow its corporate culture among its 215 thousand team members – many of them from other companies acquired by JBS.

Sound Financial Structure

JBS has a sound financial structure, whose management is in the hands of an experienced team with a deep understanding of the business. In addition, in 2014 the Company generated approximately 85% of its revenues in dollars, which provides more stability for the company in relation to eventual changes in the global economy.

Responsible Procurement

JBS is committed to ensure the responsible origin of all the raw materials used in its processes, through the establishment of social and environmental criteria applied to all of its suppliers. In order to guarantee the provenance of all of the products that it offers, JBS has a close relationship with its suppliers – be they cattle breeders, or integrated suppliers, in the case of poultry and pork – to monitor and guide all the stages prior to the arrival of the animals at the Company’s processing facilities. In addition, for the beef operation, JBS has a technological system for the social and environmental monitoring of farms to ensure that none of its suppliers is involved in the deforestation of native forests, the invasion of protected areas, such as indigenous lands or environmental conservation units, or the use of slave labor.

Cost Reduction and Process Eco-Efficiency

Reducing production costs by improving processes along its production chain is an obsession for JBS, which has a commitment to the ongoing improvement of its processes that transcends the limits of its operations and reaches all the way to its suppliers.

Among its activities, the Company has an investment plan to support technical and environmental improvements that includes prioritizing the use of technologies that make better use of raw materials and mitigate environmental impacts, while optimizing the use of natural resources.

Along the supply chain, the Company supports projects such as the Novo Campo (New Field) Program, which promotes sustainable practices to increase the productivity of farms in the Amazon region in order to develop a new operating model that preserves natural resources and that brings financial benefits to the ranchers in the region

Quality Control

The Company has full control over its processes with the help of cutting-edge technology and structured programs. The care that JBS puts into its products is reflected in its nationally and internationally recognized quality.

Transparency & Communication with Stakeholders

JBS adheres to the best practices in corporate governance – including transparency and equity in the disclosure of information – which qualifies the Company to the Novo Mercado segment of the BM&FBOVESPA.

These practices include the public disclosure of its global Greenhouse Gas (GHG) emissions through the Driving Sustainable Economies (CDP) international platform and the Brazilian GHG Protocol Program, as well as the Company’s participation in the BM&FBOVESPA’s Carbon Efficient Index (ICO2) since 2009.

Through the Driving Sustainable Economies (CDP), and through Climate Change information, JBS also discloses its strategies and actions related to water issues and deforestation. In 2014, JBS was identified as the company in the food sector that has done the most to prevent deforestation along its production chain.

To provide transparency and ensure compliance with its commitment to the sustainable origin of its raw materials and the management of its supply chain, each year JBS publishes on its website an audit report of its Monitoring System for Ranches Supplying Raw Materials (cattle), which is conducted by an independent auditing firm.

For three consecutive years, JBS has published a report with social, economic and environmental information that adheres to the GRI Guidelines. This publication demonstrates and reinforces JBS commitment to the best practices in governance.





Last updated on 2015-12-03T14:06:51
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