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Integration created an even more proactive Company, focused on the market and the needs of its customers and consumers in line with its Sustainability Policy

Bunge Brasil is organized into the vice-presidencies of Fertilizers, Agribusiness & Logistics, Food & Ingredients and Sugar & Bioenergy – and Finance. This new model, implemented in 2010, and consolidated in 2011, managed to establish synergies between the different areas, integrate the businesses and incorporate best practices.   2.3


Integration and Sustainability

The major results from the integration process are cost reduction, methodology and process improvement, gain in agility,  strengthening of Bunge Brasil’s presence in the markets in which it operates, a concentration of efforts on strategic areas within the Policy of Sustainability and the establishment of the foundations for a new cycle of operational and managerial excellence.       

The Company maintains its goal of strengthening its presence in the market, and concentrates its efforts on strategic issues set down by the Policy of Sustainability. Leader in the purchase and sale of grains in Brazil, in the processing of soybean and wheat and in the manufacturing of edible oils, the Company actively promotes social development in the regions where it operates, and encourages agricultural production that respects the environment and labor rights.

The issue of Sustainability

Because it is a relatively new addition to Bunge Brasil’s structure, this area has emphasized the merits of having sector governance. Pedro Parente, head of the company acts in the presidency of the board at the União Nacional da Indústria de Cana de Açúcar (ÚNICA – National Sugarcane Industry Association) and to the company is present in the board of directors at Bonsucro .

On an administrative level, the company maintains a Sustainability Risk Management Committee (Comitê de Gestão de Risco em Sustentabilidade - CGRiS), which looks for constant improvements in processes and market opportunities. Bringing together people from the governance and sustainability, commercial, human resources, industrial, agricultural and legal departments, it has, through its resolutions, made some important progress, including achieving improvements in the environmental working conditions of rural workers, obtaining investments and procedures for field operations, defining policies on how to deal with suppliers, mitigating operational risks and market opportunities that value the adoption of sustainability criteria, such as those of the Environmental Protection Agency (EPA), the US environmental agency, which has classified Brazilian ethanol as an advanced biofuel, and the Bonsucro seal of approval, applied to the output obtained directly from the sugar plantations run by two Bunge plants – the Moema de Açúcar e Álcool Ltda. plant, in Orindiuva (SP), and the Frutal de Açúcar e Álcool S.A. plant, in Frutal (MG) (the production of suppliers was not audited for this particular certification).

A empresa é também ativa setorialmente, presidenciando o conselho da União Nacional da Indústria de Cana-de-Açúcar (ÚNICA) e integrando a diretoria da Bonsucro, sediada em Londres.

Bunge Brasil in 2011

The year of 2011 proved that the structural changes implemented by Bunge Brasil achieved their objectives in terms of quality and excellence. The synergy and integration between the different areas of the business (Fertilizers, Agribusiness & Logistics, Food & Ingredients and Sugar & Bioenergy) had reached new heights.

The company spent, in December, R$180 million on the purchase of the brands Etti, Salsaretti, Puropurê and Cajamar, with a strong and traditional presence in the South and Southeastern regions of the country. In May, the company had already announced its entry into the tomato-based segment, through the acquisition of the brand Primor, active in the North and Northeastern regions. Through these acquisitions, Bunge reinforced and complemented its portfolio of consumer products with an assorted line of sauces and concentrated tomato paste, soups, sauces and flavorings, and ready-made and instant foods.     

The inauguration of the Pedro Afonso Mill, and the investment in cogeneration worth US$ 2.5 billion announced for the next four years in the market of sugar and energy, confirmed the company’s strategy in the sector.

With capacity to handle up to 1 million tons annually, it offers logistical services to third parties, such as transport, transhipment and storage of sugar, thus allowing for the transport of production from the western part of the state of Sao Paulo to the port of Paranaguá. 

In May, the Cruz Alta unit, in the state of Rio Grande do Sul was inaugurated, at a cost of US$ 24 million, with a production capacity of 300,000 tons p.a. and generating 300 direct and indirect jobs in the area of Fertilizers. Considered the country’s most advanced, this plant will produce granulated mixtures (NPK) under the brand names Serrana, Manah and IAP, as well as differentiated lines, including Turbo Serrana, Fertiap and Fosmag Manah.

Transformation Tools

In 2011, in the quest for operational excellence, the company also broke new ground in its management system in order to capture synergies between business units and increasing the efficiency , the opportunities and general quality of Bunge Brasil's operations. These programs or projects include One Brazil, which promotes training and adequacy in relation to the use of the ERP/SAP management system, Excelerate, which aims to promote and accelerate continuous improvement in the services offered by the administrative areas, ARROP (Asset Reliability and Reporting Optimization Program), and the NPS (Net Promoter Score), which is based on industrial maintenance aimed at making the company's operations even more reliable and to contribute to obtaining global advantages.


One Brazil The Excelerate Project

The Excelerate Project

Beginning at the end of 2010, in all the Group's companies around the world, the Excelerate Project was introduced to Bunge Brasil in 2011. Both globally and locally, the program's methodology seeks to speed up the identification and implementation of key-improvements needed in administrative activities being carried out at these levels.

A combination of the English terms "excellence" and "accelerate", Excelerate means to promote and accelerate a continuous improvement in the services provided by the administrative departments: Finance, Human Resources, Supplies, IT and Corporate Services, which include the Legal and Communication departments.



ARROP NPS – Net Promoter Score

Constant Innovation

Innovation is the path to promoting sustainable development.

By investing in the sharing of ideas, we develop tools and processes that encourage our employees to provide new solutions, to think and act differently in their day-to-day work, and to seek alternatives in order to improve their work and deliver better quality products and services for our customers. PR1

Inova Bunge

One of these tools is the Inova Bunge program, which includes the Banco de Ideias (Ideas Bank), that was established to receive suggestions for improvements in products, services and processes from all the company's professionals. In addition to adding value for the client, Inova Bunge offers the possibility of increasing the company's profitability and productivity.

It also includes the Escritório de Projetos (Projects Office), which defines the process of transforming ideas into concepts and, ultimately, into projects. It offers structure and governance that are dedicated to guaranteeing that those ideas selected are transformed into feasible projects and, ultimately, into products and services that meet the needs of customers and consumers. PR1

In 2011, INOVA Bunge generated over 3,000 ideas, of which 453 were implemented. These ideas generated a payback of R$ 22.8 million for the company, in savings and/or revenues.

Quantity of Ideas

Implemented Ideas

Payback (R$ million)

 

Innovation award

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Commitment to Brazil. Field to table.
Bunge Brasil's Sustainability Icons
Represent the Social, Environmental and Economic dimensions of the actions and projects of the company in the Country. Learn more about Bunge Brasil Sustainability Platform in
www.bunge.com.br/sustentabilidade.
The Sustainability
Platform is a global
effort to ensure that
business performance
is enhanced on four
main fronts
Sustainable Agriculture Bunge is committed to raise awareness and train farmers to produce in order to reduce environmental impacts and maximize the use of finite natural resources.
The Sustainability
Platform is a global
effort to ensure that
business performance
is enhanced on four
main fronts
Climate Change Climate Change can bring significant impacts to food production worldwide. Therefore, Bunge believes it is a key factor in sustainability analyzes.
The Sustainability
Platform is a global
effort to ensure that
business performance
is enhanced on four
main fronts
Healthy Diets Offering safe and beneficial products to health. Bunge works to identify customer needs and provide the best food ever in the market.
The Sustainability
Platform is a global
effort to ensure that
business performance
is enhanced on four
main fronts
Waste Reduction Development of mechanisms and processes for the reduction of waste in industrial processes and expansion of the rational use of water and other non-renewable resources in the management of operational efficiency.