Building a roadmap to the top

Helping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not

have a need to know is prohibited except as authorized by Cargill in writing.

Building a roadmap to the top

Enabling Cargill’s growth ambitions

© 2015 Cargill, Incorporated. All rights reserved.

150 years of helping the world thriveHelping the world thrive

Agenda

About Cargill

What was our starting point?

What are our aspirations for the finance function?

How are we getting there and key learnings?

2

Helping the world thrive

Since our founding over

150 years ago, we have

remained a privately

held company, which

enables us to plan and

invest through a long-

term lens, focused on

the future.

3

Helping the world thrive4

With

155,000employees

Located in

70countries

Speaking

languages

65+ And over

years of experience

150


Food Agriculture Financial Industrial

We provide food and

beverage manufacturers,

food service companies

and retailers with

high-quality ingredients,

meat and poultry products,

and health-promoting

ingredients

and ingredient systems.

We buy, process and

distribute grain, oilseeds

and other commodities

to makers of food and

animal nutrition products.

We also provide products

and services to crop and

livestock producers.

We provide our food,

agricultural, industrial

and financial customers

around the world with risk

management and

financial solutions.

We serve industrial users

of salt, starch and steel

products.

We also develop and

market sustainable

products made from

agricultural feedstocks.

We operate within four key business segments:

5


Our Purpose:

To be the leader in nourishing the world in a safe, responsible and

sustainable way.

Our Vision:

To be the most trusted partner in agriculture, food and nutrition.

6


2018 FORTUNE 500 ranking of largest U.S. corporations (Revenue in U.S. $ billions)

1. Walmart 500.3

2. Exxon Mobil 244.4

3. Berkshire Hathaway 242.1

4. Apple 229.2

5. UnitedHealth Group 201.2

6. McKesson 198.6

7. CVS Health 184.8

19. Walgreens Boots Alliance 118.2

Cargill 114.71

20. JP Morgan Chase 113.9

1 Fiscal year ended May 31, 2018 Source: http://fortune.com/fortune500/,

Cargill’s financial ranking in the U.S.

7

http://fortune.com/fortune500/


Cargill Business Services

8

We execute our

work through

strategic/regional

Finance business

service offices

NA

LATAM

EMEA

APACHead Count

CBS Center RTR I2P CTCDecision Support

Finance Function

All Functions

Bangalore 457 543 142 21 1163 2084

Gurgaon 0 0 0 0 0 90

Nanjing 75 85 83 3 246 389

Sofia 280 104 119 8 511 950

Uberlandia 236 78 43 7 364 637

Rosario 76 143 49 4 272 329

San Jose 211 112 447 6 776 1106

Total 1335 1065 883 49 3365 56368



Our Starting Point – Developing the baseline



What was our starting point – Establish data points for

buy in

10

40%more expensive

80%data creation vs 30% in the best

72ERPs ; 500supporting applications

25kmanagement reports

Finance in 1,600 locations

400+payment terms

0.5M journals <1K


150 years of helping the world thriveHelping the world thrive11

Invoice to Pay Maturity: Current State Assessment

Invoice to Pay

Policies and

Procedures

PO GR

Process

Invoice Processing

PO / NPOInvoice Exceptions Payment Processing

Supplier

Support Services

Travel and Expense

Admin

Travel & Exp

Reimbursement

To

p

Qu

art

ile

Se

co

nd

Qu

art

ile

Th

ird

Quart

ileB

ott

om

Qu

art

ile

ProcessTechnology

Helping the world thrive12

Credit to Cash Maturity

Credit Limit

Management

Transactional

Credit

Management

Sales Contract

Settlement

Customer

Invoicing / Billing

Sales Program

Accrual

Processing

Collection

Management

Dispute

ManagementCash Application

A/R Exposure

Management

To

p

Qu

art

ile

Se

co

nd

Qu

art

ile

Th

ird

Quart

ileB

ott

om

Qu

art

ile

ProcessTechnology



What are our aspirations for Finance?




Delivering effective services

Our goal is to be a top-quartile finance function providing faster

reporting & better insights at lower cost. We will excel in :

Running an efficient operation

Improving customer experience

Creating a world-class environment for our team

14


150 years of helping the world thriveHelping the world thrive CONFIDENTIAL. This document contains trade secret information. Disclosure, use or reproduction outside Cargill or inside Cargill, to or by those employees who do not



How are we getting there?



Building One Finance 150 years of helping the world thrive16

Avoid random acts of digital by connecting to core strategy



People : Embed

the operating

model

Process

Simplification

Data

Harmonization

Technology

Optimization

Key Focus Areas

Digital Transformation – Changing the experience

through our PDTP initiatives



GPO Organization – Invest in the right skills & resources

Finance

Global Process Owner

Invoice to Pay

Global Process

Manager

Credit to Cash

Global Process

Manager

Tax & Stat Rep.

Global Process

Manager

Cash Mgt.

Global Process

Manager

Account to

Financial Rep.

Global Process

Manager

Data Mgr. &

Team

Mgmt. Info &

Decision Support

Global Process

Manager

Commodities &

Derivatives

Global Process

Manager

Process Architects Process Architects

Process Specialists Process Specialists Process Specialists Process Specialists

IT Manager

& Team

Program &

Change

Managers

Process Architects Process Architects Process Architects Process ArchitectsProcess Architects

Process Specialists Process Specialists Process Specialists


Building One Finance 150 years of helping the world thrive

Finance GPO Process Councils – Global, Centralized Governance is essential

GPO REG. A&F CBS GLOBAL IT OTHER1

GPMs

Reg. A&F Rep

Reg. Process Improvement (PI) Tower Leads

PM / Change

Global CI Tag

Performance Management

PRIMARY ACTIVITIES ACCOUNTABLE KEY CONTRIBUTORSACCOUNTABILITY AREA

• Ideation Of Initiatives Is A Shared Responsibility Across ALL Stakeholder Groups In The Process Council

• Strategic Drivers For Ideation Value Cases: i) Efficiency & Effectiveness Metrics ii) Lifecycle & Maintenance iii) Compliance

• GPO• REG. A&F• CBS• GLOBAL IT

IDEATION

• Approval Of New Initiatives And Prioritization Is Owned By The GPMs To Ensure Alignment With Overarching End To End Strategy

• Validation & Alignment of Initiatives Value Cases

• GPMsSTRATEGIC PRIORITIZATION

• Centralized Program Plan And Roadmap To Ensure Cross-program Dependency Management • Portfolio Status Reporting, Program Scorecard, Resource Forecasts for Portfolio Initiatives

• GPMs• PM Support

PORTFOLIO MANAGEMENT

• Set Metrics Definitions, Top Quartile Strategy & Targets Tracking • Coordinate Ideation Of Solutions To Cover Any Potential Gaps To Budget/Target • Develop Overall Business Insights Through Robust Metrics Analysis • Surface Operational Center Challenges

• CBS Performance Management

• GPMs

EFFECTIVENESS & PRODUCTIVITY METRICS

• N/A

• CBS Tower Leads• Global IT• Regional PI

• Global IT – Solution Owners• CBS Tower Leads

• Commercial• Reg. A&F • Tower Leads

STAKEHOLDER MANAGEMENT

Solution Owners

BRMs

Enterprise Architects

• Use Roadmap To Set Overall Stakeholder Management Strategies • Centralized Communications Planning

• GPMs• PM / Change

• Reg. PI• Reg. A&F

1Some Process Councils may include additional Functional / Business Groups

The Process Councils are GPO-driven forums that bring together key stakeholders across the Finance GPO’s three Process Towers (Credit to Cash, Record to Report & Procure to Pay). Through a coordinated approach to managing the GPO’s Strategic Roadmap, the Process Councils facilitate the maturity and growth of our key Global Processes.

REQUIRED

OPTIONALP2P: Commercial

CTC: Enterprise Credit Risk


Building One Finance 150 years of helping the world thrive

Agenda CadenceStakeholder Group

Performance Metrics:(a) Alignment on Process Metrics definition & Target(b) Discuss key performance metrics and ways to consistently meet /

exceed performance targets(c) Deep dive on Operational Challenges and ways to overcomeIdeation and Intake Process:(a) Review of new Initiatives, approval and prioritization (b) Identification and Alignment of the required resourcesProductivity / Initiatives:(a) Track delivery against Productivity target, both executed & future

forecast and make adjustments as needed(b) Alignment on Methodology of Calculations for Productivity(c) Updates on various GPO initiatives / CI / PI Initiatives

Op

era

tin

g C

om

mit

tee

GPO

GPM

Process Architect

Process Specialist

Program Manager

CBS

Tower Lead

Global CI Tag

Performance Manager

Reg. A&F

Reg. Process Improvement

Tech

no

logy

C

om

mit

tee Technology Projects:

(a) Alignment on target Technology architecture for the process(b) Review of new technology Initiatives, approval and prioritization(c) Identification and Alignment of the required resources(d) Regular review of project status and budget

Monthly

60 Min

GPO

GPs

Process Architect

Program Manager

Global IT

BRM

Solution Owner

Enterprise Architect

Relevant IT PMs

Stra

tegi

c C

om

mit

tee

GPO

GPM

Process Architect

Program Manager

Global IT

Solution Owner

CBS

Tower Lead

Global CI TagA&F

A&R Rep

Reg. PI Lead

Process Strategy:(a) Define the ‘North Star’ vision for Accounting & Reporting(b) Align on shared agenda for fiscal for GPO, CBS, A&F, PI(c) Set, refine and track the strategy(d) Drive required Communication & Change Management(e) Creation and Alignment on the Roadmap

Monthly

60 Min

Quarterly

90 Min

RTR Process Council & Committees

Finance GPO © 2017 Cargill, Incorporated. All rights reserved.21

Global Finance Organization – Shifting from Enterprise to Process in pursuit of Top Quartile

Corporate

A&F

Controls

COE

Technical

Accounting

COE

Accounting

and Reporting

Management

Information

and Decision

Support

Controls

Financial Risk

Management

Process

Improvement

GPO

Total FTEs 6500

A&F 8%

FP&A 82%

Tax 3%

Treasury 2%

Internal Audit 1%

Strategy 2%

Other 2%

Before Restructure

Total FTEs 6500

A&F 85%

FP&A 5%

Tax 3%

Treasury 2%

Internal Audit 1%

Strategy 2%

Other 2%

After Restructure



Digital Transformation – Fixing the foundations whilst establishing Finance’s future.

SAP MDG

SAP ERP

TC1 TC2

TCC TCD

Non SAP ERP

70+

JDE

NA EMEA

APAC LAT

SAP CFIN

(GFP)

Cargill Data

Platform

70+

JDE SAP CFIN

TCL

Key Finance Projects to enable

TQ

1. Project One; enabling E2E Finance Master data &

Org Structure Governance

2. ERP Roadmap; business groups deployed on the

SAP TCx instance enabling the Digital ERP CORE

3. GFP; enabling the digital CORE for Finance (single

source of Truth) by pulling in Finance Data (AR /

AP / GL) from subledgers against a harmonized

master data set

4. Cargill Data Platform Finance; enabling the

Finance Analytics strategy leveraging the single

source of truth from CFIN in combination with the

ERP and other source data solutions

1

2

3

4



Where are we today and plans for the future?



Learnings to become the 1 in 20

1. Know where you are starting from – Baseline and data points are crucial

2. Understand the ‘Digital aspirations’ of the Broader Leadership

3. Once you develop the right strategy, ensure you have the ability to execute

a) Right skills in GPO, Project and Change Management, Value Realization Office

b) Establish Governance in process, data and technology.

c) The right level of resourcing to support Digital Transformation

4. Focus on STAKEHOLDER (Management) EXPERIENCE

5. Isolate and invest in Data & Analytics resources NOW.

24



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Building a roadmap to the top