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CARGILLVOICE

Cargill China Employee Magazine

FirstIssue2012

SSC’s growth plan in China

Cargill China holds S&D seminar with key government stakeholders

Cargill recognized as top China recruiter

Cargill Specialty Asia

Fit to Growfacilitates China 2020aspirations

2Contents Cargill Voice First Issue 2012

Dialogue

03 Interview with Paul Conway

Feature

07 SSC’s growth plan in China

Business Development and Updates

11 Cargill Specialty Asia

11 CAPC Anhui project received business license

12 SSC holds cornerstone laying ceremony in Luohe

13 Acquisition of Provimi

13 Sale of global flavors

Reputation in China

14 Cargill holds S&D seminar with key government

stakeholders

15 Cargill leverages Guangdong government meetings to

enhance reputation

16 CAPC builds relationship with Anhui government

17 SSC receives visit from Luohe government

17 Cargill recognized as top China recruiter

Customer Focus

19 ROCM hosts vegoils customer event in Sanya

19 Cocoa supply chain to Mars

Change Management - Fit to Grow

21 CAN China-FTG in full swing

21 GOSC - Optimize the Process

Career Development

23 Graduate Trainee Program

24 Growing with Cargill

Corporate Responsibility

26 What role do you play in ensuring food safety

at Cargill?

26 World Food Day

27 Cargill Cares Rural Education Program

28 Run for Rural Development

28 Safety Week in Nantong

Our family

29 5 Years in Cargill (until 2011/09-12)

30 10 Years, 15 Years, 20 Years and 30 Years in Cargill

(until 2011/09-12)

On the coverCargill China is in full swing of FTG.

Feature, page 7

Business updates, page 11

Reputation in China page 14-17

Our AppreciationWe would like to express sincere

thanks for all your support for

providing raw materials and contents,

contributing inputs and comments,

and involving in rounds of discussion,

although there is no byline is given

to each article. We look forward to

working closely with you again for

the next issue of Cargill Voice.

Cargill China Corporate Affairs Team

3DIALOGUE

Paul Conway,

Vice Chairman and CLT member

"Ultimately, getting Fit to Grow is about improving our results, which in itself gives more oxygen for growth."

Vice Chairman Paul Conway speaks about becoming Fit to Grow and building a great Cargill business in China

For the past several months, Cargill has been

on a mission to get Fit to Grow by regaining our

earnings momentum, reducing expenses by $250

million and addressing underlying behaviors that

are getting in the way of our long-term success.

Those efforts included a review of activities and

priorities across business units, functions and

Tartan that led to a series of decisions, such as

making specialized training programs (like the

Marketing Academy and Sales Effectiveness

training) more cost-effective, and applying

standardized processes more selectively.

Regrettably, some of our decisions resulted in

the elimination of approximately 2,000 jobs

globally.

However, the Corporate Leadership Team (CLT) is

confident that the actions taken have set us on

the right path to become a fitter and more agile

Cargill. We will continue to focus on ways to

drive profitable growth and manage costs, and

we now have work to do to address “how” we

work so we can simplify and speed up decision

making.

For perspective on how we work toward that

goal and more, Cargill Voice turned to Vice

Chairman Paul Conway.

Cargill Voice: Paul, it has been a challenging

past few months for Cargill. What have we

accomplished so far with Fit to Grow, and is it

enough?

Paul: It is definitely not enough in terms of the

significant gap in our earnings and the “Fit” part

is dealing with the cost side, which is about 20

percent of the gap in our earnings. So what we

really need to do is drive our earnings harder.

Getting Fit to Grow is designed to help that.

It is absolutely clear, over the last couple of

years, that we have slightly lost track of what

we are trying to do. We have been so focused

on improving our processes to become more

connected that we have lost track a little bit of

the fact that the role of process is to drive better

results. Ultimately, getting Fit to Grow is about

improving our results, which in itself gives more

oxygen for growth. Remember, as a private

company we can spend what we make and what

we can borrow, and what we can borrow depends

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on how much money we make. So Fit to Grow

is something that I like to think we would have

been doing even if our earnings hadn’t been

in decline, because it is about regaining some

agility, regaining proximity to the customer, and

making sure the processes help us get better

results rather than drive us.

Cargill Voice: We’ve heard a little about the

behavior changes we need to make, as well.

Can you share more about what those changes

are, and how we plan to make them happen?

Paul: I think the key behavior changes that I am

looking for are as follows:

Firstly, we need to keep Strategic Intent 2015

as our north star, as our goal, but that does

not mean that everyone accepts everything

in an unquestioning way. I know many of the

colleagues in China frequently raise questions,

and I am very happy that they will continue

to do so, because we’ve had too many people

just going along with the flow. Greg uses the

word “acquiescing,” which isn't known very

much outside of England or the U.S. It is people

DIALOGUE

desiring and understanding the goal of being

more standardized and therefore going along

with things that they really don't believe in.

So we want to get that healthy challenge, that

healthy tension. It is not corrosive friction, it is

healthy tension. That is the first thing.

The second thing is this appreciation of process.

The role of process is to drive better results,

period, and not process for process’s sake.

The third thing is something that I was told in

the first six months that I was with the company:

treat the company’s money as if it was your

own—that culture of frugality. It has been

difficult to maintain as we’ve become a very

large corporation, and it is linked back to that

questioning attitude again.

In terms of how we are going to make them

happen, first we are starting at the top of the

organization. We picked 18 initiatives that

are being reviewed. We have set up pairs of

Corporate Center members to review them with

the initiative’s champion. In some cases they

were modified, some were scaled back, some

were stopped completely. So it is not just the

ideas of people down in the businesses that

have been challenged about the what and the

how, it’s ideas that have come either from the

CLT or the Corporate Center. So we are very

much looking in the mirror on this stuff.

Cargill Voice: If you take a step back for a

moment and consider both our short-term and

long-term goals, what does Cargill aspire to be

as a result of those goals?

Paul: Cargill’s goals have not really changed.

We have extraordinary shareholders who are

willing to leave over 90% of the cash flow in

the company for us to grow, so if we perform

reasonably well, we will double the net worth

of this company every seven to eight years. The

direction that we want to go in is still SI 2015. It

is about being the partner of choice, customers

choosing us. It is about upping our game in

innovation, great people with imagination.

Then it is about the spirit of service in the world

that we serve, ag, food and risk management.

None of that has changed. It didn’t change in

the financial crisis when, like many companies,

5DIALOGUE

we hunkered down. It isn't changing now. As

we say, we are getting Fit to Grow. What we are

trying to do is get back to that, because there

was a sense that we had drifted away from it

somewhat.

As I talk to businesses and functions, there is a

sense of great sadness about the colleagues that

are having to leave the company, but excitement

about, yes, this is reenergizing. It is getting back

to where we drifted away from a little bit, and

just a great sense of excitement about that.

Cargill Voice: What else can we do to make

those aspirations a reality?

Paul: We need to have the right people, and in

China that means we are hiring for future needs.

We have recommitted, despite Fit to Grow, to

the work that we are doing for the Cargill brand

in China, not just for our current businesses,

but for the businesses that we hope to have

in 5, 10 and 20 years. I would say, and this is

very personal, I think we need to have a healthy

dissatisfaction with the status quo. One of the

biggest enemies to us achieving our aspirations

as we thought it would be. As we have done

that, it is also crystal clear that all platforms

have favored emerging markets in general,

and China in particular, in terms of the choices

that they make. We know that for Cargill to

continue to grow as we aspire to grow, we

have to increase the proportion in emerging

markets.

Cargill Voice: What might the next six to

twelve months look like for Cargill, and what

advice can you give Chinese employees as

they learn to navigate our new reality?

Paul: So the next six to twelve months in

Cargill, I expect us to be back on track, with re-

strengthened earnings, being able to accelerate

our growth again. We are very confident in

the portfolio. We are very confident in the

investments that we have made, and what

people call soft capital; so the people we have

hired and the people we have trained, believe

that that is a winning team.

In terms of advice, we are very clear. Despite

the downturn in earnings, we will not cut

is complacency. Certainly we’re having a

downturn in our results, so no one should be

complacent. We need to root out the spirit of

complacency wherever we find it. In China,

where there is very fast growth, and a highly

dynamic environment, I don't expect to see that

and I never do see it when I am there. Finally,

as Cargill China grows, our businesses there

have the great advantage that they can learn

from what has been done in North America and

Western Europe. People talk about telephones

in China. Nobody bothers having a landline,

so they have leapt a generation to mobile

technology. Similarly, our businesses in China

have an opportunity to leap a generation. That is

a huge advantage.

Cargill Voice: What impact, if any, might Fit

to Grow have on our strategy in emerging

markets, including China?

Paul: I think the impact on emerging markets,

including China, is very limited. It is crystal clear.

We are still spending a record amount of capital

this year, but we had to pull some of that back so

that the increase, the acceleration, isn't as great

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corners, either on Guiding Principles issues

or food safety issues. I want to make it clear

to all employees in China and elsewhere that

everything that we have said, that we believe

in, whether that is Guiding Principles, food

safety, diversity, we are serious about it. We

are holding to those despite the downturn in

earnings. Together with them, we can build a

great Cargill business in China.

DIALOGUE

Actions taken have set us on the right path to become a fitter and more agile Cargill

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SSC's Growth Plan in ChinaSSC aims to double revenue by 2020

Jerry Liu, Business Unit Leader, Cargill Starches & Sweeteners China

Since Oct, 2011, Jerry Liu has been the Business Unit

Leader of Cargill Starches & Sweeteners China

and a member of China Leadership Council. Jerry

is focused on business growth in Starches & Sweeteners

business unit and Jerry is the tag for talent

engagement in China.

As the first Chinese BU leader for Cargill China,

Jerry received interview by Cargill Voice to talk

about SSC’s developing strategy and his point of

view on FTG as well as people engagement and

etc.

Cargill Voice: What is the position Starches

and Sweeteners Cargill (SSC) in China’s food

ingredients industry? What are your strategic

plans for the BU? What are the aspects that

you believe to be our core competitiveness?

Jerry Liu: The main businesses of our BU are

corn starches and sweeteners. Our fructose and

maltdextrin is significantly positioned in the

segmented market we target with its profit and

supply volume being ranked in the top three

among carbonated beverages and international

infant milk powder, respectively.

As far as strategic planning, we are continuing

to expanding our investment in China in order

to keep up with the market’s rapid development

pace. Apart from assets in hand, we have

facilities in Pinghu and Songyuan being extended

with newly built production lines for fructose,

glucose syrup and malt dextrin.

In January 2012, the fructose project in Luohe,

Henan Province, began construction. In addition

to that, we are looking actively for appropriate

partners of starches and sweeteners in Northern

China and also in the coastal areas of Southern

China. By 2020, I expect that the overall revenue

of SSC to increase by 100%, reaching top two

in the industry, while profits growing from $10

million to $30 million. At present, our sweetener

business focuses on high-end international food

and beverage customers; however in the near

future, we will enter the other fields including

local food brands, biological fermentation and

the pharmaceutical industries.

Our present core competitiveness include:

reliability, quality, production safety, food safety

along with global relationships that enhance the

Cargill brand. We have identified our need to

develop more core competences so as to fulfill

the organization’s strategic goals. These include -

cost competitiveness to maintain consistent margins;

knowledge application along with enhancing

global technology; furthering R&D capabilities

in fermentation and milling technology; supply

chain; risk management; and a coordinated

customer approach. These additional core

competences under development are being

achieved by consistent adjustment within BU,

enhancing management’s capacity for efficiency

FEATURE STORY

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and performance, as well as support from

headquarters and other relative BUs.

Cargill Voice: With the Fit to Grow strategy

that Cargill is practicing, what are some of

your ideas? How does Fit to Grow involve the

operations of a BU?

Jerry Liu: As many know, Cargill’s balance sheet

is consistently strong and Fit to Grow does not

mean that Cargill has any problems in profits. An

enterprise in stable development has to react in

time to any potential dangers or crisis within the

company. Fit to Grow is the immediate reaction

for Cargill. Fit to Grow is the strategy that lets

the company internally adjust effectively and

optimize processes. Considering China’s entire

environment, I believe Fit to Grow makes us

achieve China 2020 Aspiration better and faster.

For our SSC BU, Fit to Grow is reflected in three

aspects specifically:

First aspect is to seek actively for development

opportunities and to increase project investments,

as mentioned in my answer to the last question.

Secondly, to control costs. In China, enterprises

especially in the corn processing industry

are doomed to failure unless they attach

greater importance to cost controls. Our

profit changes as sugar prices and corn prices

fluctuate, however management costs are

fixed. If we’re unable to control costs, we will

face disadvantageous situations such as losing

market share or incurring substantial losses.

That’s why cost competence saves a company

from failure.

What I’ve personally noticed is that wastes on

projects are the greatest losses. Any mistaken

decision brings about millions and even tens

of millions of losses. In this way, we will make

full discussion over the practicality of projects,

make decisive determinations, and finish

project designing as soon as possible. We will

reasonably choose technologies and facilities, as

well as reduce costs for logistics and production.

By focusing on energy resources reductions,

it’ll allow us to make variable costs reach an

acceptable level.

What I want to emphasize is that financial

prudence has always been the key element to

Cargill’s success. Cargill spends only 70% of its

profit - which leaves us in a healthy position while

being ready to handle future development. We

think of economizing not only when we face

difficulties, we cultivate it as a habit even during

positive times. With frugality and carefully

thought-out expenditures, Cargill has proudly

operated for over 147 years. I know as we work

together, the next century brings a fresh evolution

of how we contribute to society’s global needs.

Finally, we aim to develop employee talent. In

whatever economic climate, talent development

is a crucial element for our company. With the

development of BU, increased postings are

urging appropriate talent to accept new jobs.

Therefore, developing the present team while

absorbing outside talent, are the means that will

allow us to succeed.

Cargill Voice: Would you please elaborate the

concept of connectivity between BUs that you

have proposed?

Jerry Liu: The connectivity and growing

FEATURE STORY

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togetherness among BUs is one of the China

2020 aspirations. I bel ieve the effective

execution of this strategy will greatly improve

the business performance of one Cargill China.

SSC has been working very closely with CAN,

GOSC, CTS and Flavors in the past. We sell many

of our products to CAN plants in the Northeast.

We are working on building feed mills in

Songyuan. CTS has a lecithin plant on site at our

Tianjinplant. We co-located our industrial starch

plant on GOSC Nantong site. Flavors used to

have a plant on site of our Pinghu plant. Now

we are exploring other opportunities with CSA

to grow Cargill’s business together. We truly

hope there will be more connectivity with other

BUs in the near future, while seeking better

collaborative development.

Cargill Voice: Do you have some new concepts

for team construction of BU? What are the

types of employees that SSC prefers? What is

your long-term plan for talent development of

your team?

Jerry Liu: Cargill’s guiding principles are the

very foundation of our business and operations.

Every post requires two points: on one hand,

right direction; on the other, teamwork. Any

successful leader will say a great team is the key

to success. The overall capacity, attitude and

efforts of the team determine the success of a

BU.

So, what kind of talent do our teams need?

Firstly, a strong sense of responsibility and

fidelity. The members of the team should

maintain a high degree of loyalty to the company,

shouldering responsibilities related to the post;

never wavering in the face of setbacks; actively

thinking of solutions to problems; holding

a sense of urgency when dealing with crisis

situations.

Secondly, proficiency of the specialized field,

with a good working knowledge of present

developmental status in industry. Given the corn

processing industry has been exceptionally fierce

in competition nowadays; it requires stronger

proficiency and skills of each team member. A

team should only be led by someone who brings

deep insights and a profound outlook of the

industry. Team members should understand

the stages of corn processing; focusing both

on accumulating actual experience and while

testing theoretical leaning; chasing down sticky

points and doing a worthwhile job.

Thirdly, working attitude of practicality. We

are in the agricultural product processing

industry and it’s intensive in capital, fierce

in competition, rapid in development. This

requires us to understand every connecting link

in the value chain; comprehend and foretell the

demand of customers and feedback from the

market all without being divorced from reality.

Finally, developing talent is crucial. As Cargill’s

business continually develops in China, every

one of us has a great opportunity to develop.

We will need to bear greater risks and utilize our

talents. We will emphasize more on our newly-

recruited employees, offering sufficient training

and communication. When we notice problems,

we will point them out and give suggestions;

when facing challenges; we will encourage and

build our employees. Excessive talk and over-

hyped enthusiasm never serves anyone. It

FEATURE STORY

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just spoils good character. However we should

never be so narrow in our approach such that it

hinders our young employees.

Cargill Voice: You are the very first Chinese

person to work as a BU leader in Cargill. Would

you share with employees your personal

growing experience and what makes you

succeed in Cargill? Do you have any suggestions

for Cargill’s young Chinese employees?

Jerry Liu: I have three short and distinct points

to share with my fellow Chinese employees:

Firstly, Plan your personal career. Having good

planning enables you to hold the long term view.

Focusing only on salary or work locations is short

sighted as you would miss many posts that bring

greater personal improvement and training

opportunities.

Secondly, Be more patient and avoid complaining.

Observe others’ advantages and seek to correct

your own personal weaknesses.

Thirdly, Care more, do a little extra than what’s

asked for and take pride in the work you do.

Believe me, it shows to everyone around you.

Cargill Voice: You conferred Excellent Youth

of Songyuan in 2011, and the award of RMB

60,000 was devoted to building the Cargill

Bio-Chemical Library. What is your opinion on

how to balance corporate responsibility and

commercial interest?

Jerry Liu: I believe it’s not so much of balancing

– but of being an extension of one another.

Corporate responsibility I feel is connected

closely to earnings. The reason for an enterprise

to drive good earnings is because only a healthy

company can give back to the community, its

surrounding neighborhoods and to its dedicated

employees. And in turn, the company is rewarded

by rich community closeness and meaningful

employee engagement. At SSC, the focus on

continuously developing our BU enables us

to be better equipped to make a difference in

this area. Any enterprise that struggles with

profitability, will inevitably neglect innovation,

community devotion and employee involvement.

It’s why I know that the healthy profit of an

enterprise is the very foundation of corporate

social responsibility. As an example, every

year, SSC donations support rural education by

helping establish sports facilities at schools and

by developing sports education. This is where

SSC steps in to help.

Personally I feel glad and grateful if I can do

something for our employees. Given the cultural

life in Songyuan is comparatively quiet to the

bustle of Shanghai, many of our colleagues

desire to learn, but the community lacks of

support.

FEATURE STORY

11BUSINESS DEVELOPMENT AND UPDATES

Cargill Specialty Asia

In order to better serve our specialty customers

in Asia and drive growth in the Asian market,

Cargill established the Cargill Specialty Asia

business unit, combining the Asian business units

of Cargill Texturizing Solutions and Cargill Health

& Nutrition (except Japan), in September. Yusuf

Wazirzada leads the new business unit.

“I am deeply honored to be a part of this team

and I believe we can build a very exciting future

together,” said Wazirzada. “The creation of the

business unit underscores Cargill’s commitment

and desire to grow in these markets.”

For the past few years, Cargill Texturizing

Solutions and Cargill Health & Nutrition have

realized significant growth in Asia, positioning

the new business unit for success. And according

to Wazirzada, the new business unit has a

distinct competitive advantage: its talent.

“We have inherited great people from two of

Cargill’s existing businesses and we have been

tasked to build CSA into another significant and

sustainable business for Cargill,” he said. “And

as the business grows, there will be growth

opportunities for our talent, as well.”

CSA employees have been working collaboratively

with their colleagues in CTS and CHN to plan

and execute a smooth transition to CSA. Their

transition work involves delivering on a set of

priorities, including:

•Delivering on the business unit ’s promise

internally and to its customers,

•Staying engaged and motivated during the

transition period (and beyond), and

•Undertaking an initial assessment of the future

direction of CSA in terms of the opportunities,

challenges and risks.

“From the standpoint of our customers, we need

to understand the synergies of our combined

talent and portfolios and how that enables us to

serve them better and create value for Cargill,”

said Wazirzada. “Some things will change, but

we will do what is best from a business, team,

and customer standpoint and leverage the great

talent pool we have.”

CAPC Anhui project received business license

After three years of effort, on December 21,

2011, Cargill Animal Protein achieved a major

milestone - it received its business license in

Chuzhou Anhui province, which means the legal

entity for the Chuzhou (Anhui) project is officially

established.

“We overcame great challenges to attain the

business permit,” explained Chris Langholz,

Business Unit Leader of Cargill Animal Protein

China (CAPC), “Our project is one of the largest

single investments in Chinese agriculture. It

is not easy for the government, including the

Environmental Bureau, to understand the

complexity of what we are trying to accomplish.”

“We believe this project is an example of terrific

teamwork by not only the CAPC team, but

also the broader Cargill team in China. These

teams demonstrated the power of one Cargill

working together to tackle a large and complex

project that has significant importance to our

CAPS platform, as well as the customers who

12BUSINESS DEVELOPMENT AND UPDATES

believe in Cargill,” said Jerry Rose, Corporate Vice

President.

Having a fully integrated business will allow

Cargill to have better control over food safety

practices in the supply chain. The $200 million

investment will employ 5,000 people and is

the latest example of Cargill’s efforts to help

modernize agricultural and food safety practices

in China.

Now that the business has acquired the license,

the next step is to complete the project promptly

in order to deliver the commitment to customers

on time.

SSC holds cornerstone laying ceremony in LuoheAt Luohe, a county-level city in central Henan

province, the cornerstone-laying ceremony

of Cargil l Food (Luohe) Company Ltd was

unveiled on January 12th, 2012. With over half

a year’s dedicated efforts, Cargill Starches and

Sweeteners China (SSC) acquired business license

and officially established Cargill Food (Luohe)

Company Ltd on December 16th, 2011.

“Today marks an exciting milestone for the

successful partnership between Cargill, Luohe

and our customers,” said Jerry Liu, Business

Unit Leader of Cargill Starches and Sweeteners

China (SSC), “We have been working together

towards the same goals of upgrading food safety

standards, promoting sustainable development

of the Chinese food ingredients industry, and

propelling the industry to a new height in China.”

Beginning back in the summer of 2011, staff

from SSC visited the Luohe development zone to

research potential strategic benefits of locating a

plant in the city. After in-depth investigation and

fruitful negotiations, on September 15th, SSC

signed an agreement with the Luohe government

for the construction of a new fructose facility.

This signified a historical step forward to the

success of the entire project.

With a planned completion by June of 2013,

the total investment for the project will reach

US$67.4 million and have an annual fructose

output of 0.24 million tons. The project facility is

located adjacent to Cargill’s key customers and

partners like Coca-Cola, Pepsi and Uni-President.

This ensures that we will provide greater value

and more efficient service to our customers.

The cornerstone laying ceremony of Cargill Food(Luohe)Company Ltd.

13BUSINESS DEVELOPMENT AND UPDATES

Acquisition of Provimi

On November 22 2011, Cargill completed its

strategic investment to acquire Provimi, a global

animal nutrition company, for an enterprise value

of Euro $1.5 billion (US $2.1 billion). By building

on the existing strengths of the two companies,

we are creating a global leader in animal nutrition

with the ability to offer the broadest array of

products, services and capabilities.

We welcomed more than 7,000 new employees

to the Cargill family, and the new business brings

together the complementary animal nutrition

expertise and operations of Cargill and Provimi.

In China, there are three facilities, located in

Ganyu (Jiangsu Province), Nanning (Guangxi

Province) and Banan (Chongqing City), with

altogether 241 employees.

Cargill’s core expertise in compound feed, supply

chain and risk management will come together

with Provimi’s wide range of nutritional expertise,

technology and portfolio of premix, additives and

ingredients to deliver an unrivalled full service

offering to customers worldwide. Together our

new animal nutrition business benefits from

a global network spanning 37 countries and

employing more than 16,000 people in 250

facilities around the world, as well as a wide

ranging portfolio of products serving all the

major segments of the animal nutrition industry.

A new animal nutrition platform, called Cargill

Animal Nutrition, will include two business

units – Cargill Premix & Nutrition (CPN) and

Cargill Feed & Nutrition (CFN). The platform that

comprises our animal protein and salt businesses

is renamed the Cargill Animal Protein & Salt

(CAPS) platform.

Sale of flavors business

Cargill completed the sale of its global flavors

business to Kerry, the ingredients, flavors and

consumer foods group, on Dec. 4, 2011.

Cargill and Kerry Group announced in July 2011

that they were holding exclusive discussions

and a definitive sales agreement was signed on

September 22. After obtaining clearance from

competition authorities, Cargill and Kerry were

able to conclude the transaction.

Kerry Group is a leading global food ingredients

and flavors provider and a leading consumer

foods processor in the UK and Irish markets.

Through its manufacturing, technical and

customer service facilities spread throughout

23 countries across EMEA, American and Asia-

Pacific markets, Kerry partners with customers

globally to provide ingredients and flavors

solutions across all food and beverage end-use

markets.

The deal included flavors business activities in

22 countries and production facilities in Europe,

North America and Asia. The sale involved the

transfer of around 700 Cargill employees to Kerry

Group. The juice blends and compounds activities

were not included in this sale, remaining within

Cargill.

14REPUTATION IN CHINA

Cargill holds S&D seminar with key government stakeholders

From November 21st to 23rd 2011, Cargill held five sessions

of an agricultural products supply & demand (S&D)

seminar respectively with the National Development

and Reform Commission (NDRC), Ministry of Finance

(MOF), State Administration of Grain (SAG), General

Administration of Quality Supervision, Inspection

and Quarantine(AQSIQ) and Ministry of Commerce

(MOFCOM). During the sessions, senior managers from

Cargill World Trading Unit (WTU) and Grain and Oilseeds

Supply Chain Great China & Korea (GOSC) shared

analysis on supply and demand of soybean, corn and

wheat in the global and China market, and exchanged

opinions with attendees on trend of agricultural

products global trading.

The sessions received full recognition from the

attendees. In particular, the session with AQSIQ

marks the first time that this ministry has had in-

depth discussion and technical exchange with

multinational companies. Hosted by head of

the department of animal and plant quarantine

supervision, the session gathered from nationwide

over 50 officials, who provided positive feedbacks

that the session helped them gain a systematic

understanding of global agricultural product

market. The officials were impressed by Cargill

team’s expertise and dedication to the business

they serve. Attendees from other ministries also

extended heart-felt gratitude for Cargill arranging

this seminar and expressed the interest that they

are looking for more opportunities proactively in

the future for information sharing and cooperation

in other businesses with Cargill.

“We are proud that we can share our global

experience with key stakeholders. It is one of our

effective approach to participate in and support the

development of China,” said Robert Aspell, Cargill

China President, who is the initiator of this seminar,

“Along with enhanced government relations,

Cargill has made progress towards building mutual

understanding with the Chinese government and

helping shape freedom to operate in China.”

The seminar was coordinated by Corporate

Affairs team who worked closely with GOSC and

WTU teams in a bid to deliver a quality seminar.

During the six months’ preparation, the Cargill

team conducted several rounds of conversation

with government stakeholders, in order to better

understand their needs. They also discussed agenda

and content of the seminar, and worked on detailed

presentation that addresses the stakeholders’ most

interested topics. With first-hand S&D dynamics,

multi-dimensional analysis and systematic models,

the team demonstrated Cargill’s integrated strength

in cross-region industry chain management and

reinforced the image of Cargill as an industry leader

with global experience and technical expertise.

“The seminar helped us successfully establish

reputation of Cargill China amongst central-

level government agencies,” said Shelly Shi,

Vice President, Corporate Affairs Cargill China,

“Meanwhile, we had better understanding of the

government stakeholders and related policies. We

will continue this program that could bring us a

win-win outcome.”

The S&D seminar received full recognition from the attendees

15REPUTATION IN CHINA

Cargill leverages Guangdong government meetings to enhance reputation

Guangdong is one of the most important provinces

in Cargill’s footprint within China. Four business

units, including Cargill Animal Nutrition, Refined

Oils China & Malaysia, and Cargill Grain & Oilseeds

Supply Chain Great China & Korea, have their

operations centers in Guangdong. Cargill China

has always attached great importance to the

relationship with Guangdong provincial government

and every year, arranges and participates in

meetings with the Guangdong government.

On September 29-30, the business conference

on cooperation between Guangdong province

and the fortune global 500 companies and large

overseas enterprises was held in Guangzhou.

This grand event, which was co-organized by

the Ministry of Commerce (MOFCOM) and

Guangdong provincial government, provides

a good communication platform for both the

government and 280 multinational companies.

During this event, Mr. Wang Yang, Member of

Politburo of CPC Central Committee and Secretary

of CPC Guangdong Provincial Committee, and

Mr. Huang Huahua, Vice Secretary of Guangdong

Provincial Committee, Governor of Guangdong

Province jointly hosted a small group meeting,

in which only eight multinational companies.

At this meeting, Cargill China President Robert

Aspell gave introduction on progress of Cargill’s

businesses in Guangdong, including Grain and

Oilseeds Supply Chain, Refined Oils, Animal

Nutrition as well as Ferrous. Moreover, Robert

shared Cargill long-term growth vision in China,

and he also provided suggestions on how to

further improve operation environment in

Guangdong.

In addition, Refined Oils China & Malaysia (ROCM)

signed an memorandum of understanding (MOU)

with Dongguan government for investment in

a specialty fats project; as well as Cargill Animal

Nutrition signed a MOU with Yangjiang government

for an aqua feed project.

At an appreciation luncheon hosted by the Guangdong

government on September 29, Robert introduced Cargill

China and 24 business units’ development progress

in China, when meeting with Mr. Wang Chao, Vice

Minister of MOFCOM and Ms. Ma Xiuhong, former

Vice Minister of MOFCOM and director-general of

China Foreign Trade Center.

On September 30, the Environment Introduction

and Promotion Meeting of Guangdong Eastern

and Northwest Region was held in Guangzhou. In

attendance of this meeting were mayors and vice

mayors of 17 cities. Cargill was the only multinational

company being invited to this meeting, and

Shelly Shi, Vice President, Corporate Affairs Cargill

China delivered a speech on Cargill business

performance and China’s growth strategy.

Robert Aspell signed MOU of specialtyfats project with Yuan Guochao, Mayor ofMacong Town in Dongguan City

16

Mr. Langholz was named Business Counselor of

Anhui Province. Subsequently, he received interviews

by representatives of provincial media and the Lai’an

poultry project was covered in 20 stories on Anhui TV,

Anhui Daily, Xinhua Net and etc, resulting in extensive

coverage for the Cargill brand.

In the same month, the Lai’an project obtained Environ

-ment Impact Assessment approval from the

provincial Environmental Bureau. On December 8th,

project registration was successfully approved by the

provincial Development and Reform Commission

and the Lai’an project is progressing stably.

Chris Langholz received honorable certificate of Business Counselor of Anhui from Governor Wang Sanyu

REPUTATION IN CHINA

CAPC builds relationship with Anhui government making progress on poultry projectChris Langholz named Business Counselor of Anhui

Cargill Animal Protein China has always been

devoted to engaging and creating a positive

relationship with the government. One way

they do this is by meeting with government

officials, including a series of meetings with

Anhui provincial government officials in the first

quarter of fiscal year 2012.

The first meeting, an Anhui-US Trade Promotion

meeting held on July 18th in Annapolis, US. Mr. Jerry

Rose, Corporate Vice President and Mr. Chris Langholz,

President of CAPC, were received by Anhui provincial

governor Mr. Wang Sanyu. After being cordially seated

as the second guest of honor, Jerry spoke to the group

about Cargill and its $200 million investment in a

vertical poultry project in Lai’an County.

The investment will cover hatching, feed production,

farming and processing, with an annual production

of 65 million chickens. Witnessed by Governor Mr.

Wang and other important officials, Chris signed the

investment agreement with Mr. Jin Weijia, Secretary

of CPC, Lai’an County. The meeting helped open a

new chapter for a positive relationship with Anhui

provincial government at a high level.

On November 8-11, Chris was invited by the Anhui

government to the Seventh Investment and Trade

Expo Anhui China. On the afternoon of the 8th

November, he was received by Provincial Secretary

of CPC Mr. Zhang Baoshun, Deputy Secretary of CPC

Mr. Sun Jinlong, Deputy Governor Hua Jianhui,

and others.

During the welcome banquet in the evening,

Chris communicated the poultry project progress

to Deputy Governor Yu and Director Shen from the

provincial Development and Reform Commission,

and gained their support. The welcome banquet

was also attended by Edmund Ho Hau-wah, Deputy

Chairman of CPPCC and former Chief Executive of

the Macau Special Administrative Region. Through

these interactions with senior government officials,

Cargill began building a brand of high trust with the

government.

On the morning of the 9th, good news came that

17REPUTATION IN CHINA

SSC receives visit from Luohe government

On Dec. 13, 2011, Cargill Starches and Sweeteners

China business unit leader Jerry Liu and the team

received a visit from Mr. Cao Cunzheng, Mayor of

Luohe City and his team. The visit was the second time

that representatives from the Luohe government paid

a formal visit to Cargill. During the meeting, Jerry Liu

introduced Cargill’s history and business operations,

as well as Cargill’s strong commitment to growing with

China.

In September 2011, Cargill signed an agreement to

build a fructose plant with the Luohe government.

Mayor Cao committed to providing high quality,

convenient and efficient service so as to propel the

project more smoothly.

According to Jerry Liu, the Luohe government is a key

partner for Cargill in central China. “Cargill hopes that

our businesses in Luohe will promote local economic

development to help achieve breakthroughs in China’s

food industry, especially related to food safety.”

Liu added that Cargill is impressed with Luohe’s

geographic advantages, as well as the broad vision and

highly efficient support from the Luohe government.

In the future, Cargill expects to continue to cooperate

with Luohe in a more extensive manner.

“Cargill impressed me, with its 147 history, a wide

range of business portfolio and high business ethics

while keeping a low-profile. Cargill continues to grow

in China and always strictly follows China’s regulations

and laws, which wins respect from competitors and

governmental functions alike,” said Cao.

Cargill recognized as top China recruiter

In December 2011, the team earned Cargill the

“Best Campus Recruitment Award” from China-

Europe International Business School (CEIBS), the

No.1 business school in China. The award was the

first in history conferred by CEIBS and was given

in recognition of Cargill’s excellence in campus

recruitment planning and implementation at the

school in 2011.

During this year’s recruitment program, SBD delivered

an informative company presentation to students,

prepared candidates by conducting case interview

practice sessions, introduced top talent to Cargill

managers through informal discussions and formal

interviews, and collaborated with CEIBS professors

to position Cargill to students as a challenging and

rewarding company that makes strategic choices as

it grows in China. This investment in CEIBS as a core

school for Cargill can be held as a model for future

Cargill campus programs in China.

Mark Lueking, SBD head of China, said that earning

the award is a testament to the efforts of the entire

Jerry Liu and Cao CunZheng, Mayor of Luohe exchanged Chinese New Year gifts

18REPUTATION IN CHINA

CEIBS recruiting team. “Building our reputation and

deepening our relationships should position us nicely

to continue to attract top talent for SBD and Cargill,”

he said.

According to Nancy Qiu, head of HR Shared Services

for Cargill China, the award is especially meaningful

because Cargill, along with most businesses in China,

is still learning how to operate in China’s incredibly

competitive recruiting environment.

“There is low awareness of Cargill in China, making

it more difficult to recruit new employees. This is

especially true in rural areas, where many of our

facilities are located,” said Qiu. “We not only compete

for talent with other multinational companies but

with big state-owned companies as well.”

According to Sherry Hu of the CEIBS Career Development

Center, Cargill received the award for its performance

against 3 criteria voted “most popular company

presentation of the year” by the students, high rating

on professional handling of the interview/selection

process, and good campus presence through various

engagements with students.

“It is an honor to be the first recipient of this recognition

and award,” said Adeline Ooi, who coordinates

recruiting activities for SBD Asia. “Cargill has always

been devoted to connections with schools, and it

really sets the bar higher for us next year!”

19CUSTOMER FOCUS

ROCM hosts vegoils customer event in Sanya

The Fifth Cargill China Vegoil Customer Event was

held in Sanya, Hainan Province, during 12th and 13th

December, 2011. More than 150 customers of Refined

Oils China and Malaysia from around the country

attended the two-day event for sharing information,

exchanging ideas and establishing mutual trust.

During the event, Tony Kettinger, ROCM Business

Unit Leader, briefed the audiences on the recent

development of Cargill businesses in the global

and China markets. He emphasized that with

market conditions continuing to be uncertain both

domestically and globally, ROCM will further enhance

its efforts in customer focus and will endeavor to

build stronger partnership with customers across the

nation.

The event aimed to help Cargill strengthen communi-

cations with customers and help customers better

understand how Cargill can help create win-win

partnership. Representatives from Grain and Oilseeds

Supply Chain Greater China & Korea (GOSC) risk

management team shared their views on vegetable

oils market trend. Five individual sessions were

designed to facilitate in-depth discussion between

the Cargill commercial team and customers on

topics regarding market trend, food safety and sale

management.

In addition, Cargill’s approach to corporate responsibility

was shared with attendees by Grace Ma, GOSC

External Relations Officer.

The event also offered a valuable occasion for ROCM

to better understand its customer needs. Feedback

obtained from the customers during the event will

help ROCM finetune business in the future to create

greater value for customers.

Cocoa supply chain to Mars

Cargill Cocoa & Chocolate is making a difference for

both cocoa farmers and customers with its long-term

efforts to promote responsible and sustainable supply

chains. The business recently was honored with the

“Ensuring Responsible Supply Award” from Mars

China. The award is presented by Mars China every

two years.

“Cargill fulfills its commitment to promoting cocoa

supply sustainability through improving farmer

20

to improve education and health care in rural

communities.

With its presence and network on the ground,

Cargill is in a unique position to support farmers,

communities, and the sustainable future of cocoa.

Nicolas Seegmüller received the “Ensuring Responsible Supply Award” from Shaughan Kennedy (left) from Mars China

CUSTOMER FOCUS

livelihood, supporting local communities and

minimizing environmental impacts,” said Shaughan

Kennedy, vice president, R&D, Mars China. “We

are impressed by Cargill’s efforts that have reached

over 200,000 farmers in origin countries, for helping

improve their livelihood.”

“We are honored to receive such high recognition

from Mars,” said Nicolas Seegmüller, commercial

director Asia Pacific, Cargill Cocoa & Chocolate. “The

infrastructure that we put in place ensures that cocoa

is grown in a sustainable and responsible manner

and to the highest possible quality.”

To secure a high-quality and sustainable supply of

cocoa beans, Cargill established its own sourcing

operations in Brazil, Cameroon, Côte d’Ivoire,

Indonesia and Vietnam. For a decade, Cargill has

been active in farmer education in cocoa-growing

regions, focusing on advanced farming techniques

and post-harvest activities such as pruning,

plantation renewal, and cocoa fermentation

methods.

For years, Cargill has been partnering with non-

governmental organizations and local governments

21CHANGE MANAGEMENT - FIT TO GROW

CAN China-FTG in full swing

Last October, FTG was one of key topics on the table

of the Area Leadership Meeting in CAN China. The

planned investment from Cargill headquarters will

be kept with no change; the integration of Provimi’s

three plants is ongoing, ten mills are at various

phases of construction (from land preparation to

pilot production) and four additional locations have

received approval for capital investment to move

ahead with new land purchase. So how the CAN

team live up to the FTG in their daily work?

CAN China formed RMRM (right market, right

model) team last October. This team aims to

identify potential profit pools of poultry raising and

livestock breeding in China, prioritizing resources

towards specific customer segments and delivering

appropriate products and services to targeted market

segments. There were also organizational and

operational process adjustments in a bid to make the

business more agile to deliver more efficient service

to customers.

Last November, the monogastric sales team

conducted Lean Management by dividing the market

into six parts. As a result, its sales exceeded their

target by 120%, which created a record-breaking

month. The ruminant sales volume increased by

133% in FY 2011 compared to the previous year,

through generating a new team structure, adjusting

product portfolios and providing training for 343

farm managers.

Meanwhile, cost control and process optimization

are essential to CAN. In eastern China, employees in

Jiaxing plant observed that color-printing tectorial-

membrane packaging bags are not eco-friendly for

recycling. They found it would be better to adopt

woven bags. Currently, packaging of one product has

been changed to woven bags, which has helped save

10,000 yuan each month. This approach also helps

farmers in disposing of used packages (0.5 yuan for

every disposed package), which was appreciated

by our customers; meanwhile the approach also

mitigates environmental impact by waste plastics. In

Jinlin, employees suggested use steam pipelines with

pelletizing systems in old workshops, which save fuel

cost by 2,500 yuan each day. In Fushun, employees

on the production line advise that using hydraulic

operating gear will save human resources, which

will also enhance employee safety. In Langfang,

employees enhanced equipment renovation and

improved production process. For example, they are

now upgrading their mixture process which reduces

mixing time by 20 seconds per run; RM stock on

pallets increased their dumping efficiency by 20%

from March 2011. Furthermore, in order to save

energy cost, Langfang changed the boiler burner fuel

from oil to gas in December 2010, which resulted in

saving 722,258 yuan from January to November of

2011.

GOSC- Optimize the Process

Fit to Grow for Grain and Oilseeds Supply Chain

Great China and Korea (GOSC) means working

together to make the BU more agile and striving

to become best performing BU within the CASC

platform.

When the bean desk imports soybeans for the

crushing plants, freight cost contributes 5-10% to

the total cost. To optimize the process, the supply

chain team identified some areas to be improved. A

detailed work process and a monitoring mechanism

were established as a result of joint efforts amongst

the supply chain team, bean desk, plants and ports.

22CHANGE MANAGEMENT - FIT TO GROW

Consequently, GOSC plants respectively in Nantong

and Yangjiang have been performing very well in both

lay time control and effective discharge rate.

Furthermore, the supply chain team members

also developed a new solution to capture the cost

saving. From September to November 2011, the

Nantong plant saved US $276,000 on four vessels as

well as a 40% improvement of the actual discharge

performance each day (unit: metric tons) at Carda

port. With the same solution, the Yangjiang plant

saved US $82,000 on three vessels and set a new

unloading performance record for Brazilian bean

imports. Across the BU, the team has saved USD

$335,000 since changing the paper discharge rate.

While the bean team generates encouraging

achievements, the corn team also had an internal

discussion on how contribute to the Fit to Grow

strategy. Eliminating unnecessary agencies is the

key approach which is estimated to save roughly 1.1

million yuan ($175,000) on an annual basis. In the

meantime, the core team is looking for opportunities

to optimize cost structure in the middle and long term

for getting fitter.

23

they can learn from the leaders.

This is the first time the two BUs have had a

structured program to expedite the learning of

trainees. The trainees will have their performance

appraised every six months and after one year,

they will be assigned in their respective functions,

such as supply chain, operations, human resources,

commercial, finance and trading.

“We will continuously solicit feedback from the

management teams as well as the trainees as the

program goes on, so as to fine-tune the program and

ensure its effectiveness,” said Tam.

Trainees participate in a team building activity on trust and collaboration.

CAREER DEVELOPMENT

Graduate Trainee Program-Engaging young talent and building pipeline to

support growth

As businesses expand quickly in China, the competition

for talent gets fiercer and talent attraction and

retention remain a key challenge for companies,

including Cargill.

In an effort to address this issue, two business units—

Grain & Oilseeds Supply Chain Greater China & Korea

(GOSC) and Refined Oils China & Malaysia (ROCM)—

kicked off a one-year graduate trainee program in July

last year. Through this program, the two BUs hope to

engage university graduates by helping them quickly

integrate into the Cargill family, as well as build up the

skills the businesses require.

The graduates who join the program are assigned

trainee roles and receive on-the-job training to

enhance their technical skills. In addition, they

participate in group training sessions to help them

better understand Cargill’s culture and businesses,

and gain soft skills in communications, time

management, problem solving and decision making.

For example, from September 19-23, in Hangzhou,

Zhejiang province, more than 50 trainees from

different locations of the two BUs participated in one

of the group training sessions, called “Trainee Camp.”

During this training, trainees learned about Cargill and

began to build an informal network.

“Through this program, we are building a talent

pipeline to support the growth of our businesses.

We want to provide a holistic view of Cargill for the

university graduates, though they would work for

different functions. Also, we are creating a supportive

environment to engage them with this big Cargill

family,” said Patricia Tam, Learning & Development

Lead for GOSC & ROCM.

An important component of this program is the

leadership support provided to the trainees, which

has two parts: a “buddy system” and “learning tables

with leaders”. In the first six months of this program,

each trainee is assigned one partner (also called

a “buddy”) for initial guidance on work and other

administrative procedures. The buddy must be a solid

performer within the business who is able to illustrate

the key elements of the Cargill Leadership Model. In

addition, trainees have face-to-face discussions twice

a year with senior leaders within the business so that

24

Growing with Cargill

CAREER DEVELOPMENT

While Cargill’s “Fit to Grow” is only a few months old,

employees Katherine Huang, product line leader for

China Food and Industrial Oils (FIO) Specialty Fats

and Bulk, Cargill Refined Oils China and Malaysia,

and Terry Tao, south China feed protein commercial

manager, Cargill Grain and Oilseeds Supply Chain

Greater China and Korea, have long approached their

career development by following some of the same

philosophies: being practical, resisting complexity and

working quickly. In less than six years, both employees

have managed to develop their skills and take on

several different roles as a result.

Collaboration

According to Terry, who joined Cargill in 2005 as a

commercial trainee at a JV crush plant in Machong,

south China, collaboration has been an important

component to his career development, and also is key

to Cargill becoming the fitter, more agile organization

that it strives to be.

“From my own experience, we have very professional

functional teams who are always willing to share

their insights. It can be difficult to achieve the best

solutions when each function operates independently

rather than working together and thinking from the

company perspective,” he said. “I’ve been fortunate

that other functions have provided a lot of support

and professional advice to me in my changing

roles and it is great for me to see more and closer

collaboration for Cargill’s ongoing improvement.”

The importance of trust

To achieve his own goals in his career that so far

includes positions such as soybean meal trainee,

soybean purchaser, soybean merchant and now

regional commercial manager, Terry said he most

credits the trust he has received from his managers

and colleagues.

“Whenever I have been promoted to a new position, I

always felt trusted by the people around me,” he said.

“They helped me to work through any challenges and

always told me, “We believe in you!”

Good timing

Katherine said that good timing has most helped her

progress in her career. She joined Cargill in 2006 as a

vegetable oil merchant when Cargill China’s tropical

oils business began without an existing customer

base. And as the China market has developed, Cargill’s

oil business has grown to include oil refineries, palm

Katherine Huang Profile

Education: MBA, Hong Kong University

Current job: Product Line Leader- China FIO Specialty

Fats and Bulk

Hobbies: Hiking, playing with kids

Hometown: Jilin, China

Terry Tao Profile

Education: Bachelor’s in Food Science and Technology ,

Jiangnan University

Current job: South China Feed Protein Commercial

Manager

Hobbies: Basketball, reading

Hometown: Yangzhou Jiangsu Province, China

25CAREER DEVELOPMENT

fractionation facilities and more, and Katherine’s

career also has grown to include positions such as

sales manager and product lead.

Katherine says that during her time at Cargill, her

greatest achievement has been seeing the Food and

Industrial Oils team’s growth in the last three years.

“I can't deny that our path has been complicated,

but step by step, things are getting simpler. I am very

proud of this team, with their passion for learning

and sharing, persistence to conquer difficulties and

creative thinking for customer solutions. The key

to our success has been to build a relationship on

learning together, growing together and having fun!”

Ideas for YOUR success

The key to successfully growing and developing your

own career at Cargill, Katherine said, is to follow your

heart and choose a job you really, deeply love. “Live in

the present and make it beautiful!” she said.

Terry advises asking questions, working hard and

always remembering that your career development

is linked to the company’s development. Most

importantly, he suggests being willing to face

challenges in order to develop faster.

As Cargill continues to face its own challenges with Fit

to Grow, employees like Katherine and Terry, who are

willing to learn and grow along with our company, will

be crucial to our organization’s success.

26CORPORATE RESPONSIBILITY

Last year, Cargill China Corporate Responsibility

Committee made consensus on the three strategic

focus areas of corporate responsibility; Food Security

(Rural Development and Agriculture Modernization),

Food Safety and Environment.

What role do you play in ensuring food safety at Cargill?

According to Dr. Yunling Zheng, Cargill regional quality

director for the Asia Pacific region, one load of high

fructose corn syrup can make 1 million cans of soda in

China.

“Which means, if one load of our product has a food

safety problem, a lot of our customers’ products have

problems,” she said.

Now more than ever, providing safe food is critical

to Cargill’s reputation, brand and ultimately our

very success. Food safety is not just an issue that’s

important on the production line—it impacts all

areas of Cargill. In fact, food safety is every Cargill

employee’s responsibility.

In China, Zheng explained that Cargill is committed

to building a leadership role in food safety, thanks

in part to a few initiatives to improve food safety

standards and build a preventative culture, including

a best-practice sharing program with multinational

food manufacturers including Kraft, Nestle, Unilever,

General Mills, Mars, Yum, McDonald’s, Coca-Cola, and

Pepsi-Co; and a food safety training program for small

and medium-sized enterprises, in partnership with

Shanghai Jiaotong University.

Still, there is work to be done in China and elsewhere.

In an effort to bring the concept of food safety to

life for employees – no matter what their role – the

Food Safety Risk Committee is launching a food safety

awareness campaign. This campaign is intended to

garner attention, create excitement and connect food

safety to personal responsibility and accountability.

The campaign provides posters, table tents, Power

Point Templates and a simply stated video.

This is part of a global Cargill campaign – and you’ll see

employees featured outside of “the usual suspects” to

illustrate that food safety is everyone’s responsibility.

In this first round, the campaign features employees

from Cargill Transportation and Logistics (CTL),

Procurement, Sales, Maintenance and Production.

And in the spirit of keeping this global, employees

are represented from France, UK, Ghana, Canada,

Malaysia and Brazil.

The creative campaign is just the start. We will

continue to build awareness around food safety with

regular communications to ensure that food safety is

a high-priority topic within China, and everywhere.

“We’re building our brand, and this brand needs

to be very strong. Food safety is not negotiable and

we all play a role in driving a culture of food safety at

Cargill,” said Dr. Zheng.

For more information, please visit

http://understanding.cargill.com/food-safety/

World Food Day

On October 16 2011, Cargill, together with the Ministry

of Agriculture (MOA), the State Administration

of Grain (SAG), and the UN Food and Agriculture

Organization (FAO), held an opening ceremony for the

weeklong "2011 World Food Day - Love Food, Save

Food" campaign in Ningbo. This year’s event focused

on food security, with an effort to increase people's

27CORPORATE RESPONSIBILITY

awareness of saving food resources to help ensure

the sustainable development of China's agricultural

industry. Robert Aspell, Cargill China President and

Shelly Shi, Vice President, Corporate Affairs Cargill

China participated in this ceremony.

Before the ceremony, while meeting respectively

with Mr. Wang Ying, Director-general of Department

of International Cooperation of MOA, Ms. Zhang

Guifeng, Deputy-director of SAG and Mr. Liu Xiaonan,

Deputy-director of Department of Trade of National

Development and Reform Commission (NDRC),

Robert discussed with them on topics including

the 12th Five-year Plan on National Agriculture

and Rural Economic Development, and shared our

global engagement in the World Food Day, as well as

Cargill’s corporate responsibility efforts.

As the exclusive partner of this event, Cargill Cares

Councils located throughout the country will hold

weeklong "National Food Saving" campaigns at more

than 12 locations, including in Tianjin, Chongqing,

Nantong and Yangjiang, to raise awareness in local

communities about saving food.

Cargill Cares Rural Education Program closing ceremony

September 2 2011, Cargill together with China

Children and Teenagers' Fund (CCTF) held a

ceremony in Zhenhua Elementary school in

Changping District, Beijing for the closing ceremony

of Cargill Cares Rural Education Program. The four-

year program was completed with rebuilding or

renovating classroom buildings in 21 elementary

schools, and establishing “Cargill Cares Library” in 20

elementary schools. The last Cargill Cares Library was

opened in Zhenhua on the same day.

In 2008, Cargill donated USD 1 million to CCTF to

establish the Cargill Cares Rural Education Program

to fulfill the commitment to supporting rural

development and providing rural children with better

education environment and resources. The program

benefits at least 14,000 rural children every year,

according to CCTF. Cargill employees also donated

time and effort by actively participating in various

volunteer teaching projects to help promote rural

education in China.

Robert Aspell in meeting with Ms. Zhang Guifeng, Deputy-director of SAG

28CORPORATE RESPONSIBILITY

Robert Aspell and Chen Xiaoxia, Secretary General of China Children and Teenagers Fund unveiled the Cargill Cares Library

47 employees participated in International Marathon in Shenzhen

In fire drill, employees learnt how to use extinguishers

Run for Rural Development

December 2011 marks consecutively the seventh

time that Cargill has organized employees to

participate in the international marathon events. Over

400 employees joined the events in Beijing, Shanghai

and Shenzhen. In 2005, Gerrit Hueting, business

unit leader of Starches and Sweeteners Asia at that

time initiated this event to call for Cargill employees,

customers and partners’ participation and raise funds

for rural development, in hopes of increasing public

awareness for sustainable development in rural areas.

The fund being raised through years has been used

to improve educational condition in rural schools,

including renovating facility, building libraries and

sponsoring handicapped rural kids.

For years, Cargill has been utilizing global experience

and expertise to helping promote rural development

in China. Through corporate responsibility projects,

Cargill is committed to contributing to agriculture

modernization, farmers’ income increase and

sustainable development of rural area.

Safety Week in Nantong

On October 17, 2011, GOSC Nantong plant launched

a one-week work safety training program.

29

5 Years in Cargill

(until 2011/09 – 12)

Starches and

Sweeteners China

Tianjin

Gao Yufeng

Guo Liang

Ma Fengshuang

Yan Bin

Zhang Lin

Zhang Peige

Zheng Jiajun

Zhang Wenli

Songyuan

Fu Zhongchengr

Chen Qinlong

Li Yongquan

Liu Bo

Liang Xiaolong

Bo Guangyu

Liu Zhiguo

Lian Zhongliang

Dong Hongmei

Xu Chao

Feng Ying

Zang Yuanbo

Zhao Xingyu

Sui Jiwen

Liu Lipeng

Fan Liming

Zhang Ximing

Tian Xianwen

Ma Junyu

Cui Zhenguo

Fan Xiaofeng

Kou Hongtao

Zheng Rongjun

Zhong Sheng

Xu Jiguo

Liu You

Grain and Oilseeds

Supply Chain Great

China & Korea

Nantong

Yang Hongyue

Zhang Lei

Cui Hongjun

Zhu Xuefeng

Zhou Yandong

Chen Lixin

Feng Xi

Wang Zhifeng

Hu Yufeng

Zhao Yaming

Zhu Shouping

Fang Jianfeng

Liu Haibing

Zong Defu

Wang Liang

Qian Hua

Zhu Long

Wu Jun

Zhao Bin

Zhang Yiwu

Chen Yun

Dai Huisheng

Cao Lijin

Zhu Yongheng

Song Ling

Ying Tiankui

Ye Kaizhu

Ji Qirong

Chen Fei

Xu Wenguo

Shu Hao

Li Hui

Chen Yunqian

Machong North

Zhu Lu

Guan Jing

Li Shujuan

Fan Xiangchun

Wang Xianxia

Zhuo Yan

Song Linghong

Yang Zhifeng

Guo Zhaoyi

Wang Wenxin

Li Chunxu

Yang Shaoxing

Qin Langzhong

Zhu Dayun

Wang Zhanfeng

Li Yunsheng

Ge Junjie

Liu Gang

Rao Kaiwang

Xu Guohui

Yuan Ruyong

Qiao Meng

Chen Song

Lai Feifeng

Tan Xingjian

Zhao Deyun

Xiang Shaoxing

Zhang Wenhui

Liu Wenfeng

Lin Yunshan

Shen Yingdang

Li Jian

Zhao Changqing

Zhang Chengyou

Jia Xiangwu

Pu Xiaoyan

Pu Yanyan

Zhao Rong

Huang Xiaona

Zhao Wenhong

Lu Jin

He Hanxi

Yang Weifeng

Li Qingquan

Long Qingyou

Ouyang Jianzhong

Yang Liqing

Cargill Animal

Nutrition

Shanxi

Zhao Yonglin

Tai’an

Chen Shizhen

Kong Lingjun

Wang Sanyin

Zhang Cuirong

Chen Yunchun

Xu Liping

Chen Guopeng

Yan Junying

Di Hongyi

Zheng Jimeng

Wang Lingling

Weifang

Li Xiaolong

Lv Junhui

Zhenjiang

Zhao Houyong

Zhong Yuming

Changsha

Zhou Qiong

Mo Haibo

Zhou leqian

Nanjing

Hu Yanming

Han Jian

Zhou Tao

Yan Yahuai

Fang Dongliang

Li Yunxia

Zhang Jian

Chen Wei

Wang Lianqing

Fushun

Wang YIn

Jiaxing

Li Yuemei

Wang Gang

Zhengzhou

Yan Gaofeng

OUR FAMILY

30

Chang Lanxiao

Hou Yucai

Fan Yanwei

Foshan

Zhou Saike

Cheng Wenyi

Xinjiang

Ji Pingping

Zhao Duoyuan

Yuan Xiaofang

Ma Yongjie

Liang Ting

Dang Hongtao

Fu Yong

Han Zhongsheng

Cai Xiaoping

Liu Yaojun

Harbin

Mao Zhanjiang

Cargill Investments

(China) Ltd.

Shanghai

Li Haiyu

Huang Wei

He Guishui

Lin Pijian

Jiang Yongtan

Ma Zhengjun

Yuan Yi

He Ye

Wu Chang

Cao Lingji

Ma Jiewei

Zhu Qian

Zheng Qiumei

Xu Sanqin

Mo Haifeng

Guangzhou

Song Yuming

Yao Yong

Beijing

Li Lu

Ma Jidong

Songyuan

Sun Baoguo

10 Years in Cargill

(until 2011/09 – 12)

Starches and

Sweeteners China

Songyuan

Wei Guoming

Lv Zhonghui

Xu Jiawan

Gao Wenbin

Gou Enzhe

Ge Xudong

Liu Fuchen

Zhang Yingjun

Luan Enhui

Li Xiulan

Tang Hui

Sun Hongjun

Lv Xingkai

Sun Xingyu

Zhou Zhaobo

Sun Yonghe

Wang Dong

Zhu Xiaohua

Li Hongyu

Wen Bo

Zhu Guohui

Cargill Animal

Nutrition

Zhenjiang

Jiang Leiguang

Zhao Yi

Chongqing

Liu Yunhong

Li Yunghong

Li Yongfu

Li Zhiyong

Deng Huafu

Nanjing

Pei Jianhua

Zhou Longcheng

Jia Guoshu

Tai’an

Wang Jinwei

Langfang

Li Jianyong

Nanjing

Li Shanxiu

Chengdu

Wang Dan

Zhang Fazhong

Gao Xing

Qing Mei

Cargill Investments

(China) Ltd.

Shanghai

Wu Penghai

Nicolas Seegmüller

15 Years in Cargill

(until 2011/09 – 12)

Cargill Investments

(China) Ltd.

Shanghai

Yin Yong

Xie Longcheng

Cargill Animal

Nutrition

Nanjing

Li Hongbao

Jin Liming

Yu Haibao

Lei Fucai

Fang Guoqi

Shanghai

Alan Johnson

20 Years in Cargill

(until 2011/09 – 12)

Grain and Oilseeds

Supply Chain Great

China & Korea

Shanghai

Peter Archer

Neil Barker

Clemens Tan

Chang Dong Hee

25 Years in Cargill

(until 2011/09 – 12)

Cargill Animal

Nutrition

Beijing

Chun Jang Hwan

30 Years in Cargill

(until 2011/09 – 12)

Cargill Animal

Nutrition

Jiaxing

Lee Heung Kee

OUR FAMILY