Cargill has 160,000 employees worldwide who are committed to nourish the world in a safe, responsible and sustainable way.

About Cargill

2018/2019 Highlights

Net operating revenue of R$ 47 billion in 2018, a 33% increase over the previous year.

Ícone crescimento receita

Announcement of the construction of a new HM Pectin plant in the city of Bebedouro (SP).

Ícone construção

Renovation of the Elefante brand, with a language that is more modern, accessible and close to the consumer.

Implementation of a project to reduce drinking water consumption by 30% at the Starches and Sweeteners unit in Uberlândia (MG).

Ícone gotas

853,000 liters of used vegetable oil collected and disposed of correctly, with the Ação Renove o Meio Ambiente Program.

Participation of more than 1,000 employees per day in Diversity Month activities.

Ícone Diversidade

Updating of the Policy on Forests and launch of the South America Sustainable Soy Policy and the Commitment on Human Rights.

Ícone Direitos humanos

Launch of Rapid Neopigg, a specific product for pig raising in the nursery stage.

Celebration of the 45th anniversary of the Fundação Cargill.

Awards, acknowledgments, and participation at events

In fiscal year 2018/2019, Cargill stood out for its excellence in its work, receiving a number of awards and acknowledgments, as well as participating in important industry events and events on diversity.

Guia Exame de Sustentabilidade 2018

Guia Exame de Sustentabilidade 2018

Among the companies with the best agribusiness sustainability ratings.

Supplier No. 1

Pennacchi, Baia Norte, and DIEFS.

Companies that best communicate with journalists 2018

Cargill – Agribusiness Category.

Exame Diversity Guide 2019

The most diverse agribusiness company.

Guia Exame de Diversidade 2019

2018 Brazilian Packaging Award

190 g tomato sauce mini pack.

Natural Capital Business Management Cases Award

Cargill’s Triple S Program highlighted.

FazLog Carrefour 2018 Award

Best supplier.

Prêmio FazLog Carrefour 2018

Restaurantes, Bares & Cozinha Magazine 2018, by Folha de São Paulo

Top of Mind brand for oils.

Agroleite Trophy 2018

Animal Nutrition category.

Prêmio Viva Voluntário 2018

Viva Voluntário Award 2018

Semeando Futuro – Best Corporate Volunteering.

The Best of Dinheiro Rural 2018

Corporate management.

ABRAS Award for leading sales brands

Liza, Pomodoro, Pomarola and Maria.

5th Corporate Vox Award

Among the most remembered companies in the city of Santarém (PA).


Cargill among the top 10 agribusiness companies in Brazil.

MERCO 2018

Cargill among the 100 companies with the best corporate reputation in Brazil.

Ranking Indeed

Cargill among the 25 top-rated companies to work for in Brazil.

Best Agribusiness Award 2018 (Globo Rural)

Awarded in the categories “Animal Nutrition,” “Oil and Soy Industries,” “Largest among the 500,” and “Champion of Champions.”

Prêmio Melhores do Agronegócio 2018

CRM 2019 Group

Cargill elected the best supplier in quality and delivery.

Love Mondays

Among the 50 most beloved companies according to employees.

International Taste & Quality Institute (iTQi)

Genuine White Chocolate receives top award in international certification.

Meio & Mensagem

Cargill among the 50 most reputable companies in Brazil.

Exame’s Best and Biggest 2018

Brazil’s largest agribusiness company.

Prêmio Melhores do Agronegócio 2018 (Globo Rural)

Valor Econômico

Executive of the Year: Luiz Pretti, President of Cargill.

Prêmio Melhores do Agronegócio 2018

Top of Mind 2018 (Datafolha)

Elefante brand.

Participation in events

In 2018, Luiz Pretti, President of Cargill in Brazil, was one of the speakers at the 3rd National Congress of Agribusiness Women, in São Paulo. The company also participated in other events during the year: WILL (Women in Leadership in Latin America), inviting men to a debate on female leadership and profit generation; ABAG, on limits and opportunities for foreign trade; International Food Service Congress 2018; Caminhos da Safra, and the Financial Times Commodities Summit.

Organizational Profile

102-1, 102-2, 102-3, 102-4, 102-5, 102-6, 102-7

Founded in 1865 in the United States, Cargill offers worldwide food, agricultural, financial and industrial products, and services. Headquartered in Minneapolis, Minnesota, this privately held company is currently present in 70 countries and has 160,000 employees worldwide who are committed to nourshing our world in a safe, responsible and sustainable manner.

Present in Brazil since 1965, Cargill operates in 17 Brazilian states and in the Federal District through industrial units and offices in 147 municipalities. Its headquarters are based in São Paulo (SP) and, as of the end of fiscal year 2018/2019, the company had 10,029 internal employees.

Areas of operation


  • Agricultural  – it purchases, processes and markets soy and other commodities worldwide. It also trades sugar and cotton in the global market.
  • Food – it offers the food and beverage industries a wide range of ingredients. It introduces innovations for the retail and food service markets and offers its own brands of high-quality consumer products.
  • Animal nutrition – it provides innovative, transformative and sustainable solutions for the livestock sector and offers a comprehensive portfolio of products and services that promote animal health and performance.
  • Industrial – it develops and markets renewable and biodegradable specialties, such as vegetable oils, esters, polyols, acidulants, and starches, among other sustainable solutions, for the lubricant, liquid dielectric, agrochemical, paint, asphalt, foam, cosmetics, paper and mining sectors, among others.
  • Finance – in this area, Cargill offers financial solutions, developed especially for farmers, companies in the agricultural sector and the food industry, through financing and risk management

Map of the operation in Brazil


Mapa de atuação

Ícone grãos Ícone amidos

Uberlândia (MG): Soybean and corn processing (for production of starches and derived ingredients) and production of acidulants

Ícone centro de serviços

Shared Services Center – Uberlândia (MG)

Ícone açucar e grãos

Cevasa Patrocínio Paulista (SP): Sugar, ethanol and energy plant

Ícone cacau e chocolate Ícone amidos

Porto Ferreira (SP): Production of maltodextrins and glycoses; chocolate and topping manufacturing for the industrial food service market

Ícone Bioindustrial Ícone Foods

Mairinque (SP): Production and sale of vegetable fats, mayonnaise, oils, compound oils and industrial specialties

Ícone Animal Nutrition

Itapira (SP): Animal nutrition

Ícone Animal Nutrition

CAN Mogi Mirim Innovation Center (SP): Animal nutrition

Ícone Centro de inovação

Campinas Innovation Center (SP)

Ícone escritório central

São Paulo Central Office (SP)

Ícone terminal de exportação de grãos

TEG* Guarujá Export Terminal (SP): Grain export

Ícone terminal de exportação de açucar

TEAG* Guarujá Sugar Export Terminal (SP): Sugar export

Ícone terminal de exportação de grãos

TES* Santos Export Terminal (SP): Grain export

Ícone Animal Nutrition

Toledo (PR): Animal nutrition

Ícone amidos

Castro (PR): Processing and production of corn-based ingredients

Ícone grãos Ícone Bioindustrial

Ponta Grossa (PR): Grinding and degumming of soybeans; production of crude oil and soybean meal for animal nutrition; emulsifiers and industrial specialties

Ícone terminal de exportação de grãos

Paranaguá (PR): Grain export port terminal

Ícone Animal Nutrition

Chapecó (SC): Animal nutrition

Ícone grãos

Barreiras (BA): Soybean crushing for meal production; soybean oil refining and supply for biodiesel production

Ícone cacau e chocolate

Ilhéus (BA): Processing of cocoa byproducts for the food industry

Ícone grãos

Primavera do Leste (MT): Soybean processing; production of soybean meal and crude and refined oil; oil packing, marketing and distribution

Ícone grãos Ícone Biodisel

Três Lagoas (MS): Soybean processing; production of degummed vegetable oil and biodiesel; soybean meal manufacturing

Ícone Foods

Goiânia (GO): Production of tomato products

Ícone Animal Nutrition

Goianira (GO): Animal nutrition

Ícone Foods

Itumbiara (GO): Vegetable fat production

Ícone grãos Ícone Foods

Rio Verde (GO): Grinding of soybeans; meal production; crude oil production; refining, packing, marketing and distribution of oil

Ícone açucar e grãos

SJC Cachoeira Dourada (GO): Sugar plant

Ícone açucar e grãos

SJC Quirinópolis (GO): Sugar, ethanol and bioenergy plant

Ícone terminal de exportação de grãos

Porto Velho (RO): Grain terminal

Ícone terminal de exportação de grãos

Santarém (PA): Grain export port terminal

Ícone terminal de exportação de grãos

Miritituba District, Itaituba (PA): Road-to-water grain transshipment terminal

*In these units, Cargill has interests through joint ventures.

Strategic management


Cargill’s strategic management is directly linked to its purpose of nourshing our world in a safe, responsible and sustainable manner. To achieve its mission, the company has developed the Game Plan for Success (GPS), a strategic direction plan that guides it in your highest aspirations (purpose and vision), decision making (values), the scope of what it offers to customers (customer value proposition), and the presentation of means to achieving results faster (accelerators).

In the GPS, Cargill focuses collectively on strategies that are able to deliver more results in achieving performance goals and objectives. Each year, priorities are set to drive the business and the roles, driving progress in what matters most to the company.

The first GPS was launched in 2015 and resulted in major breakthroughs for Cargill, aiding its alignment and integrated operation. In 2018, the GPS underwent a review, and is now called GPS 2.0. In this process, it was found that the company is on the right track, and new ideas were incorporated to achieve the goals and stimulate growth for the coming years.

Game Plan for Success 2.0

Our purpose
Why we exist


Cargill will be the leader in nourishing the world in a safe, responsible and sustainable way.

Our vision
Where we are going


We will be the most trusted partner in agriculture, food and nutrition.

Our values
How we make tough decisions

  • Put people first
  • Do the right thing
  • Reach higher

Our customer value proposition
Why customers choose us


A world of expertise delivered locally, quickly an reliably – creating value together with our customers.

How we drive growth

  • Innovate what matters
  • Unlock Cargill's full potential
  • Grow markets and margins

Cargill Leadership expectations

We are all expected to demonstrate leadership behaviors to drive high performance.

Gráfico de expectativas da Cargill

Code of conduct


Cargill’s Code of Conduct is inspired by global ethical standards. The document has guiding principles that underlie how the company and its employees worldwide should conduct business and summarizes key compliance policies and issues that may have legal/ethical consequences if not addressed in the correct manner. All employees who join the company receive training in the Code of Conduct. In addition, refresher training is given each year for employees who already work at Cargill.

An example of a misconduct reporting tool is the Ethics Line, an anonymous channel operating on a 24/7 basis. Available to all employees anywhere in the world, the channel addresses moral/ethical issues and is managed by an external partner who confidentially shares information for internal investigation purposes.

For labor issues, Cargill makes available the MyHR Portal, through which employees may report any practice that is not in compliance with the labor law or company principles. This is the ideal channel for the Human Resources department’s Employee Relations team to initiate an investigation directly with the employee in situations involving possible misconduct that have an impact on this audience.


  1. We obey law.
  2. We conduct our business with integrity.
  3. We keep accurate and honest records.
  4. We honor our business obligations.
  5. We treat people with dignity and respect.
  6. We protect Cargill's information, assets and interests.
  7. We are committed to being a responsible global citizen.



Globally, there are seven standing committees, with temporary committees being established as necessary to address specific and local issues. These committees consist of executives from various parts of the world, allowing them to consider local business specificities. One of its purposes is to support regional boards in the execution of operations and strategies.

Cargill’s Board of Directors in Brazil is responsible for the company’s national leadership and is composed by the president and six directors. It is also supported by some local committees, such as the Diversity Committee and the Sustainability Committee, as detailed below.

Diversity Committee

Cargill’s Diversity Committee aims to develop and execute actions that promote a more inclusive work environment. A multidisciplinary group of employees from all areas and hierarchical levels is responsible for monitoring quarterly metrics, submitting recommendations to the leaders, validating guidelines, actions, goals, and indicators, and monitoring the actions of the Business Resource Group (BRG) – voluntary networks of employees who perform actions aiming at diversity. They are: Pride Network (sexual orientation and gender identity), AfroCargill (race/ethnicity), Mulheres Operando no Brasil (gender), and IN (persons with disabilities).

Moreover, the Committee has developed a roadmap – a tool used to plan and chart paths to encourage inclusion and diversity. Each year, the Committee prepares an action plan with the main initiatives of each network, addressing the intersectional aspects of diversity. Initiatives include lectures, training, and debates for company leaders, internal communication campaigns, diagnostics, and events.

Comitê de diversidade

Sustainability Committee

The purpose of the Sustainability Committee is to advise and recommend to the Board of Directors strategies that are aligned with the company’s overall purpose of being acknowledged as the most reliable source of sustainable products and services. It supports priority sustainability issues in an integrated manner for different businesses to mitigate risks and create value for Cargill.

The Committee aligns Cargill's global sustainability policies and goals with local priorities within operations and supply chains. In the second half of fiscal year 2018/2019, the Committee underwent a strategic review, based on a participatory process between members and key internal stakeholders to define priorities for the coming years.

To monitor the progress of the strategy, the company checks the key indicators on a quarterly basis, which allow it to analyze progress on each of the monitored topics and take steps to improve its performance. The progress of the actions is a consequence of the work of several teams, involved in the search for greater efficiency in the use of natural resources and in the appreciation of employees, suppliers, and communities.

The Sustainability Committee aligns Cargill's global sustainability policies and goals with local priorities within operations and supply chains

Legend – Performance:
The number analyzed has increased/improved.
The number analyzed has decreased/worsened.
The indicator has remained the same.
Topics Strategic Objective Target 2017/2018 2018/2019 Performance
Energy Increasing energy efficiency 5% 9.22% 12.48%
Increasing renewable energy use 18% 92.61% 88.14%
Water Increasing water use efficiency 5% 17.15% 9.47%
Health and Safety Eliminating the occurrence of reportable accidents associated with employee and contractor health and safety 0.10 0.12 0.11
Communities Improving relationships with communities through engagement and measures that promote their economic and social development >70% 87% 96%
Suppliers Assessing supplier sustainability performance 75% 79% 79%

Financial Performance

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In 2018, Cargill posted net operating revenues of approximately R$ 47 billion, a 33% increase over the previous year. Net income also grew by 15% compared to 2017, ending the year at R$ 680 million.

In all, 2018 investments totaled R$ 520 million, distributed in the consolidation of acquisitions, projects, and improvements of plants, creating over 100 new jobs. Considering the last eight years, Cargill has invested in logistics, infrastructure, production capacity, and technology, totaling over R$ 5.2 billion.

* CASA = Cargill Agrícola, S.A.
CARGILL ALIMENTOS LTDA. 2017 2018 Variation
Net Operating Revenue 34,955 46,533 33%
Net Income for the Year 593 680 15%
Net Equity 4,193 4,880 16%
Investments (Fixed Assets) 793 520 -34%
Total Assets 14,590 20,210 39%
Internal Market 10,311,634 29% 12,103,368 26%
External Market 24,643,544 71% 34,430,382 74%
Total Net Operating Revenue 34,955,178 100% 46,533,750 100%

* The Gross Domestic Market Revenue published in the 2017 Annual Report (R$ 11,258,724/MM) is incorrect. The number has been corrected in this report to 11,528,724 - R$/MM.
Internal Market 11,528,724* 32% 13,370,839 28%
External Market 24,643,544 68% 34,430,382 72%
Gross Operating Revenue 36,172,268 100% 47,801,221 100%

Investment and innovation

In 2018, Cargill pursued its growth strategy based on investments and innovations. The year 2019 started keeping the same pace, with the implementation of three innovative projects in the city of Uberlândia (MG):

  • New plant for the manufacture of wet diet items for ruminants with a capacity to produce 60,000 metric tons per year;
  • Plant opening for production of modified starches;
  • Start of treated wastewater reuse project, reducing drinking water consumption in the unit by more than 30%.

With these initiatives, the goal is to increase the added value of marketed products and ingredients and achieve operational excellence with efficiency and sustainability.

For 2019, Cargill will invest in a new HM Pectin plant in Bebedouro (SP). The project, expected to receive an investment of R$ 550 million, is part of the company’s plan to strengthen and diversify its portfolio, which also includes improvements to its three plants located in Europe (Germany, France, and Italy). HM Pectin is a versatile texturizing agent made from citrus and used in the production of jams, juices, and dairy drinks. The new plant will contribute to Cargill’s production expansion by increasing the premium pectin offering to customers worldwide.

Investimento e inovação

Operational Performance

Supply Chain

102-9, 414-1, 414-2, FP1, 103-2, 103-3, Material Topic: Good Agricultural Practices / Suppliers and Farmers

In order to ensure the best practices and strengthen sustainability within the supply chain, Cargill offers a range of services, inputs and food products to its partner network, handling all stages in the countries where it operates: processing, storage, and distribution of finished products.

Supply Chain

Sustainability in the production chain

The company works hand-in-hand with its suppliers, continually enhancing purchasing relationships to fulfill its commitment to nourshing our world in a safe, responsible and sustainable manner. It has suppliers from various sectors such as raw materials, packaging, and other services. Some purchases are made in an integrated manner by the Strategic Sourcing & Procurement area, while agricultural supply is carried out by each business unit.

Through the Supplier Code of Conduct, Cargill ensures that its suppliers conduct their business with integrity, ethics, and transparency, treating its employees with dignity and respect, as well as the communities in which they operate. In the Strategic Sourcing & Procurement area, for example, an assessment questionnaire is applied, addressing labor practices, occupational safety and health, environment, and corporate responsibility, as one of the ways to analyze compliance with the Code of Conduct.

For all procurement and contracting of goods and services, the company provides the Buyer Code of Ethics, which guides employees in preparing themselves to deal with potential conflicts of interest or ethical situations and what actions and attitudes should be taken to remedy this type of situation.

Cargill also has socio-environmental clauses, considering the applicable policy of the company, in 100% of contracts with suppliers in order to ensure, for example, that the company does not hire companies that operate with degrading or compulsory labor.

Committing to the defense of human rights and the elimination of all forms of compulsory labor in its production chain, Cargill has been a signatory to the National Pact for the Eradication of Slave Labor in Brazil since 2006. It is also a board member of the National Pact Institute for the Eradication of Slave Labor (InPACTO), whose mission is to promote the prevention and eradication of slave labor in the production chains of Brazilian and international companies. To operationalize its commitment, the company has an automated system that blocks all employers on the slave labor blacklist so that it is not possible to make purchases, sign contracts or receive goods from companies or individuals on this list (for more details on this topic, access the chapter Human Rights).

In line with these assumptions of socio-environmental responsibility, Cargill is committed to promoting more sustainable agriculture in the agricultural supply chains, working with producers, governments, tertiary-sector organizations and members of the communities where it operates in order to find practical and scalable solutions. The following are examples of actions and partners in the chains that are considered a priority for the company.

Sustainability in the soy chain

Cargill takes a number of steps to advance its commitment to protecting native forests and promoting rural agricultural development while providing deforestation-free production chains and the prosperity of producers. Specific to the soy chain, the company works closely with industry partners and implements the Triple S Program.

Cargill is committed to promoting more sustainable agriculture in the agricultural supply chains

Triple S Program

The Triple S (Sustainable Supply Solutions) Program is a complete agricultural, environmental and social management platform that provides farmers with tools that support the management of their property and the control of their production with practicality, responsibility, and transparency.

This Cargill’s Program acts, in partnership with the BioSystemic Institute (IBS), as a free and voluntary certification for soybean producers and offers engagement in a process of continuous improvement to comply with Brazilian labor, social and environmental legislation.

In 2018, the Triple S was one of the cases awarded by the Natural Capital Business Management Cases initiative, created to demonstrate how natural capital management creates value for companies and for the ecosystems of which they are a part. The award is granted by FGVces in partnership with projects coordinated by the Ministry of the Environment, National Industry Confederation (CNI) and the Grupo Boticário Foundation.

Further, in August 2018, the first phase of the program was completed with positive results. Throughout the two-year cycle, the actions undertaken provided support to ensure that producers could have more sustainability and efficiency in their business.

Highlights of the first stage of the Triple S Program

  • Total area of engaged farms: 392,000 hectares.
  • 4 Brazilian states (Goiás, Paraná, Mato Grosso, and Pará) have joined the Triple S sustainable soy certification.
  • 600 field visits for technical assistance to the properties.
  • 130 signaling board kits distributed.
  • 5 e-books on rural construction and good agricultural practices distributed via WhatsApp and through the website.
  • 4 workshops.

In September 2018, a new cycle began. In addition to the entry of new producers, two more states were included (Mato Grosso do Sul and Rondônia) and the monitoring of emissions from some producers was initiated.

In addition, Cargill has valuable initiatives and partnerships, joining forces with industry partners, direct and indirect suppliers, customers, governments and farmer groups, given that deforestation and land conversion practices are driven by complex economic forces encompassing the globe. The following is a brief description of each partnership undertaken under the new sustainability policies:

Soy Working Group and Moratorium (GTS)

Cargill actively participates in all meetings of the Soy Working Group (GTS), composed of companies linked to the Brazilian Vegetable Oil Industry Association (ABIOVE), the Brazilian Cereal Exporters Association (ANEC), Banco do Brasil, and other civil society organizations, such as Greenpeace and WWF-Brazil. The Soy Moratorium is a sectorial agreement signed in 2006, in which companies undertake not to market or finance soy produced in areas that were deforested in the Amazon biome after 2008. Thus, through robust procedures, Cargill ensures that it does not market or even finance soy produced in areas deforested in the Biome after July 22, 2008, the reference date of the Forest Code.

For 15 years Cargill has been working with TNC globally, promoting sustainable agricultural practices and protecting forests with farmers
Cerrado Working Group (GTC)

Established in 2017, the Cerrado Working Group (GTC) is coordinated by the Brazilian Vegetable Oil Industry Association (ABIOVE) alongside WWF-Brazil and brings together national and international NGOs, companies, government, banks, and consumers. The group was formed with the aim of seeking solutions to eliminate, as soon as possible, deforestation in the Cerrado biome, reconciling soy production with environmental, economic and social interests.

Soja Plus

It is a free and voluntary educational program for continuous improvement of the economic, social and environmental management of rural properties, preparing them for sustainable production in line with market demands. The initiative began in 2011 through a partnership between ABIOVE and the Mato Grosso Soybean and Corn Producers Association (APROSOJA-MT) and is carried out in the states of Mato Grosso, Mato Grosso do Sul, Minas Gerais, Bahia, and Goiás.

In fiscal year 2018/2019, Cargill continued to support the initiative, focusing on the program in Minas Gerais and Goiás, which received extra funding from the company.

The Nature Conservancy (TNC)

Cargill has worked with TNC globally for 15 years, promoting sustainable agricultural practices and protecting forests with farmers. In 2018, the partnership was extended to the project “Boosting Sustainable Agriculture and Protecting Biodiversity in Areas of Agricultural Expansion,” which strengthens socio-environmental governance for grain production in the state of Maranhão.

With operations also in Pará (PA), Cargill aims to use this partnership to strengthen education for local technicians in the restoration of degraded areas and provide rural technical assistance. Thus, the company addresses the issue of the low availability of qualified human resources to guide forest restoration processes in the Santarém region, one of the points identified by the Strategic Forest Restoration Plan, prepared during the fiscal year 2018/2019 by TNC, with the support of Cargill.

Soft Commodities Forum (SCF)

SCF is a global platform of leading agricultural commodity companies organized by the World Business Council for Sustainable Development (WBSCD) with the purpose of promoting collective action in light of common sustainability challenges. Cargill is one of the founding members of the initiative.

In June 2019, SCF members presented public reports on soy from the Cerrado biome in Brazil. In total, six reports were published – one from each member company – including reports on transparent and traceable soy in Brazil. Published information includes the percentage of soybean that these companies obtain from the Cerrado in relation to the total volume of Brazil (based on 2018 data) and the percentage of soybean purchased directly by farmers or indirect suppliers, such as cooperatives and third parties, from 25 priority municipalities.

Tropical Forest Alliance 2020 (TFA 2020)

The global public-private partnership, in which members take voluntary action on an individual and joint basis, was established to reduce tropical deforestation associated with the supply of commodities such as palm oil, soy, meat, paper, and pulp. Cargill is a member of the TFA Global Steering Committee and the TFA LATAM Regional Steering Committee.

Sustainability in the cocoa chain

Established in 2012, Cargill Cocoa Promise is a commitment that permeates the company’s work in the cocoa chain. Through it, Cargill reaffirms its commitment to promote a more sustainable production chain, leveraging the efforts already existing in cocoa-producing countries where it operates, including Brazil.

Through this initiative, Cargill is improving farmers’ living conditions, contributing to income generation and the well-being of communities and providing its customers with high-quality products, always focusing on the conservation of natural resources.

Cargill Cocoa Promise reflects the company’s commitment to the evolution of sustainability in the cocoa chain by 2030. It is in line with the UN Sustainable Development Goals (SDGs), focusing on generating long-term solutions, along with partners to benefit farmers, communities, and ecosystems by increasing transparency in the cocoa supply chain and helping it thrive.


Recently, Cargill started two pilot projects focusing on sustainability in the cocoa production process. The goal is to increase producers’ productivity and income, as well as promoting responsible socio-environmental practices in the cultivation of the product. One of the projects is the “Fertile Cocoa”, developed in the Tuerê settlement region, in Novo Repartimento (PA), in partnership with the NGO Solidaridad. Another project is the “Farmer Coaching”, implemented in partnership with the NGO Imaflora in the region of Mecilândia (PA) with the aim of providing technical assistance for the exchange of good cultivation practices, as well as training leaders who will disseminate the knowledge acquired.

Cargill is also a signatory to the Cocoa Action Brazil multi-sectoral initiative launched in October 2018 by the World Cocoa Foundation. The platform acts on the definition of priorities, goals, and indicators for sustainability actions in the cocoa production chain in the country, as well as seeking the engagement and articulation of various stakeholders. The last meeting of the National Committee was held in June 2019, in Brasilia (DF), and, on the occasion, representatives of the companies and entities participating in the platform discussed the challenges of the cocoa chain alongside representatives of the federal government and the state governments of Bahia, Pará, Espírito Santo, Rondônia, and Mato Grosso. The goal of the meeting was to identify joint action opportunities to promote the increase of sustainable cocoa production. There is also an agenda for upcoming meetings in 2019: Cargill will attend the 6th Cocoa Action Technical Group Meeting and the 2nd Annual Cocoa Forum.

Cargill Cocoa Promise reflects the company’s commitment to the evolution of sustainability in the cocoa chain by 2030

Sustainability in the palm oil chain

A product of great versatility, palm oil – also known in Brazil as azeite de dendê – is one of the most widely used products in the world today, being used in the food, cosmetics, hygiene and cleaning, agri-energy, and biofuel industries. Its raw material comes from palm trees grown in tropical areas of the planet, and Brazil is a place of great potential for planting.

Cargill has a strict purchasing policy for this raw material, which includes 100% traceability on palm oil originating from Brazil. The company also offers its customers a palm certified by the RSPO (Roundtable on Sustainable Palm Oil), ensuring that it has been produced in a sustainable manner. Customers who purchase Cargill’s certified oil may include the certification seal on their packaging, informing their consumers that the product contributes to sustainable palm production.

In 2019, in partnership with the Earthworm Foundation, a training course was held in Pará, aimed at producers in the field of socio-environmental management, with the participation of companies, NGOs, public organizations, associations and communities representing different links in the palm production chain. There were three days of training with the participation of 32 people, an important moment for companies and communities to discuss the main problems of the territory, responsibilities, and ways to address the issues raised in order to implement assertive solutions.



Cargill has two Innovation Centers for Latin America, one located in Campinas (SP), to serve food, bioindustrial and personal care customers, and one in Mogi-Mirim (SP), to serve animal nutrition customers.

The Campinas Innovation Center is dedicated to research and development actions to benefit customers and integrate work between food ingredient business units across the continent.

Highlights in this area include:

  • 42 customer visits to the Innovation Center in Campinas;
  • 139 customer projects, 20 of which developed alongside the customers in the labs;
  • 7 Innovation Days, in addition to an Innovation Fair for a strategic customer, in which 19 prototypes were presented in several categories;
  • 1 Innovation Workshop presented to 5 strategic customers in the dairy category, in partnership with two suppliers. Innovative concepts that are ready to be launched in the market were addressed.
  • 5 Roadshows in different regions of Brazil, bringing prototypes and technical information of the company’s products to customer and universities. .

In turn, the Animal Nutrition Research Center (CPNA), located in Mogi-Mirim, conducts several technical studies in the area of poultry and swine nutrition, and soon grazing beef cattle, focusing on modeling, intestinal health, additives, and nutritional requirements.

Integrated Business Planning

In the search for increased operational efficiency and attentive to other business opportunities, Cargill’s Supply Chain area began a reorganization process in 2018. In addition to changes in structure, the area now has a new way of organizing its processes, activities, and people. The restructuring will provide more horizontalization and even more opportunities for integration and development for professionals in the area.

To align all elements in this new organization, the Integrated Business Planning (IBP) was created with the aim of increasing the visibility of new possibilities, allowing the reassessment of the courses of action and the search for efficiency gains. In addition to innovating in the way the company plans its supply chain, the new supply chain process design is in line with Cargill’s global model.

The change process was supported by an external consulting firm, hired to work on restructuring with the teams for 18 weeks.

The changes began to be implemented in January 2019 and are expected to be completed within eight months.

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