DOCSLIB.ORG

FACT SHEET 67,865 1H17 Jun-16 Mar-17 Jun-17

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
FACT SHEET 67,865 1H17 Jun-16 Mar-17 Jun-17 INDICATORS Total Assets 70,503 68,890 FACT SHEET 67,865 1H17 Jun-16 Mar-17 Jun-17 CORPORATE PROFILE Credit Portfolio 29,800 30,540 30,905 Founded in 1928, Banco do Estado do Rio Grande do Sul S.A. is a multiple-service bank controlled by the State of Rio Grande do Sul, with strong penetration among the population of the state that strengthens its identity as a regional bank. Jun-16 Mar-17 Jun-17 Funding STRATEGY 44,259 46,695 48,203 Conservative, sustainable loan portfolio; profitability in line with industry Leadership position in Rio Grande do Sul. Strengthen Banrisul’s relationship with public entities and consolidate its presence in the public sector. Invest in technology to reduce costs, obtain Jun-16 Mar-17 Jun-17 economies of scale, promote productivity and expand the range of products offered. Shareholders' Equity 6,446 6,485 6,603 CORPORATE STRUCTURE Jun-16 Mar-17 Jun-17 State of Rio 99.6% ON Free Float 0.4% ON Grande do 77.3% PNA 22.6% PNA Sul 13.0 % PNB 87.0 % PNB 57.0% Total 43.0% Total BANRISUL’S SERVICE NETWORK Banco do Estado do Rio 1,226 Service Network Grande do Sul S.A. 532 Branches 200 Service Posts 494 Electronic Service Points Banrisul S.A. Banrisul S.A. Banrisul Banrisul Bem Banrisul Icatu Rio Grande do Sul: 491 Branches Adm. Corretora de Armazéns Cartões S.A. Promotora de Participações Santa Catarina: 26 Branches Consórcios VM e Câmbio Gerais S.A. Vendas e S.A. Serviços S.A. Other States: 13 Branches 99.7% Total 98.9% Total 99.5% Total 99.8% Totaltotal 49.9% Total 49.9% Total Abroad: Miami and Cayman Islands FACT SHEET | 1H17 CORPORATE GOVERNANCE LISTING INCOME Listed on B3 (Brazilian Securities and Derivatives 1H17 1H16 Change Stock Exchange) Corporate Governance Level 1, Banrisul Adjusted Net Income 367.5 389.6 -5.7% fully meets the requirements of its listing level and of NII 2,514.0 2,537.9 -0.9% market’s corporate governance requirements, in line Operational Income 485.0 667.4 -27.3% with best practices and for the sake of greater Efficiency Ratio1 52.1% 50.2% 1.9 pp. transparency, fairness and proper accountability, enhancing credibility towards investors and customers. Return on Equity2 11.6% 12.7% -1.1 pp. Since early 2008, the Bank has paid interest on equity quarterly, remunerating shareholders above minimum payout levels. From January to June 2017, Revenue Composition interest on capital and dividends paid out and/or provisioned totaled R$154.2 million (net of income tax Fees and Financial withheld at source). Services Revenue 14% 83% TECHNOLOGICAL MODERNIZATION Others Investments in hardware, software, services and 3% the acquisition and maintenance of assets totaled R$116.4 million in 1H17. IT strategies and Investments in the service structure aim to guarantee performance and easy access to banking products. BASEL RATIO HUMAN RESOURCES 16.77% 17.09% 16.95% 15.78% 15.67% 2.73% 2.77% 2.68% 2.32% 2.25% With 10,503 employees and 1,374 interns at the end of June 2017, Banrisul invested R$3.6 million in 794 training courses with 40,428 participants, of which 14.36% 14.09% 14.18% 13.46% 13.42% R$946.8 thousand in college and post-graduation programs and language courses. Jun-16 Sep-16 Dec-16 Mar-17 Jun-17 Basel Ratio Tier I Basel Ratio Tier II BUSINESS STRATEGIES GUIDANCE Banrisul's management processes and tools are constantly evaluated with a view to promoting Expected 1H17 Revised adjustments in business policies. In 1H17, the main Credit Portfolio 3% to 7% 3% to 7% guidelines included the planning of medium-term Commercial Credit - Individuals 14% to 18% 14% to 18% business strategies, improvements in credit granting Commercial Credit - Companies -10% to -6% -10% to -6% and collection processes, the expansion and the Real Estate Loans 1% to 5% 1% to 5% Provision Cost/Credit Portfolio 4.5% to 5.5% 4.5% to 5.5% consolidation of digital service channels, in addition to the control of administrative costs. Allowance for Loan Losses/Credit Porfolio 8.5% to 9.5% 8.5% to 9.5% Funding 10% to 14% 10% to 14% Ajusted Return on Shareholders' Equity 9% to 12% 9% to 12% Efficiency Ratio 49% to 53% 49% to 53% LISTING Net Financial Margin/Interest-Earning 7.5% to 8.5% 7.5% to 8.5% Assets IGC IFNC CONTACT IR IBRX IDIV Alexandre Pedro Ponzi Bibiana Barbosa ITAG IGCT Head of IR Felipe Guarise Cássio Zimmermann Fernando Manica MLCX IBRA IR Manager Economic and Financial Indicators in R$ Million. 1. Efficiency Ratio – 12 months. Personnel Expenses + Other Administrative Phone: +55 (51) 3215.3232 • E-mail: [email protected] Expenses/Financial Margin + Revenue From Services Rendered + (Other Operating Income - Other Operating Expenses). FACT SHEET | 1H17 2. Return on Equity – 12 months. .
Load more

Recommended publications
  • Parceiros Do Programa Inovacred Nos Estados
    CONTATOS DOS AGENTES PARCEIROS DO PROGRAMA INOVACRED NOS ESTADOS Acre, Amazonas, Amapá, Maranhão, Mato Grosso, Pará, Rondônia, Roraima & Tocantins Banco da Amazônia S. A. – BASA Oduval Lobato Neto – [email protected] Alagoas Agência de Fomento de Alagoas S. A. – DESENVOLVE ALAGOAS Laudeny Fábio Leão – [email protected] Bahia Agência de Fomento do Estado da Bahia S. A. – DESENBAHIA João Paulo Matta – [email protected] Espírito Santo Banco de Desenvolvimento do Espírito Santo S. A. – BANDES Gerência de Análise de Crédito – [email protected] Goiás Agência de Fomento de Goiás S. A. – GOIÁS FOMENTO Álvaro Augusto Fonseca dos Reis – [email protected] Minas Gerais Banco de Desenvolvimento de Minas Gerais S. A. – BDMG Assessoria de Inovação – [email protected] Paraná Agência de Fomento do Paraná S. A. – FOMENTO PARANÁ Gerência de Mercado - [email protected] Banco de Desenvolvimento do Extremo Sul – BRDE Juliana Dallastra (PR) – [email protected] Tatiana Henn (PR) – [email protected] Pernambuco Agência de Fomento do Estado de Pernambuco S. A. – AGEFEPE Luciano Vaz Lima – [email protected] Rio de Janeiro Agência de Fomento do Estado do Rio de Janeiro S. A. – AGERIO Cláudio Moraes – [email protected] – Tel. 21-2333-1212 Edson Macedo – [email protected] – Tel. 21-2333-1270 Rio Grande do Norte Agência de Fomento do Rio Grande do Norte S. A. – AGN Edílson Fernandes de Assis – [email protected] Rio Grande do Sul Badesul Desenvolvimento S. A. - Agência de Fomento RS – BADESUL Superintendência de Investimento e Inovação – [email protected] Banco do Estado do Rio Grande do Sul S.
    [Show full text]
  • Sustainability Report 2012
    Sustainability Report 2012 Economic and Challenges and Corporate Technology and Relationships with Human Social and Environmental Profile ʡ ʡ ʡ ʡ ʡ ʡ ʡ Financial Scenario Opportunities Governance Innovation Stakeholders Development Development Contents ˭ Banrisul Sustainability Report 2012 2 of 88 Economic and Challenges and Corporate Technology and Relationships with Human Social and Environmental Profile ʡ ʡ ʡ ʡ ʡ ʡ ʡ Financial Scenario Opportunities Governance Innovation Stakeholders Development Development Introduction By releasing this sustainability report, which will be is- they were able to effectively contribute to the process. Reading the Manual sued on an annual basis, Banrisul continues an initiative first A total of 14 interviews were held – seven with external launched in July of 2012 when it released its first document stakeholders, and seven with internal stakeholders. As part referenced to the Global Reporting Initiative (GRI) G3 guide- of that consultative procedure, in addition to open-ended lines. In this second report, which covers the period running questions, the interviewees were encouraged to provide t Graphically, this report has been desig- from January 1, 2013 to December 31, 2012, the Bank rei- their perspectives on key issues pertaining to Banrisul’s ned so as to be functional and accessible terates its commitment to integrate sustainability into the sustainability management (the Materiality Test). for all stakeholders, including those with management of its businesses. GRI 3.1, 3.2, 3.3 Those issues were
    [Show full text]
  • Pension Funds and the Financing Productive Investment. An
    102 S E R I E financiamiento del desarrollo Pensionolíticas funds para canalizarand the financingmayores of productive investment An analysis based on Brazil’s recent experience Rogerio Studart Development Finance Unit International Trade and Development Finance Division Santiago de Chile, August 2000 This document was prepared by Rogerio Studart, consultant of the Joint ECLAC/GTZ “Pension Fund and Old Age Provision” of ECLAC. The author wishes to thank Andras Uthoff, Daniel Titelman, Felipe Jiménez and Günther Held for their enlightening comments. The views expressed in this document, which has been reproduced without formal editing, are those of the authors and do not necessarily reflect the views of the Organization. United Nations Publication LC/L.1409-P ISBN: 92-1-121271-5 Copyright © United Nations, August 2000. All rights reserved Sales No.: E.00.II.G.83 Printed in United Nations, Santiago, Chile Applications for the right to reproduce this work are welcomed and should be sent to the Secretary of the Publications Board, United Nations Headquarters, New York, N.Y. 10017, U.S.A. Member States and their governmental institutions may reproduce this work without prior authorization, but are requested to mention the source and inform the United Nations of such reproduction. CEPAL – SERIE Financiamiento del desarrollo No 102 Contents Abstract ............................................................................................... 5 I. Introduction ................................................................................
    [Show full text]
  • Annual Report 2006
    2006 Banco do Brasil Annual Report Table of Contents Foreign Trade .......................................................... 83 Foreign Trade Products and Services ..................................... 83 Presentation Foreign Trade Relationship Channels ...................................... 86 Corporate Profile ....................................................... 8 Foreign Market ......................................................... 88 Mission, Values and Main Leaderships ..................................... 9 Capital Market ......................................................... 92 Ratings ....................................................................................... 10 Asset Management. ................................................. 94 BB Highlights ............................................................................. 11 Message from the Chairman ..................................... 14 Internal Process Outlook .............................. 96 Messages from the CEOs ................................. 16 General Policies ....................................................... 99 Risk Management .................................................... 101 Introduction ................................................................ 20 Credit Collection and Recovery ............................... 105 Cost Reductions ...................................................... 105 Macroeconomic Panorama ........................... 22 Internal Controls ...................................................... 107 Technology,
    [Show full text]
  • FACT SHEET 1H20 Sep-19 Dec-19 Mar-20 Dec-19 Mar-20 Jun-20
    INDICATORS Credit Portfolio 34,647 36,183 36,186 Total Assets 81,550 83,270 86,583 FACT SHEET 1H20 Sep-19 Dec-19 Mar-20 Dec-19 Mar-20 Jun-20 CORPORATE PROFILE Credit Portfolio 36,183 36,186 35,966 Founded in 1928, Banco do Estado do Rio Grande do Sul S.A. is a multiple-service bank controlled by the State of Rio Grande do Sul, with strong penetration among the population of the state that strengthens its identity as a regional bank. Dec-19 Mar-20 Jun-20 Funding STRATEGY 59,501 60,285 63,011 Conservative, sustainable loan portfolio; profitability in line with industry. Retail lending oriented – individuals and SME. Leadership position in Rio Grande do Sul. Strengthen Banrisul’s relationship with public entities and consolidate its presence in the public sector. Dec-19 Mar-20 Jun-20 Invest in technology to reduce costs, obtain economies of scale, promote productivity and expand Shareholders' Equity the range of products offered. 7,794 8,069 8,219 OWNERSHIP BREAKDOWN Dec-19 Mar-20 Jun-20 State of Rio 98.1% ON Free Float 1.9% ON Grande do 54.5% PNA 45.5% PNA Sul 0,0% PNB 100.0 % PNB 49.4% Total 50.6% Total Banco do Estado do Rio BANRISUL’S SERVICE NETWORK Grande do Sul S.A. 1,117 Service Network 514 Branches Banrisul S.A. Banrisul S.A. Banrisul Banrisul 181 Service Posts Adm. Corretora de Armazéns Cartões S.A. Consórcios VM e Câmbio Gerais S.A. 422 Electronic Service Points 99.5% Total 99.8% Total 99.7% Total 98.9% Total Rio Grande do Sul: 491 Branches Santa Catarina: 17 Branches Other States: 4 Branches Bem Promotora Banrisul Icatu VeroGo Abroad: Miami and Cayman Islands de Vendas e Participações Serviços S.A.
    [Show full text]
  • Financial Statements
    FINANCIAL STATEMENTS December 2020 ______________________________________________ | 1 INDEX MESSAGE FROM THE CEO....................................................................................................................................................................................... 6 PRESS RELEASE ....................................................................................................................................................................................................... 8 COVID-19 PANDEMIC .................................................................................................................................................................................................... 10 OTHER INFORMATION .................................................................................................................................................................................................. 10 FINANCIAL HIGHLIGHTS ................................................................................................................................................................................................ 11 OPERATIONAL HIGHLIGHTS ........................................................................................................................................................................................... 12 GUIDANCE ....................................................................................................................................................................................................................
    [Show full text]
  • I the Brazilian Economy / 9 I
    ANNUAL REPORT 1997 ISSN 0104-3307 CGC 00038 166/0001-05 Boletim do Banco Central do Brasil Annual Report Brasília Volume P. 1 - 216 1997 October 1998 34 2 / Boletim do Banco Central do Brasil - Annual Report 1997 Boletim do Banco Central do Brasil Published monthly by the Banco Central do Brasil/Economic Research Department (Depec). The contents and their correspondent statistical tables are under the charge of the following component parts: The Brazilian economy - Consultative Group on Economic Analysis and Policy (Copec); Economic activity - Consultative Group on Domestic Economic Activity (Coace); Financial markets - Monetary and Banking Division (Dimob); Public finance - Public Finance Division (Difin); Balance of payments - Balance of Payments Division (Dibap). The international economy - Balance of Payments Division (Dibap). International financial organization - Department of Foreign Debt and External Relations (Derin). Balance sheet of the Banco Central do Brasil - Department of Financial Administration (Deafi). Information on the Boletim: Phone (061) 414-1016 Fax (061) 414-2036 Telex (061) 1299 (BCBR BR) E-mail: [email protected] Subscription request: subscribers should complete the accompanying form at the last page and send it with a cheque for the appropriate amount payable to the Banco Central do Brasil at the following prices: R$ 258.00 (domestic) and US$ 801.11 (abroad) to the General Control of Subscription. Subscription to the Boletim includes twelve monthly issues and the Annual Report. Reproduction permitted only if source is stated as follows: Boletim do Banco Central do Brasil, Volume 34, 1997 Annual Report. General Control of Subscription: Banco Central do Brasil Demap/Disud/Suimp SIG - Quadra 8 - Lote 2025 70610-400 - Brasília (DF) Phone (061) 344-1554 Fax (061) 344-2982 Single copy: R$ 19,05 Number printed: 300 (1,600 in Portuguese) Statistical Conventions: ..
    [Show full text]
  • Kit Gringo Bloomberg 2021.Xlsx
    BRAZIL: MACROECONOMIC MONITOR AND REFORM AGENDA June 24, 2021 Highlights • The Constitution and Justice Commission of the House of Representatives approved the proposal for administrative reform that passes to a special commission. • Brazil’s lower house approved a plan to privatize power utility giant Eletrobras, opening the door for the government to raise an estimated R$ 60 billion ($11.9 billion) through a share offering. The government plans to privatize Eletrobras in January 2022. • The government closed an agreement on the tax reform analysis by the Congress. Senators will be responsible for the unification of ICMS and ISS in an IVA and the new Refis. The House of representatives will appreciate the creation of the CBS, with the unification only of PIS/Cofins, and the changes in the IR and IPI. THE LAST PAGE THE PRIVATIZATION OF ELETROBRAS GOVERNMENT'S DIGITAL TRANSFORMATION Source: SPE 2015 2016 2017 2018 2019 2020 2021 GDP (% YoY) -3.55 -3.28 1.32 1.78 1.41 -4.06 5.00 (*) Consumer Inflation IPCA (% YoY) 10.67 6.29 2.95 3.75 4.31 4.52 5.90 (*) Current Account (USD bi) -54.8 -24.5 -22.0 -51.5 -65.0 -24.1 -0.5 (*) Foreign Investment in the Country (USD bi) 64.7 74.3 68.9 78.2 69.2 34.2 58.2 (*) International Reserves (USD bi) 356 365 374 375 357 356 352 (22 Jun) Unemployment rate (%) 8.9 12.0 11.8 11.6 11.0 13.90 14.7 (Mar) General Government Gross Debt (% GDP) 65.5 69.8 73.7 75.3 74.3 88.8 84.5 (**) Ibovespa Index (BRL, % chg.) -13.3 38.9 26.9 15.0 31.6 2.9 11.1 (ytd) CDS 5 years (year average) 475 293 165 208 108 151 181 Interest rate (Selic Target) (%, eop) 14.25 13.75 7.50 6.50 4.50 2.00 6.50 (*) Estimates: (*) Focus Survey, Central Bank of Brazil, Jun.
    [Show full text]
  • 25 Economic Notes
    ............ ........ ....... ..... ...... ~~~...... ........................... ................ ............... 25 CountryDept. I LatinAmerica Region Economic Notes Effectivenessand Financial Costs of. Voluntary Separation: Programs in Brazil:. 1995-:1 997 Francisco G. Carneiro: Indermit S..Gill.- June 7, 1997 Th-World ----. k - e -World Bank- :~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~ Country Dept. I Latin Americaand the CaribbeanRegion Economic Notes Effectiveness and Financial Costs of Voluntary Separation Programs in Brazil: 1995-1997* Francisco G. Carneiro Indermit S. Gill June 7, 1997 The World Bank *This background paper was prepared for the World Bank report "Brazil: Stabilization, Fiscal Adjustment and Public Employment Reform". under the immediate supervision of Gautam Datta. Senior Economist, LAtCI We would like to thank Homi Kharas. Chief. LAICI, and Mauricio Carrizosa. Principal Economist. LAIC I for useful commcnts I Effectiveness and Financial Costs of Voluntary Separation Programs in Brazil 2 1. INTRODUCTION AND OVERVIEW Brazil is in the process of consolidating the selected are from the states of Sao Paulo, macroeconomic stabilization begun in 1994. Rio Grande do Sul, and Pernambuco, thus The government is conscious about the representing a broad economic spectrum; dangers of persistent fiscal imbalances and is also included is the Federal Government and trying to promote fiscal discipline in public Banco do Brasil. The programs were chosen expenditures. One of the main concerns in so that the sample was representative: four this regard are personnel expenditures, which of the programs are for public have been long identified as an important administration, and six are for state-owned source of over-spending. But due to enterprises (three banks and three public constitutional constraints, little has actually utilities). The three public enterprises are been done.
    [Show full text]
  • The Effect of Simultaneous Sponsorship of Rival Football Teams BAR - Brazilian Administration Review, Vol
    BAR - Brazilian Administration Review E-ISSN: 1807-7692 [email protected] Associação Nacional de Pós-Graduação e Pesquisa em Administração Brasil Barbosa de Amorim, João Guilherme; Cunha de Almeida, Victor Manoel The Effect of Simultaneous Sponsorship of Rival Football Teams BAR - Brazilian Administration Review, vol. 12, núm. 1, enero-marzo, 2015, pp. 63-87 Associação Nacional de Pós-Graduação e Pesquisa em Administração Rio de Janeiro, Brasil Available in: http://www.redalyc.org/articulo.oa?id=84135383005 How to cite Complete issue Scientific Information System More information about this article Network of Scientific Journals from Latin America, the Caribbean, Spain and Portugal Journal's homepage in redalyc.org Non-profit academic project, developed under the open access initiative Available online at http://www.anpad.org.br/bar BAR, Rio de Janeiro, v. 12, n. 1, art. 4, pp. 63-87, Jan./Mar. 2015 http://dx.doi.org/10.1590/1807-7692bar2015140059 The Effect of Simultaneous Sponsorship of Rival Football Teams João Guilherme Barbosa de Amorim Universidade Federal do Rio de Janeiro - UFRJ/COPPEAD Victor Manoel Cunha de Almeida Universidade Federal do Rio de Janeiro - UFRJ/COPPEAD Received 13 October 2014; received in revised form 12 February 2015 (this paper has been with the authors for two revisions); accepted 13 February 2015; published online 17 March 2015. Editor’s note. Valter Afonso Vieira served as Action Editor for this article. J. G. B. de Amorim, V. M. C. de Almeida 64 Abstract The present study investigated the impact of team identification and team-sponsor fit on the sponsor’s brand equity.
    [Show full text]
  • Contatos Dos Agentes Parceiros Do Programa Inovacred Nos Estados
    CONTATOS DOS AGENTES PARCEIROS DO PROGRAMA INOVACRED NOS ESTADOS Acre, Amazonas, Amapá, Maranhão, Mato Grosso, Pará, Rondônia, Roraima e Tocantins Banco da Amazônia S. A. – BASA (http://www.basa.com.br) Oduval Lobato Neto – [email protected] – Tel. 91-4008-3512 Alagoas Agência de Fomento de Alagoas S. A. – DESENVOLVE ALAGOAS (http://www.desenvolve-al.com.br) Laudeny Fábio Leão – [email protected] – Tel. 82-3315-3468 Bahia Agência de Fomento do Estado da Bahia S. A. – DESENBAHIA (http://www.desenbahia.ba.gov.br) João Paulo Matta – [email protected] – Tel. 71-3103-1137 Espírito Santo Banco de Desenvolvimento do Espírito Santo S. A. – BANDES (http://www.bandes.com.br) Gerência de Análise de Crédito – [email protected] – Tel. 27-3331-4255 Goiás Agência de Fomento de Goiás S. A. – GOIÁS FOMENTO (http://www.fomento.goias.gov.br) Álvaro Augusto Fonseca dos Reis – [email protected] – Tel. 62-3216-4950 Mato Grosso do Sul, Paraná, Rio Grande do Sul e Santa Catarina Banco de Desenvolvimento do Extremo Sul – BRDE (http://www.brde.com.br) Curitiba (PR) – Tel. 41-3219-8000 Juliana Dallastra (MS e PR) – [email protected] Eduardo Garcia (MS e PR) – [email protected] Porto Alegre (RS) – Tel. 51-3215-5306 Alexander Leitzke (RS) – [email protected] Ricardo Faria (RS) – [email protected] Florianópolis (SC) – Tel. 48-3221-8000 Rogério Penetra (SC) – [email protected] Richard Schmidt (SC) – [email protected] Minas Gerais Banco de Desenvolvimento de Minas Gerais S.
    [Show full text]
  • Nagios Helps Brazilian Bank Improve IT Infrastructure Availability
    Partner Success Story Nagios Helps Brazilian Bank Improve IT Infrastructure Availability Customer Profile Banrisul (Banco do Estado do Rio Grande do Sul) is the 12th largest bank in Brazil. Located Banrisul in Porto Algre, the bank has more than 460 agencies around the country to serve around 3 Porto Alegre, Brazil million customers and more than 9,000 employees. www.banrisul.com.br Industry: Business Needs Banking Banrisul uses a very complex IT infrastructure due to sophisticated Brazilian banking system and regulations. The bank also has a large and distributed agencies network. Banrisul has a mix of IBM mainframes and a large number of Linux, Microsoft and HP- UX platforms to support their financial operations. The management of this complex IT environment was handled using proprietary tools from the Big Four (IBM, HP, CA and BMC) in IT management solutions. Challenge Banrisul needed an integrated, centralized and scalable management tool to manage the Nagios Partner: whole IT infrastructure from a single point of view - replacing some of the proprietary platforms due their high cost of maintenance and upgrades. Additionally, Banrisul needed a more flexible platform capable of managing their legacy applications and IT environment without the high costs required to develop and customize proprietary tools. OpServices www.opservices.com.br For more information about other Nagios success stories, please visit: www.nagios.com/casestudies Copyright © 2009 Nagios Enterprises. Nagios and the Nagios logo are registered trademark of Nagios Enterprises, LLC. Other trademarks and graphics are the property of their Page 1 respective owners. This case study is provided for informational purposes only.
    [Show full text]