Institutional Presentation

Transcrição

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2 Fernando Antonio Simões Institutional Presentation

3 History > Creation of Company foundation Beginning of cargo transportation activities of Julio Simões Group s 1st acquisition Acquisition of Transcoffer Operation in new businesses Charter services and Tourism, Rental of light vehicles Service diversification Acquisition of Transcel Passenger transportation concessions Beginning of dedicated, customized services Forestry, auto, rental of heavy equipment Beginning of integrated services and new industries Mining and food products Consolidation of logistics integrated services Acquisition of Lubiani Logística (June/07) Acquisition of Transportadora Grande ABC (April/08) Outsourcing of light vehicles for the 2007 Pan American Games Creation of CS Brasil IPO Perpetuity and support to growth Urban Distribution Food and Civil Aviation 2011 ProformaNet Revenue: R$2.7 billion CAGR : 28.3% Acquisition of Rodoviário Schio Merger of Simpar Concessionárias Creation of JSL Aluguel de Caminhões

4 Organizational Identity Business Mission Vision Values Solutions and Services of industrial and social integration. To provide services and logistics solutions, through a dedicated workforce, generating value for our clients and shareholders, and contributing to the development of the communities where we operate. Maintain our position as the leading Logistics Operator in the market, offering the broadest range of services and innovative solutions, that are recognized for their excellence and are aligned with the clients needs To be recognized for the professionalism of our management To become a benchmark in the utilization and commercialization of assets. The client: Understand and serve, to ensure a long term relationship. People: They make all the difference in our business. Hard work: You don t build anything without it. Simplicity: Objective in our actions, to ensure agility. Profit: Indispensable for growth and perpetuation.

5 Geographic Presence Present in all regions of Brazil and 4 Latin America countries 139 branches in 16 states and 4 countries More than 20,000 employees 14 Distribution Centers across Brazil 1 Intermodal Logistics Center 1 Dry Port at Suape PE and 1 Redexat Santos -SP 42 SALE POINTS: 13 used vehicle stores 29 dealerships JSL Concessionárias - light vehicles JSL Concessionárias - heavy vehicles Seminovos JSL used light vehicles Seminovos JSL - used heavy vehicles

6 Business Lines Dedicated Logistics Services Fleet Management and Outsourcing Passenger Transportation General Cargo Transportation % of Gross Revenue from Services of JSL + Schio Base: last 12 months

7 Diversified Revenue Solid relations with clients and diversified revenue Breakdown of Gross Revenue from Services by Sector¹ Others 6% Consumer Goods 5% Capital Goods 4% Eletric Energy 2% Food and Beverage 15% 50 largest clients represent around 58% of the gross revenue Petrochemical 5% Agriculture 6% Presence in more than 16 sectors of the economy Pulp and Paper 12% Passenger Transportation 10% Public 13% ¹ JSL + Schio Proforma last12 months Automotive 11% Steel and Mining 11%

8 Historical relationships and activities They begin in great majority with 1 service PULP AND PAPER 1º 1º 1º 2º AUTOMOTIVE METAL & MINING FOOD & BEVERAGE ELETRIC & BIOENERGY OTHERS 56 years 9 services 17 years 5 services 28 years 1 service 39 years 7 services 3 years 2 services 10 years 3 services 34 years 12 services 17 years 2 services 28 years 3 services 20 years 4 services 3 years 1 service 18 years 4 services 22 years 1 service 16 years 2 services 10 years 7 services 15 years 5 services 3 years 3 services 2 years 2 services 9years 7 services 16 years 1 service 6 years 2 services 13 years 7 services 2years 1 service 4 years 1 service 5 years 7 services 16 years 6 services 3 years 1 service 9 years 4 services 2 years 1 service 2 years 3 services JSL has been building relationships with its clients for more than 50 years Currently with more than 300 clients Rankings correspond to the classification of JSL in the respective segments in ILOS Logistics Award 2012, traditional award that recognizes the best companies in the industry

9 JSL in figures Logistics 3.2 billion LTM logistics revenue 28.3% CAGR % organic More than 34,000 operating assets Over 300 active clients 16 industries +22,000 employees 15.3 million km mileage¹ 6.4 milion liters of fuel¹ 7,100 tires bought¹ 9.3 million transported passengers¹ 30.7 million in charter service payments¹ Dealerships and Insurance Brokers¹ Vehicles Sold Number R$ million Total New Used Revenue Total 2,031 1, insured assets 66% renewal rate Light 1,907 1, Heavy ¹Monthly average in 2012

10 Da prospecção à operação From prospecting to operation Eduardo Pereira

11 From Prospecting to Operation Prospecting Pricing Closing New business development Financing and acquisition Asset resale From business prospecting to operation Implementation Operation Check list Dedicated structure Services Monitoring

12 New Business Development New business development Financing and acquisition Prospecting Project and Pricing Closing Asset resale Implementation Operation Active prospecting through clients The client contacts our sales department The Sales Department develops a new opportunity The Operational Department identifies a new potential service for a current client and submits it to the Sales Department Negotiation: Only Sales Area takes part General and dedicated cargo Rental light equipment Operations Executive Board Development Management Sales Executive Board Rental heavy equipment Mining Forestry Sugar and ethanol Car manufacturing Machines/ Equipment Management and Outsourcing Chilled and International CS Brasil Public bidding

13 New Business Development New business development Financing and acquisition Prospecting Project and Pricing Closing Asset resale Implementation This is the foundation for pricing Operation The project joins 3 areas Operational Department Project Department Sales Department Technical support to the Project Department in managing assumptions Market view Develops opportunity Technical visit to get to know detailed needs Understands the client s needs Brings the opportunity to the Project Department

14 New Business Development New business development Financing and acquisition Prospecting Project and Pricing Closing Asset resale Implementation Operation Assumptions Management software Pricing Asset acquisition price Sales Conditions Pricing spreadsheet Pricing and Sales Conditions Fixed asset depreciation Return on fixed asset Residual amount Operating costs + Period: 2 to 10 years Adjustments Minimum volume Cancellation penalties Administrative expenses Taxes Obligation to purchase in case of early termination Margin The pricing assumptions are ratified by the operational manager and the price is ratified by the Sales Executive Officer, for final approval by the CEO or another Executive Officer

15 New Business Development New business development Financing and acquisition Prospecting Project and Pricing Closing Asset resale Implementation Operation Proposal sent to client Sales Department submits proposal to the client Negotiations Request for review of price/service Acceptance or not acceptance of business according to new assumptions revised by both JSL and the client Execution of Contract Operational assumptions are a part of the contract, ensuring that operation and project are in line. Analysis and execution of contract

16 Checklist Checklist of deployment for involved areas Informar o layout do EDI (comunicação Cliente/JSL) Verificar a possibilidade com o cliente de fornecer internet Solicitar link de internet Informar necessidade de internet 3G Informar os usuários para dias de antecedência 2 dias de Financing and acquisition antecedência Fiscal - Abertura de filial Contato da área Prazo Via Aplicável Entrar em contato com a matriz (Controladoria) para verificar a necessidade Antônio Carlos Ajudarte de abertura de filial ou ponto de apoio Enviar para o setor Fiscal o endereço da nova filial (ATENÇÃO: CEP Verificar se o CEP é o mesmo nos Correios/Prefeitura e outros órgãos) Enviar a documentação que comprove a regularidade do local (Laudo do bombeiro, certidão de débitos na prefeitura, pauta aprovada, habite-se) Enviar a documentação para a locação do local ao Jurídico Vânia de Siqueira Verificar na prefeitura se podemos exercer a atividade e enviar o comprovante (Depende de cada região: Uso do solo, diretrizes, viabilidade) Providenciar licenças para o exercício da atividade Verificar na prefeitura se não existe outra empresa cadastrada no local e enviar o comprovante (Prefeitura e Secretaria da Fazenda) 30 dias para Estado de SP, 60 dias outros Estados Fiscal - Documentação Contato da área Prazo Via Aplicável Informar ao setor Fiscal a operação juntamente com o número de inscrição e CNPJ Solicitar a área Fiscal os formulários Definir junto ao Fiscal a forma de preenchimento e emissão de conhecimentos Ligar para a matriz em caso de dúvida quanto à tributação Solicitar cadastro dos veículos Solicitar cadastro dos equipamentos Solicitar cadastro de motoristas Solicitar cadastro de usuários no sistema Solicitar cadastro de rotas Solicitar cadastro de pontos de entrega (CNPJ origem/destino) Solicitar cadastro de tabela comercial no sistema Fábio Barbosa Diorwilton Heusser 7 dias de antecedência Cadastro Contato da área Prazo Via Aplicável Após chegada dos ativos Após admissão dos motoristas Após admissão dos usuários 1ª semana de implantação Sistema Após definido o modelo fiscal Sistema de Gestão Contato da área Prazo Via Aplicável Definir procedimentos padrões Definir meios de controle da operação Definir os indicadores operacionais Validar com SGI (Sistema de Gestão Integrada) Treinamento da equipe envolvida Definir modelos de relatórios a serem usados na operação Simone Gonzalez Asset resale New business development Operation Até 30 dias após início da operação Implementation

17 Raio X das Operações X-Ray of Operations Adriano Thiele

18 Business Lines Supply chain management and integrated distribution * Dedicated Services LOGISTICS SERVICES PYRAMID Valueadded services Combination of transportation and warehousing services * Management and Outsourcing Passenger Transportation Higher Value Added Leading company focused on high value-added businesses * JSL + Schio Gross Revenue from Services in the last 12 months Source: Booz Allen Transportation or warehousing General Cargo

19 Supply Chain Dedicated Services * High value added with integrated, flexible and customized solutions Physical and human resources exclusively allocated to the operation Specific IT and processes Demands high technical specifications What we do Dedicated operations, customized client service Complete portfolio of services High client loyalty levels High cross-selling rates INBOUND Complete logistics solutions WAREHOUSING AND INTERNAL LOGISTICS OUTBOUND Input handling and warehousing Production line supply Stockroom management Handling and warehousing of finished products Shipment of finished products Expertise in several sectors of the economy Main Sectors (% of Revenue¹): Food (26.6%) Pulp and Paper (19.5%) Automotive (18.5%) Steel and Mining (10.5%) Sugar and Ethanol (6.7%) Gross Revenue from Services R$1.5 billion * CAGR 08-11: +17.8% 10,412 Employees² LTM revenue 7,819 Operational Assets² * Proforma Schio + JSL Gross Revenue from Services in the last 12 months ¹ Proforma Schio + JSL Gross Revenue from Dedicated Services n the last 12 months ² 2Q12 base date

20 Supply Chain Dedicated Services * Pulp and Paper Automotive Steel and Mining Revenue of R$291.5 million Services: - Loading and transportation of wood - Handling and transportation of pulp - Industrial cleaning - Waste removal 2,203 Employees¹ and 2,346 Operational Assets¹ Revenue of R$277.2 million Services: - Milk run - Just in time - Cross docking - Information management - Production line supply - Stockroom management 1,322 Employees¹ and 1,164 Operational Assets¹ Revenue of R$157.6 million Services: - Loading and transportation of ore - Waste management - Highway maintenance - Industrial cleaning - Road watering 993 Employees¹ and 603 Operational Assets¹ *Percentage of proforma Schio + JSL Gross Revenue from Services in the last 12 months ¹ 2Q12 base date

21 * Proforma Schio + JSL Gross Revenue from Services in the last 12 months ¹ 2Q12 base date Supply Chain Dedicated Services * Food and Beverages Revenue of R$398.1 million Services: - Inbound/outbound - Warehousing/handling of frozen and chilled products - Labor outsourcing 4,290 Employees¹ and 1,944 Operational Assets Sugar and Ethanol Revenue of R$100.9 million Services: - Transportation of chopped sugarcane - Transportation of sugarcane from the field to the industrial unit 941 Employees¹ and 849 Operational Assets¹

22 Automotive (example) Dedicated Services, Fleet Management and Outsourcing and Passengers Transportation Auto parts. Milk run. Transportation of employees Internal handling and assembly of kits Fleet management and outsourcing Delivery of raw materials. Inbound Inventory maintenance and management Shipping. Outbound Invoicing Electronic registration of inventory

23 Mining (example) Dedicated Services, Fleet Management and Outsourcing and Passengers Transportation Loading of ore Rental of vehicle with driver at the client s disposal Highway maintenance Transport of ore Transportation center 24-hour monitoring via satellite and telemetry Unloading of ore Waste management

24 Equipment and Fleet Management and Outsourcing * Solution ranging from fleet size management to the complete management of the service Light Fleet Management and Outsourcing More than 19,000 leased vehicles in operation Lease with and without services Equipment and Heavy Fleet Management and Outsourcing More than 1,000 leased heavy vehicles in operation More than 2,000 leased pieces of machinery and equipment in operation Gross Revenue from Fleet Magament and Outsourcing * R$637 million LTM revenue CAGR 08-11: +27% 2,577 Employees¹ 22,374 Operational Assets¹ Proforma Schio + JSL Gross Revenue from Services in the last 12 months ¹ 2Q12 base date

25 Management and Outsourcing of fleets with service * Exemple: Laboratory 2. Transportation of biological materials to hospitals, clinics and laboratories 3. Residential pick-up of medical exams with car and driver 4. Rental of vehicles for sales force 1.Transportation of materials from warehouse to laboratory 5.Transportation of client s operational equipment * Gross Revenue from Services of JSL + Schio Proforma last 12 months Tracking of the fleet via satellite

26 Passenger Transportation * Correlation diversification strategy Charter Services Corporate (Permanent Charter) and Tourism Passenger Chartering Urban Transportation Municipal and intercity urban lines Gross Revenue from Passenger * Transportation R$ 351 million Gross revenue in the last 12 months CAGR 11-08: +14.9% 3,165 Employees¹ 1,072 Operating Assets¹ * Pro-forma Gross Revenue from Services of JSL + Schio in the last 12 months ¹ Reference date 2Q12

27 General Cargo * Services for clients who present high variation in volume Information specification and management General Cargo Transportation Gross Revenue from General * Cargo Closed cargo transportation operations from point A to point B More than 95% transported by independent contractors and third parties High seasonality within the month/year Physical and human resources non-exclusive to a client/operation Average cycles without guaranteed counter-flow Expertise in the hiring of third parties/independent contractors Contracts with reduced terms R$ 247 million Gross revenue in the last 12 months CAGR 08-11: +7,2% 292 Employees¹ 728 Operating Assets¹ * Pro-forma Gross Revenue from Services of JSL + Schio in the last 12 months ¹ Reference date 2Q12

28 Dedicated structure to each operation * Management Structure Chief Operations Officer Adriano Thiele Business Development Management Mining Forestry Sugar and Ethanol Management and Outsourcing Passanger Transportation MAIN LINK WITH CLIENTS (SINGLE CHANNEL) Ensures culture Captures synergies Identification and implementation of the best internal and market practices Manager by Client Support areas: Maintenance, HSE and Personnel Waste Manager Fleet Outsourcing Manager Charting Manager Mine handling Manager

29 Quest for continuous improvement, generating new business and perpetuating customer relationship Adriano Thiele

30 Case: Vale Optimization of passenger transportation routes Current Operation 168 Administrative Buses and Shifts Daily transportation of 6,300 employees Improvement Project Optimization/Redefining of routes Reduced mileage Increased occupancy rate of vehicles Reduced number of vehicles Use of Simulation Software Improvements shared with clients on a 50%/50% basis

31 Methodology Chart Occupancy Rate Monthly Analysis Occupancy Rate

32 Methodology Chart Occupancy Rate Daily Analysis Number of occurrences % Cumulative Number of passengers Historical 28 days OP34 route

33 Methodology Routes

34 Preliminary Results Preliminary simulation results ADMINISTRATIVE CONTRACT - IRON/MANGANESE: 38 buses daily transportation of 1,521 people Reduction of 2 buses (5.2% of total) due to the lower number of vehicles after passing the gateway Higher vehicle occupancy rate Current scenarios Redefining of routes due to the occupancy rate - 6,300 pickup points Impact from adoption of equipment with higher number of seats Replicating the model developed for other mines Reduced number of pickup points

35 Operations in numbers Total Gross Revenue from Services* R$ 2.8 billion 18.2 thousand Employees¹ 31.3 thousand operating Assets¹ 139 branches * Gross Revenue from Services JSL + Schio Proforma last 12 months ¹ Base date 2T12

36 Pricing, Monitoring and Capital Structure Denys Marc Ferrez

37 Administrative Structure Executive Officers Procurement Asset Management Legal Department New Businesses Customer Services Investor Relations Financial Services Controllership Projects Communication and Marketing Cargo/Dedicated Services Operations Electronic means of payment Fleet Outsourcing and Management Information Technology Schio Dealerships YOU ARE HERE! HSE Medical Department Personnel Department Recruiting and Selection Cafeteria

38 Contract Pricing Pricing tables

39 Contract Pricing Sizing DIMENSIONAMENTO Ano TOTAL Volume (ton/ano) Período contrato (meses) Período safra (meses) Período safra (dias) Período de paralisações (%) 20% 20% 20% 20% 20% 20% Período de paralisações (dias/ano) Período produtivo (dias/ano) Período produtivo (dias/mês) Volume (ton/mês) Volume (ton/dia) Operação Colheita Colheita Colheita Colheita Colheita Colheita Equipamento 1 colhedora colhedora colhedora colhedora colhedora colhedora Produção (ton/hr/equipamento) DF - Disponibilidade física 90% 90% 90% 90% 90% 90% DO - Disponibilidade operacional 85% 85% 85% 85% 85% 85% DO + DF 77% 77% 77% 77% 77% 77% Produtividade (hr/mês) Produtividade (hr/dia) 18,36 18,36 18,36 18,36 18,36 18,36 Produção (ton/dia/equipamento) 734,4 734,4 734,4 734,4 734,4 734,4 Total de equipamento 1 (qtd) Operação Transbordo Transbordo Transbordo Transbordo Transbordo Transbordo Equipamento 1 trator trator trator trator trator trator Equipamento 2 transbordo transbordo transbordo transbordo transbordo transbordo Produção (ton/hr/equipamento) DF - Disponibilidade física 90% 90% 90% 90% 90% 90% DO - Disponibilidade operacional 85% 85% 85% 85% 85% 85% DO + DF 77% 77% 77% 77% 77% 77% Produtividade (hr/mês) Produtividade (hr/dia) 18,36 18,36 18,36 18,36 18,36 18,36 Produção (ton/dia/equipamento) 367,2 367,2 367,2 367,2 367,2 367,2 Total de equipamento 1 (qtd) Total de equipamento 2 (qtd) Operação Transporte Transporte Transporte Transporte Transporte Transporte Equipamento 1 cavalo cavalo cavalo cavalo cavalo cavalo Equipamento 2 rodotrem rodotrem rodotrem rodotrem rodotrem rodotrem Produção (ton/viagem) DF - Disponibilidade física 90% 90% 90% 90% 90% 90% DO - Disponibilidade operacional 85% 85% 85% 85% 85% 85% DO + DF 77% 77% 77% 77% 77% 77% Produtividade (hr/mês) Produtividade (hr/dia) 18,36 18,36 18,36 18,36 18,36 18,36 Distancia média (km ida e volta) 62,5 62,5 62,5 62,5 62,5 62,5 Tempo carga (hr) 0,5 0,5 0,5 0,5 0,5 0,5 Tempo descarga (hr) 0,5 0,5 0,5 0,5 0,5 0,5 Velocidade (km/hr) Produção (viagem/dia/equipamento) Produção (ton/dia/equipamento) Produção (km/mês/equipamento 1) Produção (km/mês/equipamento 2) Total de equipamento 1 (qtd) Total de equipamento 2 (qtd)

40 Contract Pricing Assumptions Bonificações / Despesas Indiretas / Impostos BDI FIXO BDI VARIÁVEL BDI TOTAL Taxa de Custos Diretos s/ Custo s/ Preço R$ ,14 s/ Custo s/ Preço R$ ,65 s/ Custo s/ Preço R$ ,79 Taxa de Custos Indiretos 29,42% 17,35% R$ ,90 0,00% 0,00% R$ - 18,79% 12,30% R$ ,90 Taxa de Lucro 10,13% 7,73% R$ ,21 10,13% 8,22% R$ ,14 10,13% 7,88% R$ ,35 Alíquota de IR (s/ lucro) 25,00% 1,93% R$ ,30 25,00% 2,06% R$ ,54 25,00% 1,97% R$ ,84 Alíquota de Contribuição Social (s/ lucro) 9,00% 0,70% R$ ,27 9,00% 0,74% R$ ,31 9,00% 0,71% R$ ,58 Alíquota de PIS / COFINS / ISS 13,31% 13,31% R$ ,17 7,81% 7,81% R$ ,50 11,71% 11,71% R$ ,67 Total 41,02% R$ ,99 18,83% R$ ,14 34,56% R$ ,13 Parâmetros Diesel (litro) R$ 2,0000 Taxa de Remuneração sobre o Ativo Fixo (% a.a.) 12,00% Taxa de Remuneração sobre o Ativo Fixo (% a.m.) 0,94888% Período de Contrato (meses) 43 Período de Amortização (meses de safra) 25 Período de Rateio (meses / ano) 6 Seguro Contra Terceiro Veículos (mês) R$ 250,00 Seguro Contra Terceiro Máquinas (mês) R$ 383,33 Computador de Bordo Equipamento + Comunicação (mês) R$ 437,16 Licenciamento + Seguro Obrigatório + IPVA (% v.v. a.a.) 2,00% Reserva Técnica Mão de Obra Direta 10,00% Reserva Técnica Mão de Obra Indireta 5,00% Fator de Sinistralidade 1,00% Fator de Manutenção Veiculos (% v.v. / km) 150,00% Fator de Manutenção Maquinas (% v.m. / km) 250,00% Fator de Remuneração de Estoque 1,50%

41 Operação Contract Pricing Calculation spreadsheet Custo Fixo Custo Variável Equipamento Investimento Residual Mão de Obra Peças de Reposição Pneus / Esteiras Combustível Hr - Km Qtd. Fator Fator RT Prod. / FIX DF/DO Mês Tipo Marca Equip. Acess. Total Equip. Acess. Total Custo de Propriedade (RC + DP) Seguro Contra Terceiro Computador de Bordo Fator de Sinistralidade Documentação (IPVA + DPVAT + Licenc.) Qtd./ Eqpto. Custo Indiretos Total Lubrificante / Lavagem Custo / Hr - Km Custo / Mês Custo / Mês Consumo (lt/hr - km/lt) Custo / Mês Total Lucro Impostos (IR/CS) Impostos (PIS/COFINS/ISS) Preço Unitário Mensal COLHEITA Colhedora de esteira John Deere % 76,50% 441 hr R$ ,00 R$ - R$ ,00 30% 0% 30% R$ ,84 R$ 423,68 R$ 483,18 R$ 736,84 R$ - 4 R$ ,74 R$ ,26 R$ ,55 R$ 5.600,42 R$ 46,30 R$ ,00 R$ 6.381,68 40 lt/hr R$ ,20 R$ ,30 R$ ,25 R$ 6.445,13 R$ ,61 R$ ,83 TRANSBORDO Trator 185 cv John Deere % 76,50% 441 hr R$ ,00 R$ - R$ ,00 30% 0% 30% R$ 8.460,94 R$ 464,04 R$ 529,20 R$ 201,75 R$ - 4 R$ ,26 R$ ,08 R$ ,27 R$ 2.572,21 R$ 11,57 R$ 5.100,00 R$ 581,64 12 lt/hr R$ ,36 R$ ,21 R$ 6.717,66 R$ 2.284,00 R$ 9.985,49 R$ ,63 Transbordo 10,5 ton Saltal VT % 76,50% 441 hr R$ ,00 R$ - R$ ,00 30% 0% 30% R$ 3.090,08 R$ 423,68 R$ 483,18 R$ 73,68 R$ - 0 R$ - R$ 1.197,53 R$ 5.268,16 R$ - R$ 4,63 R$ 2.040,00 R$ 387,76 0 lt/hr R$ - R$ 2.427,76 R$ 779,60 R$ 265,06 R$ 1.158,84 R$ 9.899,42 TRANSPORTE Cavalo 6x4 420 cv com ar condicionado Scania G % 76,50% km R$ ,00 R$ - R$ ,00 40% 0% 40% R$ ,86 R$ 298,61 R$ 522,17 R$ 298,61 R$ 1.194,44 4 R$ ,26 R$ ,92 R$ ,87 R$ 736,14 R$ 0,45 R$ 4.448,90 R$ 2.416,68 1,2 km/lt R$ ,40 R$ ,12 R$ 7.758,77 R$ 2.637,98 R$ ,06 R$ ,80 Rodotrem Canavieiro de 12,5m Rodolinea 72 8% 76,50% km R$ ,00 R$ - R$ ,00 40% 0% 40% R$ 7.467,17 R$ 270,83 R$ 473,59 R$ 198,61 R$ 794,44 0 R$ - R$ 2.707,89 R$ ,54 R$ - R$ 0,33 R$ 1.631,26 R$ 2.900,02 0,0 km/lt R$ - R$ 4.531,28 R$ 1.665,76 R$ 566,36 R$ 2.476,08 R$ ,02 Caminhão Comboio Abastecimento 9.000l VW / Gascom 4 25% 76,50% km R$ ,00 R$ ,00 R$ ,00 50% 10% 38% R$ ,96 R$ 312,50 R$ 546,46 R$ 276,04 R$ 1.104,17 4 R$ ,87 R$ ,00 R$ ,00 R$ 281,60 R$ 0,40 R$ 954,00 R$ 528,00 2,5 km/lt R$ 1.920,00 R$ 3.683,60 R$ 5.936,95 R$ 2.018,56 R$ 8.825,00 R$ ,11 APOIO Caminhão Bombeiro l VW / Gascom 4 25% 76,50% km R$ ,00 R$ ,00 R$ ,00 50% 10% 37% R$ ,22 R$ 312,50 R$ 546,46 R$ 286,46 R$ 1.145,83 4 R$ ,69 R$ ,86 R$ ,02 R$ 281,60 R$ 0,41 R$ 990,00 R$ 528,00 2,5 km/lt R$ 1.920,00 R$ 3.719,60 R$ 5.457,90 R$ 1.855,69 R$ 8.112,92 R$ ,13 Caminhão Oficina VW / Gascom 4 25% 76,50% km R$ ,00 R$ ,00 R$ ,00 50% 10% 40% R$ 9.572,44 R$ 312,50 R$ 546,46 R$ 255,21 R$ 1.020,83 4 R$ ,69 R$ ,55 R$ ,69 R$ 281,60 R$ 0,37 R$ 882,00 R$ 528,00 2,5 km/lt R$ 1.920,00 R$ 3.611,60 R$ 5.219,11 R$ 1.774,50 R$ 7.757,96 R$ ,86 Total % R$ ,00 R$ ,00 R$ ,00 35% 10% 35% R$ ,59 R$ ,33 R$ ,21 R$ ,50 R$ , R$ ,17 R$ ,90 R$ ,04 R$ ,04 R$ ,17 R$ ,70 R$ ,74 R$ ,65 R$ ,35 R$ ,42 R$ ,67 R$ ,13 Total Máquinas hr R$ ,00 R$ - R$ ,00 R$ ,18 R$ ,33 R$ ,84 R$ ,67 R$ - R$ ,85 R$ ,99 R$ ,86 R$ ,84 R$ 1.671,30 R$ ,00 R$ ,48 R$ ,48 R$ ,80 R$ ,17 R$ ,32 R$ ,66 R$ ,80 Total Veículos km R$ ,00 R$ ,00 R$ ,00 R$ ,41 R$ ,00 R$ ,37 R$ ,83 R$ ,33 R$ ,32 R$ ,91 R$ ,18 R$ ,20 R$ 44,67 R$ ,17 R$ ,22 R$ ,26 R$ ,85 R$ ,19 R$ ,10 R$ ,00 R$ ,33 Operação Tipo Marca FIX RT TT COLHEITA Colhedora de esteira John Deere TRANSBORDO Trator 185 cv John Deere Transbordo 10,5 ton Saltal VT TRANSPORTE Cavalo 6x4 420 cv com ar condicionado Scania G Rodotrem Canavieiro de 12,5m Rodolinea Caminhão Comboio Abastecimento 9.000l VW / Gascom APOIO Caminhão Bombeiro l VW / Gascom Caminhão Oficina VW / Gascom Total

42 Contract Pricing Cash Flow Mobilization period Ramp-up of revenue and maturity Sale of assets excluding renewal Premises Amortization term: 36 months Residual value from asset sales: 35.0% Investment: R$66.5 million Technical reserve: 10.00% Return Nominal Delev. IRR (p.a.) 18.8% EBITDA margin 26.2%

43 Cash flow of a project Generic cash flow Dedicated Services term of 36 months IMPLANTATION RAMP-UP MATURITY SHUTDOWN minimum IRR of 15% (nominal unleveraged) ASSET ACQUISITION 10% Cash 90% FINAME Venda do ATIVO

44 Meeting Results Managerial Indicators Assessment for each operation em 000 Mês Meses Anteriores comentários Mês Meses Anteriores Veiculo Modelo Qt. Fatur. Fat./Carro Julho Junho Km Km/Veic. Julho Junho Faturamento/ Investido 4,77% Início do Contrato Mês/Ano Mês/Ano Mês/Ano Proximo Reajuste Manutençã o por veículo Ultimos Reajustes Mês Julho R$ 177,23 Indice Indice Agosto R$ 171,69 Agosto Julho Junho Maio Abril 2012 Acumulado Média 2012 Média 2011 F. Pagto 959,98 987,62 906,72 826,68 876, ,50 847,06 659,77 Salários 489,62 525,44 462,25 420,45 435, ,19 442,02 341,15 Encargos Sociais 324,78 331,40 329,37 287,61 263, ,01 277,38 214,21 Benefícios 145,57 130,77 115,09 118,63 177, ,30 127,66 104,41 Numero de Funcionários 312,00 313,00 284,00 273,00 272,00 Desp. Gerais 754,84 953,52 731,09 739,20 947, ,58 800,45 350,02 Total Desp. Filial 1.714, , , , , , , ,80 Despesas Operacionais , , , , , , , ,57 More than 500 cost centers Despesas Administrativas Local 344,28 679,34 510,14 515,01 682, ,87 581,61 459,49 Total Despesas , , , , , , , ,85 Gestão , , , , , , , ,22 Reembolso Avarias 1.138, ,92 491,13 753,22 617, ,89 725,36 545,33 Reembolso Multas 65,48 62,43 58,16 136,68 520, ,93 153,12 112,47 Reembolso Sublocação 59,45 78,45 73,33 50,66 29,77 373,33 46,67 50,32 Faturamento Bruto , , , , , , , ,34 Descontos e Abatimentos 217,73 224,15 (516,83) 251,16 391, ,07 141,01 108,50 Impostos (PIS / COFINS / ISS) 434,83 432,19 397,76 421,06 379, ,72 391,84 241,97 Faturamento Líquido , , , , , , , ,86 Resultado Oper , , , , , , , ,01 % 20,11% 19,58% 20,53% 23,50% 19,57% 20,85% 20,85% 12,25% Despesas Administrativas Matriz 2.026, , , , , , ,20 945,48 Resultado Liquido 2.198, , , , , , ,32 502,53 % 10,46% 11,10% 12,46% 15,92% 7,66% 12,13% 12,13% 4,25% Ebitda , , , , , , , ,64 Ebitda % 50,60% 51,57% 56,08% 56,88% 50,57% 54,52% 54,52% 46,70%

45 Meeting Results Financial Indicators Monthly financial assessment for each operation

46 Meeting Results Operational Indicators Monthly operational assessment for each operation RESUMO GESTÃO E TERCEIRIZAÇÃO DE CAMINHÕES PRIVADOS acumulado INDICADORES OPERACIONAIS Faturamento Bruto Custos e Despesas Operacionais Mai 2012 Jun 2012 Média 2012 Realizado Realizado Realizado Previsto Por Veíc. Previsto Por Veíc. Previsto Por Veíc Total Gestão Reembolso Avarias Reembolso Multas Reembolso Sublocação 0 Diferença Realizado Realizado Média Real Previsto Diferença Previsto Diferença Média Previsto R$ Veículo Por Total Mês Total Mês Total Mês % Repres. / Fat. % Repres. / Fat. % Repres. / Fat. 11,11% 10,89% 11,53% Alocadas Matriz R$ % Repres. / Fat. % Repres. / Fat. % Repres. / Fat. Total Mês % Repres. /C.D.O. Total Mês % Repres. /C.D.O. Total Mês % Repres. /C.D.O ,45% ,94% ,48% 4,04% 3,99% 4,49% Alocadas Local R$ Total Mês Repres. /C.D.O. Total Mês Repres. /C.D.O. Total Mês Repres. /C.D.O. % Repres. / Fat. % Repres. / Fat. % Repres. / Fat. % % % ,10% ,41% ,27% 1,91% 1,95% 1,86% Impostos R$ Total Mês Repres. /C.D.O. Total Mês Repres. /C.D.O. Total Mês Repres. /C.D.O. % Repres. / Fat. % % Repres. / Fat. % % Repres. / Fat. % ,10% 60,68% ,31% 61,00% ,90% 57,34% Depreciação e Remuneração De Capital R$ Implantação Quant. Média Dias Ag. Fat. Média Dias Pós Fat. Total Dias Quant. Média Dias Ag. Fat. Média Dias Pós Fat. Total Dias Quant. Média Dias Ag. Fat. Média Dias Pós Fat. Total Dias Implantação Total ,0 100,0 122, ,0 102,0 119, ,3 140,1 186,4 Desmobilização Quant. Média Dias Quant. Média Dias Quant. Média Dias Desmobilização Cliente até o Pátio Total 15 0,5 2 5,0 Veículos Total Total Mês Total Mês Total Mês Total Mês Km / Veic. Total Mês Km / Veic. Total Mês Km / Veic. Km Rodado Total Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Combustível - R$ R$ ,25-0,00-0,01% 905 0,75 0,00 0,02% 524 0,48 0,00 0,01% Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Pneus (novos, recapados, consertos e nitrogênio) R$ ,07 0,02 3,15% ,97 0,01 1,97% ,56 0,02 2,27% Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Peças R$ ,58 0,03 5,28% ,90 0,04 5,32% ,36 0,06 5,72% Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Manutenção (máquinas, equip., veículos, lubrificantes e serviços) R$ ,53 0,03 4,61% ,18 0,02 3,24% ,98 0,04 4,28% Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Lubrificantes R$ ,61 0,00 0,57% ,78 0,00 0,63% ,76 0,01 0,68% Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Manuseio de Cargas R$ ,44 0,00 0,16% ,07 0,00 0,67% ,13 0,00 0,29% Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total Mês R$ / Veíc. Equip. R$ / Km % Repres. /C.D.O. Total de Manutenção R$ ,23 0,08 13,76% ,89 0,09 11,83% ,79 0,13 13,25% Manutenção Total Mês Idade Média Quant. Veíc. Ticket Médio Total Mês Idade Média Quant. Veíc. Ticket Médio Total Mês Idade Média Quant. Veíc. Ticket Médio Total de Manutenção R$ , , ,97 Sublocação Total Mês Diárias R$ / Diária Total Mês Diárias R$ / Diária Total Mês Diárias R$ / Diária Locação (sub-locação) R$ #DIV/0! #DIV/0! #DIV/0! Ticket Médio Diárias Por Evento Total Evento Ticket Médio Diárias Por Evento Total Evento Ticket Médio Diárias Por Evento Total Evento Ticket Médio Diárias Por Evento #DIV/0! #DIV/0! #DIV/0! AVARIAS / MULTAS Total Mês Pagto / Veículo % de Reembolso / Pagamento Total Mês Pagto / Veículo % de Reembolso / Pagamento Total Mês Pagto / Veículo % de Reembolso / Pagamento Pagamento ,36 1,15% ,52 1,01% ,54 Avarias Reembolso ,71 2,23% ,49 2,93% ,59 Saldo ,34 194,19% ,97 288,79% ,05 481,63% Total Mês Reemb / Veículo % Repres. / Fat. Total Mês Reemb / Veículo % Repres. / Fat. Total Mês Reemb / Veículo % Repres. / Fat. Pagamento ,71 4,91% ,21 8,28% ,05 Multas Reembolso 1,14 3,27% 0,85 1,35% 3,43 Saldo ,57 66,62% ,36 16,34% ,39 112,67% Total Mês % de Saldo / Pagamento Total Mês % de Saldo / Pagamento Total Mês Saldo / Veículo % de Reembolso / Pagamento Pagamento ,25% ,35% ,58 Avarias + Multas Reembolso ,34% ,88% ,02 Saldo ,55% ,07% ,44 167,96% Nº Colaboradores H.E. (R$) R$ / Total Colab. % Repres. / F.P. Nº Colaboradores H.E. (R$) R$ / Total Colab. % Repres. / F.P. Nº Colaboradores H.E. (R$) R$ / Total Colab. % Repres. / F.P. Admisnistrativos da filial ,00% ,00% ,16% Horas Extras e Número De Colaboradores Tráfego ,00% ,00% ,00% Total ,00% ,00% ,16% Total Folha de Pagamento Folha / Colab. Indenizações Total Folha de Pagamento Folha / Colab. Indenizações Total Folha de Pagamento Folha / Colab. Indenizações Folha De Pagamento R$

47 Return of operations ROIC LTM 06/30/2012 (R$ million) Total Operations with 12 ormore months of Revenue Other Operations (withlessthan12 months of Revenue) Other Operations (withlessthan12 months of Revenue) Total Net Revenue 2, , , ,421.5 EBIT (32.0) EBIT Margin 11.1% 14.7% -7.1% 14.7% 14.7% (=) Net OperatingProfitlessTaxes (NOPLAT) (=) Invested Capital - 2 2,493.6 ROIC - 1/2 8.5% (22.4) 1, % -2.7% % , % Recurring EBITDA Recurring EBITDA Margin 20.3% % 9.5% % % Recurring Net Profit (82.0) Recurring Net Profit Margin 3.5% 7.7% -18.2% 5.1% 6.8% Net Debt 2,096.5 Net Debt/EBITDA-A , , , Earnings per Share n.a Share Price(09/14/2012) P/E 24.3 EV/EBITDA LTM n.a. 6.5 n.a ROE 11.3% 20.8% n.a. n.a. 27.6%

48 Disregarding the growth, realizes strong cash generation over companies EV Free Cash Flow before expansion capex LTM (06/30/12) Recurring EBITDA Non-cash Cost of Sales of Assets Flexibility in the management of Renewal Capexdue to the low average asset age Taxes + Working Capital (16) (76) (180) (195) (129) Operationg Cash Flow Cash flow without growth Renewal Capex 3 (94) (148) (158) (216) (203) Cash Generated before expansion capex Leverage ratios would be reduced to 1.7x Net Debt / EBITDA-A and 2.5x Net Debt/EBITDA Deleveraging of approximately 30% Expansion Capex 3 (402) (108) (641) (645) Free Cash Flow to Firm (206) 36 (427) (337) ¹Recurring EBITDA without non-recurring expenses ²Includes only the non-cash cost of the usual resale of assets ³Considers total Capex, the amount effectively paid with the Company s cash, plus the financed position = Guaranteed return on investments based on executed contracts. Flexibility in the management of addition of new contracts Growth dynamics

49 JSL has a solid capital structure to support its strong growth Net Debt composition 2,643 Corporate Debt Schio Acquisition 546 2,096 1,058 Not mature contracts Aprox. 50% 1,549 Operational funding (Assets Acquisition) 74% 1,038 Mature contracts GROSS DEBT CASH AND INVESTMENTS NET DEBT 74% of net debt is linked to operational assets 65% of net debt is linked to TJLP/PRE and 35% to CDI Average net debt cost is falling, reaching 9.9% in 2Q12, due to CDI and Finame PSI rate reduction. Leveraging Parameters 2Q12 PROFORMA ⁴ COVENANTS Net Debt¹/ EBITDA-A² * 2,4x 3,0x EBITDA-A²/ Net Interest ² ** Fixed Assets³/ Net Debt¹ 4,4x 1,3x 2,0x N.A. Leverage levels that allow the Company to continue growing prudently ¹End of period; ²Last 12 months Cash and Investments¹/Gross Debt CP¹ 1,1x ³Fixed assets + Receivables and installment sales of Inventories (Sale of Assets with Management/CPC 06) + Used vehicles ⁴JSL e Schio last 12 months N.A. *Net Debt¹/EBITDA² is at 3,7x **EBITDA²/Net Interest² is at 3,0x Base date: 30/06/2012

50 Moreover, JSL has flexibility in managing CAPEX due to low average age of fleet CAPEX Forecast 2012 (R$ million) 1S12R 2012E Net Renewal CAPEX (23) 60 Gross renewal CAPEX Revenue with resale of assets (139) (360) Expansion CAPEX Commited new contracts New contracts signed in 2012 and to be captured Low average age of fleet Flexibility to manage the time of renewal without harming maintenance Linked to new contracts Others (IT, improvements, etc) Net CAPEX Fleet Evolution(thousands) 2.1 years is the current average age of the total fleet

51 JSL's initiatives in sustainability projects in the logistics chain Irecê A. Rodrigues

52 Institute Julio Simões Institute The Julio Simões Institute was created in 2006 to organize and plan the execution of JSL s social initiatives, allocating resources proportionally to its operational locations. Mission To promote initiatives and share expertise that IMPROVES ROAD TRANSPORTATION SAFETY and that QUALIFIES HUMAN CAPITAL in the logistics sector. Vision To become a BENCHMARK for good of professional ROAD TRANSPORTATION SAFETY and SUSTAINABLE DEVELOPMENT practices.

53 Social and Cultural Initiatives Transportation Safety Corporate Volunteering Network Project Monitoring of Projects Supported by Fiscal Incentive Laws PelaVida Program Na Mão Certa Julio Cidadão Você quer? Você pode! Campaigns Support to Institutions Monthly Donations PROAC (Cultural Action Program) State Program PIE (Sports Incentive Program) State Program Roaunet Law Federal Law Assistance in 16,177 cases 5,000 drivers trained Assistance in 60,900 cases Assistance in 295 cases +6,558 items collected 9 institutions supported monthly 16,027 people benefited 2,456 children and adolescents benefited 12,000 To be launched in 2013 The Julio Simões Institute has already served more than 95,000 people through its initiatives since 2007.

54 Coverage RR AP Pela Vida (For Life) AM PA MA CE Monthly Donations - Social Monthly Donations Environmental Campaigns AC RO MT MS TO GO DF MG PI BA ES AL SE PE SP RJ Projects Supported by Tax Incentive Laws PR SC RS

55 Actions

56 Desenvolvimento de Novos Projetos / Negócios Development of New Projects / Businesses Fábio Velloso

57 Development of New Projects / Businesses To develop new projects and businesses in areas / scopes still unexplored by JSL Projects under development Recycling of materials Industrial center Logistics center 4PL projects Highway projects Port and retroport projects Railway projects Projects in the pharmaceutical segment Projects in the gas distribution segment Projects in the energy segment

58 Example: Energy Segment (Current Scenario) SUPPLIERS FINAL DESTINATION DISTRIBUTION CENTERS Work Work Work Work Garage Small Distribution Centers 58

59 Example: Energy Segment (Proposed Scenario) SUPPLIERS FINAL DESTINATION Work CONSOLIDATION CENTERS Work LOGISTICS CENTER Work CONSOLIDATION CENTERS Work Small Distribution Centers

60 Example: Pharmaceutical Segment HOSPITALS LARGE PHARMACEUTICAL CHAINS PHARMACEUTICAL INDUSTRY DISTRIBUTORS PHARMACIES

61 Example: Gas Distribution PIPELINE PLANT Liquefaction Plant with capacity for 350 to 400 thousand m³/day of NG; Inventory corresponding to at least 7 days of production of LNG. LOADING Transport of LNG by truck and/or cryogenic railcar. GROUND TRANSPORT CNG End Client WAREHOUSING AND REVAPORIZATION

62 Example: Logistics Center Truck center Close to the railway Located at the exit to key highways Dry warehouse/ with temperature control Close to ports Outdoor warehousing

63 Fernando Antonio Simões Strategies and Actions

64 Corporate Governance Shareholders 216,799,134 common shares Other members of Simões family Fernando Antônio Simões Treasury Shares Management 7% 13% 53% 25% 1% 1% Bloco de controle Fiscal Council External Audit Management Structure Board of Directors CEO Financial and Procurement Committe 5 members,2 of which are independent member 3 members, 1 of which is independent member Novo Mercado Financial and Procurement Committee PricewaterhouseCoopers Code of Ethics Incorporation of dealerships 40% of board of directors is independent Guidance delivery Guidance Realized % % % Corporate Governance Best Practices

65 Growth JSL x PIB Proven historical growth Net Revenues (R$ million) 2, , , , , * *Proforma Organic Acquisitions Source: Company Elasticity x GDP 6.6x 7.1x CAGR JSL 07-11: +29.7% CAGR PIB 07-11: +4.8% 6.2 x 15.3 x 36% 36% 3,900.0x 3.3x 25% 6.9 x 19% 41% 05% 05% 08% 08% 00% 03% 03% Reported FY11 JSL + Schio GDP Gross Revenue from Services

66 History of the Sector Ranking by net revenue in the road cargo transportation sector TNT 2.Dom Vital 3.Transbraçal 4.Itapemirim 5.Tresmaiense 6. Liderbrás 7. SEG 8. Tropical 9. Itaipava 10. Atlas 1.TNT 2.Tresmaiense 3.ITD 4.Dom Vital 5.Atlas 6. Transwilson 7. Cometa 8. Liderabras 9. Mercurio 10. Tora 1.Prossegur 2.Cometa 3.Translor 4.Dom Vital 5.Itapemirim 6. ITD 7. Mercurio 8. Tora 9 th JSL 10. Liderbras 1.Mercurio 2 nd 3. Kwikasair 9 o JSL 4. Itapemirim 5. Atlas 6. Tora 7. Cesa 8. Binotto 9. Atlas 10. Araçatuba 2. Mercurio 3. Binotto 4. Cometa 5. Atlas 6. Kwikasair 7. Ramos 8. Ouro Verde 9. Cesa 10. Bertolini 1st JSL 2. Mercurio 2. Mercurio 3. Prossegur 3. Tegma 4. Cometa 4. Cometa 5. Protege 5. Sada 6. Binotto 6. Cooper.SC 7. Atlas 7. Ramos 8. Ramos 8. Binotto 9. Itapemirim 9. Atlas 10. Ouro 10. Expresso 1 st 2. Tegma 3. Sada 4. Cometa 5. Braspress 6. Ramos 7. Ouro Verde 8. Atlas 9. Schio 10. Cooper- 29 th JSL 25 th JSL Verde Araçatuba Carga Source: The Largest and Best Cargo Transportation Companies - Transporte Moderno Magazine Many companies have gone out of business or shrunk, due to lack of strategic planning and management, succession plan and resilience in the business.

67 New Contracts Contracts negotiated in 2012 Global Revenue (R$ thousand) Consolidated 2,267 2, R +34.9% Dedicated Services + Passengers 3, , E +11.4% HEAVY Management and outsourcing 3, , E Note: Although each contract is adjusted according to the inflation of its specific cost structure, to estimate the base of 2012 and 2013 we used the IGP-M index (Source: Bacen). LIGHT Management and outsourcing 1, Term (months) EBTIDA Margin 33.0% 23.1% 76.7% 51.2% IRR 16.8% 17.7% 15.3% 18.3% Residual Value 48.0% 47.0% 46.0% 80.0% Gross Revenue from Services

68 Criteria for Acquisition Some points analyzed Entry in segments in which JSL does not have a strong presence Penetration in unique markets with an accelerated growth curve To penetrate into profitable and protected segments with entry barriers To operate in the sector through a more efficient business model Generate value via economy of scale Operational synergies To enable growth in a structured and systematic manner, with value generation that is sustainable in the long term

69 Current Market Low penetration level Brazil s GDP 100% = R$ 2.9 tri Source: World Bank Logistical Expenses 100% = R$ 576 bi Others 94% LSP 6% Fleet Management and Outsourcing Size of the companies fleet Total of 206 thousand highway transportation companies More than 16 vehicles 5% 6 to 15 vehicles 11% 2 to 5 vehicles 36% 1 vehicle 48% 5.4% % of total fleet 16.5% 24.5% 37.4% 46.9% 58.3% Average age of Brazil s truck fleet: 17.6 years Brazil Brasil Alemanha Germany França France Espanha Spain England Reino Netherlands Holanda Unido Source: DataMonitor, Unidas

70 Brazil s Logistics Market Companies with revenue of up to R$500.0 million Family management Some have made mistakes Disproportional liabilities Clients responsible for civil, labor and tax liabilities Competitive market (need for innovation) Solutions without integration

71 JSL s Position Solid Competitive Advantages Brazil s largest service portfolio Cross-selling ability Resilience in business Flexibility in CAPEX management Diversified operations Penetration in sale of assets Geographic presence Scale Entry barriers Sustainable Growth Corporate Governance Credibility Committed and integrated staff Succession Differentiated board of directors Administrative/operational structure

72 THANK YOU