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Investor Presentaiton

19 Cargill 2020 Annual Report Crisis management In 2020, Cargill implemented the new Crisis Management Program in Brazil. During the initial phase, five factories indi- cated by the business units were chosen to serve as a pilot to develop this program, besides adopting this new model. After this phase, the program will be progressively imple- mented in all company factories and facilities. Employees trained on these procedures will act as multipliers during the initiative expansion phase. In order to assume responsibility for the program develop- ment, the role of Crisis Management and Asset Protection Leader was created for Latin America. The implementation was done in the following phases: Definition of crisis scenarios and governance model Materiality GRI 102-46, 102-47, 103-1 In order to select the content of the annual report, following the recommendation of the GRI methodology, Cargill con- ducted a new materiality process which, besides the analy- sis of internal documents, sector and sustainability studies and benchmarking, it once again consulted internal and external stakeholders, selected for being the relationship audiences and/or affected by the impacts of the company's operations. Altogether, 148 people were involved in this new company materiality process, by means of online interviews and consultations. This prioritizing process counted on the Materiality matrix participation of the CEO and business leaders, as well as the team of specialists, besides employees, clients and com- munities. We also took into account the global corporate priorities to validate the most relevant topics for the national context. This new process will serve as a reference for the Cargill sustainability strategies and for the next reporting cycle. GRI 102-42 In 2021, of the 17 proposed topics, seven were prioritized, of which two were unique topics for the company, reflecting new demands for Cargill leadership and relationship audi- ence. GRI 102-43, 102-44 • Response development for the crisis scenarios • Training on the Crisis Management Plans • Performance of crisis simulation drills 13 TEAMS trained in crisis manage- ment, totaling: 슬림 210 18 employees Alia 31 MANUALS 3.0 External vision / Stakeholders 2.5 2.0 L 10 0.5 0.0 for crisis management were developed 0.0 0.5 1.0 1.5 2.0 2.5 3.0 Internal vision / Business Community engage- ment and development Responsible manage- ment and innovation in agricultural practices Focus on client needs Food safety and quality Land use Ethics, compliance and transparency Natural resources management and resil- ient food system
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