Business proposition: “Over the next three years, Ultrapar intends to promote a more equitable, diverse and inclusive workplace, thereby enhancing its corporate culture, employer reputation and performance”

Ultrapar has over 86 years, with its origins going back to 1937, and has been improving its management model, with increasing agility, adapting to the transformations through a more complementary and synergistic business portfolio. Currently one of the largest business groups in the country, Ultrapar is present in the energy and infrastructure segments through Ipiranga, Ultragaz and Ultracargo. The Company has a solid and recognized background of good practices in corporate governance, based on the alignment of interests and respect for shareholders.

As part of its strategic planning process, Ultrapar systematically evaluates opportunities for the growth and/or diversification of its fields of activity, always aligned with the Company’s principles and guidelines. This is a live and dynamic process, which includes reflections and analysis to design a vision for the future in the light of the existing opportunities, the potential to create value and the Company’s long-term business continuity.

Ultrapar’s strategy is based on the following guidelines:

  • Focus on the energy and infrastructure sectors, seeking safer operations;
  • Increase businesses capacity and productivity and efficiency gains; and
  • Responsible investment in energy transition.

Business proposition: “Using our energy to change people’s lives”

Ultragaz is the pioneer and leader in the distribution of liquefied petroleum gas (LPG) in Brazil and operates in two business segments: bulk, consisting of condominiums, commerce, services, industries and agribusinesses; and bottled, comprised of residential consumers. Ultragaz was the first company to operate in the bulk segment, focused on small and medium-sized businesses (SMBs) and agribusiness, thus more directly linked to the performance of the economy. The bottled segment, which consists of the traditional blue bottles mainly used for cooking, is influenced by populational growth and, therefore, it is more resilient to economic fluctuations.

Ultragaz is a reference in innovation and relies on digital transformation as a strategic tool. The sector’s innovation initiatives seek to get closer to end consumers and strengthen the relationship with clients through a greater offer of energy solutions, selling apps, marketplaces and partnership with other companies.

As a way of expanding the offer of energy solutions to its customers, Ultragaz announced, in 2022, the acquisition of Stella and NEOgás, marking its entry into the renewable electricity and compressed natural gas segments, respectively, enhancing its capillarity, commercial strength and brand.

Ultragaz’ strategy is based on the following guidelines:

  • Development of new solutions and offering of differentiated products;
  • Closer relation with the end-customer and strengthened dealer network;
  • Digital innovation protagonism; and
  • Operational excellence seeking to reduce costs and emissions and improve safety.

Business proposition: “Connecting businesses, contributing to the evolution of port logistics”

Ultracargo is the leader in the sector of independent liquid bulk storage terminals in Brazil, and it is present in the country’s main ports with modern terminals to store and handle different products, such as fuels, biofuels, chemicals, corrosives and vegetable oils.

Its terminals are located in the ports of Aratu, Santos, Suape, Itaqui, Rio de Janeiro and Vila do Conde, as a result of a robust strategy of acquisitions and expansions.

Ultracargo’s strategy is based on the following guidelines:

  • Geographic presence expansion and countryside operations;
  • Reference in safety and generating positive social and environmental impact from business operations and practices;
  • Strengthening of management by results and maximum efficiency in processes; and
  • Multipurpose terminals with the potential to operate new products (energy transition).

Business proposition: “Fueling life on the go”

Ipiranga is one of the largest fuels and lubricants distribution companies and one of the most valuable brands in the country. Moreover, it holds leading companies in the segments of convenience stores through AmPm and automotive service units with Jet Oil.

The business units operate as an integrated chain, they have the same governance and operate according to the strategy of each brand and specialty. Some processes are integrated, such as sales initiatives and relationship with the same kind of client, and are structured through market planning and monitoring, encompassing the five business units:

Service station network: Ipiranga’s main business, it has as its core strategy the relationship with resellers, seeking greater proximity to understand their aspirations and challenges;

Corporate: the business unit serving large B2B consumers, which offers products and services for various segments;

AmPm: convenience stores network that integrates the value proposition of the complete service station. The AmPm went through a renewal process and improved its management to ensure more focus on the specificities of the retail sector and the franchise segment;

Jet Oil: franchise network that complements the complete service station strategy, delivering automotive services to clients, in addition to offering exclusive benefits to customers and Ipiranga’s brand products; and

Pró-Frotas: digital supply management solution that uses an application for the supplies and a system for the management and control of them.

Ipiranga’s strategy is based on the following guidelines:

  • Improvement of the pricing intelligence, based on the constant search for better tools, processes’ reviews and organization;
  • Evolution of the trading and new sources and supply models;
  • Logistics and distribution, with the improvement of processes to increase the level of customer service, efficiency and safety of the entire chain; and
  • Strengthening the value proposition, with greater proximity and transparency with resellers, franchisees, business customers, end consumers, communities surrounding the operations and other audiences.