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2021 ESG REPORT  
©2021 Performance Food Group

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PFG’s 2021 ESG Report details our progress on company-wide environmental, social and 
governance (ESG) management approach and performance. This report represents our primary 
source of annual ESG disclosure and is based on our ESG focus areas that were identified through 
a comprehensive ESG audit and materiality analysis. All information in this ESG Report covers PFG’s 
Fiscal 2021 period between June 28th, 2020 and July 3rd, 2021, unless otherwise stated. 
This report presents the opportunity to communicate our ongoing commitment to integrating ESG 
across our organization, including PFG’s first set of ESG goals aligned with areas of focus most 
relevant to our business and to our stakeholders. This year’s report also includes disclosures 
aligned with standards and recommendations from the Sustainable Accounting Standards Boards 
(SASB) and the Task Force for Climate-related Financial Disclosures (TCFD).
PFG management, business units and credible third parties assisted in the process of collecting, 
analyzing and calculating data and information for this ESG Report. PFG did not seek or receive 
any external assurance for information and data contained in this report.
This report contains some forward-looking statements. These statements are based on what the 
company reasonably believes to be achievable, as well as assumptions made by, and information 
currently available to, management. Actual results and outcomes could differ materially due to 
several factors, including, but not limited to, risks associated with the business, uncertainties or 
assumptions that may not prove to be accurate. The company does not undertake any obligation 
to update or review the forward-looking statements contained in this report.
Throughout our ESG Report we use terms that ESG reporting guidelines and frameworks refer 
to as “material” issues or “materiality” to reflect the topics that are considered of relevance to 
the company and/or its stakeholders. In this context, issues considered material for the purpose 
of this report or the determination of the company’s ESG strategies may not be considered 
material for SEC reporting purposes and should not be confused with the terms “material” and 
“materiality” as defined by securities laws.
ABOUT THIS REPORT

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TABLE OF CONTENTS
LETTER FROM THE CEO................................................................................... 4
ABOUT PFG...................................................................................................... 5
OUR COMMITMENT TO ESG.............................................................................. 6
ESG GOALS / KEY ISSUES & AREAS OF FOCUS.............................................7-8
OUR ENVIRONMENTAL PERFORMANCE............................................................ 9
	
Environmental Management..................................................................... 10	
	
Climate Change & Carbon Management.................................................... 11
	
Energy & Fuel Management..................................................................... 12
	
	
Electric Power................................................................................. 12
	
	
Fuel................................................................................................ 13
	
Air Emissions.......................................................................................... 14
	
Waste Management................................................................................. 14
	
Sustainable Packaging & Non-Food Products............................................ 15
	
Water Management................................................................................. 16
OUR SOCIAL PERFORMANCE.......................................................................... 17
	
Responsible Sourcing.............................................................................. 18
	
Food Safety & Accountability.................................................................... 19
	
Ingredient Transparency........................................................................... 19
	
Health & Nutrition of Products.................................................................. 20
	
Human Rights......................................................................................... 21
	
Diversity & Inclusion (D&I)........................................................................ 22
	
	
D&I at PFG...................................................................................... 22
	
	
D&I within our Supply Chain............................................................. 22
	
Human Capital Management.................................................................... 23
	
	
Associate Engagement & Appreciation.............................................. 23
	
	
Compensation & Benefits................................................................. 23
	
	
Associate Support........................................................................... 24
	
	
Training & Development................................................................... 24
	
Occupational Health & Safety................................................................... 25
	
Community Engagement & Collaboration................................................... 26
	
	
Fighting Food Insecurity................................................................... 26
	
	
Truckers Against Trafficking.............................................................. 26
	
	
Healthier Hearts & Communities....................................................... 27
	
	
Responding to Disasters.................................................................. 27
OUR GOVERNANCE......................................................................................... 28
	
Our Approach to ESG Governance............................................................. 29
	
	
Board Snapshot.............................................................................. 29
	
	
Corporate Governance Highlights..................................................... 29
	
Data Privacy & Security............................................................................ 30
	
Code of Business Conduct....................................................................... 31
	
Supplier Code of Conduct......................................................................... 31
TASKFORCE-CLIMATE-RELATED FINANCIAL DISCLOSURE............................. 32
	
Executive Summary................................................................................. 33
	
Governance............................................................................................. 33
	
Strategy.............................................................................................34-36
	
Risk Management.................................................................................... 37
	
Metrics & Targets.................................................................................... 38
SUSTAINABILITY ACCOUNTING STANDARDS BOARD INDEX........................... 39
(SASB)
	
Food Retailers & Distributors Standard.................................................40-41

LETTER FROM THE CEO
Fiscal 2021 was an eventful year. The continued impacts of the global pandemic, increased focus on climate change and climate 
risk, and a continued call for companies to participate in a larger social dialogue on race and equality all meant that companies 
like ours were being called on to address far more than just managing our business for profitable growth, quality and consistency. 
These unprecedented times highlighted the importance of embedding environmental and social action into our day-to-day 
business planning, both to address external societal expectations and to help PFG prepare for business risks and new business 
opportunities that such focus has created. One thing we know for sure, business-as-usual is not an option anymore. As PFG 
continues to grow and provide essential support to the foodservice sector, we know that doing so means we must also be prepared 
to show how we are leveraging ESG to address the expectations of our shareholders, our customers and our associates. 
In our 2020 Corporate Social Responsibility Report, we introduced our commitment to the principles that guide our ESG 
journey: Impact, Innovate and Inspire. Today, that journey continues, and we have undertaken some significant steps towards 
delivering on our commitment. These include setting a meaningful strategy for ESG across the company and leveraging the 
internal, cross-functional committees that we have created to help us manage our ESG efforts. In addition, I am very proud to 
announce that as a result of this work, we have developed our first set of comprehensive ESG goals, which include specific 
targets in areas such as responsible sourcing, D&I, associate engagement and development, energy efficiency, renewable 
energy, waste management and community engagement. 
This year we announced our partnership for a 2.25 megawatt community solar project in Maine and we engaged a third-party 
expert to help us analyze potential renewable energy purchasing opportunities and our greenhouse gas emissions. We also 
launched an ESG Supplier Survey across our supply chain, which is helping us to better understand the ESG performance of 
our many vendor partners. 
I am particularly proud to share that we are developing a comprehensive strategy focused on strengthening an inclusive and 
equitable culture at PFG and fostering diversity among our partnerships throughout our supply chain. We have a full-time executive 
focused entirely on Diversity & Inclusion and in meeting PFG’s imperative to provide an equitable work environment for all of our 
team members.
This report will provide more detail on our ESG activities and performance. We recognize we have much more work to do, and 
we are committed to integrating ESG across all aspects of our business strategy and culture. 
On behalf of the Board of Directors and leadership at PFG, I want to thank our associates for their exceptional commitment to 
driving ESG progress across the organization, and our customers and business partners for joining us in our journey to deliver a 
sustainable future with nutritious food for all.
George Holm
Chairman, President & CEO
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Through its subsidiaries, Performance Food Group (PFG) 
Company markets and distributes approximately 250,000 
food and food-related products from 107 distribution centers 
to over 250,000 customer locations across the United States. 
Our 23,000 associates serve a diverse mix of customers, from 
independent and chain restaurants to schools, business and 
industry locations, hospitals, vending distributors, office coffee 
service distributors, retailers, convenience stores, and theaters. 
We work to build lasting relationships with our customers, doing 
everything we can to ensure success. 
Over the years, we have listened to our customers and transformed 
to better support their needs. Performance Food Group was 
established in 1987, and we continued to grow and evolve as our 
leaders acted on their vision for a new company that would bring 
together a network of distributors with the corporate support to 
become an industry giant. 
We have two main operating segments – Foodservice and Vistar. 
Foodservice offers quality brands of food and related products to 
independent restaurants, chain restaurants, and other institutional 
“food-away-from-home” locations. Vistar is a leading national 
distributor of candy, snacks, beverages, coffee and other non-food 
items to vending and office coffee service distributors, big box 
retailers, theaters, convenience stores and hospitality providers. 
Each segment has its own success story, but with a shared 
theme — adaptability. We don’t just show our customers what’s 
happening today, we show them what’s coming next. As a group, 
we can meet almost any foodservice need, from independent 
restaurants to national chains, vending, concessions and more.
We’re innovators in procurement, warehousing, supply chain 
management, customer service and delivery because our 
leaders are always looking for opportunities to improve our 
business and the industry. We source our products from diverse 
suppliers and serve as a key partner by providing them access 
to our customer base. In addition to products, we provide our 
customers with valuable services using our industry knowledge 
and expertise in the areas of product selection and procurement, 
menu development and operational strategy. At PFG, we strive 
to provide access to nutritious, sustainable and high-quality 
products to every community we serve.
PERFORMANCE FOOD GROUP

PFG has made a commitment to improving our performance on key 
ESG issues. We strive to not only meet all environmental regulations 
and requirements at each of our locations and distribution centers, 
but also to continuously improve our ESG performance across our 
business and our supply chain.
Our approach to ESG integration in 2021 was framed through a 
strengths-based strategic planning process with our dedicated 
ESG Executive Steering Committee and ESG subcommittee 
working groups. 
The ESG Executive Steering Committee reports directly to the 
Nominating and Governance Committee of the PFG Board of 
Directors, which has oversight over environmental strategies and 
programs, health and safety, corporate social responsibility, diversity 
and inclusion, corporate governance, sustainability and other ESG 
matters. Management reviews PFG’s strategies, practices, policies, 
initiatives and public ESG disclosures with the Nominating and 
Corporate Governance Committee on a quarterly basis.
This structure enables us to identify where and how we can build on 
elements we already have in place across the enterprise, what areas 
require greater information gathering and stakeholder engagement, 
and what fundamental risks and opportunities exist in the immediate 
and long-term.
To support the ESG Executive Steering Committee, we set up 
cross-functional working groups designed to help us develop and 
manage our ESG strategy. Those include Supply Chain, Operations, 
Transparency and Disclosure, Ingredient Transparency, Non-Foods 
and Associate Engagement & Wellbeing. 
PFG is committed to integrating our ESG initiatives across our 
business and embedding ESG performance into our business culture 
to ensure that we can continue to deliver exceptional service and 
value to our customers and also establish PFG as a responsible 
corporate citizen actively engaged in working to make the world a 
better place. 
COMMITMENT TO ESG
Our
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KEY ISSUES & AREAS OF FOCUS 
ESG Goals 
In 2021 PFG developed our first set of ESG goals. These goals were developed by our leadership and internal ESG teams and reviewed with our Board of Directors. The 
goals are connected to the areas we believe are of most importance to our business, our shareholders, our customers and our associates. 
To set these goals, we identified several key areas of focus important to our business and to our stakeholders. 
OPERATIONS & 
SUSTAINABLE PERFORMANCE
We are working across the business to mitigate 
our environmental impact. This includes a focus on 
energy, climate, water and waste.
SUPPLY CHAIN & 
RESPONSIBLE SOURCING
PFG understands the critical role our vendors play 
in helping us achieve our ESG objectives. We are 
actively focused on the development and deployment 
of responsible sourcing efforts and robust 
engagement with our supply chain. 
ASSOCIATE ENGAGEMENT & 
DIVERSITY & INCLUSION
We understand that our success depends on our 
people. It is essential that we provide a workplace 
where all team members, present and future, feel safe 
and empowered to succeed.

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FOCUS AREAS
GOAL
Energy Efficiency
Reduce power consumption intensity by 20% by 2030 against our fiscal 2020 baseline.
Renewable Energy 
Secure 10% of purchased electricity from renewable sources by 2030.
Greenhouse Gas Emissions
Establish an enterprise-wide carbon reduction target by 2022, covering Scope 1 & 2 greenhouse gas emissions.
Waste Management
Achieve an 80% diversion rate for operational waste by 2030.
Responsible Sourcing 
Ensure 90% of PFG branded beef, pork, poultry, seafood, coffee and tea are produced with verified environmentally sustainable 
and socially responsible practices by 2025.
In alignment with the Supplier Code of Conduct, conduct an ESG Supplier Survey with 95% of suppliers of PFG branded 
products by 2022.
Develop an environmentally preferable purchasing program for PFG branded non-food products by 2023, expanding 
sustainable offerings for our customers. 
Associate Engagement & Development 
Enhance PFG’s culture and promote engagement by using feedback and results from an enterprise Associate Engagement 
Survey conducted every two years.
Build PFG’s Center for Learning model to help align associate goals while driving business results through delivery of training 
and development curriculums and opportunities. 
Diversity & Inclusion 
Implement women and other associate resource groups to create awareness, amplify experiences, and develop cultural fluency 
by 2022. 
Integrate comprehensive diversity and inclusion strategies into PFG’s talent acquisition and learning and development 
processes by 2023.
Increase purchases with woman-, veteran-, and minority-owned businesses by 25% by 2030.
Community Engagement
Expand advocacy, volunteerism and charitable contributions with organizations committed to fighting food insecurity, 
supporting healthier communities and providing disaster relief. 
KEY ISSUES & AREAS OF FOCUS 
ESG Goals

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ENVIRONMENTAL 
PERFORMANCE
Our
ENVIRONMENTAL MANAGEMENT
CLIMATE CHANGE & CARBON MANAGEMENT
ENERGY & FUEL MANAGEMENT
-	 Electric Power
-	 Fuel
AIR EMISSIONS
WASTE MANAGEMENT
SUSTAINABLE PACKAGING & NON-FOOD PRODUCTS
WATER MANAGEMENT

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ENVIRONMENTAL MANAGEMENT
At Performance Food Group, we strive to be a responsible environmental steward by 
protecting the environment for future generations. We comply with all environmental 
laws and regulations and are committed to mitigating our environmental footprint 
through the efficient use of natural resources, the implementation of innovative 
technologies and solutions across PFG, and the advancement of sustainable practices 
throughout our supply chain.
At the center of this commitment is our Environmental Policy that outlines individual 
and shared responsibilities for the implementation of environmental management 
standards and best practices pertaining to environmental impact reduction, risk 
management, stakeholder engagement and ESG reporting.
Environmental risks are registered and monitored by the company’s Enterprise 
Risk Management (ERM) function and are integrated into our business continuity 
contingency plans and emergency action protocols for applicable locations. Significant 
environmental risks are included within the company’s enterprise business risk register 
and updates are regularly provided to the Audit Committee of the Board of Directors. 
As part of our efforts to improve our environmental performance, we have established 
environmental baselines, targets and performance metrics in key matters central to 
our ESG Strategy: energy efficiency, renewable energy, climate change, greenhouse 
gas and waste management. Progress on these strategic environmental targets and 
initiatives is reported to the Nominating and Corporate Governance Committee of the 
Board on a quarterly basis. 
We are committed to mitigating our 
environmental footprint through the efficient 
use of natural resources, the implementation 
of innovative technologies and solutions 
across Performance Food Group, and the 
advancement of sustainable practices 
throughout our supply chain.

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CLIMATE CHANGE & CARBON MANAGEMENT
Climate change has become the defining issue of our time and its impacts are threatening our 
global food system and the wellbeing of both the people and the communities that rely on food 
and agriculture for their livelihoods. 
Physical impacts of climate change can result in significant disruptions across our operations 
as well as throughout our supply chain. Extreme weather events and chronic impacts of 
global rising temperatures can affect the consistent availability and pricing for agricultural 
commodities that PFG relies on. In addition, the transition towards a low-carbon economy, 
changing consumer expectations, and stricter regulatory frameworks also present a set of risks 
and opportunities that have the ability to impact our business and our stakeholders.
Given the significance of the challenges and opportunities associated with climate change, we 
have published an enterprise Climate Change Policy to guide our approach to the following:
•	 Climate change governance at PFG
•	 Climate change risk management integration and strategy
•	 Support for regenerative agriculture and sustainable product adoption
•	 Greenhouse gas emission measurement and reduction targets
As part of the commitments stated in our Policy, we conducted an analysis of our 
greenhouse gas emissions and established an emissions baseline as the foundation for 
developing a carbon reduction roadmap and determining the best pathways for reducing our 
emissions across our operations. In fiscal 2021, we completed this task and developed a 
complete greenhouse gas inventory of our Scope 1 and Scope 2 emissions.
We also set the following goals focused on decreasing the energy and carbon intensity of 
our operations:
•	 Reduce power consumption intensity by 20% by 2030 against our fiscal 2020 baseline
•	 Secure 10% of purchased electricity from renewable sources by 2030
Senior management reports on the progress on these goals to the Nominating and Corporate 
Governance Committee on a quarterly basis, ensuring Board oversight on key energy efficiency, 
renewable energy and carbon reduction initiatives. By the end of fiscal 2022, we aim to set an 
enterprise-wide carbon emissions reduction target and a multi-year action plan for meeting the goal.
GREENHOUSE GAS EMISSIONS INVENTORY 
FISCAL 2021 - METRIC TONS1
SCOPE 1
663,670
SCOPE 2 (LOCATION-BASED)
149,896
SCOPE 2 (MARKET-BASED)
150,403
 
1 Our greenhouse gas emissions inventory has been developed in alignment with the GHG Protocol for Corporate Accounting and 
Reporting Standard of the World Resources Institute and the World Business Council for Sustainable Development.

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ENERGY & FUEL MANAGEMENT – ELECTRIC POWER 
Warehousing and distribution of food products for human consumption is an energy intensive business. 
Electric power is used for refrigeration, heating, ventilation, HVAC systems and lighting. Electricity 
usage represents a significant cost across our operations and contributes to approximately 18% of our 
greenhouse gas emissions. At PFG, 367,701 megawatt hours (MWh) of electric power was consumed 
across our enterprise during fiscal 2021.
As part of our commitment to improve efficiency of our operations, reduce our carbon footprint, and 
maximize energy cost savings opportunities, we have set a goal to reduce our power consumption 
intensity by 20% by 2030. To achieve this goal, we will focus on implementing strategic energy 
efficiency projects throughout our facilities by investing in energy-saving technologies and optimizing 
operations and maintenance practices. 
ENERGY EFFICIENCY TREASURE HUNT PILOT PROGRAM
During fiscal 2021, we rolled out an Energy Efficiency Treasure Hunt pilot program at our Performance 
Foodservice – Chicago location. Personnel at this refrigerated warehouse facility partnered with a third-
party energy management consulting firm to explore efficiency opportunities for reducing energy use, 
electricity costs and emissions within our refrigeration, lighting and charging systems.
This pilot program has led to the identification of energy saving opportunities and successful 
implementation of low-cost behavioral, operational and maintenance actions, reducing the energy 
intensity of the facility by realizing a 14% reduction in the amount of electric power consumed per 
shipped case. In addition to achieving utility cost savings, these actions are expected to produce an 
annualized energy savings of over 681,000 kWh and a mitigation of over 600 metric tons of 
greenhouse gas emissions.
Given the results achieved through this pilot program, over the next year we will roll out additional 
Energy Efficiency Treasure Hunts to other facilities and review and implement low-cost power usage 
reduction recommendations across the enterprise.
RENEWABLE ENERGY PROCUREMENT
In addition to reducing our carbon footprint through operational efficiencies, we are exploring 
renewable power purchasing agreements and leveraging national- and state-level tax incentives 
to procure more wind and solar energy across our enterprise. As part of our climate-related 
commitments, we have set an enterprise goal to secure 10% of purchased electricity from 
renewable sources by 2030.
At PFG, we have already taken the next steps in delivering on this commitment to expand renewable 
energy procurement throughout the organization. We established a process for evaluating and 
implementing power purchasing agreements and, in July 2021, we announced a 20-year net 
metering credit agreement with EDPR NA Distributed Generation, a subsidiary of EDP Renewables 
North America.
Through this collaborative endeavor in New Vineyard, Maine, we will purchase power generated from 
the 2.25 megawatt (MW) solar project, estimated at 3,000 MWh of clean energy per year. The 
project is anticipated to commence generating renewable power in 2022. This will address 80% of the 
electric power usage at our Performance Foodservice – NorthCenter location in Augusta, Maine, while 
reducing our carbon footprint and contribution to climate change.
The renewable power generated annually by this project represents 2,103 metric tons of avoided 
CO2 emissions, equivalent to removing nearly 460 passenger vehicles from the road, or the 
carbon sequestered by 2,746 acres of forest.
We are confident that a combination of growing tax incentives and more expansive renewable 
infrastructure will enable PFG to power its facilities while significantly reducing the carbon emissions 
associated with its day-to-day operations. 
DEMAND RESPONSE
We have implemented a demand response program by working with utility providers to reduce energy 
use during peak demand hours through management practices and training for associates. 
We have achieved utility cost savings by reducing demand during peak periods or shifting energy use 
to times of day when there is less demand on the grid or when more renewable energy is available. 
This also contributes to our efforts to align our operations with environmental best practices. By 
participating in these voluntary reductions or shifts in energy, we take an active role in reducing stress 
on the grid, decreasing air pollution and improving air quality.

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FLEET FUEL
Fleet fuel is our third most significant transportation cost, after labor and vehicles, and the 
largest contributor to our operations’ greenhouse gas emissions, representing 62% of our carbon 
footprint. As a result, improving our fleet fuel management is both a financial opportunity and a 
way to advance our strategic vision for reducing our carbon emissions. 
We use an integrated approach to fleet fuel management that combines associate engagement 
and training, low-carbon technologies, and strategically located redistribution centers. Reducing 
our carbon intensity and achieving greater fuel efficiencies help reduce costs, mitigate risks 
associated with fuel price volatility, hedge against carbon taxes and align our operations with the 
transition to a low-carbon economy.
In fiscal 2021, 48.7 million gallons of diesel were consumed throughout our operations. To 
reduce the carbon intensity of our operations, we have employed the following efficiency and 
low-carbon strategies that, assuming current business conditions, can achieve a 20% reduction 
in gallons of diesel consumed per delivered case within the next 10 years: 
RENEWABLE & ALTERNATIVE ENERGY 
We are currently exploring and evaluating technology for powering tractors and trailers with 
electric and alternative fuel solutions. PFG actively monitors the evolution of low-carbon 
technologies for powering freight transportation and has identified the opportunity to pilot electric 
trailer refrigeration technology for reducing fuel usage and carbon emissions associated with 
fleet refrigeration, commencing in fiscal 2022.
FLEET LIFECYCLE MANAGEMENT 
PFG actively manages the lifecycle of the vehicles within its fleet and implements a 
comprehensive strategy for vehicle replacement, incorporating fuel efficient vehicles that improve 
the overall fuel economy and operational efficiency of our fleet. 
ROUTE OPTIMIZATION 
We continue to implement route optimization best practices and training initiatives using 
RoadNet technology that enables PFG to select the most efficient routes for product 
distribution. Route optimization, in conjunction with strategically located redistribution centers, 
allows us to minimize our miles traveled, time spent on the road, fuel usage and our carbon 
emissions on a per-case basis.

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AIR EMISSIONS
Refrigeration is a core component of our operations and is essential to food safety throughout 
our warehousing and distributions processes. However, leakage of refrigerant gases into the 
atmosphere can contribute to ozone depletion and global warming, representing approximately 
16% of our carbon emissions. To mitigate emissions from our facility refrigeration and fleet 
refrigeration systems, we procure a combination of refrigeration products that allow us to meet 
our strict food and product safety requirements with the lowest possible emissions.
As part of this effort, we seek to use refrigerants with a lower greenhouse gas potential 
within our refrigeration processes. We are confident that emerging sustainable refrigerant 
technologies and our procurement of more renewable energy will help to lower our carbon 
footprint associated with commercial refrigeration as we look to find a more long-term, 
systemic solution to this unique industry challenge. In addition, 99.95% of all refrigerants 
consumed across PFG have a validated ozone depletion potential (ODP) score of zero, meaning 
the compound has no degradation impact on the ozone layer.
OPERATIONAL WASTE 
We monitor operational waste and food waste to ensure we can minimize the creation of waste 
and look for ways to divert as much of that waste from landfill as possible. 
We view operational waste as material waste generated from the operation of our facilities. We 
are actively tracking the recycling of our pallets, stretch wrap and corrugate. PFG has established 
an effective approach to capture and recycle pallets that has led to the diversion of approximately 
7 million pallets from landfills. 
For fiscal 2021, our waste diversion numbers show a total diversion from landfill of 73%.
•	 TOTAL POUNDS RECYCLED (stretch and corrugated): 16,341,194
•	 TOTAL POUND PALLETS RECYCLED: 280,841,952
•	 TOTAL WASTE POUNDS (including recycled): 407,658,946
•	 TOTAL DIVERTED FROM LANDFILL: 73%
WASTE MANAGEMENT

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WASTE MANAGEMENT CONT.
FOOD WASTE 
At PFG, we recognize the immediate environmental and societal challenges that food waste 
represents and its impact on natural resources required for food production, including water, 
land and energy, as well as its contribution to greenhouse gas emissions and food insecurity. 
In fiscal 2021, we generated a total of 46,601,483 pounds of food waste. Of that, 18,261,239 
pounds or 39% of our food waste generated, was diverted from landfills. 
To mitigate the risks associated with food loss and waste, PFG establishes and leverages 
partnerships with national and regional foodbanks that help us address food insecurity while 
also reducing our company’s carbon footprint. We also partner with our suppliers to ensure 
they employ environmental management policies and standards and are actively minimizing 
their waste generation within their production processes. For example, we work with some of 
our branded beef suppliers in improving the meat trimming specifications to decrease food 
waste generated at the restaurant level. This minimizes the amount of waste that ends up in 
the landfill, reducing carbon emissions associated with food decomposition.
SUSTAINABLE PACKAGING & 
NON-FOOD PRODUCTS
At PFG, we understand the environmental risk and impact that single-use plastics have on 
our oceans, soils, ecological habitats and on the climate. We have a strategy for reducing our 
contribution to packaging pollution and environmental degradation throughout the value chain 
by expanding our branded non-foods sustainable product offerings. This is only achievable by 
partnering with select non-food suppliers that provide recyclable, biodegradable and compostable 
foodservice items and have packaging design processes based on product lifecycle analysis and 
management, as well as systematic approaches to reducing water use, energy use, landfill waste 
and greenhouse gas emissions. 
As an example, in November 2020, our Vistar segment entered a partnership with Emerald Brand 
to expand the offering of sustainable disposables and essentials for our customers across the 
United States. Emerald Brand items include cutlery, cups, bowls and plates, containers, napkins, 
towels, toilet and facial tissue, and other essentials that are Tree-Free™ and free of petroleum-
based plastic. The TreeFree™ items come from plant-based agricultural waste, providing an 
alternative to traditional paper products. As a sustainable alternative to petroleum-based plastics, 
Emerald Brand uses PLA or PHA which is compostable/biodegradable, BPA free, fluorocarbon 
free and USDA Certified BioBased. 
By partnering with Emerald Brand to provide products free of virgin wood fiber and petroleum-
based plastics, in fiscal 2021 we were able to contribute to the following estimated 
environmental savings2:
•	 63,286 kWh of energy saved.
•	 54,378 pounds of greenhouse emissions saved, equivalent to 95,195 miles driven.
•	 950 total avoided trees, equivalent to saving 19,083 reams of copy paper.
•	 295,784 gallons of water saved, equivalent to 822 hours of lawn watering
•	 Avoided 120,775 pound of plastic, equivalent to 10,869,779 plastic bags
•	 Avoided 156,402 pounds of landfill waste, equivalent to 39 dumpsters. 
In January 2021, we also partnered with WestRock, one of our non-food items supplier partners 
for PFG-branded pizza boxes, to deliver the Sustainable Choices™ program with the aim of raising 
awareness around the recyclability of pizza boxes and their acceptance in residential recycling 
programs. Through this program, the pizza boxes provided to our customers include a QR code that 
leads to an online portal that allows consumers to look up their recycling guidelines by zip code as 
well as additional materials to bring clarity to the issue of corrugated pizza box recycling. 
For example, according to a study performed by WestRock, 73% of the U.S. population is 
estimated to have recycling programs available for pizza boxes, but many consumers are under 
the false impression that recycling pizza boxes is not allowed. By partnering with WestRock, we 
seek to clear this confusion, help customers make sustainable choices, and increase the volume 
of fiber returning to the circular economy.
2 Environmental savings estimates are provided by Emerald Brand and are based on conversion from products 
of the same weight made entirely of virgin wood fiber and/or petroleum-based plastic resin.

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WATER MANAGEMENT
PFG is actively working with suppliers to identify products that are less water intensive as part 
of our efforts to deliver more sustainable solutions to our customers. 
One example of this is the beef we use for our branded product lines. We have established 
partnerships with farmers that use highly efficient and third-party verified practices for raising 
their cattle. These select farmers are experimenting with promising and practical technologies, 
including an innovative corn seed and feed ingredients, that will further enhance efficiencies 
and reduce the water footprint associated with beef production. Our suppliers not only verify 
their production practices through a robust third-party certified system, but they are actively 
working to establish baseline data so that our supply chain will be among the first to quantify 
annual improvement in the metrics driving production practices.
In addition, we are now purchasing Peak® Hydroponic Lettuce in select locations. This product 
is grown approximately 200 miles from our distribution center in South Bend, Indiana. The 
facility is fully automated, meaning that humans do not ever need to touch the lettuce. The 
process includes climate management technologies and recycling systems that ensure that 
they can produce lettuce using 95% less water than a typical field-grown product. 
PFG plans to expand our water saving efforts in 2022 and leverage best practices more 
effectively across our enterprise and supply chain.

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SOCIAL 
PERFORMANCE 
Our
RESPONSIBLE SOURCING
FOOD SAFETY & ACCOUNTABILITY
INGREDIENT TRANSPARENCY
HEALTH & NUTRITION OF PRODUCTS
HUMAN RIGHTS
DIVERSITY & INCLUSION (D&I)
-	 D&I at PFG
-	 D&I within our Supply Chain
HUMAN CAPITAL MANAGEMENT
-	 Associate Engagement & Appreciation
-	 Compensation & Benefits
-	 Associate Support
-	 Training & Development
OCCUPATIONAL HEALTH & SAFETY
COMMUNITY ENGAGEMENT & COLLABORATION
- 	Fighting Food Insecurity
-	 Truckers Against Trafficking
-	 Healthier Hearts & Communities
-	 Responding to Disasters

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RESPONSIBLE SOURCING
Performance Food Group is committed to managing our business in a socially responsible 
manner. We have an obligation to our customers, our investors, and our associates to address 
issues that impact our world and our global food system. We believe that working closely with our 
vendors can allow us to address the inherent ESG risks within global supply chains and identify 
opportunities for better ways to do business and create value for all our stakeholders.
In this spirit, in fiscal 2021 we initiated an ESG Supplier Survey Program to facilitate deeper 
insight into areas of alignment and potential collaboration with suppliers across a variety of ESG 
matters. As part of this initiative, we launched an ESG supplier survey focused on assessing our 
suppliers’ efforts on key topics, including:
•	 Environmental Management
•	 Human Rights & Labor Management
•	 Animal Welfare
•	 Health & Wellness
•	 Ingredient Transparency and Traceability
•	 Farming, Production Methods, Suppliers of Suppliers
The results of the survey will help PFG assess the ESG performance of our suppliers and 
determine where opportunities for collaboration and partnership exist, as well as to identify 
potential supply chain risks that need to be addressed.
As part of our responsible sourcing program, we have implemented processes for monitoring 
and verifying third-party certification of environmental and socially responsible practices within 
our supply chains. These certifications ensure that risk is reduced across our supply chains and 
that our procurement strategy is aligned with consumer expectations and our commitment to 
promoting the adoption of sustainable food and foodservice products, practices and services. 
To monitor ESG-related certifications in our supply chain, a second survey was distributed 
specifically to suppliers of PFG-branded products. We are taking measures to drive sustainable 
and responsible sourcing of our food products and committed to working with our suppliers to 
ensure that 90% of PFG-branded beef, pork, poultry, seafood, coffee and tea are produced 
with verified environmentally sustainable and socially responsible practices by 2025. 
In addition to working with suppliers with sustainability certifications, PFG-owned businesses 
directly implement responsible sourcing best practices with coffee farmers and their 
communities, where we have the opportunity to do so. Such is the case with PFG’s Coda Coffee 
Co., one of the best craft coffee roasters in the industry that is known not only for its wide variety 
of rich flavors but for its commitment to working with its growers to influence the implementation 
of sustainable growing practices, exceeding fair trade practices and sourcing the best beans 
from around the globe. Due to this vision and commitment to sustainability, Coda Coffee Co. 
has achieved Certified B Corporation™ status since 2013, meeting rigorous verified standards 
of environmental and social performance. B Corp Certification is a highly selective status and to 
maintain certification, companies must undergo verification every three years.

19
FOOD SAFETY & ACCOUNTABILITY
At PFG, our greatest responsibility is to ensure that every product we carry is safe for human 
consumption. Food contamination by pathogens, hazardous substances or spoilage presents 
significant human health risks to consumers. We actively mitigate these inherent risks within the 
food system across our global supply chains, from food production to processing to distribution. 
Our approach to food safety incorporates rigorous warehousing and distribution temperature 
controls, a methodical approach to supplier screening and selection, and a comprehensive PFG 
Quality Assurance Program for controlling biological, physical and chemical hazards throughout 
the supply chain. This program is designed and managed by a team comprised of a company-
wide network of associates with over a century of combined food safety expertise and doctorate-
level knowledge.
As a food distributor, PFG is not responsible for initiating food recalls on prepackaged items sold 
to customers, but does have robust recall management procedures in place to respond to these 
types of recalls, which are the majority that could affect the company.  For the few PFG-owned 
and operated food production facilities, PFG would be responsible for initiating product recalls if 
a product was deemed potentially unsafe for consumption by regulatory inspection or our own 
routine quality assurance verification of the PFG food safety procedures for each unique facility. 
As part of our commitment to the wellbeing of our stakeholders and our dedication to quality, 
we will continue to build upon our Quality Assurance Program to ensure risks pertaining to food 
safety are systematically addressed.
Today’s consumers seek more specific information on the food products they purchase, 
encompassing dietary and nutritional values, as well as other details pertaining to where and how 
their food was sourced and produced. Consumer expectation embraces greater transparency on 
ingredient lists, nutritional and allergen information, and other attributes such as organic, vegan, 
kosher, gluten-free, RBST-free, humanely raised, Fair Trade, etc.
In alignment with growing consumer demand for greater transparency across the food industry, 
PFG is committed to increasing the ingredient transparency of its branded portfolio items. As 
part of our action plan to meet this commitment, we are implementing a Supplier Compliance 
Campaign that requires our suppliers to provide pre-defined information concerning their 
products’ ingredients, claims and attributes. We are working closely with vendors to ensure PFG’s 
ingredient transparency expectations are met and have developed implementation guides to 
assist suppliers in meeting our requirements.
Additionally, to increase transparency and traceability in the food supply chain, we currently use 
a DNA tracking system so that all our Braveheart products can be traced back to the specific 
animal and its journey through the supply chain. Braveheart® Black Angus Beef, our premium 
Midwest-raised beef, is traceable back to its origins and has been added to the menus of 18,000 
U.S. restaurants in 900 cities since its debut. 
INGREDIENT TRANSPARENCY

20
HEALTH & NUTRITION OF PRODUCTS
As societal awareness around the connection between diet, food quality and human health 
increases, we have continuously expanded our portfolio of healthier food options, from certified 
organic, low-sodium, and low-sugar, to products free of all eight common food allergies. Our 
commitment to providing more product offerings with greater health and nutrition attributes is 
central to meeting changes in consumer preferences and shifting market trends.
From food allergies to low-sodium diets to religious dietary needs, meeting the wide range of 
consumer product needs is always a challenge for our customers and the food industry. With 18%3 
of our business coming from products with distinct and certified dietary, health and sustainability-
related claims, we recognize that providing inclusive and healthier options is essential to our long-
term success as well as the long-term welfare of our customers and end consumers.
As part of this effort, Vistar’s “Good to Go” Program supports the adoption of healthier diets and 
healthier snacking by providing greater access to nutritious alternatives. With more than 1,800 
items to choose from, “Good To Go” is an easy way for our customers to find natural snack and 
beverage options. For a product to be included in “Good to Go”, it must be made with clean 
ingredients and possess at least one of the following attributes:
•	 Organic
•	 Non-GMO
•	 Vegan
•	 Gluten-Free
•	 Zero Trans Fat
•	 USDA School Approved
To make the “Good to Go” Program possible, we partner with small, emerging health-conscious 
brands to distribute their products to a wide range of customers.
In addition, in November 2020 PFG launched Green Origin™, a new exclusive brand consisting 
of plant-based protein products to provide additional options for vegan and flexitarian diets. Initial 
items include burgers, grinds, breakfast sausages and nuggets. These products are produced 
exclusively for PFG by Greenleaf Foods, which has a long history of pioneering and perfecting 
plant-based proteins. Many of the products are also vegan-certified, non-GMO-certified, soy-free, 
gluten-free and kosher.
In March 2021, we added Green Origin™ Plant-based Pepperoni to our brand portfolio. Since 
pepperoni is the #1 pizza topping in the U.S., we are now providing this pleasing, plant-based version 
of pepperoni that is vegan, non-GMO-certified and does not contain artificial flavors or colors. 
As we look to 2030, we will be significantly expanding our selection of plant-based alternative 
proteins, milks and conventional snack alternatives. We will also partner with suppliers that 
leverage regenerative production practices to minimize the use of harmful synthetic pesticides 
and herbicides. 
3These figures account for all sales excluding Eby-Brown. The product label claims include reduced fat, low sodium, reduced sodium, lactose free, RBST free, probiotic, 
vegan, trans fat free, plant based, organic, shade grown, Humanely Raised, wild, free range, Fair Trade, Halal, Kosher, gluten-free, MSC certified

21
HUMAN RIGHTS
At PFG we are committed to upholding and promoting the Human Rights of our stakeholders 
throughout our operations and within our supply chains. We have developed and published our 
Enterprise Human Rights Policy in alignment with internationally recognized conventions and 
frameworks, including the United Nations Declaration of Human Rights and the United Nations 
Guiding Principles on Business and Human Rights.
In accordance with our value to “Put People First”, the PFG Enterprise Human Rights Policy 
establishes the expectations we extend to our associates and business partners (suppliers, 
distributors and other third parties) with respect to:
•	 Society and Stakeholder Engagement
•	 Diversity and Inclusion
•	 Safety, Healthy and Secure Workplaces
•	 Forced Labor, Child Labor and Human Trafficking
•	 Freedom of Association and Collective Bargaining
•	 Access to Nutritious Food and Water
Our Supplier Code of Conduct has also established human rights and workforce standards for 
vendors, subcontractors and affiliated entities, requiring them to adhere to key conventions of the 
International Labor Organization and United Nations Declaration of Human Rights.
We believe that associate engagement and education are key to the full implementation of 
our Enterprise Human Rights Policy across the organization and our supply chain. We provide 
role-specific training on human rights and how to recognize, mitigate and act on violations 
that reinforce our collective commitment to this policy. For example, in one of our business 
segments, drivers participate in Truckers Against Trafficking training on how to report and act on 
suspicious activities during their day-to-day responsibilities delivering foodservice products to our 
customers. We plan to roll out this program to drivers across the enterprise.

22
DIVERSITY & INCLUSION (D&I)
D&I AT PFG
We are committed to building an inclusive and equitable culture that embraces and celebrates our 
associates’ diverse backgrounds and unique life experiences. We aim to ensure that PFG has a 
diverse and inclusive environment to create a sense of belonging for associates and those we serve.
With five out of 11 Board leaders representing gender and ethnic diversity, our commitment to 
ensure workforce diversity is reflected at every level of the organization and connects to our 
social responsibility and business imperatives.
Every year PFG trains all associates on the requirements of the Code of Business Conduct that, 
among other topics, covers the following core non-discrimination principles that all associates 
and business partners must adhere to:
•	 Treat all associates and prospective associates fairly based upon performance, 
merit and ability without regard to race, color, religion, creed, sex, national origin, 
age, disability, sexual orientation, veteran status or other occupationally irrelevant 
characteristics.
•	 Understand and fully comply with PFG’s zero tolerance, discrimination and unlawful 
harassment and affirmative action policies.
•	 Do not retaliate against anyone for filing in good faith a complaint of discrimination 
or harassment, or for participating in good faith in an internal investigation regarding 
such matters.
PFG’s Vice President of Diversity & Inclusion leads our work in building a more diverse and 
inclusive culture. We are working on development of a comprehensive Diversity & Inclusion 
Strategy that will include, among other things, a focus on clear leadership roles and 
accountability, new talent acquisition practices, associate communities and inclusive performance 
management. Our Chief Human Resources Officer provides quarterly updates to the Board on 
progress met pertaining to the company’s D&I Strategy. 
D&I WITHIN OUR SUPPLY CHAIN
We recognize the strategic value of diverse perspectives when engaging in complex 
challenges. The more complex our business landscape becomes, the more we need to nurture 
an inclusive culture that promotes diversity of thought, background and expertise as a key 
driver of our success. 
Throughout our value chain, we are taking action to increase Minority/Women-owned Business 
Enterprise (MWBE) partnership opportunities. We have set a goal to increase our partnerships 
with women, minority and veteran-owned suppliers by 25% by the end of 2030. 
As part of this effort, in fiscal 2021, PFG became a corporate member of the National Minority 
Supplier Development Council (NMSDC) to support global supply chain diversity and foster 
strategic partnerships for further MWBE integration into our supply chain.

23
HUMAN CAPITAL MANAGEMENT
ASSOCIATE ENGAGEMENT & APPRECIATION
We value our associates as the source of our success as an organization.  At the end of fiscal 
2021, our population totaled approximately 23,000 full-time and part-time associates in the U.S. 
Of that total, approximately 99% were employed on a full-time basis, and approximately 66% 
were non-exempt, or paid on an hourly basis.
We aim to enhance PFG’s culture and strengthen engagement by using associate feedback 
to guide our actions. To gauge associate engagement for our fast-growing organization, PFG 
conducted its first enterprise-wide engagement survey in October 2020, reaching an overall 
response rate of 76%. Our overall favorability score of 75% exceeded the global benchmark and 
our engagement score of 73% was well ahead of the transportation and warehousing industry 
benchmark, offering validation of our current efforts and providing valuable input for future areas 
of focus.  
We found that overall, associates have confidence in a successful future for PFG as well as an 
understanding of how their work contributes to company success.  Associates reported they want 
to hear even more about what’s happening in the business and would like to continue to learn 
and develop in their career as the company grows. The results of the survey undergo thorough 
analysis and are serving to shape PFG’s company-wide Diversity & Inclusion Strategy and create 
parallel initiatives focused on localized improvement efforts. The survey will be conducted every 
two years to allow for feedback to be assimilated and to gain traction on action plans.
In addition, we engage our associates through a variety of actions, including town hall meetings, 
luncheons to promote brand awareness and health- and wellness-focused messaging and 
activities. We participate in and celebrate industry efforts, such as the International Foodservice 
Distributors Association’s Truck Driving Championship and Truck Driver Hall of Fame. We also 
highlight locally and share internally and externally significant achievements of our warehouse 
associates, and we honor the diversity of our associates, customers and communities, by 
celebrating heritage months and other inclusive recognition. 
COMPENSATION & BENEFITS
Our benefits programs are designed to provide a wide range of services and financial protections 
across our diverse workforce. Our base wages and salaries, which we review annually, are fair 
and competitive with the external labor markets in which our associates work.
PFG provides associates with competitive salaries and incentive-based pay across the 
organization. Our incentive programs provide cash bonus opportunities to encourage and reward 
participants for the company’s achievement of financial and other key performance metrics and 
strengthen the connection between pay and performance. We also grant equity compensation 
awards that vest over time through our long-term incentive plan to eligible associates to align 
such associates’ incentives with the company’s long-term strategic objectives.
With all the challenges of today’s environment, we provide a multitude of programs to support our 
associates and their needs. As of the end of fiscal 2021, benefits are available to our associates 
from the first day they join PFG, without having to undergo waiting periods. We offer multiple 
medical plans, funded health savings accounts, pharmacy savings programs, wellness reward 
opportunities, dental, vision, disability and life insurance, as well as substantial time off programs for 
the opportunity to recharge, and sick time to provide time when associates need it most. In addition, 
we offer programs that provide free health coaching, diabetes support and weight loss programs.

24
HUMAN CAPITAL MANAGEMENT CONT.
ASSOCIATE SUPPORT
As mental health is at the forefront, with impacts from COVID-19, depression, financial needs, 
substance abuse and stress management, PFG continues to offer our Employee Assistance Program 
to all associates and eligible dependents. Our program provides five free counseling sessions and 
has expanded to include app-based counseling sessions linked to the free sessions, or support with a 
counselor via text messaging, or relaxation and stress reduction techniques via a separate application. 
We also offer role-specific support like better sleeper programs for our drivers.
To protect our associates as best as possible during the COVID-19 pandemic, PFG provided the 
flexibility to work from home for jobs not required to be in our warehouses or driving vehicles. If their 
job did not allow an associate to work from home, PFG provided disability pay and coverage, not 
only when a positive test occurred but also when there was a need to quarantine based on possible 
exposure. Related processes were streamlined to not require doctor’s certification, to help ensure the 
continuation of pay. 
TRAINING & DEVELOPMENT
Our training and development strategy is focused on engaging, educating and empowering our 
associates. We provide associates with role-specific training both through live and self-paced modules, 
as well as management training to advance leadership skills at key points in their career. During fiscal 
2021, we adapted much of our in-person training to a virtual environment to ensure a seamless 
continuation of learning.
SAFETY TRAINING 
We offer a robust curriculum of safety training for new hires in our distribution centers based on job 
type. Ninety-one percent of our workforce completed at least one safety course in the past year. Each 
new hire receives an onboarding safety curriculum tailored to their role. 
Drivers and warehouse associates receive between 18 and 31 courses, including defensive driving, 
delivery driving, DOT compliance and workplace safety (hazard communication, PPE, prevention of 
back injuries). Warehouse supervisors, safety managers, fleet maintenance positions, production/
processing, sales and customer service associates also receive safety courses applicable to their roles. 
In fiscal 2021, we rolled out a new workplace violence prevention and active shooter response training 
for all associates across the enterprise. 
Safety courses are regularly updated to meet new standards and advances in technology. Food safety 
courses are included in the curriculum as well. 
ROLE-SPECIFIC TRAINING 
We provide role-specific training to set associates up for success. As an example, the Performance 
Foodservice Sales Training and Development team has an extensive course offering for new Area 
Managers to ensure that they have the knowledge and tools to be successful in their role. Their 
onboarding curriculum consists of live and self-paced sessions on topics including a company 
overview, company history and mission, and information on systems/technology specific to their role 
in the Sales organization. We offer a robust Sales Academy curriculum for Area Managers and Sales 
Leaders to further enhance and develop their knowledge and skills for continued success in role.  
SOFT SKILLS & COMPETENCY-BASED DEVELOPMENT 
We believe that a formalized approach to “soft skills” such as collaboration, communication, critical 
thinking and talent development is important to career advancement and a successful transition to 
management roles. We provide e-learning courses to associates at every level of the organization to 
increase their effectiveness in managing conflict, providing feedback, communicating expectations and 
mobilizing team action. 
We also offer a robust, competency-based development program for leaders at three critical points 
along the leadership continuum: Emerging, Experienced and Executive (E3 Programs). Each program 
provides targeted instruction on critical soft skills as associates grow within the company. In fiscal 
2021, there were 410 associates who completed the first level of the Emerging Leader program 
(Emerging Leaders) and 13 participated in the Executive program. We will launch a new Experienced 
Leaders program in fiscal 2022.
NUMBER OF COURSES OFFERED AND TRAINING HOURS 
COMPLETED – FISCAL 2021
CATEGORY
COURSES 
OFFERED
TRAINING  
HOURS
BUSINESS ETHICS 
73
15,014
OCCUPATIONAL SAFETY & 
FOOD SAFETY 
370
46,603
LEADERSHIP & 
SOFT SKILLS 
188
4,913
ROLE-SPECIFIC 
190
11,649
OTHER
89
4,150
TOTAL 
910
82,329

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OCCUPATIONAL HEALTH & SAFETY
The safety of our associates is a top priority. The wellbeing of everyone that forms part of the 
PFG team is a vital component for our success. In this regard, we are committed to providing a 
safe and healthy work environment for all our associates, from the moment they join PFG and 
throughout their journey within the company. 
We have established comprehensive health and safety programs and an organizational structure 
to ensure all operations are aligned with the expectations set forth within PFG’s Health & Safety 
Policy. This policy is provided to all associates during their onboarding process at PFG and 
establishes the norms and requirements for managing all activities in accordance with safe and 
healthy practices for preventing injury and loss of life.
As a result of strategic health and safety programs and initiatives, during fiscal 2021 we saw 
improvement in key safety performance metrics, including a 3% reduction in our Total Recordable 
Incident Rate (IR Rate), 12% decrease in our Lost-Time Case Rate (LTC Rate), and a significant 
20% reduction in transportation-related accidents (AMM).
The safety strategies that have contributed to improved safety performance encompass a 
variety of approaches, from behavior-based safety to hazard identification and control, to the 
implementation of cutting-edge technological safety solutions. 
PFG BEHAVIOR-BASED SAFETY (BBS) PROGRAM
This program creates a safety partnership between team leaders and associates that focuses on 
the reduction and elimination of risky behavior through targeted observation and coaching. Safety 
improvement is achieved primarily by changing the behavior of associates and encouraging a 
strong safety culture. Over 4,000 observations have occurred since the implementation of the 
BBS Program in the fourth quarter of fiscal 2021, allowing for real-time coaching and ongoing 
safety feedback for associates.
SAMSARA TELEMATICS PROGRAM
We have installed on-board smart dash cameras that monitor driving behavior in the delivery and 
service maintenance vehicles within our fleet. These dash cams provide real-time audio alerts 
when detecting risky behavior (i.e. in-cab distractions, critical distance, lane departure, etc.). In 
addition, recorded events and metrics captured by this technology are used to identify coaching 
and feedback opportunities for improving drivers’ safe driving skills and behavior. This program 
has led to improved safety behavior behind the wheel, a core component for our journey towards 
achieving zero collisions and zero injuries.
SAFETY KPIs
FY2020
FY2021
INCIDENT RATE (IR)
7.01
6.78
IR Formula: =(No. of Osha Recordable Cases X 200,000) / No. of Employee Labor Hours Worked
LOST TIME CASE RATE (LTC)
2.61
2.29
LTC Formula: =(No. of Lost Time Cases X 200,000) / No. of Employee Labor Hours Worked
ACCIDENTS/MILLION MILES (AMM)
5.99
4.77
AMM Formula: =(No. of Transportation Accidents / (Transportation Miles/1,000,000)

26
COMMUNITY ENGAGEMENT & COLLABORATION
Our community engagement strategy aligns with the approach we take in our business 
– providing support at the enterprise level as well as meaningful local partnerships in the 
communities where we operate and where our associates and their families live. Today, we 
continue to be focused on four main partnerships: Feeding America, the American Red Cross, 
the American Heart Association and Truckers Against Trafficking.
In fiscal 2021, PFG contributed more than $3 million in charitable contributions, supporting 
organizations that fight food insecurity, support healthier communities, and provide disaster relief 
in times of crisis.
FIGHTING FOOD INSECURITY
PFG has a long-standing partnership with Feeding America and its affiliated foodbanks, 
providing financial and donation support with the organization. Since 2005, we have donated 
more than 20 million pounds of food to help end hunger in communities across the nation. 
Each year our associates, across PFG’s family of companies, take part in a food drive 
campaign for Hunger Action Month. In fiscal 2021, PFG donated over 2 million pounds of food 
to Feeding America and local community foodbanks, providing food for vulnerable children and 
families. We also support our NGO partners on the frontlines combating this societal challenge 
by sharing our knowledge on best practices in food distribution and helping them build the 
capacity and operational expertise needed to achieve our shared mission. 
We have strengthened our relationship with World Central Kitchen (WCK), a nonprofit that 
uses the power of food to nourish communities and strengthen economies in times of crisis 
and beyond. PFG made financial contributions, adding to the hands-on support our family of 
companies provided after destructive winter storms in Texas earlier in the year.
TRUCKERS AGAINST TRAFFICKING
Our North American customer base means that our drivers have a presence in nearly every 
state, city, and neighborhood in America. Because human trafficking is a prevalent issue at 
transportation hubs, we believe it is our responsibility to actively engage, educate and empower 
our drivers as a frontline of defense against these heinous human rights abuses. Our Vistar 
division continues to partner with the NGO Truckers Against Trafficking (TAT) to provide drivers 
with the training and support systems needed to identify, confirm and report suspicious activity 
on their routes throughout the country. We have started to expand our engagement with TAT 
enterprise-wide – to include awareness building and education within our Foodservice segment 
too. We are balancing the use of informational resources, tools and training opportunities to help 
our large driver workforce make an impact in stopping human trafficking.

27
COMMUNITY ENGAGEMENT & COLLABORATION CONT.
HEALTHIER HEARTS & COMMUNITIES
PFG is continuing to invest in a community partnership with the American Heart Association, 
primarily focused in Richmond where we are headquartered. Teams of associates in Richmond 
are supporting this cause and the local Heart Walk through active participation and fund-
raising. PFG took a leadership role for the event as the Nutrition Security Sponsor. This aligns 
with our commitment to fighting food insecurity and to supporting healthier communities. 
PFG’s sponsorship for a campaign to promote healthy donations to foodbanks supports the 
opportunity for those in need to have healthier options for feeding their families.
RESPONDING TO DISASTERS
When a disaster strikes, PFG partners with local chapters of the American Red Cross. We 
provide food and water donations, match our associates’ financial contributions, and leverage 
our nationwide network to provide logistics support and help deliver relief to communities in 
need. We are committed to providing comfort and sustenance to those most in need.
This year, our disaster response included financial contributions to World Central Kitchen 
after communities in Texas were hard hit by severe storms. WCK’s mission to address hunger 
inspired us to provide financial support, as well as continue to offer our distribution expertise 
to assist the organization with delivery of food and other supplies quickly, when they are 
needed most.

28
GOVERNANCE  
Our
OUR APPROACH TO ESG GOVERNANCE
	 - 	Board Snapshot
	 - 	Corporate Governance Highlights
DATA PRIVACY & SECURITY
CODE OF BUSINESS CONDUCT
SUPPLIER CODE OF CONDUCT

29
9
INDEPENDENCE
TENURE
DIVERSITY
AGE
9 directors are 
independent
2 directors
>10 years
9 directors
<10 years
3 directors
are women
2 directors
are ethnically
diverse
1 director
Over 70 
years
7 directors
61 to70
years
3 directors
50 to60
years
OUR GOVERNANCE 
We understand that any successful ESG strategy must include clear, effective governance. As 
such, PFG has committed to developing the tools and systems necessary to help us embed 
ESG across our enterprise, while also identifying and addressing specific issues that we 
consider of particular concern. 
OUR APPROACH TO ESG GOVERNANCE  - BOARD SNAPSHOT
CORPORATE GOVERNANCE HIGHLIGHTS 
BOARD INDEPENDENCE – PFG has fully independent Audit, Compensation and Human 
Resources, Nominating and Corporate Governance, and Technology and Cybersecurity 
Committees. Eighty-two percent of directors are independent and the Board holds regular 
executive sessions of independent directors.
BOARD ESG OVERSIGHT – Our diverse Board has deep experience in the food distribution 
industry as well as other industries that have a comparable level of ESG and climate-related 
risk exposure, such as consumer goods, food production and hospitality. Our Nominating and 
Corporate Governance Committee has oversight responsibilities on PFG’s ESG strategies and 
programs and receives ESG progress reports on a quarterly basis.
STOCKHOLDER RIGHTS - We have structured our corporate governance in a manner that 
aligns with our shareholders’ rights and interests.
•	 Majority voting standard for the election of directors in uncontested elections 
•	 Proxy access bylaw provision enabling a stockholder who has owned a significant amount 
of our common stock for a significant amount of time to submit director nominees 
•	 Majority voting standard for amending our governing documents 
•	 Majority voting standard for removing directors 
BOARD BEST PRACTICES, POLICIES & GUIDELINES  
•	 Stock ownership requirements for executive officers and directors 
•	 Policies prohibiting hedging our shares 
•	 Commencing at the Annual Meeting, the Board will be declassified, and all directors 
will be elected for one-year terms
•	 Corporate Governance Guidelines place limits on the number of public company 
directorships held by our directors 
We are actively leveraging the deep experience of our Board in the oversight of our ESG program. Our 
Nominating and Corporate Governance Committee has been given the responsibility of overseeing our 
ESG efforts. This includes providing regular council to our Senior Executives and helping to provide 
guidance on our ESG strategy. The Nominating and Corporate Governance Committee receives 
quarterly updates on ESG progress and is engaged on an as-needed basis if an issue that rises to a 
Board level concern develops between formal Board meetings. 
In addition to our Board, we have developed a C-Suite ESG Executive Committee that consists of our 
Chief Financial Officer and our Chief Legal Officer, who meet regularly with our ESG leader and who 
provide regular direction on our ESG efforts. This includes ensuring that the ESG program has the 
resourcing and support needed to deliver on the ESG goals and strategy PFG has set for itself. 
Finally, to embed ESG across the enterprise, an internal governance structure has been created. PFG 
has a dedicated senior-level resource that has been given responsibility for day-to-day management 
of ESG and oversees a series of cross-functional ESG committees that include Operations, Supply 
Chain, Non-Food, Ingredient Transparency, Employee Engagement & Wellbeing, and Transparency and 
Disclosure. The Committees meet bi-weekly to review Action Plans that have been created to advance 
efforts intended to help us achieve the ESG goals specific to each area. 
The Committees are made up of individuals from the relevant departments that are connected to each 
area and thus bring the needed subject matter expertise as well as the implementation support needed 
to ensure the successful advancement of PFG’s ESG efforts.

30
DATA PRIVACY & SECURITY 
PFG adopts a layered defense with an in-depth, risk-based approach to identifying and 
addressing data security risks. PFG’s Information Security Program proactively assesses 
security trends, current gaps and our business strategy to manage a three-year rolling 
cybersecurity strategy. This strategy considers existing risks or those likely to be encountered 
based on our industry, company profile and business objectives. The strategy also considers 
shifting technology trends that could have a material impact on our security infrastructure (e.g. 
third- party hosted/dependent and a mobile workforce). 
PFG maintains several administrative and technical controls and capabilities to both 
prevent and detect associated security risks. Our security capabilities and controls include 
a combination of internally defined policies and standards, technical solutions, operational 
processes and staff training to address potential operational, reputational, financial and 
regulatory risks. PFG’s control environment and strategy is aligned with the National Institute 
of Standards and Technology (NIST) Framework for Improving Critical Infrastructure Security. 
In addition, PFG’s Chief Information Officer and Chief Information Security Officer provide 
quarterly updates to the Technology and Cybersecurity Committee of the Board on progress of 
security initiatives, strategy, operational performance indicators, risks and notable incidents.
Preventive and detective controls are augmented by both technical and administrative 
capabilities to identify gaps in existing controls or vulnerabilities in information systems. 
PFG uses independent service providers to test PFG’s network and select applications for 
vulnerabilities, at least annually. We also maintain an internally managed vulnerability program 
which regularly assesses PFG systems and reports to our IT team and business leadership 
for awareness, action and/or acknowledgment/acceptance of associated risks. PFG also 
implements a Risk Management program to identify and track information risks from myriad 
sources, including third parties, technology projects, acquisitions, ad-hoc risk assessments 
and external audits, adjudicating them based on severity. 
The company has a documented Security Incident Response Plan, which is routinely updated 
and includes steps to triage multiple types of security incidents of varying magnitudes. 
Tabletop exercises are performed periodically to prepare response teams and leadership in the 
event of a significant incident. The response plan ensures we have the adequate processes 
and resources in place for the identification, containment, and eradication of incidents, as 
well as for the notification of related parties and the restoration of affected systems back into 
the business environment. As part of the incident response process, incident investigations 
are conducted and procedural, operational, technological and/or training improvements are 
implemented to address root causes. 
PFG is subject to external audits in alignment with the Internal Controls Over Financial 
Reporting (ICOFR) review process. This includes yearly Information Technology General Control 
Testing and periodic reviews of risks and controls related to cybersecurity items that may 
impact financial reporting control objectives.
PFG maintains an Information Security Training Program that combines several forms of 
training across user types. Training methods include general ad-hoc advisories, computer-
based training/e-Learning and mock phishing exercises. Computer-based training is tailored 
for general end users and targeted training is provided to users in inherently higher risk 
positions, those subject to specific regulatory requirements or enrolled based on performance 
of mock phishing exercises.

31
CODE OF BUSINESS CONDUCT 
At PFG we believe that ethical business is an essential part of our success. As such, we have 
developed a Code of Business Conduct that ensures our high standards for ethical behavior 
being met by all our associates, officers and directors.
The Code addresses expected behavior with fellow associates, shareholders, suppliers and 
the customers and communities we serve, and commits PFG to operate honestly, ethically 
and in good faith. It ensures that PFG and its stakeholder are compliant with all laws, rules 
and regulations and sets forth our policies and expectations on topics including conflicts 
of interest, confidentiality, anti-bribery, business conduct, insider trading, safety, non-
discrimination and unlawful harassment. Moreover, the Code provides an anonymous hotline 
and multiple channels for reporting violations to the Code and employs an anti-retaliation 
policy to protect all who in good faith come forward with a report or complaint. 
All associates receive training on the Code of Business Conduct and Anti-Corruption policy 
every year. In addition, PFG also requires all exempt associates to review and acknowledge the 
Code of Business Conduct and the Anti-Corruption Policy, in full. Non-exempt employees are 
required to review and acknowledge the key concepts of both policies as well. The review and 
acknowledgment of the Code and Policy by all associates occurs annually.
PFG aims to cultivate transparent, fair and ethical relationships with suppliers and prioritizes 
working with those that share our commitment to conduct business responsibly, sustainably 
and in alignment with our ESG goals.
In this spirit, PFG maintains a Supplier Code of Conduct that defines the conduct 
expectations we have for our supply chain partners. We understand that for PFG to be 
successful in our ESG efforts, we need to work with our supply chain and manage the 
impact our vendors have on key topics. The Code addresses these material issues, which 
include conflict of interest, anti-bribery, corruption, money laundering and international legal 
compliance, human rights and workforce standards, health, safety and the environment and 
food safety. Our Supplier Code of Conduct also highlights PFG’s right to audit compliance 
and verify ESG business performance by vendors we work with and articulates our right to 
terminate our relationship with vendors who violate the provisions of this Code. 
As part of our commitment, we have established the goal to conduct an ESG Supplier 
Survey with 95% of suppliers of PFG branded products by 2022 in alignment with 
the Supplier Code of Conduct. In fiscal 2021, we rolled out our first ESG Supplier Survey 
and are committed to leveraging this engagement tool to ensure alignment with our Code 
and to identify and strengthen strategic partnerships that are consistent with our long-term 
aspirations.
SUPPLIER CODE OF CONDUCT

32
ON CLIMATE-RELATED 
FINANCIAL DISCLOSURE  
Taskforce 
EXECUTIVE SUMMARY
GOVERNANCE
STRATEGY
RISK MANAGEMENT
METRICS & TARGETS

33
EXECUTIVE SUMMARY 
Through its subsidiaries, Performance Food Group (PFG) Company markets and distributes 
approximately 250,000 food and food-related products from 107 distribution centers to 
over 250,000 customer locations across the United States. Our 23,000 associates serve a 
diverse mix of customers, from independent and chain restaurants to schools, business and 
industry locations, hospitals, vending distributors, office coffee service distributors, retailers, 
convenience stores, and theaters. We work to build lasting relationships with our customers, 
doing everything we can to ensure success for all. 
PFG understands the acute nature of our exposure to physical climate-related risk. As a 
purveyor of agricultural products, changes in climate can result in scenarios that would alter 
the growing conditions needed to produce the raw materials we rely on. Further, extreme 
weather events can damage or destroy those crops. Finally, since a significant part of our 
business involves distributing food from warehouses to end users, severe weather events, 
such as fires, hurricanes, tornadoes or floods, can negatively impact our business. 
We are therefore committed to implementing measures to mitigate our exposure to climate 
risk. This includes having scenario plans in place to address severe weather events when they 
occur, working to ensure we have a diversified supply chain, and actively pursuing efforts to 
reduce the emissions of our business while working with our supply chain to do the same. 
Environmental, Social & Governance (ESG) issues and climate risk, are managed by PFG at 
several levels. 
Our Board of Directors has given ESG oversight responsibility to our Nominating and Corporate 
Governance Committee. The committee provides direct guidance to the company’s senior 
executives on the direction of our ESG strategy and helps to ensure that, in cases of particular 
risk exposure such as climate, there are active measures in place to mitigate those risks and 
ensure business continuity. 
The Board’s Audit Committee is responsible for providing oversight on enterprise risk 
management, including guidance around the need for improved focus on ranking and 
evaluating specific enterprise risks.  
To ensure implementation of the necessary work needed to address these risks, PFG has 
set up an Executive ESG Steering Committee and several cross-functional working groups 
dedicated to the development and execution of strategies that will help advance our efforts to 
improve ESG performance and, more specifically, to mitigate climate risk. 
The committee directly engaged in supporting efforts to identify and address climate risk is 
our Supply Chain and Operations Committee. This committee works to determine our baseline 
emissions, set our carbon reduction and renewable energy goals, assess our supply chain’s 
ESG performance, and identify and address any other specific risks or concerns.
GOVERNANCE

34
STRATEGY
PFG has identified several specific climate-related risks to be addressed, including: 
PHYSICAL 
• 	PFG is reliant on agricultural products and, as such, there are risks associated with the 
consistent availability and pricing for agricultural commodities which could be impacted by 
volatility in climate and weather patterns.
• 	As a company that distributes product via trucking, the increasing implications of 
unpredictable and increasingly severe weather events can cause disruptions in the delivery of 
product and the continuity of business. 
TRANSITION 
•	 PFG is aware of the impacts associated with changing consumer expectations, increasing 
pressure on PFG customers to address climate-related actions, and a reliance on traditional 
fossil fuels resources. 
The following outlines the specific risks identified and monitored through our Enterprise Risk 
Management processes:
ESCALATING THREAT OF CLIMATE CHANGE
DESCRIPTION
STRATEGY 
The latest IPCC report indicates that we 
are at “code red” for humanity. The report 
reaffirmed previous indications that stated 
a need to keep global warming below a 
1.5°C threshold. The new report highlights 
an increasing urgency and the need for 
a complete cessation of CO2 and other 
greenhouse gas emissions if we are to 
stabilize our environment and prevent 
permanent damage. 
PFG has contracted with Schneider Electric to complete 
an analysis of the company’s carbon footprint that has led 
to the establishment of the company’s greenhouse gas 
emissions baseline. Based on the results of the analysis, 
the company will be setting an enterprise-wide carbon 
reduction target, covering Scope 1 & 2 greenhouse gas 
emissions.
PFG has developed a strategic plan for expanding the 
purchase of renewable power, and launched its first solar 
project in New Vineyard, Maine. In addition, the company 
has implemented strategic programs for reducing its 
carbon intensity by improving the energy efficiency at its 
facilities and incorporating an integrated approach to fleet 
fuel management that combines associate engagement, 
low-carbon technologies, and strategically located 
redistribution centers.
SHORT- TO LONG-TERM
WEATHER-RELATED EVENTS
DESCRIPTION
STRATEGY 
The increasing frequency and severity 
of weather-related events such as fires, 
hurricanes, tornadoes, drought and floods 
are creating conditions that challenge the 
consistency and reliability of agricultural 
feed stocks. These same events also 
threaten the stability of distribution routes 
and methods needed to move product 
from source to customer. 
Our comprehensive business continuity and disaster 
recovery readiness strategy prepares our business to 
react to a wide range of man-made and natural events 
that threaten our own business and the businesses of 
our suppliers and customers. Key tenants of our strategy 
include: 
•	 Developing, implementing and constantly reevaluating 
the effectiveness of our business continuity and 
emergency preparedness plans for both seasonal 
and unexpected extreme weather events across the 
country (i.e. hurricane season). 
•	 Monitoring of the National Oceanic and Atmospheric 
Administration (NOAA) alert systems and reports for 
geographies with high climate change risk exposure 
to inform our own logistical response and community 
support efforts when disaster strikes. 
•	 Standardizing enterprise protocols for facility 
preparation, associate welfare check-ins, customer 
and supplier contingency plans for distribution, and 
the evacuation of people and product. 
•	 Implementing systems for controlled shutdown 
of facility operations and power sources, damage 
assessment for facilities, product and surrounding 
infrastructure, and facility start-up and repair 
personnel notification. 
•	 Rerouting training for our distribution operators 
ensures those on the front lines of delivering products, 
especially in times of extreme need, can leverage their 
skillset in rerouting distribution when infrastructure 
damage poses an immediate and unanticipated threat. 
•	 Enhancing neighboring operating company 
collaboration on business continuity responses will 
strengthen our ability to manage threats across 
geographies, product categories and stakeholder 
groups. 
SHORT- TO LONG-TERM
STRATEGY - RISKS

35
STRATEGY - RISKS CONT.
SOURCING OF RAW MATERIALS AND AGRICULTURAL COMMODITIES 
DESCRIPTION
STRATEGY 
The long-term changes to climatic 
conditions are resulting in changes to the 
stability of growing regions that are relied 
upon for agricultural commodities and 
animal husbandry.  These changes make 
it difficult to predict the stability of supply 
and reinforce the need for a more diverse 
supply chain. 
PFG is actively working to set minimum and maximum 
thresholds for single-source product and seeks to 
diversify products across food/commodity categories to 
multi-source wherever possible. 
Additionally, PFG employs a third-party consultant that 
tracks food commodity issues globally and delivers 
daily, weekly and monthly reports highlighting potential 
concerns in both availability and pricing. When a product 
is determined to be at risk, PFG seeks to first identify 
additional sources for the purchase of that product to 
mitigate the risk. If that is not possible, alternative product 
options are identified and offered to customers that still 
meet the desired use case. 
SHORT- TO LONG-TERM
CHANGING POLICIES AND REGULATIONS 
DESCRIPTION
STRATEGY 
There has been a significant increase 
in the number of proposed regulations 
being advanced by agencies, such as the 
SEC, the U.S. Treasury Department and 
the U.S. Congress, focused on mandatory 
climate reporting. This is combined with 
the Presidential Executive Order on 
climate and a rapidly changing legislative 
environment focused on reducing overall 
greenhouse gas emissions across the 
U.S. economy. 
PFG has taken a proactive position on ESG and climate 
risk reporting, using both the Sustainable Accounting 
Standards Board (SASB) and Task Force on Climate 
Related Financial Disclosure (TCFD) frameworks annually.
The company is also working to proactively reduce 
emissions and its reliance on traditional fossil fuels. This 
includes: 
•	 Monitoring regulatory developments at the federal, 
state and local level. 
•	 Setting climate goals and implementing the ESG 
strategy. 
•	 Deploying renewable energy through onsite 
installations and power purchasing agreements. 
•	 Improving energy efficiency and reducing carbon 
intensity through active Treasure Hunts and 
operational improvements. 
•	 Reducing food and operational waste. 
•	 Expanding access to more sustainably sourced 
products.
PFG actively monitors the regulatory and legislative 
discourse and actively complies with all legal and 
regulatory requirements that impact its business. 
SHORT-TERM
EVOLVING MACROECONOMIC TRENDS 
DESCRIPTION
STRATEGY 
The combination of the global pandemic, 
changing economic conditions being 
driven by escalating climate impacts, and 
new climate regulations are resulting in 
evolving macroeconomic trends that can 
drive risk exposure. 
PFG actively tracks consumer purchasing trends and 
consumer confidence, as well as how that data might 
impact the business. This information is used to make 
strategic decisions about profitability and pricing.  
LONG-TERM 
CHANGING CONSUMER REALITIES & CUSTOMER EXPECTATIONS
DESCRIPTION
STRATEGY 
As climate risk and climate action 
becomes more important for public and 
private companies, PFG’s customer 
expectations and the anticipated 
efforts required from PFG will change. 
These changes are also being driven 
by shifting consumer preferences, as 
younger customers increasingly seek 
out companies that are taking a more 
proactive position on climate. 
PFG continues to develop and deploy strategies focused 
on executing against the company’s ESG goals. These 
include our environmental/sustainable, supply chain and 
social goals. 
PFG conducts customer satisfaction surveys twice a 
year to evaluate changing attitudes and purchasing 
requirements. These insights are then used to help drive 
strategic decisions around customer engagement and 
product development. 
The PFG ESG supplier survey also evaluates the potential 
impact of our supply chain to leverage and use those 
insights to identify areas of opportunity as well as risks 
to mitigate. 
LONG-TERM

36
STRATEGY - OPPORTUNITIES
PRODUCTS AND SERVICES  
DESCRIPTION
STRATEGY 
PFG continues to expand its product 
portfolio with the intention of adding 
healthier and more sustainable 
options that meet changing consumer 
expectations.
These changes also help the company 
de-risk the product portfolio from 
changing issues associated with threats to 
traditional agriculture. 
PFG actively sources product lines that are focused on 
the provision of sustainable options. Those include: 
•	 Green Origin line: This line provides plant-based 
protein alternatives that deliver the satisfaction of 
meat products without the environmental impacts and 
natural resource demands associated with livestock 
farming. 
•	 Braveheart & FarmSmart Meats: These product lines 
provide the steakhouse experience in quality and 
flavor while minimizing the methane emitted, water 
consumed and land used to humanely raise healthy 
livestock. 
•	 Sustainable Options: Our customers contribute to 
the global plastics crisis due to the nature of their 
businesses and the need for single-use, disposable 
non-food items.
	
We are developing a program in partnership with Tier 
I suppliers to provide recyclable, biodegradable and 
compostable non-food items. Working with partners 
deeply involved with the Sustainable Packaging 
Coalition, this strategy will reduce our own risks, 
the risks to our customers, and will support our 
competitive advantage by providing a solution 
to a fundamental sustainability challenge in the 
restaurant, hospitality and foodservice industries. 
In addition, PFG has set a goal for 90% of PFG-branded 
beef, pork, poultry, seafood, coffee and tea to be produced 
with verified environmentally sustainable and socially 
responsible practices by 2025. A survey was done 
using Share-Ify to evaluate the present state of product 
certification that received over a 95% response rate. 
SHORT- TO LONG-TERM 
RENEWABLE ENERGY PURCHASING 
DESCRIPTION
STRATEGY 
It is essential for PFG to diversify its 
energy sourcing to combat both evolving 
climate policy and to mitigate potential 
pricing concerns and availability and 
consistency of fossil fuel service. 
PFG is completing an analysis of renewable energy 
purchasing options. This includes both onsite 
opportunities and power purchasing agreements. 
The company has set a goal of procuring 10% of its 
energy from renewable sources by 2030.
In July 2021, the company launched its first solar project. 
The project is a 2.25 MW community solar initiative in 
New Vineyard, Maine, expected to generate 3,000 MWh 
annually beginning in 2022, avoiding 2,103 metric tons 
of greenhouse gas emissions annually. 
LONG-TERM

37
RISK MANAGEMENT 
In fiscal 2020, PFG developed and deployed an enterprise risk management tool focused on 
identifying categorical risks, ranking those risks, and monitoring progress in mitigating them. 
The risk analysis process then assigns a risk as either being green, yellow or red, which 
indicate escalating levels of risk to the company. That analysis is then turned into a dashboard 
that is used to track risk severity and progress in mitigating those risks.  
The Enterprise Risk Management (ERM) analysis identified four categories that specifically 
included climate-related risks: 
•	 Supply Chain 
•	 Macroeconomic
•	 Logistics/Transportation Disruption
•	 Environmental 
The PFG enterprise risk management process has flagged these categories and updates are 
delivered to the Audit Committee of the Board a minimum of two times per year. In addition, 
cross-functional teams within PFG are actively monitoring the challenges and opportunities 
represented by these risks, and are creating strategic plans designed to ensure business 
continuity and an ability to maintain the consistency of operation required by our customers. 
The dashboard is produced monthly as part of an effort to regularly reassess risk level and 
force rank the risks to ensure that the company is prioritizing significant concerns. Those 
dashboards, and the underlying analysis, ensure that PFG is actively engaged in an effective 
overall risk management. 
The ERM efforts are then combined with PFG’s ESG program, which further assesses 
challenges, concerns and risks associated with issues that fall within the ESG program, 
including: 
•	 Sustainability and Environmental Performance 
•	 Energy Efficiency and Renewable Energy 
•	 Responsible Sourcing 
In fiscal 2021, PFG launched an ESG-focused supplier survey designed to assess how the 
company’s vendors are performing on ESG issues. The responses from that survey are 
evaluated and the supply chain is then force ranked to identify who is leading and who is 
lagging. For those businesses in the leading category, PFG is working to develop further 
collaborations to enhance the efficacy of the efforts being put in motion by supply chain 
partners. For the laggards, PFG is identifying potential risks, which are then added to the 
larger risk analysis and addressed through both the ESG goals and strategies and the ERM risk 
mitigation efforts.

38
METRICS & TARGETS 
In fiscal 2021, PFG hired Schneider Electric to complete a greenhouse gas inventory for the 
company. The analysis was inclusive of Scope 1 and Scope 2 emissions. Schneider found the 
following, using fiscal 2021 as a baseline year (Scope 1 + Scope 2 market-based emissions): 
813,566 metric tons of CO2e. Based on this inventory, PFG will be establishing an enterprise-wide 
carbon reduction target by 2022, covering Scope 1 & 2 greenhouse gas emissions.
To capture the opportunities pertaining to resource efficiency and the adoption of low-emission 
energy sources, PFG has established the following goals:
•	 Reduce power consumption intensity by 20% by 2030. 
•	 Secure 10% of purchased electricity from renewable sources by 2030.
PFG is also actively tracking product-specific climate-related risk through a contracted third 
party that provides daily, weekly and monthly updates on food commodity risks on a global 
scale. This data is used to make decisions about the need to diversify sources and/or shift 
purchasing and product options to meet consumer demand. Changing climate conditions and 
severe weather disruptions are contributing factors included in the regular risk analysis. 
PFG understands the importance of tracking and addressing climate-related risks, due to their 
financial impact and their contribution to business continuity and ESG performance. 
The company continues to work on enhancing its strategic approach to risk identification and risk 
management. The work includes developing and deploying metrics and targets to ensure a more 
focused approach to measuring and tracking climate risks and PFG’s efforts to address them. 
CONCLUSION

39
SUSTAINABILITY ACCOUNTING 
STANDARDS BOARD 
SASB Index 
FOOD RETAILERS & DISTRIBUTORS STANDARD
ACTIVITY METRICS

40
FOOD RETAILERS & DISTRIBUTORS STANDARD
TOPIC
CODE
ACCOUNTING METRIC
FY2021 PERFORMANCE
Fleet Fuel Management 
FB-FR-110a.1 
Fleet fuel consumed, percentage renewable 
7,144,180 Gigajoules, 0% renewable
Air Emissions from Refrigeration
FB-FR-110b.1
Gross global Scope 1 emissions from refrigerants 
131,803 metric tons CO2-e
FB-FR-110b.2
Percentage of refrigerants consumed with zero ozone-depleting 
potential
99.95% (100% for fleet refrigeration and 99.95% for warehouse refrigeration)
Energy Management 
FB-FR-130a.1 
(1) Operational energy consumed, (2) percentage grid electricity, (3) 
percentage renewable 
(1) 1,490,998 Gigajoules, (2) >99% grid electricity, (3) <1% renewable
Food Waste Management 
FB-FR-150a.1 
Amount of food waste generated, percentage diverted from the 
waste stream 
21,138 metric tons, 39%
See page 15, Food Waste Section.
Data Security 
FB-FR-230a.1 
(1) Number of data breaches, (2) percentage involving personally 
identifiable information (PII), (3) number of customers affected 
(1) 0, (2) 0%, (3) 0
FB-FR-230a.2
Description of approach to identifying and addressing data security 
risks 
See page 30, Data Privacy and Security section.
Food Safety
FB-FR-250a.1 
High-risk food safety violation rate 
0 – No high-risk food safety violations.
As a food distributor, PFG’s regulatory exposure is minimal and in general does 
not relate directly to high-risk food safety concerns for storage and distribution. 
For the few PFG-owned and operated food production facilities, there were no 
high-risk food violations. See page 19, Food Safety and Accountability section.
FB-FR-250a.2
(1) Number of recalls, (2) number of units recalled, (3) percentage of 
units recalled that are private-label products 
(1) 0 recalls issued from PFG production facilities, (2) 0, (3) 0
As a food distributor, PFG participates in product recalls as the consignee 
versus the issuer; issuance of product recalls is the responsibility of the food 
manufacturer. No recalls were issued from the few PFG-owned and operated food 
production facilities. See page 19, Food Safety and Accountability section.
Product Health & Nutrition
FB-FR-260a.1 
Revenue from products labeled and/or marketed to promote health 
and nutrition attributes 
$1,464,918,3084  
FB-FR-260a.2
Discussion of the process to identify and manage products and 
ingredients related to nutritional and health concerns among 
consumers 
See page 19, Ingredient Transparency section.
 4This indicator accounts for all sales excluding Eby-Brown. The product label claims include: reduced fat, low sodium, reduced sodium, lactose free, RBST free, probiotic, vegan, trans fat free, and plant-based. In order to 
further align with SASB guidance, this FY 2021 indicator only covers health and nutrition claims, differing from the company’s previous FY 2020 SASB disclosure that covered additional sustainability-related claims.
TABLE 1. SUSTAINABILITY DISCLOSURE TOPICS & ACCOUNTING METRICS

41
FOOD RETAILERS & DISTRIBUTORS STANDARD CONT.
Product Labeling & Marketing
FB-FR-270a.1
Number of incidents of non-compliance with industry or regulatory 
labeling and/or marketing codes 
0 - Not applicable. As foodservice distributor, PFG is not responsible for product 
labeling as this responsibility falls to suppliers and manufacturers, and we do not 
alter or change the labeling or marketing codes during storage or distribution of 
the products. Within our procurement processes, we manage labeling risks by 
choosing suppliers with a longstanding reputation for quality, transparency, and 
sound governance.
FB-FR-270a.2
Total amount of monetary losses as a result of legal proceedings 
associated with marketing and/or labeling practices 
0 - Not applicable. PFG has not experienced any monetary losses associated with 
marketing and/or labeling practices.
FB-FR-270a.3
Revenue from products labeled as (1) containing genetically modified 
organisms (GMOs) and (2) non-GMO 
(1) $83,873,6355, (2) $7,203,6216 
Labor Practices
FB-FR-310a.1 
(1) Average hourly wage and (2) percentage of in-store and 
distribution center employees earning minimum wage, by region
(1) $21.18, (2) 100% of employees receive above state minimum wages 
FB-FR-310a.2
Percentage of active workforce covered under collective bargaining 
agreements 
6.10%
FB-FR-310a.3
(1) Number of work stoppages and (2) total days idle 
(1) 0, (2) 0
Management of Environmental & Social 
Impacts in the Supply Chain
FB-FR-430a.1 
Revenue from products third-party certified to environmental or 
social sustainability sourcing standard 
As part of its responsible sourcing program, we have implemented processes 
for monitoring and verifying third-party certification of environmental and socially 
responsible practices within our supply chain. 56% of surveyed suppliers of 
PFG branded products have environmental or social sustainability certifications.7 
Please see page 18, Responsible Sourcing section.
FB-FR-430a.2
Percentage of revenue from (1) eggs that originated from a cage-free 
environment and (2) pork produced without the use of gestation 
crates
(1) 4% (4% shell eggs, 4% egg products), (2) <1%
FB-FR-430a.3
Discussion of strategy to manage environmental and social risks 
within the supply chain, including animal welfare 
See page 18, Responsible Sourcing section.
FB-FR-430a.4
Discussion of strategies to reduce the environmental impact of 
packaging 
See page 15, Sustainable Packaging and Non-Foods section.
5This figure excludes accounts for all GMO claim sales, excluding Eby-Brown.
6This figure accounts for all organic sales (all organic is non-GMO), excluding Eby-Brown
7PFG is currently adjusting data management processes that will allow the company to report, in future disclosures, on revenue associated with all third-party environmental or social sustainability sourcing certifications required by SASB indicator FB-FR-430a.1.
TABLE 1. SUSTAINABILITY DISCLOSURE TOPICS & ACCOUNTING METRICS CONT. 
ACTIVITY METRIC
CODE
FY2021 DATA
Number of (1) retail locations and (2) distribution centers 
FB-FR-000.A
(1) 4 Merchant Marts, (2) 107 distribution centers 
Total area of (1) retail space and (2) distribution centers 
FB-FR-000.B
(1) 7,790 square meters, (2) 1,862,483 square meters
Number of vehicles in commercial fleet 
FB-FR-000.C
5,250 tractors
Ton miles traveled 
FB-FR-000.D
2,753,359,775,657,500,000 ton miles traveled
TABLE 2. ACTIVITY METRICS

2021 ESG REPORT
©2021 Performance Food Group