DOCSLIB.ORG

Cocoa and Chocolate Contents Language Table of Contents

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Cocoa and Chocolate Contents Language Table of Contents Language Sustainability Progress Report 2018 - 2019 Cocoa and Chocolate Contents Language Table of Contents Published May 2020 Introduction Community Consumer Responsible 3 President’s welcome Wellbeing Confidence Business 4 Our approach 12 Progress at a glance 18 Progress at a glance 24 Operating in a safe, responsible and 13 Spotlight: A localized 19 Spotlight: Connecting 5 Taking cocoa to sustainable way the cloud approach to tackle child data to measure and labor in Indonesia report on supply chain 7 Impact at a glance sustainability Farmer Protect Transformation, About Livelihoods our Planet together 26 Cargill 9 Progress at a glance 15 Progress at a glance 21 Progress at a glance 28 Cocoa and Chocolate 10 Spotlight: Beyond 16 Spotlight: From 22 Spotlight: Coop 29 This report cocoa: taking a holistic satellites to farmers: a Academy 2.0: look at farmer resilience multi-layered approach Strengthening more against deforestation cooperatives with management tools Cargill | Cocoa and Chocolate | 2018-2019 Sustainability Progress Report 2 Introduction Language Dear stakeholders The world is faced with extraordinary chal- Digital technology enables us to provide our customers Transparency is imperative and we are committed to con- lenges. The ongoing COVID-19 pandemic is with fast and transparent sustainability data, helping them tinuously improve and refine how we show the progress measure and report the impact they achieve through the we make. This report focuses on progress both towards testing our resilience as a global community. Cargill Cocoa Promise. As of this year, half of the cocoa our goals and against the data of the previous year; it high- This reminds us how interconnected our world in our global direct supply chain is traceable from farm to lights many great accomplishments. We reached more than is, and how important it is to look out for factory, with the help of barcoded cocoa bags and digital 210,000 farmers with training to strengthen their capacity those who need it most: the cocoa-growing Cooperative Management Systems. Today, 72 percent of on Good Agricultural Practices, we scaled one-on-one farmers are reached with GPS polygon mapping. In combi- coaching to farmers in all five sourcing countries, and we communities. Cargill is dedicated to creating nation with satellite imagery, this enables us to effectively reached a total of 2,491 communities with tailored commu- lasting benefits for cocoa farmers, their fami- monitor deforestation risks. On our website, we started to nity programs. This would not have been possible without lies and communities, and empowering them disclose all farmer organizations in our direct sourcing net- the ongoing dedication of our customers, colleagues, NGOs, to thrive. This is more relevant than ever. work in Ghana and Côte d’Ivoire, with the other countries to governments and, above all else, the farmers and farmer follow. For these technologies to generate lasting impact for organizations. I want to thank you all for being such valuable farmers, the partnership and actions by all actors are crucial partners on this journey. There is a lot more to be done, but Increasingly I see how embedding technologies and part- levers to scale up. I am confident that if we continue to connect our efforts, we can achieve lasting positive impact, together. nerships in the sector enable us to continuously drive value Several noteworthy steps are taking place in the industry. for farmers, customers and the sector at large. With the We have seen the governments of Ghana and Côte d’Ivoire Sincerely, help of mobile applications, we provide farmers with more be a force for sustainability with initiatives like the Living tailored support, information and training, so they can Income Differential and exploring the setting of sub-regional prosper while considering the environment. These appli- standards. These efforts contribute towards standards that cations also deliver fair and secure electronic payments to meet our expectations and those of our customers for a farmers, as well as swift, effective communications when sustainable cocoa sector. Year on year, I see the network immediate issues arise, for instance, on protective measures of stakeholders that are willing to drive change collabora- Harold Poelma against COVID-19. tively expanding and deepening its impact. When we align President Cargill Cocoa and Chocolate on interventions, make data openly available and measure progress together, I am positive we will achieve more trans- formational results. Cargill | Cocoa and Chocolate | 2018-2019 Sustainability Progress Report 3 Introduction Language Connected for More: our approach towards a thriving cocoa sector Our vision we continuously monitor, evaluate and Farmer Community Protect report our impact. This also includes how Livelihoods Wellbeing our Planet At Cargill we take the responsibility and the we source other chocolate ingredients, run opportunity to act across the cocoa sector, GOAL GOAL GOAL our factories safely, decrease our environ- We will champion We will enhance the safety We will promote connecting different stakeholders to drive mental impact and govern our business Our goals professional cocoa farming and wellbeing of children environmental best lasting change. We aim to connect every practices, to strengthen the and families in cocoa practices in our business with integrity. socio-economic resilience farming areas and across our supply chain dot in the cocoa supply chain for maximum of cocoa farmers and transparency using cutting-edge digital their communities TARGET TARGET 1 million community Zero deforestation in the technologies where possible. We take a Our principles TARGET members benefiting from cocoa supply chain holistic look at the sustainability of cocoa 1 million farmers benefiting the services of the Cargill To reach our goals, every initiative is guided Read more and work with our partners towards a from the services of the Cocoa Promise by the following principles: Cargill Cocoa Promise common cause: a thriving cocoa sector for Read more generations to come. Transparency and Assurance: We build a Read more supportive market ecosystem by promoting supply chain, financial and impact trans- Our commitment parency, including third-party assurance In 2012, we launched the Cargill Cocoa through certification programs. Promise. This is our commitment to accel- Evidence-based: We continuously learn and erate progress toward a transparent global adjust to improve the impact of our work and GOAL TARGET Read more cocoa supply chain, to enable cocoa better equip all of our partners for a more We will help consumers 100% farm to factory Consumer around the world choose traceability of our cocoa beans farmers and their communities to achieve sustainable future. sustainable cocoa and 100% chocolate ingredients better incomes and living standards sus- Confidence chocolate products Scalable: We design programs that are sourced in line with our tainably, and to deliver a sustainable supply with confidence supplier code of conduct of cocoa and chocolate products. This adaptable across the local contexts of differ- aspiration is reinforced by our five 2030 ent sourcing regions. GOAL We will use the power of partnerships Sustainability Goals which are aligned with Technology-driven: We harness the power Transformation, to accelerate and magnify our efforts to Read more the UN Sustainable Development Goals. of technology to rapidly and effectively together achieve a level of sector transformation that cannot be accomplished alone Together with our Theory of Change, these deploy our programs at scale. goals provide a framework through which Cargill | Cocoa and Chocolate | 2018-2019 Sustainability Progress Report 4 Introduction Language Taking cocoa to the cloud: how digitization benefits all, from farmers to consumers Digital transformation is driving Farmers receive more change in every business sector, tailored support and the cocoa value chain is no Digitization in cocoa-growing countries is exception. We act across the increasing at a fast pace, providing a signifi- cant opportunity to accelerate change in the More communities entire supply chain, connecting are reached cocoa sector. Smallholder farmers around stakeholders at many different the world are increasingly getting access levels. By leveraging the power to web or mobile applications. Mobile Farmers receive of technology, we aim to information services for farmers can sig- tailored support spearhead the sector’s journey nificantly transform the way we, and others in the sector, can interact with farmers and toward greater transparency farmer organizations. Through mobile appli- Landscapes are better protected and create lasting impact for cations, farm developments are captured all stakeholders, especially in continuously, so we can measure the effects A digital cocoa-growing communities. and tailor our services. They also provide cocoa supply a means for two-way communication with farmers, providing them with customized and actual insights on climate and market fluctuations as well as on protective mea- sures against COVID-19. These solutions are becoming increasingly integrated, pro- Customers get viding a complete interface where farmers direct insights can manage the progress of their business, Sector partnerships combine data costs and potential loans. Voice messaging is effective here, too, as it can reach farm- ers in a variety of local languages, while mobile banking provides farmers with fair Cargill |
Load more

Recommended publications
  • Cargill Premix & Nutrition: Transforming Talent Management
    Cargill Premix & Nutrition: Transforming Talent Management Michael Gunderson Associate Professor and Associate Director of Research Center for Food and Agricultural Business, Purdue University Wes Davis Graduate Assistant Center for Food and Agricultural Business, Purdue University This case was prepared by Michael Gunderson, associate professor and associate director of research, and Wes Davis, graduate assistant, Center for Food and Agricultural Business, Purdue University. The authors would like to thank Cargill Premix & Nutrition, particularly Heather Imel, vice president of human capital, Cargill Premix & Nutrition North America. The case is a basis for class discussion and represents the views of the authors, not Purdue University. No part of this publication may be reproduced or transmitted in any form without written permission from Purdue University. 2 | Cargill Premix & Nutrition: Transforming Talent Management © 2017 Purdue Univerisity In early 2016 Charles Shininger, managing director for Cargill Premix & Nutrition North America, takes part in a leadership meeting with other business unit managers and platform leaders at Cargill’s global headquarters in Minneapolis. Having just completed a successful quarter, he looks forward to reviewing the global enterprise’s performance and discussing business plans for the year. As the meeting begins, the global executive team of nine corporate officers discusses overall performance. Cargill has experienced declining annual operating earnings since 2011 (Exhibit 1). Some business units have performed well; however, changing customer preferences, political and regulatory uncertainty, macroeconomic challenges, and reinvented customer business models have eroded overall enterprise earnings and led the global executive team to consider what changes are necessary to reclaim performance. Exhibit 1: Over the last six years, operating earnings have been suppressed compared to FY 2011.
    [Show full text]
  • Cargill Non-GMO Solutions
    Cargill Non-GMO Solutions Cargill helps customers grow and protect their brands, and reduce time-to-market Non-GMO* is one of the Food category growth rates fastest growing claims in % growth of $ sales over prior year the U.S. food industry.1 12% 11% 11% A recent Cargill study showed that GMO is top 10% of mind when consumers are asked what they avoid when purchasing food. For over 15 years Cargill has helped customers navigate supply-chain challenges, source non-GMO ingredients, and grow their 2% non-GMO business. 1% 1% 1% 2012 2013 2014 2015 From dedicated producer programs to the industry’s broadest ingredient Total (+1% CAGR) portfolio, Cargill is the right Non-GMO Organic Natural (+11% CAGR) partner to help food and beverage manufacturers grow and protect Source: White Wave at 2016 CAGNY Conference their brands by delivering non-GMO products to consumers. 1 Source: Mintel, March 2016 Cargill.com/food-beverage Cargill markets the industry’s broadest portfolio of non-GMO ingredients. From sweeteners, starches and texturizers to oils, cocoa and chocolate, Cargill delivers the scale that food manufacturers need to get to market quickly and meet growing consumer demand. We offer a growing number of Non-GMO Project Verified ingredients so customers can feature America’s most recognizable non-GMO claim on their labels. Well-established producer programs for corn, soybeans and high oleic canola means unsurpassed supply chain assurance for our customers. Limited supply of non-GMO corn, soybeans and high oleic canola creates challenges for food and beverage companies seeking to scale production and meet growing consumer demand.
    [Show full text]
  • Cargill and Technoserve Partnering to Support Rural Development Around the World
    Cargill and TechnoServe Partnering to support rural development around the world Cargill has been working with TechnoServe since 2000, providing $6.6 million to build farmer capacity and improve the livelihoods of agricultural communities. In addition to funding, Cargill provides technical expertise to the programs, which have supported farmers and enterprises across Latin America, Africa and Asia. Our work together includes: Helping farmers improve their agricultural practices and increase access to inputs and markets Developing management skills among leaders of farmer cooperatives Providing technical and business expertise to small and medium food processors and enterprises Building a strong partnership for farmers In 2014, Cargill and TechnoServe in Nicaragua joined up to project has exceeded the targeted number of farmers develop IMPULSOR (Spanish for “driver or booster”), a four-year participating in the training and average costs for the farmers initiative to provide improved inputs, technical assistance and have reduced by 10 percent, despite recent drought conditions market access to 440 farmers that produce around half of the and instability in the country. Cargill and TechnoServe are in country’s sorghum harvest. A cereal grain, sorghum is widely discussions to determine the best way to sustain this impact. used in Central America as an alternative to maize; it responds better to drought and is used for feeding poultry and, in some cases, as an ingredient in tortillas and other staples. To date the Improving livelihoods and International Finance Corporation, is an industry-first cooperative empowering communities management program. Endorsed by the government, it combines 28 days of intensive classroom training with a year of Cargill and TechnoServe partner on a four-year program in India’s personalized on-the-ground coaching.
    [Show full text]
  • Hugh Cargill Farm Management Plan
    LAND USE and MANAGEMENT PLAN for the Hugh Cargill Farm Walden Street and Thoreau Street Assessors' Map H10; Parcels 0217, 0220, 0221, 0222 28+/- acres Goals and objectives The goals of this Management Plan are to provide guidance for the management of the remaining land of the Hugh Cargill Farm for its traditional uses, and recommend an integrated plan for management of previously developed parcels (excluding residentially developed areas) together with the remaining Hugh Cargill Farm. Traditional uses include: Drinking water protection and production, agriculture, benefit of the poor in Concord, wildlife protection, maintenance of a scenic gateway into Concord, and the general enjoyment of Concord’s citizens and school children. Open landscapes are declining regionally and in Concord, and this Plan is intended to ensure that the Hugh Cargill Farm land remain open by regular mowing or agricultural haying. The Cargill land provides a rural landscape on an important gateway into town, as well as a connection with the Hapgood Wright Town Forest. Invasive plant species should be selectively removed over time in order to restore the biodiversity of this site. These activities will be conducted in a way that maximizes the wildlife habitat provided by grasslands for butterflies, small mammals, and grassland nesting birds. Informal playing fields are also an accepted use under this plan. No activity may be conducted that will adversely impact the water quality of the Hugh Cargill well. Although some of the original land has been carved off for other uses (and acquisition funds placed in the trust to be disbursed to needy residents of Concord), this Plan seeks to integrate management of all lands, regardless of ownership, within the original bounds to be managed for the goals and objectives stated above.
    [Show full text]
  • Industrial Agriculture, Livestock Farming and Climate Change
    Industrial Agriculture, Livestock Farming and Climate Change Global Social, Cultural, Ecological, and Ethical Impacts of an Unsustainable Industry Prepared by Brighter Green and the Global Forest Coalition (GFC) with inputs from Biofuelwatch Photo: Brighter Green 1. Modern Livestock Production: Factory Farming and Climate Change For many, the image of a farmer tending his or her crops and cattle, with a backdrop of rolling fields and a weathered but sturdy barn in the distance, is still what comes to mind when considering a question that is not asked nearly as often as it should be: Where does our food come from? However, this picture can no longer be relied upon to depict the modern, industrial food system, which has already dominated food production in the Global North, and is expanding in the Global South as well. Due to the corporate take-over of food production, the small farmer running a family farm is rapidly giving way to the large-scale, factory farm model. This is particularly prevalent in the livestock industry, where thousands, sometimes millions, of animals are raised in inhumane, unsanitary conditions. These operations, along with the resources needed to grow the grain and oil meals (principally soybeans and 1 corn) to feed these animals place intense pressure on the environment. This is affecting some of the world’s most vulnerable ecosystems and human communities. The burdens created by the spread of industrialized animal agriculture are wide and varied—crossing ecological, social, and ethical spheres. These are compounded by a lack of public awareness and policy makers’ resistance to seek sustainable solutions, particularly given the influence of the global corporations that are steadily exerting greater control over the world’s food systems and what ends up on people’s plates.
    [Show full text]
  • Business Benchmark on Farm Animal Welfare 2019 Report
    The Business Benchmark on Farm Animal Welfare Report 2019 The Business Benchmark on Farm Animal Welfare Report 2019 Nicky Amos & Dr Rory Sullivan The Business Benchmark on Farm Animal Welfare Report 2019 The Business Benchmark on Farm Animal Welfare The Business Benchmark on Farm Animal Welfare (BBFAW) is the leading global measure of farm animal welfare management, policy commitment, performance and disclosure in food companies. Contents It enables investors, companies, NGOs and other stakeholders to understand corporate practice and performance on farm animal welfare, and it drives – directly and through the efforts of others Foreword ..................................................................................................... 4 – corporate improvements in the welfare of animals reared for food. BBFAW maintains the Global Investor Statement on Farm Animal Welfare and convenes the The 2019 Benchmark highlights .......................................................... 6 Global Investor Collaboration on Farm Animal Welfare, a collaborative engagement between major institutional investors and food companies on the issue of farm animal welfare. In addition, BBFAW manages extensive engagement programmes with companies and with investors, and 1. The 2019 Benchmark: an overview ................................................ 9 provides practical guidance and tools for companies and for investors on key animal welfare issues. 2. The 2019 Benchmark results ........................................................15 The programme is supported
    [Show full text]
  • Corporate Responsibility and Sustainable Development
    Corporate Responsibility and Sustainable Development 2017-18 | Indonesia Cargill provides food, agriculture, financial and industrial products and services to the world. Together with farmers, customers, governments and communities, we help people thrive by applying our insights and over 150 years of experience. We have 155,000 employees in 70 countries who are committed to feeding the world in a responsible way, reducing environmental impact and improving the communities where we live and work. Making a lasting impact Cargill continues to deliver on our corporate responsibility and are aligned with their own economic and social objectives. Key Peter van Deursen sustainability initiatives in the Asia Pacific region. Our charitable highlights of 2017-18 included our work with the Indian authorities CEO, Asia Pacific giving in this region for 2017-18* was over USD 13 million to advance to advance food security in the country, our partnership with the programs that made a difference across three core pillars: nourishing Chinese authorities to educate manufacturing companies about the the world, protecting our planet and enriching our communities. importance of environmental protection, and our efforts to establish 100 percent transparency in our palm oil supply chain starting at the This report highlights our efforts to contribute to the social and source in Indonesia. economic development in three of the world’s most populous countries and important growth markets for Cargill globally: China, Unwavering commitment to sustainability India and Indonesia. We are on track to meet our 2020 goal of building a 100 percent transparent, traceable and sustainable palm oil supply chain and we Delivering shared value continue to advance towards our 2030 goal of eliminating deforestation Corporate responsibility and sustainability continue to become in our supply chains.
    [Show full text]
  • CARGILL’S ADDITIONAL SUBMISSION to the PUBLIC CONSULTATION on STEPPING up EU ACTION AGAINST DEFORESTATION and FOREST DEGRADATION February 2019
    CARGILL’S ADDITIONAL SUBMISSION TO THE PUBLIC CONSULTATION ON STEPPING UP EU ACTION AGAINST DEFORESTATION AND FOREST DEGRADATION February 2019 Cargill: provider of food, agricultural, financial and industrial products Cargill is a family owned company over 150 years old. Our purpose is to nourish the world in a safe, responsible and sustainable way. We connect farmers with markets, customers with ingredients, and people and animals with the food they need to thrive. We combine our experience with new technologies and insights to serve as a trusted partner for food, agriculture, financial and industrial customers in more than 125 countries. Cargill moves a variety of raw materials around the world, from places of surplus to places of deficit. The company processes many of them – rapeseeds, sunflower seeds, or soybeans into oil and meal, cocoa beans into cocoa butter, powder and paste - and then sells the subsequent ingredients to many food and feed manufacturers of branded foods, as well as into food service. For more information please visit Cargill.com. Cargill purchases agricultural commodities from more than 9,000 farmers and more than 500 cooperatives and private dealers across the different EU member states. We work with approximately 20,000 suppliers in the EU and engage with them to achieve continued innovation and improved efficiencies. With our strong European1 footprint in 18 countries, 154 sites, four centres of excellence in innovation and over 14,000 employees, we are interested in engaging with policy makers and contributing to responding to major societal challenges. Cargill is committed to applying its global knowledge and experience to help meet economic, environmental and social challenges.
    [Show full text]
  • Groworld – Urban Permaculture Towards Symbiotic Relationships
    GroWorld – Urban Permaculture Towards symbiotic relationships and sustainable futures Sanjeev Shankar FoAM, Belgium key words: food, urban ecology, sustainability, biodiversity, conservation, community action, human geography, traditional systems, human-plant interaction Abstract This paper presents the results of a study aimed at providing a global perspective of urban farming and permaculture with special focus on Belgium and India. The study combines site visits, field observations, literature surveys and semi-structured interviews with inhabitants in urban and rural parts of these regions. Results have demonstrated the complexity of the problem, and of the diversity of techniques required to bring about effective change. It has also brought out the unique role of the cultural context in providing realistic solutions for collective action, and how an understanding of the local place can influence the development of strategies for a sustainable future. What began as an inquiry into ways in which we can transform our cities into green visions and develop purposeful links with ecology, has led to reflecting on different aspects of human interaction, self regulation and the need to promote ingenious action. This journey has highlighted the importance of local solutions and self reliance; of ethics, awareness and accountability; of long term responsible action and conservation. Travelling through rural and urban spaces has underlined the need to integrate tradition with technology. It has also brought out the importance of collaborations and symbiosis as a necessary ingredient for future meaningful interactions. In a world which is becoming increasingly interconnected, we've finally reached a tipping point where being "green" or sustainable is not a choice, but a necessity for one and all.
    [Show full text]
  • Cargill 2014 Corporate Responsibility Report | 1 Operating Responsible Supply Chains
    2014 Corporate Responsibility Report Delivering responsibly in the global food system Cargill is committed to operating responsibly across the agriculture, food, industrial and financial markets we serve as we pursue our goal of being the global leader in nourishing people. Our commitment to corporate responsibility has four pillars: conducting business with integrity, operating responsible supply chains, working to feed the world and enriching our communities. On the cover: Cargill works to strengthen cocoa -growing communities in Africa, Asia and South America, including increased access to education for the children of cocoa farmers in Ghana. Conducting Operating Business Responsible with Integrity Supply Chains Enriching Working to Our Feed the Communities World Delivering responsibly in the global food system All of us expect a lot from our global food system, as we should. We need it to provide safe, nutritious and affordable food for everyone, and we want confidence that food is grown, processed and distributed responsibly. It’s not surprising, then, that questions are being raised about the system’s ability to feed a growing global population, the health effects of today’s diets, the technologies used to grow and process food, and implications for human rights, animal welfare and the environment. The global food system is made up of an incredibly complex web of consumers, farmers, governments, food processors, food service and retail companies, and the transportation, trade and market infrastructure that helps store, move and price food on its way from farm to table. Diversity is also the system’s greatest strength, providing tremendous resilience and the ingenuity to discover the best solutions as we move toward a world that is not only more populous but more prosperous.
    [Show full text]
  • Best of Sustainable Supply 2014
    ETHICAL | ENVIRONMENTAL | ECONOMIC Welcome to McDonald’s 2014 Best of Sustainable Supply. SUSTAINABLE SUPPLY STEERING COMMITTEE This year, we are delighted to honor 36 suppliers and 51 ASIA-PACIFIC, MIDDLE EAST, AfRICA: Brian Kramer projects that represent real innovation toward a more EUROPE: Keith Kenny, Jacqui Macalister sustainable supply chain. Innovation is key to our CSR and sustainability journey, and McDonald’s suppliers LATIN AMERICA: Leonardo Lima, Cristina Gomez-Garcia have an impressive track record of innovating for what NORTH AMERICA: Susan Forsell, Jeff Fitzpatrick-Stilwell, we call sustainability’s three Es: ethics, environment, and Jessica Droste Yagan economics. GLOBAL: Townsend Bailey, Michele Banik-Rake, Bruce Feinberg, Gary Johnson, Rona Starr All of their efforts are impressive, and the Best of Sustainable Supply helps us to identify the very best Fifty-one case studies highlighting EXECUTIVE & EXTERNAL SELECTION PANEL practices and innovations happening every day in our sustainable supply best practices BSR: Christine Bader supply chain, and to share that knowledge with other from around the world CONSERVATION INTERNATIONAL: Bambi Semroc suppliers. This year, we received 585 submissions, almost FARM ANIMAL INITIATIVE: Roland Bonney 40 percent more than last time. I’m delighted with the FORUM FOR THE FUTURE: Helen Clarkson increase, not just because we have even more outstanding TABLE OF CONTENTS initiatives taking place in our supply chain, but because GLOBAL ROUNDTABLE FOR SUSTAINABLE BEEF: Ruaraidh Petre of what it says about McDonald’s suppliers. Every year, Climate Change and Energy 4 GREENBIZ GROUP: John Davies our suppliers focus even more attention on sustainability, McDONALD’s CORPORATION: Francesca DeBiase, Bob Langert Water applying innovation to make a real difference for the 9 THE SUSTAINABILITY CONSORTIUM: Kara Hurst people, communities, animals and environment that touch Waste SUSTAINABLE FOOD LAB: Hal Hamilton our supply chain.
    [Show full text]
  • Rural Development at Cargill
    Rural Development at Cargill As an international provider of food, agricultural, financial and industrial products and services, Cargill relies on rural communities to provide the essential raw materials and skills that support the products we offer to our customers. Our employees around the world are helping improve the quality of local agriculture, as well as developing infrastructure and operating facilities that strengthen the local economic base in 45 developing nations. Our focus on rural development involves improving conditions in non-urban areas, especially where agriculture is prominent in the economy. Our investments can improve livelihoods for rural residents in economically meaningful, environmentally sustainable and socially responsible ways. Rural development provides us with reliable partners to help our customers succeed. For instance, higher crop yields and quality help ensure a dependable supply of inputs for our processing facilities. Farmers who produce better crops or livestock gain additional income and therefore stand to become better customers for our animal feeds businesses and better long-term suppliers for us. Investing in Agricultural Production Each year, Cargill works directly with hundreds of thousands of farmers to help increase their productivity, thereby helping to raise their standard of living and our access to quality raw materials. Our activities include training farmers on best practices in crop and animal agriculture; providing credit, inputs, transport and infrastructure for farmers and cooperatives; establishing fair and transparent pricing policies; and increasing access to markets. Cargill is investing in the long-term success of farmers in Romania by offering new services and financial tools to help them manage price volatility and gain access to seeds, fertilizers and technology to improve the quality and yields of their crops.
    [Show full text]