Cargill RFP Response

OME

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

Proposal for Real Estate & Incentives Advisory Services CARGILL 13