CAPC trial farm begins operaons 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? CARGILL VOICE Cargill China Employee Magazine 2012 Second Issue
Mar 26, 2016
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