Investor Presentaiton

44 Cargill 2020 Annual Report Continuous surveillance and zero harm Conceived in 2019, the global EHS Transformation program envisions a cultural change in health, safety and the environment and in process safety, by unifying processes and practices previously allocated to each business area. In 2020, we local- ized the program for Brazil, with the restructuring of teams, organized per functions and no longer per department, and adapted the team training under this new model. The purpose of this refor- mulation was to integrate the EHS processes and widespread their automation so that they depend minimally on human action. This plan had to be executed in parallel to the fight against covid-19 and have reached its final phase, reaching a total of 170 specialists qualified in these new attributions. The ramification of this structure until the endpoints will allow the 138 company sites to work in an integrated fashion and adopt the same standards of safety and health. Since this was done during a time in which we were facing a serious crisis, with a strong need for collaboration, this changed benefited from the interaction of the teams and allowed for a deep EHS connection with operations and the support areas. Barrier against covid-19 In 2020, this care was put to the test after the sudden out- break of the coronavirus. We adapted the processes of our integrated operational approach to quickly put into effect a pandemic response plan. We created a corporate action team for critical cases and concentrated decisions and mea- sures within this group. The experience of the Cargill team in China proved most valuable to deal with the beginning of the outbreak. In order to stay ahead of the infection curve, we suspended travel and quickly closed our offices. We implemented extensive measures to protect the employees at our plants, which are essential for our capacity of maintaining food production. We would not be able to operate without their presence. During this period, we encouraged employees to report any concerns by means of our independently managed Open Ethics Line. Despite our efforts, in some cases the virus affected our employees and operations. In order to guide us through the crisis, we followed a fundamental principle: we would only operate a plant if this could be done in a safe manner. (Learn more about our combat against the pan- demic on pages 6 and 48) Health and Safety Indicators * Health and Safety management indicator Besides the tools intended to record data required by reg- ulation, we use at Cargill our own system called Enablon, in which all information pertaining to Work Health and Safety are inserted. This database contains, for example, commu- nication of near misses, accident notifications, event investi- gations, action plans, audits, inspections, safety evaluation campaigns, electric safety and global action plans, among other functionalities. The database generated by this system feeds several information analysis systems. Regarding proactive goals, Brazil has stood out when com- pared to regions around the world with significant employee participation. Regarding reactive goals, we continue to reduce the number of accidents along the years. (Learn more about Work Health and Safety on page 41) To achieve positive results in the country, the safety area to improve protection in the work environment receives continuous investments to improve the safety programs, carry out corporate and local campaigns, implement control measures to reduce human error and strengthen our safety culture. 2020 SIFP observation rate (significant incident failure potential) 21.35% Control hierarchy 81.32% SIF maturity rate (implementation level of risk prevention programs) 3.20% SIFr (frequency of risk events) 0.13% RIFR (reportable injury frequency rate) 0.68 % Retained economic value * We use the OSHA definitions and legal requirements of the country to define reportable accidents. 7,607,175.00

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