rpi best practice nomination form 2008...rpi best practice nomination form 2008 ***** the...

RPI Best Practice Nomination Form 2008

**************** The information and materials included in this application are intended for review by the RPI Best Practice Awards judges. Please do not copy or otherwise distribute without Cargill consent. *****************

RPI Best Practice 2008 Nomination Form Deadline for Entries: December 28, 2007

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Part A: General Information Name of organization: Cargill, Inc Dept/Division/Section (if applicable): Address: 15407 McGinty Road West City/State/Zip: Wayzata, MN 55391 1) Number of employees: 158,000 2) The organization is: ___ non-profit ___ government __X_ for-profit 3) Industry: Food and Agriculture 4) If we choose to study your organization, whom should we contact for more information?

Name: Bill Buckner

Position: Chief Recognition Officer and Cargill Leadership Team Member Address (if different than above): 15615 McGinty Road West City/State/Zip: Wayzata, MN 55391 Phone Number: (952) 742 6252

RPI occasionally transmits information regarding the Best Practice program via electronic communications (Email). I authorize the Recognition Professionals International (RPI) to send association Email

communications to my Email Address: [email protected]

RPI occasionally transmits information to its members via FAX communications. I authorize the Recognition Professionals International (RPI) to send association FAX

communications to my Fax number: (952) 742 7209 Who referred you to RPI? How did you hear about RPI?

Nominated by: Name: Vicki Hargrove Organization: Cargill, Inc Address: 15407 McGinty Road West City/State/Zip: Wayzata, MN 55391 Email: [email protected] Phone: (952) 742 5605


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Part B: Program Information Please complete each of the specific recognition program elements covered by the seven Best Practice Standards:

Standard 1. Recognition Strategy Standard 2. Management Responsibility Standard 3. Recognition Program Measurement Standard 4. Communication Plan Standard 5. Recognition Training Standard 6. Recognition Events and Celebrations Standard 7. Program Change and Flexibility

All nominations are judged first on Standards 1 and 2, which are the basic elements of a successful recognition program, and then on Standards 3 through 7, which treat specific program elements in more detail. Please respond to each item in the spaces provided below. If necessary, you may create additional space below the item as needed.

Standard 1. Recognition Strategy. 1. Describe the organization’s recognition strategy. Include the specific recognition strategy

statement and describe how the recognition strategy links to the overall organizational vision, mission, and values. Cargill is a global company consisting of 70 businesses, operating in 66 countries with 158,000 employees. Recognition is a key impact factor in Cargill employee engagement. Cargill is growing its global culture of recognition by building awareness, modeling behavior and making recognition an intuitive part of the way we work. Based on our 2010 strategy, a 3-Pillar icon was created as a common visualization for employees to know what are the critical corporate focus areas. Ribbons for Recognition and Collaboration were added to illustrate the unifying and important role each area plays structurally.

This icon continues to be used as a way to communicate the focus areas for our 2015 strategy. Additionally, Cargill has developed a Leadership Model that is used as the foundation for selection and employee performance reviews. Recognition is a component of that model (See Exhibit 1 - Leadership Model)


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Cargill’s specific recognition strategy statement is: “Enhance high performance by growing our global culture of recognition (‘culture’ includes the collective actions and behaviors of all of us).” Our official definition for recognition is: “Acknowledging people in a way that is both meaningful and motivational.” Recent work on a new innovation system included recognition as one of the key factors to enhancing the culture needed to promote the generation and commeralization of ideas. (See Exhibit 2 – Innovation Culture Book excerpt) Important Note: While the company sets overall direction and strategic focus, each business or collection of businesses (Platform) is responsible for organizing its recognition strategy to link into the important components of their business goals. In this application we will share both Corporate recognition practices as well as various business or function examples. These examples are just a sampling of recognition programs / examples within Cargill. Cargill Agricultural Supply Chain Platform (14 Business Units) conducted a survey to determine how the Platform Innovation Peer Group should organize its recognition efforts. (See Exhibit 3 — Cargill Agricultural Supply Chain Platform survey) After analyzing the survey results, recommendations were made and implemented for the 14 businesses in this global platform. (See Exhibit 4 – Cargill Agricultural Supply Chain Platform Recommendations) Cargill’s Vision Statement Our Purpose is to be the global leader in nourishing people Our Mission is to create distinctive value Our Approach is trustworthy, creative and enterprising Our Performance Measures are engaged employees, satisfied customers, enriched communities and profitable growth Our recognition strategy of “enhancing high performance by growing our culture of recognition” ties directly to engaging employees; resulting in satisfied customers, enriched communities and profitable growth for our businesses.

2. Provide examples of how the organization provides a three-dimensional approach to

recognition through the following: (See the Best Practice Standards for definitions)

Cargill uses a four-dimensional pyramid diagram to illustrate the levels of recognition.

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The Recognition “Pyramid” – Four Types

Common Courtesy and Respect

Day-to-Day

Formal

Informal

The greatest percentage of your time and attention should be spent on the bottom two tiers of the pyramid to make the biggest impact on recognition.


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Day-to-day recognition:

Each business and functional area plans its own day-to-day recognition programs. The range of activities includes thank you notes, “High 5” notes, meal vouchers, time off work, etc. See Exhibits 5 – 8, 23 for examples of how day-to-day recognition is celebrated in the US. A NOVO PROGRAMA DE RECONHECIMENTO DA UNIDADE CACAU: "FAÇA A DIFERENÇA!" ("Make a Difference") program is organized for our businesses in Brazil to recognize professionals who stand out in performance and results and adds value to customers. Exhibit 9 shows an explanation of the program (in Portuguese) and Exhibit 10 is the application (in Portuguese).

A listing of Cargill’s Recognition programs is included. This list is compiled every two years and is distributed in conjunction with our biannual recognition conference. (See Exhibit 11 — Cargill Recognition programs) Some programs listed as informal could also be classified as day-to-day. Informal recognition:

Most corporate functions have award programs. Some examples are HR (Excellence Award, Exhibit 12), IT (Circle of Pride Award, Exhibit 13), Technology (Achievers Circle, Exhibit 14) and Finance (Corporate Finance Officer Award, Exhibit 15). Different businesses (Cargill has approximately 70 different and separate businesses) also have awards specific to their operations. Examples include Cargill Animal Nutrition (CAN President’s Forum, Exhibit 16), AgHorizon’s also has a President’s Forum, Salt (Diamond Crystal Award, Exhibit 17), Deicing Technology (Recognizing Excellence, Exhibit 18), and Cargill Japan Toshoku. (Business Unit Leader Recognition as seen in the picture below, the Japan Toshoku Business Unit Leader recognizes an employees’ work.)

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Do I Demonstrate Respect and Courtesy to Everyone I Meet?

Respect & Courtesy Includes:• Getting to know people• Listening• Smiling• Greeting people by name

• Personality, goals, likes, dislikes…• <<Insert BU/Function Engagement

percentage number here>>• How do people ‘read’ you?• Fundamental to acknowledgement,

respect and best diversity practices

This is the type of recognition that shows people they matter and are valued.

The greatest amount of time and attention should be spent on this tier of the pyramid.

To do this exceptionally well, it requires much time, thoughtfulness and dedication.

Recognition of this kind does not have a monetary value attached to it – it is “free” in that regard.

********

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Do I Save Recognition Only for “Special” Occasions?

Day-to-Day Includes:• Acknowledging others’ efforts• Asking for input & feedback• Responding to ideas & suggestions• Saying “thank you” and paying

compliments

• Not just the efforts resulting in wins• Expand your circle of perspectives

***

• <<Insert BU/Function Engagement percentage number here>>

People crave this type of recognition.

This reinforces people are significant and noticed by others & the organization.

Again, recognition of this kind takes mindfulness and attention, though there is not a monetary cost associated with it.


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Do I Practice Informal RecognitionWhen it Really Counts?

Informal Includes:• Celebratory events• Hand-written notes of thanks• Emails, etc.• Gift Certificates

***

<<Insert BU/Function Engagement percentage number here>>

This is less structured than formal awards.

This type of recognition must be viewed as sincere and genuine by the recipients..

To be meaningful, this type of recognition should be utilized more sparingly.

Business units build on the work of other business units. An example of this is where the Presidents’ Award started with Sunny Fresh Foods, now called Cargill Kitchens (two time Malcomb Balridge award winner). Cargill Animal Nutrition was next to use this award, and Cargill Value Added Meats instituted the award this year. The programs previously described have criteria judging guidelines and eligibility requirements. We included some as examples. While these programs could be defined as “formal” programs for the functions and businesses, we reserve the classification of “formal” to the corporate awards described in the next section. Generally, the awards described here are given in the year we do not have a Corporate Recognition Conference program. So for 2007, many of the functions and businesses have used their awards to fill the gap between the 2006 and the 2008 Corporate Recognition Conference. Another example of informal recognition was done when our Chairman, Warren Staley retired from Cargill. A DVD was compiled documenting his career. (See Exhibit 19 — Tribute to Retiring CEO, Warren Staley) Other business units recognize individuals and teams for their ideas. Grain & Oilseeds Supply Chain Europe offers this example for how they recognize top submitted ideas:


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In addition to internal recognition, our customers also recognize our contribution to their success. (See Exhibit 32 – Applebee's Menu)

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Do I Practice Informal RecognitionWhen it Really Counts?

Informal Includes:• Celebratory events• Hand-written notes of thanks• Emails, etc.• Gift Certificates

***

<<Insert BU/Function Engagement percentage number here>>

This is less structured than formal awards.

This type of recognition must be viewed as sincere and genuine by the recipients..

To be meaningful, this type of recognition should be utilized more sparingly.

Formal recognition:

Cargill has a corporate formal recognition conference every two years where the most prestigious corporate awards are announced. These awards have evolved over the past six years. The current awards are: Chairman Awards for Business Excellence, Innovation, High Performance, Customer Focus, Leadership, Safety, Environment & Health, and Best Plant. Exhibit 20 shows a website describing the awards. This website will be updated by the end of January 2008 to describe the criteria and awards for the Recognition Conference in October 2008. External formal recognition is sought from various sources. Exhibit 21 describes the TEKNE award for which Cargill was a recipient. Several businesses have received external recognition for being Best Employers including Cargill Latin America named by Fortune as a “Top Company for Leaders for 2007”. Top 100 Diversity Employers – 2006, according to THE UNIVERSUM IDEAL EMPLOYER™ SURVEY – DIVERSITY EDITION 2006, Cargill was listed on the Ideal Diversity Employer 2006. In this same issue Cargill was ranked by students of the most ethical (Undergraduate students) as #3, preferred by 49%. Cargill Toshuku Ltd is named one of the 2007 Best Employers in Japan by the Consulting firm, Hewitt Associates. CNN Money / Fortune – 100 Top MBA Employers – 2007, Cargill ranked #88. A new award has been co-developed with the Corporate Procurement Team to recognize Suppliers. (See Exhibit 28— Corporate Supplier Award) See Exhibit 22 for a business specific supplier award. Additional work is being done to determine how we could appropriately recognize our customers.

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Do I Focus Most on Formal Recognition Programs?

Formal Includes:• Highly visible and “official”• Reinforces key corporate

messages• Acknowledges significant

achievement and results• Includes a nomination & selection

process

**

• <<Insert BU/Function Engagement percentage number here>>

On a relative basis, formal recognition should be the least practiced type.

This type of recognition often has the most fanfare and cost associated with it.


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3. Provide examples of documented procedures for the following:

a. Process for identifying and recognizing day-to-day positive behaviors Again, Cargill, as a corporation, identifies key messages and drives their execution through the individual businesses and functions This includes several hundred recognition teams across the globe. (See Exhibit 11 – Cargill Recognition Programs) Cargill has both manager and peer nominations as explained in the exhibit examples. (See Exhibits 5-8, 23 for examples of day-to-day nominations) Exhibit 23 shows HR has a website where electronic “thank you” notes can be submitted via email. This practice has been replicated by several businesses / functions and is a part of the global recognition website.

Exhibit 24 — September_December Twin Rivers Newsletters show nominations for the “You Made a Difference” – day-to-day recognition program.

b. Nomination, selection criteria, notification, and tracking procedures

The corporate awards are announced by the CEO with information about the awards on the company website. There is a specific area that describes the awards, the criteria, and how to nominate (See Exhibit 20 — Awards Website) The 2008 Awards website will be functioning in January 2008 in preparation for the Recognition Conference in October 2008. Each team or individual who is nominated receives notification via a note from the Chief Recognition Officer. Leadership nominees receive a letter from the CEO. Finalists are notified and are invited to attend the Recognition Conference where the awards are presented. The award recipients do not know who won until the Award Ceremony.


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Two examples for function programs are: Learning and Development — Minneapolis, MN and Technology Research & Development – Vilvoorde, Belgium. Learning and Development has a process where anyone can nominate a person for an award and choose the level of recognition without approval from anyone else. (See Exhibit 7 — Learning and Development Recognition) Technology Research & Development Vilvoorde’s program requires nominations. (See Exhibit 25 — Vilvoorde Recognition) Two examples for business units are: Cargill Sugar Brazil and Cargill Salt. Cargill Sugar Brazil has developed a written recognition policy and criteria for awards. (Exhibit 26 – Cargill Sugar Brazil Recognition Policy_Politica de Reconhecimento) The Salt business unit has a process for recognizing employees at all levels. (See Exhibit 27 —Salt Circle of Champions)

c. Award selection

Specific criteria are identified for every award. The function and business unit awards have different means for selection (See Exhibit 12 – HR Excellence Program) The Chairman Awards for High Performance, Innovation and Customer Focus have similar criteria but with different weighting. Exhibit 29 lists the criteria and judging guidelines for the Chairman’s Awards.

We have video clips of people explaining how they have taken the Recognition messages back to their groups after attending the Recognition Conference. These people explain what they did once back from the Recognition Conference to meet the expectations set for them by the Sr. Leaders at the Conference. (See Exhibit 30 – Passing the Message 13 video clips) Cascading the message is a key tactic in Cargill’s overall recognition strategy. The Cargill Agricultural Supply Chain Platform (14 business units in NA, LA, Europe, and Asia) investigated how to recognize others for submitting ideas. Exhibit 31 – Email chain shows part of the discussion used to come up with a recommendation for all the business units in this platform.

4. Describe the overall recognition program objectives and how they align with the recognition

strategy.


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The 2007 — 2008 recognition goals are: - To examine and shift our core assumptions, beliefs and practices regarding recognition in

order to create a positive culture change throughout Cargill where best practices in recognition are modeled at every level.

- To reinforce the core messages of recognition (including our definition, the strategic

business case, and the recognition pyramid) and effectively utilize a variety of communication methods to help create the desired behavior and culture change throughout Cargill.

- To drive recognition practices and successes throughout the organization and to make

recognition readily accessible and easy to implement for leaders, managers and employees by providing ideas, best practices, training, tools and resources.

These goals support the recognition strategy of “enhancing high performance by growing our culture of recognition” by focusing on our culture and driving our recognition pyramid throughout the organization. The Employee Engagement Survey data have shown improvement over the past few years in the area of Recognition. More details can be found in the Measurement section.

5. Describe how the organization builds continuous improvement into its recognition programs.

Cargill began its formal recognition with Safety, Environment & Health awards over 25 years ago. The Cargill Quality Award was the next corporate award. It has evolved to the Chairman’s Business Excellence Award. In 2002, three new awards were developed for Innovation, Customer Focus and High Performance to align with the key areas identified in Cargill’s 2010 company strategy. In 2006, a Chairman’s Leadership Award was added to align with the corporate vision of basing business results on a foundation of leadership. The criteria for the awards are reviewed by the sponsors and champions in preparation for each new bi-annual Recognition Conference. (See page 14) Feedback is obtained from each of the Recognition Conference participants and is reviewed the Global Recognition Steering Team. The feedback is used to improve the Recognition Conference Workshop for the next year and to prepare for the new messages. The results from the Cargill Engagement Survey (recognition part) are reviewed and discussed by the Global Recognition Steering Team to assist in setting goals for the team. After each conference, feedback is gathered from Sr. Leaders, Conference Participants and Conference Planning Team Members. Here are some of the feedback documents for the 2002, 2004 and 2006 Conferences. (See Exhibit 33 – 2002_2004_2006 Feedback Reports)

Standard 2. Management Responsibility. 1. Describe senior management’s role in defining and documenting the organization’s recognition

strategy and policies. Cargill named a Chief Recognition Officer (CRO) in 2004 who is also one of the eight senior executives of the company. In addition, a Global Recognition Steering Team provides guidance to the overall recognition strategy and execution. The CRO presents the recognition strategy to the Corporate Center for final approval.


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The Corporate Center (top 30 leaders of Cargill) has defined 17 focus areas for the group to actively support and measure. Employee Engagement is one of those focus areas, of which recognition is a component. The Chief Recognition Officer, Bill Buckner, is the lead for this sub group who consists of:

Bonnie Raquet, VP of Corporate Affairs, Minneapolis, MN Tom Intrator, Platform Leader, Geneva, Switzerland Olivier Kerr, Platform Leader, Geneva, Switzerland

2. Describe how senior management has identified and allocated adequate resources to manage

and maintain the recognition program. Describe these general roles and responsibilities. From a Corporate perspective, Cargill has a Global Recognition Steering Team led by Bill Buckner, Chief Recognition Officer, Senior Executive VP and Cargill Leadership Team (CLT) member. This Steering Team represents leaders who have a passion for recognition and who are, in many cases, the champion or leader for recognition within their own function, platform or business. In addition, business, location or department leaders champion and lead the hundreds of local recognition teams that exist throughout Cargill.

Members include: Fernando Arias—VP Industrial Business, Dressings, Sauces & Oils Business Unit, Minneapolis, MN Bill Buckner—Cargill Leadership Team, Minneapolis, MN Stewart Derechin—Strategic Account Leader – Foodservice, Minneapolis, MN Paul Dienhart—Editor, Cargill News International, Corporate Affairs, Minneapolis, MN Phil Forve—AVP Business Excellence, Minneapolis, MN John Geisler—Corporate Vice President, Minneapolis, MN Vicki Hargrove—Innovation Launch Manager, Organization Effectiveness, Minneapolis, MN Jill Johnston—Product Line Manager, Cargill Grain & Oilseeds Supply Chain Supply Chain North America, Minneapolis, MN Rae Lesmeister—VP of Organization Effectiveness, Minneapolis, MN Marcelo Martins—Business Unit Leader, Cargill Foods Brazil, Sao Paulo, Brazil Mike Mullins—AVP Corporate Affairs, Washington, DC Claire Murphy—Head of Innovation, Cargill Flavor Systems, Manchester UK Pete Richter—McDonald’s Business Unit Leader, Chicago, IL Karen Sachs—Sr. Diversity Manager, Global Diversity & Inclusion, Minneapolis, MN Nancy Siska—Human Resources Manager (former Corporate VP of HR), Minneapolis, MN Phillip Soliven—Asia Pacific Country Representative and Regional Treasurer, Makati, Philippines Blanca Villela—Law Practice Group Leader Central America and Mexico, San Pedro Sula, Honduras (See Exhibit 34 – Recognition Steering Team Meeting 2007 Agendas and Recaps)

3 Give examples on how recognition is part of management reviews and agendas. Describe how senior management holds managers responsible for constructively participating in recognition. Recognition is included as a part of the performance management system and everyone is evaluated against the same standard. There is a descriptor included in the Performance Management Review that specifically calls out recognition, “Values and recognizes others and their contributions.”


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Cargill deploys a Business Excellence approach (based on Malcomb Baldridge criteria) across the company. Each business unit is evaluated against these criteria every 12-24 months. Below are specific questions that leaders are asked to address with regard to their management of recognition methods in their organizations. To score well, they are expected to have systematic (repeatable and effective) processes in these areas.

Cargill Business Excellence section 1.1 Senior Leadership: How do your senior leaders lead?

Describe how senior leaders guide and sustain your organization, including the deployment of Cargill Guiding Principles. Describe how senior leaders communicate with your workforce and encourage high performance. b. Communication and Organizational Performance

(1) How do senior leaders communicate with and engage the entire workforce? How do senior leaders encourage candid, two-way communication throughout the organization? How do senior leaders communicate key decisions? How do senior leaders take an active role in reward and recognition programs to reinforce high performance, innovation, customer focus and the creation of distinctive value?

Cargill Business Excellence section 5.1 Workforce Engagement: How do you engage your workforce to achieve organizational and personal success?

Describe how your organization engages, compensates, and rewards your workforce to achieve high performance. Describe how members of your workforce, including leaders, are developed to achieve high performance. Describe how you assess workforce engagement and use the results to achieve higher performance. Within your response, include answers to the following questions: a. Workforce Environment:

(1) How do you determine the key factors that affect workforce engagement? How are these factors and their relative importance determined for different segments of the workforce?

(2) Collaboration, effective communication and cooperation, and skill sharing within and across platforms, business units, functions, and locations, as appropriate?

• Effective information flow and two-way communication with all levels, including supervisors and senior leaders?

• Individual goal setting and initiative? • Customer-focused, high performance (internal improvements), innovation in the work

environment? • The ability to value differences in the ideas, cultures, and thinking of your workforce?

(3) How does your workforce performance management approach support high performance,

workforce engagement, and accountability? How does your performance management approach encourage accountability, consider compensation, reward, recognition, and incentive practices? How does your deployment of the performance management system ensure alignment with business goals and reinforce innovation, high performance, customer focus, and achievement of your action plans?

Time is carved out of meetings to write personal handwritten thank you notes. Recognition is included as part of the agenda for several businesses. (See Exhibit 35 — GOSC NA July 2007 IntraOffice Newsletter)


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4. Describe how senior management supports the recognition program, communicates their support to all employees, and is personally involved in the program. The Cargill Recognition program starts with our Corporate Center Executives who have tasked their leaders to develop within their own businesses a recognition program so that it is the most meaningful, as well as culturally and demographically appropriate to their employees. When we launched the focus on recognition in 2002, each of the top executives taught the introductory recognition course at the 2002 Recognition Global Conference. In 2004 and 2006 at least one of the top executives presented a workshop on recognition at the Recognition Conference. Following the 2006 Recognition Conference, our CRO and other members of our Recognition Steering Committee have made numerous presentations (based on the 2006 Workshop content) to businesses across Cargill. Our CRO has used a podcast to promote our recognition messages (See Exhibit 36 — Cargill Leaders on Recognition)

Our CEO and Cargill Leadership Team members are involved with a variety of recognition efforts including Supplier Diversity Awards. (See Exhibit 37 —Supplier Diversity Agenda)


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Each of the Chairman Awards has a CLT (Cargill Leadership Team—top eight leaders) Sponsor and a Corporate Center (top 30 leaders) Champion. These people are responsible for reviewing the criteria for the awards and reviewing the applications for the awards. Members from the Global Recognition Steering Team work with the CLT Sponsors and Champions during this process. Award CLT Sponsor Champion Chairman’s Award for High Performance

Dave Raisbeck Peter Vrijsen

Chairman’s Award for Innovation

Bill Buckner Chris Mallett

Chairman’s Award for Customer Focus

Dave Larson John Geisler

Chairman’s Award for Leadership

Greg Page, CEO Richard Frasch

Chairman’s Award for Business Excellence

Bill Veazey Jerry Rose

Chairman’s Award for Safety, Environment & Health

Dave Rogers LaRaye Osborne

Chairman’s Award for Best Plant

Paul Conway Ron Christenson

5. Describe how senior management periodically reviews the recognition programs to determine

effectiveness. Our CRO, Bill Buckner regularly presents to and updates the Corporate Center. In April 2007 he presented the Recognition Strategy and Values to our Corporate Center Meeting in April, 2007 (top 30 executives in company). Included in his presentation were the aspirations for what recognition could do for our employees, what the results of the engagement survey indicated for our progress, and tips on what each of the Corporate Center members could do personally. He ended the session by having each person complete a “thank you” note and encouraged them to continue the practice. He regularly uses the practice of writing thank you notes. (See Exhibit 6) Additionally, senior leadership reviews the feedback from the bi-annual Recognition Conferences and gives input into the design and content for the next conference. An example of how individual businesses review its program is with Grain & Oilseeds Supply Chain Business Unit Recognition Team reviewing the employee satisfaction with recognition, holding focus groups and reporting back to the Business Unit Leadership Team.

Standard 3. Recognition Program Measurement. 1. Describe how your recognition program results are linked to recognition strategy and program

objectives and then measured for effectiveness. The measures should be statistically valid and substantive in nature. (Examples could be nominations per communications dollar, level of participation in programs, productivity increase per recognition dollar, and employee feedback through surveys, etc.) Be sure to include at least one year of data.


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Recognition is measured through the eyes of our employees. We have conducted five cycles of Employee Engagement across Cargill. After Cycle 2 or 3 depending on the business, all employees’ responses are reflected in the results. Subsequent survey results have shown improvement. There has been a positive trend in each series of recognition questions and we have now exceeded the level of Best Practice Companies that we benchmark with on our engagement results. The question asked is: “I receive adequate recognition (beyond compensation) for my contributions / accomplishments.” We do not ask for satisfaction about our program, rather the outcome of the program where employees are being recognized. The real test of our Recognition Program is how it is being deployed and we feel measuring satisfaction or level of participation would not give us the information about whether it is being practiced. An unexpected area of communication resulted from Cargill being identified as Best in Class in three of the RPI Standards. We have conducted several discussions with other businesses and as a result have been included in their benchmarking studies and have been included in discussions about recognition in the Minneapolis area. (Exhibit 38 — Twin Cities Business, “You Better Recognize!”) Overall, Cargill has had several years of outstanding business results. In 2003 our annual revenue was $54 billion and our last fiscal year 06/07 ended with annual revenue of $88 billion.

Cargill Financial Results 2003-2007 in millions

2007 2006 2005 2004 2003

Sales & other Revenues 88,266 75,208 71,066 62,907 54,390 While we cannot directly attribute the financial success to recognition, our senior leaders do believe our results have been affected positively by the increasing engagement of our employees. Bill Buckner delivered a presentation that draws the link between employee feelings, engagement, recognition and business results. The premise is:

- Recognition is a response from a person that makes the recipient feel good about who they are, what they are doing, have done, or will do.

- Recognition is important because it has a high impact on employee engagement and is within everyone’s control.

- Cargill’s recognition gola is to build a culture in which employees feel motivated to work hard because they are appropriately recognized for good, hard work.

- Raising satisfaction with recognition impacts engagement; Engagement relates to improved business results and is one reason why Cargill believes in creating a culture of recognition.

Our target of 80% overall engagement will put us in the Global Best Practice Companies range.


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2. Describe how the organization documents employee and manager participation in recognition programs and include at least one year of participation data. Each business and function monitors the level of participation at that level. An example of tracking participation is included in Exhibit 39 — Wichita Recognition Summary. Several Business units are located in Wichita and prepared a Wichita, KS Recognition Program Summary showing participation. Here are several visual examples of businesses tracking the number of awards presented.

Cargill AgHorizons BU

Cargill Grain & Oilseeds Supply Chain North America Business Unit


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Cargill Malt BU We do not document employee and manager participation at the corporate level except for the number of employees attending the Recognition Conference. In 2002, we had approximately 125 senior managers and 750 employees. In 2004, we had 250 senior managers and 850 employees. In 2006, we had 275 managers and 850 employees attend the Recognition Conference. Many of our functions and business units track the type of awards. However, it is not encouraged to have a quota as we feel it impacts the program’s credibility.

0100200300400500600700800900

2002 2004 2006

Sr ManagersEmployees


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3. Describe employee and manager satisfaction ratings with the organization’s recognition

programs. Explain how employee satisfaction was measured. Include at least one year of data and/or a summary report.

Since Cargill started focusing on Recognition, our Recognition score on the Cargill Employee Engagement Survey increased 6% (see below). The Cargill Employee Engagement Survey (required of all 158,000 employees every 12-18 months) asks, “I receive adequate recognition (beyond compensation) for my contributions / accomplishments.” In Cycle 2 the results were 42%, in Cycle 3 the results were 37%, (all plant and production employees included at this point) in Cycle 4 the results were 47%, and in Cycle 5 the results were 48%. Since the inclusion of all employees from all elves in Cycle 3 we have seen an 11% increase and we expect this trend to continue. The percentage represents the employees who answered, “Agree” or “Strongly Agree”. Our data shows a positive trend since we started focusing on recognition. In addition, the Cargill results are higher than the Best Practice companies from the Hewitt database.

The Grain & Oilseeds Supply Chain business unit uses the Cargill Engagement Survey as a way to determine the level of satisfaction with the recognition program. (See Exhibit 35 - GOSC NA IntraOffice Newsletter) Recognition is still an important factor in engagement and has a recognition page on the Engagement website. (See page 20)

Standard 4. Communication Plan.

1. Describe the organization’s overall strategic recognition communication plan, its goals and

programs. Include specific information about branding, methods, frequency and content of communications. The branding for recognition is our 3 pillars with the recognition ribbon. We have used this icon for five years. (See page 9)

Cargill, Inc--All Rights Reserved

Recognition/Engagement Link at Cargill

Top Five Drivers of Engagement1

1. Recognition

2. Total compensation

3. Communication

4. Performance Management

5. Advancement Opportunities1 Cargill Global Engagement, 2006/2007 Overall Results2 Hewitt’s Gl obal Employee Engagement database, 2007

Satisfaction with Recognition

36%

48%

47%

37%

42%

29%

21%

24%

24%

25%

Best Employers

Cycle 5 Overall

Cycle 4 Overall

Cycle 3 Overall

Cycle 2 Overall

Agree / Strongly Agree

Slightly Agree

1

1

2

1

1

Plant and Production employees were included in the Engagement Survey.


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The Global Recognition Steering Team has the Manager for the Cargill News (the global company magazine) as a member. Additionally, there is a Communication Sub Team for the Steering Committee. The goal is to reinforce the recognition messages through different channels. This team develops a communication plan to ensure the recognition messages are cascaded to all employees between Recognition Conferences. Additionally communication plans an important role in the pre-session, session and post-session messaging as described in Standard 6. A member on the Global Team from our Grain & Oilseeds Supply Chain business unit also communicates with other business unit Recognition Teams as well as externally with the companies in the Minneapolis Recognition Roundtable.

2. Describe any tools or media used to communicate the recognition program. (Examples include Internet and intranet, presentation or trainings, bulletin boards, posters, video, CD, e-mail, literature, telephony, etc.) We have used a variety of communication methods including:

The Recognition internal company website. The goals for the website are: 1. Centralize recognition-related content 2. Raise profile of recognition in Cargill 3. Reinforce that recognition is not a bi-annual event 4. Provide new ways to deliver day-to-day recognition 5. Help functions and Business unit managers create a culture of recognition

The website is located one click from the overall Cargill Connects home page under the tab, “Understanding Cargill” When searching for recognition, this is the key match.


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The Recognition Book has been written every two years to coincide with the Recognition Conference (2002, 2004, 2006) (See Exhibit 40 — 2004 Recognition Book, and Exhibit 41 — 2006 Recognition Book and Workshop Materials), the Recognition CD/DVD from the Conference (See Exhibits 42 — 2004 Recognition Conference and Exhibit 43 — 2006 Recognition Conference and Award Ceremony), an instructional CD with a comedy troupe (See Exhibit 44 — Brave New Workshop Tragic Moments of Recognition), the Cargill News (See Exhibit 45 — Jan_Feb 2007 Cargill News) (See Exhibit 46 - Cargill News Recognition article, It Doesn’t Hurt to Smile), and the Recognition Workshops (See Exhibit 47 —“ 2002 Workshop—“Recognition”, Exhibit 48 —“ 2004 Workshop—“Recognition Recharged”, Exhibit 49 —“ 2006 Workshop —“Recognition: Tying it all Together”)

Individual business units also have newsletters highlighting recognition (See Exhibit

23 – Twin Rivers Newsletters, Exhibit 35 – GOSC NA IntraOffice Newsletter, Exhibit 39 – Wichita Recognition Program)

One of the main goals for 2007 has been to provide means to distribute the recognition collateral developed for the 2006 Recognition Conference. This includes, adding more information to the Engagement website, developing a Recognition website, ensuring recognition articles are included in the Cargill News, and supporting functions and business units in their recognition efforts. Because Engagement is a key driver of our behavior, we have a website for Engagement. As previously stated, recognition is a key factor for engaging our employees and the Engagement Website has a section devoted to recognition to give ideas for what businesses can do to improve in that area. Whatever the area for improvement, the business unit or function must complete an action plan on how they will address it.


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The Grain & Oilseeds Supply Chain Business Unit gives information about recognition to new employees during their orientation and sends out an email with a recognition nugget or quote. Learning and Development follows the same procedure.

Standard 5. Recognition Training. 1. Describe the organization’s overall recognition training strategy for managers and employees

and its role in the organization’s recognition strategy. Describe how the organization has committed resources to the training. Include examples of training curriculum, literature, materials, videos, etc. The Recognition training strategy is to distribute the key messages developed every two years. The kick off for the key messages is the Recognition Conference. The expectations for participants is to share what was learned and ensure their business or function integrates the messages in the interim before the next Recognition Conference. Our Corporate University, NourishingU, has additional listings for Recognition offerings beyond the key messages that are available to all Cargill employees.


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The Global Recognition Steering Team has developed a series of three workshops that have been introduced at the Recognition Conference and then distributed throughout the organization following the conference.

Exhibit 47 - 2002 Workshop—“Recognition” Exhibit 48 - 2004 Workshop—“Recognition Recharged” Exhibit 49 - 2006 Workshop—“Recognition: Tying it all Together” (powerpoint and

workshop materials This distribution has been accomplished by ensuring the business unit leader and HR manger both have copies of the materials. Additionally, the materials are available from the website for download. It is our strategy to use the time between conferences to build on the principles included in the workshops. In 2002, the senior executives taught the course (See Exhibit 47 — Recognition). In 2004, a Recognition workshop was presented to over 1000 participants (See Exhibit 48 — Recognition Recharged). In 2006, the Recognition workshop was co-facilitated by the Recognition Officer and was one of 18 workshops (See Exhibit 49 — Recognition: Tying it all Together). Following the conference, recognition training is conducted with different groups upon demand. The Chief Recognition Officer and other members of the Recognition Steering Team personally conduct several of these sessions each year.


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Karen Sachs, Global Recognition Steering Team member, is working with the redesign for the High Performance Leadership Academy. This module covers Cargill’s key messages around creating a culture of recognition and the responsibility of a new manager in helping achieve our goals to include Recognition into the curriculum. The target audiences for these courses are senior leaders and key managers. There is a module on Recognition in the Fundementals of Management course, which is the first course a new manager takes in the Academy.

2. Give examples on how the recognition training has met its objectives, how it has been effective, and the results achieved. Following the 2006 Recognition Conference, we have seen more adoption of our recognition principles across the globe. The over 1000 participants from the Conference return to their work teams and personally share messages and deliver the Recognition Workshop. Our goal with this cascade method is that Cargill employees around the globe are trained on the key recognition messages. For the first time, groups in Europe began the development of recognition programs. Multiple programs have been developed in Latin America. Even Asia where recognition is considered a private matter, programs have been insitituted that are culturally appropriate. Leadership teams across the Cargill globe are taking time in their meetings to write thank yous and acknowledge the contributions of others. Employees’ engagement has continued to increase which is a major contributor to the financial success of Cargill. We attribute these successes to our messages from the Recognition Workshop that support day-to-day recognition.


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Our overall engagement scores have increased 3% from Cycle 4 to Cycle 5 (See page 15). Our recognition questions in our engagement results has increased and is above Best Practices level.

Standard 6. Recognition Events and Celebrations. 1. Describe the process for celebration, event planning, and/or award ceremonies to recognize

employees. Beginning in 2002, Cargill has held a Recognition Conference every 2 years. (See Exhibit 50 for 2002 agenda and briefs, Exhibit 51 for 2004 agenda and briefs, Exhibit 52 for 2006 agenda) A part of every conference is a formal awards ceremony. Following each event CD/DVDs were produced so that more people could learn about recognition and share in the excitement of the Corporate Award Program. (See Exhibits 42 – 43, CD/DVD) A book of finalists was handed out to each participant at the 2006 Recognition Conference as an expression of gratitude. (See Exhibit 53 – 2006 Award Finalist excerpts and Exhibit 61 – In Our Own Words book) CDs from these books were also included in the following issue of the Cargill News that every Cargill employee received post conference. Thank You chocolate bars (See Exhibit 62 – Wilbur Chocolate Bar – Cargill made), were also handed out to each 2006 Recognition Conference participant. See Exhibit 33 for an Evaluation Feedback Report on the 2002 - 2006 Recognition Conference Feedback. Both conference evaluations were reviewed by senior leadership and the Global Recognition Steering Team. A celebration held by the Dressing, Sauces, and Oils BU in 2007 was copied in format to the Corporate event and materials from the 2006 Corporate Recognition Conference. This is an example of what is intended to happen in the intervening year as a way of using the collateral material and messages to pass on through the organization. (Exhibit 54 — DSO Invitation, Exhibit 55 — Conference and Action Planning Guide and Exhibit 56 — Dialogue Report) Grain & Oilseeds Supply Chain Australia held their annual Business Excellence & Recognition dinner in July. Employees from the Melbourne office and Footscray, Newcastle and Narrabri plants attended (See Exhibit 63 — GOSC Australia event) Cargill has different cultural awareness events throughout the year to recognize, celebrate and better understand different groups. (See Exhibit 57 — Fall / Winter Headquarters Events) Some examples:

- February 2007: Black History - October 2007: Hispanic

We also recognize Supplier Diversity and give awards. Our 3rd annual event is scheduled for January 30, 2008. (See Exhibit 37 – 3rd Annual Supplier Diversity Forum and Agenda) Cargill has a specific program for recognizing Volunteers. Exhibit 58 — Cargill Cares website explains the award and eligibility.


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2. Describe how the organization has assigned responsibility for event planning and

implementation. A dedicated team for each of the three events has been assigned the planning as part of their job duties with a full-time person assigned to the planning for the last six months before the conference. See Exhibit 59 — Planning Team minutes for a listing of people on the team. Greg Page, CEO, met with the team in the May meeting to give his input and support. Co- leads, Advisory Committee (Sr. Leaders), dedicated Subject Matter Experts and employees given responsibilities in addition to their job.

3. Describe how the events demonstrate creativity, management involvement, and include any event documentation – including photos, newsletter stories, etc. Articles in the Cargill News, daily reports on the Cargill website during the Conference, and CDs highlighting the main events of the Conference are some ways we document the event. (Exhibits 45 — Jan_Feb 2007 Cargill News)

Standard 7. Program Change and Flexibility. 1. Describe the regular process to review and evaluate recognition program elements and change

them as needed to promote the organization’s goals and values. We have the recognition resource book, as an overall guideline on the principles, resources and alternative programs for recognition within the corporation. Given the Global size (158,000 employees) and diversity (66 countries, 7 Platforms, 70 Business Units) responsibility for the specific design, operation and review of recognition elements is delegated to each business unit, always based upon the Guiding Principles and Strategic Vision of Cargill. This set of guidelines (See Exhibits 40 — 41 2004 Recognition Book and 2006 Recognition Book and Workshop Materials), which was initially launched in 2002, is reviewed and revised every two years by the Recognition Steering Team. The effectiveness of recognition programs are evaluated as part of the Engagement Survey Process carried out within each business unit every 18 months. The Cargill Global Recognition Steering Team is charged with communicating best practices and sharing experiences and ideas amongst the different localities and businesses, as well as in organizing the Corporate Recognition Conference, held every two years. The Recognition Conference publicly recognizes both individuals, and large and small teams in a wide variety of areas considered as strategically important for the long-term success of the Corporation. Feedback is sought after each Recognition Event in order to identify opportunities for improvement for the subsequent event. (See Exhibit 33 — 2002_2004_2006 Feedback Reports)


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2. Describe how the organization has adjusted recognition to meet the diverse needs of

individuals and teams. Please describe the process, any significant changes that have been made, the reasons for the changes, and how the changes have affected the programs. Within the wide range of recognition programs that exist today in Cargill it is possible to see a large variety of adaptations and applications of base programs to make them more meaningful and relevant to their specific target areas, wherever that might be. These adaptations are developed in accordance with the realities, necessities, preferences and/or social norms of each region, location, business and activity. Some examples are: The “Thank you” program in CFR /USA that includes an informal public recognition via a posting on a website vs. Food System Design team in China http://www.cargill.com.cn/dc_china_index_en.htm that includes recognition via a private acknowledgement letter sent by the General Manager, in a culture where public recognition is not socially desired. The Toshoku BU Award in Japan (Cargill Food Ingredients and Systems) http://www.toshoku.co.jp/en/index.html where the recognition is linked to the three pillars (part of Cargill’s business strategy). The Cargill Cares Volunteer Awards that applies to the entire organization where employees are recognized for volunteering their time and talent to help improve their communities. Based on previous feedback, the awards ceremony was lengthened to give more time to describe the accomplishments and another round of workshops was added. The definition of recognition was sharpened after 2002 and the focus more concentrated on the day-to-day and informal types of recognition for 2006. It is our goal to improve recognition for all employees by using the Recognition Pyramid that includes Common Courtesies, Day-to-Day Recognition, Informal and Formal Awards. This concept is the center of how we talk about recognition. We emphasize the importance of the first two levels of recognition because it truly can touch and involve every employee. Additionally, through our Engagement Survey, we ask if employees are being recognized for their contributions. All employees answer this survey and each business unit and / or function review the data and create action plans to improve performance in their targeted areas. We have linked the need for Recognition to our Global Diversity and Inclusion business cases (See page 27) Additionally; we consider all differences, both those visible and those that are not. (See Exhibit 60 – Valuing Differences Brochures) A leader from the Global Diversity and Inclusion team serves on the Global Recognition Steering Team as well as the bi-annual Recognition Conference to help advise and ensure diversity and cultural sensitivity is embedded in all aspects of the event (including food and venue selections, to written materials, entertainment, participant selection, speakers/facilitators, etc.). Cargill’s Global Diversity and Inclusion team helps businesses and functions understand the importance of creating an environment where each individual feels valued. This includes ensuring the delivery and execution of key messages and programs are culturally relevant and sensitive. The bottom tier of our Recognition pyramid (Common Courtesy and Respect) reinforces and aligns with the Global Diversity and Inclusion approach and messages.

http://www.cargill.com.cn/dc_china_index_en.htm

http://www.toshoku.co.jp/en/index.html


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At Cargill, diversity includes the full range of differences – those that are obvious as well as those that may not be readily evident. By recognizing and appreciating these differences, we can create and sustain a respectful, inclusive work environment where all people can feel valued and are able to contribute to our business success. Cargill’s Global Diversity and Inclusion vision is: Contribute to Cargill’s business performance by creating an environment where each employee’s unique talents and perspectives create value

Cargill’s Global Diversity business model shows how we will contribute to Cargill’s four performance measures: Engaged employees (both potential employees and current employees), satisfied customers, enriched communities leading to profitable growth.

View Cargill as an Employer of Choice

Attract top talent

Access diverse talent pools and sources

Effectively welcome and on-board new employees

PROFITABLE GROWTH

A work environment that values differences contributes to: Engaged

Employees, Satisfied Customers andEnriched Communities, all of which

result in Profitable Growth for Cargill’s stakeholders.

Reflect our diverse customers and theirdiverse customers

Understand and meet theneeds and expectationsof our customers

Compete in a global market

Meet or exceed supplier diversity goals

Increase employee retention

Greater collaboration and connectivity

Improve productivityand results

Generate more ideas,innovation and imagination

Build higher level ofemployee engagement

Act consistently withCargill’s Guiding

Principles and Ethics

Present strong publicimage and brand

Partner with and supportthe diverse communities we serve

Comply with local laws and policies

CARGILL GLOBAL DIVERSITY BUSINESS MODEL


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In addition, the diverse representation on the Global Recognition Steering Team ensures key Recognition messages are globally relevant and applicable. Part of the workshop the team developed and presented for the 2006 Recognition Conference included a video segment on “Tragic Moments of Recognition” (See Exhibit 44) which humorously portrayed the pitfalls of not having culturally sensitive recognition practices.

Is there additional information about the recognition program that would be helpful for us to consider? We have developed an approach to Recognition at Cargill that takes into account the size and

scope of our organization and our businesses and the way we are structured. We set the overall

tone, philosophy and expectation at a corporate level which guides our businesses and teams to

implement most appropriately and meaninfully at the local level. We find this to be an effective

way to create sustainable change in order to reach our goals.

The exercise of submitting this application taught us a lot about what Cargill is doing well in the

area of Recognition and where we are leaders in this area. More importantly we learned about the

areas where we could focus and improve our program overall. We have worked hard this year to

take the feedback we received from the RPI judges to make program and process improvements.

Thanks for your guidance, we believe it is making a difference in our Recognition programs.

* * * * * * * * * * * * * * * * * * * * * *

RPI Best Practice Nomination Form 2008 Exhibit Listing


Exhibit Number

Description

Location

1 Leadership Model Exhibit Disc 2 Innovation Culture Book excerpt Exhibit Disc 3 Cargill Agricultural Supply Chain Platform survey Exhibit Disc 4 Cargill Agricultural Supply Chain Platform

recommendations Exhibit Disc

5 Day-to-Day Cards Exhibit Disc 6 High 5 from Chief Recognition Officer Exhibit Disc 7 Recognizing You – Learning and Development

Recognition Program Exhibit Disc

8 Who Do You Know That Deserves Credit Exhibit Disc 9 Make a Difference Brazil Program Description –

NOVA PROGRAMA DE RECONHECIMENTO DA UNIDA

Exhibit Disc

10 Make a Difference Brazil Application – NOVA PROGRAMA DE RECONHECIMENTO DA UNIDA

Exhibit Disc

11 Listing of Cargill Recognition Programs Exhibit Disc 12 HR_Excellence Award Criteria Exhibit Disc 13 IT_Circle of Pride Award Exhibit Disc 14 Technology_Achievers Circle Excerpt Exhibit Disc 15 Finance_Corporate Finance Officer Award Exhibit Disc 16 CAN Presidents Forum_Package Exhibit Disc 17 Salt_Diamond Crystal Award Exhibit Disc 18 Deicing Technology_Recognizing Excellence Exhibit Disc 19 Tribute to Retiring CEO, Warren Staley Pocket File 20 Chairman Award Website Exhibit Disc 21 TEKNE Award Exhibit Disc 22 Business Supplier Award Exhibit Disc 23 HR_Electronic Thank You Exhibit Disc 24 September_December Twin Rivers Newsletters Exhibit Disc 25 Recognition Vilvoorde Exhibit Disc 26 Cargill Sugar Brazil Recognition Policy_Politica de

Reconhecimento Exhibit Disc

27 Salt_Circle of Champions Exhibit Disc 28 Corporate Supplier Awards Exhibit Disc 29 Chairman Award Judging, Application Process and

Criteria Exhibit Disc

30 Passing the Message video Pocket File 31 Email Chain Showing Discussion –

Recommendations from Business Units Exhibit Disc

32 Applebees Menu Exhibit Disc 33 2002_2004_2006 Feedback Reports_Package Exhibit Disc 34 Recognition Steering Team Meeting Agendas and

Recaps_Package Exhibit Disc

RPI Best Practice Nomination Form 2008 Exhibit Listing


Exhibit Number

Description

Location

35 GOSC NA July 2007 IntraOffice Newsletter Exhibit Disc 36 Cargill Leadership on Recognition Pocket File 37 Supplier Diversity Agenda Exhibit Disc 38 Twin Cities Business_You Better Recognize Exhibit Disc 39 Wichita Recognition Summary Exhibit Disc 40 2004 Recognition Book Pocket File 41 2006 Recognition Book and Workshop Materials Pocket File 42 2004 Recognition Conference Pocket File 43 2006 Recognition Conference and Award Ceremony Pocket File 44 Brave New Workshop: Tragic Moments of

Recognition Pocket File

45 Jan_Feb 2007 Cargill News Pocket File 46 Cargill News Recognition article_It Doesn’t Hurt to

Smile Exhibit Disc

47 2002 Workshop “Recognition” Exhibit Disc 48 2004 Workshop “Recognition Recharged” Exhibit Disc 49 2006 Workshop “Recognition: Tying it All Together” Exhibit Disc 50 2002 Recognition Agenda and Brief Exhibit Disc 51 2004 Recognition Agenda and Brief Exhibit Disc 52 2006 Recognition Agenda Exhibit Disc 53 2006 Award Finalists excerpts Exhibit Disc 54 DSO Invitation Exhibit Disc 55 DSO Conference and Action Planning Guide Exhibit Disc 56 DSO Dialogue Report Exhibit Disc 57 Fall/Winter Headquarter Events Pocket File 58 Cargill Cares Website Exhibit Disc 59 Planning Team Minutes Exhibit Disc 60 Valuing Differences Brochures Pocket File 61 In Our Own Words Pocket File 62 Wilbur Chocolate Bar Pocket File 63 GOSC Australia Event Exhibit Disc

rpi best practice nomination form 2008...rpi best practice nomination form 2008 ***** the...

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