Investor Presentaiton
39 Cargill 2020 Annual Report
Development
and education
To meet the growth strategy we have planned for the
company, we have the great challenge of anticipating the
formation of leaders and talents we will need. The Human
Resources area has concentrated its efforts in preparing the
company to meet this demand. The leadership development
programs were reformulated and have become fully digital
as a means of expanding and improving the formation of
around 1,000 executives to lead teams across the company.
With the Catalyst Program, Cargill has shown what it expects
from leadership. The purpose of this action is to prepare
professionals for the changes the company foresees, in
order to act as an agent of change, without HR mediation
and in direct interaction with their team. The good qual-
ity of the work environment, according to this strategy, is
in the hands of the manager - they make decisions, they
cause impact.
In 2020, we prepared the steps of this transformation with
the training of the Human Resources team in order to be
an example, and conducted diversity actions and created a
candidate pipeline for the selection and recruiting processes
that reflect plurality. Technicians combine concept with
practice and follow the diversity networks.
They are able to define what is important, in case we are hir-
ing, for example, LGBTQIA+ or the physically handicapped,
show how to translate our contracting values, recruit blindly.
They are ready to talk to managers and demonstrate to the
team how to recruit. Among these actions are the resume
blind evaluation, assertive communication of openings,
structured selection processes and others, which are prov-
ing to be effective to attract more and more diverse candi-
dates (See demographic data on the topic in the GRI 102-8
chart). GRI 103-2, 103-3 | 406
Diversity
and inclusion
GRI 103-2, 103-3 |406
The purpose of our Diversity, Equity and Inclusion (DEI) strategy
is to promote respect regarding differences, fair treatment and
access to opportunities. We seek to create a work environment
in which all feel welcome, valued and heard and are self-confi-
dent to be authentic. We want to have an inclusive culture that
generates equal opportunities for all employees to be success-
ful. We acknowledge, value and respect singularities and cher-
ish the way in which talents and experiences can help people
anywhere to prosper.
On a regular basis, we measure our progress regarding our
objectives that we set forth to increase diversity. With regard to
female workers, in 2020 there was a 14.4% increase compared
to 2018 and 8% compared to 2019; we set the goal of reaching
50% women in leadership by 2030.
Impacted by the death of George Floyd in May, Cargill Global
started work focusing specially on the racial issue and Cargill
Brazil must reflect in the country, starting in 2021, the actions
that are being laid out.
Our executives are committed to leading these changes
large scale. Considered a priority in Cargill's activities, the
topic of diversity and inclusion is set forth in the articles of
the main company policies. Besides our Code of Conduct,
which deals on the topic of diversity, we have created
anti-discrimination, anti-harassment and anti-retaliation pol-
icies. Due to our progress in this field, we were recognized
for the second time by Guia Exame de Diversidade as the
most inclusive Brazilian agribusiness company.
In Brazil, our goal foresees
to have 50% women in
leadership by 2030View entire presentation