1

CAPC trial farm begins operations

Cargill and MOA hold S&D seminar

Tips for changing the “how” in how we work

Owning your development

How does the global macro environment affect Cargill?

CARGILLVOICE

Cargill China Employee Magazine 2012SecondIssue

2

Dialogue

03 The macro environment’s affect on Cargill

Feature

06 How are changes in China's economy affecting Cargill?

Business Development and Updates

09 ROCM to expand product line in China

09 CAPC trial farm begins operations

10 Wuhan JV launches new DHA product

11 Sale of global juice business

Reputation in China

12 Cargill and MOA hold S&D seminar

12 Cargill leader discusses food security at APEC CEO

Forum in China

13 Cargill hosts reception dinner for Minnesota State

delegation

14 Cargill participates in CEIBS Agri-Business Forum 2012

Customer Focus

16 Thinking inside the box

17 Poultry project introduced at McDonald’s BU

global meeting

18 Cargill China food customer event in Suzhou

Change Management -- Fit to Grow

20 Tips for changing the “how” in how we work

21 Employee innovation enhances operational

efficiency

Career Development

22 Owning your development

Corporate Responsibility

24 Focus on LIFE

25 Cargill China improves safety performance

25 Earth Day, Every Day

26 LEED Gold Certificate

Our family

27 5 Years in Cargill (until 2012/01-07)

29 10 Years in Cargill (until 2012/01-07)

30 15 years, 20 years and 25 years in Cargill

(until 2012/01-07)

On the coverHow does the global macroenvironment affect Cargill,page 03-08

Business Development and Updates, page 09-11

Reputation in China, page 12-14

Change Management, page 20-21

Career Development, page 22

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

Cargill Voice Second Issue 2012Contents

3DIALOGUE

The macro environment’s affect on Cargill

Q: Cargill has always prided itself on having

a high degree of expertise in trading, risk

management and understanding of markets.

Looking at the results of the past fiscal year,

have we lost our competitive advantage in this

area?

Emery: Absolutely not. It’s as strong as ever, and

I would stack up Cargill’s trading teams with any

of our competitors. Part of the game of trading is

that we are going to occasionally make mistakes.

That is part of dealing with risk. If there is no

possibility of loss, then it’s not risk. We never

aim for perfection. We aim at getting most of

the markets mostly right, most of the time.

Q: How did this play out in May? (Referring

significant losses happened in some trading

businesses this May due to the plunge of

commodity prices)

Emery: Since 2008, we identified that because

of the financial crisis, we were going to be in a

very choppy, slow recovery. Today, the U.S. is

still struggling to get off its back, so to speak,

which has created this negative malaise with

a lingering, “risk-off” mentality. I think the risk

appetite remains relatively low, because many

institutions just can’t afford to be showing

significant losses.

In the world of fundamentals, you have a lot of

things going on that are specific to agriculture.

Currently, we have a lot of heat (referring the

drought in the central U.S.). Looking at the past

year, the market lost 20 million tons of soybeans

in South America, which put all of us on a

different trajectory. We had reasonable margins

from biofuels and corn ethanol blending, with

Economic forecasters projected that the world

economy would grow 3.5 to 4 percent in

2011 and 2012. However, the actual growth

in 2011 was 3 percent, and it slowed even

further in 2012 due to the eurozone’s debt

crisis, the U.S. markedly sluggish recovery

and the moderating growth in emerging

markets. These factors heightened economic

and political uncertainty, led to macro-driven

commodity markets, and affected Cargill

as it entered the fiscal year 2012. In recent

interviews conducted by Corporate Affairs,

Emery Koenig, Cargill’s Chief Risk Officer

and Executive Vice President, and Frank van

Lierde, Executive Vice President for the Food

Ingredients & Systems platform shared their

insights on how the macro environment

impacts on Cargill. Cargill Voice is glad to share

with you some highlights of the interviews.

Emery Koenig, Chief Risk Officer and Executive Vice President, talks about the current state of the global commodities market and Cargill’s strategies around risk management.

4

mandates still in place, plus we’ve had strong

growth demand on food consumption in Asia, as

diets and standards of living have changed. So

there are friendly aspects of the environment.

The problem is that the second this market

took its foot off the gas pedal, if it didn’t get

encouragement around something that’s bullish,

Whoosh!, the negative macro inputs come

flying back at us, which is what happened in

May. So our challenge has been: How do we

still understand what is going on in the non-

fundamental world and at the same time make

sure our fundamentals are still intact? What is

the right mix at the right time?

Q: Having been hurt somewhat in our trading

businesses in the past year, then, are we in

danger of becoming too conservative, not risky

enough?

Emery: It’s important that we keep reinforcing

a ‘play to win’ mentality and culture to our

traders (versus ‘playing not to lose’). The key is

to know which risks to take and which not to.

Which risks are properly proportioned to the

DIALOGUE

possible rewards and which ones are not? It’s

also important that we have very strong risk-

management processes in place, which support

the trading and risk management business but

also provide adequate governance on where

the boundaries are. Cargill has had and must

continue to have both a very healthy appetite

for risk and a strongly disciplined governance

process in place at the same time. It’s the key

to our success. It would be easier to focus more

on one versus the other, but we must be able to

hold and maintain that tension.

Q: How does this crisis fit in historically with

other challenges you’ve seen the European

economies facing?

Frank: The current crisis in Europe is obviously

unprecedented due to its global impact and

the speed at which things are evolving. While

people refer to the euro crisis, the underlying

issues are much deeper. The U.S. and crucial

parts of Asia have their own struggles, and

none of these are isolated, due to increasing

globalization. As a consequence of the 2008

financial crisis, some major design mistakes in

the creation of the euro currency have come

to the surface. For almost a decade, countries

with weaker economies were able to borrow

money at rates which normally would apply

only to stronger economies. This cheap money

has led governments and often companies and

consumers to live beyond their means.

Q: How is the euro crisis affecting Cargill, both

in Europe and around the globe?

Frank: The crisis is affecting confidence in two

large ways: through the fear of unemployment,

Frank van Lierde, executive vice president for the Cargill Food Ingredients & Systems platform, talks about the current euro crisis and the impacts that will bring to Cargill.

5DIALOGUE

higher taxes, etc.; and through uncertainty in

the international financial markets. In turn, this

is affecting Cargill in two ways. In many of our

food markets, we see lower demand, which is

affecting our processing businesses. Also, most

of our trading environments have become very

difficult to read as the fundamentals of supply

and demand—which is our core business—have

been overshadowed by macro events caused by

an increased correlation between markets.

Q: What are we doing as a company to help our

customers weather the crisis?

Frank: The focus of many of our food ingredient

customers is shifting toward better value

products in order to respond to consumer

demands. We see more renovation rather than

innovation. Expensive ingredients are being

substituted for better value ingredients. In order

to cope with increased volatility in raw materials

markets, we also see a growing interest in our

risk management tools from our customers.

Q: What do you think the road ahead looks like

for Europe? And how does Cargill plan around

such possibilities?

Frank: I cannot imagine a complete disintegration

of the eurozone, as it would simply be way too

costly. Likely, Germany would suffer the most

if this happened, because it would have to

reintroduce a strong Deutsche Mark that would

have a disastrous impact on the competitiveness

of German industry. (Estimates predict a decline

in gross domestic product of 10 percent and a

rise in unemployment by two million workers

just in Germany.)

So, the only way forward is more fiscal integration.

Technically, governments know what to do,

but the political challenge to get there is huge

as externally imposed measures become

incompatible with domestic democracies.

I foresee a lot of change and volatility in the next

couple of years, and I think Cargill will be very

well-positioned to make the most out of this,

given our strong balance sheet, our customer

relationships and our broad view on the markets.

6

How are changes in China's economy affecting Cargill?

Robert Aspell

Recently, worldwide media have been reporting

on slowing economic growth in China. But what

does “slowing growth” for an economic giant

like China actually mean, and how will it affect

Cargill’s businesses in China? In the recent interview

conducted by Corporate Affairs, Cargill China

President and Business Unit Leader for Grain and

Oliseed Supply Chain Greater China & Korea Robert

Aspell shared his insights on the evolving economy,

challenges and opportunities for Cargill, as well as

the importance of high performance in China.

Q: Tell us a little about yourself and your history

at Cargill.

Robert: I have been with Cargill for 29 years.

I came through the grain and oilseeds trading

businesses. I’m from Montreal, was hired there.

I moved on to work in Winnipeg, Geneva and

Cairo and now Shanghai. I was actually the first

Cargill employee in Egypt. After Egypt, I moved

to Mexico, where I worked for eight years.

Finally, I moved to China in 2005 to establish the

GOSC business unit here.

Q: How is Cargill’s presence in China evolving?

Robert: We have more than 7,000 employees,

with 52 locations representing 22 different

business units. Over the last couple of years,

Cargill has been deploying its highest amount

of capital in China to date. We have the largest

poultry investment Cargill has ever made,

with a large facility opening in Anhui province

next calendar year. The FIS (Food Ingredients

& Systems) platform has a quickly growing

presence, led by the refined oils business and

the starches and sweeteners business.

We have added to our portfolio last year a bulk

handling panamax port on the Yangtze River.

Our animal nutrition business continues to grow

strongly as well, with 29 plants now. And we

now have a significant trading presence here,

too, because China is now integral to global

commodities trading.

Q: Recently, there’s been a lot of news coverage

about slowing economic growth in China. Is

there truth to this statement? And what does

a broad statement like that about such a large

economy even mean?

Robert: Definitely, the growth is slowing. Some

of the factors causing it are external, such as

the slowdown in the global economy and the

financial crisis in Europe. As we know, the

Chinese economy has a very strong export

sector.

But the government here has also taken action

to cool down the hyperactive real estate market,

to try and reduce speculation. That means a

significant slowdown in construction, which has

an effect on some of Cargill’s businesses, such

FEATURE STORY

7

as our steel and iron ore business, for instance.

Right now, the steel industry in China is under

tremendous pressure because of a continued

build-up in capacity, and then construction

slowing down on top of that. So situations like

those impact our trading opportunities and our

customers in the ETM (Energy, Transportation &

Metals) platform.

In China, we are used to GDP (gross domestic

product) growth numbers in the high single

digits, even into the double digits. This has been

going on for almost three decades, but it has

certainly accelerated in the last decade. So when

we say the Chinese economy is slowing down,

we mean the growth rate is slowing down. And

when we say things are bad, it’s relative. We’re

not going into a recession. The government

has targeted 7 percent growth for this year. Of

course, China could feel additional pressure if

there were to be a worsening euro crisis, for

example.

Q: So this isn’t a temporary blip, but instead,

an economy coming into maturity?

Robert: This is the second biggest economy in

the world, so growth rates of 9, 10, 11 percent

are just huge in terms of sheer dollar amounts.

You can’t grow like that indefinitely. This is

well understood. The mindset of the central

government is shifting and looking ahead.

They’re more comfortable with slower growth

rates but higher-quality growth rates. This

means redirecting investments toward more

environment-friendly projects, value-added

projects, high tech, and also toward the western

part of the country, which is less developed than

the east.

China is also rebalancing its economy, away

from an export-led one to one led by domestic

consumption. This is a major task, but it is really

happening, and I am personally very confident

that over the next several years China will

succeed in this effort. This is great news for

Cargill because our strategy for China is largely

focused on serving the Chinese market for

domestic consumption.

Q: I saw that Wilmar reported a 70-percent

decline in quarterly profit from last year. And

Sergio Rial spoke about overcapacity in oilseed

crushing as a factor in Cargill’s results, too.

How is overcapacity affecting the markets in

China?

Robert: There are many competitive markets

in the world, but certainly, this is the most

competitive market I’ve ever experienced. In

Cargill’s case, our oilseeds processing plants

today are operating at 60 percent of capacity.

We had a rather healthy industry until 2010, but

we have recently seen a surge in new buildings,

primarily lead by state-owned companies,

but also from local private companies. In the

five-year plan published earlier this year, the

government states that it discourages new

construction of soybean crushing plants. This

will help the industry, but it will take probably

three years or so to see a healthier picture as

demand soybean meal is still growing at more

than 7 to 8 percent per year.

Q: If that’s the case, how does Cargill maintain

its focus on key opportunities?

Robert: Our China 2020 aspiration was launched

FEATURE STORY

8

two years ago and it highlighted three key areas

of opportunities for Cargill:

• Continued modernization of the livestock

industry, which provides vast opportunities

for our Cargill Animal Nutrition, Cargill Animal

Protein and GOSC businesses;

• Expectations for a continued surge in imports

of commodities, agriculture, minerals and

energy;

• A rapid increase for more specialized and

health-based foods, which plays well with the

global strategy for the FIS platform. By far, those

views still hold true today.

Our overall view of China is that there’s still a lot

of opportunity across most of our businesses.

Q: In what other ways will Cargill have to

change in order to succeed in China? More

speed? More urgency?

Robert: We’ve gotten great support from the

Board and the Corporate Leadership Team,

which has enabled us to move quickly when

we’ve needed to move, whether that’s to grow

our business from an organic standpoint or

through acquisitions.

Speed was always very important in the past.

And it will continue to be. But I also think that,

with the increased competitiveness and a

slower growth rate, high performance is more

critical than ever. When you have fast, very large

growth, to keep pace you sometimes stress your

organization. But growth covers a lot of small

mistakes, and being 80 percent right can be

okay. So as things mature, you just have to get

better, much better.

In China, up until now, people have had ideas

and they move very quickly on them. They make

mistakes, but the economic growth corrects

those out, and there’s a success story at the end

of it. That is changing. Now, we must operate

our business at a very high level, with a large

emphasis on business excellence.

Q: And how do we do that?

Robert: Talent development. We really have a

great talent pool today in China, great people

in our company, whether it is in functions or

in business units. We have built that up over

the last decade and we are focusing a lot on

providing development and career opportunities

for these people. They will make the difference

going forward.

FEATURE STORY

9BUSINESS DEVELOPMENT AND UPDATES

ROCM to expand product line in China

In order to meet the increasing demand of

China’s food market, Cargill Refined Oils China

& Malaysia (ROCM) will soon launch a new

line of specialty oils and fats products for

local customers. ROCM’s expanded product

portfolio and its ability to create completely new

ingredient solutions for customers’ unique needs

will greatly enhance its role in the growth of

Cargill’s food ingredients business in China.

Located in Nantong, Jiangsu province, the new

specialty oils and fats production facility will

officially start operations in December 2012.

The new products, which include cocoa butter

substitute, shortening, coconut oil and palm

kernel oil, will start commercializing early next

year.

The Nantong facility will use state-of-the-

art technology and processes to develop and

produce ingredients that meet customers’

diverse requirements. This includes specifications

in melting point, melting curve, texture, flavor,

and more. The new products are primarily aimed

at customers in the confectionery and bakery

industries, and their manufacturing is subject

to Cargill’s stringent food safety management

system. All stages of the production process –

from procurement to operation – will be closely

monitored to ensure customers a safe and

reliable product supply, which is Cargill’s core

competency.

In preparation to introduce the new ingredients

to the domestic market, the ROCM team spent

two years conducting market research on

the development trends of the specialty oils

and fats markets in China. Last year, the team

collaborated with several local customers to

develop tailor-made ingredient solutions for their

food products. This comprehensive approach

– which integrated products and services for

customers – received positive feedback and

helped the ROCM team build its reputation with

a larger group of potential customers.

CAPC trial farm begins operations

Cargill Animal Protein China (CAPC) officially

opened its trial farm, the first operational facility

of the integrated poultry project in Chuzhou,

Anhui province, on July 30th 2012. The trial farm

is intended to provide basic operational data

which will serve as a reference for the design,

construction, and feeding systems of Cargill’s 47

planned future farms. In addition, it will offer

valuable training opportunities for young talent

in the poultry project’s growout team.

On September 9, the trial farm achieved a major

milestone - it harvested the first batch of birds

and sold them to a potential strategic customer,

Yurun. The CAPC sales team received positive

feedback from the customer that they were

impressed by Cargill’s bird performance and farm

management technology.

The farm contains three houses which are 120-

meters long and 16-meters wide, with each

house designed and built to accommodate a

different set of equipment. The trial farm team

10BUSINESS DEVELOPMENT AND UPDATES

will examine the farm’s operations and quantify

which house and equipment results in the best

performance. By analyzing the observational

data, the team will be able to choose vendors

who can deliver the highest quality and most cost-

effective solutions for Cargill’s future poultry farms.

The trial farm team is led by primary supervisor

Mr. Wang Dajun, and is composed of young

employees, most of whom are recent university

graduates. Employees will receive training in

farm environment control, data analysis, and

chicken feeding.

In addition, the trial farm adheres to Cargill’s

stringent food safety standards. All aspects of

operations, including the selection of day-old

chicks, the use of vaccines and medications, and

the feeding of chickens are closely monitored.

Cargill Zhenjiang Feed Mill has been selected as

the feed supplier for the trial farm, which houses

a total of 70,000 birds.

The data accumulated from the trial farming

process wil l be used to identify the best

approach toward the design and construction

of Cargill’s future farms. The entire integrated

poultry project is slated to have a total of 47

chicken farms in Chuzhou, all of which will be

wholly run by Cargill.

Wuhan JV launches new DHA product

On August 23, Cabio Bioengineering (Wuhan)

Co. Ltd - a joint venture between Wuhan Alking

Bioengineering Co. Ltd and Cargill recently

announced the launch of its new product, algal-

oil DHA. The product, a key ingredient in infant

formula, will provide manufacturers with a

better, safe choice for high-end DHA which is in

increasing demand.

The production of the algal-oil DHA will fully

utilize the most advanced fermentation and

post-processing technologies available, and

adheres to Cargill’s global stringent food safety

standards. Preliminary product measurements

have shown high marks across the board for the

quality indexes of both oil and powder forms

of the DHA. These numbers serve as a strong

indication of the new products’ competitive edge

in the market.

DHA is a polyunsaturated fatty acid that is important

for brain and optic nerve development of infants.

DHA and ARA(another polyunsaturated fatty acid

that the plant also produces)are commonly-used

ingredients in infant food products. The algal-

oil DHA is extracted from mono-cellular micro-

algae which is raised in a sealed and hygienic

environment. It is a vegetable functional fatty

acid renowned for its better quality and safety as

food ingredients than acid extracted from other

sources.

The strategic repositioning from “outstanding

ARA producer” to “a global supplier and trusted

partner for high-end food ingredient market” On September 9, the trial farm harvested the first batch of birds and sold to a local customer

11BUSINESS DEVELOPMENT AND UPDATES

Sale of global juice business

On June 29, Cargill has completed the sale of its

juice blends and compounds business to Wild

Flavors GmbH (WFG), one of the world’s leading

producers of natural ingredients for the food and

beverage industry. This business formed part of

Cargill Flavor Systems and includes the beverage

application centre in Amsterdam. The sale

does not involve the TastewiseTM and TrilisseTM

products.

Approximately 140 employees in the Netherlands,

Japan and the United States have transferred to

Wild Flavors Gmbh as part of the sale.

Cargill’s juice cold blends and compounds

business was a worldwide leading provider of

tailor-made juice blends and compounds for

high-fruit content beverages as well as juice

concentrates. It operated a global network of

production and state-of-the-art tank and storage

facilities, which were located in Amsterdam, The

Netherlands, Port Elizabeth in the U.S and in

Chiba and Kashima in Japan.

Paul Naar, Head of Cargill’s food ingredients

businesses in Europe commented, “Cargill is

selling 35 years of experience in the global

juice based beverage industry, where it built a

strong position in local sourcing, supply chain

management, appl ication know-how and

reliable, food safe, production.” Naar continued.

“Combining with WILD will lead to a bigger scale

and add even more capabilities which will create

new opportunities for customers.”

and its introduction of this new product line

will allow Cabio to better serve the expanding

infant food market in China. In addition, with

Cargill’s global presence and supply chain

networks, Cabio will thus be able to provide food

manufacturers throughout the world a reliable,

safe, and convenient supply of high-end food

ingredients and services.

12REPUTATION IN CHINA

Cargill and MOA hold S&D seminar

Recently, Cargill and the Ministry of Agriculture

(MOA) held a seminar to discuss supply and

demand for agricultural commodities. At the

seminar, the Risk Management team from

Cargill’s Grain & Oilseed Supply Chain Greater

China & Korea (GOSC GCK) met with department

leaders from the MOA to share Cargill’s analysis

of the global and local supply and demand for

agricultural products such as soybeans and corn,

as well as exchange opinions on global trading

trends.

The seminar was moderated by representative

of Department of International Cooperation

under MOA, and over 30 officials from different

department of MOA attended the seminar. GOSC

team covered topics including global trends

in agricultural product prices, and the trade

development. Leaders from the MOA expressed

their appreciation for the event, stating that it

not only helped them to gain a more systematic

understanding of S&D for agricultural products

worldwide, but also improved their knowledge

of Cargi l l ’s businesses. Furthermore, the

government officials expressed interest in

increased cooperation with Cargill in the future.

Outstanding work by and amongst Cargill’s

teams helped make the seminar a success.

The Corporate Affairs team met with MOA

representatives several times in prior to the

event to better understand the Ministry’s needs.

GOSC GCK and World Trading Unit (WTU) helped

design a detailed set of presentation materials.

The collaborative effort allowed Cargill to present

important government stakeholders with a high-

caliber, multifaceted, and systematic analysis of

the agricultural products market.

What’s more, Cargill’s success at this conference

helped to further promote its reputation within

MOA. “As a world’s leading company in the

agricultural and food industries, Cargill is more

than willing to share its global experience and

expertise,” said Shelly Shi, Vice President of

Cargill China Corporate Affairs. “We hope to

strengthen communication and further enhance

mutual trust between all parties, and to do our

part in supporting agricultural modernization and

rural development in China.”

Previously, in partnership with several different

ministries of China’s central government,

including the National Development and

Reform Commission, the Ministry of Finance,

the State Administration of Grain, the General

Administration of Quality Supervision, Inspection

and Quarantine, and the Ministry of Commerce,

Cargill has held five separate seminars on S&D

for agricultural commodities. The seminars have

met with unanimous accolade from government

leaders, and have helped to further strengthen

mutual trust between Cargill and leaders in the

central government agencies.

Cargill leader discusses food security at APEC CEO Forum in China

On June 6th 2012, Chief Risk Officer and Executive

Vice President, Emery Koenig attended the

2012 Asia-Pacific Economic Cooperation (APEC)

China CEO Forum in Beijing, with presence of

government officials, and top management from

both multinational companies and state-owned

13

and coordinated by CCPIT aiming to foster

communication between business communities

in China and in the greater Asia-Pacific region.

Food security – a key talking point of this APEC

forum – is also a focus of many other international

conferences, including the G8 and the G20.

REPUTATION IN CHINA

Cargill hosts reception dinner for Minnesota State delegation

On June 11, Cargill received the Minnesota State

delegation led by Governor Mark Dayton for a

reception dinner in Beijing. The dinner, which

was to celebrate the continued partnership

between Minnesota and China, was hosted

by Cargill. Through the event, Cargill aimed to

enhance communication with key stakeholders

and help promote further trade and investment

between China and Minnesota in the agricultural

and food industries.

“Cargill has been fortunate to be a part of

China’s story for over 40 years, and we want

to continue to link Minnesota commodity and

livestock producers to Minnesota’s second

largest export market,” said Stan Ryan, Platform

enterprises. At the forum, Emery delivered a

speech and joined the panel discussion followed,

sharing insights on food security with key

stakeholders.

Joining Emery in the panel discussion were Mr.

Chen Xiaohua, Vice Minister of the Ministry

of Agriculture, and Mr. Frank Ning, Chairman

of China National Cereals, Oils, and Foodstuffs

Corporation (COFCO). Moderated by Mr. Percy

W. Misika, a United Nations Food and Agriculture

Organization (FAO) representative in China,

with approximately 30 audiences including

influential business leaders and policy makers

etc., the panelists discussed the global trend of

food supply and demand, its impacts to market

volatility, and in particular suggestions for

alternative solutions to tackle challenges of food

security.

At Cargill, we are dedicated to leveraging our

leadership position in food and agriculture to

tackle this complex challenge. By sharing our

vision of improving agricultural productivity and

ensuring responsible land use, we aim to help

increase peoples’ access to safe, nutritious, and

affordable food worldwide.

Aside from the panel discussion, the forum also

served as an excellent opportunity for Cargill

to raise awareness of its vision by directly

approaching key stakeholders. During the forum,

Emery met with senior officials from the National

Development and Reform Commission (NDRC),

the Ministry of Commerce of the People’s Republic

of China (MOFCOM), the China Council for the

Promotion of International Trade (CCPIT), and with

representatives from both the China Development

Bank and the Export-Import Bank of China.

The 2012 APEC China CEO Forum was organized

Emery Koenig (first from right) shares insights on food security during the forum

14

Province, Mr. Langholz also introduced Anhui to

the Governor from geographical, cultural and

economic perspectives.

Cargill participates in CEIBS Agri-Business Forum 2012

On May 26th, the China Europe International

Business School (CEIBS) First Agri-Business Forum

2012 was held in Shanghai, which brought

together a diverse set of stakeholders from

across the agriculture and food sectors, including

senior officials from the National Development

and Reform Commission (NDRC), the Ministry of

Agriculture (MOA) and the State Administration

of Grain (SAG). Multinational agriculture and

food companies, venture capital investors, and

top Chinese media were also present. Cargill

China President Robert Aspell was invited to

participate in the forum to share the insights on

agri-business development in China.

Robert participated in the panel discussion

themed “Promoting Agricultural Industrialization

and Economies of Scale”. In response to panel

discussion questions “is the world flat, from

REPUTATION IN CHINA

Leader for Cargill’s Agricultural Supply Chain

during his opening speech at the dinner. “Our

commitment to China continues to grow, through

new plants and facilities, and by deploying our

best technologies in food safety and agricultural

processing technology,” he said.

The delegation present at the dinner was

comprised of representatives from key U.S.

agriculture associations including the U.S. Grains

Council, the Minnesota Corn Growers Association,

and the Minnesota Pork Producers Association.

Representatives from the U.S. Embassy, the

China Dairy Industry Association, and the China

Animal Agriculture Association also attended.

Various companies headquartered in Minnesota,

including 3M, General Mills, and Best Buy, sent

representatives as well.

Governor Dayton expressed his appreciation for

the effort that went into organizing the event,

and noted Cargill’s significant contribution in

promoting the relationship between Minnesota

and China. By boosting local economies and

increasing the bi-lateral trade of agricultural

products, China has become Minnesota’s top

market for agricultural and food products. In

2010, Minnesota exported $1.35 billion USD

worth of agricultural products to China, making

up approximately 27 percent of the state’s total

exports that year.

On June 14th, another reception dinner for the

delegation was held in Shanghai, with Cargill as

a sponsor of the event. Chris Langholz, Business

Leader for Cargill Animal Protein China, met

with Governor Dayton at the dinner, where they

shared opinions on economic, cultural, academic,

and agricultural cooperation between China

and Minnesota. Meanwhile, as the Business

Counselor of the People’s Government of Anhui

Stan Ryan (first from right) and Governor Mark Dayton at the reception dinner

15REPUTATION IN CHINA

an agri industry perspective?”, and “can his

company's global business model be replicated

here in China?”, Robert explained that the

development of agriculture business differs

across the globe in terms of access to finance,

technology, information, and land ownership.

Furthermore, although Cargill's global business

model could be duplicated in China, it would

require adaptations to match the Chinese reality,

he said. Robert also cited examples to illustrate

how Cargill utilizes its global experience and

expertise to support the development of China’s

agriculture and food sectors.

Topics discussed included problems relating

to agriculture, farmers, and rural areas arising

from China’s uncoordinated rural & urban

development, and solutions to improving food

safety and food supply chain management.

“The forum offers a good opportunity for Cargill

to deepen our employer brand efforts in China,”

said Robert. “By participating in this forum,

Cargill is positioning its thought leadership in

China’s agribusiness and food sectors as well

as connecting more broadly with key industry

players, government stakeholders as well as

scholar.”

Robert Aspell (fourth from left) participates in a panel discussion during China Agri-Business forum

16CUSTOMER FOCUS

Thinking inside the box

It may look like a simple shipping container, but

a foldable metal box measuring approximately

3.5- by- 4 feet is changing the market for Cargill’s

Starches & Sweeteners business in China. The

Intermediate Bulk Container (IBC) system offers

Chinese beverage manufacturers an alternative

way to receive high fructose corn syrup (HFCS).

“Traditional methods for delivering HFCS involve

tanks or drums, and can require expensive

investments for beverage makers to equip

their facilities,” said Dennis Seah, commercial

director and Go-to-Market leader for Starches &

Sweeteners China.

In China’s rapidly growing beverage market,

Seah says many Chinese manufacturers do not

have the time or space to invest in traditional

HFCS systems, but the sweetener is gaining

popularity. “When sugar prices took off, Chinese

beverage makers started looking for alternative

sweeteners,” he said.

One such company was Wahaha, a leading

Chinese beverage manufacturer with multiple

product lines including fruit juices, tea drinks and

dairy products. Cargill had been trying to earn

Wahaha’s business for years with no success.

“We had been on their doorstep for probably

four years, harping on this wonderful alternative

to sugar,” said Seah. “It took a long time to

convince them, but when they needed us, we

were there.”

The IBC system was originally developed for

the pharmaceutical industry, which requires

relatively small amounts of fructose at a very

high quality. The collapsible metal boxes each

contain a plastic “flexi-bag” that can hold up to

1.5 metric tons of HFCS. The HFCS is pumped

into the bags at Cargill’s facility and delivered by

truck to the manufacturer, where it is pumped

directly into the production line.

The IBC system requires minimal capital

investment for beverage makers, but it is a more

expensive option long-term since each bag is

used only once. But that hasn’t put a damper on

demand.

“The IBC system is easier to use and saves

more time and labor costs,” said Zhang Zhen,

procurement manager of Wahaha. “Most

importantly, it helps secure food safety in our

supply chain, which is our top priority.”

Wahaha was so confident in the system that

they asked Cargill to be their sole supplier of

HFCS – a major win for the sales team that had

been calling on Wahaha for years.

Indeed, Wahaha now calls Cargill a trusted

partner. “The Cargill team works closely with

us to discuss new ingredient applications

SSC Pinghu facility is using 1.5-metric-ton flexibags to supply high fructose to local customers

17

Poultry project introduced at McDonald’s BU global meeting

In April, Cargill’s McDonald’s business unit

global meeting was held in Orlando, Florida.

Many leaders from McDonald’s key functional

roles were invited to attend this meeting and

provided feedback for Cargill’s products and

services. They discussed with representatives

of Cargill BUs on opportunities and challenges

for further growth of the two companies. Chris

Langholz, Cargill Animal Protein China BU

Leader and David Andrzejewski, CAPC Senior

Director introduced the new poultry project and

interacted with McDonald’s and other Cargill

BUs at the meeting.

Located in Chuzhou, Anhui province, the

project is Cargill’s first on-the-ground animal

protein business in China, and is comprised of

a feed mill, a hatchery, pullet farms, breeder

farms and growout farms, as well as a primary

processing plant for chicken processing, with a

further processing plant to be considered. It will

begin providing poultry products to restaurants

like McDonald’s and KFC, as well as to food

CUSTOMER FOCUS

a n d a d va n c e d te c h n o l o g y i n b eve ra ge

manufacturing, and they give us a lot of support

on quality assurance,” said Zhang.

As part of making the switch to HFCS, Cargill

worked with Wahaha to reformulate their

beverages and called on colleagues from Corn

Milling North America for additional support.

“With Wahaha, perseverance paid off,” said

Steven Tung, fructose commercial manager for

Starches & Sweeteners China. “It takes time to

build trust. We kept at it, and when the time

came we had the ability to respond very quickly

from concept to application.”

Demand for HFCS and the IBC system continues

to grow in China. More demand is now coming

from Chinese companies, a significant change

from when SSC primarily served multinationals.

We are getting a better understanding of the

local market,” said Jim Jiang, supply manager

at Cargill’s Pinghu facility. “And with the IBC

system, we’re better able to serve Chinese

companies.”

manufacturers in China, once it starts operations

in early 2013.

“With our business’ core purpose of becoming

the leading provider of safe and affordable

protein, we are committed to providing poultry

products that meet the highest quality and food

safety standards to customers who require and

value those attributes to protect their brands,

” said Mr. Langholz. The 1300 RMB million

investment will employ around 4,000 people

and is the latest example of Cargill’s efforts to

help modernize agricultural and food safety

practices in China. All steps of the supply chain,

from feed to delivery of the final products, are

CAPC BU Leader Chris Langholz provides an overview of the poultry project

18

Cargill China food customer event in Suzhou

From May 16th-18th, Cargill China’s third annual

food customer event was held in Suzhou,

Jiangsu province. Over 40 key customers from

renowned food and beverage manufacturers

in the country attended the two-day event

for sharing market insights, exchanging ideas

and enhancing mutual understanding with

representatives from Cargill’s various business

units.

The Cargill business units that were represented

at the event were Starches and Sweeteners

China, Refined Oils China and Malaysia, Cargill

Specialty Asia, Toshuku, Cocoa & Chocolate,

Sugar, Grain and Oilseeds Supply Chain Greater

China & Korea, Cargill Animal Protein China,

Cargill Risk Management as well as Trade and

Structured Finance.

Bram Klaeijsen, president and regional director

for Cargill Asia Pacific and Food Ingredients &

Systems (FIS) Platform Leader kicked off the

event with introduction of Cargill’s food safety

management. Bram emphasized that with food

safety a fundamental to our business, Cargill

works every day to earn the trust of customers

by ensuring high quality and safe products, and

improving food safety practices around the

world.

In addit ion to food safety, Cargi l l ’s r isk

controlled to world-class standards.

For large restaurant chains like McDonald’s,

access to a safe and stable product supply is

critical to their business growth, and the Chuzhou

project was designed with these requirements

in mind. “Cargill’s complete ownership of this

integrated project allows us to have greater

control over food safety practices throughout

the supply chain. Our focus on food safety saves

McDonald’s time and effort that would otherwise

be spent on trying to control food safety on its

own,” said David Andrzejewski, CAPC Senior

Director, “it is our competitive advantage and it

only can be achieved with the joint efforts by our

great team here.”

Once operations begin, Cargill will be able to

provide restaurants and food manufacturers with

fresh poultry products in addition to frozen ones.

This represents another key advantage for Cargill,

as McDonald’s and many other food companies

in China, have a great demand for fresh poultry

products, and only a handful of suppliers in China

command the sophisticated supply chain and

high investment required for fresh products.

CUSTOMER FOCUS

With China’s rapid urbanization and increase in

disposable income, there is increased demand

for processed foods and high-protein products.

Cargill is thus leveraging its global expertise to

support its food customers and achieve greater

success in China.

Bram Klaeijsen kicks off the event by introducing Cargill’s food safety management

19

management, as well as trade and structured

f inance, analysis on market dynamics of

sugar, corn and starches were also shared by

different BUs in the event. In offering different

BUs to collaboratively discuss Cargill’s global

expertise and knowledge, the event provided

the customers a more holistic view of Cargill and

reinforced Cargill’s efforts to create distinctive

value for customers.

Furthermore, special guests were also invited to

share their expertise on important subject areas.

A senior official from the Ministry of Agriculture

delivered a speech on the impact of the 2012

No. 1 Document on agricultural technology and

innovation, while a representative from Standard

Chartered Bank, presented an analysis of future

trends in China’s macroeconomics.

The event also provides a channel for Cargill

to receive valuable feedback for products

and services, as well as exchange opinions

with customers on updates and future trends

of food and beverage markets in China. In

addition, Cargill conducted a survey amongst

the participants to better understand customers’

needs and further improve quality of the event.

“At Cargill, we are dedicated to creating a win-

win partnership with customers so that we

value their insights to improve our work. The

event offers an excellent opportunity to enhance

communications with key customers, who see

Cargill as a trusted partner,” said Dennis Seah,

commercial director and Go-to-Market leader

for Starches & Sweeteners China.

With a focus on engaging customers and

promoting active discussion amongst the

participants, the customer event over the past

three years has thus helped develop a stronger

relationship with its customer base and also

helped create more growth opportunities for

both parties.

CUSTOMER FOCUS

20CHANGE MANAGEMENT - FIT TO GROW

Tips for changing the “how” in how we work

As part of Fit to Grow, there’s been a lot of discussion

about changing the way we work. Here is some

additional information and discussion questions to

help you and your colleagues apply these behaviors

in your everyday work.

• Think like a customer: Our goal is to be the partner

of choice for our customers. Some of us work in

customer-facing roles and see an immediate connection

between our work and becoming the partner of

choice. Others may be further removed but contribute

nonetheless to this goal. Let’s ask ourselves: Would

a customer agree with how I’ve prioritized my time?

Which tasks add the most value for our customers?

• Be candid: Sometimes we go along with things

we don’t agree with, because we believe that it’s

expected of us or that there will be consequences

associated with raising a concern. Let’s challenge

ourselves to be candid in our feedback and

observations to ensure the best outcomes for our

teams and for Cargill. People are most receptive to

candid feedback when they can see that it is offered

with the best of intentions and with no hidden

agenda. Show respect for the people and the ideas

involved. Offer alternate solutions that help address

the problem at hand.

• Act with urgency: Acting with urgency means

driving work forward, doing it within the necessary

requirements and changing course if necessary. It

doesn’t mean ignoring established controls or going

around people who have a legitimate reason to be

involved. It does mean identifying roadblocks and

figuring out ways to remove them. This is all about

agility—adjusting course more quickly and effectively.

• Take appropriate risks: Sound risk management

does not mean eliminating all risk. It’s about knowing

when we have enough information and expertise to

feel confident that we can incur a certain amount of

risk. Ask yourself: Am I empowered to take this kind

of risk? Am I seeking another opinion because I’m

truly unsure or am I trying to cover my back? What

is the cost (in terms of time and money) of reducing

risks and is it worth it? Am I willing to hold myself

accountable if something goes wrong?

• Connect and involve others with a clear purpose

in mind: Ask yourself who should be involved in a

decision, based on roles, required expertise and

decision rights. What is the cost vs. benefit of each

additional person you involve in the project?

• Seek excellence not perfection: Sometimes

perfection is the enemy of good. It’s another form

of trying to eliminate risks or avoid criticism. Ask

yourself: Does this situation require my absolute

best or is 80% good enough? What other goals are

compromised if I focus too much on one project?

Be open to sharing work earlier in the process so,

for those you do involve, you can incorporate their

thinking before getting too far along.

• Use process in the right proportions: Becoming

more process honoring has been an important goal

for Cargill and that is not going away. But we need to

be thoughtful about when to apply process and to

what degree. Where do we extract the most value

from applying process is a question we need to ask

ourselves at a companywide level, as well as at an

individual level. Does the benefit of applying process

outweigh the cost in terms time and effort?

21CHANGE MANAGEMENT - FIT TO GROW

Employee innovation enhances operational efficiency

The goal of “Fit to Grow” is to make a more

agile and fitter Cargill to achieve a sustainable

growth. With the FTG strategy, Cargill Feed

& Nutrition (CFN) is committed to achieving

process optimization and improving operational

efficiency amongst its locations. Recently, both

its Langfang and Chongqing plants launched

internal employee-driven campaigns to

foster an innovative culture, which enhanced

production efficiency and reduced carbon

emissions, thus aiding in business sustainability.

The Langfang plant organized a brainstorming

session for all plant employees. One employee

came up with the idea of changing the fuel used

for boilers in the production workshop from

diesel to natural gas. With the company’s

support and the hard work of the production

crew, Langfang was able to modify its gas-

fired boilers, and began using the new, more

environmentally-friendly equipment in January

2011. After this modification, the plant was able

to reduce its yearly fuel costs by approximately

1.8 million RMB. Besides, a front-line employee

proposed using pellet mill recycled water to

heat molasses tanks. After several rounds of

discussion and a feasibility study, the project

was approved by the management team and

will be implemented shortly. The finished

modifications will save the plant up to 2,978

RMB monthly in energy costs.

Internal campaign was a resounding success at

the Chongqing plant as well. In April 2012, the

plant’s production team completed installation

of energy-saving equipment on the plant’s

boilers. By reusing waste gases expelled from

the smokestacks, the plant will save as much as

1,288 cubic meters of natural gas and several

metric tons of water per month, cutting costs

by approximately 40,000 RMB per year and

achieving a lower carbon footprint in the

process.

By seeking out ideas from employees directly,

CFN not only contributed to its business growth

sustainability, but also fostered an ethos of

teamwork. By saving energy and lowering

carbon consumption, Cargill is demonstrating

its corporate responsibility to positively impact

the environment of the communities in which

we live and work.

22CAREER DEVELOPMENT

Making the most of opportunities begins with

owning your development. There are exceptional

opportunities at Cargill, but these opportunities

are not simply handed to people. To excel,

you need to be responsible for learning and

demonstrating the behaviors needed to deliver

high performance results, continually preparing

yourselves to seize opportunity when the time

comes.

Employees Ellen Li, North China regional client

HR manager, and Starry Lee, South China

regional client HR manager both from Cargill

Grain & Oilseed Supply Chain Greater China &

Korea (GOSC GCK), shared their experiences

owning personal development and how the

company’s support facilitated their growth.

Learn as you work, and prepare for the future

Ellen joined Cargill in 2004 as an HR specialist

at the GOSC crush plant in Nantong, Jiangsu.

According to her, the most important work

principles are to focus on the tasks at hand

and to never stop improving. “No matter what

position I’m working in, the most important

thing is to do today’s work well,” she said. “It

is also important to keep learning to get work

done better, and to get well-prepared before

opportunities arrive.”

In the first two years after she joined Cargill,

Ellen was involved in every aspect of HR work

including recruitment, compensation and

benefits, performance management, and HR

admin. Although she describes these first two

years as her “most stressful” working period, she

took every chance to learn in order to improve

her language skills and professional capabilities.

In the very beginning, Ellen’s English skills were

lacking. In order to improve, she spent most

of her spare time taking English courses and

studying expressions in business language from

native English speakers. The on-the-job training

that she received from her line manager and

from Cargill’s High Performance Management

program helped enhance her leadership skills,

equipping her to take on a new role as an HR

supervisor two years later. “Now, when I recall

that period of time, I should say it was my most

valuable time,” said Ellen.

Ellen Li

Education: Tertiary Degree in Corporate Management

& Food Engineering, Yangzhou University

Title: North China Client HR Manager, GOSC GCK

Hobbies: Running, badminton

Hometown: Hai’an Jiangsu

Starry Lee

Education: Bachelor Degree in Administration

Management, Sun Yat-Sen University

Title: South China Client HR Manager, GOSC GCK

Hobbies: Running and chatting with friends

Hometown: Yiyang Hunan

Owning your development

23CAREER DEVELOPMENT

Challenging yourself can bring opportunity

For Starry, challenge and opportunity come hand

in hand. Since joining Cargill as an HR supervisor

in a GOSC joint venture plant in Machong,

Guangdong 10 years ago, he has continuously

challenged himself to pursue higher levels in his

career development.

Starry believes that career development is linked

to company development, and because of this

he seized opportunities as the GOSC business

expanded in Southern China. In 2007, Starry was

offered a role as an HR manager in Yangjiang,

where Cargill had just acquired a privately owned

crush plant. His first task there was to set up a human

resource management system, while at the same

time the plant was facing challenges such as low

employee engagement, a high turnover rate, and a

lack of local talent. “For me and my family, moving

to an unfamiliar place was a big challenge. I can’t

deny that it was a struggle, but I decided not to

let this opportunity slip away,” he said.

To this point, Starry has served as an HR

supervisor in Machong JV, an HR manager in

the Yangjiang crush plant, and now the South

China regional client HR manager for GOSC. “To

achieve your goals, it is important to be willing

to take on challenges and adapt quickly to new

roles and changing environments,” he said.

Trust and grow

For Ellen, the trust she has received from

her manager and colleagues helped her to

successfully transition from her role as HR

supervisor to site HR manager, and most

recently to regional client HR manager. “I was

told that my manager would move to Shanghai,

and she recommended me as her successor.

Although I knew it was a good opportunity for

me, I wasn’t sure at the time that I could take

on the role,” she said. “Therefore, she granted

me approximately 6 months to complete the

transition. With her trust and my team members’

support, I became more confident and showed

that I was able to handle the new position.”

Now, Ellen is growing her team in the same way

that her manager supported her professional

growth as a Cargill newcomer. “I know how

important a manager’s support is to a young

talent,” she said, “Therefore, I often ask other

senior managers in the plant to share their

personal experience, since such sharing would

be of a great support for employees.”

After many years of work in several Cargill

locations, Starry has likewise gained a deep

appreciation for Cargill’s culture.

Cargill is committed to providing the trust,

f reedom and respons ib i l i ty needed for

employees to thrive and flourish, further

supporting employees’ personal development by

providing tools, opportunities, and a supportive

company culture, while leaders at Cargill play

supporting, facilitative role for employees,

offering candid feedback regarding employees’

performance and a broader perspective on

development opportunities.

“I am always encouraged by my manager to take

on more responsibility,” said Starry, “But even

though this responsibility requires more time

and effort, every step I’ve taken has prepared

me for new opportunities,” he added.

24CORPORATE RESPONSIBILITY

Focus on LIFE

At Cargill, we are committed to building a safe

workplace for all employees by creating a zero-

injury culture and achieving our goal of having

no work-related fatalities by the end of the 2015

fiscal year.

A study conducted by Cargill along with several

other multinational peer companies showed

that the factors leading to serious injury or

death differ from those that lead to less serious

incidents. As a result, we now know that the old

approach of focusing on injury reduction alone

will not be enough to achieve our zero-fatality

goal. Therefore, in an effort to change the way

our employees think about circumstances that

lead to serious injuries or fatalities, Cargill

recently rolled out a campaign called Focus on

LIFE (Life-altering Injury and Fatality Elimination)

in locations around the globe. The campaign is

led by Cargill Environment, Health and Safety

(EHS).

The Focus on LIFE campaign is heavily centered

on individuals, and focuses on advancing Cargill’s

safety culture. With this campaign, Cargill aims to:

• Raise awareness and understanding about

Cargill’s enhanced approach to fatality prevention;

• Educate employees about the fundamental

importance of a zero-injury culture—not only for

the success of our businesses, but also for the

health and well-being of our employees;

• Help shape behaviors and beliefs that reinforce

a zero-injury culture at Cargill;

• Reinforce Cargill’s commitment to providing a

safe workplace for its employees.

In China, each Cargill location is encouraged to

leverage available campaign materials provided

by EHS to conduct its own work safety education

programs. Additionally, as a continuous safety

effort, each location will undertake a Serious

Injuries and Fatalities (SIF) analysis and a Critical

5 assessment, as well as an updated Pre-Job

Hazard Assessment (PJHA) which identifies risks

in the workplace and human errors during the

work process. Later this fiscal year, Corporate

EHS plans to introduce more enabling activities

to facilitate each Cargill location’s efforts to reach

a zero-fatality goal.

Plants companywide will begin to see posters and other materials for the Focus on LIFE initiative in the coming months.

For more information, please visit the CEHS

website.

25CORPORATE RESPONSIBILITY

Cargill China improves safety performance

By strengthening employee safety awareness

and reinforcing safety measures and procedures,

Cargill achieved a significant improvement in

safety performance throughout its locations

in China for the fiscal year of 2012. The safety

performance data for Cargill China are all lower

than Cargill’s global averages, as indicated in the

table below. Although there were 9 reportable

injuries, 6 of which resulted in a total of 74

days of lost time, no fatalities or serious injuries

occurred during the year.

Cargill is committed to building a safe, reliable,

and healthy work setting for its employees.

Earth Day, Every Day

On April 22, 2012, Cargill employees around

the globe kicked off their annual celebration of

Earth Day, a seven-week program focused on

our volunteering efforts to positively impact the

environment of the communities where we live

and work. The event is Cargill’s largest single

community engagement initiative worldwide.

In China, over 1,500 Cargill employees from 30

locations celebrated Earth Day by volunteering

in various local environmental activities. Just

some of these activities included conducting a

river water test with the local environmental

protection bureau, donating garbage bins to

Year-end Safety Performance Data Summary

Safety is one of our core values, and we

continually strive for a zero-injury environment.

Thus, Cargill’s health and safety goal for FY

2015 is to have no fatalities in all locations

worldwide, and to achieve a Reportable Injury/

Illness Frequency Rate (RIFR) of less than 2.00,

with 75% of our locations having no reportable

injuries.

local communities and hosting a seminar on

garbage recycling and sorting for residents,

and distributing postcards with a small quiz to

enhance public awareness of environmental

protection. In total, our employees contributed

6,835 volunteer hours during Earth Day, striving

to bring the “green” spirit and awareness into

local communities.

L a st ye a r, t h e C a rg i l l C h i n a C o r p o rate

Responsibility Committee announced three

strategic focus areas for our CR efforts: food

security, food safety, and environment. Earth

Day is one of our key programs to effect positive

environmental change throughout the nation.

Through this program, Cargill demonstrates its

commitment to improving the environment and

supporting sustainable development in China.

Source: Cargill EHS team

26

one of those companies who are in the leading

pack,” said Robert Aspell, Cargill China President.

“Just imagine for a moment if the corporate

world operating in China, multinationals and

local companies alike, would join hands and

invest to reduce their office carbon footprint?

An interesting challenge, isn’t it? At Cargill, we

see this as one of our responsibilities towards

China.”

CORPORATE RESPONSIBILITY

LEED Gold Certificate

Cargill China’s headquarters office in Shanghai

was recently awarded the Leadership in

Energy and Environmental Design (LEED)

Gold Certification. LEED is an internationally-

recognized independent rating system for high

performance “green” offices and buildings. Of

the roughly 200 projects in China to receive LEED

certification, only a handful has been awarded a

Gold rating.

Cargill’s office in Shanghai was designed and

constructed to meet the high standards of

the six key criteria of LEED: sustainable site

development, water savings, energy efficiency,

materials selection, indoor environmental

quality, and innovation and design process.

For example, by using highly-efficient and low

power-density lighting systems, Cargill was

able to reduce its power consumption in the

office by over 15%. The effect of natural light

was also maximized, with more than 90% of

building occupants having views to the exterior.

Additionally, over 75% of the office’s lighting

systems are run on motion sensors. Green design

choices such as these not only have a positive

impact on people’s health and the environment,

but also reduce the office’s utility costs by 34%

per year.

While Cargill has made an ongoing effort to

ensure its employees a safe and comfortable

working environment, it has also committed

to minimize the environmental impact to local

communities where we live and work. “I know

many corporations are aiming to reduce their

carbon footprint. At Cargill, we want to aim to be

75% of the Shanghai office's lighting systems are run on motion sensors

27

5 Years in Cargill

(until 2012/01-07)

Grain & Oilseed

Supply Chain

Greater China &

Korea

Beijing

Zhe Chi

Machong

Minghua Shan

Joe Zhou

Jian Kuang

Hooter Hu

Xiayan Luo

Oliver He

Xiaoyi Tang

Xiaofan Sun

Mei Cao

Xianxi Chen

Jianying Wang

Hunk Zhang

Tianfu Zhao

Grace Zhang

Xueneng He

Zhuorong Huang

Nantong

Jiamin Sha

Haitao Qin

Xin Li

Liang Wang

Yan Xu

Zhijun Zhu

Weiguo Zhang

Jun Lu

Jianguo Liu

Feng Hu

Xuerong Zheng

Lin Xu

Jue Liu

Feibo Zhang

Xiaoqin Tang

Chao Yang

Shanghai

Wei Joo Chai

Lilian Chen

Grace Ge

Lily Tan

Lily Yu

Yangjiang

Zhijian Xie

Pingfei Zhao

Jihe Liang

Kailang Lin

Yongfu Liang

Zhixiang Guan

Yunxiang Li

Huizhong Zhang

Haidan Huang

Changyuan Qiu

Guanji Wang

Neng Chen

Wu Chen

Mingsheng Yuan

Huaping Cai

Zhengying Peng

Jiafeng Yan

Yan Du

Jintao Yu

Wenbing Yang

Gang Xiong

Jiugao Zhou

Zhengbing

Huang

Yuejun Li

Guoying Gao

Zhiqiang Tian

Wujie Ma

Jianming Zhou

Xingsong Liu

Guoyu Liu

Songyu Wang

Willa Li

Yangsong Jian

Yili Cen

Sifang Guan

Jianhe Xu

Xiaohong Mo

Shuilian Lin

Shuiqiang Liao

Jinhu Lin

Changwang Liu

Qiuju Guan

Michael Yao

Zhihong Tan

Huaxiao Liu

Annie Li

Kaizan Tan

Xiaofeng Xie

Xianbin Zeng

Yanxia Su

Quinney Feng

Xiaoyun Liang

Xianping Lin

Nikki Sha

Lina Luo

Zeguo Zeng

Guande Huang

Zhaochou Xu

Hang Lin

Feibo He

Kaihui Li

Guowen Wu

Liangyi Feng

Siwei Peng

Chao Wu

Zongcheng Shi

Jianfeng Liang

Shangjin Wu

Yuanshen Cen

Qiao Zhang

Xianhui Kong

Sixian Feng

Tuoji Zeng

Yanqun Ye

Ling Zeng

Pengji Wu

Guangping Zeng

Guohua Zhen

Kai Liang

Heguang Yu

Zhaozhong Zhang

Yanpei Lin

Kaibang Zhang

Juxiu Lin

Wan Lin

Jinping Lin

Su Liang

Fen Liang

luying Guan

Jingmou Li

Shang Lin

Yunlong Li

Mingzheng Chen

Weichun Wu

Siyou Li

Yangyong Gan

Xuemei Lin

Fuan Zhuang

An Tang

Xingwen Wu

Junhao Qin

Yondong Cui

Gongli Xu

Junli Tao

Xinqiao Ji

Xingwen Hong

Chuanling Chen

Zhaojun Qiu

Qin Li

Wentao Zhang

Xuening Sun

Hu Xie

Yushu Xia

Zhangchao Chen

Haishen Ou

Haili Xue

Hongyi Li

Qing Fan

Yuechang Liang

Bin Jiang

Tianhai Guan

Guangcheng Zhang

Xingjing Wang

Miranda Wang

Jinfeng Huang

Wenzhong Liu

OUR FAMILY

28

Mingli Zhong

Xuzhong Li

Songzhu Liu

Tianbing Guan

Chihui Feng

Guozhang Zuo

Xiaoliang Wang

Decheng Zhang

Guobiao Wu

Jingdian Huang

Yufu Luo

Haorong Chen

Yuhuan Luo

Guozhao Liang

Weiyuan Zhuang

Chuansong Peng

Jindan Lin

Xiaomin Liu

Chengyu Deng

Daxiao Sun

Runming Wang

Zhiyong Zhang

Haiping Chen

Guangtai Huang

Liangyan Feng

Ming Zhong

Huayun Pan

Shuping Chen

Refined Oils

China & Malaysia

Machong

Crystal Wang

Simon Shi

Haiyan Li

Nantong

Yu Cai

Tiexiang Liu

Shanghai

Tina Peng

Chris Tou

Yangjiang

Hao Wu

Hongxia Li

Yunji Zheng

Jihang Zeng

Shihui Yang

Yujun Chen

Yan Zhou

Cargill Animal

Nutrition

Changsha

Zheng Zhijun

Li Fan

Wang Wenbin

Wu Jinggang

Song Jinlong

Hu Meifang

Yang Bin

Song Feihu

Yin Can

Shu Xue Long

Wang Yi Jiang

Bai Xiao Fang

Chengdu

Mo Tianbo

Huang Kai

Zhang Fanglu

Yan Haitao

Wang Juan

Wei Laiming

Yang Zongang

Zhangmin Lei

Chongqing

Zhang Yan

Chen Chang Quan

Zeng Cong Ying

Jiang Chun Mei

Xu Zhen Xing

Lv Xiao Jiang

Kang Hua

Jiang Yuan Qi

Yan Sheng Bin

Qin Ying

Wang Li Jun

He Lie Yong

Zhu Ming Ju

Tao Shi Qin

Foshan

Xia Quhong

Che Jianxia

Yang Rilai

Qu Jianfeng

Zhong Guanqiang

Zhang Ling

Huang Jie

Li Luoying

Lin Weibin

Si Turunlin

Liu Wenhu

Qiu Jingfeng

Fushun

Cao Yangguang

Shi Ruigang

Harbin

Zhang Dalin

Hu jie

Ji lin

Li Zhigang

Li Danhe

Chen Ping

Jiaxing

Yao Ming

Chen Jianping

Huang Mingjin

Ma Aijun

Chen Yu

Lu Ziwei

Jinghai

Li Jijian

Langfang

Che Wenli

Zheng Peng

Wang Lei

Qiqihaer

Jia Siyun

Shanxi

Hou Zhixin

Zhang Lei

Dou Baomin

Wuqing

Liu Shuhai

Zhang Jianbin

Wang Anquan

Chen Zhifeng

Tai’an

Wang Rongtao

Song Xianliang

Cao Zhongguang

Ma Ruliang

Zheng Pu

Li Guohua

Liu Chun

Mu Xiaozhong

Zhang Bo

Lang Yongtao

Sun Yingying

Li Chao

Song Qingwen

Wang Zhenzhen

Zhang Fenghua

Liu Yali

Song Xiujuan

Xinjiang

Li Junxuan

Feng Guojie

Yuan Dong

Xu Jinwen

Yang Wei

Ding Yifan

Jia Zheng

Zheng Huibo

OUR FAMILY

29OUR FAMILY

Shi Xiaofang

Su Xun

Yantai

Li Bo

Xing Zhijie

Li Qian

Ma Xianzhong

Zhu Xuewen

Ding Guoming

Sun Caihua

Zhenjiang

Chen Yang

Zhu Chunlei

Bi Kui

Nanjing

He Xiaoliang

Xu Guangyou

Peng Hong

Shang Xuan

Wang Bo

Zhang Liang

Zhao Chunsheng

Cargill Specialty

Asia

Zibo

Joy Li

Jinghua Jiang

Xiangbing Kong

Cargill Metals

Supply Chain

Beijing

Kevin Li

Cargill Starches &

Sweeteners China

Pinghu

Qiang Ma

Shanghai

James Qi

Peter Wang

Sam Xia

Songyuan

Hou Xiaowei

Ma Shuqun

Ma Xia

Zhang Shuo

Lin Lichao

Qi Ypngjiu

Zhou Haichen

Feng Xiaoguang

Lin Xianqing

Chen Sen

Cao Cheng

Zhong Shengda

Jin Gang

Jing Yunwei

Zhang Zhi

Yu Xigui

Cui Yunlong

Bai Fengguo

Gu Changguo

Jiang Wei

Liu Kesheng

Wang Bei

Wei Guofeng

Liu Hao

Jiang Qingfeng

Jiang Fulai

Ma Baolin

Ji Xiaolong

Zhang Wei

Liu Qingku

Zhang Guoliang

Wu Tianquan

Wu Xiaoguang

Peng Yongdong

Zheng Kunpeng

Zhang Liqiang

Christina Li

Tianjin

Rebecca Li

Hao Liu

Jie Wang

Shisong Ma

AiXin Wang

Chen Shao

Lei Wu

Haihua She

Hongqiang Wu

Pinglu Xu

Jingchun Tang

XiaoBin Zhang

Peng Zhang

Zhaogang Shao

Nan Zhang

Sam Wei

Lili Zhang

Chunying Wang

Shuili Yu

Yuming Deng

Food &

Ingredients

Systems

Beijing

Huajuan Yan

Corporate Affairs

Beijing

Wendy Wen

Cargill Strategic

Sourcing

Shanghai

Parker Qin

Human Resource

Shared Service

Center

Shanghai

Eva Lu

IT

Shanghai

Phil Shen

Legal

Shanghai

Vivian Cai

Yafen Xu

Tax

Shanghai

Jessica Kang

10 Years in Cargill

(until 2012/01-07)

Grain & Oilseed

Supply Chain

Greater China &

Korea

Shanghai

Jodi Pearson

Machong

Mavis Feng

Starry Li

Champaign Lu

Cargill Animal

Nutrition

Changsha

Zhang Sihua

Chengdu

Jiang Zengbin

Wang Tangfeng

Yan Liping

30OUR FAMILY

Xie Changjie

Fushun

Sun Quan

Harbin

Yu Junjiang

Jiaxing

Wu Ying

Wang Yuefen

Ni Caifang

Le Xiaofang

Wu Guojun

Langfang

Li Liping

Yue Gentian

Wang Hongxi

Wang Haiping

Nanjing

He Aiping

Tang Jianguo

Shanghai

Doris Wang

Wuqing

Chen Hongfu

Zhenjiang

Yao Yong

Cotton

Shanghai

Sophia Shen

Cargill Specialty

Asia

Zibo

Bob Li

Corporate Financial

Reporting

Shanghai

Johnson Zhou

15 Years in Cargill

(until 2012/01-07)

Refined Oils China

& Malaysia

Shanghai

Aaron Buettner

Cargill Animal

Protein China

Chuzhou

Li Qiang

Cargill Animal

Nutrition

Beijing

Lim Yong Keun

Cargill Specialty

Asia

Shanghai

Yusuf Wazirzada

Cargill Office

Service

Beijing

Liu Zhong

20 Years in Cargill

(until 2012/01-07)

Grain & Oilseed

Supply Chain

Greater China &

Korea

Qinghuangdao

Joseph Gu

25 Years in Cargill

(until 2012/01-07)

Cargill Animal

Nutrition

Fushun

Lee Gi Weon