People

Employees

102-8, 103-2, 103-3, Material Topic: Officials

Always thinking of how to improve the relationship with its employees, last year, Cargill redesigned the entire Human Resources area. The structure is in line with the company’s new global HR strategy, launched globally in 2015. The restructuring aims to further encourage and enhance the potential of employees through the engagement and development of culture, leaders, and the entire staff.

With the change, all activities in the area were aligned based on process structure, technology, people and culture – innovations that proposed a new way of delivering Human Resources products and services to businesses and functional areas. The area’s new structural design was supported by the launch of a technology platform for the management of service delivery data.

In addition, during the year, the Employee Experience area was created, with work focusing on a more empathic and strategic look at the company’s initiatives, considering employees’ decision-making experience and seeking solutions that benefit everyone.

In fiscal year 2018/2019, Cargill reported a total of 10,029 internal employees.

Percentage of employees by region

Funcionários por tipo de contrato

* Includes employees + trainees.

Contract type	Total staff
Apprentice	353
Intern	86
Undefined term*	9,248
Temporary	342
Total	10,029

Funcionários por tipo de emprego

* Interns – hourly pay.

Contract type	Total staff
Full-time	9,590
Part-time*	86
Apprentice	353
Total	10,029

Essencial para Você Program

Inclusion and Diversity

• Diversity Month
  In April 2019, Cargill invited a number of specialists to discuss alongside employees the aspects of inclusion and diversity. The main theme set for the diversity month was “Balance to Thrive,” based on the global theme of International Women’s Day, “Balance for Better.”

  With an average attendance of 1,000 employees in each lecture given by the networks, the event featured interactive group activities and debates.

  Previously, Cargill had held the Diversity Week for two consecutive years. In 2018, the event presented the theme “Empathy Opens Doors,” addressing in all locations of the company in Brazil the importance of an empathic look at work relationships, as well as emphasizing subjects related to gender equality and gender identity, sexual orientation, ethnicity/race, and persons with disabilities.

  Blind selection
  In 2018 Cargill began a pilot project to hire professionals for leadership positions through the “blind curriculum” method. The recruitment model aims to eliminate unconscious bias and boost the hiring of professionals according to their qualifications and competencies. Thus, the company intends to increase the number of women, black people, people with disabilities and LGBTI+ by leading teams, people and businesses.

  It should be noted that in 2017, Cargill implemented a “blind curriculum” pilot project with its interns. During recruitment, it was defined that candidates would not be able to indicate in their résumés which school they attended, not even to the recruiters during the final interview.

• Mulheres Operando no Brasil (MOB)
  Established in 2015, the Mulheres Operando no Brasil (“Women Operating in Brazil”) (MOB) initiative invites men and women to encourage the company’s female audience to perform their duties with excellence and courage, increasing the visibility of their leadership and execution capabilities. The group’s goal is to turn Cargill into women’s favorite company.

  Acting as an open channel for information exchange, the MOB conducted in the first quarter of 2018 two nationwide surveys with the internal public. The first one assessed the perception of the female audience regarding Cargill’s gender equity challenges. The second one was applied in specific units with the aim of mapping the main difficulties to retain and/or hire new women who work in operational areas. Today, the results are being contemplated in the action plans of each locality.

  Initially focused on the Operations area, a culturally male-dominated sector regarding gender equality, the MOB network has expanded its boundaries, and today, the group’s initiatives are shared with all employees who are interested in participating and contributing to the cause. Currently, 19% of MOB members are men.

• Pride Network
  The Pride Network acts in the LGBTI+ promotion and inclusion through networking, development and knowledge exchange, and the construction of a network of relationships, providing a welcoming and inclusive working environment for employees who identify with this group.

  One of Pride Network’s educational programs is the formation of Allies, open to all company employees. Upon enrolling in the program, employees are invited to an initial training session and receive educational materials and invitations to other forums, which will help them understand the topic in a more appropriate manner and adopt more inclusive behaviors towards their LGBTI+ coworkers, friends, and family. In June 2018, the milestone of over 1,000 allies in the program was reached. 

• AfroCargill
  The group works to build an environment in which everyone can have equal conditions, irrespective of ethnicity, with a greater focus on black professionals. To achieve its goal, AfroCargill seeks to observe equity with regard to the color or ethnicity of employees of the company’s different hierarchical levels and develop a work plan to promote equality and ethnic-racial appreciation.

  In 2019, the company became a signatory to the Racial Equality Business Initiative, a platform for articulation between companies committed to seeking even more significant performance in addressing the issue.

• IN
  In April 2019, the IN, a network that focuses on topics related to persons with disabilities, was launched. The group’s mission is to follow Cargill’s ethical principles to promote an inclusive and diverse work environment in which people with different skills have the opportunity to achieve high performance, delivering results for the company’s business.

Health and safety

Programs that focus on the elimination of serious injuries and fatalities (SIF)

• Human Organizational Performance: The company is introducing a concept known as “Human Organizational Performance (HOP),” which helps companies to better understand why injuries happen and how systemic thinking helps build a strong and effective safety culture. Training on this concept is being offered across the company, and principles are being integrated into the daily operations, with the specific goal of avoiding human error and ensuring that all work is performed safely.
• Plant Inspection: An inspection method implemented in each area of the locations, using both the observation of the condition of the area and the tasks performed. When any non-compliance is found, immediate corrective action is taken and, where necessary, an action plan is created.
• Risk Assessment: The tool is aimed at planning with emphasis on safety before the start of the performance of tasks. The assessment considers the relationship between workers, the task, the equipment, and the work environment, identifying risks and implementing control measures while reinforcing HOP concepts such as the identification of error traps. The tool also helps employees focus on exposures that may cause serious injuries or fatalities (SIF).
• SIF Risk Assessment: A methodology that guides the steps to a qualitative assessment and prioritization of the potential for SIFs in routine occupational tasks. It also provides action for applying new controls, as well as reviewing the reliability of controls already in place.
• LIFEsaver Field Check and Deep Dive: LIFEsavers are the 12 riskiest activities for employees and contractors in all Cargill businesses. Each LIFEsaver identifies the key risks and minimum requirements for performing these activities in a safe manner. Field Checks are conducted to assess the implementation of LIFEsavers and related corporate requirements through employee interviews and observation of conditions. If a major gap in program compliance is found, a guideline is then provided to conduct a Deep Dive on the subject.

Health and safety in numbers

Following the implementation of the aforementioned programs, with an emphasis on eliminating serious injuries and fatalities, Cargill has achieved the improvement of its health and safety indicators marked in green, as shown in the table below.

Community

413-1, 103-2, 102-3, Material Topic: Supporting Socio-Environmental Projects / Volunteering in Local Communities

Fundação Cargill

Promoting safe, sustainable and affordable food
With the mission of promoting safe, sustainable and affordable food, the Fundação Cargill invests in the communities where the company operates. One of its forms of action is through the Fundação Cargill call for proposals, through which the institution supports the development of social projects carried out by civil society organizations in line with its mission.

The Foundation is also responsible for the Alimentação em Foco (“Food in Focus”) Award, an initiative implemented in partnership with Enactus Brazil to support projects developed by university students in the country, who act locally and drive the social transformation of their communities. In addition, in order to strengthen the cause of food and disseminate knowledge and information, the Foundation makes its website www.alimentacaoemfoco.org.br available and has a corporate volunteer program called Semeando Futuro (“Sowing the Future”), which encourages employees to act positively on their communities.

In 2018, the Fundação Cargill celebrated its 45th anniversary, an important milestone for the institution. To celebrate this special date, the Foundation has produced a video that briefly presents its trajectory of transformations and achievements.

Timeline – Fundação Cargill key moments

Fundação Cargill call for proposals

In 2018, the Fundação Cargill selected nine projects through its Call. Located in seven Brazilian cities, the institutions responsible for implementing these projects received financial and management support for social transformation and value creation in the food chain in their communities. What determined the selection of these initiatives was the possibility of having a positive impact on the food area and the potential for these practices to multiply to other locations and institutions. These projects, alongside those started in the previous year, have benefited more than 24,000 people.

Among the supported projects, the following stand out:

Frutos do Cerrado Project
In western Bahia, the Instituto Avançado de Ensino Superior de Barreiras has set up a research and technology generation structure to add value to the fruits of the Cerrado biome, enabling and promoting entrepreneurship in the rural community.

In 2018, the Frutos do Cerrado Project received support from the Fundação Cargill for research on a seasonal fruit from the region known as cajuí. The idea is to extend the program to other typical fruits of the region, thereby increasing the understanding and mapping the economic viability and nutritional properties of the fruits, as well as training local farmers to produce them, conserving the native species of this biome.

Alto Arapiuns Project
The project carries out initiatives with an emphasis on improving the well-being of the riverside population of the Arapiuns River drainage basin region, one of the main regions of the Amazon rainforest in Pará, 130 kilometers from the city of Santarém. For the third consecutive year, the project – which is part of the Programa Alto Arapiuns de Desenvolvimento Sustentável (PAADS), conducted by the Social Directorate of the CTA Flying Club of São José dos Campos (SP) – received technical and financial support from the Fundação Cargill.

Comer na escola serve pra quê? Project
Developed by Instituto Avisa Lá, the project contributes to the development of healthier eating practices in the network of preschools in the city of Itapira, in the interior of São Paulo. The initiative supported the Municipal Department of Education in the training of professionals responsible for the school meals, which contributed to the change of procedures, services and eating routines in the schools. In addition, activities were carried out so that the children could build knowledge, attitudes, and procedures related to eating to achieve healthier habits, a work that was also extended to the families of these children.

Bota na Mesa Project
Developed by Fundação Getúlio Vargas, the Bota na Mesa Project sought to include family farming in food chains in large urban centers. The main goal was the mobilization of several food chain stakeholders to talk about the main challenges of the inclusion of family farming, building action guidelines regarding priority challenges, identifying innovative solutions for the agri-food system, and connecting them to the project network, in addition to supporting and disseminating the adoption of guidelines built throughout the development of the initiative.

Fazenda Aquapônica Urbana Project
Developed by the Associação Reciclázaro, the Fazenda Aquapônica Urbana Project aimed to implement two new urban food production techniques, combining fish and plant breeding with the use of vertical aquaponics and aeroponics. The goal was to provide knowledge on the processes and expansion of the technique, by providing training to the students of the institution, as well as stimulating the increase in food production and optimization of spaces in urban areas.

Social Gastronomy Movement

Gastromotiva – a Brazilian nonprofit organization – and Cargill joined forces in 2018 to globalize the Social Gastronomy Movement, which uses the power of food to address social inequality, improve nutrition education, eliminate food waste, and create jobs.

Given that hunger, waste, lack of opportunity and poor nutrition are global challenges that require joint action, Cargill believes that gastronomy can play a key role in tackling these issues. The company is a founding partner of the Movement and has signed a three-year commitment, offering a total investment of $1.5 million worldwide.

The partnership was announced at the World Economic Forum in Davos, Switzerland, and will feature the launch of an online platform and the establishment of new Social Gastronomy Centers in communities around the world, increasing the positive impact on a global scale.

Gastromotiva, a pioneer in the Social Gastronomy Movement, was founded in 2006 by chef David Hertz and offers free vocational training in cooking, entrepreneurship lessons, and nutrition education. More than 5,000 students have been trained.

The benefits of their actions can be seen at Refettorio Gastromotiva, a community kitchen in Rio de Janeiro that serves as a school and a restaurant. In addition to preparing delicious and healthy meals made from surplus food that would otherwise be wasted, the meals are served to individuals in social vulnerability conditions. In 2018, more than 54,000 meals were served.

Both Cargill and Gastromotiva focus on the following purposes: ensuring access to food, avoiding food waste, creating opportunities in the food and agricultural sector and providing sustainable nutrition while promoting healthier living and stronger communities. The action is in line with the United Nations Sustainable Development Goals (SDGs).

Human Rights Commitments

102-12, 408-1, 409-1, 412-1, 412-2, 412-3, 103-2, 103-3

Cargill works in partnership with governments and social welfare organizations to address human rights issues, including forced labor, child labor, and other illegal practices.

Following its Code of Conduct, Cargill is committed to treating people with dignity and respect, both in the workplace and in the communities where it operates. All company operations are subject to verification processes: direct purchase of materials and inputs, for example, are governed by the Supplier Code of Conduct, which sets the rules for supply and whose formal acceptance is a condition for participation in any purchasing process within Cargill. Additionally, all contracts and agreements signed by the company have clauses that address human rights issues, such as the eradication of slave and child labor.

Regarding training, all employees who join Cargill are trained in the ethical principles of the Code of Conduct. Training and awareness-raising events are also implemented on specific causes, such as child sexual abuse on Brazilian highways, slave labor, and awareness of LGBTI+, women, black people and disabled persons in the labor market.

To reinforce its commitment and performance in this area, in February 2019, the company launched its Commitment on Human Rights5, a policy that contains principles and guidelines for conducting its business in three main areas: at work, in the supply chain, and in the communities where it is present.

National Pact for the Eradication of Slave Labor

Consequently, if a company sells goods to Cargill and it is included in the slave labor list at any time between the signing of the agreement, delivery of goods and/or payment of debts, the company may terminate all negotiations carried out until then with this supplier. This is all thanks to the sanction clauses described in the agreements with suppliers.

Additionally, the standard draft agreement for raw materials, products and services currently has a specific clause that establishes compliance with public policies regarding slave labor as a basic condition of the business relationship, as well as restrictions and sanctions in the event that the supplier is accused of using slave or similar labor.