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Investor Presentaiton

40 40 PERFORMANCE STRATEGY AND OUTLOOK BUSINESS MODEL AND VALUE CHAIN GRI 102-9 2021 INTEGRATED ANNUAL REPORT M. Dias Branco is the leader in the domestic market for pasta and cookies and crackers and has expanded its international operations. The profitability increase sought is compliant with the highest standards of quality in sustainable practices, the strengthening of corporate governance, the search for the well-being of employees and customer satisfaction. This holistic view is responsible for sustainable business growth. We revisited our long-term Strategic Direction, as well as the projects that will enable us to achieve our goals. We strengthened our methodology for monthly monitoring of results, based on management by guidelines and matrix management of expenses. A special highlight was the creation of the Partners for Results Program, which trained employees in several areas to carry out a deeper analysis of our indicators and goals, under a process of continuous improvement in the search for expressive and sustainable results. Other highlights of the business model include: the portfolio of strong brands, with nationwide coverage and spread distribution; the modern production facilities, with plants strategically located; financial robustness and strong cash generation to support the growth strategy. The commercial strategy is based on consistent investments in marketing, assertive pricing models, use of technology and new methodologies to meet market trends. ADMIA ADRIA ADRIA ADRIA -plus life Folhata -plus life A -plus life 風 ADRIA ADRIA -plys life Some products of Adria cookies and crackers line SYNTHESIS OF STRATEGIC DIRECTION Goals for the next growth cycle GROWTH DRIVERS SUPPORT Growthand Profitability Ambition into new categories 3 Internationalization Expansion in the international market To continue growing, we are dedicating special attention to the portfolio, product mix, and distribution channels, taking advantage of the existing logistics network, with a focus on agile processes. Our expansion happens mainly through organic growth or acquisitions of other companies that add value to the business. While we strengthen our operations in Northeast, we advance in opportunities in other regions of the country, seeking a more even national coverage. Internationally, the Company works on its domestic brands, such as Piraquê, launched in Latin American countries in 2021, but is considering acquisitions or opening bases. Innovation is an important pillar of our strategy, with a close relationship with startups through the Germinar Program, an acceleration initiative by M. Dias Branco. M. DIAS BRANCO VALUE CHAIN Supplies Inputs and Packaging SDG: 1, 2, 6, 7, 8, 9, 12, 13 Vegetable oils Packaging Sugar, starch and cocoa Wheat 000 Operations Water, Effluents, Energy, Emissions, Waste, Human Capital, Community Relations, Occupational Health and Safety SDG: 1, 2, 3, 4, 6, 7, 8, 9, 10, 12, 13, 16 Special Shortening Vegetable shortening and Margarines unit Industrial Units Distribution Centers 888 Mills Wheat flour Raw materials Packaging Products 1 Current Market Geographies, categories and channels where M. Dias Branco already operates 2 Surroundings Diversification in Brazil Requirements and capabilities required for the future This value chain does not include the activities of the acquisition made in November 2021 We count on the engagement of all areas in our growth strategy and vision. The future envisions our consolidation as a large food company in Brazil, with a global footprint, diversified operations, sustainable growth and respect for our origins. Products and Society Nutrition and Health SDG: 1, 2, 3, 10, 12 Margarine and vegetable shortening Cookies and crackers, chocolate iced, pasta and cakes Snacks and packaged toasts Flours, wheat bran and cake mix Retail, wholesale, distributor and big chains CONSUMER
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