Caroline Rodrigues Gerente de Atendimento

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Aubrey Jordan
6 years ago
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1 Caroline Rodrigues Gerente de Atendimento

2 Day Agenda 09h00 to 09:30h 09h30 to 09:35h Welcome Coffe National Anthem 09h35 to 10:10h Opening: Our Business - Paulo Basílio 10h10 to 10:30h Our Team - Melissa Werneck 10h30 to 10:50h Coffe Break 10h50 to 11:10h Our Railway Operations - Alexandre Zanelatto 11h10 to 11:30h Our Projects - Sérgio Nahuz 11h30 to 12:00h 12h00 to 13:30h 13h30 to 14:20h Q&A Lunch Site Visit (optional)

3 OUR BUSINESS

ALL is Latin America s largest independent logistics company ALL Network March 1997 FSA Ferrovia Sul Atlântico activities start-up August 1999 Acquisition of the Argentine railroads (Meso and

4 ALL is Latin America s largest independent logistics company ALL Network March 1997 FSA Ferrovia Sul Atlântico activities start-up August 1999 Acquisition of the Argentine railroads (Meso and Central) December 1998 Operational Agreement to operate in the southern region of São Paulo State July 2001 Leasing of Delara s assets June 2004 Shares are issued on BOVESPA May 2006 Acquisition of Brasil Ferrovias

5 Privatization Privatization of the Southern Network Professional Management Low Profitability High Profitability Reduced Growth Rates Solid Growth Rates Low Safety Levels High Safety Levels 6% of employees under 30 years of age 40% of employees under 30 years of age 6% 18% 17% 21% 23% R$194 R$226 R$393 R$454 R$616 26% R$821 30% R$990 37% 42% 41% R$1.467 R$1.084 R$ % R$ % R$2.822 R$ * % Gross Revenues EBITDA Margin

6 Brasil Ferrovias Acquisition Culture Leaders Integration Owner view(formtion of Ups) Goals / Meritocracy Produtivity Securitiy Procedures / Indicators Via Investment / Technology Profitability OBZ Operating Chanpionships Management Model 6

7 Brasil Ferrovias Acquisition GAPs and Opportunities Brasil Ferrovias Acquisition OPERATIONAL INDICATORS ALL Brasil BF Employees (million RTK/employee) Railcar Availability 90% 73% Average distance between failures (000 Km) Accidents (incidents/million train.km) Diesel Consumption (Liters / 000 GTK) Dead Fleet - Railcar 0 3,147 Dead Fleet - Locomotives 0 91

8 Brasil Ferrovias Acquisition Accidents Malha Norte (Northern Network) % Accidents per million train.km Real Target 8

9 Fundamentals High-Growth, Low-Risk Transportation Investment Sustainable cost advantage in strategic locations Real CAGR * Significant growth opportunities and strong client base 41,3% Results oriented culture and seasoned management team 17,3% Cost-effective and reliable full- 3,1% service logistics operations built around our rail network Brazil Real GDP ALL Revenue Growth ALL EBITDA Growth Adjusted by inflation. Source: ALL 9

10 Fundamentals We Created a Result Oriented Culture and Seasoned Management Team Clear vision, strong values and articulated goals Cohesive result oriented corporate culture Progressive variable compensation program based on EVA Management stock option program Listed by leading business publications among the best companies to work for both in Brazil and Argentina 10

11 Results Consolidated Gross Revenues (R$ million) 2,292 2,378 2,822 2,775 10% 1,473 1, ,249 1, *2007** H09 1H10

12 Consolidated EBITDA (R$ million) Results 1,040 1,235 1, * H09 1H10 Consolidated EBITDA Margin 6% 18% 17% 21% 23% 26% 30% 37% 44% 41% 48% 49% 45% 49% 51% * 2007** H09 1H10 Notes: (1) 1997 was the first year of operation after the privatization Data from March 97 to February figures account for the beginning of the Argentine operation. (2) The financial results from ALL Argentina were not consolidated with those of ALL Brazil as of December 1, 2001, following the sale of our then-existing interest in ALL Argentina to Logispar. (3) EBITDA adjusted for the new accounting standards (law ) Data for 2001 and 2003 are the combined results of ALL Argentina plus ALL Brazil. In December 2003, we acquired Logispar and consequently started consolidating its results with ALL Brazil as of January 1, * Includes Brasil Ferrovias results in a pro-forma basis. 12

13 Consistent Reduction of Net Debt/EBITDA ratio Net Debt/EBITDA Results 15.0x 12.0x 11.7x 9.0x 6.0x 3.0x 0.0x 2.3x 4.3x 3.6x 4.7x 3.2x 2.0x 0.5x 0.2x 3.2x 2.6x 2.0x 1.8x 2.1x H10 Notes: (1) 1997 was the first year of operations after privatization March 1997 to February 1998 data amounts include the start-up operations in Argentina. (2) ALL Argentina s financial result not consolidated with ALL Brasil on December due to the sale of stake we held at ALL Argentina to Logispar and 2003 data consist of combined result of ALL Argentina with ALL Brasil. In December we acquired Logispar and. consequently. we started to consolidate its results in ALL Brasil on January EBITDA calculation considers the changes in Brazilian Accounting Standards (Law 11,638). 13

14 VII PERSPECTIVES

15 Estratégia de Valor Organic Growth Strategic Projects Acquisitions/Expansion - Minimum 10% CAGR volume growth - CAPEX limited at r$700/ year - Price adjusted by diesel and inflation (40%/60%) -Additional demands captured by railway - Exploitation of other businesses linked to railway - Infrastructural investments - Free cash model (Rumo) - Follow railway opportunities - Businesses/Modals with sinergy 15

Rondonópolis Project Map ALL Malha Norte began in 2009 to expand its network of railway construction with the onset of the stretch Alto Araguaia - Rondonopolis.

16 Rondonópolis Project Map ALL Malha Norte began in 2009 to expand its network of railway construction with the onset of the stretch Alto Araguaia - Rondonopolis. The expansion represents an advancement toward the country's agricultural frontier. Objective: Real rate gain Increase in capacity Share growth Low logistic costs to clients Features: 260 Km of permanent way Contructure of Itiquira intermediate terminal Estimated Capex of R$ 700 millions excluding investment in rolling stock 90% of the project financed by BNDES 16

17 Photos 100 km of infrastructure already constructed Rondonópolis 17

Rumo Project Projeto Mapa Contract signed with Rumo (Cosan subsidiary) for the implementation of a railway mat and sugar transportation from inner São Paulo to the Port of Santos Annual volume

18 Rumo Project Projeto Mapa Contract signed with Rumo (Cosan subsidiary) for the implementation of a railway mat and sugar transportation from inner São Paulo to the Port of Santos Annual volume reaching 9,0 MM ton in the fourth contractual year Creation of a concentration region in Itirapina/SP Wagon cycle of 2,5 days in outbound flow Rumo responsible for the railway investment and rolling material Wide Gauge Narrow gauge 18

Mining - Corumbá Project Transportation of Iron Ore in the regionof Corumbá (MS) by the Noth metric in exportations Map Potentian volume of up to 20.0 MM ton.

19 Mining - Corumbá Project Transportation of Iron Ore in the regionof Corumbá (MS) by the Noth metric in exportations Map Potentian volume of up to 20.0 MM ton.year Potential clients: CVRD/Rio Tinto, Arcelor Mittal e MMX Logistics of transporting the ore by ALL done with investments in the revitalizations of North Metrics Two Logistics Options 1) Narrow Gauge Corridor Narrow gauge from Corumbá(MS) until Santos (SP) 2) Narrow/Large Gauge Corridor Narrow Gauge from Corumbá (MS) to Baurú, transfer to broad gauge and transport until Rio de Janeiro port 19 19

20 Logistics Operations Mining - Corumbá 1) Narrow Gauge Corridor: Corumbá/MS 1770 Km Port of Santos/SP 2) Wide/Narrow Gauge Corridor: Jundiaí Corumbá/MS km Bauru/SP 326 km 750 km Port of Sepetiba/RJ 20 20

Container Containerization Tendency- General Cargo tends to migrate to containers 100% 75% 50% 25% 0% 78% 22% Historic Volume: Container x General Cargo(%) 69% 31% 63% 37% 53% 47% 43% 57% 35% 65% 25%

21 Container Containerization Tendency- General Cargo tends to migrate to containers 100% 75% 50% 25% 0% 78% 22% Historic Volume: Container x General Cargo(%) 69% 31% 63% 37% 53% 47% 43% 57% 35% 65% 25% 75% E History in the port of Santos(mil ton) CAGR*= 5% CAGR= 13% CAGR= 3% CAGR= -3% Container General Cargo Liquid Bulk Solid Bulk General Cargo in Container Total General Cargo Source: UNCTAD, Lloyd s Maritime Information Service/Fairplay, Drewry Shipping consultants Recent infrastructure developement of ports and maritime transport pushed down freight prices The price reduction of container transport motivates more cargo to use this type of transportation CAGR 13 % Brazilian Container Market 21

22 Container Brazil Santos, Paranaguá SFS e RG Santos, Paranaguá, SFS e RG Santos, Paranaguá, SFS e RG 3,9 MM units or 6,1 MM de TEUs 2,3 MM units or 3,7 MM de TEU s 1,7 MM full units 1,6 MM units without hub 60 % of Brazil Tank Cont. 40 ft; 56% Cont. 20 ft; 44% Dry 72% 1% Reef 27% Source: Antaq e Datamar

Container Project Map Objective: increase container trasportation by railway Solution: Criação de um consolidador de carga que possibilita atender pequenos usuários dos serviços, operando vagões

23 Container Project Map Objective: increase container trasportation by railway Solution: Criação de um consolidador de carga que possibilita atender pequenos usuários dos serviços, operando vagões Double Stack Logística integrada e serviços completos One-stop-shop Demanda por condomínios industriais com viabilidade logística Rondonópolis Três Lagoas Maringá Cascavel Cambé Ponta Grossa Araucária Parque Logístico S. José do Rio Preto Araraquara Bauru Campinas Ourinhos T. Borba Tatuí São Paulo Nova Empresa com os ativos e contratos para operação logística Adequação da malha ferroviária e túneis Aquisição de locomotivas e vagões Construção de Terminais e parques logísticos T. Porto Santos T. Portos do Sul Mercosul Uruguaiana Cruz Alta Triunfo Herval do Oeste Lages Mapa com a região potencial e possíveis pontos de consolidação de cargas ao lado da ferrovia 23

24 NOVO MERCADO 24

Straightforward Business Model

JULIO FONTANA Straightforward Business Model Agribusiness heavy haul Dominant on core export channels Booming agricultural market UNSERVED AGRIBUSINESS DEMAND STRATEGIC ASSET LOCATION High entry barriers