Leadership Challenges for Tomorrow’s

Agribusiness

October 2014

> Surveyed Asia Pacific agribusiness leaders

> Insights on major challenges and opportunities

> Respondents: 25% Chairman/NEDs 69% CEO’s/Divisional CEOs 6% Functional Leaders

What we did

2

Who did we survey? A sample

3

Who did we survey?

4

Who did we survey?

5

Who did we survey?

6

What are the strategic priorities being pursued?

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

acquisitions internationalmarkets

new products relationships new saleschannels

verticalintegration

reduce costs

7

> Acquisition activity in Asia over the last three years

INDUSTRY COUNTRY Glucose/Fructose China Meats/Processed Foods India Malt Australia Seafood Thailand Branded Edible Oils India Seafood Vietnam Meat Australia Food Ingredients Indonesia Food India Chemicals Indonesia Grains Australia Topioca Indonesia

8

Acquisition activity in Asia over the last three years

INDUSTRY COUNTRY Sugar India Grain Terminals Malaysia Packaged Foods Sri Lanka Packaged Foods China Packaged Foods China Ports Singapore Edible Oil Processing Indonesia Plantations PNG Oils and Fats China Sugar Distribution China Biologicals China Sugar Australia Sugar Indonesia Sugar Singapore Plantations Indonesia Plantations Malaysia Processed Oils India

Acquisition activity in Asia over the last three years

9

INDUSTRY COUNTRY Fertiliser Australia Cotton Australia

INDUSTRY COUNTRY Oilseeds Processing India Derivatives House India

INDUSTRY COUNTRY Treasury Services Hong Kong

INDUSTRY COUNTRY Grain Australia Logistics Singapore Oil and Seeds China

Acquisition activity in Asia over the last three years

10

strat planning/BD/M&A marketing supply chain international markets R&D / biotech

2014 49% 39% 37% 28% 25%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

What new skills are required in the senior team?

Strat Planning BD/M&A

Marketing International Markets

Supply Chain R&D / Biotech

11

implement change effective leadership strategic thinking communication team-buildingmultilingual /multicultural

2014 71% 54% 45% 35% 29% 5%

0%

10%

20%

30%

40%

50%

60%

70%

Team Building

Implement Change

Effective Leadership

Strategic Thinking

Communication

Multi-lingual Multi-cultural

What are most important capabilities for leaders?

12

When filling senior roles, where will people come from?

2014

Outside the

Agribusiness

industry 20%

Within the

organisation 21%

Other agribusiness

Companies 59%

13

What are the greatest challenges building the senior team?

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Availability of qualifiedtalent from other

agribusiness companies

Availability of qualifiedtalent from within the

organisation

Ability to attract talentfrom outside the industry

Ability to effectivelyintegrate new talent

Ability to meetcompensationrequirements

14

What are the major challenges in retaining senior leaders?

0%

5%

10%

15%

20%

25%

30%

35%

40%

Lack of career growthopportunities

Recruitment by otheragribusiness firms

Restraints oncompensation

appropriate for toptalent

15

Do the skills on the Board need to evolve?

A significant 80% of Asia Pacific agribusiness

leaders state that the mix of skills and expertise on the Board of Directors will need to evolve

Is management making the grade these days, but is the Board lagging?

(25% of respondents are Chairmen or NEDs)

16

What expertise needs to be added to the Board?

0%

10%

20%

30%

40%

50%

International Women Marketing Risk

17

Agribusiness talent has come along way but has a long

way to go.

Agribusiness leaders are saying they don’t have a

number of capabilities to seize opportunities.

Will the battle for top talent define the next decade for

agribusiness companies?

Discussion points

18

This survey finds that many leaders are very concerned about

securing top talent.

Many studies over the past decade confirm that companies with

superior hiring, development, leadership, and retention practices

see clear economic benefits over and above their competitors.

As the agribusiness industry grows and becomes more technical,

more global and more complex, attracting outstanding new talent

becomes ever-more challenging.

Discussion points

19

This survey finds that agribusiness firms have concerns in 2

main areas:

Recruiting the best executive talent – many agribusiness leaders

realize that they have to do more to attract the best talent.

Cultivating a robust leadership pipeline – agribusiness firms

struggle to cultivate strong leadership pipelines and succession

pools for their top team.

Discussion points

20

Agribusiness leaders talk about 2 strategies for securing

executive talent:

Focus on identifying and training tomorrow’s top leaders –

agribusiness firms need to identify talented individuals early on and

work hard to create tailored programs that attract, develop, and

retain them.

Invest in your employer brand – each agribusiness firm must find

ways to tell its story and to be clear about why it is distinctive.

Discussion points

21

Now is the time for agribusiness firms to compete, in a

smart way, for talent.

The solutions are straightforward but require discipline

and perseverance to implement.

Discussion points

22