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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
4
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
6
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
7
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
8
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
9
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
10
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