WH Group Limited (288) Earnings Call Transcript & Summary
March 28, 2023
Earnings Call Speaker Segments
Hongwei Wan
executive[Interpreted] Good evening. Dear investors and analysts, good evening. Thank you for your participation at the '22 annual results announcement. We are very happy to be here to meet with you face to face again after 3 years. Allow me to introduce members of the management. We have Chairman of the Board and Executive Director, Mr. Wan Long; Mr. Guo Lijun, Executive Director and CEO; Mr. Ma Xiangjie, Executive Director and President, Shuanghui Development; Mr. Shane Smith, Executive Director and President and CEO of Smithfield Foods; Mr. Liu Songtao, Executive Vice President and CFO of Shuanghui; our newly appointed CFO of Smithfield Foods, Mr. Mark Hall; our CFO, Ms. Yan Kam Yin, and I am the host, Deputy Chairman of the Board, Mr. Wan Hongwei. Now Mr. Guo is going to report the performance and business review, and then we will proceed to Q&A.
Lijun Guo
executive[Interpreted] Dear, investors and analysts, good evening. Allow me to report to you the situation for WH Group in 2022. Packaged meat sold 3.344 million tonnes, up by 0.7%. Pork sold 4.01 million tonnes, a drop of 7.9%. Revenue 28.1 billion, up 3.1%. EBITDA, $3.157 billion, up 27.5%. Operating profit, $2.09 billion, up 6.5%. Profit before tax, $2.186 billion, up 31.8%. Profit attributable to owners of the company, $1.4 billion, up 34.3%. Basic earnings per share, USD 0.1092, up 48.2%. Proposed final dividend per share, HKD 0.25. Total dividend payout, HKD 0.3, an increase of 58% compared to last year. Segment revenue and operating profit. Packaged meat is still the core business, contributing 51% to our revenue and 98% of our profit. Pork business contribution, 41% and 1.4%, respectively. Revenue by region. China contribution, 34% to revenue and 50% to profit. U.S. figures, 56% and 45%, respectively. Europe contributions, 10% and 5.4%, respectively. In 2022, operating cash flow, $1.8 billion, a drop of $150 million, mainly because of the increase in our inventory. CapEx $975 million, up by 4.5%, mainly because in our U.S. business, there are some investment in improvement of the flow. $491 million in payout. Interest-bearing liabilities dropped from $4 billion to $3.366 billion. Total equity reaching 32.3%, a drop of 9.1 percentage points. Operating environment. Business operations faced challenges as the macro situation was complicated, global inflation remained high, European and American Central banks continue to raise interest rates and consumer confidence was weakening. Animal diseases were also recurring and the volatility of hog and meat prices increased. Integration of hog production and slaughtering sectors accelerated in China, market competition intensified. Hog prices bottomed out at the beginning of the year as supply returned to normal. Costs and expenses in the U.S. rose sharply due to increase in commodity prices and labor shortages, while prices of animal protein fluctuated dramatically, leading to operational difficulties for the pork industry. Intensified geopolitical tensions, soaring grain and energy prices, currency depreciation and frequent outbreaks of animal diseases created tremendous challenges for business operations in Europe. WH Group proactively adjusted our business strategy, promoted structural adjustment, efficiency improvement and cost control, absorbed inflationary pressure and achieved steady earnings growth. The number of slaughtered hogs in China increased by 4.3% to 700 million heads in 2022. By the end of the year, hog inventory in China reached 453 million, an increase of 0.7% over the end of '21. Average hog price was CNY 19.01 per kilo, a decrease of 8.1%. In the U.S., number of slaughtered hogs decreased by 2.6% to 125 million heads. Hog price, USD 1.63 per kilo, up 5.2%. More slaughter hogs in China, lower hog price and reverse trend in the U.S. In Europe, average hog price, EUR 1.41 per kilo, up 26.4%. So hog prices increase in Europe is highest in the world. You see corn prices and also the market spread. Average corn price in the U.S., USD 6.76 per bushel, up 25.2% from '21. Average pork value in the U.S., $2.29 per kilogram, a decrease of 0.5%. Despite the increase in hog costs, excess meat in U.S., limited meat value and further compressed industry market spread -- Especially the drop of 0.5% compared to 2021. So despite the increase in hog cost, the market spread continue to be narrowed. In recent years, the company overcame multiple operational challenges, including COVID-19, ASF, geopolitical conflicts and rising inflation, by leveraging its vertically integrated business model and global platform and maintaining stable operations and development. The core business maintained relatively fast-growing and made outstanding conditions. Since we were listed, revenue increased by a CAGR of 3%. Operating profit increased by [ $480 ] million, CAGR growth of 3.3%. The CAGR growth for packaged meat is 7.1%. Profit for the period increased by $700 million, CAGR growth of 7.5%. Profit attributable to owners of the Group, CAGR growth at 8.4%. So since we got listed, it's been 9 years. Our revenue maintained steady growth and great improvement in the profit level. In 2022, operating profit $1.04 billion, up 11.8%. Packaged meat, $910 million, up 0.9%. Pork, $94 million, an increase of $147 million. We adhere to the principle of adjust price, improved mix and control cost in China. We maintained stable production, sales volume, achieved a significant increase in profit. Packaged meat business continued to optimize product mix and with both segment profit and unit profitability hitting record highs. Fresh meat business implemented an effective frozen meat reserve strategy by successfully forecasting market dynamics, improving profitability substantially. We pushed forward meet industrialization and diversification, and the scale poultry business increased rapidly. Operating profit and margin, $940 million in the U.S., up 2.3%. Packaged meat, $1.05 billion, up 19.5%. Pork, a loss of $43 million, a drop of $107 million. In the U.S., we leveraged vertically integrated business model to actively adjust mix and control cost to absorb inflation pressure and maintain stable operations. Profits of packaged meats maintained solid growth momentum, hitting a record high, exceeding USD 1 billion for the first time. Profits of pork business declined due to rapid rise in hog raising costs and narrowed spread of meat prices and hog prices. We optimized labor allocation and enhanced information technology and automation to increase efficiency, safe cost and ease impact of labor shortages. We optimized our business portfolio to focus on core business. We completed the sale of noncore. Our condiment business, realizing USD 263 million. In the European market, we have seen many negative impacts coming from the war, et cetera. So we faced great pressure. In '22, for U.S. (sic) [ Europe ] business, operating profit, $113 million, a drop of $4 million, because of depreciation of the currency, there is a USD 20 million losses. For packaged meats, $97 million, a drop of 10.2%; Pork business, a loss of $21 million, an increase of losses by $13 million. Europe operations implemented cost saving and efficiency improvement measures and leveraged multi-protein advantages to overcome operational difficulties. Operating profit increased by 12.8% using the same currency as the foundation. Packaged meats business actively absorbed cost pressure through price adjustment, with stable sales volume growth, but profits declined year-on-year due to currency impact. Slaughtering volume decreased due to reduced supply and sharp rise of raw material production costs, leading to a widening loss in pork business. Poultry business grew significantly in volume and profitability. Looking ahead to '23. As the world enters the post-pandemic era, economic and social activities are gradually recovering, which is conducive to the recovery of consumer demand. Commodity prices are receding but remain high in short term. Cost pressure is still high. Geopolitical conflicts are complex and volatile, bringing uncertainties to the market. The narrowing price gap between Chinese and foreign pork will limit the expansion of international trade and affect synergy. The Group will continue to consolidate our global resources, facing new challenges and opportunities brought by such impacts. We adhere to a strategy to adjust price, improve mix and control cost, give full play to the advantages of industrialization, scale, diversification, and improve the level of industrial intelligence, automation and IT to maintain our leading position in the industry and ensure sustainable development. In China, we will develop hog production business to improve vertically integrated business model. Continue to expand the scale of poultry business. Implement industrialized production of Chinese-style products, and adjust mix by shifting to products served on dining tables. Improve management level. Focus on quality to ensure food safety. Recruit talents and cultivate excellent management team in the industry. In our U.S. operations, we'll continue to implement genetic improvement plan and improve herd health and enhance hog production process indicators and reduce cost. Pork business will carefully manage procurement costs and selling prices to optimize our mix and profitability. Packaged meat business will further optimize product mix and increase investment to drive volume growth, maintain profit at a high level. Optimize process flow to increase production efficiency, save costs and mitigate the impact of labor shortage. Europe operations will adjust product mix and price, implement cost saving and efficiency improvement measures to ease pressures of inflation and rising labor costs. We'll leverage integrated business model and expand poultry business to hedge market risks. We'll promote integration of the newly acquired business and ensure smooth operations to achieve more synergies and seek investment opportunities to accumulate growth potentials. So that is the performance of the company in 2022. Thank you very much.
Hongwei Wan
executiveThank you, Mr. Guo. We'll now proceed to Q&A. [Operator Instructions].
Lillian Lou
analyst[Interpreted] The second question is about the U.S. business. We know that last year was pretty difficult for the upstream business. And this year, if we look at the first quarter, it continue to be a little bit challenging, especially if you look at the future market implied return for hog production is pretty -- in terms of market, returns very huge loss. So wanted to understand how we deal with this situation? And what kind of outlook in terms of the profitably of our upstream business? And also, for the downstream business, we have very good return on margin last year and what kind of margin outlook for this year for downstream?
Unknown Attendee
attendee[Interpreted] Thank you very much. I'm Lillian from Morgan Stanley. My first question is simulation to the China business. I understand that things are seemingly better after COVID has left out. But it seems that actual operations are not that easy. For example, do we see a real and strong recovery in terms of consumption power? And I understand that what you are selling is some sort of necessity product. But I would like to ask about your packaged meat business. What do you think about the performance this year in this market situation? And what about the hog price trends? Can you share some insight into that? Because I understand that some provinces have faced the issue of ASF in January and February this year. So the third effect in any way your inventory -- your meat inventory upstream. [Foreign Language]
Lijun Guo
executive[Interpreted] Thank you very much for your questions. Actually, you've asked quite a number of questions, so I will try to address them one by one. First of all, about the recovery in the consumption power. I must say our team have also looked into that in great details. In this new era, after the pandemic, in China, we have this term called suppressed consumption. And now we see that suppressed consumption has been released. And this trend is rather obvious in the first quarter of this year. We do see some recovery, but I have to admit the level of recovery was not quite as strong as we expected. And we have identified 2 trends. One is to upgrade. The other is to downgrade and allow me to explain. For those who are more wealthy, they were not seriously affected by the pandemic in any way, so they will move towards the upgrading side. And for the common people, in general, they, after the pandemic, tend to downgrade their consumption. So we have also adopted a number of measures to make adjustments so that we can launch more high-end products through high-end channels to reach the high-end consumption power. As for the consumption products for the common people, we will also use the wholesale channel. And then you also talked about the packaged meat business and also the measures we have adopted. We believe that for this segment, we will achieve a medium single-digit growth for 2023. And this is because of our network of sales online and also the launch of a number of new products. Now I will take you through some specific measures. We have increased the number of selling points in our network. Despite the rather serious pandemic situation in the past year, there has been growth in the number of selling points in our network. In 2023, we are going to engage this international consultancy team to launch project to enhance further our network. We will carry out certain screening and upgrading work for registered and nonregistered selling points to improve the level of services. We will also continue to expand our overall network and set up new selling points to support the growth of the packaged meat segment. And then you also asked about the -- concerning the management methods and how management will be improved overall. Actually, we have set up dedicated teams to manage different products and different channels. For example, for the restaurant business and also processing plants, we have also set up dedicated management teams. We also continue to do a lot of new product launch, and our new batch of products are performing better compared to last year. And we will focus on the good performing products in the future. And we will improve our overall design. And we used to promote or advertise many types of products. But now every year, we will instead choose about 10 types of new products to launch so that we can be more focused in our efforts. And we will also have special promotional channels to promote certain specialty products such as spicy food. We will also use a cloud-based e-commerce system to check the operation situation of our various selling points. And we will see if we are moving into certain areas with great potential, relying on the support of our dedicated staff. We will also do a number of management innovative measures to better provide incentives to our staff members, and we [ vote ] more heavily to those who are making real contributions to the company. This is a new round of innovation in our company so that we are very confident about the growth of our team. And I believe that we are also very confident in terms of our future sales figures for the packaged meat segment. And then you also asked about the hog prices. We have a number of conclusions. For example, the first conclusion is the average annual hog price for 2023 will be lower compared to '22. And the first half of '23 will be lower than the second half of '23. So we will first see a lower level and then it will gradually rise. And this trend is actually the same as last year. The only difference is that the lowest point last year was even lower, and the highest point was even higher. So in other words, the fluctuation level of hog prices this year will be more narrow. And allow me to also talk about the hog production side. The ASF situation at the moment is rather stable, and we have observed the situation in the second half last year. We did see certain rebound in some restricted areas or regions. But nationwide, the situation was rather stable. And also, the impact from this virus is actually receding. The situation is quite similar to COVID and how it has impacted human beings. Actually, the ASF pandemic started in 2018, and it has been around for more than 5 years. And now the level of impact is rather limited. And we now really hear about deaths of pigs and also less number of infections. So for the hog production business, we believe that the slaughtering number will be about 400,000 to 500,000 head. And actually, the volume is very small. And we have engaged a very professional team, who is fully equipped to provide assistance to us, so that we can improve our ASF preventive measures. And we will also restrict access of our staff to reduce the chances of cross infection. And in case of flu infections, we will also quarantine those affected people. So basically, I can tell you the overall feeling is that the management team is very confident looking into 2023. Thank you.
Unknown Executive
executiveTo your second question, I'll answer this kind of in reverse order. I'll talk about the downstream business first. And so our packaged meats business performed exceptionally well in 2022. And for those of you who have been following us for a while, you've seen that part of the business continue to grow -- to this year, for the first time, we had over $1 billion in segment profit.
Unknown Attendee
attendee[ Foreign Language ]
Unknown Executive
executiveWe finished this year at a profit level of about $750 a metric ton compared to about 617 million -- $617 per metric ton last year. We were consistently above the $700 threshold in 3 out of the 4 quarters.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveBut maintaining that level of profitability consistently does require a focus on several key items, and I'll go through a few of those now. So first, it's about our pricing strategies, where we -- our pricing is keeping us ahead of the inflationary impacts that we've seen in the American market.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveAnd we were successful in doing that for the entirety of the years, we were able to keep our pricing above the inflationary cost increases that we were seeing in the segment.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveSecond, we've really focused on cost control in that part of our business with improvements year-over-year of about a little over $70 million in cost improvements.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveAnd those improvements are coming from areas where we see labor yields and overhead improvements. We've rationalized some of our low and in some cases, even negative margin SKUs, and that has allowed us to shift labor that we had available to us to production capacity that better aligns the business and improves our overall mix.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveAnd the third item that relates to our packaged meats business is, we have a very balanced portfolio between our branded business, our private label business and our foodservice business, and that allows us to really take advantage of changing consumption patterns that we see in the United States.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveAnd so while our overall volume in packaged meats was flat to the prior year, we did see some movement and some shifts inside of the categories. Volume in our retail branded business was down about 4%, but our private label business was up about 6%. And in foodservice, our volumes were up about 2% compared to 2021, and we finished the year at about 87% of pre-COVID volume levels.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveAnd so while we have seen that shift in consumer behavior, I would tell you that our portfolio of products are very well positioned to navigate that change and that we can continue at a profit level that's in line with our expectations.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveSo you asked about 2023. And while we don't give specific guidance, we do see a highly inflationary environment, and that is driving some shifts in consumption and in consumer behavior. We are seeing some trade downs, as I mentioned, from branded to private label. There are some consumption -- contractions in different parts of the portfolio. We will work to maintain velocities and transition and move again through that portfolio of offerings to match that consumer pattern that we're seeing.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveAnd so as we continue to see pressure on our profit per ton basis, we are focusing on increasing our volumes to ensure the total segment profitability stays at a high level.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveWe'll continue to work with our customers to help them speed up and see velocities through their stores. We'll continue to -- many of the actions that we're doing today, such as rationalizing low-margin SKUs and replacing that with higher-margin products.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveNow to your first question about the upstream businesses, hog production was at a breakeven level, but -- when we reached the end of the third quarter of 2022.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveWe saw that change as we moved through the fourth quarter as we saw increased pressure from falling sales prices and continuing elevated feed cost.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveThe markets we're operating in are extremely difficult right now. And you mentioned in your question that you were watching the -- you see the futures curves and the grain prices and see that impact on that part of our business.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveIn our raising cost due to corn and soybean mill continuing to be at historically high levels. If you compare our 2022 feed cost to where we were in 2021, we see an increase of about 21%. But when you back that up and compare it to 2020, that increases a 58% increase. And so that does have a huge financial impact on our downstream business.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveAnd so we finished, from high production, we saw a price decline on the price out of about 21% between Q3 and Q4. And you couple that with, again, really high hog prices, and it does put a big financial burden on the company.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveNow some of the things we're doing to offset that -- those impacts we see in the hog production side, we embark about -- this is the third year of a plan to change over our genetic hog. That plan is extremely important as it allows us to take about $10 a head of raising cost out of our operation. And as we go through and finish 2023, I could tell you, we'll be about 75% -- 73% to 75% complete on that part of our transformation process.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveSo we've also been executing a number of other cost improvement initiatives. In addition to the genetic plan, we're using grain alternatives. So we have our own facilities that we've -- we take bakery by-products and turn that into pig feed. And out of those facilities in 2022, we produced about 390,000 tons of feed into our process.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveWe also focus on buying local grain at harvest time from our farmers. And by purchasing that local grain, we were able to reduce our freight and carry costs through the use of our own storage. And that gives us an advantage when it get it to our feed mills. This -- our procurement department, our U.S. grain procurement department has done a great job this year of reducing the actual [ freight ] cost as it goes into the animals.
Unknown Attendee
attendee[Foreign Language]
Unknown Executive
executiveAnd so I would tell you, as it relates to hog production, we're laser-focused on eliminating cost out of our system, improving our processes. And ultimately, our ultimate goal is to deliver a high-quality pig at the lowest cost possible to our plants, and that's how we go in and operate each day. So I hope that I answered your question. Thank you.
Mark Yuan
analyst[Interpreted] I am Mark Yuan from UBS. I have 3 questions. First, concerning the fresh meat business in China. The performance last year was rather satisfactory due to your frozen meat strategy. So do you think you can maintain the same positive momentum this year? What is your plan? Second question is about slaughtering for poultry. I see an increase of 30% last year, which was rather substantial. So can you introduce to us more details? For example, what is the actual contribution of the poultry slaughtering business to your profit? And do you have any future plans for this segment? The third question concerns your payout ratio. This year, we are looking at 30%, which is rather similar to the level last year. And if you base it on your core profit, there is actually an increase. So what is the performance expected for the coming years?
Lijun Guo
executive[Interpreted] Thank you very much for your questions. I will first take your first question about fresh meat business in China. Last year, the per head profit for the slaughtering business was about 70 renminbi and 60% of that was for frozen products and 40% was for fresh products. Last year, as we have mentioned earlier, we had a rather big spread in terms of the hog price. So we have grasped the opportunities to increase our profitability. So this year, the trend is that we will first see a lower hog price and then it will gradually rise over time. But the spread is rather limited. So in Q1, actually, we have already started adding to our frozen meat inventory. But we do not think the reserve will be very big this year. And the per ton profit will be on the lower side. Yes, we will do stocking up this year, but there is also risk involved. So we will limit the scale of stocking up. And then in your second question, asked about the development of our poultry business. The slaughtering number for last year was 120 million and we saw a rather substantial growth in that figure. And then this year, the slaughtering number will be around 220 million, and we believe that the level we can reach next year or the capacity that we can reach next year will reach about 300 million. Actually, we saw some unusual circumstances last year with a substantial increase in the prices of grains and feeds. And because of the pandemic, the price level of chicken meat did not go up last year. And we also have seen some rather unsatisfactory level for our profit because of some new investments going into new projects. In terms of our long-term planning for the poultry business, our main strategy for our development is on diversification. So I believe that with our measures on suppressing the cost, we'll be able to reach a medium to long-term capacity level of 500 million to 1 billion. I also need to explain why we need to further develop the poultry business. There are 2 major functions. First of all, we must realize diversification of the industry. Because if you look at the growth momentum in terms of consumption of chicken, it is actually greater compared to the growth in pork. And also, this business segment is making a lot of contribution towards procurement cost control from outside. So overall speaking, it is beneficial to lowering our cost for packaged meet business.
Unknown Executive
executive[Interpreted] I also want to add that actually on top of the poultry business in China, we are also seeing great contribution from the poultry business in Europe. We have talked about the slaughtering number in Mainland China. I want to tell you that the corresponding figure in the European side is actually a double-digit growth. So although in China in 2022, this segment was not making any obvious profit, but we have seen positive contribution from Europe.
Lijun Guo
executive[Interpreted] Allow me to take the final question about payout ratio. The payout ratio in 2022 was close to 36% at HKD 0.3 per share. You also asked about our future policy in relation to our payout ratio. We will continue to adhere to our standard policy of paying out no less than 30% of net profit of the year as dividend. But of course, if conditions allow in the future, we will consider adjusting this level upward.
Linda Huang
analyst[Interpreted] Thank you very much for this opportunity. I'm from Macquarie. I have 2 questions. First of all, Mr. Ma, you just mentioned that the average hog price this year will be lower compared to last year. So how does that reflect on the per ton profit level of packaged meat business this year? And secondly, can you share some insight into ready-to-eat products?
Mou Ma
executive[Interpreted] Thank you very much for your questions. First of all, about the per ton profit level for packaged meat business. In recent years, it's been maintained at about CNY 4,000. Last year, it was rather close to CNY 4,000. And this year, the hog prices have dropped, but the raw materials for packaged meat has gone up. So this year, we have less low-cost inventory. So the cost for our packaged meat is actually higher this year. Towards the end of last year, we already anticipated such trends. We knew things would happen so we have adopted a number of measures to offset the rise in our cost. And we believe that this year, there will be some level of growth concerning the per ton profit for packaged meat. And you also asked about our ready-to-eat business. Well, I have to say that this is rather becoming a very chic trend in Mainland China. But I don't think we want to move too quickly along because we must maintain stability. Of course, Shuanghui has a lot of advantages in terms of ready-to-eat offerings. I think Shuanghui in Mainland China would be the entity that is most competitive and also best equipped. The sales volume last year for ready-to-eat products was close to 40,000 tonnes. And this year, we believe we can achieve a breakthrough beyond 70,000 tonnes. And there are 3 major channels for the sales of ready-to-eat products. First of all, we have the existing channels, which has been established through our packaged meat sales network. So we will continue to rely on such network and their advantages. Secondly, we will focus on the 2B business, processing enterprises and also chain restaurants. Thirdly, we will also rely on the shops selling cooked food, and the number of such shops last year was more than 700. And by the end of this year, we will exceed the number of 1,000.
Unknown Analyst
analyst[Interpreted] Thank you very much for this opportunity. I have 2 questions. First of all, the question is for Mr. Wan. When will you become fully satisfied with the development of the country -- of the business of WH Group? When do you think the business is satisfactory? And second question is about the acquisition of Smithfield. After the acquisition was completed, can you share your insights in terms of the synergy level that you have successfully achieved? Can you share some lessons you have learned in this process? And do you think this is a better strategy for the group?
Hongwei Wan
executive[Interpreted] Thank you very much for your question. After the acquisition of Smithfield, you asked about what kind of company I hope WH Group will become ultimately. Well, I can tell you, I think when it comes to positioning of the group or development of the group, things are rather clear. We have set up a team for China and another team for the U.S. business. And basically, if I am to conclude what we do in one simple sentence. It is about the meat industry, together with the expansion into the hog production and other types of meat production business and the overall industrialization of such elements with the focus on pork. And it is true, not just in China, but also in the United States and Europe, we all focus on pork. And you may see some changes or adjustments to our development directions as we continue to expand our scale. From now onwards, we will continue to place the focus on POC. But at the same time, we will also move on to meet diversification, so as to achieve overall industrialization of our business. In recent years, we have seen various changes globally in terms of economic development and geopolitical situations. We have faced many, many challenges and obstacles. For example, the 2018 ASF pandemic, the trade war between China and the U.S., COVID pandemic, inflation and also the interest hikes. So all these have added pressure on our business and operations in China and also in the U.S. Today, we have heard from the leaders from the U.S. side, talking about how the upstream business has been affected because of the inflationary pressure and the impacts are multifaceted. For example, the inflation has driven up the overall cost of our materials and also our overall expenses and wages for the laborers. So yes, indeed, on the upstream side, there are real impacts. Considering all these external factors, our next step forward is to focus on doing well industrialization of our business, realization of diversification so that we can achieve better synergy and also increase the level of our competitiveness. You then asked about how I would evaluate the group and the business after the acquisition. I would say the acquisition itself is very successful. And it was very suitable move. Actually, after the acquisition or the transaction, many people have different ideas or sayings about this move in China. But let's focus on the outcome. If you look at what we have achieved since the acquisition, then you would agree that it was greatly successful. As reported earlier, since the company was listed, we have seen very good paper growth in terms of our revenue performance and sales figures. And the U.S. leader also pointed out that things have been looking very bright after the acquisition on their side. So the acquisition of this U.S. entity has actually strengthened the capability of the group as a whole. And our collaboration has been very smooth and very successful. We have successfully exported our way of running the business to the United States. And afterwards, we have successfully enhanced the level of efficiency and competitiveness. So I would say the synergy is working very well. Actually, before the trade frictions started between China and the U.S.A. we used to import from the United States, various types of meat at the volume of 600,000 to 700,000 tonnes per year. And because of the increase in the tariff level, of course, the volume has been slightly affected and it has declined rather slightly. But such synergy between the 2 sides has brought real benefits to both parties. We will even achieve greater synergy once they abolish such high tariff. So after the acquisition, if we are to look forward and focus on 2023, and see how Shuanghui has actually gone abroad, then you would agree that it is a very successful attempt. If you compare how we are doing today with 2013 in terms of how Shuanghui in Mainland China became today's WH Group, you can look at all the figures in terms of sales, revenue and profit, you would agree that it's been very successful. On top of that, in the past 10 years, we have become the ultimate biggest leader in this sector around the world. So I think things would have been very different if we did not choose to acquire Smithfield. Now we are ranking #3 globally in terms of the meat business, closely following JBS and Tyson. And if you examine the structure in our business further, you will understand why I say so. The sales volume for the China business in terms of U.S. dollars is about $10 billion, and the U.S. plus Europe business is $18 billion. So together with the merger and the enhancement in our own capability, our next step is to further our industrialization of pork business, and at the same time, expand our footprint into the chicken and beef business so as to enhance our global competitiveness. Thank you.
Unknown Analyst
analyst[Interpreted] I have noticed that in recent years that you have enjoyed rather rapid growth in the profit level of packaged meat business. How do you compare yourself in relation to this segment? And how do you compare yourself in terms of pork and also hog production side?
Hongwei Wan
executive[Interpreted] Thank you very much. Your concern is actually very similar to our concern. When it comes to packaged meat business, volume is everything, and I believe in our strong profitability. Actually, our packaged meat business is taking up a lot of the contribution to the Chinese enterprise, about 80% contribution to our profit. And on the U.S. front, it is also making more than 90% contribution. So you talked about the fact that perhaps we are not moving as quickly as the packaged meat side in terms of our pork business. And perhaps the profitability is not as strong as the packaged meat business. Well, actually, we are also -- we also understand about this situation very clearly. Over the years, we have been focusing on the 2 adjustments and one control for all our markets, that is China, U.S. and Europe. The 2 adjustments are to adjust and improve our structure and the pricing structure. And the control measure is focusing on cost control. And I believe that because of these strategies, we have achieved very good outcome in terms of our packaged meat performance. We will continue to rely on volume and scale to further develop this segment. And of course, as I mentioned earlier, we need to do well industrialization of our business so that we can complement all these segments among themselves. So wherever the profit is improving, we can shift immediately our focus to the profit-making side. And our next step forward is to continue to speed up industrialization and also carry out optimization at the same time. In terms of hot production, we believe the scale will not be very big. And we will continue to speed up our development towards the downstream side. The situation in the U.S. is slightly different when it comes to hog production. Actually, hog production is providing about 50% of support to their slaughtering business. In terms of hog production, there are actually many factors, which may impact its performance. This business is cyclical in nature, and the possible impacting factors may include changes in the feed price, changes in the climate and also various pandemics. So we don't believe that we will continuously expand the scope. We will limit the scope of expansion. And at the same time, we will focus on optimizing and developing the pork business. And for the U.S. side, at the moment, the hog production is about -- standing at about 50%. And our feeling is quite similar to what we are doing in Mainland China. We want to limit its further expansion or gradually reduce its proportion to about 30% to 40%, which is comparable to the China side so that the impacts coming from the different cycles and different factors will be limited. So our next step forward is to enhance our global competitiveness through industrialization of our pork business and also inclusion of chicken and beef into the portfolio. Thank you.
Unknown Analyst
analyst[Interpreted] Mr. Wan, I have a question for you. The succession plan for the management is very important in relation to the long-term development of an enterprise. So what do you think is going to be the future management of the company?
Hongwei Wan
executive[Interpreted] I believe Shuanghei in China has already established a very sound and very healthy management culture. For example, we have a strong culture surrounding integrity, and we also encourage people to compete with one another, to fight for better promotion opportunities. We also have regular and annual appraisal exercises to provide great incentives to our staff. I hope to export this good management culture in Shuanghei to our business in the United States and Europe. When I suggested the export of this very good management culture to the U.S. entity, their first CEO actually rejected the idea. He was worried about the future hog prices and meat prices. And I said to him, don't you have a budget in relation to your overall revenue and cost? And he said he never prepared any budget. And he even threatened to resign. Well, later on, he worked in the position for quite some time, and then he retired. As for the second CEO, he could accept the theory and the culture but there was rather poor execution. In fact, we have gone through quite a number of exactly because of this. Now we have established a regular exchange platform between the U.S. team and the team in China so that from time to time, we can have peripheral discussions in relation to enterprise management, corporate culture and also innovation. Through such exchanges, you can see the transformation of Smithfield over the years. Originally, they were doing quite well in terms of the profit at about $200 million. But today, if you look at the current figure, you see it is already very different. And that is the result of very constructive exchanges in terms of corporate culture and corporate management. So I have also set some targets for myself. When I do retire one day, I want to leave behind things that will continue to grow for our business, so that will include a very good and sound system. And I also want to build a very strong team so that the group's global competitiveness can be further enhanced. That is what I think.
Lijun Guo
executiveThank you very much. [Portions of this transcript that are marked [Interpreted] were spoken by an interpreter present on the live call.]
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