2013 Annual Report

Results across many dimensions

In the future, the companies best
positioned to lead will be those
that deliver results across many
dimensions. At Cargill, what
matters most is not just what we
accomplish, but how. The how
is critical because the world faces
big challenges, interconnections
are more pronounced, and
expectations are higher than ever
before. At Cargill, we aim to make
a difference and deliver results for
all of our stakeholders: customers,
employees, shareholders and
communities. We want to achieve
results that contribute in multiple
ways to a better world.
Cargill earned $2.31 billion
in fscal 2013, up from $1.17
billion a year ago. Sales and
other revenues rose 2 percent
to $136.7 billion. Cash fow
from operations equaled
$4.18 billion.
Our companys improved
results were achieved during
a year of deceleration in the
global economic recovery.
The eurozone contracted,
Brazils growth nearly stalled
in the frst half, the U.S. grew
at a modest 2 percent, and
Chinas expansion slipped
below 8 percent. Still, the
fscal turbulence and political
ambiguity that permeated
markets in the prior fscal year
dispersed enough to allow
economic fundamentals to
come to the fore.
In agriculture, weather was the
story all year. The drought in
North America, which came
on the heels of smaller crops
in South America, reduced
expected production of corn
and soybeans in the Americas
in 2012 by nearly 20 percent.
The shortfall sent grain prices
to new highs. In 2013, when
it became evident that South
America would harvest big
crops, prices retreated but
only to historically elevated
levels. The effects of the
drought lingered, with tight
stocks, alterations in trade
fows and pressure on input
costs. Meanwhile, exports of
the long-awaited new crop
in Brazil were held up by rain
delays. We tapped into Cargills
global breadth and strengths
in market analytics, logistics
and risk management to serve
customers with enterprise
and reliability.
Performance
Cargills fnancial performance
in fscal 2013 was broadly
based. Sixty of our 69 business
units were proftable; more
than two-thirds exceeded last
years earnings, and 12 were
at a record level. We also held
costs in line.
Among the six platforms:
b The agricultural supply chain
was the largest contributor
to Cargills earnings, with
an improved performance
in grain handling, trading
and oilseed processing, and
turnarounds in cotton and
sugar. Drought-affected
crops reduced results in U.S.
farm services.
b In a challenging environment
for volume and margin
growth, the 26-unit food
ingredients platform
generated a breadth of
earnings that collectively
surpassed last years
record. Two product lines
were sold: juice blends and
compounds, and cultures
and enzymes.
b The integration of Provimi,
acquired last year,
accelerated results in animal
nutrition. The platforms
combined expertise in
nutrition, technology,
premixes and compound
feeds made it possible
to reach new customer
segments with solutions
that helped address diffcult
feeding economics in many
countries.
b Poultry processing in
developing markets set the
pace in animal protein, but
North American beef had
another very diffcult year,
with drought, high feed costs
and the tightest cattle supply
in 60 years factors that
led to the idling of our beef
processing plant in Plainview,
Texas. High feed costs also
impacted pork processing.
To our stakeholders
Cargill 2013 Annual Report | 1
Greg Page
Chairman and CEO
David MacLennan
President and COO
Cargill regained its momentum in fscal 2013. We increased earnings, made
investments that reach further to bring us closer to customers, built responsible
supply chains and delivered value-creating innovations and solutions. These actions
support Cargills strategic intent to be the partner of choice to our customers. They
advance our commitment to creating a food-secure world with access to safe,
nutritious and affordable food for all.
Financial highlights
Dollars in billions
Sales and other
revenues $ 136.7
Net earnings $ 2.31
Cash ow
from operations $ 4.18
b Performance in metals and
ocean shipping was boosted
by active risk management
in volatile iron ore markets
and by increased operating
effciency in ocean freight
markets weighed down by
excess industry capacity.
Energy results decreased
sharply from the prior year.
b Financial services continued
to perform steadily.
b Cargills asset management
subsidiaries rebounded from
last year. They outperformed
industry peers in several
asset classes and attracted
signifcant new capital from
institutional investors.
Growth
Cargill invested $3.4 billion in
fscal 2013, with the largest
share directed to a global
round of new and expanded
facilities that bring us closer
to customers. Perhaps the
biggest milestone was the
startup of primary processing
at our integrated poultry
complex in Chinas Anhui
province. We opened a
poultry further-processing
facility in Russia and added
signifcant capacity in
Thailand. China was the site of
several investments in liquid
sweeteners and specialty fats.
Construction has begun in
South Korea on our largest-
ever feed mill. In cocoa, we
expanded processing capacity
in the Netherlands and broke
ground on a new facility in
Indonesia. We opened a farm
service center in Alberta,
Canada, and completed plans
to build a canola crush plant in
the province. Our second wet
corn mill in Brazil is nearing
completion. In the U.S., a
biorefnery campus in Iowa
and a modernized multiseed
processing plant in North
Dakota will open later this
calendar year. Several other
projects with multiyear builds
are underway.
In North America, we are
forming Ardent Mills, a joint
venture that will join Horizon
Milling (itself a successful
venture between Cargill and
CHS) with ConAgra Foods
four milling business. Together,
we intend to serve bakery and
food company customers even
better than today.
Cargill purchased a ground
beef processing plant in Texas
and a U.S.-based renewable
industrial fuid business.
Acquisitions typically make
up about a third of Cargills
growth, but this years ultralow
interest rates led to lofty
valuations that were out of line
with our desired returns on
investment. Still, we are ready
to move with discipline on
attractive opportunities.
Changing how we work
Cargill operates today in
an interconnected world in
which events reverberate
quickly. We expect this new
normal to play to Cargills
strengths, but it requires
us to be nimble. Access to
information, for example,
has become ubiquitous, but
the advantage lies in how
quickly we can capture,
interpret and gain insight
from our global view. We are
placing greater reliance on
business operating principles
to increase our agility. The
2 | Cargill 2013 Annual Report
Serving customers worldwide
Cargill sales and other revenues by destination
Cargill serves customers in more than 125 countries, creating a balanced and
diverse revenue base.
37% North America
23% Asia Pacic
18% Europe
14% Latin America
6% North Africa/Middle East
2% Sub-Saharan Africa
Our global team
Cargill employees by geography
With 140,000 employees in 65 countries, Cargill connects globally to serve the
distinctive needs of customers locally.
38% North America
53,000 employees
27% Asia Pacic
38,000 employees
19% Latin America
26,000 employees
14% Europe
20,000 employees
1% Sub-Saharan Africa
2,000 employees
1% North Africa/Middle East
1,000 employees
intent is to set expectations,
empower business units and
functions to apply the right
amount of process and take
appropriate risks, and leverage
the enterprise to create value
for our customers.
We refreshed Cargills
enterprise resource
planning strategy. Instead of
implementing one solution
across Cargill, we will utilize
a handful of instances that
match our various business
models. Horizon Milling in
Canada successfully deployed
the commodity handling and
trading instance and animal
nutrition in Canada adopted
the variation that came with
Provimi. Business units with
common processes will begin
migrating to these instances in
the year ahead. The goal is to
put similar parts of Cargill on a
common footing of processes,
data and technology.
Partner of choice
More customers are choosing
Cargill as their partner of
choice. We are earning their
confdence through our
companys innovation, our
risk management in volatile
times, our willingness to invest
to support their growth, and
our commitment to operating
responsibly.
We also provide transparency.
For example, we take
food customers and other
stakeholders to our oil palm
plantations in Indonesia to give
them a frsthand look at how
we produce palm oil ethically
and sustainably. We share
the science- and risk-based
approach to food safety that
we use in our plants to ensure
safe products. And we strive to
be dynamic. Within weeks of
the onset of the 2012 drought,
Cargill offered U.S. farmers
a new hedging product that
addressed the commodity
price risk related to their grain
marketing plans and crop
insurance payments.
Fundamentals
Safety unites Cargill. Our
workplaces reduced the
companys rate of reportable
injuries to 2 per 200,000 hours
worked meeting our 2015
goal in 2013. Seventy-one
percent of 1,215 locations
worked injury-free. Yet we had
11 fatalities, three employees
and eight contractors.
Research commissioned by
Cargill and six other companies
showed that the factors leading
to serious injury or death differ
from those resulting in less
serious accidents. A focus on
injury reduction alone may not
be enough to achieve our goal
of zero fatalities by the end of
2015. We developed Focus on
LIFE, a program that is building
the capacity of all Cargill
facilities to identify and mitigate
life-threatening dangers in
our workplace procedures.
We are confdent the program
will yield benefts because
the safety goals Cargill sets
every fve years have proven
to be drivers of extraordinary
progress. The same is true for
our environmental goals, which
we share later in this report.
A notable 96 percent of
employees participated in
this years Global Voices
survey. The assessment found
engagement across Cargill is
high, lifted in part by a culture
that values individual growth
and development, business
integrity and community
responsibility. Our employees
are proud of the work they do,
and we know we can do more
to enlist them in how Cargill
addresses the big challenges
reshaping our world.
Responsibility
Cargill has been in the
business of nourishing people
for nearly 150 years. In the
coming decades, we are
optimistic about the worlds
ability to feed an increasingly
urban population with a rapidly
growing emerging-market
middle class. To meet the
challenge, we advocate for
policies that let markets work
and enable farmers to thrive.
We invest our human and
capital resources in increasing
agricultural productivity
and incomes while ensuring
responsible land use. And
we work to expand access
to food and better nutrition.
To advance these aims, we
partner with nongovernmental
organizations that focus
on food security and are
entering new partnerships
in the year ahead. Follow
Cargills efforts on Twitter at
@foodsecureworld.
In fscal 2013, Cargill
contributed $69 million
to communities in 53
countries in support of food
security, education and the
environment. The value of
these resources was multiplied
by our employees and retirees,
who volunteered more than
250,000 hours worldwide.
Cargills full commitment
to corporate responsibility
is available online and in
our companion report,
Responsibility across many
dimensions.
In closing
In May, we welcomed Marcel
Smits to Cargills board of
directors, following his election
in April as executive vice
president and chief fnancial
offcer.
We thank our employees for
their dedication to helping
customers succeed and for
connecting their work to the
evolving needs of people,
partnerships and communities
around the world. We are
a company with countless
opportunities to contribute to
a better world, and we hold
ourselves accountable for
delivering results across many
dimensions.
Sincerely,
Gregory R. Page
Chairman and
Chief Executive Offcer
David W. MacLennan
President and
Chief Operating Offcer
Aug. 20, 2013
Cargill 2013 Annual Report | 3
Cargill delivers
results across many
dimensions:
b Financial performance that
provides oxygen to grow.
b Ethical business conduct
that makes us a trustworthy
partner.
b Meaningful work that enables
employees to make lasting
contributions.
b A predisposition for
innovation that creates
solutions for customers.
b Responsible operations
and supply chains that help
protect the planet.
b Partnerships that nourish
people and enrich
communities.
Results that contribute to
helping the world thrive.
4 | Cargill 2013 Annual Report
Investing globally,
delivering locally
About 1.3 billion people are expected to enter the global
middle class in the next 10 years, mostly in emerging
economies and urbanizing areas. We are investing to support
the improvements and challenges the new growth will bring.
Setting a new standard in poultry production
As incomes rise, more people can add meat to their diets. In Chinas Anhui
province, Cargill is undertaking one of our most ambitious projects: a fully
integrated poultry business that spans the entire supply chain, from raising
the birds to processing the poultry and distributing products to customers
with modern food safety practices every step of the way. When we reach full
production in 2015, the complex will employ more than 3,500 people. In a
country that consumes about a third of the worlds animal protein, we believe
the product quality and integrity made possible through this model operation
will help build confdence in Chinas food supply.
Expanding sustainably in cocoa
Cargill has broken ground on our frst cocoa processing facility in Asia, in
Indonesias East Java province. The plant will produce cocoa powders from
locally sourced beans for confectioners and other food customers in Asia,
with expertise in cocoa applications available through our innovation centers
in Beijing and Kuala Lumpur. In advance of the facilitys 2014 opening, we
are working with smallholder farmers on the island of Sulawesi, Indonesias
main cocoa-producing region, to improve bean quality and yield, raise farm
productivity and income, and support their communities. These efforts are
part of Cargills Cocoa Promise, our global commitment to cocoa farmers
and sustainable cocoa production.
Keeping pace with growth
In Brazils southern state of Paran, we are building a wet corn mill that will
signifcantly boost our processing capacity. Similar to the 2010 expansion
of our corn mill in Uberlndia, our investment responds to growth in Brazils
domestic market. The facility will produce starches and sweeteners for foods
and beverages, ingredients for animal feeds and pet foods, and coatings
for paper and packaging. We also are developing the mill as a biorefnery,
similar to those in Iowa and Nebraska, where we provide feedstock, water,
steam and services to neighboring manufacturers of biobased products. As
we grow the business, we also contribute to the regions vitality with Cargills
volunteerism and community support.
The backing plates and
brake shoes used in
vehicle brake systems
must be able to withstand
harsh weather conditions
and signifcant physical
stress. Our customer,
a global manufacturer,
relies on Cargills metals
team to supply it with
high-quality hot-rolled
steel, which it forms to
exacting specifcations.
We provide its production
plant in southern China
with a stable supply of
consistently high-quality
steel as well as the cost-
management services
that support a growing
relationship.
Cargill 2013 Annual Report | 5
Cargill opened a major
farm service center in
northern Alberta, Canada
an underserved region
where wheat and canola
farmers depend on export
opportunities for their grain.
In addition to doubling
our local grain-handling
capacity, we provide
crop inputs and our full
portfolio of agronomic,
grain marketing and risk
management solutions.
The goal? To support
our customers business
success by moving their
production from a place of
surplus to places of need.
From planting to marketing,
farmers manage a diverse
set of considerations.
To meet their needs, we
pioneered our Helping
Farmers Prosper

services
in North America. Now we
are adapting our efforts to
help grain farmers in places
like Hungary, Romania and
most recently, Russias
southwestern grain belt.
Their crops nourish their
own communities and
support import markets in
the Middle East and Africa.
Trust is the reason we
work with Cargill, says
Hungarian farmer Karl
Baumuhlner.
Cargill has a record
$2.6
billion
of agricultural, food and
energy projects under
construction in
14 countries.
Australia, Brazil, Canada,
China, Germany, Indonesia,
Malaysia, Mexico,
Netherlands, Russia,
South Korea, Thailand,
United States, Venezuela
Capital investment
2009-2013
In the past fve years, Cargill
has invested about $15 billion
in acquisitions and assets that
expand our global reach and
capabilities, and that help keep
our plants safe, energy effcient
and environmentally sound.
New and
expanded
facilities
Acquisitions
and
investments
Base
spending

6 | Cargill 2013 Annual Report
Meaningful work,
lasting contributions
Our commitment to nourishing people connects Cargill to
global trends putting our employees at the forefront of
changing economic fows, growing markets, new supply
chain demands and rising consumer expectations.
Guiding ethical decisions
Since our founding in 1865, Cargill has acted on the belief that doing the
right thing sets the foundation for long-term success. Our Guiding Principles
articulate our shared values and expectations, providing direction for
ethical decision making. Employees are proud of Cargills commitment to
operating with integrity. After graduating from university, I never thought
I would spend my career with one company. But during my 30 years with
Cargill, the companys integrity has been a pillar. I cherish how Cargill
balances its humble but competitive and high-performing culture while never
compromising its ethics, said Robert Aspell, business unit leader for Cargill
Grain & Oilseed Supply Chain in China and South Korea.
Engaging employees for worldwide leadership
Every Cargill employee has global impact: the ideas, products and services
we deliver locally touch lives in every corner of the world. We strive for high
levels of employee engagement aligning what inspires our employees
with our business strategies, ensuring opportunities for development, and
driving results. In 2013, we redesigned our employee engagement survey
for greater relevance, simplicity and accuracy. With 96 percent of employees
participating, Cargills engagement score rose six points to 77 percent. While
we have more opportunity to improve, its a meaningful gain that tells us
Cargill is a great place to work.
Building an inclusive, diverse workforce
As we expand worldwide, our differences from our cultures, talents and
experiences to communication styles and personal preferences play an
important role in Cargills ability to connect locally and globally. We want
to ensure a work environment where everyone feels respected and valued,
and can contribute to reaching their full potential. In 2013, we refreshed our
corporate strategy to better leverage and retain the talents of a more diverse
workforce. We began inclusion training to boost our cultural competency and
are transitioning some of our employee groups into global resource networks
that better align business plans with inclusion and diversity.
Sarena Lin,
Strategy and
Business Development
We are expanding groups
like the Cargill Womens
Network and leveraging the
newly formed Corporate
Diversity Council to raise
awareness and improve
inclusion so we tap into
the best talent possible.
Having people with
different backgrounds,
life experiences and
thought processes helps
us make better decisions.
By understanding our
customers distinct markets
and challenges, we can
create solutions that
refect their communities
preferences and values.
Cargill 2013 Annual Report | 7
Memo Perez,
Cargill Food Distribution
Cargill has a truly
global view of business.
This global reach is an
opportunity to be part of
something big and make a
difference for many. Since
I joined Cargill 18 years
ago, I have not even once
thought about leaving.
Cargill has given me the
opportunity to do what I
love in sync with my own
ethics. When you work
for Cargill, you are not a
number, but part of
a big family.
Jon Badiola,
Cargill Foods Venezuela
In Venezuela, we are
strengthening our
culture of inclusion
through the Engranados
program, which provides
training to people with
intellectual, physical
or sensory disabilities.
Workshops also build
awareness, understanding
and acceptance with
colleagues. Since 2008,
the number of Cargill
Venezuela employees with
disabilities has increased
from 0.4 to 3.4 percent of
our workforce. Now we
are sharing best practices
to expand the Disability
Awareness Network
across Cargill.
b
Growth and career
development
b
Inclusion and feeling
valued
b
Trust in leadership
b
Ethics and values
Driving
employee
engagement
Nurturing
employee
talent
More than 4,000 employees
have completed leadership,
trading, marketing and sales
academies. We opened
a Tropical Palm Learning
Academy in 2013.
Cargills rating in the Human Rights
Campaigns Corporate Equality Index
for the 9th consecutive year
100%
8 | Cargill 2013 Annual Report
Exciting ideas,
inspiring solutions
Bold, brighter and better for everyone: Expectations for
food continue to rise. Cargill works with customers to
help deliver inspiring products that meet the changing
expectations of consumers around the world.
Partnering for longer-lasting fresh taste
When Japans Sapporo Breweries set out to fnd the compound in barley,
water, hops or yeast that can make aging beer taste stale, Prairie Malt, a
Cargill joint venture, and the University of Saskatchewan joined the effort.
Together, the team found the solution: barley freed of a particular enzyme
called lipoxygenase. Fast forward to CDC PolarStar

barley, a traditionally
bred, new variety that maintains fresh favor over longer periods of time.
Prairie Malt now provides Sapporo with malt for one of its famous beers
made from 100 percent CDC PolarStar barley grown in Canada. Says
Sapporo, We will change beer. Its kind of a revolution.
Adapting solutions for new markets
In Inner Mongolia, the heart of Chinas booming dairy industry, Cargill is
helping Mengniu, one of Chinas largest dairy companies, enhance its top-
line growth by offering consumers an array of new products. Drawing on our
knowledge from other markets, we identify solutions and then work closely
with customers to adapt them to the expectations of Asian consumers. This
year, as Mengniu redirected its strategy toward product innovation, Cargill
met the companys challenge to develop two new frozen yogurt products
in just months. Cargill really understands the trends of this market and
consumer behavior in China, said Ying Bai, Mengnius executive director
and vice president of operations.
Improving nutrition for kids
Many food companies have set goals related to childhood nutrition, including
decreasing the sugar in foods that appeal to kids. Cargill developed a
reduced-sugar corn syrup that is ideal for use in fruit snacks and cereal
bars. Because the syrups viscosity and functionality is similar to traditional
corn syrups, it doesnt require manufacturers to make costly changes in
production processes, nor does it affect the taste, texture or appearance
of their products. The patented ingredient offers customers a simple way
to help meet their sugar reduction goals. Were also exploring additional
products for improving nutrition through reduced sugar and calories.
Spotting an opportunity
based on consumer
trends, Cargill joined
with McDonalds to
pursue a new twist on
an iconic product, the
Egg McMuffn

. The
collaborative development
process between the two
companies produced
the Egg White Delight
McMuffn

, a 250-calorie
breakfast sandwich
featuring egg whites
supplied by Cargill that are
grilled fresh in McDonalds
restaurants. Launched
in April, the product has
fast become a popular
choice on the McDonalds
breakfast menu.
Cargill 2013 Annual Report | 9
In China, milk tea is a
signature drink. When a
leading Chinese beverage
brand decided to introduce
a ready-to-drink version, it
asked Cargills Innovation
Center in Beijing for help in
developing a rich texture
and smooth mouth feel.
Working collaboratively,
our applications specialists
created a unique blend
of ingredients that gave
the drink the desired
creaminess. Our
customers new drink
quickly became popular,
making its product launch a
resounding success.
Cargill opened our newest
food applications center in
Delhi the frst of its kind
in Indias food industry.
Catering to local and global
food companies, the center
provides a state-of-the-art
space for our customers
to try Cargill ingredients
and collaborate with our
specialists to perfect the
taste, texture, nutrition or
cost of their food products.
The center also supports
the regional importance of
fatbreads with expertise in
artisan bakery.
Patents
fled
in fscal
2013
Cargill
innovation
Patents
granted
in fscal
2013
Current
patents
owned by
Cargill
Belgium, Brazil, China, France, India,
Malaysia, Mexico, Spain, United States
16
Cargill food
applications centers
in nine countries
10 | Cargill 2013 Annual Report
Responsible operations,
boundless innovation
Innovation brings new possibilities to the balancing of
resource consumption and sustainability. By embedding
more knowledge into our processes and products, we
improve our own resource effciency and help our customers
achieve sustainable results.
High performing, environmentally appealing
CPFL Energia, Brazils largest non-state-owned electric energy company,
is switching to Cargills Envirotemp

FR3

fuid as the coolant in its

transformers. Our vegetable oil-based product, which replaces petroleum-
derived mineral oil, is less fammable, nontoxic, biodegradable and nearly
carbon neutral. And its higher performing, with greater operating effciency
and reliability, less downtime and longer insulation life. Because CPFLs
distribution network is substantial, the changeover will take some time,
but more than 5,000 units are installed. For its leadership in sustainable
innovation, CPFL received Brazils prestigious FINEP Award.
Fueled by waste
Cargills High River beef processing facility is the largest such plant in
Canada. Handling 4,500 head of cattle a day presents environmental
challenges, including the energy it takes to run the plant and the waste
materials produced in the process. Cargill installed a waste-to-fuel system
the frst of its kind in North America that converts the organic waste
into electrical power and steam. Combined with the plants methane
capture system, almost 80 percent of the facilitys energy requirements
will soon come from renewable sources. It will make High River the most
environmentally friendly beef plant in the world.
Sweating the small stuff
Spot a leak in a steam pipe? Tag it for repair. Notice a trickling water
hose? Turn it off. Freezer door ajar? Close it up. Equipment running just
in case? Determine whats needed when. These are some of the small
energy management steps that, over time, have reaped big returns for
Cargill. Because it takes ongoing attention to sustain the savings, we
created a behavior-based program that helps employees integrate energy
management into their daily actions. Their watchfulness helps keep Cargill on
track to meet our energy effciency goals.
Cargill and innovation
partners, BASF and
Novozymes, reached a
milestone in their effort to
produce acrylic acid from
renewable raw materials.
The joint teams produced a
renewable building block,
known as 3-HP, in pilot
scale an important step
in the commercialization
process. Today, acrylic
acid is a product of
crude oil refning, and its
used to make a variety
of products such as the
superabsorbent polymers
found in baby diapers
and hygiene products.
A change to biobased
acrylic acid could be a
groundbreaking offering to
the market.
Cargill 2013 Annual Report | 11
For the third year,
Cargill participated in
the Carbon Disclosure
Project, an independent
organization through which
companies self-report
their greenhouse gas
emissions, water usage
and climate change-related
strategies and processes.
In addition to reporting the
companys total emissions,
our response highlights the
sustainability actions and
innovations we integrate
into our operations,
products and services.
Cargill was one of the frst
in global agribusiness to
participate in the CDP.
Cargill is one of the worlds
largest charterers of dry
bulk freight. At any one
time, we have more than
500 vessels underway,
transporting 200 million
metric tons of cargo a year.
In 2012, we began factoring
greenhouse gas emissions
into our ship selection
process. Utilizing indices
developed by RightShip,
a ship vetting specialist,
we compare vessels
relative energy effciency.
Our pledge to charter only
the more effcient vessels
was a frst in the shipping
industry.
In scal 2013, Cargill made continued progress toward all
four of its 2015 energy and resource efciency goals.
Cargills five-year environmental goals are reported as the percentage improvement over the fiscal 2010 baseline.
Improvement in
energy efficiency
3.3%
5.0%
Renewables in our
energy portfolio
14.2%
12.5%
Improvement in
greenhouse gas intensity
3.9%
5.0%
Improvement in
freshwater efficiency
4.1%
5.0%
12 | Cargill 2013 Annual Report
Nourishing people,
enriching communities
Cargills goal is to conduct business with integrity across the
agriculture, food, industrial and fnancial markets we serve.
We operate responsible supply chains, work to help feed the
world and support the communities where we live and work.
Responsible supply
chains
Cargill is working to address
the complex economic,
environmental and social
challenges in our supply
chains. We promote
responsible agricultural
practices, conserve resources
through innovation, use
renewable raw materials and
reduce impacts to help protect
the environment. We take
a comprehensive, science-
based approach to ensure
the safety and integrity of our
food products. We handle
animals humanely. Across
our businesses, we provide
safe, secure and healthy
work environments.
Food security
At Cargill, we believe that
access to safe, nutritious and
affordable food provides the
foundation for an active and
healthy life. Yet nearly 1 billion
people around the world
are undernourished. It is an
immense challenge, and one
that Cargill is working hard
to address. We are boosting
agricultural productivity and
advocating for open trade
policies. Through our work
with millions of farmers, we are
helping them raise more food
more sustainably, reach new
markets, receive fair pricing
and improve their standards
of living. To increase the
availability of food, we move it
from areas of surplus to areas
of need. We are developing
more nutritious foods and
collaborating with partners in
the public and private sectors
to address hunger. As we
pursue these aims, we also
encourage the responsible use
of natural resources.
Communities
Cargill helps build vibrant
and stable communities by
supporting programs that
provide long-term solutions.
Through 350 Cargill Cares
Councils in 47 countries, our
employees give thousands of
volunteer hours that have a
signifcant local impact.
We focus on solutions to
reduce hunger, increase health
education, and improve youth
nutrition and wellness. Our
support helps expand access
to education and schooling
in science, technology,
engineering and math. Through
programs around the world,
we promote sustainable
agricultural practices, provide
environmental conservation
education and protect
water resources.
Cargill is committed to
operating responsibly as
we pursue our purpose
to be the global leader
in nourishing people.
Our 2013 corporate
responsibility report,
Responsibility across
many dimensions,
highlights our efforts
across each of the four
pillars that guide our
approach: conducting
business with integrity,
operating responsible
supply chains, working
to feed the world and
enriching our communities.
The report is available
online at www.cargill.com.

Our company:
b
Provides agricultural producers with crop inputs,
animal nutrition and access to global markets.
b
Connects markets by moving food and
agricultural products from places of surplus to
places of need.
b
Builds sustainable supply chains and manages
commodity price risk.
b
Supplies food companies with products and
services that help them respond to consumer
demand.
b
Offers expertise and services in energy, metals,
ocean transport, risk management and nance.
b
Develops environmentally friendly products and
technologies.
b
Partners with others to help solve societal
challenges.
Cargill aspires to be the global leader in nourishing
people. We deliver results that contribute in multiple
ways to a better world.
Cargill is 140,000 people
across 69 business units
serving customers
in more than 125 countries.
P.O. Box 9300
Minneapolis, MN 55440
www.cargill.com
Cargill is an international producer and marketer of food, agricultural, nancial and
industrial products and services. Founded in 1865, the privately held company employs
140,000 people in 65 countries. Cargill helps customers succeed through collaboration and
innovation, and is committed to applying its global knowledge and experience to help meet
economic, environmental and social challenges wherever it does business.
CCA-111A-13
2013 Cargill, Incorporated.
All rights reserved.