The History of the Bunge Group

Transcrição

Bunge Memory Center Collection
presents:
The History of the
Bunge Group
Bunge Memory Center
Av.: Maria Coelho Aguiar, 215 Block D 5th floor
Centro Empresarial de São Paulo - Jd. São Luis - São Paulo - SP - Cep.: 05804-900
Email: [email protected] / Tel.: 3741-6718
Index
Profile
03
The History of Bunge in Brazil and the World - Chronological
04
Bunge Vision and Values
46
Bunge Units in Brazil
47
Fertilizers
48
Agribusiness
50
Foods & Ingredients
51
Sugar & Bioenergy
52
Bunge Sustainability
54
Bunge Foundation
57
Fertimport
59
Credits
60
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WWW.fundacaobunge.org.br / e-mail: [email protected]
2
Profile
Bunge, present in Brazil since 1905, is one of the country's leading food and
agribusiness companies, gaining leadership in grain origination and the processing
of soybeans and wheat, the production of fertilizers, the manufacture of food products
and port services.
One of the largest exporters in Brazil (number one in agribusiness), it contributes
substantially to the favorable balance of trade and currency for the domestic economy.
Since 2006, it has also been operating in the sugar and bioenergy sectors.
Present in 16 states across all regions of the country, Bunge currently has more
than 17,000 employees and about 150 units, divided into industries, distribution
centers, silos and port facilities.
The company's gross sales in 2009 reached the figure of R$ 27.2 billion.
Brands such as Serrana, Manah, Iap, Ouro Verde, Salada, Soya, Cyclus, Delícia,
Primor and Bunge Pró are deeply connected not only to economic history, but also to
customs, scientific research, pioneering technology and the training of various
generations of professionals.
Bunge Brazil belongs to the holding company Bunge Limited, founded in 1818
and headquartered in
White Plains, New York, USA.
Bunge's 30,000
employees, located in over 30 countries, improve people's lives by improving the
global food chain and agribusiness.
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The History of Bunge in Brazil and the World
Chronological
1818
The history of Bunge began in 1818, when Bunge & Co. was founded in Amsterdam,
Netherlands, by a dealer from Germany, Johann Peter G. Bunge, to market products
imported from the Dutch colonies (wood, spices, cotton and rubber) and grain. Some
years later, the firm's headquarters moved to Rotterdam and subsidiaries were
opened in other European countries.
1859
In 1859, at the invitation of the newly-created Kingdom of Belgium, Bunge relocated its
headquarters to Antwerp, becoming the commercial arm of the international
expansion of the new Kingdom. Trade in grain was added to that of imported
products. Businesses were started in Asia and Africa under the command of Edouard
Bunge, grandson of the founder.
1876
Ernest Bunge, Edouard's brother and also grandson of the founder, left for Latin
America, and when he arrived in Argentina, he found a booming economy.
1884
In 1884, Ernest Bunge moved to Argentina where, along with other partners,
Georges Born being one of them, he created a related company called Bunge Y Born,
in order to participate in the export market for grains in the country.
1905
Bunge arrived in Brazil by associating themselves with S.A. Moinho Santista
Indústrias Gerais, a company buying and milling wheat in Santos, São Paulo. The first
flours produced at the Santos mill were the Sol in 1906, Santista and Paulista.
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1914
The company Just Basto & Cia., which operated in the business of the export and
import of wheat flour originating in Hungary and the United States, not having
enough capital for its business, joined the Bunge Group and on May 30 established the
Grandes Moinhos do Brasil S.A., which in 1966 added the name Indústrias
Gerais. In 1986, its name was changed to Moinho Recife S.A. Empreendimentos e
Participações, one of Bunge's largest units in the industrialization of wheat with
port structure. In 1993, following the restructuring of the Bunge Group, it was
incorporated by Moinho Santista Alimentos. Moinho Recife forms an integral part of
the history of Recife. It became operational in 1919, but was officially established in
1914. Milling began only four years after the completion of works and importation of the
first 300 tons of wheat. The Bunge Group took over Moinho Recife in 1930.
In the same year, Bunge purchased Moinho Fluminense, the starting point for any
historical research on wheat in Brazil. This mill was established in 1887 by a
decree issued by Princess Isabel. In 1889, it became known as Moinho
Fluminense Corporation. The history of Moinho Fluminense is intertwined with the
history of Rio de Janeiro, since its manufacturing facilities have been the scene of major
political, economic and social events, as well as changes in consumer habits
both in Brazil and the world: the outbreak of the Armed Revolt in 1893 that would
lead Rui Barbosa, the first Minister of Finance of the Republican era, to seek refuge
inside Moinho Fluminense, with the help of his friend and owner of the Mill, Carlos
Gianelli. Four years later, the Mill was again the stage of political conflict, when soldiers
from the Canudos campaign settled near the Ministry of Defense, in Morro da
Providência, alongside its facilities, where there was a plant known as "faveleira" which,
according to historians, gave the name "favela" ("slum") to the hillside covered with
shacks, the first in Brazil. Another important historical event was the Vaccine Revolt in
1904, when people set up barricades in front of the Mill against mandatory vaccination,
established by the then director-general of public health, the doctor Oswaldo Cruz; the
neighborhood of Saúde being one of the sites of these protests. In 1906, the
construction of the Port of Rio de Janeiro began, from which the Mill benefited
greatly due to its close proximity. The earthworks for the construction of the Port
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allowed Moinho Fluminense to erect new buildings in 1912, interconnected by
archways over the streets, which today characterize that stretch of Saúde.
1921
A rapid expansion of the Bunge Group in Brazil began, acquiring several
companies in the fields of food, agribusiness, chemicals and textiles and
insurance, among others. Bunge has participated in various businesses, from the
manufacture of nails and screws to a cinema, Cine São Bento in the street of the same
name. In 1993, the Bunge Group began restructuring its activities, focusing its
investments in food, cement and phosphates. Since then, it has decided to dispose of
other activities.
1923
In 1923, Bunge bought the company Cavalcanti & Cia., in Recife, PE, which
resulted in the formation of the Sociedade Algodoeira do Nordeste Brasileiro Sanbra, a company specializing in buying, processing and exporting cotton, Bunge's
first company in the oleaginous plant segment. In the 1960s, Sanbra decided to invest
in a plant hitherto unknown in Brazil. It was one of the precursors of encouraging the
cultivation of soybeans in Brazil. Subsequently, Sanbra was renamed Santista
Alimentos.
1924
The shareholders of S.A. Moinho Santista decided to invest in the textile industry to
supply its main milling operations with sacks. Thus, a small section of sack making
began operations on August 25, 1925, at Avenida Celso Garcia in the São Paulo
neighborhood of Tatuapé, producing some of the sacks needed for the Mill, which
continued buying the remainder from other suppliers.
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1929
Fábrica de Tecidos Tatuapé S.A., later Fábrica Celso Garcia, located at Avenida
Celso Garcia, was established as a subsidiary of S.A. Moinho Santista. Since that
time, it has been known as Santista Têxtil.
Deposit S.A. Moinho Santista, an industrial unit in Água Branca, was a storehouse
for bales of cotton which operated in Rua Carlos Vicari, in the neighborhood of Água
Blanca. This cotton was shipped to the Fábrica de Tecidos Tatuapé S.A. This unit
produced unbleached cotton fabrics that were sent for finishing to the Osasco factory,
which was established in 1948.
In February the Sociedade Anônima Moinhos Rio Grandenses - Samrig was
established, resulting from the merger of two mills in Rio Grande do Sul: Viúva Albino
Cunha e Companhia and S.A. Grandes Moinhos do Sul. That same year, President
Getúlio Vargas granted Samrig an operating permit for the Porto Alegre Mill. It
was run by Samrig until 1978, when its premises were leased to S.A. Moinho Santista
Indústrias Gerais. The Moinho Porto Alegre building was inaugurated in 1891,
built by British specialists and considered at the time to be the largest in the state of Rio
Grande do Sul. Its construction is of such architectural value that in 1983, it was
declared Heritage of the City by decision of Porto Alegre City Hall. It was through
Samrig that the Bunge Group started its soybean business in Brazil.
From a commercial lease agreement with S.A. Moinho Santista Indústrias
Gerais, Sanbra entered the São Paulo market with the launch of Óleo Salada,
the first edible vegetable oil in the country, a product that transformed the eating habits
of most of the population who, until then, had consumed imported olive oil or pork lard.
1932
The success of the first textile company, Fábrica de Tecidos Tatuapé stimulated new
investments in the sector and, in 1932, S.A. Moinho Santista acquired Fábrica de
Tecidos Cambuci, with a spinning and weaving complex and another for wool. Although
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the business was interesting, the factory was problematic, soon being deactivated
because of its hugely outdated machinery.
1934
S.A. Moinho Santista began construction and assembly of a large Wool Spinning Mill in
the neighborhood of Belenzinho in São Paulo, S.A. Moinho Santista Indústrias
Gerais – Lanifício, which revolutionized the industry with the quality of its products.
Built in the middle of a smallholding, the factory occupied area of 7,000 meters square,
called Fiação Santista, which had no weaving department, being divided into two
sections, the Wool and Cotton Sections making yarn for third parties and for knitting.
Lanifício, which became known as Fábrica do Belenzinho, was planned to work
primarily with Brazilian wool produced in reasonable quantities in the border region of
Rio Grande do Sul. It was there, too, that, in 1939, SAMS - Sociedade de Assistência
Médica e Social for employees was created.
1935
With an initial staff of 650 employees, Belenzinho was the first major factory in
Brazil to produce high-grade wool yarn in a systematic manner, comparable to
the principal French yarns. The production was intended to avoid the need for
importation, but it was difficult to enter the domestic wool market. Santista wools
eventually won over the market by their quality and the hard work of winning hearts and
minds undertaken in São Paulo. Belenzinho launched the brands Sibéria, Alaska
and Sams, also enhancing the production of wool yarn.
1936
Cimento Róseo, the embryonic Quimbrasil, was created, whose main activity was
the sale of a special soil conditioner for paving and the application in hydraulics. Its
headquarters was at Rua São Bento in the city of São Paulo.
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1937
Corporação Santista chose two paths: Food, based at Moinho Santos, and Textiles,
based at Fábrica de Tecidos Tatuapé, and the two spinning mills of Belenzinho. The
Textile area was expanded during this year with the purchase of two textile mills,
one in São Bernardo do Campo and the other in Santo André, both deactivated.
1938
The name Cimento Róseo was changed on July 20, 1938 to Cibra - Cimentífera
Brasileira S.A., with the purpose of operating in the cement industry. The following
year, its company name changed to Cibra - Sociedade Brasileira de Cimentos S.A.
That same year, on October 14, the associated company Serrana S.A. was created,
whose objective was to acquire and market deposits of limestone, clay and other
minerals in the region of Cajati, Vale do Ribeira, São Paulo. Between the years 1930
and 1940, Serrana made major investments to create a minimal infrastructure capable
of securing the manpower necessary for its industrial development in this region.
It was necessary to construct a residential village, schools, recreational areas, as well as
the premises needed to run the company themselves, and offices, warehouses, machine
shops and electrical workshops were quickly erected.
In 1940, together with Cibra, it became interested in the production of phosphate
fertilizers. Serrana gave rise to Bunge Fertilizantes.
1939
S.A. Moinho Santista - Lanifício, launched its Knitting and Crochet lines. During the
2nd World War, the company did not cease operations, becoming the sole supplier of
wool yarn to the domestic market, even ending up exporting wool yarn.
1940
Santista launched its first magazine, Tricô e Crochê, which taught how to make
items using Santista wool and yarns.
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On the fourth anniversary of the founding of Cimento Róseo, Quimbrasil, still under
the name Cibra, worked alongside Serrana in the business of fertilizers. Quimbrasil
was a major importer of raw materials and mixer of fertilizers while Serrana
marketed fertilizers manufactured by Quimbrasil and researched possible
occurrences of basic nutrients, in an attempt to reduce dependence on imports.
After years of research, the first occurrence of ore emerged in Jacupiranga, SP.
1941
On May 26, 1941, Serrana S.A. changed its name to Serrana Sociedade Anônima de
Mineração.
1944
The participation of Quimbrasil in the livestock sector began in 1944 with the sale of
imported treatments for mange.
1945
Cibra - Companhia Brasileira de Indústrias Químicas changed its named to Quimbrasil –
Química Industrial Brasileira S.A.
1946
In a warehouse in the region of the Central Market in São Paulo, IAP was founded, a
producer of fertilizers.
1947
The activities of Manah commenced in Descalvado, SP. IAP and Manah would be part
of Bunge Fertilizantes.
To transport the ore extracted from the Cajati mine to the port of Santos, a Swedish
ship was bought and Serrana - Sociedade de Navegação founded, which gave rise
to Fertimport, Bunge's international logistics company.
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On September 18, 1950, at 10:00 pm, in São Paulo, the first Brazilian TV program
aired on PR F-3 TV Tupi-Difusora, Channel 3. Brazil entered history as the 4th country in
the world to have television: only France, England and the United States maintained
regular schedules. The person behind the achievement: Assis Chateaubriand
Bandeira de Melo. To make his dream viable, in 1947, Chateaubriand managed
advance advertising contracts with S.A. Moinho Santista and three more
visionary companies: Sul América Seguros, Cia. Antártica Paulista and Laminação dos
Pignatari. During the 1940s and 1950s, the Golden Age of Radio, the Bunge Group
began investing in media, advertising their products on radio programs.
1947/1948
Within the textile sector, other plants were purchased and modernized until, in 1948, a
plan emerged for restructuring the textile park. The old Cambuci and Santo André
factories belonging to Moinho Santista were closed, along with obsolete units, and
resources focused on building the Osasco plant, where a spinning mill, weaving, dyeing
and finishing for indigo denim fabric were established from 1939. The Osasco plant was
planned for great things. But initially it only manufactured fabric sacks, and this
remained so until 1952, when Santista decided to enter the manufacture of
sheets with the Ouro and Prata brands.
At the same time, Fábrica Belenzinho was modernized.
1952
The first product manufactured exclusively for the final consumer, the double bed
sheet, caused a real stir by not only changing the habits of trade, but also family
traditions: personal items for the home were embroidered by women before marriage
and, until then, to have a double bed sheet it was necessary for the housewife to put
together and stitch two single bed sheets. Industrializing these products was a bold
innovation for its time.
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1954
Soybeans came onto the scene. Samrig and Sanbra began to promote the culture of
soybean processing in Brazil, initially in Rio Grande do Sul. From the beginning, they
provided credit to small farmers and assured technical assistance to the crops.
1955
To commemorate 50 years of operations in Brazil, the Moinho Santista
Foundation was established in 1955, currently known as the Bunge Foundation,
social in nature and aimed at encouraging scientific, artistic and cultural development of
the country through the creation of the Moinho Santista Prize, currently the Bunge
Foundation Prize. Over the years, the Bunge Foundation initiatives have expanded
considerably. It started to act directly in the training of educators, corporate
volunteerism in public schools and the preservation of corporate memory, among other
fields of with an emphasis on education and knowledge.
In October of that year, the first Coral Paints factory began operating, one year after
construction on it began. Its origins are linked to Argentina, and the business group
BUNGE Y BORN, its founder and owner maintaining, since the late 1920s, the paint
factory Alba S.A., and then being the market leader and using high-technology in the
paints and varnishes sector.
The company would also have inherited its name from its origins, were it not for the fact
that an industry from another sector already existed in the country with the same name.
A solution was found through the purchase of a brand of paint for the marine market,
marketed by Mesbla. Thus emerged Coral S.A. Fábrica de Tintas, Esmaltes, Lacas e
Vernizes, which replaced the previous name from December 1954.
It first executives were chosen from among the staff of other companies such as Moinho
Santista, while the technological and scientific framework was guaranteed by Alba
chemists and technicians. All this know-how, incorporated by the new company in its
initial phase, was of paramount importance, as it secured a professional and competitive
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structure capable of operating in a successful and streamlined manner within the market
sector.
At the time, the paint industry in the country was undergoing profound changes.
Dominated by small regional companies and domestic production until the early 1940s,
the market was being gradually occupied by large multinational companies such as:
Sherwin-Williams and American Marieta - both North American.
The new companies painted the market with new colors, changing and innovating old
production and distribution techniques.
In this sense, the establishment of Coral S.A. was a milestone in the history of
development of the sector. It was a modern company with an industrial park,
technologically advanced and with high standards.
In 1996, the British Imperial Chemical Industries (ICI) group purchased the Bunge
Group's paint operations. With this acquisition, ICI entered the Latin American market.
The negotiations included firms Tintas Coral, from Brasil - and its subsidiaries, Alba S.A.,
from Argentina and Pinturas Inca S.A., from Uruguay, which were part of Bunge Paints the paint industries division of the Bunge Group for the Mercosul region.
With the
purchase, a new company, ICI Paints Mercosul, emerged, with factories in Brazil,
Argentina and Uruguay.
1956
Santista launched the first mixes for cakes and savory snacks in the country.
1958
The experience with the sheets provided Santista with the know how to face a new
phase in the domestic textile industry: the manufacture and sale of the first
fabrics for making work clothing (uniforms), Solasol and Tapé. With the launch of
manufactured sheets in 1952, and work clothing, in 1958, the Santista Textile Sector
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changed direction and pace. Santista work clothes represented the milestone from
which the clothing industry gained importance in the industrial sector. The domestic
importance of this sector was formally revealed to the country in late 1958,
with the completion of the first National Convention of Clothing Industries in
São Paulo. It was an event marked by the official launch of Santista work clothes, with
big fashion parade and distribution of an album with 100 models of uniform.
Launched in 1958, when soybeans first began in the country, Primor oil was anchored
on the strength of a wheat flour brand widely respected by the southern gaúchos. Primor
oil was first produced by Fábrica de Óleos e Gorduras Comestíveis em Esteio (RS)
da Samrig - S.A. Moinhos Rio Grandenses. Samrig's new product was advertised in
various cities and on highways in Rio Grande do Sul, through billboards typical of the
time. Big cans of Primor Oil were strategically placed in several regions of Rio Grande do
Sul state.
1959
Launch of Delícia margarine. For this product, Sanbra took an important and
pioneering step in distribution: the use of thermally insulated vehicles using blocks of
dry ice to ensure that the consumer could access the product without having to suffer
variations in temperature. Subsequently, the system was modernized and adopted
compressor trucks similar to refrigerators. Concerned about the quality of its products,
Sanbra brought three pioneering actions to the consumer: placement of Delícia
margarine only at points of sale with refrigeration, control of the date of
manufacture and validity and removal of margarines past their sell-by dates
from locations of sale.
1960
Launch of Primor margarine by Sociedade Anônima Moinhos Rio Grandenses Samrig.
Primor margarine was launched by Samrig in September 1960. Its manufacture was
preceded by patient studies and long trials in which the company made enormous
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technical and scientific investments, thus reaching its goal, which was to produce a top
quality product and an affordable price. This year, the company embarked on a plan
aimed at spreading the placement of cold stores in the major centers of consumption of
the time in the country and expanding its respective industrial capacity. The aim of
these measures was to facilitate the acquisition of Primor margarine.
1961
Flotation, Brazilian independence in fertilizers. In the early 1960s, when the amount
of phosphorus began to fall dramatically in Cajati, where Serrana main mine was
located, heavy investments were channeled into research in order to render the
processing of low-phosphorus ore economically viable. Under the leadership of
Professor Dr. Paulo Abib, from the Polytechnic School of the University of São
Paulo, Serrana constituted a team of technicians who tried something new: grinding the
ore low in phosphorus, putting it into a liquid medium and forcing the concentration of
particles with higher phosphorus content through a chemical and physical process. The
idea worked. Through the flotation system, Professor Abib and his staff were able to
enhance the step of purifying the ore to such an extent that the phosphorus
concentration increased from 5% to 36%, sufficient for the economic operation of the
mine. Unprecedented within the market, flotation made the operation of other lowyield mines possible using this innovation, which were exempted from paying
royalties to Serrana. The process was exported to South Africa and later studied by
experts from the United States.
1962
In Brazil, Bunge drove the creation of the Private Soybean Institute, Intisoja, prepared
to defend before the Government the adoption of official measures to boost the
agricultural sector in the country.
1964/1965
Experiments and research on the new process for the recovery of carbonatite apatitic
from Jacupiranga in the production of natural phosphates, flotation, were concluded. A
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semi-industrial scale plant was built, confirming the success of the technology developed
by the Serrana team.
1967
In the Paulista Industrial District, in Pernambuco, the first Santista plant outside São
Paulo was set up:
Santista Indústria Têxtil do Nordeste S.A., or Sitene. Its
inauguration took place in 1970 when it started to produce blended polyester-cotton
fabrics for work and sports clothing under the brand Terbrim.
Santista Têxtil increased production and, in the late 1960s, expanded the supply
of fine wool fabrics, producing at Fábrica Belenzinho the Pervinc 70, who was
noted for being use in making suits, which were largely made by tailors. Then,
fabrics such as Perlene, Brisamar and Veranello emerged. Moreover, the cambric,
gabardine, serge, flannel and tropical fabrics manufactured at Belenzinho were
considered excellent by renowned tailors and their clients, who demanded quality
clothing.
This year, Sanbra began producing Primor oil, which until then had been sold by
representatives. A process of industrial, technological and marketing integration
began with Samrig, and together, they relaunched Primor oil. That same year,
Primor oil arrived in São Paulo through a campaign by LPM Lintas, which became a
point of reference in Brazilian advertising.
Three characters were created for Primor - Don Juan, Pilantra and Paquerador of the
foods. The aim of the campaign was to highlight the advantages of a refined soybean oil,
which arrived with a certain boldness in São Paulo.
1968
Sanbra began producing Primor margarine using only soybean oil thanks to the
increasingly significant presence of this grain in the production of oilseeds in the southcentral region.
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1968/1969
Sanbra was considered the largest Brazilian exporter of cotton, called "white
gold".
1969
Samrig inaugurated in Esteio (RS) the first factory of isolated soy protein in Latin
America, confirming the high technological level achieved in the sector of oil proteins.
1970
Launch by Sanbra of Flor margarine, specially made for oven and stove use. In
1976, the company developed an advertising campaign for Flor Margarine entirely based
on the film Dona Flor and Her Two Husbands, directed by filmmaker Bruno Barreto.
S.A. Moinho Santista Indústrias Gerais leased the Joinville Mill, opened on April 19,
1919 in Joinville, SC, under the name Oscar Scheider & Cia.
1971
Determined to provide quality towels for Brazilian consumption, Santista, through
Fábrica de Tecidos Tatuapé S.A., acquired Toália S.A. Indústria Têxtil, founded in
1968 by entrepreneurs from João Pessoa (PB). The know how developed at the Osasco
factory was transferred entirely to the new Unit, and, on October 12, 1973, the Santista
Têxtil inaugurated Toalia to produce face, bath and beach towels. Thirty per cent of
Toalia's total output was allocated to the international market, being exported to 30
countries,
including
France,
Germany,
Italy,
Sweden,
Denmark,
Norway,
the
Netherlands, Switzerland and the United States.
In April 1971, Araxá Fertilizers and Chemicals S/A was officially established, with
the participation of Serrana, Cimento Portland Itaú and Banco Nacional de
Desenvolvimento Econômico, to mine the largest phosphate deposits in the country,
whose reserves were assessed as reaching 90 million tons.
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1973
Sanbra launched Mila margarine, the first produced with pure corn oil marketed in
Brazil with the soft (mild and creamy) concept.
In May 1973 the assembly of the first cement unit of Serrana S.A. de Mineração
was completed, with a production capacity of 412,000 tons/year.
1974
Santista opened in the city of Americana, SP, Empresas Têxteis Santista's most
modern manufacturing unit, the Fábrica de Americana, which, from 1981, has
been devoted mainly to the production of legitimate indigo blue Denim, used to
manufacture jeans.
1975
On April 16, Alipro - Alimentos Protéicos Ltda. was founded for the purpose of
producing and marketing textured soy vegetable protein foods. The company was
created through the association of Samrig with Laboratório Miles do Brasil Ltda.,
combining efforts in research and technology to produce texturized protein foods based
on soy, but only in the following year did it start production of this protein. Sanbra was
responsible its marketing.
1977
In 1977, in association with Dainippon Ink & Chemicals, Inc., Syntechrom Indústria de Pigmentos e Derivados S.A. was founded, of which Quimbrasil was the
majority shareholder.
That same year, Sanbra started to export technology in the installation of oil
industries. The largest factory of oil in Southeast Asia was deployed.
The Santos Mill started making desserts such as jellies, flans and puddings. Later this
year, the Sol cake was launched.
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1979
Sanbra launched Maionegg's at the end of 1976 using Brasília as a test market, and
in 1978 in the southern regional market (Paraná, Santa Catarina and Rio Grande do
Sul), being well received by consumers. It was only in September 1979 that this new
Sanbra* product went on sale in supermarkets and grocery stores in São Paulo.
Maionegg's packaging received wide consumer approval, because the pot had a large
mouth, which allowed easier removal of the product without the handle of cutlery
becoming smeared. Practicality was one of the characteristics that most delighted
consumers: Maionegg's was sold with a plastic lid, which eliminated the problem of
rust, and a sealing disk, which prevented the entry of oxygen, allowing for greater
product durability.
1981
Santista acquired Brasital S.A. in Salto, SP, where carded yarn and heather wool and
pure cotton fabrics were produced.
Further expanding its range, S.A. Moinho Santista Indústrias Gerais became, in the
same year, the majority shareholder of Vera Cruz Seguradora S.A., a company
that had been operating in the sector since 1955.
1982
Besides quality in the marketing of its products, Santista Têxtil innovated by
launching specific fashion publications. In the case of Classic cashmere, in the
1980s it edited the exquisite Dossiê Classic, aimed at tailors, showing trends in
menswear and the Álbum Santista with fabric samples. In 1982, it launched the
most famous of its publications, the bimonthly Nina, a 60-page, four-color-print
magazine with a print run of 150,000 copies sold at newsstands and in shops.
S.A. Moinho Santista, a company belonging to the Bunge Group, acquired a 21%
stake in Cimento e Mineração Bagé - Cimbagé from the Matarazzo Group,
located in Bagé (RS), which operated in the mineral-chemical sector.
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Quimbrasil also worked as a shipping agency, through Fertimport Transportadora e
Comissária de Despachos Ltda., and in international trade, through Serrana de
Agenciamento e Representação Ltda.
Bunge launched Foscálcio, dicalcium phosphate animal feed.
1984
The launch of Cukin fat, especially for frying, which provided a longer shelf life for
fried products with no loss of quality.
1985
Pure wool fabrics gave way to the practicality of synthetic yarns, and by this
year, Santista Têxtil had stopped producing pure wool textile fabrics. But when it was
realized that consumers were again opting for natural fibers, Santista moved
swiftly, and by 1987, it was already manufacturing one thousand kilometers
per month of pure wool cashmere, which was sold in Brazil and exported to several
countries. At the time, Santista also brought wool back for knitting and crochet.
Guaranteeing the origin and quality of its wool and cashmere products, from 1986,
Santista yarns bore the Woolmark seal, awarded by the International Wool
Secretariat (IWS), a body dedicated to the promotion of wool in the global market.
The seal was an exclusive commercial privilege for top-quality woolen articles.
Worldwide, about 14,000 textile companies were authorized to use this mark of
excellence. In Brazil, Santista Têxtil was the first Brazilian company to receive
the seal. Sophisticated Santista wool products were made at the Fábrica do
Belenzinho. In 1988, Santista Têxtil celebrated the export of 18 million meters
of fabrics. Among the fabrics exported, the highlight was the Classic cashmere, one
of the sophisticated products of the Long Fiber sector of the Belenzinho Factory,
consumed in Japan, the United States and England, the motherland of cashmeres.
Selling Brazilian cashmere wool to the British was a feat that illustrated an
entrepreneurial attitude focused on the highest quality.
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Through research, Sanbra concluded that there was a growth in the market share of
low-priced brands, higher than that of premium price brands. To exploit this area of
opportunity and follow its policy of engagement in all segments, GOODIE mayonnaise
was launched, a product which combined price and quality, enabling the company to
expand its share in the market for mayonnaise. For packaging the product, a
plastic cup was developed instead of the traditional glass jars. It was then possible to
reduce the costs of packaging, and therefore the cost of the product. The material
used was produced to preserve all the quality of the product, besides being lighter
and unbreakable, which facilitated transportation. The format provided greater
convenience of handling for the consumer. These innovations were tested by
consumers and received their full approval. The new formulation and the material used
in the plastic pot a guaranteed a shelf life of six months for the product. Goodie
began to be withdrawn from the market in December 1995, being replaced by the
Argentine Cocinero mayonnaise, made with sunflower oil.
In the same year, Sanbra was one of the first companies to request and receive
their Barcode number, a pioneering business automation technology in the country.
Believing in the cutting-edge technology, that business automation would be inevitable
in Brazil, that the barcode would boost such changes and wanting to participate in this
process from its inception, Sanbra reserved its number: 2000, coincidence or not, it
was the harbinger of a new era. After reserving this number, the next step was to list
the Sanbra products that would receive the code structure.
1986
Sanbra's technical team developed the vacuum process for deodorizing/physically
refining oils and fats by direct condensation of vapors. The method was patented
internationally and allowed energy savings, eliminating the problem of air pollution.
Sanbra donated the rights to this technique to Cetesb.
That same year, Bunge created its Customer Service Center, five years before the
Consumer Protection Code made this communication channel mandatory.
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In December this year, the Bunge Group acquired Petybon Indústrias Alimentícias
Ltda. through the companies Moinho Fluminense and Moinho Recife. The company had
its name changed to Petybon S.A. The company was divided into a biscuit and a pastry
sector with headquarters in the state capital and an industrial park in São José dos
Campos.
1987
Moinho Fluminense launched the unprecedented line of premixes for baking: the PreMixture.
In the same year, Sanbra launched Cukin Fry high-quality vegetable fat and Ricca
margarine, for the bakery and confectionery market.
Information Technology within the Santista Corporation. Proceda emerged in the
late 1960s from a need to computerize companies belonging to Santista,
grouping existing DPCs and thereafter managing information technology resources and
their use by different sectors of the Corporation. Created in principle with these
objectives, Proceda ensured a significant gain in economies of scale for Santista, given
that it centralized data processing, maintenance and systems development within a
single structure. All this to meet the needs of sectors with different requirements, such
as the food, insurance, textiles and mineral-chemical businesses, in a multiplicity of
demands which ended up differentiating Santista's information technology department
from the rest of the market. It was through this multiplicity that Proceda gained the
experience necessary for providing external services. In 1979, it began its forays into
the field of providing data processing services for third parties. These were the
first steps of Proceda Serviços, whose activities involved both the internal and external
markets. In 1987, with a name in the marketplace and a reputation for quality, Proceda
ensured
the
Santista
Corporation
a
promising
work
front
through
the
Information Technology department.
Construction work began on a new textile plant in Sergipe. On February 20, a
ceremony took place on the land to celebrate the milestone of the commencement of
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construction work on Santista Indústria Têxtil de Sergipe S.A., or Sanser, a
finishing plant for cotton and blended fabrics (with material received from Sitene and
São Paulo).
1988
In the context of leadership in the sector, Santista Têxtil acquired Karibê S.A.
Indústria e Comércio, one of the most powerful providers of long-fiber yarn in the
Brazilian market, located in Santa Isabel, SP.
On September 15 of that year, Banco Santista de Investimentos S.A.'s
first
operation was conducted, a company that launched the Santista Corporation's
Financial Sector.
1989
Serrana de Mineração Ltda. incorporated a portion of the assets of Mineração
Santa Vitória do Palmar Ltda., headquartered in the State Capital of Rio Grande do
Sul.
1990
The devastating effect of the crisis of the early 1990s for the textile industry led
companies that wanted to survive to seek new ways to strengthen or recover by
administrative and industrial modernization, reducing product portfolios, capitalization,
mergers and acquisitions. Regardless of a broader strategic decision, Santista had
already started the optimization of its structure in the late 1980s, when the
COBRA project was created, an acronym created with the first letters of the Celso,
Osasco, Brasital and Americana Factories. COBRA was designed to improve the
efficiency and quality of production and achieve cost reductions. In 1992, all were
convinced that in order to strengthen its position, Santista should focus on its
Clothing Division, seeking a merger in this sector, and, at the same time, getting rid of
its Long Fiber and Home (bed and bath) divisions. At the time, the Clothing Division
represented 72% of company sales. In addition to this focus, the Osasco Factory
had to be closed, given its high cost of production, as well as its problems with water
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supply and wastewater treatment. The Osasco Factory building was bought by
Carrefour hypermarkets in 1995.
The pioneering factory in Avenida Celso Garcia was vacated in 1992.
The Belenzinho Factory was deactivated between 1990 and 1991, and its
production transferred to Karibê. And in the Belenzinho building, purchased by the
National Social Service of Commerce, SESC, the Central Administration of SESC-SP
began operating and, by the end of 2010, the new Belenzinho SESC will open.
The Toalia Factory, flagship of Santista's Home Division, was initially offered to
Teka, but the deal did not go through and alternatives were sought. It was acquired in
1994 by Artex.
Potential buyers were also assessed and contacted for the Long Fibers Division,
which had come to be concentrated in Karibê. It was sold in 1995 to Paramount
Lansul S.A.
Sanbra and Cadbury Schweppes Beverages formed a joint venture, CSS –
Comércio e Indústria de Alimentos, Bebidas e Refrigerantes Ltda., and through
this partnership they launched their first product, Schweppes tonic water, the following
year.
Bunge inaugurated the Center for Environmental Education in Araxá (MG), one of
the first in the country.
1992
Bunge launched Delícia Light margarine, the first on the Brazilian market with
50% fewer calories.
1993
Strategically, it decided to focus its activity in the area of agribusiness, incorporating
various companies and transferring others that differed from its business areas.
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Santista Alimentos S.A. was founded to operate the domestic and industrial flour
business belonging to S.A. Moinho Santista Indústrias Gerais which, until that
year,had overseen the Santos (SP), Ponta Grossa (PR), Joinville (SC) and Porto
Alegre (RS) Mills.
In December, Moinho Santista, Moinho Fluminense and Moinho Recife became
"pure holding companies" with no operational activities. For this, they transferred
their manufacturing activities to the subsidiary Santista Alimentos S.A. to operate the
business of wheat flour and its derivatives. Later this year, Boa Sorte flour was
launched, enriched with added vitamins and iron. The addition of vitamins and iron
would enriched dietary nutrition.
Foscálcio, the leading brand in the dicalcium phosphate segment, was the first in the
industry to obtain ISO 9002 certification.
1994
Santista Têxtil and the Textile Division of São Paulo Alpargatas combined their
twills and indigo plants and created one of the largest denim plants in the
world, Alpargatas-Santista Têxtil (AST), which began life as market leader in Brazil
and went public three months later.
With the consolidation of Santista Têxtil and São Paulo Alpargatas, the textile sector is
now fully controlled by S.A. Moinho Santista. Cotton processing operations, before
conducted by SANBRA, were transferred to the textile sector, which incorporated the
eight processing plants spread across several Brazilian states responsible for supplying
half the consumption of the Santista factories.
The 1990s were marked by the restructuring of Bunge Group companies: Sanbra,
Samrig, Moinho Fluminense and Moinho Recife. These actions were intended to
focus the Group's investments on the food sector. The first changes occurred when
Sanbra incorporated Samrig and changed its name to Sanbra Alimentos S/A, according
to the Annual and Extraordinary General Meeting of April 27, 1994. On 13 September of
the same year, Sanbra Alimentos S/A changed its name to Santista Alimentos S/A. After
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one month, Moinho Fluminense was incorporated maintaining the same company name,
given the importance of the brand within the market. In parallel, Moinho Fluminense
incorporated the holding in the food sector of Moinho Recife S.A. Empreendimentos e
Participações and S.A. Moinho Santista Indústrias Gerais. The corporate restructuring
begun this year reduced the number of companies from 32 to 08, increasing the
company's share capital. The actual changes made the Santista Alimentos one of the
largest Brazilian companies in its segment.
A joint venture was announced between Barilla Alimentare S.P.A., world leader in
quality pasta, and Santista Alimentos S/A, forming Barilla-Santista S.A. Moreover,
a partnership was formed with Philip Morris Latin America to import and distribute
products in the Philadelphia Cream Cheese and Kraft Salad Dressing lines.
Bunge, committed to its history and the development of the industry and the
countryside, created the Bunge Memory Center, a rich collection of corporate
memory of the country, which boasts records about the history of Brazilian industry
and agribusiness, architecture, design, marketing and advertising. It is also a
center for discussion, cultural dissemination and educational initiatives, and is a
point of reference in the realm of preserving corporate memory. Today, one of its main
goals is to accumulate knowledge and make it available to the entire community. After
16 years of activity, Bunge Memory Center has more than 600,000 images
(photographs, glass slides, prints, paintings and maps), 1,300 boxes of assorted
documents, 3,000 items of audiovisual media (VHS, U-matic, Super 8, cassettes,
CDs and DVDs), more than 1,200 items that document the development of
customs, technical and industrial processes, design, marketing and advertising,
100 hours of testimonies from Bunge employees, and has provided services to
over 200,000 people.
1995
In December, Santista Alimentos acquired Plus Vita S.A., which was renamed
"Pullman Alimentos S.A.", and began operating in the market for industrial breads
and cakes in São Paulo.
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At the beginning of the year, all units of the former Santista Têxtil not
incorporated into Alpargatas-Santista Têxtil were sold by Bunge.
Alpargatas-Santista Têxtil bought Grafa S.A. - Grandes Fábricas Argentinas, a
former subsidiary of Bunge Y Born and the largest textile factory in Argentina.
1996
Acquisition of Companhia de Óleos Vegetais do Brasil – Covebrás, (PB), a business that
consolidated
Santista
Alimentos
S.A.'s
leadership
in
margarines
in
the
northeastern Brazilian market. In the same year, it rented Olvebasa to process
soybeans in Bahia and acquired Moinho Ideal, considered at the time to be the most
modern in Brazil.
This year, Serrana de Mineração Ltda. incorporated Quimbrasil - Industrial
Brasileira Ltda.
Acquisition of Fertisul S.A., from the Ipiranga Group, on July 31. Along with Fertisul, it
also took a controlling stake in Arafértil and Ipiranga Serrana. This alliance has
strengthened the business of fertilizers and nutrients for animal feed, making it
more competitive and adding greater value to the final product.
1997
To consolidate the Bunge Group's leadership in the area of soybean processing
and the production of brans and oils, the company purchased Ceval Alimentos,
the largest soybean crushing and processing company in Brazil, and one of the leading
firms in the industry founded in 1971 by entrepreneurs linked to the textile group,
Hering. With Ceval, the Bunge Group also acquired Seara.
Santista Alimentos launched in October 1997, the new packaging for Maionegg's.
The traditional mayonnaise pioneered the marketing of the product in plastic
packaging with a unique flip-top lid and external seal, ensuring the product
greater security and inviolability.
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Serrana acquired IAP, one of the country's traditional fertilizer companies,
creating opportunities for expansion in this market.
Precision Agriculture, technology for the farmer. It all began in 1997 with the pilot
project for the application of liquid fertilizer at the São Martinho Plant in Ribeirão Preto,
São Paulo, to provide a field operations solution for a major sugar and ethanol customer.
That's when Serrana chose to include in its package of services the so-called Precision
Farming. This technique makes use of the latest equipment for analyzing soil and
applying fertilizers. Besides GPS, the equipment used for application possesses variable
rate technology that enables intelligent distribution of the fertilizer: the dose varies
automatically according to the fertility of the soil at each point, accurately distributing
the recommended fertilizer and lime in correct doses and at the right locations. The crop
is fully mapped and the fertilizer is applied with the proper dosage of ingredients. After
the first harvest, further tests are carried out to plan for the next planting. The farmer
enjoys better land use, cost savings, with productivity gains for each hectare planted.
The idea is more than the prospect of increased productivity; it is optimizing the use of
inputs and homogenizing output through the rational distribution of fertilizer in the soil,
placing it in areas with higher potential for production. It is offering the producer the
opportunity to identify and correct problems of soil fertility in certain areas, streamlining
traditional application systems.
1998
The Bunge Group bought Fertilizantes Ouro Verde from Takenaka, which owned the
brand.
Within its strategy for growth, in 1998, Bunge created Bunge Global Market, now
Bunge Global Agribusiness, a global company specially customer-oriented and
responsible for the company's international commodity trading. With it, Bunge
has secured access to the most promising markets in the world and has significantly
expanded its international presence, increasingly establishing itself as a globalized
company.
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In the 1990's, Bunge concentrated its worldwide operations on three areas,
which are complementary: fertilizers, grains and oilseeds and food products.
The fertilizer business unit belonging to Eleikeiroz was incorporated, including the
chemical plant located in Guará, in the Ribeirão Preto region, the most important
agribusiness center in São Paulo state, in addition to the acquisition of a stake in
Takenaka, which owns the Ouro Verde brand, greatly respected by farmers. That
same year, Bunge began selling applied fertilizer, using the Precision Agriculture
technology.
Aiming to expand the strategic aspect of the Bunge Group's agribusiness, Serrana and
Ceval started to work together to meet the needs of farmers. Ceval advanced to
the agricultural producer part of the value of the soybean harvest, with some farmers
preferring to receive part of this advance in fertilizers distributed by Serrana. These two
companies also started to work on logistics, taking advantage of the means of transport
used to carry and bring in crops of soybeans and fertilizer.
1999
After decades in São Paulo, Bunge relocated its headquarters to the city of White
Plains, New York, USA, in order to leverage international business and strengthen
its global operations.
Companhia de Desenvolvimento do Sudeste was founded, an association of Serrana
with Vale do Rio Doce, Companhia Siderúrgica Nacional and Unibanco. The
partnership aimed to improve logistics in the Southeast region.
The brand Manah launched the Pomar Project with the aim of recovering the
landscape on the banks of the Pinheiros River in São Paulo (SP) and training
unemployed workers registered under the State government's Emergency Assistance
Program - Unemployment.
Araxá fertilizer plant was the first in the industry to receive ISO 14001
certification for environmental preservation.
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2000
In line with the process of globalization and in order to make its companies more
competitive and dynamic, on September 13, the Management Board of Santista and
Ceval approved the proposal to merge the two companies, which started to operate
under the name Bunge Alimentos. The new company had two divisions with separate
management. Bunge Alimentos - Santista Division that focused its business on
consumer, bakery and food service products; Bunge Alimentos - Ceval Division
concentrating its business on grain and oilseed processing and functional ingredients.
Bunge Alimentos - Ceval and Santista Divisions managed 37 industrial plants and about
8,000 employees.
That same year, Bunge purchased the fertilizer business Manah, one of the
largest in the sector.
On 31 August, the Bunge Group broadened its growth strategy in the area of
fertilizers in Brazil. Manah incorporated Fertilizantes Serrana S.A.
That same year, it decided to strengthen its fertilizer and food companies in
Brazil. Hence, in August, Bunge Fertilizantes emerged, an alliance between
Serrana, Manah, Iap and Ouro Verde, and in September, Bunge Alimentos, an
alliance between Ceval Food and Santista Alimentos.
Manah brought to Bunge Fertilizantes a large business team, with more than 80
agronomists and a range of 30,000 customers. This merger makes Bunge Fertilizantes
the largest company in the sector in Latin America.
Alpargatas-Santista Têxtil changed its name and started calling itself Santista
Têxtil S.A. It sold its last non-productive property, the Brasital Factory in Salto,
which had been deactivated in late 1998. True heritage, the old factory building was
purchased by Nossa Senhora do Patrocínio University from Itu, increasing its
number of courses.
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2001
Bunge Brazil was established, which took control of Bunge Alimentos and Bunge
Fertilizantes, consolidating the results of these two companies. In August 2001, it went
public on the New York Stock Exchange.
Also in 2001, in Argentina, Bunge acquired La Plata Cereal, one of the largest
agribusiness companies in the country with activities in soybean processing,
manufacture of fertilizers and port facilities. With the acquisition, Bunge became the
largest processor of soybeans in Argentina.
2002
The limited knowledge and recognition of the Bunge brand found in 2002 was fully
justified. In the 1990s, the company consisted of over 120 companies, all working
independently and with their own brands and corporate identities. During this period,
corporate restructuring was carried out, in which businesses that were sold were not of
real interest to Bunge, which was focusing on the sectors of Fertilizers, Agribusiness and
Food. One of the strategies adopted was the use of the Bunge brand as an umbrella for
the brands of the Food and Fertilizer businesses. The idea was to promote synergy
between the businesses, making the Bunge brand give its corporate endorsement to the
company's brands which, at the same time, lend their strength and credibility to the
parent brand.
In August, the end was announced of the names Santista Division and Ceval
Division of Bunge Alimentos. They were replaced by designations Food Products
Division, Ingredients Division and Agribusiness. This change was part of a plan of
global alignment of strategy focused on business and synergies, bringing Bunge
competitiveness and strengthening its operations.
That same year, Bunge began buying the controlling stake in Cereol, an
agribusiness and food company with a strong presence in Europe and the
United States. With the acquisition, Bunge expanded its business in the area of
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ingredients, strengthened its activities in the field of edible oils and opened access to
new business areas, such as biodiesel. Bunge Europe is created.
2003
Bunge and Dupont teamed up in a joint venture called Solae to act in the
development and production of functional ingredients, in order to grow significantly their
businesses in the areas of food and nutrition. Currently, this joint venture no longer
exists.
This year, Bunge Alimentos set the goal for all soybean industrialization plants
to be
ISO
14001
certified. In
addition,
Bunge was
the first
Brazilian
agribusiness to have an Environmental Management System (EMS).
It was the first company to ship soybean meal from the Porto de Tubarão in
Vitória, ES, thanks to its enterprise and a logistics partnership forged with Vale
do Rio Doce.
It became the first Latin American company authorized to export soybeans to
Australia.
With Martin-Brower (a logistics company), it created MMB, a joint venture to
operate in the food service industry, specially to meet the needs of fast food
businesses, restaurants, hospitals and hotels.
An agreement was signed with J. Macêdo aimed at strengthening the two
companies' performance in areas where they are most competitive. Bunge
Alimentos focused its business on baking, providing services for major industries and
food service. J. Macêdo focused on providing services to retailers. With this operating
agreement, Bunge Alimentos began producing domestic flour for J. Macêdo, which began
producing industrial and baking flour for the former.
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Bunge
Alimentos
and
Bunge
Fertilizantes
concluded
a
partnership
with
Conservation International, with the aim of finding a balance between production
and environmental preservation, bringing benefits to the community. For this, a
pilot project was initiated in Costa Rica, a corridor to the cerrado tropical savanna region
of Mato Grosso do Sul.
Grupo Camargo Corrêa and São Paulo Alpargatas acquired the shares of Bunge
Group shareholders.
2004
Bunge companies worldwide adopted the same logo, while maintaining their
corporate name.
June 24, 2004, the beginning of Trigo Brasil, a shared management model, a joint
venture between Bunge and J. Macêdo. This alliance began with simple reasoning: "(...)
seek from the other skills we do not yet possess. The success of this alliance results in
the combination of different skills". This statement is in the Charter of Gaspar, signed by
Sérgio Waldrich (president of Bunge Alimentos at the time) and Amarílio Macêdo,
president of J. Macêdo. This alliance changed the way wheat is traded. The same
operating, trading and commercial relationship concepts were rooted at Bunge for more
than 100 years, and for 67 years at J. Macêdo. With the innovation in management, the
business became a story of success, resilience and a mark of trust between the partners.
Costs were reduced, synergies and improved competitiveness promoted, favoring
customers and consumers.
Launch of the Bunge Pró line, a professional line of products of excellence and
practicality aimed at multiple channels: food service, bakery and industry. The name
Bunge Pró is the combination of a strong corporate brand (Bunge) and the abbreviation
of the word professional (Pro), which evokes energy, pro-activity. The logo was
accompanied by a seal of warranty: "Professional Solutions in Food".
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Launch of the Cyclus margarines line, specially developed for people who value health
and seek to live better during every stage of life. The margarine came in three versions:
Health, Balance and Growth.
2005
Bunge
completed
100
years
of
operations
in
Brazil
with
a
history
of
accomplishments. Achievements that are the result of the work of thousands of people
over
several
generations,
who
contributed
and
continue
to
contribute
to
the
development of the country, improving the quality of life and uncovering opportunities
for all.
2006
In 2006 it began operations in the marketing of sugar.
The restructuring of companies in Brazil and a review of the management model
began.
On July 24, 2006, ABIOVE - the Brazilian Association of the Vegetable Oil Industry and
ANEC - the Brazilian Association of Grain Exporters and their respective members
including Bunge, a signatory until today, pledged not to commercialize any soy
from deforested areas within the Amazon Biome from that date. This
unprecedented initiative became known as the Soy Moratorium. It initially ran for two
years, subsequently renewed, and seeks to reconcile environmental conservation with
economic development in the region through responsible and sustainable use of Brazil's
natural resources. The industry works closely with organizations representing civil
society (mainly environmental and social NGOs) to develop and implement a governance
structure with rules on how to operate in the Amazon Biome, and demands from the
Brazilian government the definition, implementation and enforcement of public policies
(economic and ecological zoning) on land use in this region. (Source: ABIOVE website).
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2007
In 2007, it bought the first sugarcane plant (sugar and ethanol) in Santa
Juliana, MG. A year later, it took control of the Monteverde Plant in Ponta Porã,
MS, and began building a third plant in Pedro Afonso, TO.
The Bunge
Memory
Center, through
the
documents
kept
in
its
Collection,
collaborated in the development and launch of the advertisement for the first
Bunge consumer product in China: Douweijia soybean oil.
2008
Leader in the supply of flour and bakery premixes, in August 2008, Bunge acquired
the wheat milling, flour marketing and biscuit, pastry and bakery premixes
from Cargill. Among the assets incorporated is one of the most modern mills in
the country, located in Tatuí, in the northwest of São Paulo state. About 100 new
employees were brought into the administrative and operational areas.
Renewable energy. Bunge decided to increase its presence in the sugar-ethanol
segment, combining the production of sugar and ethyl alcohol (ethanol), a product that
has achieved an increased market share aided by rising demand for clean and renewable
fuels. As a way of increasing investment in new projects, the Group has set out a very
bold plan for growth over the coming years, which includes strategic partnerships. One
example is the partnership established in 2008 with Itochu, one of the biggest Japanese
trading companies, to concentrate on the production of sugar and alcohol. Another
partnership was announced in September 2008, when Bunge confirmed the purchase of
a 60% stake in the plant Monteverde Agroenergética S.A., which produces sugar and
alcohol (ethanol) in the municipality of Ponta Porã (MS). The plant was chosen for
strategic purposes, since it is located close to the markets of south and southeastern
markets, the country's main regions in terms of consumption of biofuels. In December,
the company received authorization from the competent bodies to begin operations and
build a plant in Pedro Afonso, in the state of Tocantins, also used to produce sugar,
ethanol and electricity. It acquired the worldwide sugar marketing business from Tate &
Lyle.
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2009
Sweet victory. Barry Callebaut Brasil, a subsidiary of the traditional Swiss producer of
high quality cocoa and chocolate products, signed an agreement with Bunge to distribute
its products in Brazil. Under the agreement, Barry Callebaut and Bunge will jointly
develop a line of chocolate products and compounds under the brand names
Sicao and Gradina, respectively, to meet the specific needs of the Brazilian food
service and bakery markets.
2010
In 2010, the company unifies its activities under the command of former Minister
Pedro Parente, acquires MoemaPar, a holding company with five sugarcane plants
located in São Paulo and Minas Gerais, and sells its area of fertilizer nutrients to
Vale do Rio Doce.
The movement to integrate Bunge businesses in Brazil, Fertilizers, Agribusiness, Food &
Ingredients, Sugar & Bioenergy, indicates that great changes are born from diversity.
The history of Bunge, the mergers, acquisitions, alliances and partnerships, is one
example of this.
The creation of the Food business from the integration of Santista/Ceval, the
reorganization of Seara and its subsequent sale, the creation of Trigo Brasil (fruit of the
joint venture between Bunge and J. Macêdo) and, finally, the consolidation of the
company's operations in the Sugar & Bioenergy sector, incorporating the Moema plants,
are part of that history.
Bunge was operating two plants and was in the process of constructing a third, while
Moema was already running five plants. With the merger, Bunge's production capacity
tripled and the number of employees nearly doubled. Bunge is determined to grow along
the chain leading from the farm to the table, with the goal of being the largest
company in the Sugar & Bioenergy sector in the country.
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Different Products. The deal will bring new products and will enhance Bunge's
portfolio, using the latest generation technologies:
. Sugar cane as raw material
. VHP (Very High Polarization) Sugar for domestic and foreign markets, domestic and
industrial use
. Anhydrous alcohol (which is added to gasoline)
. Hydrous ethanol (used by Flex cars)
. Co-generation of power for domestic plant supply and marketing within the domestic
market
. Final residue (filter cake) as compound fertilizer
. Use of Bunge fertilizer in areas of the plants and their suppliers
Focus on Fertilizers. The Nutrients business falls under the control of Vale do Rio
Doce. Retail operations in Brazil, Argentina, the United States and Morocco remain under
Bunge's control.
On January 27, 2010, Bunge formalized the sale of its business Nutrientes no
Brasil to Vale do Rio Doce, one of the largest mining companies in the world. The
company now controls the mining of phosphate rock in Araxá (MG) and Cajati (SP), the
phosphate processing plants in Guará and Cubatão (SP) and Bunge's share in Fosfértil.
The areas of blending, sale and distribution of fertilizers in Brazil, operations in
Argentina and the United States and the joint venture in Morocco remain under Bunge's
control. This acquisition was completed by Vale do Rio Doce on May 27, 2010.
Outstanding Environmental Award. The nature conservation and preservation
measures implemented over the last year have secured Bunge the Corporate Citizenship
Award, given annually by the magazine Gestão&RH. The 4th prize to be awarded,
delivered on April 15 in São Paulo, ranked Bunge among the best companies in its
category, having been featured under the aspect Environmental Responsibility. The
survey is part of "The 100 Best in Corporate Citizenship in 2010", conducted by the
publisher within a universe of 1,000 companies evaluated as being among the "Biggest
and Best", according to Exame magazine. This recognition endorses the policies and
guidelines implemented by Bunge in its operations in the country, showing that the
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environmental initiatives, together with their value chain and neighboring communities,
are differentials in the sector.
The Sustainability Award Gold. The award aimed at recognizing sustainable initiatives
went to Bunge's Cyclus Nutrycell, for the first margarine tub in the world
produced from PLA (polylactic acid, a material derived from corn starch). The
container degrades in approximately 180 days under composting conditions. (Source:
EmbalagemMarca, page 28, Year XII, no. 131, July 2010)
Pier at the new Port. The old Marilu Mill will give way to one of the first, perhaps the
first, commercial buildings within the Porto Maravilha project, Rio's revitalized Port Area.
STX Desenvolvimento Imobiliário and Tishman Speyer bought the disused facility from
Bunge. On the land, a 17-story building will be erected. The point is adjacent to the
former headquarters of the Jornal do Brasil, which will house the Institute of
Traumatology and Orthopedics (Into). The land is 13 thousand meters square. The
future building, called Port Corporate, will have about 30 thousand square meters of
gross leasable area. According to STX, work begins in 2011 and is estimated to be
completed in mid 2013.1
A little history. Marilu Mill, located on Avenida Rio de Janeiro in the neighborhood of
São Cristovão, in the city of Rio de Janeiro, RJ, began operating in June 1944 as a
subsidiary of São Paulo company Dianda Lopez e Cia. Ltda. In the 1960s, the name of
the company was changed to Indústrias Reunidas Marilu S.A. In the 1940s, the mill was
already producing Marilu wheat flour for domestic use, and, in the following decade, it
opened a factory producing biscuits and pastas. It also began producing hydrogenated
fat, soap and bottling vegetable oil. In the 1960s, there was a fire at the mill, causing a
total loss of the pasta plant, the biscuit factory and a packaging printing facility, leading
to Moinho Marilu so also deactivate the hydrogenated fat, soap and vegetable oil bottling
plants, concentrating its activities on the production of wheat flour. In 1986, the Bunge
Group began investing in Moinho Marilu, in 1999 acquiring controlling stock, when it
installed the most modern mixes for baking plant in the country, with a capacity of
11,000 tons per month.
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Salada Brand wins award for packaging (30.08.10). The Salada brand won the
ABRE Award for Brazilian Packaging for the best savory food packaging. To reach the
final result of the packaging, several studies were undertaken with consumers both in
relation to the label and the bottle. By doing this, it was possible to understand the
demands of the public and offer the best product at the best cost benefit. Thus, the
brand was revitalized without losing its tradition and connection with consumers. Its
ergonomic shape, with a smaller, reinforced middle, facilitates
handling and the grooves offer greater security to the packaging. All these innovations,
coupled with the quality of the special canola, sunflower and corn oils, has resulted in
increased sales and market share.
Termag three-time quality champion (06.09.10). The external audits conducted in
August having been completed, Termag, at the Port of Santos, received not one but
three recommendations, which correspond to integrated ISO 9001 (quality), ISO 14001
(environment) and OHSAS 18001 (health and safety) certification. This process began
with ISO 9001 certification, obtained in April 2009, and relied on the dedication of all
employees and partners involved in the process of continuous improvement. The team
was prepared with a variety of training on the legal requirements verified by the
certifications, and achieved its goal.
Bunge among the 1,000 largest companies (06.09.10). The magazine Valor
Econômico released its Valor1000, 2010 edition, a yearbook that publishes the ranking
of the thousand largest companies in Brazil. Bunge is present again as one of the largest
in the sector of Food, and heads the list of the 50 largest companies in the Southern
region.
Bunge receives an award for sustainability project (08.09.10). The Sustainable
Management Forum, hosted by Editora Expressão, gathered together more than 300
people on 27 August, at the headquarters of the Federation of Industries of the State of
Santa Catarina - Fiesc, in Florianópolis (SC). Around 60 companies, NGOs and schools in
the Southern region received the Expressão Ecology Award, certified by the Ministry of
Environment as the largest of its kind in the country, and also a certificate of
1
Source: O Globo RJ, Negócios & Cia, page 24, 27/7/2010.
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prominence in the largest survey of corporate social responsibility in the region, based
on indicators of the Ethos Institute and Bovespa. Bunge received the award for the
project "Bunge Nature: a commitment to sustainability", in the category
Recovery
of
Degraded
Areas.
The
action
focuses
on
the
development
of
environmental education for members of neighboring communities, students, employees
and their family members. The Program, which has benefited more than nine thousand
people since its inception, is based on four pillars: Research, Environmental Recovery,
Preservation and Environmental Education.
Bunge Alimentos came in 5th place among the Top 500 in the South, published in
Revista Amanhã.
In August, Bunge was featured in two important awards: the Global Food Award for
the Cyclus biodegradable vegetable cream packaging and the Food Expo
Innovation Award from the Institute of Food Technologists (IFT) for the
product PhytoBake Shortening, produced by Bunge North America.
The Cyclus biodegradable packaging from a renewable source received an
award from IUFoST (The International Union of Food Science and Technology)
in the category Packaging during the Fifteenth Congress of Food Science and
Technology, held in Cape Town, South Africa.
Bunge North America received the Innovation Award from the IFT (Institute of
Food Technologists) for its PhytoBake Shortening product, a vegetable fat that
brings innovative nutritional benefits for consumers and functional benefits for
customers.
Bunge was one of 10 companies that have gained prominence as Leaders in
Climate Policy in the Época Climate Change Award, sponsored by the Magazine
ÉPOCA. The award, held in partnership with PricewaterhouseCoopers - PwC, recognizes
the initiatives and policies implemented to reduce carbon emissions from its operations.
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Plants in favor of nature. Usina Moema was one of the plants to have signed an
agreement that will help fight fires in São Paulo's state parks. For this, logistical support
and equipment will be offered, as well as specialist teams being provided. On September
21, Usina
Moema
received
a
Letter
of
thanks
for
its
cooperation
in
environmental prevention from the Secretary of State for the Environment of
São Paulo. The Office thanks the plant for the services provided in preventing
and combating forest fires in Protected Areas. Currently, the Unit also donates to
municipalities
in
the
region
native
tree
seedlings for reforestation and
conservation of riparian forests.
The Bunge Foundation won the 2010 Aberje Sul Award. Aberje - the Brazilian
Association for Business Communication, published a list of winners of the Aberje Sul
Award. The Bunge Foundation was the winner for Communication and Relationship with
Society, for the project Find Out to Support: Vale do Itajaí. The defense of the work took
place at a Public Hearing on September 15, in Curitiba - PR. This was the 36th edition of
the award, which aims to strengthen the strategic vision of communication for
companies and institutions, through encouragement, recognition and disclosure of
efforts and initiatives in the area of communication and relationships.
The Bunge Foundation was also winner of the 2010 National Aberje Award, with
the project Find Out to Support: Vale do Itajaí. The project Find Out to Support: Vale do
Itajaí emerged with the objective of understanding and discussing issues related to the
heavy rains that hit the state of Santa Catarina in 2008. It also proposes sustainable
solutions to minimize negative social, economic and environmental impacts and
sustainable urban initiatives to address the needs of residents who were left homeless or
at
risk,
as
well
as
spreading
knowledge.
To
learn
more,
please
visit:
www.conhecerparasustentar.com.br
Bunge included in Exame Sustainability Guide. On November 19, Bunge was
honored as one of 20 model companies in the Exame Sustainability Guide. The event,
held in São Paulo, rewarded companies with the best corporate sustainability practices in
Brazil. For the second consecutive year, Bunge was the only Agribusiness company in
the Guide.
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Pedro Parente at the Business Leaders Forum (06.12.10_Jornal Mural da
Bunge). Bunge Brazil's president, Pedro Parente, was elected leader in the field of
Agribusiness for the 33rd Business Leaders Forum Award. The vote, by entrepreneurs
and executives from all over Brazil, is carried out without pre-candidates, which confers
legitimacy and authenticity to their choices. This year, the election covered the whole of
Brazil, generating about 18,000 voters, who expressed their recognition of the leaders
who stood out throughout the year.
The most influential Brazilians of 2010 (13.12.10_Época Magazine Special
Edition). This study involved nearly all the editors of ÉPOCA, with the valuable
contribution of thousands of readers (who made their nominations through the site) and
specialists in various areas. The list included 100 people who distinguished themselves
by exercising power, by building a project, by their inspiration, their talent. Alberto
Weisser, Bunge's Global CEO, made the list of personalities recognized for having
constructed something: he made Bunge a global company.
Bunge inaugurates transport hub in Ourinhos (13.12.10_BFE Portal). On
December 7, the first transport hub of the Sugar & Bioenergy business was inaugurated
in Ourinhos, in the hinterland of São Paulo. The goal is to provide logistics, transport and
sugar storage services, particularly to the western region of the State. The transport hub
is prepared to meet the demand for transportation and sugar storage during the harvest
and may receive another commodity during the offseason. Bunge has a sugar terminal
(Soceppar) at the Port of Paranaguá (PR), which will receive the product for export. The
handling capacity of the transport hub is up to one million tons per year. In the coming
years, capacity will be expanded.
The Best and the Biggest (Our Bunge Brazil Magazine year 1 n° 6 February
2011).
Bunge is ranked among the Best and the Biggest companies in the Country, by Você S/A
Exame. Since the year under appraisal was 2009 which was before the company’s
businesses were consolidated, these were analyzed separately. In Fertilizers, the
company was rated among the 10 biggest for gross operating revenue and also for
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market leadership. In Foods, Bunge rated among the 50 biggest in turnover, taking 13th
place in sales. In the Consumer Goods sector, it classified among the 10 biggest for
gross operating revenue and market leadership. In the overall ranking, it placed 15th in
sales and 5th biggest in net revenue and 4th biggest in exports.
10-out-of-10 Supplier (Our Bunge Brazil Magazine year 1 n° 6 February 2011).
Chosen as the best in the category of Groceries, Bunge won the 10-out-of-10 (Nota 10)
Supplier award from ABAD (Brazilian Association of Wholesale Distributors). The choice
was made on the basis of a survey of Outstanding Brands conducted by the Nielsen
consulting company, which identifies the most mentioned brands in 11 segments. Also
taken into consideration were the turnover of the supplier and the evaluation of the
wholesalers.
Brazilian Bakery Company of the Year (Our Bunge Brazil Magazine year 1 n° 6
February 2011).
Over 3,700 bakeries took part in the voting of The Biggest and the Best of Brazilian
Bakery Award, choosing the most important brands in the segments of raw materials,
machinery, end products /services. Bunge was elected the Company of the Year in the
Raw Materials category. The criteria analyzed were portfolio, technical assistance,
product quality, service quality, brand dissemination and marketing. This was the 3rd
year running that Bunge won the award, presented by the magazine Panificação
Brasileira.
Preferred brands (Our Bunge Brazil Magazine year 1 n° 6 February 2011).
For the 13th time running, Bunge’s brand of fertilizer won Top of Mind promoted by
Rural Magazine, in the item “brand recall”. And when asked “what is the best brand of
fertilizer?”, readers refer to Manah which, as a result, won the Top List for the 10th time
running.
Bunge won in five categories of the Baker Top 2010 and was a finalist in two others. It
was indicated by the readers of Padaria 2000 Magazine which picked the most recalled
suppliers, distributors and bakeries from the Bakery and Confectionery sector. Bunge
was the most recalled in: vegetable creams, margarine for bakery and confectionery,
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mixtures for special bread, mixture for French bread and cake mixtures. In the Top Tec
competition held simultaneously with the Baker Top award to pay tribute to the work of
technicians, once again Bunge stood out thanks to its professional Debora Patricia
Gonçalves who won in the Bakery category.
For being the most recalled brand in the Fats and Lard category, Bunge received the
Professional Kitchen award – Outstanding Brands 2010.
Managers of restaurants, chefs and other professionals active in the Food Service
segment were consulted.
The 11th edition of the National Survey of Preferred Brands in Bakery and
Confectionery – one of the most complete and respected surveys in the Baking sector,
run by the Padaria Moderna magazine picked Bunge as the brand preferred by
professionals of the sector for use in a number of products. Bunge was preferred
in: ordinary and special wheat flours, general purpose and specific margarines, flour
improvers, confectionery and chantilly-type cream mixtures, mixtures for croissants,
panettones, pastries, French bread and whole-wheat bread.
For the 2nd year, Primor margarine was awarded the Folha Top of Mind prize,
presented by the newspaper Folha de S. Paulo, as the brand most recalled by
consumers from the Northeast region of the country. For the survey, made by
type of product, the Datafolha Institute went out in the market with the following
question: “What is the first brand which comes to mind when margarine is mentioned?”.
Among the reasons for such notability, in the opinion of Bunge, are the striking colors of
the packaging and the product’s resistance to the region’s high temperatures.
Embanews Brazilian Packaging Award (Our Bunge Brazil Magazine year 1 n° 6
February 2011).
For the launch of a promotional package which successfully differentiated the Delicia
Supreme brand at the point of sale, Bunge won the 2010 Roberto Hiraishi Trophy,
at the 20th Embanews Brazilian Packaging Awards. The consumer who bought a box of
two of the brand’s margarine won a special package. As a way to honor the winners, the
prize-winning products were exhibited on the Embanews magazine stand during
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Brasilplast 2011, from 9th to 13th of May, in the Anhembi Exhibition Park, in the São
Paulo capital.
A new vision for agriculture (Our Bunge Brazil Magazine year 1 n° 7 March
2011).
Bunge is one of 17 companies participating in the initiative New Vision for Agriculture,
launched in January by the World Economic Forum, an organization which assembles
leaders who are committed to development. This is an action plan to increase food
safety whilst respecting the environment and promoting economic growth. The targets
are clear: the intention is to raise agricultural production by 20% and reduce rural
poverty by 20% with each decade. This strategy is the consequence of 18 months of
work which involved over 350 people throughout the world.
Protecting nature
The Moema Mill was presented with a letter of thanks by the São Paulo State Secretary
of the Environment, Pedro Ubiratan Escorel de Azevedo, for its collaboration in fighting
fires in the Paulo de Faria Ecological Park, a unit for the conservation and full protection
of biodiversity, under the auspices of the São Paulo State Government. Support entailed
logistics and equipment to clean the surrounding areas of the ecological park, as well as
the provision of specialized fire-fighting teams.
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Bunge Vision and Values
Vision
To make life better, by improving the global supply chain of food and agribusiness.
BUNGE’s Basic Values
Integrity: honesty and justice govern all our actions.
Receptiveness and trust: we are receptive to different ideas and opinions and we
trust in our colleagues.
Team work: we highly appreciate individual excellence and team work for the benefit of
Bunge and its stakeholders.
Entrepreneurship: we value individual initiative to seize opportunities and produce
results.
Citizenship: we contribute to the development of people and the social and economic
structure of communities in which we operate and we care responsibly for the
environment.
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Bunge Units in Brazil
Bunge Brazil unit has Distribution Centers, Sales Offices, Port Structure (soybean), Port
Structure (wheat), Soybean Processing, Wheat Processing, Mining, Production of
Lecithin, Margarine and Mayonnaise Production, Oil Refining Fat Production and NPK
Mixing Units in the following states: BA, DF, ES, GO, MA, MG, MS, MT, PA, PE, PI, PR,
RJ, RS, SC, SP.
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Fertilizers
Bunge Brasil is represented in this market by leading brands in their segments:
Positioned in the simplicity of relationships, the IAP brand operates in the
market with easy cost-effective solutions. Its formulations are high quality, adapted to
the local needs of producers seeking reliable fertilizer for farming, with relationships
based on friendship, experience and honesty. After all, "Father's fertilizer" is like this.
Within its product line, Fertiap and Superfosfato Simples stand out.
Its goal is to offer unique agronomic solutions to increase rural
productivity. Top of Mind brand within the industry, Manah has technicians trained to
work systems customized to meet specific customer needs, striving for excellence in
productivity in all forms of cultivation. The brand has a strong appeal: "With Manah,
composting works!"
Unique products and services, such as the exclusive Fosmag line, are highlights of its
portfolio.
A service provider, Serrana brings solidity and tradition to
relationships within the market. The specialized team seeks solutions with premium
products and services, even enabling the management of its customers' businesses. Its
solutions value forms of negotiation, application of inputs and use of fertilizer
appropriate to the business segments within the rural environment. Serrana Fertilizer is
always, "Beside those who produce", showing that the choice is yours, and the solution
is ours.
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Highlights of the portfolio are the lines Turbo, TurboGran, Turbo Extra, Classic,
Cobertura, Líquidos and Precision Agriculture.
A brand focused on niche markets, Ouro Verde aims to be unique
through innovative concepts and optimization of quality standards. It offers products
focused on building soil fertility, allowing the brand to gain a growing reputation in the
industry. It also operates in the reforestation and natural and organic market segments,
and those suitable for reactive phosphate rock, as Ouro Verde seeks to give "More life to
your earth."
Main products are Arad, Ourofós and Ouropasto.
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Agribusiness
Bunge Brasil has a relationship with more than 20,000 farmers.
It sells around 19 million tons of soybeans, wheat, corn, cottonseed, sorghum,
sunflower and sugar.
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Foods & Ingredients
Bunge Brasil revolutionized Brazilian eating habits by producing the first edible
vegetable oil in Brazil, Salada, the first light margarine, Delícia and the first
premix for baking, among other products.
Today, the Food & Ingredients division offers a wide range of products to meet the
needs of consumers and customers.
Consumption
With brands known and beloved by consumers such as Delícia, Primor, Soya, Salada and
high performance products for the food industry, Bunge Brasil is one of the largest
food companies in Brazil.
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Sugar & Bioenergy
Bunge Brasil began operating in the sector in 2006 selling sugar.
In 2007, it acquired its first Plant, in Santa Juliana (MG) and the following year it
acquired a majority stake in Usina Monteverde (MS) and began building a third plant in
Pedro Afonso (TO).
In 2010, it has taken a significant step towards consolidating its position in the
segment by acquiring MoemaPar, a group with five sugarcane plants located in
SP and MG.
Timeline
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Bunge Plants
Sustainability: a global point of reference
Model company in sustainability with over 50 years of activities in the area, Bunge will
apply its policy of social and environmental responsibility to all the new plants.
The aim is also to be a global point of reference in the biofuels industry (from
sugarcane), raising the standard of performance by prioritizing awareness,
empowerment and recognition, as well as applying penalties for failure to comply with
given actions.
The commitment made in 2009 to improve working conditions in the industry,
applicable to the company's plants, will be extended also to the newly acquired plants
and new business partners.
Complying with measures that ensure health and safety in the field, as well as good
labor and environmental practices are prerequisites under the established guidelines.
See also:
Usina Moema
www.usmoema.com.br
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Bunge Sustainability
Vision and strategy
Through its Sustainability Policy, Bunge puts into practice its commitment to sustainable
development in its operations in all countries in which it operates. For Bunge,
sustainability is based on three pillars:
1) Economic Performance
Partnership with farmers and other stakeholders, generating jobs, income and wealth for
the country.
2) Social Responsibility
The belief in community participation and values of corporate citizenship, shaping
policies for the benefit of all.
3) Environmental Responsibility
Concern for natural resources and respect for the environment, policies and actions that
integrate man with nature.
Bunge's Sustainability Policy
Bunge Brasil's Sustainability Policy establishes the following commitments:
• To associate business objectives with issues of environmental responsibility.
• To seek to go beyond compliance with local environmental legislation and other
requirements applicable to its processes, products and services.
• To promote continuous improvement of the environment and sustainable
development, applying the principles of management, performance indicators and
environmental risk assessments.
• To invest in training partners, who should understand the concepts employed and
present their vision of the process.
• To maintain an ethical and transparent position in all activities and business
relationships.
• To generate value, employment, income and wealth for the communities and for the
country where it operates.
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• To demonstrate social responsibility, striving to meet the expectations of the
communities where it operates and promoting the responsible use of natural
resources.
• To contribute to the development of citizenship through actions encouraging
education and knowledge.
Bunge Natureza
Under the seal Bunge Natureza, Bunge has two Centers for Environmental
Education and Recreation (CDAL) that host environmental education projects.
They are located next to two of the company's plants and receive members of
neighboring communities, students, employees and their family members.
In Jaguaré (SP), the Program promotes the cultivation of community gardens and
hydroponics, as well as the Fazendo project, which provides environmental education
through the arts. Started in 2008, the project aims to arouse interest in the
environment, raise awareness, educate and promote involvement in environmental
issues. The project's target audience is Bunge employees and their families, partners,
families and the community around the plant who participate in environmental education
classes, music, farming, handicrafts, fish farming, dance, performing arts and sports
activities.
In Gaspar (SC), the initiatives are developed in partnership with the Regional University
of Blumenau (FURB), and act in four areas:
1) Environmental Recovery
2) Research
3) Preservation
4) Environmental Education
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Bunge Natureza in numbers
• 482,000 m2 of reclaimed areas;
• Over 1 million seeds collected;
• 182,000 seedlings produced;
• 200 partners and 22 municipalities involved;
• 11,000 students and 900 teachers involved in environmental education activities.
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Bunge Foundation
With systematic investments in social projects, Bunge companies contribute to
improving the level of education and quality of life in communities where they
operate.
Since the Bunge Foundation was established in 1955, the Group's social
investments have been directed in a systematic and coordinated manner towards
developing projects that contribute to the sharing of knowledge.
Bunge Foundation
To feed ideas is to sustain the world.
To achieve its goals, the Bunge Foundation structures its programs along three
lines of action. Three continents that form the "World Bunge Foundation", and that,
like the Earth, are closely linked, being part of a single living system.
1) Environmental
Programs aimed at strengthening the relationship between man and his natural,
social, economic and cultural environment, whether through sustainable education or
vocational training geared to sustainability:
• Educative Community
• Creative Community
2) Encouraging Excellence and Sustainable Knowledge
Awards and projects that foster new agents of transformation, by example and
through the exchange of knowledge:
• Bunge Foundation Award
• Teachers of Brazil Award (until 2009)
• Support for Research and Studies focusing on Sustainability.
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3) Preservation of Memory
The Bunge Memory Center represents the company's concern to value the past for the
renewal of the present. With a wealth of corporate memory, it brings together
documents of various natures - cartographic, iconographic, three-dimensional, textual
and others, concerning the fields of industry, shipping and agribusiness. In parallel, the
Bunge Memory Center organizes activities that bring its collection closer to society, and
stimulates other institutions to do the same:
•
Research assistance
•
Thematic exhibitions
•
Technical processing of the collection
•
Cultural Trips
•
Preservation workshops
•
Technical Visits
•
Integration of Bunge employees
The Bunge Memory Center is proof that valuing identity and local culture is just as
important to sustainability as the economy, the environment and social organization. To
promote the preservation of institutional memory is to contribute to preserving the
memory of our country.
Bunge Memory Center
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Fertimport
Fertimport began operating in 1947 to meet the logistics needs of Bunge companies in
Brazil.
In the 1960s, its accumulated experience in the service of Bunge earned it a high degree
of competitiveness and Fertimport began to provide its services to the entire market,
initiating a process of continuous expansion that, since 2001, has gained new leverage
and now transcends Brazil's borders.
Its more than 400 professionals, who constantly keep abreast of customs legislation,
port rules and commercial practices, seek to make logistics an opportunity for new
business.
There are 16 units strategically located in major ports in Brazil and Argentina, a
network of sub-agents in other ports, as well as coverage by associated companies and
agents on all five continents, ready to meet the needs of importers, exporters, shippers
and shipowners.
Fertimport Service combines over 60 years of experience in the market with the
strength of the Bunge name and the reliability offered by ISO 9001 Certification
at the service of the whole international logistics chain and ports.
Anticipating market demands, Fertimport started the process of obtaining quality
certification in 1994. With this, in 1996, it became the first shipping agency in Brazil to
obtain ISO 9002 Certification under the aegis of ABS Quality Evaluations Inc. In midNovember 2003, ABS found that the Fertimport Quality Management system was fully
compliant with the new ISO 9001 standards. Today, all services are certified.
Its main services are: shipping agency, port operations, port terminal operations,
external representations, laytime, customs clearance, import and export process
management (GPI/GPE) and e-Services. Its most recent Brazilian office was opened in
Salvador, BA.
Bunge Memory Center
Tel 11 3741-6718 Fax 11 3741-4134
59
Bunge Memory Center Collection
Supervision: Bunge Memory Center
Research and Text: Bunge Memory Center Technical Team
Updated on: February 2011
Avenida Maria Coelho de Aguiar, 215 Block D 5th floor
Centro Empresarial de São Paulo
Jardim São Luís / São Paulo - SP
CEP: 05804-900
Tel.: (11) 3741-6718
Fax: (11) 3741-4134
[email protected]
www.fundacaobunge.org.br
To read the Guide to the Bunge Memory Center Collection, please visit
www.fundacaobunge.org.br
Bunge Memory Center
Tel 11 3741-6718 Fax 11 3741-4134
60

The History of the Bunge Group

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