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Public Meeting with
Analysts and InvestorsNovember 24, 2011
Free translation from the original in Portuguese
DisclaimerDisclaimerThis presentation may contain references and statements representing future
expectations, plans of growth and future strategies of BI&P.
These references and statements are based on the Bank’s assumptions and analysis
and reflect the management’s beliefs, according to their experience, to the economic
environment and to predictable market conditions.
As there may be various factors out of the Bank’s control, there may be significant
differences between the real results and the expectations and declarations herewith
eventually anticipated. Those risks and uncertainties include, but are not limited
to, our ability to perceive the dimension of the Brazilian and global economic
aspect, banking development, financial market conditions, competitive, government
and technological aspects that may influence both the operations of BI&P, as the
2
and technological aspects that may influence both the operations of BI&P, as the
market and its products.
Therefore, we recommend the reading of the documents and financial statements
available at the CVM website (www.cvm.gov.br) and at our Investor Relations page in
the internet (www.indusval.com.br/ir) and the making of your own appraisal.
AgendaAgenda
• 44 years of transformation and partnerships
• BI&P - Banco Indusval & Partners, a new stage
• Short Term Results X Long Term Project
• BI&P and Peers
• Credit and the National Financial System
3
• Credit and the National Financial System
• Sustainability
1967
Brokerage firm
founded
2003
Merger with Banco
Multistock, creating
HISTORYHISTORY
44 years of Transformations and Partnerships
founded 1991
Banco Indusval
starts operations
Multistock, creating
Banco Indusval Multistock 2004
Sale of the
Consumer Credit
Operation and
Capital increase2006
Expansion to
other regions
in Brazil
2010
Strategic review together
4
in Brazil2007
IPO and opening of
6 new branches
Strategic review together
with McKinsey2011
BI&P – Banco
Indusval & PartnersNew partners and
management strengthening
BI&P BI&P -- BANCO BANCO INDUSVALINDUSVAL & PARTNERS& PARTNERSBI&P was born in March 2011
• R$ 201 million (tier I) capital increase, on 03.30.2011, raising Basel Ratio
to 24%.to 24%.
• New partners: Warburg Pincus & Sertrading Controllers.
• Acquisition of 17.7% in Sertrading’s capital and 5-year operational
agreement, with first right of refusal for the purchase of receivables
originated by Sertrading.
• Acquisition of Serglobal Cereais, agricultural notes originator.
5
• Credit line granted by J.P. Morgan and possibility of a future preferred
share acquisition equivalent to 2.5% of the Bank’s capital.
• Strong additions to the management team.
NEW PARTNERSHIPSNEW PARTNERSHIPSStrategic partnerships add expertise and relationships
• Global leading private equity firm founded in
1966
• Leading Brazilian import-export service
company, with business with more than 90 1966
• Invested more than $35 billion in equity in over
650 companies in 30+ countries
• Current portfolio includes 110 companies
• Extensive expertise in the financial sector, having
invested approximately US$ 8.0 billion in over 70
financial institutions
company, with business with more than 90
countries
• Founded in 2001 by former controlling
shareholders of Cotia Trading
• R$ 1.7 billion transacted during 2010, 45%
annual growth in the past 5 years, R$ 30 million
EBITDA and R$ 13 million Net Income.
• Branches in São Paulo, several Brazilian ports and
China
6
China
• Granted a US$ 25 MM 2-year credit facility to the bank
• Agreed to purchase 5-year warrants for subscription of new non-voting shares
(equity) of the Company corresponding to 2.5% of the Company’s corporate capital.
JP Morgan
CAPITAL STRUCTURECAPITAL STRUCTURE
CONTROLLING GROUP
Manoel
CintraLuiz Masagão Jair Ribeiro
FREE FLOAT
Warburg PincusON = 13%
OtherON = 31%
JP MorganSubscription rights
for 2.5% of the
bank’s capital in
100.0%
ON = 56%
PN = 3%
Total = 34%
Cintra
Carlos
Ciampolini
Antonio G. da
RochaON= 44%
PN= 94%
Total= 65%
ON = 13%
PN = 43%
Total = 26%
ON = 31%
PN = 51%
Total = 39%
Treasury sharesPN = 3%
Total = 1%
100.0%17.7%
bank’s capital in
preferred shares
7
100.0%100.0%17.7%
S e r g l o b a l
C e r e a i s82.3%
Alfredo de Goeye, Jair Ribeiro
MSE Ind. e Com. + Other
Como está distribuído nosso capital?
ClassNumber of
shares
Controlling
GroupManagement Treasury
Free Float
# Shares %
Common 36.945.649 (20.743.334) (277.317) - 15.924.999 43.1%
CAPITAL DISTRIBUTIONCAPITAL DISTRIBUTION
Common 36.945.649 (20.743.334) (277.317) - 15.924.999 43.1%
Preferred 26.160.044 (737.326) (60.125) (746.853) 24.615.740 94.1%
TOTAL 63.105.693 (21.480.659) (337.442) (746.853) 40.540.739 64.2%
Controlling
Group
34%
Management +
Treasury
2%
Institutional
Investors
14%
34%
Foreign Investors
30%
Individuals &
Corporates
20%
8
CORPORATE GOVERNANCECORPORATE GOVERNANCEExperienced team of leaders
Board of DirectorsBoard of Directors
Manoel Felix Cintra Neto
Antonio Geraldo da Rocha
Carlos Ciampolini
Jair Ribeiro da Silva Neto
Luiz Masagão Ribeiro
Alain J.P. Belda (former CEO Alcoa Co.)
9
Alain J.P. Belda (former CEO Alcoa Co.)
Alfredo de Goeye Junior (CEO Sertrading)
Guilherme Afonso Ferreira (CEO Bahema Part.)
Walter Iório (former partner KPMG)
CORPORATE GOVERNANCECORPORATE GOVERNANCEProfessionals of proven competence strengthen the Bank’s management
Jair RibeiroCo-CEO - co-founder and former CEO of Banco Patrimônio (JV with Salomon
Brothers); former CEO of Chase Manhattan (Brazil) and MD of J.P. Morgan
(N.Y.); co-founder and CEO of CPM-Braxis (Brazil’s largest IT service company).
Executive Board
Luiz MasagãoCo-CEO – former Chairman of Banco Indusval and BM&F. and member of the
Executive Board of ANBIMA
Francisco Cote GilCommercial Area VP – former partner and MD at BBA and Itaú BBA (18 years);
former MD of Banco Crefisul/Citibank.
Gil FaiwichowTreasury VP – former Treasurer of ING (Brazil); partner of Blackriver Asset Mgt
(Cargill); co-founder and Treasurer of Banco Rendimento
André Mesquita Products & Corporate Finance VP – former COO of Cotia Trading (Argentina);
co-founder of Sertrading; former CFO of CPM Braxis
Trade Finance, Funding, Syndications & IR VP – former MD of Banco
10
Katia MoroniTrade Finance, Funding, Syndications & IR VP – former MD of Banco
Santander, Banco Multiplic e Barclays.
Jair BalmaLocal Funding Officer – managed the local funding areas of Multiplic, BCN
Barclays, Multistock and Indusval.
Claudio CusinCorporate Credit Officer – former credit officer at BankBoston, ING, WestLB
and Banco Standard de Investimentos
Eliezer Ribeiro Middle Market Credit Officer – former Sudameris and BMG, 17 years with
Indusval.
ORGANIZATIONAL STRUCTUREORGANIZATIONAL STRUCTURE
ChairmanManoel Felix Cintra Neto
Special Credits
EXECUTIVE OFFICE
CEOJair Ribeiro
Trade Finance
Funding
Products &
CEOLuiz Masagão Ribeiro
Credit
Middle Market
Eliezer R. da Silva
Corporate
Claudio Cusin
Risk ManagementCommercial
Francisco Cote Gil
Commercial
Francisco Cote Gil
Special Credits
11
Kátia Moroni
Products & Structured Finance
André MesquitaSyndications
Investor Relations
Accounting & ControllingCompliance &
Internal Controls
Administrative Legal
Human ResourcesInformation Technology
Treasury
Gil Faiwichow
Treasury
Gil Faiwichow
VISIONVISION
To be an innovative bank, with excellence inTo be an innovative bank, with excellence in
corporate credit and deep understanding of our
clients’ businesses, seeking also to become one
of the leading players of the high-
growth, domestic corporate bond market.
12
VALUESVALUES
� Ethics
� Excellence� Excellence
� Ownership Attitude
� Teamwork
� Focus on Results
13
� Credibility
� Innovation
STRATEGYSTRATEGY
� Business repositioning:
– Middle Market– Middle Market
– Corporate
� Commercial area strengthening;
� Multi-product offering;
Franchise value creation in certain production chains;
14
� Franchise value creation in certain production chains;
� Improved management of goals and results.
TARGET CUSTOMERSTARGET CUSTOMERS
Middle Market: annual revenues from R$40 to R$400 million
• Potential Market: 15.000 companies
• Current Portfolio: 783 clients
• Targeted account load: 25 clients/ relationship manager
Corporate: annual revenues above R$400 million up to R$2,0 billion
• Potential Market: 1.500 clients
15
• Potential Market: 1.500 clients
• Current Portfolio: 80 clients
• Targeted account load: 20 clients/ relationship manager
PRODUCTSPRODUCTS
16
DISTRIBUTIONDISTRIBUTION
� Branch Network:
– Headquartered in São Paulo
– 10 branches in the regions of greatest – 10 branches in the regions of greatest economic potential, providing national coverage
– 1 offshore branch
� 385 Employees (Bank + Brokerage)
– 40 interns
17
Results begin to reflect the effects Results begin to reflect the effects
of the New Strategyof the New Strategy
2,248
CREDIT CREDIT PORTFOLIOPORTFOLIOResuming growth with quality assets
1,6841,941 1,994
2,1092,248
3Q10 4Q10 1Q11 2Q11 3Q11
Loans in Reais Trade Finance Guarantees
Agricultutal Notes Promissory Notes
R$
mill
ion
19
Middle
Market
76%
3Q11
CREDIT CREDIT PORTFOLIOPORTFOLIOExpansion in Corporate Clients
� Middle Market : volume maintained despite
quitting lower quality credit.
Corporate
21%Others
3%
quitting lower quality credit.
� Corporate: already account for 21% of the
loan portifolio with 35% volume growth in the
quarter.
New Loans with adequate quality and
margins, both by the new team strategy and
Middle
Market
80%
2Q11
margins, both by the new team strategy and
the lower peers’ appetite for their higher
leverage.
20
80%
Corporate
16%Others
4%
Loans and
CREDIT CREDIT PORTFOLIOPORTFOLIONew products introduction from 2Q11
� 15 new products approved in the past six Loans and
Discounts
64%
BNDES
8%
Trade Guarantees
Agro and
Promissory
Others
1%
� 15 new products approved in the past six months, with emphasis on:
– Customer receivable acquisition through assignment agreements;
– Full range of BNDES Onlending products;
– Agricultural products operations for
21
Trade
Finance
20%
Guarantees
issued
5%
Notes
(CPRs/NPs)
2%
– Agricultural products operations for physical and financial settlement.
CREDIT PORTFOLIOCREDIT PORTFOLIOLow impact on Customer Exposure and Tenors
10 largest
19%
Other
22%� Concentration in the 60 largest borrowers dropped
by 2 p.p. during the quarter.
11 - 60
32%61 - 160
27%
Up to 90
+360 days
30%
by 2 p.p. during the quarter.
� Average exposure by customer:
– Middle Market = R$ 2.4 million;
– Corporate = R$ 5.6 million.
� 70% of the loan portfolio to mature up to 360 days.
22
Up to 90
days
33%
91 to 180
22%
181 to 360
15%
� The industrial segment responds for 56% of the loans granted, while service providers account for 23% and commercial companies 12%.
18%
2%1%
1%
8% Agribussiness
Food & Beverage
Civil Construction
CREDIT CREDIT PORTFOLIOPORTFOLIOSignificant presence of Agribusiness and Food related activities
16%
3%
3%
3%
3%
3%
2%
2%2%
Civil Construction
Automotive
Financial Institutions
Transportation & Logistics
Textile, Apparel and Leather
Chemical & Pharmaceutical
Power Generation & Distribution
Education
Oil & Biofuel
Metal Industry
Pulp & Paper
Financial Services
23
14%
5%5%
4%
4%
3% Individuals
Advertising & Publishing
Retail & Wholesale
Wood & Furniture
Other Industries
6.8% Normal
Payments
C
20.7% D-H
13.1%� Loans rated between D and H include
renegotiated loans, even in normal
CREDIT CREDIT PORTFOLIOPORTFOLIO94% of loans in normal payment flow
Receivables
44%
Pledge /
Lien
6%
AA
3.5%
A
33.0%
B
29.7%
13.1%
renegotiated loans, even in normal
payment performance, and are
equivalent to 6.8% of total portfolio;
� Non performing loans 60+ days
represent 6.3% of total portfolio; and
� 90+ days overdue loans account for 4.1% 44% 6%
Monitored
Pledge
7%
Securities
2%
Real State
8%Vehicles
3%
Aval PN
30%
� 90+ days overdue loans account for 4.1%
of the portfolio.
24
2.5%3.3%
4.6%
6.3%
4.1%
CREDIT CREDIT PORTFOLIOPORTFOLIOStronger Provisions improve default coverage
� Higher default levels related to transactions with medium-sized companies booked in 2.5%
3.3%
3Q10 4Q10 1Q11 2Q11 3Q11
112.2 119.6
212.6 196.6169.5
3Q10 4Q10 1Q11 2Q11 3Q11
R$
Mill
ion
with medium-sized companies booked in previous years.
� Additional Provisioning of R$67.2 million in March 2011 to cope with those operations.
� Provisions cover 8% of the credit portfolio and 2 times 90+ days overdue loans.
� Special Credit VP, subordinated to the Chairman, was created to renegotiate loans 3Q10 4Q10 1Q11 2Q11 3Q11Chairman, was created to renegotiate loans and recover deficit credits.
� Executive management focused on business growth with higher credit quality and increased profitability for better efficiency.
2.6x2.0x
2.4x
1.6x2.0x
3Q10 4Q10 1Q11 2Q11 3Q11
25
FUNDINGFUNDINGFollows Loan Portfolio growth and ensures Liquidity
1,9032,031
2,247 2,2302,420
R$
mill
ion
3Q10 4Q10 1Q11 2Q11 3Q11Time Deposits (CDBs) Insured Time Deposit (DPGE) Agro & Financial Notes
Onlendings Other Deposits & Borrowings Trade Finance
Foreign Borrowings
R$
mill
ion
26
FUNDINGFUNDINGSources diversification to reduce costs
� Local Funding responds for 80% of total sources.
� Gradual change in the funding mix and expansion � Gradual change in the funding mix and expansion
of depositor base allows the reduction of local
funding costs despite deteriorated scenario.
– Time Deposits (DPGE and CBDs) reduced to
60% of total funding compared to 62% in
June/11 and 67% in March.
� Trade Finance funding responds for 87% of foreign
borrowings.
Time
Deposits
(CDBs)
29%
Insured Time
Deposits Agro &
Demand
Deposits
2%
Interbank
Deposits
3%
Foreign
Borrowings
20%
Onlendings
8%
� External lines contracted and costlier for the Euro
zone crisis deepening.
Deposits
(DPGE)
31%
Agro &
Financial
Notes
7%
2%
27
LIQUIDITYLIQUIDITY53% of Deposits in cash, Funding with extended tenors
746
483
290
662763
264 285
1,046Assets Liabilities
680733
1,027923 914
R$
mill
ion
R$
mill
ion
90 days 180 days 360 days above 360 days3Q10 4Q10 1Q11 2Q11 3Q11
R$
mill
ion
R$
mill
ion
28
8.5%7.9%
PROFITABILITYPROFITABILITYNet Interest Margin
6.8%6.5%
4.6%
3.7%
4.6%
7.9%
5.9%
5.2%
6.3%
3Q10 4Q10 1Q11 2Q11 3Q11
NIM NIM(a)
Net Interest Margin 2Q11 3Q11 3Q11/ 2Q11 9M10 9M11 9M11/ 9M10
29
A. Result from Financial Int. before ALL 37.4 45.0 20.4% 142.6 121.3 -15.0%
B. Average Interest bearing Assets 4,084.3 3,971.7 -2.8% 2,813.6 3,879.7 37.9%
Adjustment for non-remunerated average
Assets1 (1,161.4) (1,058.9) -8.8% (518.4) (1,044.7) 101.5%
B.a Adjusted Average Interest bearing Assets 2,923.0 2,912.8 -0.3% 2,295.2 2,835.0 23.5%
Net Interest Margin (NIM) (A/B) 3.7% 4.6% 0.9 p.p. 10.4% 4.2% -6 p.p.
Adusted Net Interest Margin (NIMa) (A/Ba) 5.2% 6.3% 1.1 p.p. 8.4% 5.7% -2.7 p.p.1 Repos with amounts, maturities and rates equivalent both in assets and liabilities
EFFICIENCYEFFICIENCYGrowth under controlled expenses have positive effects on efficiency
78.6%
72.3%75.8%
71.2%
60.0%
64.4%
3Q10 4Q10 1Q11 2Q11 3Q11
Efficiency Recurring Efficiency
Efficiency Ratio 2Q11 3Q11 3Q11/2Q11 9M10 9M11 9M11/9M10
Personnel Expenses + Profit-sharing 16.8 19.5 15.8% 47.8 52.3 9.4%
Operating Expenses 16.4 20.4 24.4% 42.0 52.2 24.3%
A1- Recurring Operating Expenses 33.2 39.9 20.2% 89.8 104.5 16.4%
30
A1- Recurring Operating Expenses 33.2 39.9 20.2% 89.8 104.5 16.4%
A2- Non-Recurring Op. Expenses 1 1.2 - - 0.4 3.9 -
A- Total Operating Expenses 34.4 39.9 16.0% 90.2 108.4 20.2%
Gross Income Fin. Intermediation (before ALL) 37.4 45.0 20.4% 142.6 121.3 -15.0%
Income from Services Rendered 4.3 5.7 32.9% 9.4 13.7 49.6%
Other Operating Income 2.1 5.4 162.4% 2.2 8.3 282.9%
B- Total Operating Income 43.8 56.1 28.0% 154.2 143.2 -7.1%
Recurring Efficiency Ratio(A1/B) 75.8% 71.2% -4.6 p.p. 58.2% 73.0% 14.7 p.p.
Efficiency Ratio (A/B) 78.5% 71.2% -7.4 p.p. 58.5% 75.7% 17.2 p.p.
1 lay-off and hiring expenses, strategic consulting, lawyers and auditing firms
PROFITABILITYPROFITABILITYR$ 54.5 MM Loss in 1Q11 with increased provisions improving coverage
7.5
5.95.1
7.3
5.95.1
3Q10 4Q10 1Q11 2Q11 3Q11
R$
mill
ion
31
1.00.7
0.50.7
3Q10 4Q10 1Q11 2Q11 3Q11
in %
7.2
5.6
3.6
5.2
3Q10 4Q10 1Q11 2Q11 3Q11
in %
CAPITAL STRUCTURECAPITAL STRUCTUREOne of the best capitalized banks in the Brazilian Financial System.
Low leverage allows healthy growth
19.9
17.6
23.7
21.6 21.1
in %
4.1x4.6x
3.5x 3.7x 3.9x
in t
ime
s
32
3Q10 4Q10 1Q11 2Q11 3Q11
in %
3Q10 4Q10 1Q11 2Q11 3Q11in
tim
es
BI&P AND PEERSBI&P AND PEERSAbility to grow with quality and without significant fixed costs increase will
have positive effect on NIM and Efficiency
29.7%
Credit Portfolio Growth* 201121.2%
19.6%
Basel Index
15.8%
-3.7%
8.1%
29.7%
20.5%
-11.8%
BI&P BIC ABC Daycoval Pine Sofisa
17.5%
15.8%
16.6%
19.6%
17.6%
BI&P BIC ABC Daycoval Pine Sofisa
7.7%ALL/ Credit Portfolio*
8.6 x
Leverage(Credit*/ Shareholders ‘ Equity)
33
3.9%
1.1%
2.3% 2.2%
4.4%
BI&P BIC ABC Daycoval Pine Sofisa
3.8 x
7.0 x
4.1 x
6.7 x
3.1 x
BI&P BIC ABC Daycoval Pine Sofisa
* Expanded portifolio, including guarantees and other credits, based on data published by the Banks as of 09.30.2011
Credit and theCredit and the
National National FinancialFinancial
SystemSystemSystemSystem
44.4%46.4%
48.4%
45%
50%
2.200
2.400
CREDIT IN THE CREDIT IN THE BRAZILIANBRAZILIAN FINANCIAL FINANCIAL SYSTEM SYSTEM Economic development accelerates credit growth in the system
499607
733
936
1,227
1,414
1,706
1,929
25.7%28.3%
30.9%
35.2%
40.5%
15%
20%
25%
30%
35%
40%
45%
600
800
1.000
1.200
1.400
1.600
1.800
2.000
2.200
in R
$ b
illi
on
499
0%
5%
10%
0
200
400
600
2004 2005 2006 2007 2008 2009 2010 Sep-11
in R
$ b
illi
on
Total Loans Credit X GDPSource: Central Bank of Brazil
35
1,706
1,929
INCOME INCREASE AND ACCESS TO CREDITINCOME INCREASE AND ACCESS TO CREDITFaster growth in credit to individuals
499607
733
936
1,227
1,414
1,706
CAGR 20%
46%
54%
59%
in R
$ b
illion
2004 2005 2006 2007 2008 2009 2010 set/11
Individual Corporate
CAGR 23%
41%
Source: Central Bank of Brazil
36
in R
$ b
illion
41%
1000
1200
CORPORATE CREDITCORPORATE CREDITPrevalence: Working Capital and Earmarked Resources (BNDES)
0
200
400
600
800
1000
in R
$ b
illio
n
0
Overdarfts + Hot Money Real StateDurables VendorLeasing RuralOther Pre-Export Fin.Foreign Onlendings Import FinancingWorking Capital & Discounts Earmarked Resources (mostly BNDES)Source: Central Bank of Brazil
37
CREDIT QUALITY INDICATORSCREDIT QUALITY INDICATORSPotential default: delay between 15 and 90 days
6.4
2.1
4.6
7.7 7.9
0
2
4
6
8
10
12
in %
Total Individuals Total Corporate Personal Loans Asset Acquisition Vehicles
Source: Central Bank of Brazil
38
9
DEFAULT AND PROVISIONSDEFAULT AND PROVISIONSConservative Provisions in relation to Total Default: +90 days delay
3.8
6.8
5.3
0
1
2
3
4
5
6
7
8
9
in %
39
Total Provisions Corporate Default Individual Default Total Default
Source: Central Bank of Brazil
6,0
1.800
2.000
LEVERAGELEVERAGELow indicators stand future growth
3.73.9 3.9 3.8
4.1 4.1 4.1 4.2 4.1 4.1 4.2 4.13.9 3.8
4.0
1,0
2,0
3,0
4,0
5,0
200
400
600
800
1.000
1.200
1.400
1.600
1.800
in %
In R
$ b
illi
on
40
0,00
200
Loans Credit X Shareholder's Equity
PERSPECTIVESPERSPECTIVESNational Financial System
� Moderation in credit growth due to the macroeconomic environment.� Moderation in credit growth due to the macroeconomic environment.
� Asset quality reflects its cyclical nature and pressures in specific segments.
� Comfortable Reserves and Capital to withstand losses in stressfulsituations.
� Stable Local Funding and adequate Liquidity.
� External funding impaired by the worsening of the Euro zone crisis.
41
� External funding impaired by the worsening of the Euro zone crisis.
BI&P andBI&P and
SustainabilitySustainability
BUSINESS SUSTAINABILITYBUSINESS SUSTAINABILITYBeing sustainable from our core business
Policy of Social and Environmental Responsibility
Encouraging the adoption of responsible attitudes towards:
Social development, citizenship rescue and Environmental Respect
Clients
Goals:
� To expand social and
environmental performance of
our customers;
� To development of social and
Expectation:
� To contribute for the awareness
of people and enterprises about
the importance of the rational
Credit restriction to companies:
� Using child labor, slavery or
alike;
� With activities related to
gambling and prostitution;
Social development, citizenship rescue and Environmental Respect
43
� To development of social and
environmental products - ABC
Program - BNDES already
deployed;
� Quality in business relationships.
utilization of natural resources
and of the respect towards the
social environment and
citizenship
gambling and prostitution;
� Operating in the production or
marketing of substances
threatening health and safety of
people, animals and plants.
Social & Environmental Policy applied to credit
Education
SUSTAINABILITY AND THE COMMUNITYSUSTAINABILITY AND THE COMMUNITY
Culture Sports
Community
DevelopmentEnvironment
44
DevelopmentEnvironment
Entrepreneuship
and Income
generation
SUSTAINABILITY AND THE WORKFORCESUSTAINABILITY AND THE WORKFORCE
Code of Ethics
Social and
Environmental
Policy
Fair
Compensation
Policy
Social Inclusion
Initiatives
Benefits:
Safety, Health and
Life Quality
Training ad
Capabilities
Development
Professional
Training for Disabled
employees
Intern and trainee
programs
Job opportunities for
youngsters
45
employees
Volunteer
ProgramSports Incentive
Knowledge
Dissemination
Leadership
Development
Social &
Environmental
awareness
