Cargill RFP Response

POSSIBLE A CUSTOMIZED STRATEGY TO OPTIMIZE EFFICIENCY & DRIVE VALUE REIMAGINE WHAT’S

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OUR UNDERSTANDING

4

OUR COMMITMENT

6

OUR TEAM

8

OUR APPROACH

10

RELEVANT EXPERIENCE

24

COMMERCIALS

26

INDUSTRY TRENDS

28

APPENDIX (TEAM BIOS)

32

TABLE OF CONTENTS

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OUR UNDERSTANDING

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OUR UNDERSTANDING

The right solution will need to account for the diverse, widely distributed nature of your portfolio, your culture of business unit autonomy, and your unique data strategy & policies. It will need to bridge your research and strategic initiatives to date with fresh perspective and actionable ideas that align to your global priorities.

We appreciate the opportunity to collaborate with you on this journey. Our team is excited about the opportunity to partner with you to further enable Cargill’s stated purpose of nourishing the world in a safe, responsible and sustainable way. Cargill is seeking a partner to collaborate in designing Cargill’s optimal Real Estate Operating Model and Technology Solution. As the largest privately owned company in the U.S., you need an operating model that enhances your ability to deliver food, agricultural, financial, and industrial products to people who need them all around the world. Your executive team seeks to transform Real Estate & Incentives into a strategic, proactive, data-driven operating model that improves service to your customers, enables insights to your partners, and advances business performance for each market segment.

Proposal for Real Estate & Incentives Advisory Services CARGILL 5

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OUR COMMITMENT

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OUR COMMITMENT

We have assembled a collaborative, committed team to bring focus, accountability, global perspective, data driven insights, specialized expertise, and flexibility as you chart your path forward.

IMMEDIATE MOBILIZATION Our team is ready to deploy to accelerate your transformation. SIMPLICITY We are proposing a dedicated project lead with 20 years of experience in global real estate strategy and consulting and fortune 100 real estate leadership roles. BREADTH & DIVERSITY OF EXPERTISE Our proposed core account team is experienced in strategy and execution with global manufacturing, distribution, agriculture, and financial services organizations . DEPTH On-demand subject matter experts including: • Business strategy alignment & transformation • ESG • Organizational design • Manufacturing, logistics & supply chain • Tech & data advisory • Location advisory & incentives • Agriculture

DATA & INSIGHTS We will deliver operational benchmarking data & insights from a top three global real estate services serving the world’s largest global companies in agriculture, logistics, technology, food and beverage, and financial services segments. AGILITY & SCALE A collaborative approach to developing your operating model technology suite - we configure specifically for every clients business needs for integrated portfolio management - leveraging data and strategy to deliver superior insights and results. Cushman & Wakefield has represented 94% OF FORTUNE 100 COMPANIES

• Food & beverage • Financial services • Change Management

We look forward to your feedback and the opportunity to adjust our proposed solution to best meet your needs. We are excited to roll up our sleeves and get to work with you.

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OUR TEAM

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OUR TEAM

Our international delivery team is able to partner with Cargill across your global organization.

EVI BASTIAENSSENS MAREN LINDQUIST

CORE TEAM

STEVE BILLIGMEIER PROJECT SPONSOR (USA)

GREG SCHUSTER PROJECT SPONSOR (USA)

ELISA KONIK PROJECT LEAD (USA)

HEATHER GERETY OPERATING MODEL (USA)

DAVE SIE OPERATING MODEL (NETHERLANDS)

TAYLOR VAN DAM OPERATING MODEL (USA)

JENNIFER HEARING CHANGE MANAGEMENT (USA)

NICOLE BENNETT

SEAN BUCKLEY TECH ADVISORY (USA)

SHANNON O’HARE INCENTIVES (USA)

MFG, LOGISTICS & SUPPLY CHAIN (USA)

SUBJECT MATTER EXPERTS (AS NEEDED)

REGIONAL INSIGHTS

LOCATION ADVISORY

LATIN AMERICA

ESG

AGRICULTURE

FINANCIAL SERVICES

FOOD & BEVERAGE

APAC

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OUR APPROACH

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OUR APPROACH

C&W recommends a four-phased approach for this opportunity. Designing an optimal operating model and technology strategy may require broad stakeholder consensus with wide downstream impacts. As such, we can refine our scope, as needed, to best accommodate for the unique needs of the global Cargill organization. Our partnership would begin in Discovery to best set forth the strategic objectives of the Cargill Real Estate organization, review the outcomes of previous related initiatives, and document the current state environment to understand opportunities for change, and the functional and technical requirements. During our Analysis & Imagineering stage (which can occur concurrently to Discovery to expedite delivery), C&W will share operating models from like-minded companies, staff gearing ratios, and industry trends and best practice relative to organizational design and technology architecture.

As we work towards action-oriented recommendations, we will partner with Cargill to Develop the Business Case for any changes or transformation that require stakeholder consensus and approval. Such business case may include industry benchmarking, change impacts, and a recommended technology roadmap with vendors viewed as leaders in their segment. Change requires support. As an optional service to Cargill, our team is able to assist Cargill in developing a change management and action plan to manage a wide range of organizational impacts. In Preparing for Change , C&W is available as an ongoing partner to Cargill throughout their operating model transformation. C&W will lead a thorough and deliberate process leveraging seasoned and objective subject matter experts. Our detailed approach and deliverables are documented herein:

Our approach

OUR APPROACH

STEP 1

STEP 2

STEP 3

STEP 4

Vision, Business

Gap Analysis, Industry Best Practice, and Imagining Ideal Future State

Developing a Future State Strategy and Business Case for

Engaging Supporting, & Living the Change

Objectives & Current State Audit

Stakeholder Consensus

Analysis & Imagineering

Discovery

Business Case Development

Preparing for Change

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OUR APPROACH

Our approach

STEP 1

STEP 2

STEP 3

STEP 4

Vision, Business

Gap Analysis, Industry Best Practice, and Imagining Ideal Future State

Developing a Future State Strategy and Business Case for

Engaging Supporting, & Living the Change

Objectives & Current State Audit

Stakeholder Consensus

Analysis & Imagineering

Discovery

Business Case Development

Preparing for Change

Objective • Discover the core principles and strategic drivers of the Cargill Real Estate organization. • Review the Current State so we can properly assess potential areas for improvement and deeper dive. • Explore what is needed to achieve stakeholder consensus and approvals. Approach • Develop a Mission Statement and Strategic Goals & Priorities • Define the CRE function, including but not limited to: » Strategic Planning » Client Relationship Management

• Review of global portfolio (size/asset types/ structure) to gauge impact on operating model • Technology Visioning Session & Current State Review » Review As Is Tech Ecosystem » SWOT analysis » Must & Nice Have Functional Requirements Deliverables • Charter for the CRE Organization • CRE functional capabilities document • Current State Tech Ecosystem Diagram & SWOT Analysis • Summary of technology visioning sessions & functional solution requirements (initial draft)

» Technology & Tools » Metrics & Reporting » Vendor Management » Governance » Vision of the Future Workplace

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OUR APPROACH

Our approach

STEP 1

STEP 2

STEP 3

STEP 4

Vision, Business

Gap Analysis, Industry Best Practice, and Imagining Ideal Future State

Developing a Future State Strategy and Business Case for

Engaging Supporting, & Living the Change

Objectives & Current State Audit

Stakeholder Consensus

Analysis & Imagineering

Discovery

Business Case Development

Preparing for Change

Objective A transformed CRE organization will enable many functions across the Cargill organization. As we imagine ‘What’s Possible’, we will discuss and test how various organizational models may best support the Cargill vision and strategic priorities. Approach • Partner with CRE team in facilitating internal visioning workshops with key stakeholders • Discuss industry (and like-minded company) best practice organizational models and technology landscape • Review potential staff gearing ratios common by function • Host workshops to discuss the perceived benefits, risks, and disadvantages of various organizational models » Define CRE’s points of interaction and roles in the processes » Identify any current “hot buttons” or “road blocks” that can be eliminated or streamlined • Explore opportunities to “future-proof” the business against future state risks

• Discuss impacts of ESG goals on real estate strategy and delivery • Review industry best practice relative to CRE technology architecture, business intelligence, governance and innovation. Deliverables • Draft CRE top level organizational model – structure and key roles • Draft Job Descriptions for core positions that comprise the CRE organization • Draft KPIs and Performance measures by which to manage internal team & external partners • Technology vendor presentation deliverables • Comparative summary of Cargill’s technology platform against the appropriate industry segment

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OUR APPROACH

Our approach

STEP 1

STEP 2

STEP 3

STEP 4

Vision, Business

Gap Analysis, Industry Best Practice, and Imagining Ideal Future State

Developing a Future State Strategy and Business Case for

Engaging Supporting, & Living the Change

Objectives & Current State Audit

Stakeholder Consensus

Analysis & Imagineering

Discovery

Business Case Development

Preparing for Change

Objective Aligning Cargill’s Real Estate team, and technology platform, with industry best practice to deliver the best experience for internal stakeholders and the overall Cargill business strategy. Approach • Define how the CRE org will interface with business units and regions and other stakeholders in ideal future state org model • Refine CRE org staffing model with core stakeholders • Process diagrams to understand role and impact of various CRE functions across the organization • Determine where positions will be located to best drive value and consistency • Identify additional resources that will be a “value add” to the CRE org and determine one time or ongoing use of these resources • Technology Road Map development and review of downstream reporting implications

Deliverables • Proposed Business Case deliverable to include: » Proposed CRE Org Design with Pro/Con Considerations, Risks & Challenges » Industry benchmarking & best practice » CRE Core Roles & Objectives » Implementation roadmap » Recommended technology road map and potential vendors viewed as leaders in select segment

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OUR APPROACH

Our approach

STEP 1

STEP 2

STEP 3

STEP 4

Vision, Business

Gap Analysis, Industry Best Practice, and Imagining Ideal Future State

Developing a Future State Strategy and Business Case for

Engaging Supporting, & Living the Change

Objectives & Current State Audit

Stakeholder Consensus

Analysis & Imagineering

Discovery

Business Case Development

Preparing for Change

Deliverables • Change Management plan and best practices to ensure a successful adoption and implementation of the new CRE Org

Objective Change requires support. When transforming from your current state to Cargill’s new future, we need to properly plan for the impacts of those changes. Identify and design any upcoming transitions via a change management plan that will enable adoption and execution. Approach • Engage Stakeholders to uncover range of impacts across Cargill people, process and technology ecosystem. • Work with HR organization to identify potential employee impacts and timelines by region • Define change management strategy from sponsorship to “living the change“. • Identify sponsor and change management team. • Develop high-level change management plan. • Developing change management tool kit to support roll out (C&W is here to support future change management needs on an ad-hoc, as needed basis). • Best practices for “living” the change Define the Technology Next Steps Action Plan

• Technology Action Plan may include: » High-level implementation strategy

» Potential Risks and support considerations » High level estimates on cost, implementation effort and timing

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OUR APPROACH

Our approach

DISCOVERY: WHAT TO EXPECT ON DAY 1

STEP 1

Gap Analysis, Industry Best Practice, and Imagining Ideal Future State ACTION ITEMS • Document existing state and download information from McKinsey & Company that Cargill is willing to provide • Facilitate interviews with key decision makers in the CRE process • Host “think tank” sessions to determine desired outcomes • Discuss model options - pros and cons • Review representative org models from like-minded companies • Discuss tech stack with product owners/SMEs • Review data structure/architecture and technical documentation • Discuss operating cost objectives and constraints • Review ESG goals, mandates, and implications upon real estate strategy • Discuss Workplace Standards and Policies GUIDING QUESTIONS 1. What are the most important operating principles to your business segment leaders? Developing a Future State Strategy and Business Case for Stakeholder Consensus Engaging Supporting, & Living the Change Analysis & Imagineering Business Case Development Preparing for Change

Vision, Business

Objectives & Current State Audit

Discovery

2. What governance structure will be required?

3. Who are the decision-making stakeholders? Where does the CRE team have autonomy? 4. Do you have a standard Business Case template for stakeholder approvals, or shall we help you craft one?

5. How do we measure success across the organization?

6. How will we transition to a new org model? Is Change Management support required? We can help with that.

7. What is the existing tech stack, and what is working well (and not)?

8. Can we do a data audit to validate depth and structure of current state?

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OUR APPROACH

Let’s Get Started…

• Discovery Stage

SAMPLE DAY 1 DISCUSSION

Note/Footer if Needed, Remove if Not Needed Business Characteristics Please rate the following on a scale of “strongly agree" to "strongly disagree": • Our company is made up of a diverse range of businesses • Or company's business units sit in different geographic regions • We have minimal common real estate needs across business lines • Business lines directly contribute most of the real estate and facilities budget • Business units do not comply with central real estate guidelines • Business units real estate needs are distinct from each other • Business units do not collaborate with each other 4. Our Top Priorities Please pick your three highest priorities for the coming year. • Attract, retain and engage colleagues • Differentiate the firm through real estate and colleague engagement across the ecosystem of work locations • Become more efficient as a function • Develop greater process expertise • Drive greater savings • Build more sophisticated real estate strategies • Improve alignment to internal customers • Achieve earlier involvement and influence over company real estate decisions. 1. Current Structure Please rank order the following attributes from most (4) to least (1) prominent in your structure: • Geographic Alignment • Functional Alignment/Subject Matter Experts • Customer Alignment/Strategy Led • Asset Class Alignment CRE Environment Please rate the following on a scale of "strongly agree" to "strongly disagree": • Our operations are well dispersed across multiple locations • Or regionally located staff build relationships with local service providers • We have minimal common real estate needs across geographies • We must develop creative new savings strategies • Aggressive savings targets are a core organizational priority • Our critical real estate activities require a high degree of expertise • Due to resource constraints, we treat our staff as fungible, each capable of handling many activities • Ample staff resourcing affords us the capability to cultivate specialists • Demand for discreet real estate activities (e.g., transactions, lease administration) is high enough to warrant dedicated staffing DAY 1 2. 3.

3. Business C Please rate the f • Our compan • Or company • We have mi • Business lin • Business un • Business un • Business un 4. Our Top Pri Please pick you • Attract, reta • Differentiat the ecosys • Become m • Develop gr • Drive great • Build more • Improve ali • Achieve ea

Let’s Get Started…

s from most (4) to least (1) prominent in

r Experts

strongly agree" to "strongly disagree": across multiple locations tionships with local service providers ate needs across geographies ngs strategies ore organizational priority uire a high degree of expertise at our staff as fungible, each capable of e capability to cultivate specialists ivities (e.g., transactions, lease administration) d staffing

Needed

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OUR APPROACH

TIMELINE

Week of

Hold kickoff meeting; agree on project parameters Review data requests and other information needed Develop a Mission Statement and Strategic Goals & Priorities 1. DISCOVERY: Vision, Business Objectives & Current State Audit

Analyze the Strengths, Weaknesses, Opportunities, and Threats (SWOT) of the existing structure. Technology Visioning Session & Current State Review Define Current CRE Current State, Requirements and Organizational Structure

Technology Current State Review & Requirements Definition

2. ANALYSIS: Gap Analysis, Industry Best Practice, and Imagining Ideal Future

Partner with CRE team in facilitating internal visioning workshops with key stakeholders​ (participating in up to 3 workshops) Discuss industry (and like-minded company) best practices related to organizational designs

Review potential staff gearing ratios common by function

Workshops to discuss the perceived benefits, risks, and disadvantages of various organizational models

Explore opportunities to “future-proof” the business against future state risks Discuss impacts of ESG goals on real estate strategy and delivery​

Engage Stakeholders to uncover range of impacts across Cargill people, process and technology ecosystem.​ Identify sponsor and change management team. Develop high-level change management plan.​ Define change management strategy from sponsorship to "living the change“.​ Developing change management tool kit to support roll out (C&W is here to support future change management needs on an ad-hoc, as needed basis).​ Determine where positions will be located to best drive value and consistency​ Identify additional resources that will be a "value add" to the CRE org and determine one time or ongoing use of these resources​ Technology Road Map development and review of downstream reporting implications​ Process diagrams to understand role and impact of various CRE functions across the organization Review industry best practice relative to business intelligence, governance and innovation.​ Technology Category / Solution Development & Overview 3. BUSINESS CASE DEVELOPMENT: Developing a Future State and Business Case for Stakeholders Define how the CRE org will interface with business units and regions and other stakeholders in ideal future state org model​ 4. PREPARING FOR CHANGE: Engaging, Supporting & Living the Change Refine CRE org staffing model with core stakeholders ​

OPTIONAL

Best practices for "living" the change​

* The number of business weeks to complete this process depends on client's delivery of data, availability for meetings (informal a

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OUR APPROACH

Business Weeks

1

2

3

4

5

6

7

8

9

10

11

12

24-Apr

1-May

8-May 15-May 22-May 29-May

5-Jun 12-Jun 19-Jun 26-Jun

3-Jul

10-Jul

6 weeks

Project Complete 6/30

3 weeks

3 weeks

3 weeks

and formal), responsiveness, internal coordination, and decision-making process

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OUR APPROACH EXAMPLE DELIVERABLES

SAMPLE OPERATING MODEL DELIVERABLES

CRE Process Blueprint

C

Design criteria & Guiding principles

CORPORATE REAL ESTATE PROCESS BLUEPRINT L1-2

KEY ISSUES IDENTIFIED | STAKEHOLDER INTERVIEWS

Are we keep the

BU level structure options

BU detailed processes

A

GROUP STRUCTURE OPTIONS

MANAGEMENT STRUCTURE

BU PROCESS MODEL

OPTIONS ASSESSMENT

Cushman & Wakefield | Strategic Consulting

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OUR APPROACH

Client Process Mapping

Top-level structure alternatives

CRITICAL PROCESS MAPPING CORE VS ENABLING PROCESSES

SERVICE DELIVERY MAPPING

CORE GROUPING MODELS

ping any of ese?

Activity mapping into roles

Hierarchical structure + Org sizing + Job descriptions

Role B

Role C

Directeur Fundmanagement & Reporting 1fte / Adam

Role A

Role F

Role I

Role H

Role D

Role J

Role E

Role K

Role G

Treasurer 1 fte / Adam

IR officer 1 fte / Adam

Manager F&A 1 fte / Mtr

Groepscontroller 1 fte / Adam

Specialist Online Communicatie 1 fte / Adam

Reporting Analyst 2 fte / Mtr

Controller 2 fte / Adam

Role N

Medewerker Accounting & Reporting 1 fte / Mtr

Projectcontroller (Project BV) 0,6 fte / Adam

Medewerker F&A senior 3 fte / Mtr

Medewerker F&A 2 fte / Mtr

Role L

Role O

Role M

1

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OUR APPROACH

SAMPLE TECHNOLOGY STRATEGY DELIVERABLES

INDUSTRY AND PEER BENCHMARK

INDUSTRY BENCHMARK

PEER BENCHMARK

DOMAIN

CURRENT TECH

KEY OPPORTUNITY

Portfolio Administration, Lease Accounting, Transaction Management

Portfolio planning and analysis Integrated transaction management Process automation Strategic program management Capital planning & analysis Integration spend management & analysis Utilization monitoring & analysis Program planning, management, analysis Experience / Community Management Wellness

Exceeds

Lucernex

Matches

Matches

Project Management

Lucernex

Matches

Matches

Space Management

iOffice

Matches Strategic & tactical planning

iOffice, Everbridge FAMIS360, VFA

Matches PLATFORM ROADMAP Opportunity

Workplace

PRIO

Matches

Facility Management

Opportunity Smart building integration (BMS/BAS/FDD) Comfort & experience integration

Fault Detection & Diagnostics Energy Management ESG Portfolio & workplace strategy Data footprint expansion Trending & benchmarking Advanced analytics DIGITAL BUILDINGS • iOffice Optimization: Focused collaboration between CLIENT and iOffice to assess configuration/functional and support challenges, develop improvement plan, and judge odds of success. • Further develop iOffice replacement plan: solution alternatives, costing, timing, downstream impa • Development of or enhancement to Technology and Operational Strategy including the ability to standardize base technology (BMS, BAS, sensors, gateways) • Further research value and impacts of Fault Detection Diagnostics (FDD) overlay to BMS/BAS. • Continue to support and determine l • Partner wit DIGITAL WORKPLACE

Smart Building / Energy Management

BMS/BAS: ALC, Emerson, JCI Accruent Fabric, Enterprise Tableau, Alteryx

Matches NEAR-TERM < 3 MONTHS

Opportunity

Exceeds

Analytics

Matches

© 2023 Cushman & Wakefield – All rights reserved.

1

consultant check” (eg. integrations • Opportunity Demand & (iOffice or o example) • Develop an

MID-TERM 3 – 6 MONTHS

DIGITAL WORKPLACE

• Execute iOffice improvement plan and/or commence migration plan to alternative solution. • Develop a strategy for how technology can support employee experience and ultimately employee satisfaction. Buy vs build (Modo vs AppTree as an example), prioritization and internal buy-in/su should be primary factors to consider. SOLUTION RECOMMENDAT

starting wit running a f AppTree ag

DIGITAL BUILDINGS

• Commence BMS/BAS standardization and upgrade and FDD overlay. • Market analysis and potential selection of additional operational technologies with alignment to th strategy outlined above. (FDD, IAQ, Access Control, Utilization & Comfort Monitoring) DOMAIN FUNCTION SOLUTION VENDOR STRATEGY Facilities CMMS FAMIS360 Accruent Maintain

ANALYTICS Facilities Facility Assessments VFA Facilities Capital Planning VFA

E

Accruent

Maintain Maintain Maintain Maintain

• Expansion of enterprise analytics layer to include more source domains/functions • Buy or build additional data benchmarking and trend analysis capabilities Accruent

JCI

Facilities BMS Facilities BMS Facilities BMS

Metasys Emerson

Emerson

© 2023 Cushman & Wakefield – All rights reserved.

© 2023 Cushman & W ke

Automated Logic Maintain

WebCTRL(?)

AppTree

Facilities CMMS Mobile

AppTree

Optimize

Data Data Data

Data Streaming Analytics/Fabric Accruent

Maintain Optimize Maintain Optimize Optimize Maintain Maintain (?

Salesforce

Enterprise Analytics Tableau Enterprise Analytics Alteryx

Alteryx

CaterTrax

Other/Corp Catering Other/Corp Financials

CaterTrax

Ariba

Ariba

Oracle

Other/Corp CRM

Oracle

Other/Corp Ticketing

ServiceNow ServiceNow

© 2023 Cushman & Wakefield – All rights reserved.

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OUR APPROACH

HIGH LEVEL PLATFORM ROADMAP

Q1

Q2

Q3

Q4

iOFFICE OPTIMIZATION

PROCURE & IMPLEMENT (OPTIONAL)

SOLUTION SELECTION (OPTIONAL)

WeX APP STRATEGY

ORITY RECOMMENDATIONS OT STRATEGY

MARKET ANALYSIS

STANDARDIZATION & EXPANSION

DIGITAL BUILDINGS

ANALYTICS

WORKPLACE

ANALYTICS OPTIMIZATION & MARKET ANALYSIS

acts.

• Need for fuller articulation of technology and operational strategy • Opportunity to standardize base technology- BMS, BAS, sensors, gateways- driving operational and analytical improvements • Opportunity to incorporate more advanced, more integrated analytical and operational technologies enterprise wide such as Fault Detection Diagnostics (FDD), Indoor Air Quality (IAQ), Access Control, Utilization and Comfort Monitoring • Above supports further ESG and HSE improvements and drives maintenance operational improvements © 2023 Cushman & Wakefield – All rights reserved.

• Expand solid in-house technology foundation and analytic disciplines to additional domains/functions • Data benchmarking, trending, enrichment opportunities especially for planning functions/focuses • Opportunity for advanced analytical capabilities: predictive, AI/ML model based, data science and statistical analysis • Assess robotic process / intelligent automation opportunities • Explore deeper cross-function workflow, opportunities (via Business Process Management) Digital Workplace

Y SOLUTION VALUE (to CLIENT) Strategic Space Planning. others like SpaceTrak as an n experience app strategy th a simple wishlist and feature/function analysis of gainst the market. o closely monitor iOffice d product roadmap to long-term market viability. th iOffice or hire outside to perform a solution “health . Data accuracy, failed s with Outlook, Wayfinding) y to find a solution to support

Digital Building

Analytics

3

e upport ATIONS

C&W COMMENTARY

he

n n n n n n

H

Market leading FM solution.

Expand, augment technology novation progr m: re earch, evaluation, internal & external collaboration, proof on concept

M Market leading FCA/Capital Planning solution M Market leading FCS/Capital Planning solution

H H H

4 efield – All rights reserved.

2

Need to determine workplace experience mobile app strategy and whether to potentially custom build via AppTree or look out into the marketplace for out of the box solutions

e

M

n

L

e

M Aggregation of all source solution data

n

M

?)

L

Not Reviewed

e e

H H

n

M Not Reviewed

5

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RELEVANT EXPERIENCE

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RELEVANT EXPERIENCE

ORGANIZATION DESIGN & TRANSFORMATION CASE STUDY

• Target operating model design and transition support: Set baseline, designed future state organization model (including next-gen service delivery and sourcing model), developed business cases and transition roadmaps, executive stakeholder engagement, transition support.

PROJECT OVERVIEW • Global real estate company, food retailer with 40B USD revenue, real estate portfolio of >1B USD value (retail, logistics, shopping centers, parking, land banking, office). • Drive organization transformation of integrated property company. THE CHALLENGE • Global restructuring of supporting functions. Client property company historically independent, mature organization. Question raised on strategic alignment between core business (retail) objectives and real estate value add activities and in-house capabilities. • Digital transformation of the business, strategy for real estate to be developed, aligned to next-gen service delivery and enhancement of business and customer multi-channel experiences. • Shift to more data-driven portfolio and asset management, currently not supported by fragmented real estate technology landscape and service provider landscape. • Diversified service provider landscape, historically grown aligned to business M&A activities, with differences in maturity of service provider landscape per geography. • Global footprint with very local real estate cycles, markets, conditions and legislation. THE SOLUTION • Data driven organization transformation approach, resulting in multi-year strategic roadmap.

TECHNOLOGY CASE STUDY

PROJECT OVERVIEW Client sought to develop a strategy/roadmap to improve core operational and management capabilities supporting its’ growing and diversifying real estate portfolio. Of specific interest was benchmarking against best-in-class market available solutions and industry peers. Cushman & Wakefield Digital Advisory led a 10-week engagement. THE CHALLENGE An eco-system of 20+, 3rd Party (mostly) point solutions that were supporting the business. Conducted a gap analysis to determine how to optimize existing, sunset or migrate to newly proposed solutions based off C&W’s client and industry benchmarking expertise. Ensuring appropriate stakeholders were involved and were communicating the right level of information • Occupancy & Reservations • Tenant Experience Apps • Facilities Management / Facility Assessments / Capital Planning • Portfolio Lease Administration & Accounting • Construction Project Management • BMS / BAS THE SOLUTION • Focus areas included:

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COMMERCIALS

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COMMERCIALS

The proposed fees below reflect our estimated scope of work required to deliver on the requirements in the RFP. However, we would be open to reviewing our estimates and determine if we have allocated the appropriate amount of time and resources for this project to ensure optimal delivery and best-in-class service. The scope outlined herein is scoped at a fee of $165,000 for Phases 1 through 3. This is inclusive of a $30,000 fee for technology strategy; should technology strategy be limited to Real Estate Advisory (Strategy, Lease Administration, and Transaction Management/Brokerage) only, C&W will further reduce this fee by $15,000. Should Phase 4 Change Management support be desired, currently noted as Optional in our project schedule, it can be scoped and priced upon request. As currently outlined, the optional Change Management scope is estimated at $57,600. As we look to develop and build a partnership with Cargill, C&W proposes a mechanism whereby the proposed costs in this RFP could be offset via Transaction Management services to be provided at a later date. C&W will commit to absorbing the full costs provided in this proposal should C&W be contractually engaged for exclusive Transaction Management services in North America within one (1) year following initial engagement.

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INDUSTRY TRENDS

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INDUSTRY TRENDS

Internal vs. Outsourced Services Companies must decide whether to manage their real estate functions in-house or to outsource them to external service providers. In-house management offers greater control and customization, while outsourcing can provide access to specialized expertise and cost efficiencies. Typically, outsourcing is implemented due to a large change in the company direction/leadership, or the real estate portfolio is drastically changing. Performance Measurement and Benchmarking Establishing key performance indicators (KPIs) and benchmarking against industry standards help companies evaluate the effectiveness of their real estate management and identify areas for improvement. Technology and Data Management Effective corporate real estate management requires robust data collection, analysis, and reporting tools to support decision-making and performance tracking. Integrating real estate data with other enterprise systems, such as financial management or human resources, can enable more informed and strategic decision-making. Talent and Skill Development A successful corporate real estate organization requires a diverse mix of skills and expertise, such as strategic planning, financial analysis, lease negotiation, project management, and facilities management. Companies need to invest in training and development programs to ensure their employees possess the necessary competencies.

In the following pages we would like to share some industry trends and best practices as it relates to CRE Operating Models. These considerations will be weaved throughout our Discovery & Analysis process as we design the attributes that drive success for Cargill. MISSION & GOALS OF A CRE ORGANIZATION An important early step in determining any new CRE organizational model is to define its core mission and strategic goals. Here are some considerations that typically come into play: Centralization vs. Decentralization Companies must determine the appropriate level of centralization or decentralization for their real estate functions. A centralized approach consolidates decision-making and resource allocation within a single department or team, providing consistency and control. In contrast, a decentralized approach distributes these responsibilities across various departments or regional offices, promoting flexibility and local adaptation. Typically, corporate real estate organizations that manage a larger portfolio are more centralized. Governance and Reporting Structure The governance and reporting structure defines the roles, responsibilities, and relationships among different stakeholders involved in corporate real estate management. This may include the board of directors, C-suite executives, real estate managers, facilities managers, and other functional departments such as finance, human resources, and IT.

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INDUSTRY TRENDS

TRAITS OF THE BEST-IN-CLASS CRE ORGANIZATIONS Every company is unique. Global portfolios with diverse asset types and critical supply chains are even more nuanced. That said, here are some attributes that are commonly found across leading CRE organizations:

Clear C-Suite Mandate, Sponsorship and Multi Level Support

Alignment and Collaboration with Other Support Functions to Drive Integrated Strategic Programs

Strong Centralized Management, Governance, and Information Management Systems

Strategic Alignment with Business Stakeholders to

Investment and Development in Core Versus Non-Core Capabilities

CRE Organizational Trends Support Portfolio Planning, Decision Support and Enterprise Initiatives

PLANN

Align real estate with the strategic direction of the organization Great emphasis on governance standardization and audit for risk mitigation More focus on strategy and opportunity development with partners to identify synergies and opportunities to save money

Centralize management to drive consistencies and effici ncies Optimize the rec rring cost of occupancy and cost of ownership Provide standa d, accurate, enterprise-wide information, reporting and technology tools driven through dashboards

• Align real estate with the strategic dire • Great emphasis on governance standa • More focus on strategy and opportuni opportunities to save money

MANAGEMENT

• Centralize management to drive consi • Optimize the recurring cost of occupa • Provide standard, accurate, enterprise through dashboards

STRATEGY

DELIVERY

• Outsourcing & bundling of CRE functi reduction • Greater reliance on data management improved decision making • Shifting CRE model to create and eng and govern process execution.

Outsourcing & bundling of CRE functions for leverage, scalability best practices and cost reduction Greater reliance on data management and lease administration services to drive data metrics for improved decision making Shifting CRE model to create and engage a Center of Excellence to manage client relationships and govern process execution.

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INDUSTRY TRENDS

KEY TO DEVELOPING AN ORGANIZATIONAL FRAMEWORK Benefits & Risks of Different Organizational Alignment Models

There are benefits and potential risks to many operating model structures. They key is balancing each of these considerations against Cargill’s specific real estate portfolio, and alignment against Cargill’s overall business strategy, internal decision making framework, and global stakeholders.

ALIGNMENT BENEFITS

RISKS

• Redundancy of resources • Broad knowledge base required • Technical expertise not shared • Isolation • Confusion in manager hierarchies • Silo potential • Narrow focus • Conflict over resources • Lengthy and inefficient communication channels

• Ability to respond to unique needs • Improved communication within geography • Ability to build and manage local relationships • Cross functional teams

Geographic Alignment

• Greater specialization • Efficiency • Avoids duplication • Enables best skills to be applied

Functional Alignment (Transaction, PM, FM)

• Clear career path • Process excellence

• Silo potential • Redundancy of resources

• Responsive to customer needs • Strong service emphasis • Increased accountability • Earlier strategic visibility • Greater influence

• Broad knowledge base required • Technical expertise not shared • Conflict over resources • Possible over customization

Customer Alignment

• Redundancy of resources possible • Broad knowledge base required • Technical expertise difficult to share • Competition amount product groups

• Specialized knowledge • Develop expertise around assets • Manage vendor improvements

Asset Class Alignment (Space Type)

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APPENDIX

32 CARGILL Proposal for Real Estate & Incentives Advisory Services

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Elisa Leilani Konik Executive Managing Director 555 12th Street, Suite 1400 | Oakland, California 94607 Direct: +1 510 891 5851 Mobile: +1 516 297 2271 elisa.konik@cushwake.com | cushmanwakefield.com Lic #01971977

Professional Expertise Elisa Konik is the Americas Business Lead of Cushman & Wakefield’s Total Workplace Consulting and Strategic Decision Support teams; her responsibilities include strategic oversight and support for our firm’s consultative thought leaders. In this role, Ms. Konik oversees C&W’s Consulting Center of Excellence, facilitat ing the creation of best practices and promotion of innovative services across Location Strategy, Workplace Strategy, Portfolio Strategy, and Change Management disciplines. Ms. Konik has been with C&W since 2007 where she spent several years in a consultative role for the firm’s most prominent Occupier accounts. Ms. Konik has consulted on site selection initiatives across the world, in addition to strategic planning for several multi-national real estate portfolios. Supported by her corporate services and consulting background, Ms. Konik is able to provide unique transactional expertise that includes labor analytics, government incentive evaluation and portfolio planning guided by the industry’s most innovative technology and business intelligence solutions.

Throughout her career at C&W, Ms. Konik has designed several award-winning Best Practices. Ms. Konik is an executive board member of C&W’s Tenant Advisory Group and Emerging Technology Practice group.

Skil Set & Expertise

Representative Current & Historic Key Clients

• Labor Analytics & Demographic Assessment • Government Incentives Negotiation • BI & Big Data Analytics • Metro Planning & Portfolio Strategy

• Pure Storage - Global Strategy • Elastic - Global Strategy • Flexport - Global Strategy • Pfizer- Global Strategy • Unilever - Global Strategy

• Capital One - Consulting • Thomson Reuters– Metro Planning • Morgan Stanley– Metro Planning • UBS - Metro Planning • Avaya - Consulting

Education, Memberships & Awards • B.A. Duke University • Real Estate Forum Women to Watch NextGen • SF Business Times Most Influential Women Nominee • C&W’s Tenant Advisory Group - Executive Board • C&W Emerging Technology Practice Group - Lead

• C&W NextGen Advisory Council • C&W Future Leaders, 2013 National Chair • C&W Best Practice Competition Winner: 2014, 2013, 2012, 2011 • C&W Emerging Leadership Council, 2013/2014 • C&W Rising Star, 2012

Thought Leadership You may find select examples of Ms. Konik’s thought leadership on our corporate website - here.

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Steve Billigmeier Vice Chairman Tenant Advisory Group 1401 Lawrence Street, Suite 1100 | Denver, CO 80202 Direct +1 303 813 6413 | Mobile +1 303 919 0850 steve.billigmeier@cushwake.com | cushmanwakefield.com

Professional Expertise Mr. Billigmeier has negotiated some of the largest and most complex lease and sales transactions on behalf of corporate occupiers over the past 20 years. He focuses exclusively on representing occupiers with an expertise in portfolio strategy & management, lease administration, disposition, acquisition, and strategic advisory services. Mr. Billigmeier focuses on developing an in-depth understanding of his clients’ business objectives and then formulates and executes a real estate strategy that aligns with the organization’s mission. During his tenure, Mr. Billigmeier has served as a strategic partner managing real estate portfolios on global basis. Mr. Billigmeier sits on the executive board for C&W’s Tenant Advisory Group which oversees the top occupier brokers across North America and provides a great perspective on how to maximize the global platform.

Notable Assignments • VF Corporation - 285,000 RSF • Computershare - 282,000 RSF • Boom Supersonic - 280,000 RSF • Vail Resorts - 165,000 RSF • QEP Resources - 180,0000 RSF • Sierra Nevada Corporation - 400,000 RSF+ (Multiple Locations)

• Questar - 180,000 RSF • Epsilon - 80,000 RSF • Medtronic Technologies - 110,000 RSF • Burns & McDonnell - 100,000 RSF • WeWork - 77,000 RSF • Enveda Bio – 58,000 RSF • TSYS - 115,000 RSF

Professional Affiliations • NAIOP and DMCAR • Colorado Bioscience Association • Cushman & Wakefield Tenant Advisory Group – Executive Board

Education • B.A. in Finance from Miami University (OH)

Greg Schuster, CCIM Vice Chair - Integrated Portfolio Management 575 Maryville Centre Dr., Suite 600 | St. Louis, MO 63141 Direct +1 314 925 2883 Mobile +1 314 363 8039 greg.schuster@cushwake.com | cushmanwakefield.com

Professional Expertise

Greg Schuster leads a team that helps select corporate clients develop and execute real estate and workplace strategies that align to their business objectives. His team leverages Cushman & Wakefield's technology, data, strategy, & analytics capabilities to enable proactive, strategic management of client portfolios. Greg and his team serve clients in high growth sectors including industrial and logistics, financial and professional services, and technology. Our clients range from high growth early stage to Fortune 100 with a focus on growth, optimization, M&A, and the future workplace. Greg has been with C&W for 20 years and has held multiple leadership, business development, and client account management roles. Most recently, as the President of Integrated Portfolio Management (IPM), Greg launched and expanded the IPM service line, an integrated delivery model that includes Portfolio Strategy, Transaction Management, and Portfolio Administration. The IPM model allows Cushman & Wakefield to leverage data, integrate process and provide proactive insights to deliver better results for our clients. Prior to this role, Greg served as President, Global Occupier Services, Americas for Cushman & Wakefield (C&W). In this role, Greg focused on optimizing, renewing and expanding Cushman & Wakefield’s enterprise client relationships in the Americas to drive overall client satisfaction and profitability. He was also responsible for attracting, developing and retaining top talent in the Americas to ensure GOS to fully supported our clients with the strongest account teams. Greg also has played an integral role in developing Portfolio Services Center, an industry leading business unit for C&W that focuses on outsourced services for industrial, logistics, retail, banking, and consumer-based real estate portfolios. The team of more than 1,000 real estate professionals sits centrally in St. Louis, Missouri is responsible for providing Transaction Management, Project & Development Services, Facilities Management, and Portfolio Administration services to many of the nation’s most prominent industrial, office, and retail portfolios.

Professional Affiliations • Certified Commercial Investment Member (CCIM) • Licensed Real Estate Salesperson, Missouri Real Estate Commission Professional Recognition • Cushman & Wakefield Global Executive Leadership Program • Cassidy Turley Frederic B. Martin Award • 2012 Cassidy Turley Edge Award for Business Development