Talent Management

Employee profile

Cargill’s performance comes from the engagement of its employees with the Corporate Vision, Mission, and Objectives. For this reason, the company is committed to attracting, retaining, and developing talent. In 2014, the company employed 8,023 people at its São Paulo headquarters and its other offices and plants nationwide.

GRI LA1

Employees according to employment contract	Cargill Agrícola S/A		2014	2013	Cargill Comercializadora de Energia Ltda.		2014	2013
	Women	Men			Women	Men
Formal employment contracts (CLT) – defined term	56	130	186	302	0	0	0	0
CLT – open term	1,878	5,761	7,639	7,356	2	3	5	4
Apprentice minors	92	92	184	142	0	0	0	0
Total	2,026	5,983	8,009	7,800	2	3	5	4

1. The employees of Armazéns Gerais Cargill Ltda. were transferred to Cargill Agrícola in 2014.
2. The employees of Cargill Transportes Ltda. were hired as of 2014.
Employees according to employment contract	Cargill Transportes Ltda.		2014¹	2013²	Total		2014	2013
	Women	Men			Women	Men
Formal employment contracts (CLT) – defined term	0	0	0	0	56	130	0	302
CLT – open term	0	9	9	11	1,880	5,773	7,653	7,371
Apprentice minors	0	0	0	1	92	92	184	143
Total	0	9	9	12	2,028	5,995	8,023	7,816

Employees according to job	Cargill Agrícola S/A		2014	2013	Cargill Comercializadora de Energia Ltda.		2014	2013
	Women	Men			Women	Men
Administrative staff	960	1,094	2,054	1,923	1	0	1	1
Apprentices	92	92	184	141	0	0	0	0
Directors	4	11	15	19	0	0	0	0
Managers	109	356	465	449	1	2	3	2
Operational staff	451	3,397	3,848	3,880	0	0	0	0
President	0	1	1	1	0	0	0	0
Supervisors	172	514	686	680	0	1	1	1
Technical staff	202	390	592	556	0	0	0	0
Trainees	7	11	18	7	0	0	0	0
Sales force	29	117	146	144	0	0	0	0
Total	2,026	5,983	8,009	7,800	2	3	5	4

1. The employees of Armazéns Gerais Cargill Ltda. were transferred to Cargill Agrícola in 2014.
2. The employees of Cargill Transportes Ltda. were hired as of 2014.
Employees according to job	Cargill Transportes Ltda.		2014¹	2013²	Total		2014	2013
	Women	Men			Women	Men
Administrative staff	0	9	9	2	961	1,103	2,064	1,926
Apprentices	0	0	0	1	92	92	184	142
Directors	0	0	0	0	4	11	15	19
Managers	0	0	0	0	110	358	468	451
Operational staff	0	0	0	7	451	3,397	3,848	3,887
President	0	0	0	0	0	1	1	1
Supervisors	0	0	0	2	172	515	687	683
Technical staff	0	0	0	0	202	390	592	556
Trainees	0	0	0	0	7	11	18	7
Sales force	0	0	0	0	29	117	146	144
Total	0	9	9	12	2,028	5,995	8,023	7,816

          In 2014, Cargill Brazil employed 8,023 people at its administrative headquarters, offices, and plants.

Funcionária da Cargill em Ponta Grossa (PR) durante testes laboratoriais. — Cargill employee
performing laboratory tests
in Ponta Grossa (PR).

Note: Data separated by state and gender are not available for 2013.
Employees according to state	Cargill Agrícola S/A		Cargill Comercializadora de Energia Ltda.		Cargill Transportes Ltda.		Total
	Women	Men	Women	Men	Women	Men	Women	Men
PR	248	757					248	757
SP	644	1248	2	3			646	1,251
RJ	2	18					2	18
MG	217	859					217	859
PA	48	209					48	209
MS	125	329					125	329
RS	15	18					15	18
MT	175	659				8	175	667
BA	97	559					97	559
GO	397	1099				1	397	1,100
ES		3					0	3
MA	25	88					25	88
DF	8	15					8	15
RO	17	85					17	85
PE		6					0	6
TO	5	12					5	12
AM	1	3					1	3
SC		6					0	6
RN		2					0	2
PB		1					0	1
CE		4					0	4
PI	2	3					2	3
Total	2,026	5,983	2	3	0	9	2,028	5,995

Attracting and retaining talent

          Cargill’s focus on managing talent is attracting today’s young talents to develop tomorrow’s leaders.

O desenvolvimento dos funcionários é fundamental para a sustentabilidade da companhia. — Developing employees
is key to ensuring the
company’s sustainability.

Trabalhar na Cargill é vivenciar uma experiência de constante aprendizado. — Working at Cargill
means ongoing learning.

To develop and train young talent, in 2014 Cargill offered the Internship Program and the Technical Internship Program. The first provided opportunities for 120 junior and senior undergraduate students in the commercial, controller, engineering, logistics, navigation, origination, research and development, information technology, and other areas. At Cargill, each intern is supervised by a tutor, who guides activities and holds performance reviews every six months. The company also offers distance training in topics such as Techniques and Tools, Personal Excellence, and Relationships Management. The Technical Internship Program is for technical students in their second semester in school. It selected 17 students from Santarém (PA), Paranaguá (PR), and four other municipalities of the state of Mato Grosso (Sorriso, Carazinho, Água Boa, and Sapezal) to work in quality control and in the operational areas of the plants, warehouses, and ports of these regions.

Those who have just graduated from college can join Cargill’s Trainee Program. In 2014, the company selected students majoring in Business, Agronomy, Accounting, Economics, Engineering (Agronomic, Electrical, Chemical, Mechanical, and Food), Marketing, Veterinary, and Animal Sciences to work in its business units. The 18-month program prepares these young professionals to tackle the daily challenges of one of the world’s largest companies. As of 2015, trainees will be supervised by managers and tutors who will help identify and develop career goals during training, as the program is designed to prepare the company’s future executives.

To come in direct contact with college students and present its internship and trainee programs, Cargill takes part in recruiting fairs organized by a number of Brazilian universities, including the 10^th Career Fair of Luiz de Queiroz College of Agriculture (ESALQ), in USP campus in Piracicaba (SP); the 16^th Recruiting Fair of Insper, in São Paulo (SP); the Talent Fair of University of Campinas (UNICAMP), in Campinas (SP); and the Companies Fair of the Federal University at Uberlândia (MG). These events were attended by over 9,000 students.

In 2014, Cargill also organized the First Trends Workshop in partnership with Universidade Anhembi Morumbi and Centro Universitário Senac, both of São Paulo (SP). The event was attended by the faculty of the Nutrition and Gastronomy courses and was designed to present the company’s work in the food service segment, in addition to bridging the gap between academia and the market. Together with these universities, the company also organized lectures and welcomed students to the Innovation Center in Campinas (SP), where they visited the testing and sensory experience laboratories, an activity that complemented classroom content and helped guide professional decisions.

Another initiative designed to attract and select talent is Cargill Global Scholars, a program started in 2013 with the Institute of International Education to develop leadership skills of students with high performance. The program selected 56 students, 10 of whom were Brazilian, from five countries – Brazil, China, India, Russia, and the USA. The students talked to Cargill leaders and attended a series of activities. In 2014, for instance, they presented an analysis of food safety in their countries of origin.

Compensation and benefits

Cargill believes that recognizing its employees is an important part of attracting and retaining talent. Accordingly, it adopts structured compensation policies to recognize the individual performance of each employee and to provide equal opportunities of personal growth and career development.

Compensation consists of a fixed monthly salary, variable compensation, and a broad package of benefits, such as health and dental care, group life insurance, transport and meal vouchers, school material for the children of employees, breastfeeding support, and a credit cooperative. These benefits may vary according to each location, because compensation policies take into account local aspects to ensure that all employees are recognized equally. To ensure competitive talent attraction and retention, Cargill holds regular salary surveys to ensure that its compensation programs are aligned with the best practices in the market.

The company also offers a supplementary retirement plan through CargillPrev Sociedade de Previdência Complementar under the oversight of the National Superintendence of Supplementary Retirement (PREVIC) of the Brazilian Social Security Ministry. CargillPrev offers three plans: Previdencial CargillPrev 1, Previdencial CargillPrev 2, and Plano Assistencial. GRI EC3

Managers planning on retiring and pursuing other interests after they leave Cargill have Programa Novo Tempo (New Time Program). Launched 10 years ago, this initiative encourages participants to reflect on their achievements and prepare their career transition. This program gives managers the opportunity to plan this step with the help of psychologists and peers for more assertive decision making. It is offered to managers over 50 years of age who have been working for at least one year at one of the companies sponsoring CargillPrev.

Previdencial CargillPrev 1

This plan matches any contributions made by the participant to use his or her savings in regular retirement, early retirement, disability retirement, pension following the death of the spouse, lump sum withdrawal, and a benefit to supplement any disease benefits. Since 2009, this particular plan has been closed to new entrants. It currently has 3,000 active participants and 250 retirees, most of whom earn a lifetime income.

Previdencial CargillPrev 2

Other than the possibility of turning the savings into lifetime income, this plan offers the same benefits of Previdencial CargillPrev 1, but participants’ contributions are matched on a 1.5 ratio. Currently, this plan has 7,000 active participants.

Plano Assistencial

This plan is offered to employees over 40 years of age to help them save for healthcare events at the time they retire under a CargillPrev plan. Participants make monthly contributions ranging from R$664.00 to R$1,195.20, to cover themselves and their spouses. The company provides a 50% match of employees’ contributions.

Professional training and development

To keep employees engaged with the company’s values and objectives, the company provides talent and leadership development, which in turn helps to manage knowledge and ensure perennial business. Initiatives offered by Cargill include foreign language training, undergraduate and graduate financial support, and classroom and distance training to foster business skills and competences. In 2014, a total of 185 employees benefited from educational subsidies for technical, undergraduate, and graduate courses, and 89 from subsidies for corporate online language courses. GRI LA11

The company also has the Cargill Leadership Academy, which provides training to employees in leadership positions, including first-time supervisors. These programs rely on the Cargill Leadership Model, which defines the competences to be developed in leaders of many different areas.

The Performance Management Plan (PMP) follows the progress of employees and encourages ongoing dialog between employees and managers. In 2012, the PMP tool was revamped and its information is subject to operational restrictions that prevent the disclosure of the percentage of workers reviewed. However, all managers are instructed to have formal discussions at the beginning and at the end of the fiscal year, in addition to regular conversations that speed up decision-making processe. GRI LA12

GRI LA10

Employee training in 2014
Level	Number of participants	Hours	Average per individual
Administrative staff Administrative staff, interns, trainees, and sales force	3,667	12,953.30	3.31
Management Directors, managers, and supervisors	1,280	8,776.31	6.51
Operational staff Apprentices, operational staff, and technical staff	20,370	62,051.31	3.00

Quality of Life

GRI LA8

The Health and Safety Department cares for employee safety and health at all Cargill locations. All programs and initiatives designed to improve quality of life and wellbeing are supported by this department.

Among the 2014 initiatives were the distribution of sunscreen lotion in the beginning of the summer, eye examinations, and blood tests.

The company also supported Pink October, a global initiative that raises awareness on the importance of early diagnosis of breast cancer, the second most frequent cancer in the world and the most common among women. This support included lectures on this theme, employee meetings, and handouts. Additionally, Cargill supported Project Blue November, which raises awareness for the prevention of prostate cancer.

Some Cargill locations offer flu vaccinations, breastfeeding support programs, and morning workplace exercise to prevent muscle fatigue, accidents, and repetitive strain injuries. Other programs include walks, massage sessions, and health circuits, in which employees can check their weight, height, elasticity, abdominal fact, and muscle mass, and lectures on the importance of balanced nutrition. Once a year, employees undergo posture assessments and complete a questionnaire on their health habits. These initiatives help Cargill know more about the health of its employees and prepare future campaigns that meet the needs of its workers.

Ensuring employee health and wellbeing includes having a safe workplace. At Cargill, safety standards and procedures are the result of a culture that constantly monitors the behavior of the teams. Since 2012, Cargill has globally adopted the Life Altering Injury and Fatality Elimination (LIFE) program, which identifies and prevents risks to workers, with the ultimate goal of having zero fatalities. A focus on preventing the 12 activities that represent the highest risk of workplace accidents led the company to introduce the 12 Lifesaver program. This program defines the necessary safety steps that eliminate any deviations from operational procedures and protect the workers performing such activities.

A culture of safety is conveyed to all employees using training courses that raise their awareness on the importance of properly following safe procedures. These courses are offered to operational staff, as well as to leadership, specifically because the company believes that leaders play a key role in setting the example of good practices.

Complying with applicable law, all Cargill locations have Internal Accident Prevention Committees (Cipas), whose members include company-appointed employees and individuals elected by the workforce. Some sites also have an Ergonomics Committee and an Environment, Health, and Safety (EHS) Committee. Additionally, once a year, the Internal Accident Prevention Week (Sipat) discusses health and safety issues. GRI LA6

The recordable injury rate (RIR) for accidents that require medical attention and time off work was 0.55; the lost time injury frequency rate (LTIFR) was 0.16; and the rate of lost days due to injury or occupational disease was 0.98. No fatal accidents were recorded in 2014. GRI LA7

          A culture of health and safety is conveyed to all employees using training courses and communication.

Saúde e bem-estar dos funcionários é foco de atenção da Cargill no Brasil. — Cargill in Brazil focuses
on the health and
welfare of its
employees.

Workshop de segurança alimentar em Mairinque (SP). — Food security
workshop in
Mairinque (SP).