Management Report 2020 slide image

Management Report 2020

Management Report 2020 SLC Agrícola Strategy Figure 3 Area planted (hectares '000) 450 Strategic phases of SLC Agrícola 400 350 300- 250- 200- 150- 100- 50- О 1977 PHASE 1 "The Miracle of Cerrado" Business model formation Foundation till IPO ■100% own area ■Gradual land transformation ■Land as value reserve ■ Development of a replicable production model 2007 PHASE 2 "Arbitrage window to convert lands" IPO speeds up the growth IPO 2007 to 2015 ▪ Aggressive growth ▪ Onset of the leasing strategy ■ Joint ventures ■Certifications 2015 PHASE 3 "Distance in relation to the average" Technology as "game changer" To date ■"Asset Light" growth ■ Efficiency and distancing from the average ■Financial solidity and Generation of Value for the Stockholder ■Leadership in ESG 2020 Since our founding, we have understood the importance of agribusiness to society and worked to build a business model capable of seizing the opportunities that have emerged in Brazil over recent decades. The capacity to produce grains and fibers with higher yields and efficiency, ensuring economic growth aligned with social and environmental re- sponsibility, is today the industry's main competi- tive advantage. In this scenario, technology and digitalization emerge as determinant factors for driving the com- pany's growth. Investment in innovative solutions, supported by connectivity of equipment and crops, accelerates the improvement in yields and the sus- tainable use of natural resources. Our current business model focuses on developed areas that do not require the suppression of vege- tation. Approximately 99% of our planted areas are currently well developed and with maturity of over three years. In the 2020/21 crop year, we are concluding our cycle of expansion through the transformation of areas so that we can disseminate our commitment to not opening new areas for agricultural produc- tion. In the coming years, even without this convert- ing, we will be able to reach our production and profitability goals. 17
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