The Maple Leaf
Raise 
the Good 
in Food
Maple Leaf Foods 
2021 Sustainability Report

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Introduction
Table of contents
The Company
Better Food
Better Care
Better Communities
Better Planet
Appendix
To our readers,  
welcome to our 2021 Sustainability Report.
2021 brought on  
many challenges to  
the economy, society, 
the environment and 
the food system. 
But thanks to the resilient and dedicated people of Maple Leaf Foods Inc (“Maple Leaf 
Foods” or “the Company”) we rose to the challenge and had another strong year.
We continued to deliver on our purpose to Raise the Good in Food and progressed on our 
aspirational journey to be the most sustainable protein company on Earth. The following 
report highlights topics that are most material to our business, with all reported data 
covering the calendar year from January 1, 2021 – December 31, 2021.

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Introduction
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Raise the Good in Food
Maple Leaf Foods is a forward-thinking, values- 
based carbon neutral company with a purpose to
“Raise the Good in Food.” Raise is an aspirational statement. It 
means to move forward and constantly improve. The Good in Food 
represents everything that is good about our business from what 
our food can deliver to society to what’s in the food and what that 
means to the people that consume it.
Our purpose is why we exist as an organization.
Our vision is to be the most sustainable 
protein company on earth.
It is fundamental to our transformational and purposeful journey 
to sustainable growth. Our vision is where we are headed as an 
organization.

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Introduction
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Creating Shared Value
Creating shared value for our stakeholders is authentic to our culture, who we are and 
what we believe in. Shared value is social purpose infused with profitable growth for 
our business. It rests at the intersection of what the world needs and what we are 
uniquely positioned to do. Shared value is how we will win.
LEAD IN SUSTAINABILITY
INVEST IN OUR PEOPLE
MAKE GREAT FOOD
BROADEN OUR REACH
BUILD A DIGITAL FUTURE
ELIMINATE WASTE
We believe deeply that leading in sustainability is a catalyst for realizing growth in our 
business. We have the ability to create shared value by addressing what’s important to 
our stakeholders and their beliefs of responsible consumption and production of food.
We are focused on four sustainability pillars: 
Better Food 
Making better food that meets real 
consumer needs. 
Better Care 
Caring for our animals responsibly.
Better Communities
Strenghtening our communities.
Better Planet
Reducing our environmental impact 
to sustainable levels.

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Introduction
Our Stakeholders
We create value for our key stakeholders in a variety of ways:
Consumers: Offering accessible, affordable, and healthful food options made by a trustworthy, purpose-
driven, carbon neutral food company.
Customers: Delivering consistent, high-quality products that meet consumer demands.
People: Providing engaging, purposeful work in a safe and inclusive work environment; providing
opportunities to grow and develop.
Communities: Leveraging our scale and reach to enhance the communities we operate in and addressing
social issues where we have a unique capability to engage.
Shareholders: Ensuring business stability, creating competitive advantage and sustainable growth,
advancing strategic priorities and investing in long-term growth.
Planet: Leading in sustainability, working towards sustainable food production and reducing our
environmental impact so that present and future generations can thrive.
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2021 Sustainability Report
The Company
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Introduction
Better Food
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Better Care
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Our Blueprint
In 2017, we hosted ideation sessions with the Company’s business functions to define strategies 
and processes that will help us achieve our vision to be the most sustainable protein company on 
earth. We spent time with our people trying to understand what our purpose to “Raise the Good 
in Food” means to them. We connected with over 170 of our employees, which resulted in over 200 
unique ideas to help activate our purpose and vision.
Our Purpose Council, comprised of subject matter experts and senior leaders from different 
functional departments, assessed each unique idea against our vision, business strategies and 
purpose. This assessment, spanning several months, narrowed down the unique ideas to 10 bold 
commitments comprised of six key strategies and four sustainability pillars, which now serves as 
the blueprint for our organization.
Our blueprint consists of tangible, actionable strategies, priorities and initiatives spanning our 
entire operation, and they all connect back to our vision “to be the most sustainable protein 
company on earth” and our purpose to “Raise the Good in Food.” Our blueprint is the plan we use 
to deliver shared value for our stakeholders – consumers, customers, our people, communities and 
shareholders.Raise the Good in Food: The Maple Leaf Foods Blueprint

2021 Sustainability Report
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Introduction
CEO Message
A Message from Our CEO, Michael McCain
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A pandemic challenged us – yet it couldn’t stop us on our journey 
to becoming the most sustainable protein company on earth. 
In 2021, we made remarkable progress on our commitments to 
creating Better Food, Better Care, Better Communities, and a 
Better Planet. Our work has never been more important, as news 
about climate change and our need to act grows more frequent 
and more urgent.
Our efforts to combat climate change continue as part of the 
soul of our company. We maintained our status as a Carbon 
Neutral company and continued to progress towards our Science 
Based Targets. We focused on regenerative agriculture and 
the hope it offers in capturing carbon from the atmosphere 
and storing it back in the soil. This year we teamed up with a 
Canadian fertilizer company, Nutrien, to expand on a project that 
incentivizes and educates farmers in regions where we source 
grains to adopt regenerative agriculture practices. In 2021 the 
project encompassed approximately 20,000 acres of farmland 
in Manitoba and Saskatchewan, and we hope to quintuple that 
in 2022! Similarly, we continue to work with Indigo Ag where we 
hope to purchase certified carbon credits through their Carbon 
Program that rewards individual farmers for adopting regenerative 
agriculture practices that improve biodiversity, soil health and 
carbon sequestration. 
This year was momentous for our Animal Care program as 
we fulfilled our promise to convert all of our sow barns to our 
Advanced Open Sow Housing system. We didn’t simply put our 
sows in open spaces; we put them in optimized housing designed 
purposefully to enable them to choose when to eat, play, socialize 
and rest. These freedoms greatly enhance their well-being. It also 
helps our animal care teams provide good care in a low-stress 
environment, offering greater job satisfaction.
We didn’t stop there. We continued piloting enrichments in our 
chicken barns that enable our chickens to engage in natural 
behaviours – pecking, perching and hiding. These enrichments 
didn’t involve engineers and construction companies. They 
required care, creativity, passion – and a lot of trial, error and 
refinement. The results of all that effort will pay off as we deploy 
these enrichments throughout our chicken barns.
Building better communities is a big priority for Maple Leaf, 
whether they exist beyond our walls or within them. In 2021, 
we celebrated the Centre for Action on Food Security’s fifth 
anniversary, as it continues its work to identify and champion 
systemic solutions to food insecurity. The Centre ran a national 
campaign in 2021 to raise awareness about the choices that 
people are forced to make when they live with food insecurity 
– like choosing between food for their families or heat for their
homes. We launched a le
 
tter-writing campaign to urge the federal
government to set a target to reduce food insecurity by 50% by
2030.
For our community within Maple Leaf, we planned and prepared 
for our new way of working – under a hybrid arrangement that 
combines purposeful collaboration at the office with focused 
time working from home. This helps our people achieve work-life 
balance while achieving satisfying connections. And it also reduces 
our collective carbon commuting footprint – an excellent outcome 
for our company.  
We’ve put enormous thought into ensuring the safety of our people 
as we return to work in a post-pandemic world, and I’m proud of 
the courage we showed in requiring everyone to be vaccinated. It 
was a decision that was well received by nearly all team members 
as further evidence of our commitment to the science and to their 
safety. We achieved another year free of food safety recalls as 
we continued our efforts to make our products even safer. We 
also continued our relentless commitment to creating the safest 
possible workplaces – and our Total Recordable Incident Rate 
(TRIR) reflects that. We have achieved an industry-leading safety 
TRIR of 0.48 and 34 plants had zero injuries.  
There was much to feel proud about in 2021, and much reason for 
optimism in the coming years. Our unwavering sustainability vision 
inspires us, spurs us on and continues to deliver the shared value 
we’ve promised all our stakeholders.
Michael H. McCain 
President and CEO

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Introduction
Our History and Sustainability Journey
Maple Leaf Foods  
traces its roots back 
more than 100 years. 
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For more than 100 years, we have served Canadians by delivering high-quality, nutritious 
food to their tables. We have innovated, transformed, adapted and grown.
We are proud to be part of Canada’s food history.

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Introduction
In more recent years, we began our journey to become the most sustainable protein company on 
earth with a commitment to lead in critical issues facing the economy, society and the environment 
and address challenges where we have a unique capability to do so. 
We have come a long way on this journey and are incredibly 
proud of what we have accomplished so far.
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1991
Maple Leaf Foods Inc. is created through the merger of 
Maple Leaf Mills Limited and Canada Packers Inc.
1995
McCain Capital Corporation and the Ontario Teachers’ 
Pension Plan Board acquire controlling interest in Maple 
Leaf Foods from Hillsdown Holding plc. 
National rollout of Maple Leaf PrimeTM poultry products.
2004
Maple Leaf Foods acquires J.M. Schneider Inc., one of 
Canada’s largest producers of premium branded 
products.
2008
Maple Leaf Foods has a devastating Listeria 
contamination at one of its prepared meats facilities that 
caused 23 tragic deaths and many serious illnesses. Since 
this tragedy, it has committed to being a global leader in 
food safety and invested in a significant amount of people 
and financial resources in achieving this commitment to 
ensure it never happens again.
2013
Maple Leaf Foods appoints Lynda Kuhn, a member of 
our Senior Leadership Team, to create a company-wide 
sustainability program.
2014
Maple Leaf Foods embraces the message “you manage 
what you measure” and set ambitious goals for the 
company in key sustainability areas including nutrition, 
animal care, our people and communities. Notably, it 
committed to reducing its environmental footprint by 50% 
by 2025 and converting all its owned Maple Leaf Agri-
Farms sow barns to a new Advanced Open Sow Housing 
System by the end of 2021.
2015
Maple Leaf Foods brings on board Tim Faveri, VP of 
Sustainability & Shared Value, to oversee its efforts to 
become a more efficient and environmentally friendly 
operator.
2016
Maple Leaf Foods engages in months of rigorous leadership 
training and ideation workshops to identify the company’s 
renewed purpose and commence its transformational 
journey to make a meaningful difference.
2017
Maple Leaf Foods announces its new social purpose to 
Raise the Good in Food, its vision to be the most 
sustainable protein company on Earth and its social 
contract of shared value.
The company launches its registered charity, the Maple 
Leaf Centre for Food Security with a commitment to reduce 
food insecurity in Canada by 30% by 2030. 
The company expands into plant protein through the 
acquisition of Lightlife Foods, Inc. 
2018
Maple Leaf Foods continues to pursue plant proteins 
through the acquisition of Field Roast Grain Meat Co. 
The company launches its biggest brand strategy 
renovation to its flagship brands, Maple Leaf® and 
Schneiders®.
2019
Maple Leaf Foods becomes the first major food company in 
the world to be carbon neutral and the first food company 
in Canada to set ambitious science-based targets to reduce 
its greenhouse gas emissions, approved by the Science 
Based Targets initiative.
2020
Maple Leaf Foods announced its Diversity and Inclusion 
Blueprint, outlining its comprehensive approach to how the 
company will address systemic and cultural barriers and 
provide an environment with equal opportunity to thrive.
The company launches a refresh of its Maple Leaf Foods 
Leadership Values. 
2021
Maple Leaf Foods achieves its goal to convert 100% of our 
owned Maple Leaf Agri-Farms sow barns to an Advanced 
Open Sow Housing system. 
The company launches its comprehensive, multi-year People 
Strategy that is aimed at enabling the development of its 
people and creating an environment where everyone can all 
thrive.

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Introduction
Key Figures and Achievements 2021






Company
$4.5B
total sales 
8.8%
Adjusted EBITDA Margin
13,500
employees
32
manufacturing facilities:  
prepared meats, fresh pork,  
fresh poultry and plant protein
Better Food
100%
of our meat protein facilities are 
GFSI certified
100%
vegan plant-based 
protein products
0
food safety recalls
280,000+
food safety and quality tests 
conducted
Better Care
100%
of owned sow spaces  
transitioned to Advanced 
Open Sow Housing
98.9%
reduction in antibiotic usage 
across our hog operations  
since 2014
100%
of sow, nursery and finisher 
barns installed with 
enrichment toys
2nd
tier ranking on the Business 
Benchmark on Farm Animal 
Welfare (BBFAW)
Better Communities
$3M
of healthy food products 
and food relief donated
39%
women representation at 
manager level and above
88%
of people leaders received 
mental health training to-date
0.48
world-class Total Recordable 
Incident Rate (TRIR)
Better Planet
1st
major carbon neutral food 
company in the world since 2019
92.7%
landfill diversion rate
33.3%
reduction in food loss waste 
intensity (2016 baseline)
21.8%
reduction in electricity intensity 
(2014 baseline)

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Table of contents
Table of Contents
1.	 The Company
15	
Business and Financial Overview
20	
Governance
22	
Materiality and Reporting
25	
	Partnerships and Collaboration
2.	 Better Food
31	
Nutrition
36	
Food Innovation
39	
 Food Safety
3. Better Care
485
Commitment to Animal Care
51 
Governance, Oversight and Monitoring
54 
Standards and Performance
57 
Responsible Antibiotic Use
59 
Advocacy Leadership and Collaboration
4. Better Communities
65 
Food Insecurity
72 
Ethical Workplace Conduct
74 
 Occupational Health and Safety
80 
Diversity, Equity and Inclusion
86 
Leadership and Development
5.	 Better Planet
90	
Management and Performance
99	
Energy and Emissions
104	
Water
106	
Solid Waste
109	
Packaging
6.	 Appendix	
113    Goals and Performance Table	
119     Environmental Performance Summary Table	
120    Environmental Performance Methodology
2021 ESG Index 
2021 SDG Alignment

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The Company
The 
Company
We are a sustainable protein company that  
believes with conviction that our growth strategies  
and leadership in sustainability will strategically 
differentiate the organization and create significant 
value for our stakeholders.

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The Company
Who We Are
We are proud of our roots, which we can trace back over 100 years, but our vision and 
purpose are decidedly forward looking.
With a vision to become the most sustainable protein company on earth, Maple Leaf 
Foods is committed to creating shared value by delivering commercial and financial 
results and enhancing competitive advantage through addressing the significant 
environmental and social challenges faced by society today. We believe that the pursuit 
of our purpose to ‘Raise the Good in Food’ is a significant differentiator that will build 
trust and confidence among stakeholders. We are helping to transform the world’s food 
system so that it can survive, and thrive, for generations to come.
What We Do
Maple Leaf Foods is a carbon neutral company that responsibly produces food products 
under leading brands including Maple Leaf®, Maple Leaf Prime®, Maple Leaf Natural 
Selections®, Schneiders®, Schneiders® Country Naturals®, Mina®, Greenfield Natural 
Meat Co.®, Lightlife® and Field RoastTM. The Company’s portfolio includes prepared 
meats, ready-to-cook and ready-to-serve meals, snacks kits, value-added fresh pork and 
poultry, and plant protein products. Maple Leaf Foods employs approximately 13,500 
people and does business in Canada, the U.S. and Asia. The Company is headquartered 
in Mississauga, Ontario, and its shares trade on the Toronto Stock Exchange (MFI).
The Company
Learn more about our brands

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The Company
The Company
Maple Leaf Foods’  
Value Chain - Farm to Fork
Inputs
We source North American grains for our animal 
food, and we own five mills that produce rations 
for our pigs. We source hogs and hatching eggs 
from our own system and from trusted partners.
Barns and 
Hatcheries
We own pig barns (sow, nursery and finishing 
barns in Manitoba) and hatcheries (in Ontario and 
Alberta) that supply chicks to contract producers. 
All are closely monitored and audited to ensure high 
levels of animal care.
Transportation
We transport our eggs, chickens and pigs using specially 
trained drivers, who help ensure good animal care and 
reduced stress. We use new hydraulic-lift pig trailers 
when we transport pigs in our system to reduce the stress 
of walking up and down ramps. We also use climate-
controlled trailers to increase bird comfort.
Processing and Prepared 
Meats Facilities
Our primary processing facilities and our co-manufacturers in
Canada and the U.S. follow strict global food safety
standards. Each is monitored by dedicated inspectors and
veterinarians from the Canadian Food Inspection Agency
(CFIA) and the United States Department of Agriculture
(USDA)'s Food Safety and Inspection Service (FSIS).
Distribution
Our finished products go to one of two 
Canadian Maple Leaf Foods distribution 
centers, or directly to customers and 
international markets.
Grocery Retail and 
Foodservice
Grocery stores across Canada and the United 
States carry our brands, as well as private 
label products that we manufacture on their 
behalf. We also supply many major restaurants 
and foodservice companies.
Your Plate
At home and in restaurants throughout North 
America, people enjoy our high-quality, innovative 
products every day.

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The Company
The Company
Business and Financial Overview
We are dedicated to winning in the marketplace by continuing 
to pursue profitable growth in our meat protein business and 
are pivoting to a revised strategy to pursue steady, profitable 
growth in our plant protein business.
Meat Protein  
The Meat Protein Group is comprised of prepared meats, ready-to-cook and ready-to-serve meals, 
snack kits, value-added fresh pork and poultry products that are sold to retail, foodservice and 
industrial channels, and agricultural operations in pork and poultry. The Meat Protein Group 
includes leading brands such as Maple Leaf®, Maple Leaf Prime®, Schneiders®, Mina®, Greenfield 
Natural Meat Co.®, Swift® and other leading regional brands.
Sales for 2021 increased 6.1% to $4,366.7 million compared to $4,116.5 million last year. Sales 
growth was driven by pricing action implemented in 2021 to mitigate inflation and structural cost 
increases, growth in branded and sustainable meats, and higher poultry volumes, which more than 
offset the impact of an extra week in the fourth quarter of 2020, the impact of foreign exchange, 
lower pork volumes and lower sales to China.
Adjusted EBITDA1 for 2021 were $527.1 million compared to $510.1 million last year, and year-to- 
date Adjusted EBITDA Margin1 for 2021 was 12.1% compared to 12.4% last year.
(i)Refer to MD&A section 32. Non-IFRS Financial Measures of this document for the definition of
these non-IFRS measures.

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The Company
Driving Profitable Growth In Meat Protein
We are pursuing profitable growth in our Meat Protein 
Group through the following strategic areas:
Investing in our brands to build demand and loyalty
Leveraging our leadership in sustainable meats
Broadening reach into new geographies and channels
Delivering operational excellence 
In Meat Protein, the Company’s strategy is to drive profitable 
growth. In 2017, Maple Leaf Foods articulated its target to reach 
an Adjusted EBITDA Margin of 14% - 16% in 2022.
The Company
Meat Protein Group Adjusted Ebitda
($ Million; % of Sales)
2018
$332
9.9%
2019
$393
10.4%
2020
$510
12.4%
2021
$527.1
12.1%

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The Company
The Company
Plant-Based Protein
The Plant Protein Group is comprised of refrigerated plant protein products, premium 
grain-based protein, and vegan cheese products sold to retail, foodservice and industrial 
channels. The Plant Protein Group includes the leading brands Lightlife® and Field 
RoastTM.
Sales for 2021 were $184.1 million compared to $210.8 million last year, representing a 
decrease of 12.7%, or 6.4% after excluding the impacts of foreign exchange. The sales 
decline was driven by lower retail product volumes, including the impact of an extra 
week in the fourth quarter of 2020. This more than offset growth in food service volumes 
and pricing action implemented in the third quarter of 2020 to mitigate inflation and 
structural cost increases.
Adjusted Operating Earnings1 for 2021 were a loss of $142.1 million compared to a loss of 
$125.7 million last year.
(i)Refer to MD&A section 32. Non-IFRS Financial Measures of this document for the
definition of these non-IFRS measures.

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The Company
The Company
Charting A New Path Forward In Plant Protein
In late 2021, the Company announced that it was re-evaluating our outlook for the 
Plant Protein Group and launching a comprehensive review of the overall plant protein 
category. This decision was driven by a pronounced slowdown in growth rates in the 
category, particularly in the second half of the year, which fueled the Company’s 
imperative to identify and thoroughly assess the causes, near and long-term trends, and 
overall implications. While the Company’s analysis is ongoing, the results to date confirm 
that the very high category growth rates previously predicted by many industry experts 
are unlikely to be achieved given current customer feedback, experience, buy rates and 
household penetration. Based on this new information, we believe that the category will 
continue to grow at more modest, but still attractive rates.
Current estimates suggest that the category will grow at an average annual rate of 
10% to 15%, making it a $6 to $10 billion market by 2030. Accordingly, the Company is 
pivoting its strategy and investment thesis for the Plant Protein Group and is setting a 
new goal to deliver neutral or better Adjusted EBITDA within the next 18 months. Work is 
ongoing to build out the strategy to support this pivot, as the Company recalibrates the 
investment to align with the market opportunity.
For more information on our meat and plant-based protein financial performance, 
see our:
2021 Report to Shareholders
Plant Protein Sales
($ Million)
2018
139
2019
176
2020
211
2021
184

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The Company
Key Construction Capital Projects
LONDON POULTRY FACILITY 
We are nearing completion of a world-class, $772 million value-added poultry facility in London, 
Ontario. The new 640,000 square feet facility is expected to be one of the most technologically 
advanced poultry-processing plants in the world, with leading-edge food safety, environmental, and 
animal welfare processes and technologies. 
The new plant will initially support over 1,450 direct full and part-time jobs, with additional job growth 
as production volumes increase over time. Maple Leaf will work closely with local agencies to recruit 
and train people and provide skilled jobs in a safe and inclusive workplace. Construction is expected 
to generate approximately 300 jobs, with almost 85% of project expenditures supporting domestic 
construction and installation contractors. The facility is expected to create an additional  1,400 indirect 
jobs in the supplies and services sector and generate an estimated $1.2 billion of annual economic 
activity once it is fully operational.
Our London Poultry facility is still expected to be completed by the second half of 2022. When fully 
ramped up, this facility is expected to contribute incremental Adjusted EBITDA of about $100 million 
annually. 
This is the largest investment in the history of Ontario’s agriculture sector, and will help to position 
Canada as a globally competitive player in the food processing sector and to increase the 
competitiveness and sustainability of our agricultural sector.
BACON CENTRE FOR EXCELLENCE
In 2021, Maple Leaf Foods completed construction of a $182 million expansion to our Winnipeg prepared 
meats plant, significantly increasing our bacon production capacity with new in-house capacity for pre-
cooked, microwaveable bacon.
This investment in new state-of-the-art manufacturing equipment and cultivated in-house expertise 
represents a Bacon Centre of Excellence within Maple Leaf and positions the Company to meet the 
growing customer and consumer demand in the pre-cooked bacon market and drive innovation. The 
project is one of the many investments the Company has been making as it continues to unlock value in 
its growing prepared meats business. 
Final commissioning of the 73,000 square-foot expansion at the Lagimodiere Boulevard site in our 
Winnipeg site is expected to be completed in the near term, with commercial production ramping up 
over the course of the coming months.  By building this capacity in-house, this plant will become the 
Company’s primary pre-cooked bacon production facility.  As part of the expansion, the Company is in 
the process of adding approximately 350 new positions at the plant, bringing total plant employment to 
over 1,900 people.
The Bacon Centre of Excellence is expected to have an annual benefit of approximately $30 million Adj 
EBITDA when fully ramped up, which is expected to be in the second half of 2023.
INDIANAPOLIS TEMPEH FACILITY
Maple Leaf Foods wholly-owned subsidiary, Greenleaf Foods, SPC, has expanded its tempeh production 
capacity through the acquisition and build out of a 118,000 square foot facility in Indianapolis, Indiana.  
Initial production at the plant is targeted to begin in early 2022, and when fully operational it will employ 
approximately 115 people. If demand for tempeh continues as expected, the plant offers the flexibility for 
the Company to proceed with a second phase of the Project which could include doubling the capacity.
Building additional capacity for tempeh products aligns with Maple Leaf Foods’ goal of maintaining 
its market leadership position in this category and is consistent with its strategy to build capacity in 
support of the burgeoning consumer demand for high growth, high-margin tempeh products.
The Company

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The Company
Governance 
Maple Leaf Foods’ strong and effective corporate governance 
helps to cultivate a company culture of integrity and increases 
the accountability of all individuals and teams within the 
company. 
Corporate Governance
Corporate governance is reinforced at all levels of the 
Company. The Board of Directors and management are 
committed to maintaining a high standard of corporate 
governance to earn the trust of our shareholders and other 
stakeholders consistently.
Board of Directors
Our Board has ten members, eight of whom are 
independent of the Company and management under 
the securities laws. Our independent directors are very 
experienced, high-calibre business leaders with diverse, 
relevant skills and competencies.
The Board has a formal mandate setting out its 
responsibilities in the stewardship of the Company that 
includes the Board’s responsibilities for the appointment 
and development of management, strategic planning, 
monitoring of financial performance, financial reporting, 
risk management and oversight of the Corporation’s 
policies and procedures, communications and reporting, 
and compliance.
Learn more:
The Company
Our board of directors
Our board mandate

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The Company
Sustainability 
Governance
Our governance approach to sustainability provides a 
strong foundation, including strategic oversight, visibility, 
accountability and resources to support our purpose and 
vision to be the most sustainable protein company on 
earth. Finding the balance between what is good for our 
environment and society and what is best for our growth, 
and then focusing on opportunities that deliver both, are at 
the heart of our management processes and disciplines.
The Company's Senior Leadership Team is directly involved 
in developing, approving and updating the organization's 
purpose, values, mission, strategies, policies, and goals 
related to economic, environmental and social topics. 
The Safety and Sustainability Committee of our Board 
of Directors provides oversight for sustainability-related 
strategies, performance and reporting. The Company's 
Senior Leadership Team and Disclosure Committee approve 
the organization's sustainability report and ensure that all 
material topics are covered.
We communicate our sustainability 
initiatives and performance on a regular 
basis. Highlights of our internal and external 
communication include:
The Company
Monthly reporting to the Senior 
Leadership Team
Quarterly reporting to the CEO, 
COO and CFO
Reporting (three times per year) to the Safety 
& Sustainability Committee of the Maple Leaf 
Foods Board
Ongoing customer and stakeholder 
meetings and communications
Ongoing intranet and social media 
channel updates
Annual sustainability report and 
website update  
Chief Food Safety & Sustainability Officer
Safety & Sustainability 
Committee of the Board
President & CEO
Food Safety & 
Quality
Sustainability & 
Shared Value
Animal Care
Health & Safety, 
Security,  
Sanitation & 
Environment
Engineering

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The Company
Materiality and Reporting 
Maple Leaf Foods strives to be engaging, transparent and 
purposeful in our communication about sustainability and  
we constantly work to elevate our reporting in line with  
industry best practices and topics that are most important 
to our Company.
Materiality and Stakeholder Inclusiveness
We place tremendous value on open dialogue about sustainability with Maple Leaf Foods 
stakeholders, including our employees, consumers, customers, shareholders, investors, suppliers, 
lenders, government, and non-governmental and non-profit organizations. We engage with many 
of these stakeholders on sustainability matters on a regular basis and formally on an annual basis.
We compiled a comprehensive list of topics based on findings from consultations and surveys with 
employees, customer interviews, ongoing internal sustainability initiatives, competitive benchmark 
reports and discussions with key internal leaders who are in contact with our external stakeholders.
The Company
We plan to conduct a refreshed materiality assessment in 2022.

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The Company
This list of topics in the below materiality matrix helps guide our annual sustainability 
reporting. 
The materiality matrix guides our annual susta
inability reporting and is
 based arou
nd the foll
owing principles: 
better food, 
better care, better com
m unities, better planet, and busine
ss and governance.

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The Company
The Company
Report Boundary
Our reporting boundary includes entities over which Maple 
Leaf Foods has operational control – our processing and 
manufacturing facilities, distribution facilities and offices 
(both leased and owned buildings), feed mill operations, 
pork barns, hatcheries and poultry barns. We have reported 
on performance indicators (i.e., GRI indicators and SASB 
indicators) for these entities as applicable. In alignment 
with the GHG Protocol, we continue to refine our emission 
calculations every year due to improved availability of data 
or methodology and restate our GHG emissions back to our 
baseline year (2018).
Information Integrity
Maple Leaf Foods’ management is responsible for the 
preparation and integrity of the information reported in 
our sustainability report. Sources for statistical information 
referenced that are not related directly to Maple Leaf Foods 
are either noted or available upon request. All references 
about currency or financial information are reported in 
Canadian dollars. We believe this information accurately 
represents our sustainability initiatives and performance 
results for the 2021 reporting year.
Sustainability Reporting 
Frameworks
We report to the following frameworks 
and standards:
Taskforce on Climate-related Financial 
Disclosures (TCFD)
Global Reporting Initiative (GRI)
Sustainability Accounting Standards Board 
(SASB)
Sustainable Development Goals (SDGs)
Carbon Disclosure Project (CDP)

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Partnerships and Collaboration
We strive to take an active role in supporting continuous 
improvement by contributing our resources and knowledge 
to a broad range of organizations.
These organizations include:
Food Processing
Alberta Food Processors Association
Conseil de la Transformation Alimentaire du Québec 
(CTAQ)
Food and Beverage Canada
Food & Beverage Ontario*
Plant-Based Foods Association (U.S.)
Plant-Based Foods of Canada
Food Services  
and Grocery Retailing
Canadian Federation of Independent Grocers
Restaurants Canada
Meat and Livestock
Canadian Meat Council*
National Farm Animal Care Council (NFACC)
North American Meat Institute (NAMI)*
Responsible Meat Initiative (ReMI)* – through the 
World Business Council for Sustainable Development

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The Company
The Company
Health/Nutrition/Food 
Safety/Food Security
Agri-Subcommittee on Food Safety (ASFS)
American Meat Science Association (AMSA)*
Canadian Meat Science Association (CMSA)
Food Allergy Research and Resource Program 
(FARRP)
Food Secure Canada
Institute of Food Technologists (IFT)
International Association for Food Protection (IAFP)
Ontario Food Protection Association
Business Advocacy and 
Collaboration
Brandon Chamber of Commerce
Business Council of Canada (formerly Canadian 
Council of Chief Executives)*
Canadian Association of Importers and Exporters 
Inc. (I.E. Canada)
Canadian Manufacturers and Exporters Association
Employers Advocacy Council (EAC)
Manitoba Chambers of Commerce
Manitoba Industrial Power Users Group (MIPUG)
Ontario Chamber of Commerce
Plant Engineering and Maintenance Association of 
Canada (PEMAC)
Marketing and Innovation  
Association of Canadian Advertisers
Canadian Centre for Food Integrity (CCFI)*
Canadian Food Innovators (CFI)*
Food Processing Human Resources Council*
GS1 Canada*
Next Generation Manufacturing Canada 
Supercluster
Protein Industries Canada
Research Chefs Association
Sustainability  
Agriculture and Agri-food Canada - Sustainability 
Thematic Table 
Canada Green Building Council (CaGBC)
Canadian Business for Social Responsibility (CBSR)
Canadian Roundtable for Sustainable Crops
Circular Economy Innovation Launchpad (COIL) - 
Our Food Future*
The Manitoba Protein Advantage (MPA) *
Partners in Project Green – Toronto Regional 
Conservation Authority
Roundtable for Sustainable Palm Oil
Shared Value Initiative
World Business Council for Sustainable 
Development

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The Company
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Packaging
Packaging Consortium* Circular Materials* 
Canada Plastics Pact*
Transportation and Logistics
Private Motor Truck Council of Canada*
Transportation and Logistics
Private Motor Truck Council of Canada*
Pork Industry
Ag and Food Exchange
21st Century Pork Club (Canadian and U.S. clubs)
Canada Pork International* 
Canadian Swine Research & Development Cluster 
(CDPQ)*
Manitoba Pork Council*
Pork Value Chain Roundtable Swine Innovation 
Pork
Canadian Pork Council
Poultry Industry
Alberta Hatchery Association
Association of Ontario Chicken Processors*
Canadian Hatching Egg Producers*
Canadian Poultry and Egg Processors Council*
Chicken Farmers of Canada*
Further Poultry Processors Association of 
Canada*
International Poultry Welfare Alliance
National Chicken Council (NCC)*
U.S. Roundtable for Sustainable Poultry 
and Eggs (Poultry & Egg Sustainability and 
Welfare Foundation)
Ontario Broiler Hatching Egg and Chick 
Commission*
Ontario Hatcheries Association*  
Poultry Research Council
Turkey Farmers of Canada
Ontario Turkey Processors Association 
Poultry Industry Council
* Maple Leaf Foods holds a Board, Chair
or Advisory position.

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Profiling Our Partnerships
World Wildlife Fund (WWF)
Forests, wetlands, grasslands and soils store vital amounts 
of carbon and provide important habitat for wildlife. In 
2021, we supported WWF-Canada and the Remote Sensing 
Lab at McMaster University to create the first-ever map 
that will show how much carbon is stored in landscapes 
across Canada. By effectively stewarding and protecting 
these carbon-dense areas, we can prevent that carbon 
from entering the atmosphere where it would make the 
effects of climate change even worse. Ultimately, this work 
will help us determine how Canada’s natural features can 
help reduce carbon emissions to meet international and 
national targets.
Learn more:
WWF Carbon Map
Food Allergy Canada (FAC)
Working together, Food Allergy Canada (FAC), Université 
Laval and Maple Leaf Foods continue to lead a project 
on “Creating Food Safety Practices for Allergen Risk 
Management & Precautionary Allergen Labeling.” The goals 
of the project are to develop common allergen management 
guidelines using a risk-based approach, guidance on 
the application of precautionary allergen labeling (PAL) 
and a broader understanding on the use of food allergen 
thresholds as a component of an overall allergen risk 
management plan. PAL is currently at the discretion of the 
manufacturer, is voluntary and is not regulated by Health 
Canada. Additionally, there are no specific Canadian 
allergen management guidelines used consistently across 
the food industry. Ultimately, by applying results of the 
research, allergenic consumers will have greater confidence 
in how PAL is applied by manufacturers, and PAL will be 
considered a meaningful tool to protect against potential 
allergen risks.
In 2021, with the University of Laval, FAC led an industry 
working group who together drafted the Canadian Allergen 
Management Guidelines which are expected to be released 
in mid-2022. Additionally, a Summary of the International 
Allergen Threshold Landscape is now available.
Learn more:
Food Allergy Canada
Plant-Based Foods of Canada (PBFC)
Plant-Based Foods of Canada (PBFC) is a division of Food 
& Consumer Products of Canada (FCPC). The members of 
PBFC, including the Greenleaf Foods subsidiary of Maple 
Leaf Foods, provide choice for Canadian consumers as they 
look to include more plant-based protein options in their 
diets. PBFC works to educate consumers, government and 
industry partners about the nutritional and sustainability 
benefits of plant-based foods, consistent with the goals 
of Canada’s Food Guide. Maple Leaf is supporting the 
organization’s advocacy to modernize Health Canada’s 
standards and labeling requirements for meat alternatives, 
and advance consumer research and certification of plant-
based foods. 
In December 2020 CFIA closed the Consultation on the 
Proposed Guidelines for Simulated Meat and Poultry 
Products. The final CFIA Guidelines are yet to be released.
Learn more:
Plant-Based Foods of Canada
Canada Plastics Pact (CPP)
Maple Leaf Foods was a founding member of the Canada 
Plastics Pact (CPP). The CPP is a platform for multi-
stakeholder collaboration and industry-led innovation 
that unites leaders in Canada’s plastics value chain 
behind a common vision and ambitious goals to address 
plastic packaging waste at the source. More than 40 
leading Canadian businesses, NGOs and public sector 
partners have signed onto the CPP. They will be working to 
collectively achieve four clear, actionable targets by 2025. 
Maple Leaf Foods, together with the CPP partners, hope to 
fundamentally change the way Canadians use and reuse 
plastic, while securing a resilient economy that flourishes 
within nature’s limits. The immediate next step for the CPP 
to achieve its goals by 2025 is to develop a roadmap for 
action. To be fully transparent and ensure measurable 
action, a CPP progress report will be made publicly 
available each year.
Learn more:  
Canada Plastics Pact

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Better Food
Better 
Food
We are actively addressing the most pressing diet-related 
health issues we face as a society, including reducing 
artificial ingredients, antibiotics use, and continually 
advancing leadership in food safety.

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Better Food
Better Food 
Maple Leaf Foods is committed to delivering great tasting food with natural ingredients 
and better nutrition. Being leaders in the real food movement, leaders in authentic 
craftsmanship and leaders in great value – all while delivering nutritious, affordable, and 
sustainable food choices that don’t compromise on taste -- that is what making great 
food means to us. 
We are on a transformational journey to activate our purpose through our brands, 
expand our leadership in sustainable meats and alternative proteins, and focus on 
our competitive differences to fuel profitable growth and create shared value for 
our stakeholders. For us, creating shared value is about deeply connecting with our 
consumers to understand what they need and investing in our brands to offer the great 
food choices that they are looking for. It is about being transparent and responsible 
about what is in our products and delivering on our commitment to the highest standards 
of food safety possible. 
At Maple Leaf Foods, we strive to nourish, to produce food sustainably, to do social good, 
and to raise everyone to a better standard of living by raising the good in food. To help 
guide and define our future, we have developed a set of sustainable meat principles.
Our Sustainable Meat Principles

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Better Food 
Nutrition
We are committed to delivering great tasting food with 
natural ingredients and better nutrition.
As one of Canada's largest food producers, Maple Leaf Foods has a responsibility to 
address the pressing health and diet-related issues of society and to respond to 
consumers’ demand for improved nutrition, responsible labelling and ingredient 
transparency. We are committed to making healthy, affordable and sustainable food that 
doesn’t compromise on taste and meets real consumer needs.
Simple And Natural Ingredients 
Improving nutrition has been a key focus for our flagship brand, Maple Leaf®. All of our 
Maple Leaf® branded products proudly contain only premium meat and real, simple or 
natural ingredients, supporting our ambition to be a leader of the real food movement. In 
2018, in response to consumer demand for healthier prepared meats products that are 
made with simpler, natural ingredients, we renovated our Maple Leaf® branded products 
and reformulated them with ingredients that deliver the high-quality protein, great taste 
and real food with nothing artificial.
In 2021, we introduced “sugar free” to Maple Leaf® Natural Bacon to address the growing 
consumer demand for less sugar in their food, particularly among Canadian families. Not 
only does the addition of this claim ensure no compromise to the taste of bacon, it also 
further cements Maple Leaf® as a clear “better food” brand – one that uses only natural 
ingredients and is now sugar free! It’s everything our consumers love about bacon but made 
better, so that they can feel good about feeding it to their family and friends.

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Better FoodPicture of packaging for Maple Leaf Top Dogs
Ingredients Then
Mechanically separated chicken, pork, water, modified corn 
starch, salt, potassium lactate, dextrose, wheat gluten, spice, 
corn syrup colids, sodium phosphate, sodium diacetate, dosium 
erythorbate, garlic powder, onion powder, sodium nitrite, 
smoke.
Contains: wheatPicture of new packaging for Maple Leaf Top Dogs
Ingredients Now
Chicken, pork, water, sea salt, vinegar, spice, cultured celery 
ex-tract, cherry powder, cane sugar, smoke.
Full list of Maple Leaf ingredients

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Better Food
Sustainable Meat
We founded the Greenfield Natural 
Meat Co.™ brand in 2015 with a goal 
to make sustainable meat attainable. 
Greenfield is a disruptor – a brand that 
advances sustainable meat production 
through leadership in animal care and the 
elimination of antibiotic usage in animal 
production and sourcing. Greenfield 
is a meat brand with a purpose. The 
Greenfield brand has the following on-
pack claims to continue the advancement 
of its commitment to sustainability:
Gestation Crate Free:
Greenfield is committed to humanely raising our 
animals – which is why we are GCF, meaning we 
use an open-pen system for our sows during their 
gestation phase.
Humanely Raised: 
Humanely raised means our animals are treated 
compassionately and responsibly by our farmers 
and employees. Our practice is built on and exceeds 
a food safety and animal care program known as 
Canadian Pork Excellence and PigCARE.
Never Ever Antibiotics:
At Greenfield Natural Meat Co. our products are 
made from animals raised without the use of 
antibiotics – ever! Our producers follow standards 
of care that enable them to raise healthy animals 
without the routine use of antibiotics.
Carbon Zero:
Greenfield is made by a carbon neutral company 
and has a Carbon Zero logo on the front of product 
packaging so that consumers know they are making 
a sustainable choice.
GreenCircle Certified:
Greenfield is working with GreenCircle Certified, an 
independent third party that audits all of our claims 
to ensure our standards never settle.
No Artificial Ingredients: 
Our meat never contains artificial ingredients.
No Added Hormones: 
Our animals are never given hormones – just like all 
pork & turkey in Canada.
Vegetable Grain Fed:
Our animals receive a customized diet of 100% 
vegetarian feed. Each animal is fed a balanced 
diet based on their life stage and nutritional 
requirements.
Raised on Canadian Farms: 
All of our animals are raised locally, on Canadian 
farms, where the climate and geography provide 
ideal conditions to support good animal health & 
wellbeing.
Greenfield is on a mission to 
change the meat industry 
and reflects the very best of 
what Maple Leaf Foods is 
doing to advance leadership 
in sustainability, raising the 
high bar that we have set 
even higher. Our investment 
and focus on sustainability 
will continue to be reflected 
in what the Greenfield brand 
brings to the market.
Better Food 
Visit greenfieldmeat.com
Learn more:

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Better Food
Plant-Based Protein
In the past few years, we established Maple 
Leaf Foods as a North American leader in 
plant-based proteins by forming Greenleaf 
Foods, SPC, a wholly owned subsidiary based 
in Chicago. We have two leading, highly 
complementary brands in this category, 
Lightlife® and Field Roast™, and we are 
building leadership in this space by increasing 
organizational and operational capacity and 
our pace of innovation.
Lightlife® provides quality vegetarian and 
vegan foods prepared in the most healthy and 
sustainable manner. Meanwhile, Field Roast™ 
adapts traditional meat-making practices to 
craft vegetarian “meats” made from grains, 
vegetables and spices. Both brands have been 
answering consumer demand for plant-based 
products and have been bringing forward 
new, innovative products to grocery stores and 
restaurants in Canada and the United States.
In 2021, we deployed our brand renovation 
playbook to our Plant Protein Group brands, 
and completed the repositioning of our 
Lightlife® brand to focus on delivering simple 
and recognizable ingredients and reinforced 
the commitment of our Field Roast™ brand 
to deliver bold and adventurous taste. Both 
brands underwent significant product design 
and packaging renovations reflecting the 
revised brand mandates. All of Lightlife® 
and Field Roast™ products are 100% vegan 
certified and are in the process of being 100% 
Non-GMO Project verified.
Ethnic Choices
The Canadian population is becoming 
increasingly diverse. At Maple Leaf Foods, we 
are committed to providing consumers with a 
variety of wholesome and high-quality halal 
food under our Mina® brand. When it comes 
to processing all Mina® products, we strictly 
adhere to the food production requirements 
certified by the Halal Monitoring Authority 
(HMA).
Mina® products are made with the finest 
quality chicken or beef and are individually 
blessed and hand slaughtered. This is a 
differentiating point for Mina® and our 
competitors who machine slaughter. In 
addition, our fresh chicken products are air 
chilled for the highest quality.
We are also focused on providing our 
consumers with even more convenient halal 
options, including ready-to-eat meals and 
protein snacks. We continue to expand our 
Mina® product line to meet the growing 
demand for hand-slaughtered, ready-to-eat 
halal products such as: chicken tikka bites, 
falafel, tandoori chicken burgers and jalapeño 
beef burgers.
Better Food

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Better Food 
Nutrition Education
Knowing the right amount of which foods to eat each day and understanding how to 
read food labels is important to ensure a healthy lifestyle. To help Canadians make 
informed food choices, we are focusing on three priorities:
1. Easier-to-read labels
To help our consumers make informed food choices, we are 
simplifying and increasing the legibility of our packaging. 
Our Maple Leaf® labels are now simpler and easier to read 
and have a consistent style across all product lines. On 
our Maple Leaf Natural Selections® products, our list of 
ingredients is actually included on the front of the package, 
making it easier for consumers to locate, reinforcing that 
we have no ingredients to hide. As part of our Schneiders® 
brand refresh in 2018, which included an updated logo and 
packaging design, we renovated its product portfolio to 
offer consumers extraordinary taste with elevated artisanal 
flavours and new distinct packaging with easier-to-read 
labels.
2. Focus on the facts
We partnered with Health Canada, Retail Council of 
Canada, Food and Consumer Products of Canada, 
Canadian Federation of Independent Grocers and several 
leading food and beverage companies to launch the “Focus 
on the Facts” nutrition labelling education initiative. The 
goal is to help Canadians understand and use the Nutrition 
Facts Table (NFT) on prepared foods, with a focus on 
“Serving Size” and “Percent Daily Value.”
Our Maple Leaf® brand has begun to adopt the updated 
NFT set forth by Health Canada’s Food Labelling 
Modernization initiative. This initiative is meant to modernize 
and improve food labelling in Canada, reflect the latest 
eating habits of Canadians and enable Canadians to 
make more informed choices. It includes “% daily value,” 
food colour declarations, an updated list of minerals (e.g., 
potassium) to reflect public health concerns and more 
prominent sugar callouts on our labels.
3. Better nutrition information at
your fingertips	
All of our brand websites provide better, more engaging 
content to help people access nutritional information 
and plan their diets based on their needs. Visit Maple 
Leaf®, Greenfield Natural Meat Co.™ or Schneiders® for 
more information.
Our “Carbon Zero - Made by a Carbon Neutral 
Company” logo is now on the packaging of 
many of our leading brands including Maple 
Leaf®, Greenfield Natural Meat Co.™, Lightlife 
Foods® and Field Roast Grain Meat Co.™
Consumers can look for the Carbon Zero logo on 
the front of product packaging to feel confident 
they are making a sustainable choice and are 
supporting a carbon neutral company.

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Better Food 
Food Innovation
Innovation is the lifeblood of our business. We strive for 
continuous evolution and growth of our products and our 
business strategies. We are committed to advancing as 
an industry leader in food innovation and exceeding our 
consumer demands and expectations.
Maple Leaf Foods has continued to accelerate research and development efforts against 
a pipeline of innovation. In 2021, we worked to develop new products for the short-term 
and long-term innovation pipeline for our brands. The objective for these innovations is to 
improve our category assortment to help advance our commitment to better food and to 
ensure we remain relevant with the ever-changing consumer. There are currently several 
new product lines in development under Maple Leaf Foods with the first new innovation 
slated to launch in Spring 2023. Complementary work is underway to advance our on-
pack claim progression to ensure that we continue to accelerate the brand positioning of 
our flagship Maple Leaf® brand.

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Better Food
Innovation In Action
Maple Leaf Foods innovation team applies a consumer-centric approach to design and the 
creative problem-solving process. We run creative brainstorming sessions, workshops with people 
from across Maple Leaf Foods, creative agency partners, food experts and chefs. Together, we seek 
to create the ‘next big thing.’
Our product developers and our packaging scientists take ideas and make them a reality 
designing, building and testing prototypes in our world-class pilot plants. As prototypes are 
developed and refined, our team layers on the lens of sustainability. They leverage a network of 
suppliers, innovative processing technologies and materials to meet our sustainability objectives.
We bring in renowned food critics, food writers, chefs, butchers and expert tasters to taste our 
product. Our clean, white sensory testing room was designed to minimize distractions. Early in the 
design process, we want our food testers to objectively analyze several factors like taste, aroma 
and visual appeal. Once we know we’re headed in the right direction, we focus on the experiential 
elements with in-home trials, where real consumers have an opportunity to cook and taste the 
products first-hand in their home kitchens.
From their feedback, we learn, test and adjust until we’re satisfied that we have a winner. Then we 
get it market ready.
When the product successfully passes the test, we move it to our “Pilot Plant” where we work to 
replicate the product on a larger scale. Before a product makes it to a grocery store, it must pass 
our rigorous stage-gating process. We make sure that the product meets our exceptionally high 
food safety and quality standards. Our goal is to bring our consumers delicious and safe products.
Better Food

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Better Food
Better Food 
ThinkFOOD! Mississauga 
Innovation Centre
Our ThinkFOOD! Mississauga Innovation Centre is 
where customers, external partners, industry associates 
and consumers come together to collaborate on food 
innovation.
Our Centre features:
Four kitchens where we develop and prepare 
products
A tasting bar to sample products
A distraction-free sensory room to apply our senses 
to products
A focus group facility to engage with consumers
A marketplace to simulate a grocery environment
Our Kitchen Stage is a presentation 
room and simulated restaurant. Our 
chefs prepare and serve meals using our 
products in front of our customers and 
clients.
ThinkFOOD! Chicago 
Innovation Centre
Our Greenleaf ThinkFOOD! Innovation Center, located 
in Lisle, Illinois, a suburb of Chicago, is the dedicated 
home of the Greenleaf Foods Research, Development and 
Technology team to ideate, partner, develop and scale 
innovative plant-based proteins. ThinkFood! Chicago 
provides the infrastructure to facilitate the creation of 
novel and delicious plant-based proteins including a state-
of-the-art rapid prototyping space, food processing pilot 
plant, a multi-variety of culinary equipment and a culinary 
presentation kitchen to partner on product innovation with 
customers and supply partners.  The rapid prototyping 
space allows employees to concurrently work collaboratively 
on product designs, experimenting with new ingredient, 
flavor, plant protein, and packaging technologies to craft 
craveable plant-based proteins. 
The center was built to foster collaboration, breaking down 
barriers and allowing ideas to sprout into innovative plant-
based foods to nourish our consumers. There are two large 
open co-creation areas, conference rooms and bench 
spaces to facilitate collaboration.
ThinkFOOD! Chicago also features a 
Presentation Kitchen, a space dedicated 
to proudly showcase our product 
innovation to our Retail and Foodservice 
customers.

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Better Food 
Food Safety
Maple Leaf Foods has a long-standing commitment to become 
a world leader in food safety and advance consumer trust of 
the health and safety of the food we produce. We adhere to 
the highest food safety standards and are continuously seeking 
better ways to make our food as safe as possible. This is our 
Food Safety Promise.

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Better Food
Food Safety Strategy
The Maple Leaf Food Safety, Quality and 
Technical Services strategy represents the 
evolution of our Food Safety Promise and 
the commitments we made in 2009, which  
are embodied in our goal to always 
produce safe, great tasting food, 
produced in a safe work environment.
The strategy is put into action through the engagement of 
all Maple Leaf Foods employees and through a variety of 
initiatives, including:
Strong industry-leading food safety and quality performance metrics that ensure accountability 
through transparency
Ensuring food safety training for our people
Pursuit of a preventative approach to continuous improvement
Investment and continued support of our ambitious Salmonella Reduction Strategy in the poultry 
supply chain
Enhancing preventative controls through improved Hazard Analysis and Critical Control Point 
(HACCP) plans and expanded training and certification of associates
Relentless efforts to enhance and improve our already world-class Listeria Monitoring Program
Cultivate talent and strengthen our high performing Food Safety, Quality and Technical Services team
Drive continuous improvement in supplier and co-manufacturing Food Safety and Quality Supplier 
Performance
Better Food

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Better Food
Sanitation Strategy
Sanitation is a foundational and critical part of our food safety strategy. In order to prevent 
foodborne illness, it is paramount that all of our plants, equipment and surfaces are sanitized at 
all times and our employees are dressed in extensive personal protective equipment. In 2020, we 
launched and began deployment of our rigorous three-year Sanitation Strategy. In the first two 
years, standardization of practices was achieved by assessing each plant across the network 
and developing an improvement plan that the site was accountable for and the corporate team 
supported. 
An evaluation tool and a Sanitation Incident Reporting (SIR) performance metric were developed 
that allowed plant sanitation leaders to evaluate the success of their sanitation process and make 
improvements where needed. In the first year, significant improvements were made and our SIR 
performance metric met and exceeded our target by 19%. By the end of 2021, our SIR performance 
metric continued to improve and we met and exceeded our target by 4.2%.  Overall, the plant 
network sanitation performance improved by 63% compared to the 2019 baseline.
It is also a strategic goal of ours to achieve sanitation excellence while also successfully 
managing and preserving our assets, such as equipment. Sanitation can be incredibly damaging 
to equipment, so it is critical for us to properly procure and manage our assets while not 
compromising on our sanitation protocols. In 2021, we successfully developed a strategic plan to 
ensure continuity between our sanitation strategy and asset procurement and preservation. 
Better Food 
Salmonella Reduction Strategy
In 2021, Maple Leaf Foods continued to commit resources to its fresh poultry pathogen reduction 
efforts by focusing its efforts on Salmonella monitoring, development and execution of mitigation 
strategies along the entire end-to-end fresh poultry supply chain.
Properly cooking fresh poultry kills Salmonella, but our path forward is to first focus on pathogen 
reduction. Our multi-year Salmonella reduction strategy results in a reduction in the prevalence, 
load and likelihood of the presence of the most pathogenic salmonella stereotypes: those most 
commonly associated with human illness. The strategy continues to drive the implementation 
of best-in-class management practices, proven intervention techniques and practical steps in 
processing that will reduce risk. As in previous years, we continued to share our results and our 
learnings with industry peers and government authorities with the goal of raising the bar on this 
very important food safety challenge. 
Foreign Material Reduction Strategy
Foreign material prevention and reduction continues to be a major focus at Maple Leaf Foods as a 
critical part of our Food Safety Promise. We’ve executed a strong, new Foreign Material Company 
Standard that includes industry best practices. We focus on fact-based decisions, dedicated cross-
functional Foreign Material plant teams, as well the use of technology, such as metal detectors 
and x-rays, to enhance our ability to find foreign materials. In addition, cross-functional teams 
proactively look for risks in the process and make changes, including preventative and autonomous 
maintenance. Over the past three years, we have reduced foreign material complaints by 45%. We 
are proud of this progress and will continue our relentless pursuit to prevent and reduce foreign 
material from entering our products.

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Food Safety And Quality Management
Maple Leaf Foods has a robust and thorough Food Safety and Quality Management system that 
includes policies, company standards and standard operating procedures. Documents are housed 
in one document repository, with formal workflows, approvals, defined roles and responsibilities, 
and an established document review cycle is in place.
We continuously monitor the effectiveness of our efforts through aggressive testing of our 
manufacturing environment and our products. In 2021, we conducted more than 280,000 tests to 
measure quality and safety, including the detection of allergens, microorganisms and pathogens. 
We regularly swab, test and sanitize all our production areas, including manufacturing equipment, 
as a preventative measure to maintain the quality of our products.
In 2017, Maple Leaf Foods launched a new paradigm for food safety and quality metrics that 
has guided improved performance in our operations. We established the Food Safety Incident 
Rate (FSIR) and the Quality Incident Rate (QIR). These two indexed values are calculated each 
month for every production site based upon well-defined Key Performance Indicators (KPIs). For 
FSIR, we measure recalls, near misses, pathogen failures, repeat non-conformance on internal 
audit, regulatory non-conformance and consumer complaints for food safety–related issues. 
Similarly, the QIR metric has three KPIs: quality withdrawals, quality near misses and customer and 
consumer complaints for quality. The KPIs for each metric are used in a formula that generates the 
FSIR and QIR values on a monthly basis. Each month, plants across the enterprise are assessed 
for FSIR and QIR, and a quarterly review is held with the plant leadership group and senior 
management team, including the CEO, to discuss successes and failures.
The first four years of the program have been very successful, and adjustments were made in 2021 
to drive further improvements. We are pleased to report that our food safety and operational teams 
executed effective plans that achieved our 2021 targets. We met and exceeded our FSIR target by 
45% and QIR target by 51%. These results are a reflection of the dedication and commitment to our 
Food Safety Promise from the manufacturing facilities.
Food Safety Recalls And Market Bans
In 2021, Maple Leaf Foods had zero food safety recalls and two (2) voluntary quality-related 
product withdrawals, a result of products that did not meet Maple Leaf Foods standards. 
Corrective and preventative actions were successfully executed on the two quality-related product 
withdrawals. Our formal and robust recall standard operating procedure is updated annually with 
key learnings and clear roles and responsibilities. Maple Leaf Foods did not have any food safety or 
quality-related market bans in 2021. 
Global Food Safety Standards
Maple Leaf Foods adheres to the highest standards set by the Global Food Safety Initiative (GFSI). 
All of our meat production facilities are audited annually by an internal food safety audit function 
and a third-party auditor following either the Brand Reputation through Compliance (BRC) or 
Safe Quality Food (SQF) standards, both of which are recognized by the GFSI. All of our fresh and 
prepared meats facilities adhere to these standards.
Our plant-based protein facilities in the U.S. are either certified to the BRC Global Standard for 
Food Safety or are on the certification journey.
In 2021, despite significant restrictions imposed by COVID-19 which impacted auditor travel, 
we worked with our certification bodies to ensure continued compliance to the standards and 
maintain certification at all sites.
We require all of our raw material suppliers to have their facilities certified to a Global Food Safety 
Initiative (GFSI) benchmarked standard. We have actively tracked adherence to this requirement 
since 2015 and have discontinued business with several suppliers that were unable to meet our 
requirement.
Better Food

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We continue our commitment to support our suppliers and hold them accountable 
to achieving GFSI certification, including smaller companies that have committed to 
our GFSI requirement but need extra time to comply. By the end of 2021, the following 
suppliers are GFSI certified for our meat protein segment:
Better Food 
98.8%
of non-meat ingredient suppliers
100%
of co-manufacturers
94.6%
of food-contact packaging suppliers 
88.1%
of non-meat, food-contact 
packaging suppliers
100%
of raw meat suppliers
We have extended this requirement to our plant protein segment as well. By the end of 
2021, the following suppliers are GFSI certified for our plant-based protein segment:
100%
of co-manufacturers
88.9%
of food-contact packaging 
suppliers
97.1%
of non-meat ingredient suppliers
72.7%
of non-food-contact packaging 
suppliers
We are happy with this progress but there is still work that needs to be done. In 2022, we 
will continue working with our plant protein suppliers and all new acquisitions to support 
the certification of their facilities to a GFSI standard.

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Accredited Laboratories
Maple Leaf Foods has four accredited 
laboratories that perform analytical 
testing to maximize our food quality and 
safety and minimize health risks. Maple 
Leaf Foods’ accredited laboratories are 
ISO/IEC 17025 accredited with Standards 
Council of Canada. Our laboratories use 
advanced techniques and equipment 
to provide food safety risk assessments, 
investigative testing, method development 
and validation. Plus, our laboratory staff 
are trained and experienced in chemical 
and microbiological qualitative and 
quantitative analysis in food and food 
processing environments.
Read more:
Better Food 
On our blog
Leadership And Collaboration
Our Food Safety, Quality and Technical 
team members continue to actively 
participate in committees, task forces 
and workshops (virtually during the 
COVID-19 pandemic) throughout North 
America and globally.
Food Safety Associations and Committees that Maple Leaf 
Foods works with:
The Canadian Meat Council, the North American Meat Institute, the Canadian Poultry and Egg 
Processors Council and the National Chicken Council (U.S.) food safety and regulatory committees
The Research Advisory Committee of the Foundation for Meat and Poultry Research. 
Member and Sustaining Partner (Silver) of the International Association for Food Protection (the 
leading global food safety professional organization) for the past nine years
Sustaining Partner (Bronze) of the American Meat Science Association, for over 10 years
The GFSI Auditor Training and Professional Development Committee
Members of the Food Allergy Research and Resource Program (FARRP) and Food Allergy Canada. 
Partners with the U.S.-based Alliance to Stop Foodborne Illness (STOP)
Instructors at the bi-annual Advanced Listeria Control Workshop, sponsored by the North American 
Meat Institute

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Food Safety Advisory Council
An important aspect in becoming a global leader in food safety 
is bringing global best practices, research and trends to Maple 
Leaf Foods and broadening the collective body of knowledge in 
this critical area of non-competitive industry practice. In 2009, 
we established a Food Safety Advisory Council, which includes 
experts who bring academic and applied experience.
Dr. David Acheson, MD
President and CEO of the Acheson Group, formerly Chief Medical Officer, U.S. Food and Drug Administration
Peter J. Taormina, PhD
President of Etna Consulting Group, formerly with Smithfield Foods
Mansel W. Griffiths, PhD
Professor Emeritus at University of Guelph, formerly director at Canadian Research Institute for Food Safety
John Weisgerber
Founder of Weisgerber Consulting, formerly Director of Quality, Kraft/Oscar Mayer
Annual Food Safety Symposium
As part of our ongoing commitment to food safety leadership, Maple Leaf Foods hosted 
its 11th annual Food Safety Symposium on October 26th, 2021 in partnership with the 
Alliance to Stop Foodborne Illness.
The event, hosted virtually this year, took on a different format, but the goal remained 
the same to advance the safety of the food system in Canada, North America and 
globally.
With the theme “Speak to the Heart to Move the Mind: How Foodborne Illness Storytelling 
Can Lead to Better Food Safety Outcomes”, Maple Leaf Foods and the Alliance to Stop 
Foodborne Illness delivered a unique agenda that gave individuals who experienced life-
threatening foodborne illnesses a platform to tell their personal stories.
Learn more

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Better  
Care
Maple Leaf Foods has strong values that deeply define our 
culture and how we operate. These values extend to how we 
treat the animals we raise or source. We have significantly 
enhanced governance, investment and operational focus to 
build a world-class animal welfare program.

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As the largest Canadian meat protein company, we hold ourselves to a high standard 
of animal care. Driven by our purpose to Raise the Good in Food and create shared 
value, we recognize the humane treatment of animals for food production is a social and 
ethical priority and a responsibility that we take extremely seriously. Consumers need to 
be able to trust the integrity of the food they eat and we are committed to meeting that 
expectation. 
This requires building a strong culture of animal well-being, advancing continuous 
improvement within Maple Leaf Foods and across the industry, and holding ourselves 
accountable to performance and progress. We are committed to providing the necessary 
organizational focus and resources to advance the welfare and science-based treatment 
of animals. Our focus is on providing the best, most humane care possible for our 
animals, involving extensive research, staff training and investment in innovation.
2021 Animal Care Performance Report

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Commitment to Animal Care
We are committed to enhancing our animal wellness practices 
in a manner that advances the Five Freedoms, the most widely 
accepted global standard for responsible animal care, and 
the Five Domains, a widely adopted approach for assessing 
physical and functional factors that affect an animal’s welfare 
and overall mental state.
The scope of our Commitment to Animal Care extends throughout our global supply chains for all 
animal proteins we source. The primary focus of our Commitment to Animal Care is establishing 
standards and practices applicable to our owned operations involving live animals and the 
Canadian provinces in which they are located. Our Commitment to Animal Care additionally 
establishes a commitment to work closely with our producer partners and other suppliers to 
advance high standards of animal care across our supply chain. Animal care requirements for our 
suppliers and service providers are established through contractual agreements and in our Supplier 
Code of Conduct.
Our Commitment to Animal Care
Animal Care Golden Rules
Our Animal Care Golden Rules are a set of critical animal care standards that Maple Leaf Foods 
expects our employees and providers to uphold. They were developed for the purpose of having 
clear expectations for all individuals regarding proper care and handling of animals. An infraction 
of one of the Golden Rules leads to a comprehensive investigation, corrective actions, preventative 
action plan and progressive disciplinary action, where necessary.
Our Animal Care Golden Rules
Five Freedoms And Five Domains
The Five Freedoms are the most widely accepted global standard for responsible animal care 
and form the fundamental basis for our approach to animal welfare at Maple Leaf Foods. This 
approach identifies five core elements of animal welfare considered to be critical minimum 
standards necessary for the adequate care of livestock and poultry. As we continue to advance 
in animal care, we have moved beyond the Five Freedoms to an approach that more fully 
encompasses the mental state of animals, known as the Five Domains. This approach defines both 
positive and negative experiences for animals and serves as a guide for us to increasingly prioritize 
positive experiences as a fundamental aspect of caring for our animals.
Our overview of the: 
Five Freedoms and Five Domains

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Advancing Animal Care
As part of our purpose, Maple Leaf 
Foods is advancing our strategic 
priority of caring for our animals 
responsibly through the following 
three areas:  
Demonstrating leadership in animal care 
policies and practices
Investing in housing design and enrichment in 
all our facilities to support natural behaviours
Investing in facilities, transportation and 
processes to eliminate pain and stress
Demonstrating Leadership 
in Animal Care Policies and 
Practices
Executing our animal care strategy, measuring 
our performance on initiatives that advance 
the Five Freedoms and Five Domains
Requiring third-party suppliers to commit to 
Maple Leaf Foods’ animal welfare standards in 
procurement contracts and our Supplier Code 
of Conduct
Continuing to reduce or eliminate antibiotic 
use across our supply chains, while 
recognizing the importance of providing 
necessary medication to sick or injured 
animals
Committing to transparency in our 
communications, including reporting on our 
goals, progress and performance
Upholding our Animal Care Golden Rules 
through rigorous incident investigations and 
senior management reviews
Designing and delivering animal care training 
modules for fresh pork and poultry plants
Requiring all drivers, internal and external, to 
have transportation training that’s verified 
and tracked
Requiring all our pork and poultry operations 
to undergo an annual independent audit, and 
to correct any deficiencies immediately
Utilizing third-party remote video auditing 
(RVA) in all of our hatcheries and processing 
facilities to advance training and operating 
practices and to respond swiftly to any animal 
welfare incidents
Conducting internal audits of all our third-
party broiler farmers to ensure they are 
meeting our high standards of animal welfare

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Investing in Housing Design and Enrichment
Environmental enrichments are important because they provide animals with more 
opportunities to express their natural behaviour, such as pecking, rooting and perching, 
and can enhance their mental and physical health.
Here are some examples of how we are supporting natural behaviours in the 
animals we raise:
Transitioned all sow spaces under our management from gestation crates to our Advanced Open 
Sow Housing system as of the end of 2021
Provided environmental enrichment for our pigs in 100% of our nursery-finisher and sow barns to 
reduce boredom and promote play
Pilot-testing free farrowing systems
Conducted robust broiler environmental enrichment trials and implemented our updated 
enrichments in all barns supplying our Certified Humane® Raised and Handled and Certified 
Organic programs
Advanced environmental enrichments in our breeder grower and broiler breeder operations by 
providing pecking blocks and ramp platforms in our breeder grower barns and evaluating ramp 
platforms in our broiler breeder barns
Investing in Facilities, Transportation and Processes
Eliminating surgical castration in piglets under our management through a phased transition to 
immuno-castration
Implementing scientifically advanced and humane stunning and euthanasia, including controlled 
atmosphere stunning in all our fresh poultry facilities as a core element of our fresh poultry 
strategy
Upgraded our poultry trailers to include climate-controlled trailers and “SafeFlight” digital 
transportation monitoring system that provides real-time temperature and humidity information 
when transporting poultry
Converted our internal fleet of hog trailers to hydraulic-lift deck trailers
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Governance, Oversight 
and Monitoring
Animal welfare is a shared responsibility with Maple Leaf Foods’ 
employees, management teams, veterinarians, and executive 
leadership accountable for our performance. Our rigorous 
animal care governance, oversight and monitoring processes 
ensure that we are implementing the very best, science-based 
animal care practices and are continuously assessing and 
improving our efforts.
Our Vice-President of Animal Care leads the 
implementation of our program, which incorporates leading 
science and advancements. We have an Animal Health and 
Welfare Technical Committee and Working Group 
composed of internal experts who meet routinely to identify 
requirements, advance practices and monitor progress. We 
also work with our Maple Leaf Animal Care Advisory 
Council of external experts who recommend best practices, 
scientific research and innovation in an effort to help us 
continually improve.
Maple Leaf Foods’ senior leaders and executives routinely
engage in our animal care programs, policies and results
through our internal Animal Care Council and quarterly
update meetings. Animal care reports are submitted
quarterly to the Safety and Sustainability Committee of the
Maple Leaf Foods Board.
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Senior leaders of our hog production, poultry and pork 
businesses continue to maintain operational responsibility 
for animal care, regularly reviewing reports and audits, 
and signing off on policies. Within the business, we have 
six veterinarians who oversee animal welfare, along with 
dedicated Canadian Food Inspection Agency veterinarians 
and staff at each of our processing plants. Animal welfare 
metrics are reported regularly, and non-compliances or 
audit failures are addressed immediately.
Our Animal Care Advisory Council Members

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Education And Training
Education and training are foundational to knowledge, empowerment, accountability 
and a strong animal care culture. Every employee involved in the raising, transport and 
processing of animals must be trained on and adhere to our animal care policies and 
procedures. All employees who handle animals receive animal care training when they 
commence employment, and this is reviewed frequently, or at minimum annually. Training 
is a critical part of building a strong animal care culture.
Maple Leaf Foods has 35 experts who are Professional Animal Auditor Certification 
Organization (PAACO) certified across our pork and poultry operations, and they monitor 
animal welfare every day. Our people who are PAACO trained and certified have deep 
knowledge and skills related to animal welfare monitoring and reporting. 
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Auditing and Corrective Actions
A rigorous and highly visible internal, independent, and remote video auditing program is essential 
to reinforce high standards of animal care. Our PAACO-trained employees conduct weekly audits 
of our hog and poultry facilities, and daily monitoring of our meat processing facilities. Our meat 
processing facilities are also monitored by on-site Canadian Food Inspection Agency (CFIA) 
veterinarians. 
Our owned hatcheries, pullet and broiler breeder flocks undergo monthly internal animal welfare 
audits to ensure compliance with the National Farm Animal Care Council (NFACC) Code of 
Practice, Canadian Hatchery Federation Animal Care Program, Canadian Hatching Egg Producers 
Animal Care Program and National Chicken Council (NCC) standards. Our third-party broiler 
chicken farmers undergo animal welfare audits by our PAACO-trained Animal Health and Welfare 
Technicians (AHWT) and provincial board auditors to ensure compliance with the NFACC Code of 
Practice and Chicken Farmers of Canada Animal Care Program. All our full chicken supply chains 
undergo third-party auditing at minimum annually. 
Our owned hog production operations undergo annual internal and third-party audits by HACCP- 
and PAACO-certified auditors in accordance with the Canadian Pork Excellence and PigCARE 
programs. Our third-party hog suppliers are required to be certified under the Canadian Quality 
Assurance and Animal Care Assessment Programs, which are transitioning to the Canadian Pork 
Excellence and PigCARE programs. Our meat processing facilities are monitored by dedicated on-
site inspectors from the CFIA and are required to undergo weekly internal audits as well as 
comprehensive third-party animal welfare audits conducted by PAACO-certified auditors annually 
at minimum.
Remote Video Auditing
Using modern auditing techniques for 
system oversight is an important element of 
accountability. Remote Video Auditing (RVA) 
involves daily video-based auditing of our 
operations by trained third-party auditors. 
These auditors send out an immediate 
notification upon observation of any concern 
or infraction. Our auditing is performed by 
an industry-leading, third-party expert, 
Arrowsight, who ensures we capture the 
critical points of animal handling at our 
hatcheries and primary processing facilities. 
We are also working with Arrowsight to test 
mobile RVA technology capable of auditing 
catching and loading processes on chicken 
farms.

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Standards and Performance
We hold ourselves to the highest standards of animal care and 
are committed to science-based, best practices. We adhere 
to many industry standards and codes of practice to ensure 
we are in compliance and provide the very best care for our 
animals throughout raising, production and transportation.
Within our operations, Maple Leaf Foods adheres to a number of 
standards, including:
National Farm Animal Care Council (NFACC) Codes of Practice
Canadian Pork Excellence and PigCARE
North American Meat Institute (NAMI) Animal Handling Guidelines
Canadian Hatching Egg Producers CHEQ™ and Animal Care Programs
Canadian Hatchery Federation Animal Welfare Program
Chicken Farmers of Canada Animal Care Program
Certified Humane® Raised and Handled
Certified Organic
National Chicken Council Animal Welfare Guidelines for Broilers
National Chicken Council Animal Welfare Guidelines for Broiler Breeders

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Our Commitment To Advanced Open Housing For Sows
We are extremely proud to report that Maple Leaf Foods has transitioned 100% of our owned sow 
spaces (69,850 sow spaces) to our Advanced Open Sow Housing system as of the end of 2021.
In 2007, Maple Leaf Foods was the first major company in Canada to commit to converting sows 
from gestation crates to an Advanced Open Sow Housing System. In 2014, Canada’s pork industry 
committed to ending gestation crate use by 2024. As one of North America’s leading protein 
producers, Maple Leaf Foods signed this agreement but set a more ambitious timeline to convert 
all our owned Maple Leaf Agri-Farms sow barns to a new Advanced Open Sow Housing System by 
2022.
As part of our commitment to world-class animal care, our animal care team studied housing 
and feeding systems around the world and combined the best practices we observed into the 
company’s unique Advanced Open Sow Housing. Our system differs from other open sow housing 
systems by not just opening or removing gestation crates, but rather by creating housing areas 
with various functional spaces that support sows’ desires to choose when to play, to socialize, to 
eat and to rest. The unique open system also helps Maple Leaf Foods Team Members to observe the 
sows more readily as they move about, monitor their health more accurately and provide optimal 
care.
It takes a great deal of skill and attention to transition animals from a confined environment to 
enhanced open housing in a way that minimizes natural aggression and competition for food. 
A significant amount of research, investment and experience has enabled Maple Leaf Foods to 
support conversion of sows from confined to advanced open housing in a way that optimizes 
animal well-being.
 Advanced Open Sow Housing System Infographic

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Evaluating Freedom Farrowing Systems
In 2021, we continued to perform a small-scale trial using two different designs of freedom 
farrowing systems (maternity pens). This allows sows that are nursing piglets more space and 
increased freedom of movement, while still protecting their piglets from being injured by the sow. 
The pilot has been successful in allowing increased freedom of movement and not compromising 
the safety of the piglets. This trial will continue in 2022 and beyond as we gather more data and 
increase our understanding of sow and piglet behaviour and interaction in these advanced welfare 
maternity pens.
Environmental Enrichment
As part of our commitment to enhancing the mental and physical well-being of our animals, we 
view environmental enrichments as an important means of supporting natural behaviours, 
reducing boredom and improving the health of our animals. All of our owned pigs are provided 
environmental enrichments in the form of carefully selected hanging toys for our nursery-finisher 
pigs and group housed sows, and we are piloting additional sow enrichments such as burlap.
We have completed extensive field trials evaluating broiler environmental enrichments and we 
began our phased implementation of enrichments to support pecking, perching and hiding 
behaviours in 2021. We also provide ramp platform and pecking stone enrichments to our breeder 
grower flocks, which have led to improvements in the feathering and health of our birds, and we 
are evaluating ramp platforms in our broiler breeder flocks.
Innovations In Transportation
We have converted all of our pig trailers to hydraulic-lift deck trailers to reduce stress during 
loading and unloading and enhance ease of use for our drivers. These trailers bring the pigs from 
the sow barn to the nursery barn, and from the nursery to the finishing barns.
In our poultry operations, we have invested in five climate-controlled poultry trailers as part of our 
trailer fleet in Alberta to provide added protection for birds during adverse weather conditions. We 
have developed a custom real-time, digital temperature and humidity monitoring system called 
SafeFlight for use across our poultry transportation network. In 2021, we completed the final 
phase of our SafeFlight implementation. This system reports trailer conditions in real time to our 
drivers and lairage monitors which enables them to take immediate corrective actions if necessary, 
improving the comfort and well-being of our birds.
We routinely test new methods for keeping our birds comfortable in all types of weather, including 
fan trailers, shade devices, and adjusting trailer loading patterns, to ensure the best possible 
transportation outcomes.

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Responsible Antibiotic Use
Our society is becoming increasingly concerned about the 
use of antibiotics in animal production with alternative 
drug choices for the treatment of many bacterial infections 
becoming more limited, more expensive or non-existent.
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Maple Leaf Foods is committed to minimizing 
or eliminating the use of antibiotics wherever 
possible, while maintaining high standards of 
animal care. We are actively engaged in industry 
and government efforts to reduce antibiotic 
use in livestock operations, including increasing 
veterinary oversight of antibiotics prescribed to 
livestock.
We reduce antibiotic use through our Raised 
Without Antibiotics (RWA) program, which focuses 
on providing excellent management, health and 
nutrition to our animals so that antibiotics are 
rarely required. Should any animal, herd or flock 
that is in our RWA program become sick, all 
treatment options are considered in consultation 
with a veterinarian, including administering an 
antibiotic. If an antibiotic is administered, the 
treated animal, herd or flock is removed from the
program. We follow stringent operating protocols 
to protect the health of our animals that are 
raised without antibiotics, which is one of our 
animal care priorities.
In 2021, antibiotic use in our owned pigs was 
an average of 39 mg of active ingredient per kg 
of pork produced based on antibiotic quantity 
dispensed. Of those pigs, 56% were Raised 
Without Antibiotics and never received any 
antibiotics throughout their entire lifetime. Since 
2014, we’ve reduced our antibiotic usage by 98.9% 
across our hog production operations.
Maple Leaf Foods is among 
the largest producers of RWA 
pork in North America and the 
largest in Canadian poultry.

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Antibiotic Use in Maple Leaf Foods’ Hog Production Operations
mg Active Ingredient / kg Pork Produced
2014
3,608.4
2015
1,134.8
2016
671.8
2017
313.9
2018
106.4
2019
39.8
2020
34.6
202139.0

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Advocacy, Leadership 
and Collaboration
Maple Leaf Foods works with numerous stakeholders to 
advance animal care practices across the industry. We take 
active roles in committees and working groups that are working 
towards advancing animal care practices.
We also meet frequently with animal advocacy groups 
as they bring important perspectives to issues, global 
advancements and science related to animal welfare. 
We are committed to seeking open and constructive 
relationships with them.
Stakeholders, Committees And Working Groups That 
Maple Leaf Foods Works With:
Member of the Global Coalition for Animal 
Welfare (GCAW)
Member of the Manitoba Pork Council, which 
itself is a member of the Canadian Pork 
Council (CPC)
Board director of the Canadian Poultry and 
Egg Processors Council (CPEPC) and leader in 
initiating an in-depth broiler welfare working 
group
Associate member of the National Farm 
Animal Care Council (NFACC) 
Board member and Vice Chair of the Ontario 
Broiler Hatching Egg and Chick Commission
Sponsor of the National Science and 
Engineering Research Chair in Swine Welfare 
at the University of Saskatchewan
Member of the International Poultry Welfare 
Alliance (IPWA) and participant in the IPWA 
Broiler Subcommittee
Platform partner of the Poultry Innovation 
Partnership in Alberta
Expert panel member of the Sysco Animal 
Welfare Council
Member of the North American Meat Institute 
(NAMI) Animal Welfare Committee
Member of the NAMI Protein PACT for People, 
Animals and the Climate of Tomorrow
Participant in the Animal Health Canada Work 
Group
Collaborator and supporter of animal health 
and welfare research projects

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Leadership And Collaboration Highlights
Broiler Stocking Density Research
We collaborated with Dr. Karen Schwean-Lardner and her team from the University of 
Saskatchewan to conduct a research trial evaluating the impacts of broiler stocking density on bird 
welfare, performance, environment and condemnations. We investigated outcomes including leg 
and foot pad health, bird production parameters, indicators of stress, and environmental measures 
such as air quality and bedding quality. We also evaluated the impacts of stocking density on 
bird behaviour by analyzing video recordings. The effects of stocking density are very dependent 
on management of the environment. However, regardless of how well this is controlled, there is 
evidence of poorer welfare at higher densities, including reductions in production, poorer litter 
quality, and increases in foot pad lesions, infectious mortality, fear and stress levels.
Broiler Environmental Enrichment Trials
In 2021, we finalized the design of our broiler environmental enrichment objects following extensive 
field testing, practical experience and producer partner feedback. We also partnered with Dr. 
Martin Zuidhof through the Poultry Innovation Partnership to complete a full statistical analysis of 
our enrichment testing results, including bird behaviour, foot pad and hock lesions, bone strength 
attributes and production parameters. Our objects are designed to provide broilers with ideal 
opportunities to express their natural behaviours, while being easy to clean, biosecure, lightweight 
and safe. All of our Certified Humane® Raised and Handled and Certified Organic farms are 
equipped with our new enrichments and we are expanding to other farms in our poultry network.
Grid ramp to promote perching
Washers and zip-ties to promote pecking
Trapezoid hut to promote hiding and resting
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African Swine Fever and Compartmentalization
We have taken a leadership role in the pork industry regarding planning and preparedness for 
an outbreak of African Swine Fever (ASF) in Canada. Our current focus is to maintain and ensure 
global food security and the highest degree of animal welfare and environmental stewardship 
during the course of disease eradication efforts, should they become necessary.
A key focus of our ASF preparedness efforts is the development of an ASF-Free Compartment. 
Compartmentalization is a disease control strategy where a subpopulation of animals under a 
common management system can be certified as free of disease based on compliance with a set 
of rigorous disease prevention and risk mitigation requirements. An ASF-Free Compartment would 
allow trade to continue from Compartment farms with accepting trade partners should ASF enter 
Canada.
Maple Leaf initiated and continues to actively support a national effort, now led by the Canadian 
Food Inspection Agency and the Canadian Pork Council, to develop national standards and a 
governance framework for a National ASF Compartmentalization Program in Canada. Canadian 
efforts to develop an ASF Compartmentalization Program represent global leadership in ASF 
control.
We continue to work with expert veterinary epidemiologists at One Health Scientific Solutions and 
Ausvet to develop best practices in ASF prevention and control. A highlight of this collaboration was 
publishing a scientific article about risk-based early detection of ASF using mortality thresholds*.
Our veterinarians and technical experts are actively involved in all aspects of preparing for ASF. 
They have designed and implemented measures to protect our farms, including biosecurity 
measures necessary to prevent ASF entry, real-time traceability of movements of people, vehicles 
and pigs, and surveillance programs to ensure early detection of ASF in the event it enters Canada.
*Risk-based early detection system of African Swine Fever using mortality thresholds

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Providing Educational Experiences
In 2021, we supported several experiential learning opportunities for post-secondary students 
within our operations. We hosted three student veterinarians on poultry veterinary externship 
rotations and we hosted University of Alberta students on a virtual mini-internship to learn about 
poultry production. We were able to create a summer student internship position in our poultry 
procurement department, which was designed for a third- or fourth-year undergraduate student 
and focused on data management, scheduling, settlements, producer communication and 
relations, and in-barn experiences with field personnel. Experiential learning through visits to farms 
and other poultry and livestock operations are a critical part of educating aspiring veterinarians 
and others who seek to work with animals. We are proud to collaborate with educational 
institutions to create meaningful opportunities for students. 
Investigating Breast Muscle Myopathies
We collaborated with Drs. Shai Barbut and Leonardo Susta at the University of Guelph and with 
our genetics supplier to further investigate the epidemiology and consequences of breast muscle 
myopathies in broilers. Breast muscle myopathies result in poor meat textural qualities. By working 
with the University of Guelph team, we were able to better understand conditions leading to breast 
muscle myopathies and actions that can be taken to reduce their incidence.
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Poultry Innovation Partnership
The Poultry Innovation Partnership (PIP) is a partnership of the poultry industry, Government 
of Alberta, and the University of Alberta whose mission is to foster a healthy Canadian poultry 
enterprise. Excellence in research and innovation, knowledge management, technology transfer 
and mentoring tomorrow’s poultry professionals are the Centre’s hallmark. We have been an active 
contributor and board member of PIP since its inception in 2019, as well as an active contributor 
of the prior organization, the Poultry Research Centre. Rachelle Davidson represents Maple Leaf 
on the PIP board, and in 2021, held the position of board Vice-Chair. Her contributions included 
leveraging industry funds to support a variety of research projects, hosting University of Alberta 
students during a virtual mini-internship over reading week in February, and arranging a summer 
student internship in our poultry procurement department. Funding for the student was provided 
by PIP, the Poultry Science Association, and Maple Leaf.
Digital Farm Traceability and Biosecurity Technology
Our Maple Leaf Agri-Farms and Information Solutions Infrastructure teams co-innovated with Be 
Seen Be Safe Ltd. to adapt their existing digital traceability technology into a new system called 
Farm Health GuardianTM. Farm Health GuardianTM is a complete, real-time disease spread 
mitigation platform that tracks personnel and vehicle movements in coordination with the health 
status of barns or geographic areas. In the event of an animal disease incident, time is of the 
essence. This system allows our team to impose movement restrictions and conduct biosecurity 
trace-backs in near real-time, reducing the risk of disease spread and saving hours of work 
compared with traditional paper-based methodologies. Through the course of our co-innovation, 
we helped to develop a system that is customized for pork production operations and which allows 
greater flexibility for different types of digital connections. We have worked with Be Seen Be Safe 
Ltd. to share this system with other hog producers and pork production companies and with the 
Canadian Food Inspection Agency.

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North American Meat Institute's Protein PACT for the People, Animals and 
Climate of Tomorrow
Maple Leaf Foods leaders were instrumental in the initiation and development of the North 
American Meat Institute (NAMI) Trust in Animal Protein Task Force, and Maple Leaf’s representative 
on the NAMI Executive Board fulfilled the role of chairman of the task force. The work of the task 
force ultimately led to the formation of the NAMI Protein PACT, a multi-species effort that is 
coordinated and funded by supply chain partners across the various value chains. In 2021, Maple 
Leaf formally committed to participate in ProteinPACT by sharing data on 92 metrics in five focus 
areas, and Maple Leaf leaders are directly engaged in the sub-committee activity of the Protein 
PACT through the Animal Care, Food Safety, Environment and Human Rights / Labor pillars. 
The Protein PACT seeks to earn trust from stakeholders through continuous 
improvement that demonstrates shared value so that:
Consumers concerned about animal protein production and consumption believe the entire animal 
protein value chain is aligned with their values and is an important part of a socially responsible 
and healthy diet.
The animal protein sector is honest, open, transparent and authentic in evaluating practices, and 
is seen as such by consumers and stakeholders.
There is alignment between producers and processors in building trust (cattlemen and women, 
pork producers and processors, chicken producers and processors, etc.).
The animal protein sector co-exists with those who oppose animal protein today.
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"From the inception of the North American meat industry’s vision to align its continuous 
improvement philosophy with consumer values, Maple Leaf Foods (MLF) has provided 
a crucial industry leadership role. Not only did leaders from MLF facilitate NAMI board 
action directing the creation of the Protein PACT framework, but they also provided 
many hours of input into development of the goals, targets and metrics NAMI members 
will use to drive success in sustainability commitments across five non-competitive pillar 
areas. Furthermore, MLF leaders have acted as champions for Protein PACT, generating 
momentum and support for the vision at key moments during its development, speaking 
at board meetings, member conferences and committee meetings. MLF’s influence is 
significant because it “walks the walk” with its own commitment to sustainable meat 
production. NAMI is grateful for MLF’s partnership and generosity in sharing its expertise 
with peer processor companies of all sizes for the advancement of the whole industry."
-Julie Anna Potts, CEO, North American Meat Institute

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Better  
Communities
We value our communities and work collaboratively with 
organizations to reduce food insecurity in Canada. We value a 
culture and work environment that keeps people safe, rewards 
excellence and empowers everyone to learn and contribute 
their best.

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Maple Leaf Foods is committed to creating shared value through strengthening our 
communities and advancing meaningful social change. That’s why we created an 
organization to make a lasting, positive impact on food insecurity in Canada – The 
Maple Leaf Centre for Food Security. The Centre is a registered charity governed by an 
independent Board of Directors. Its goal is to work collaboratively across different sectors 
to reduce food insecurity in Canada by 50% by 2030.
Creating shared value also requires extraordinarily talented and passionate people 
that drive business success. Our purpose and vision attract top talent who can make 
a difference. We are committed to investing in our people and fostering a culture that 
leads in workplace health and safety and deeply embraces diversity and inclusion.  
A culture where people can bring their authentic selves to work and are empowered to 
realize their full potential.

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Food Insecurity
Food insecurity is a critical social issue that impacts health, 
academic and economic potential, and disproportionately 
affects racialized communities. We are collaborating with 
organizations to reduce food insecurity and raise the profile of 
this pressing social issue, advocating for critical policies and 
investing in programs required to drive sustainable change.
People are food secure when they have stable access to affordable, nutritious and 
culturally appropriate food. People who are food insecure worry about running out of 
food, compromise on food quality and even skip meals because of lack of access and 
money for food.
It is unconscionable that in Canada, a country of considerable wealth and resources, 
over five million people struggle with food insecurity. This is not a food issue – Canada 
has plenty of food to nourish everyone. It largely the result from insufficient or 
increasingly unstable income, worsened by remote geographic location, social isolation, 
health and knowledge barriers, and structural racism.

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The statistics are shocking:
5.8 million Canadians, 
or 15.8% of households, 
face food insecurity.
1 in 5 children live 
in food-insecure 
households.
In 2020, 5.8 million Canadians experienced food insecurity.*
See the source
Households with children are more likely to experience food insecurity. 79% of children in 
Nunavut live in food insecure households, the highest level in Canada
See the source
Indigenous & Black households have a rate of food insecurity up to 3.5 times higher than 
the national average
See the source
See the source
Food insecurity is a serious public health problem, as physical and mental health is 
closely linked to peoples’ ability to access healthy foods
See the source

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Maple Leaf Centre For 
Food Security
Aligned with Maple Leaf Foods commitment to 
shared value creation, we conducted over two 
years of consultation to establish a community 
impact strategy. This resulted in the creation 
of the Maple Leaf Centre for Food Security 
(the Centre) in 2016, a registered charity 
governed by an independent Board of 
Directors. The Centre is committed to working 
collaboratively across sectors with the goal of 
seeing food insecurity in Canada reduced by 
50% by 2030.
In 2021, we celebrated the Centre’s fifth 
anniversary.  We’ve forged deep relationships 
with thought leaders in food security work and 
have committed over $8 million in 24 
initiatives that span coast-to-coast in the first 
five years. We’ve also led advocacy work with 
government and awareness raising campaigns 
to engage Canadians and drive action. 
Here are a few of the partners and 
projects we support:
A network of municipal leaders across Canada 
called the Food Communities Network who 
share best practices to advance food security 
through policies and program interventions
An Indigenous harvester program with 
MakeWay Foundation that seeks to capture 
the impact of full-time hunters and how their 
work increases access to highly nutritious 
and culturally appropriate foods in Northern 
communities
A Market Greens initiative with Community 
Food Centres Canada that increases the 
consumption of fruits and vegetables by 
people struggling with food insecurity through 
subsidies
A partnership with Prosper Canada that will 
increase access to financial benefits among 
low-income Canadians through identifying 
entitlements and supporting tax filing
We welcomed a long-term commitment and partnership with Isaac Operations, an innovative 
process optimization consulting firm, to support the goals of the Centre and our partners. Through 
working closely with one of our partners in 2021, Isaac enabled them to realize $500,000 in savings 
by reducing operating costs and optimizing food procurement.
We were also pleased to partner with Blake, Cassels & Graydon LLP (Blakes), a Canadian law firm 
delivering business-centred legal solutions in Canada and around the world. Blakes provides both 
financial and pro-bono support to the Centre and our partners.
In 2021, the COVID-19 pandemic continued to exacerbate the challenges of food access in Canada 
and the disproportionate impact on racialized and low-income communities. While emergency food 
relief plays an important role in addressing immediate need, it's crucial to focus efforts on the root 
causes of food insecurity to see meaningful change. Strong community supports accompanied by 
focused public policy is needed to move the needle on food insecurity, and this is what the Centre 
and our partners are fighting for.
The Centre ran a national campaign in 2021 to raise awareness of the impossible choices that 
people face who live with food insecurity – having to choose between covering the rent and utilities 
or buying decent food for their families - and to encourage the federal government to set a target 
to reduce food insecurity by 50% by 2030. Over 1000 letters were sent to elected officials seeking a 
clear target and roadmap to get there. 
As part of our ongoing focus on increasing knowledge and understanding of food insecurity 
in Canada, the Centre administered three new Maple Leaf Board Chair Scholarships in Food 
Insecurity to Master’s and PhD students from Ryerson University, University of Saskatchewan, and 
the University of Guelph.

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Principles That Guide How The Centre Works
We believe food is fundamental to human health, dignity, and social and economic potential. It 
feeds opportunity.
We believe everyone should have equitable access to good food and we strive to advance 
inclusivity and equity through our work.
We seek to advance cross-sector collaboration and learning that we share with others.
We engage in advocacy, using our voice and amplifying the voices of partners to build awareness 
and shift systems to address barriers to food security.
We build partnerships with organizations that foster dignity, social inclusion and increase 
sustainable food security.
We value experimentation to learn what works and what doesn’t and strive to increase impact at scale.
We embrace clear and ambitious goals to drive us forward and apply evidence-based approaches 
to measure progress.

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Partering With Organizations
The Centre partners with organizations 
across Canada to advance food security.
Here are some of the innovative 
programs we are supporting:Logos of organizations across Canada that the Maple Leaf Centre for Food Security has partnered with the to reduce food insecurity shown on a map of Canada.

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Here’s what our partners have to say…
“The Maple Leaf Centre for Food Security has 
been key in helping Community Food Centres 
Canada (CFCC) to become a national leader 
in the food security sector. As the Centre has 
worked to innovate in their own approach, 
we’ve enjoyed a collaborative relationship 
with the shared goal of changing the national 
conversation around food insecurity. As a 
funder, they understand the importance 
of dedicated and flexible support that has 
enabled us to innovate and expand our work.”
Nick Saul, 
CEO, Community Food Centres Canada
"The team at FoodShare really values our 
relationship with the Centre. It's one of those 
true partnerships based on a commitment to 
shared goals. Support from the Centre has 
come in various forms, from mentorship and 
financial investment to strategic introductions, 
all in service of advancing our vision of a 
Toronto where all people can feed themselves 
with dignity and joy."
Paul Taylor, 
Executive Director, FoodShare Toronto
“The Northern Manitoba Food, Culture and 
Community Collaborative partners with about 
30 community-led food security projects 
annually, and through those partnerships 
thousands of people in northern Manitoba 
have developed food-related skills, increased 
the availability and quality of foods, and have 
planted the seeds of possibility for the future. 
The people of northern Manitoba are leading 
a movement to health and strength through 
strong food systems, and we are proud to be 
good partners in that movement.
It has been a pleasure and benefit to have 
staff from the Centre and Maple Leaf Foods 
contribute to and take part in this work. 
We didn’t know what to expect from this 
partnership, as the Centre represented our 
first deep connection to the business world. 
The team has demonstrated great enthusiasm 
and support for the work as regular 
participants in our work.”
Julie Price, 
MakeWay Foundation

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Supporting Other Community Initiatives
In addition to funding the Centre in 2021, Maple Leaf Foods donated more than $3.0 
million of healthy food products in Canada and the United States and more than 
$300,000 to other community initiatives. Maple Leaf Employee Resource Groups donated 
an additional $40,000 to the following charitable initiatives:
The 519: Food access for the 2SLGBTQ+ community in Toronto 
Sundance Harvest: Education and training for BIPOC youth farmers
The Indian Residential School Survivor Society: A 24-hour crisis hotline supporting residential 
school survivors across Canada
A Long-Term Partnership With UNICEF Canada
Maple Leaf Foods has been a long-time supporter of UNICEF’s work to provide children 
globally with emergency relief in times of crisis. The magnitude and severity of food 
crises has worsened in the last few years as prolonged conflict, the economic fallout of 
COVID-19, and weather extremes exacerbated pre-existing frailties.* As of 2021, there 
were 155 million people in food crisis, the highest level in five years.* Our support helped 
UNICEF to  purchase critical supplies, including nutrition packs and therapeutic milk, to 
alleviate malnutrition and hunger in some of the hardest hit regions of the world.
See the source

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Ethical Workplace Conduct
Maple Leaf Foods is committed to ensuring that the Company, 
our employees and our suppliers demonstrate the highest 
standards of ethics and integrity in all business activities. Our 
ethical business conduct is guided by our Leadership Values, 
Our Business Code of Conduct, our Diversity and Inclusion 
Blueprint, and our Supplier Code of Conduct.

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Human Rights 
“Doing What’s Right” is a core Leadership Value at Maple Leaf Foods. We operate our 
business by acting with integrity, behaving responsibly and treating people with respect.  
We commit to providing a work environment that supports the health, safety and mental 
well-being of our people, characterized by mutual respect, fairness and empathy.  Our 
commitment to human rights is embedded within our Maple Leaf Leadership Values, our 
Business Code of Conduct, Supplier Code of Conduct and our Diversity & Inclusion (D&I) 
Blueprint. These policies and standards, along with compliance with applicable laws and 
regulations, protect all our people and those we serve, including our consumers, 
customers and communities.
Fair Working Conditions & Fair Compensation
Maple Leaf Foods commits to fair and freely chosen employment. We prioritize the safety 
of our employees, and are committed to a workplace free of harassment, violence or 
discrimination. We prohibit child labour in any circumstance and comply with federal 
and local employment legislation ensuring appropriate working hours and compensation 
for our employees. Our compensation experts and Human Resources professionals 
conduct fact-based, market and internal comparative analysis that contribute to our 
compensation structure.
Freedom Of Association
Maple Leaf Foods respects our employees’ rights and their freedom of association. 
Approximately 60% of our employees are represented by a union.  The cooperation 
of labour unions is valued as we partner in continuing fair employment practices and 
progressing our business objectives and the future of the Company.

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Occupational Health and Safety
Workplace health and safety is a top priority for Maple Leaf 
Foods. Our mandate for Occupational Health and Safety (OHS) 
remains clear – an aspirational goal of zero occupational 
injuries.
Maple Leaf Foods strives for zero occupational injuries in the workplace, a goal driven 
by the commitment to employee safety. In 2021, we achieved a Total Recordable Incident 
Rate (TRIR) of 0.48, a 92.3% improvement from our 2012 baseline year, and 34 of our 
sites had zero recordable injuries. This is a reflection of our relentless commitment to 
workplace safety, our Safety Promise and continuous improvement in safety protocols. In 
2021, we had zero fatalities, a trend that has continued for over a decade.

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Total Recordable Incident Rates 
(2012-2021)
Our TRIR improved by 92.3% in 2021 compared to our 2012 baseline reporting year.
2012
6.25
2013
4.42
2014
3.13
2015
1.92
2016
0.78
2017
0.84
2018
0.66
2019
0.60
2020
0.48
20210.48

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Workplace Safety  
COVID-19 Response
In response to COVID-19, a medical team 
and COVID-19 crisis team were formed to 
develop and implement a COVID-19 pandemic 
plan. The COVID-19 teams consist of medical 
professionals, Sanitation and Operational 
leaders, Labour Relations and Human 
Resources, Communications and individuals 
from our Senior Leadership Team (SLT). All 
Maple Leaf Foods sites have taken immediate 
steps to develop continuity plans that protect 
our people, protect our business and minimize 
disruptions and protect our community and 
help prevent negative impacts on customers, 
consumers and the economy. Our COVID-19 
protocols are updated based on the 
recommendations from our COVID-19 teams 
and the best available science.
OHS Governance
We have an established governance structure 
to embed Occupational Health and Safety 
and Operational Risk Management across the 
Company, which includes direct reporting to 
the Safety and Sustainability Committee of 
the Board of Directors four times a year. Our 
Vice-President, Safety, Security, Sanitation 
and Environment is supported by a Senior 
Health, Safety, Security and Environment 
(HSSE) Leadership Team that provides 
leadership across Maple Leaf Foods. This 
team is supported by an HSSE designate 
at each work-site and representatives from 
the Joint OHS Committees who represent 
all the Company’s employees. These formal 
joint management–employee committees 
monitor and advise on OHS programs, identify 
potential hazards and recommend controls. 
The Joint OHS Committees ensure that our 
plants comply with all federal and provincial 
health and safety regulations. All (100%) of 
Maple Leaf Foods sites have a Joint Health 
and Safety Committee that is represented by 
management and employees.

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OHS Strategy
In 2013, Maple Leaf Foods developed a new, robust Occupational Health and Safety 
(OHS) Strategy that supports the Safety Promise to help us stay on track to zero 
recordable incidents.  It enables us to assess, plan and be held accountable. 
The key elements of our OHS Strategy are:
Improved OHS Communication
Proactive Activities that Drive Performance
Roles and Responsibilities that Embrace Accountability
Implementation and Training
Integrated Safety Promise
Maple Leaf Foods’ OHS Strategy 
enables all sites to identify:
OHS losses
Identification of common incidents and trends
Top losses are identified through incident tracking  
(after incident occurs), including incidents that are high in 
severity and frequency
OHS risks
Utilization of risk assessment to mitigate risk
Top risks are identified by measuring compliance with 
Maple Leaf Foods’ HSSE Standards, utilizing the OHS 
Compliance Scorecard and other risk assessment tools 
(i.e., measuring OHS systems)
Workplace culture 
The employee OHS Perception Survey enables all sites to 
measure the growth of their safety culture 
Sustainable actions and areas of improvement are 
identified within the cultural drivers of the site’s  
HSSE program
Metrics: 
Leading OHS indicators
Compliance Scorecard
Perception Survey
Supervisory Scorecard/Vitals
Safety and Health Accident Reduction Plans (SHARPs)
Training
Lagging OHS indicators
Total Recordable Incident Rate (TRIR)
Days Away, Restricted or Transferred (DART) Rate
Workers’ Compensation Board Claims

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OHS Management System
A HSSE management system has been implemented across 
Maple Leaf Foods' sites based on the Company’s HSSE 
program, our OHS Policy and various standards put forth 
by corporate HSSE. The management system has been 
implemented to ensure compliance with local OHS acts and 
regulations. HSSE designates at each site are responsible 
for HSSE program management and all employees are 
covered by the HSSE management system. Continual 
improvement of the management system is achieved by 
each site’s Safety and Health Accident Reduction Plan and 
includes a strengths, weaknesses, opportunities, threats 
(SWOT) analysis to help develop safety action plans for the 
next fiscal year.
Maple Leaf Foods has an HSSE maturity assessment that 
was originally developed in 2013 with an independent, 
third-party consultant to capture Occupational Health 
and Safety Assessment Series (OHSAS) 18001 requirements 
and to measure HSSE maturity and performance. 
This assessment has been updated and incorporates 
the Company’s OHS Strategy requirements. Annual 
assessments are conducted at our sites, including 
validation with the Regional HSSE Manager. The assessment 
determines the HSSE maturity level of each of our sites 
based on the Company’s criteria and helps to establish an 
action plan to progressively achieve each HSSE maturity 
level and cultural safety over a five-level model.
External Certification 
And Audits
In Canada, external health and safety certification 
programs include the Government of Alberta’s Certificate 
of Recognition (COR) program, Ontario Workplace 
Safety and Insurance Board’s (WSIB) Health and Safety 
Excellence Program and ISO/IEC 17025 accreditation. 
Maple Leaf Foods’ three sites in Alberta have achieved the 
Government of Alberta’s COR, indicating that their OHS 
management systems have been audited by an external 
auditor and meet provincial standards. Five sites in Ontario 
have achieved recognition after external validation and 
certification through WSIB’s Health and Safety Excellence 
Program. Maple Leaf Foods' laboratories are ISO/IEC 
17025 accredited with Standards Council of Canada’s 
Accreditation Program for Testing and Calibration 
Laboratories and are audited annually. In addition, Maple 
Leaf Foods' laboratories have a license from the Public 
Health Agency of Canada and follow the Canadian 
Biosafety Standards, which requires specific procedures, 
audits, security and training.
Hazard Identification, Risk 
Assessment and Incident 
Investigation
Work-related hazards are identified by inspections 
conducted by employees, supervisors and monthly Joint OHS 
Committee inspections. Preventative maintenance 
programs, hazard reporting programs, incident 
investigations, task observations, job safety analyses, new 
equipment assessments and physical demands descriptions 
are other processes that assess risks. These processes help to 
ensure that hazards are identified before an incident occurs. 
Maple Leaf Foods ensures the quality of these processes 
and competency of persons who carry them out by providing 
appropriate training on incident investigation, hazard 
identification, risk assessment and other Maple Leaf Foods’ 
standards and procedures. Employees are encouraged and 
expected to report hazards without any reprisals. Employees 
are protected by Maple Leaf Foods’ Values, Human Resources 
policies, collective bargaining agreements, union processes 
and existing legislation.
Maple Leaf Foods has an incident investigation standard that 
all sites must adhere to. Employees complete hazard report 
forms and report incidents to their direct supervisor. The 
employee involved, supervisor and site safety representative 
participate in the investigation. Recommendations are 
recorded and work orders are completed. If the risk/hazards 
cannot be mitigated right away or there is no temporary 
solutions, this will trigger a report to the provincial Ministry of 
Labour for an inspector to visit and investigate for a solution 
until the issue is resolved.
Training And Communication
Employee training on occupational health and safety is 
crucial to ensure employees understand the risks and 
hazards that could occur on the job and how to handle 
them. New employees receive safety orientation on Maple 
Leaf Foods’ standards, the site’s standard operating 
procedures, safety rules, safe work procedures, emergency 
response procedures, task observations and several topic-
specific training. Ongoing skills development and training 
are essential to reinforce the importance of workplace 
safety and procedures to keep people safe. Our supervisors 
receive training related to recognizing, assessing and 
controlling hazards, roles and responsibilities of supervisors, 
forklift safety, chemical safety and other related topics.
Beyond formal training, there are several procedures in 
place to encourage employee participation, consultation 
and communication on occupational health and safety. 
Joint OHS Committees, monthly safety talks and training, 
daily meetings, safety communication boards, OHS 
activities (e.g., safeguarding projects, ergonomics, informal 
site tours) and OHS feedback are all part of the process for 
employee engagement and used to evaluate the HSSE 
program.
In 2021, virtual town hall meetings were held to provide 
information and education on COVID-19.

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OHS Golden Rules
Our OHS Golden Rules provide a consistent and standardized deployment of critical 
examples of behaviour that may pose the risk of injury, damage and even death. The 
seven core rules are intended to be a framework that supports the current Occupational 
Health and Safety policy, procedures and processes across Maple Leaf Foods. Given 
the severity of risk inherent in the behaviours illustrated, such actions may result in 
termination of employment, even if it is the employee’s first offense.
Violation of lock-out/tag-out
Bypassing or disabling machine guarding or safety interlock devices
Violation of confined space procedure
Violation of fall protection procedure
Violation of hot work procedure
Unauthorized/unsafe use of powered material handling equipment
Violation of personal protective equipment procedure
Behavioural-Based Safety
Our Behavioural-Based Safety (BBS) program 
assists in the identification of opportunities 
for improvement through behavioural trend 
analysis of safe and unsafe behaviours. 
Corrective actions are taken to correct any 
unsafe behaviours and recognition is provided 
to the employee who identified the unsafe 
behaviour to be corrected. Over the years, we 
have developed behaviour observation tools 
for our sites to utilize, as well as a behaviour 
tracking tools.
Zero Hero Safety Club And 
Safety Promise Recognition 
Programs
The Maple Leaf Foods “Zero Hero Safety Club” 
is an internal campaign to drive and support 
the OHS program in order to realize the 
aspirational achievement of zero occupational 
injuries. Our sites become members of the 
“Zero Hero Safety Club” when they achieve 
zero occupational injuries and meet other 
criteria. In 2021, we had 34 sites that had zero 
workplace injuries, and 19 of those sites are 
proud members of the Zero Hero Safety Club!
34 Maple Leaf Foods sites had zero recordable time injuries 
in 2021, and 19 of those sites are proud members of our  
Zero Hero Safety Club!

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Diversity, Equity And Inclusion
We are committed to creating a workplace environment where 
everyone feels like they belong, and we believe in the benefits 
a diverse and inclusive workplace environment brings. To us, 
championing diversity and inclusion is a critical component to 
advancing our collective purpose and vision, living the Maple 
Leaf values, delivering winning results and creating shared 
value for our stakeholders.
Women represented 39%  
of managers and above, up 
from 36% when we set our  
goal in 2017.

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“I care deeply about Maple Leaf 
Foods and our people. I envision 
a workplace where everyone can 
thrive, where our individuality is 
valued and celebrated.  
I invite everyone to explore what 
diversity and inclusion mean to 
you, and how you can foster a 
workplace of inclusivity.”
– Curtis Frank, COO, Maple Leaf Foods

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Our Guiding Principles
Actively build a workforce as diverse as the countries we are proud to serve
Enable top performance by removing barriers, so talented people can exert their energy on doing 
great work, leveraging our differences
Learn from each other’s unique experiences and perspectives, in a culture of openness and inclusion
Create food that meets the diverse needs of the world we live in
Our Blueprint To Advance Diversity, Inclusion And Belonging
We believe in building, investing in, recognizing, and rewarding teams of remarkable people who 
value an inclusive workplace, embrace all forms of diversity and commit to including every voice in 
our collaborative environment. 
Our Leadership Values guide our decisions. They compel us to confront hard truths through 
education and action. We know we all have a role to play in building a more equal, just, and 
inclusive world. Our strategic Diversity and Inclusion Blueprint guides our approach to building an 
environment where all our people feel they are seen and heard and that they belong. We aren’t 
perfect, but we are committed to getting better every day.
Four strategic pillars form the foundation of our comprehensive approach:
Drive Accountability to Represent the Communities We Serve: Educate and empower people 
leaders to set measurable goals, and champion and realize our company-wide commitments 
and goals.
Align Our People Practices to Our Values: Audit, evaluate and embed diversity awareness and 
inclusive practices into people programs and policies to mitigate bias and make talent practices 
fair, equitable and reflective of our Values.
Facilitate Deep Listening and Nurture Curiosity: Enable people to convene, learn, share and elevate 
desired action. Foster curiosity and encourage people to listen and understand.
Foster Cultural Change that Creates Broad Engagement: Build awareness and understanding 
around the spectrum of individual and organizational behaviours that reinforce cultural outcomes 
to motivate personal change commitments.
Better Communities

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Making Maple Leaf Foods A More Gender-Balanced Business
Aligned with our Diversity & Inclusion Blueprint, we’ve introduced a series of programs, 
policies and partnerships to support women at Maple Leaf Foods and break down 
barriers to their inclusion and advancement. In 2021, women accounted for 35% of 
Directors and 30% of Vice Presidents, a 9% and 10% increase from 2017, respectively. 
These improvements are promising, as we know that when more women ascend to 
leadership roles, they become role models to other women and have greater opportunity 
to influence the decisions that pave the way toward gender equality. 
Women’s representation at the Manager level remains largely unchanged – from 41% in 
2017 to 42% at the end of 2021. This is primarily driven by unique structural challenges in 
certain areas within our business and underrepresentation of women in manufacturing 
roles. To address these challenges, a cross-functional task force comprised of business 
leaders has developed and begun implementing a targeted action plan to attract, 
develop and retain women in manufacturing. While the action plan is focused on closing 
gender gaps, many of the actions enable fair and equitable access and opportunity for 
all and promote diversity more broadly. At the same time, all business leaders continue 
to communicate and implement their Action Plans, aligned with and supported by the 
Diversity & Inclusion Blueprint and multi-year strategy.
Better Communities
Diversity And Inclusion Training
Given the impact of COVID-19 and the growing discourse and societal unrest around 
racism and injustice, we placed a greater focus this year on providing support to 
our people in initiating and navigating conversations about race and racism, and 
in highlighting our role in bringing about positive, lasting change. All salaried team 
members were required to participate in Maple Leaf Values training, which included our 
commitment to building a diverse and inclusive team, antiracism training focused on how 
to be an upstander and an antiracist, and all people leaders participated in unconscious 
bias training focused on managing bias when evaluating talent.

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Employee Resource Groups
We know many of our team members are eager to 
find ways to make a difference at work. Our Employee 
Resource Groups are company-supported, employee-
led networks that build community, educate allies and 
advance our diversity and inclusion agenda.
The Multi-Cultural Advocacy Network (Multi-CAN) aims to 
share knowledge, promote cultural fluency and celebrate 
the strength of our collective differences.
Maple Leaf Pride & Allies fosters psychological safety 
so that our people are assured a safe, welcoming, and 
empowering environment when they come out at Maple 
Leaf Foods. It supports the professional and personal 
growth of LGBTQ2S+ team members, and builds awareness 
and understanding, so that all our people know how to be 
better allies.
The Women’s Impact Network is committed to advancing 
gender equality by creating meaningful connections so 
that all talent thrives at Maple Leaf Foods.
Women in Manufacturing, a WIN chapter, is dedicated 
to attracting, engaging and advancing women in 
manufacturing, closing the gender gap at Maple Leaf 
Foods’ plants, and unleashing the full potential of our 
talent.
AssessAbility unites team members with visible and invisible 
disabilities, team members with loved ones with disabilities, 
and allies to build a community and culture that empowers 
and values all abilities, while advancing Maple Leaf Food’s 
accessibility and accommodation strategies.

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Mental Health And Well-Being
Mental health is a growing concern across all segments of society, and its pervasiveness is so great 
that in any given year, one in five Canadians will personally experience a mental health problem or 
illness. The impact reaches across families, amongst friends and communities. That is why Maple 
Leaf Foods started the You Are Not Alone! Initiative, to develop a culture that stops the stigma 
associated with mental health challenges.
We are extremely proud that we launched this initiative before the COVID-19 pandemic, because 
it helped us react quickly to further support the mental well-being of our people throughout the 
pandemic. We offer digital therapy tailored to address anxiety, depression, post-traumatic stress, 
panic and insomnia, among others. We have continued our virtual Healthy Minds Speaker Series, 
bringing in experts, such as, clinical psychologists and wellness coaches, to discuss and provide 
tools on a variety of mental health and well-being topics. We also continued our virtual Move and 
Smile fitness classes on a weekly basis with professional instructors to encourage healthy minds 
and physical movement.
Our Mental Health Connection Group of volunteers creates a safe space for open dialogue by 
driving organizational awareness and engagement through three annual campaigns: Bell Let’s 
Talk, the You Are Not Alone Day via internal discussion panels and the World Mental Health Day.
Formal Mental Health Training
A critical element of our mental health initiative is mandatory training for all people leaders 
facilitated by experts from Lifeworks. Our leaders expand their understanding of the most common 
mental health challenges, practice how to have supportive coaching conversations with their 
team members and learn about all the resources and support available to our employees and 
their eligible dependents. To-date, 88% of all people leaders have completed this training. In 
addition, the Mental Health Connection Group members completed the Workplace Mental Health 
Leadership Certificate Program offered by Queens University and Lifeworks. 
To-date, 88% of all people 
leaders completed formal mental 
health training.

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Leadership and Development
Investing in our people by providing exceptional development 
opportunities is critical to ensuring that we keep our people 
excited and engaged, attract and retain top talent and create 
the future leaders of Maple Leaf Foods.

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Our People Strategy
In 2021, we unveiled a multi-year People 
Strategy to strengthen and leverage the 
talents of our people by focusing on areas that 
will help us deliver against our purpose and 
vision. This multi-year plan provides us with a 
clear understanding of our path forward and 
what success looks like. The plan identifies 
four pillars that are critical to our success:
Values-based culture
Extraordinary talent
High-performing teams
Enduring engagement
Supporting these pillars are multiple initiatives 
aimed at strengthening our culture, enabling 
the development of our people and creating 
an environment where we can all thrive. Some 
initiatives are well under way and others will 
roll out in the next several years.
Values Training
With the refresh of our Maple Leaf Leadership 
Values, we have established the Leadership 
Values Academy. It provides a comprehensive 
approach to learning the Values, a chance to 
engage in a dialogue with others on how the 
Values are lived, and resources and tools to 
support their everyday application. A large 
part of the Academy is a dedicated Leadership 
Values Certification program which is made 
up of three learning experiences, and included 
discussions facilitated by our CEO and COO. 
To date, 84% of our salaried people have 
attended these sessions.
Leadership Edge
At Maple Leaf Foods, we have a Leadership 
Edge commitment, culture and expectation. 
We are dedicated to investing in our people so 
that their talent thrives. We strive to be leading 
edge in how we engage, develop and provide a 
safe working environment for our people. It is a 
culture that enables people to thrive, succeed 
and reach their full potential – to take a stand, 
pursue excellence and create the future. We 
have various programs in place to provide our 
people with career development opportunities, 
such as self- directed learning, training, 
coaching, and recognition and rewards.
Learn more:
Careers
The Leadership Track 
Program For New Graduates
Established in 1998, The Leadership Track 
Graduate Program (LT Program) exists to 
seed the organization with high-potential 
and purpose-driven individuals with the goal 
of developing them into future Maple Leaf 
Foods leaders. We achieve this by creating a 
clear path of advancement through diverse, 
cross-function rotations, on-the-job training, 
focused leadership development and strong 
mentoring support. In 2021, 30 active program 
participants were completing 12-month 
rotations in three key areas: client or market-
facing, operations and a business support 
role. After three years, successful participants 
graduate into dynamic leadership roles at 
Maple Leaf Foods.
The Leadership Track Graduate Program was 
recognized for excellence with a nomination 
for Best Grad Program at the 2021 TalentEgg’s 
National Recruitment Excellence Awards.

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Better 
Planet
At Maple Leaf Foods, leading in sustainability is not only one 
of our core strategies, but it also represents an enterprise-
wide view that encompasses every aspect of our business. In 
order to progress towards our vision to be the most sustainable 
protein company on earth, it is critical that we reduce our 
environmental impact to sustainable levels.

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The protein industry plays an enormous role in nourishing billions of people, but also consumes 
resources and impacts our planet. At Maple Leaf Foods, we are continually working toward more 
sustainable food production and a more sustainable protein industry. We are proud to be a carbon 
neutral company and the first of only a few food companies in Canada to set science-based 
targets approved by the Science Based Targets initiative. We are focusing on eliminating waste in 
any resources we consume – including food, energy, water, packaging and time. 
Our responsibility for environmental sustainability goes well beyond our own operations. We must 
also advocate and share knowledge that elevates practices and regulations across the industry. 
We actively engage with suppliers, consumers, customers, non-governmental organizations and 
other stakeholders so that change can be based on sound data and science, and what society 
expects of us. There are health, environmental and social issues that go beyond short-term 
profitability that must shape our business if we are to realize a sustainable future. Increasingly, 
sound environmental sustainability practices are becoming a key component of maintaining a 
competitive advantage.
External Assurance
In 2021, Maple Leaf foods reappointed KPMG 
to provide independent assurance 
in accordance with ISAE 3000 and ISAE 3410. 
In line with industry practice, KPMG’s scope 
was to provide limited assurance of selected 
environmental data and performance 
measures.
 External Assurance Report
Canada’s First 
Sustainability-
Linked Loan
In 2019, Maple Leaf Foods amended our Credit 
Facility to become part of the first 
Sustainability-Linked Loan in Canada – a 
partnership with nine global banks to 
encourage maintenance of carbon neutrality 
and reductions in GHG emissions. 
The Sustainability-Linked Loan consists of a 
$1,300.0 million unsecured committed 
revolving line of credit maturing April 30, 2024 
and two unsecured committed term credit 
facilities for US$265.0 million and $350.0 
million maturing April 30, 2024 and April 30, 
2023, respectively. This Sustainability-Linked 
Loan is intended to meet our funding 
requirements for capital investments and for 
general corporate purposes. Under the terms 
of the Sustainability-Linked Loan, Maple Leaf 
Foods can benefit from lower interest rates 
upon achievement of certain sustainability 
targets and maintaining carbon neutrality.

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Management and Performance
Maple Leaf Foods’ enhanced management and governance 
approach to sustainability provides a strong foundation, 
including strategic oversight, visibility, accountability 
and resources to support our purpose, vision and robust 
sustainability strategy and reduction roadmap.
Environmental Sustainability Commitment
Maple Leaf Foods has a formal environmental policy entitled “Our Environmental 
Sustainability Commitment” that guides our environmental sustainability strategy and 
day-to-day practices. This policy has been approved by the Board of Directors’ Safety 
and Sustainability Committee and is monitored on a regular basis by the Committee, 
including compliance with regulatory requirements and the use of internal 
environmental specialists and independent, external environmental experts.
Our Environmental Sustainability Commitment

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Target And Performance
We are proud to be the world’s first major carbon neutral protein company. We have set 
ambitious science-based targets to reduce our absolute Scope 1 and 2 emissions by 30% 
and the intensity of our Scope 3 emissions by 30% by 2030 (baseline of 2018), approved 
by the Science Based Targets initiative. In 2014, we set a bold goal to reduce the intensity 
of our environmental footprint by 50% by 2025 (2014 baseline).
Better Planet

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Total Energy 
Intensity
17.8%
Reduction
Electricity 
Intensity
21.8%
Reduction
Natural Gas 
Intensity
18.7%
Reduction
Water  
Intensity
21.4%
Reduction
Solid Waste 
Intensity
18.5%
Reduction
92.7%
Landfill diversion rate
Food Loss Waste 
Intensity
33.3%
Reduction
SBT Absolute Scope 1 & 2 
Emissions
0.34%
Reduction
SBT Scope 3 
Emissions Intensity
1.95%
Increase
Note: Performance is measured from a 2014 baseline, with the exception of solid waste, which is a 2015 baseline, food loss waste, which is a 2016 baseline, and SBTs (Scope 1, 2 and 3), which is a 2018 baseline.

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Environmental Performance Summary
Actual
Target
Total Energy Intensity
(MWh/1,000kg finished product)
2014
1.87
2019
1.64
2020
1.50
2021
1.54
50% x 2025  energy 
intensity reduction is
17.8%
Electricity Intensity
(MWh/1,000kg finished product)
2014
0.73
2019
0.57
2020
0.54 
2021
0.57
50% x 2025 electricity
intensity reduction is
21.8%
Natural Gas Intensity 
(m3/1,000kg finished product)
2014
105.3
2019
95.0
2020
85.2
2021
85.6
50% x 2025 natural gas 
intensity reduction is
18.7%
Water Intensity
(m3/1,000kg finished product)
2014
16.1
2019
13.3
2020
12.6
2021
12.6
50% x 2025 water
intensity reduction is
21.4%
Food Loss Waste Intensity
(MT/1,000kg finished product)
2016
41.8
2019
31.3
2020
28.9
2021
27.9
50% x 2025 food loss waste 
intensity reduction is
33.3%
Scope 1 & 2 Absolute Emissions 
(tCO2e)
2018
323,328
2019
314,072
2020
316,195
2021
322,220
30% by 2030 absolute Scope 1 & 2 
emissions reduction is
0.34%
Scope 3 Emissions Intensity 
(tCO2e/1,000kg finished product)
2018
1.00
2019
1.04
2020
0.99
2021
1.02
30% by 2030 Scope 3 emissions 
intensity increase is
1.95%
Solid Waste Intensity
(MT/1,000kg finished product)
2015
33.6
2019
32.7
2020
29.6
2021
27.4
50% x 2025 solid waste
intensity reduction is
18.5%
Our landfill diversion 
rate is
92.7%

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In 2021, our environmental footprint 
reductions largely plateaued, our Scope 
1 & 2 GHG emissions reductions improved 
slightly and our Scope 3 emissions 
regressed slightly from the previous year. 
Although we have shown good initial 
reductions from our 2014 base year, in the 
past three years, our annual progress in 
achieving our targets has slowed.   Our 
weak intensity performance in 2021 was 
primarily driven by the utility consumption 
during the construction and start-up of 
four new facilities/expansions located 
in Ontario, Manitoba and Indiana. 
During construction, these new facilities/
expansions consumed utilities, but had 
not yet started producing products. 
This both increased our consumption 
and negatively skewed our intensity 
performance.
In addition, throughout 2020 and 
2021, we paused the execution of 
some of our environmental footprint 
reduction initiatives due to the COVID-19 
pandemic in an effort to prioritize 
fully our comprehensive COVID-19 
prevention and safety program to keep 
our team members safe while continuing 
production to meet growing demands.  
We recognize we will not achieve our 
environmental targets without a major 
strategic shift and investments in high-
impact, GHG reduction technologies. 
Therefore, we continued working on two 
transformational strategies this past year: 
anaerobic digestion and regenerative 
agriculture.  While not a new technology, 
we see anaerobic digestion as a scalable 
solution to abate GHG emissions arising 
from our hog manure, while at the same 
time developing renewable bio-gas to 
replace current fossil fuel consumption.  
We are also investing in the emerging 
field of regenerative agriculture to reduce 
environmental impacts in our feed grain 
supply chain. We have teamed up with 
Nutrien in Canada and Indigo Ag in the 
US to reward grain farmers who adopt 
regenerative agriculture practices that 
reduce and remove GHG emissions from 
the atmosphere through soil carbon 
sequestration on their farms. For more 
information on our progress in anaerobic 
digestion and regenerative agriculture, 
click here.
We are hopeful that as progress our 
anaerobic digestion and regenerative 
agriculture strategies, we will get back on 
track to meet our environmental targets.
A longer-term lens is also important to 
achieving our science-based targets. 
By setting science-based targets, we 
have re-prioritized our approach to 
environmental sustainability to align with 
the best available climate science. We 
now view our 50% by 2025 environmental 
reduction goals as important milestones 
on the pathway to reach our ambitious 
science-based targets. Our reduction 
roadmaps will continue to encompass 
the five areas where Maple Leaf Foods 
has the largest environmental impact: 
electricity, natural gas, water, solid 
waste and food waste. We will continue 
to implement our environmental 
sustainability action plans and track and 
report our environmental performance.

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Environmental Management System (EMS)
As part of our Health, Safety, Security and Environment (HSSE) program and in line with our 
Environmental Sustainability Commitment, Maple Leaf Foods has an EMS in place at each of 
our facilities using the same methods as ISO 14001. Regulatory compliance is assessed at each 
of our operations, progress is tracked and action plans are created to continuously improve our 
performance.
Each facility’s environmental designate reviews an Environmental Aspect Identification and 
Prioritization tool to gain a full understanding of the site-specific environmental risks. Twice 
annually our corporate environmental compliance lead reviews an environmental self-assessment 
and compliance scorecard with each site. These give each site an overall score and produce an 
action plan to improve their score. The self-assessment is focused on the following seven key areas: 
Policy and Planning; Roles, Responsibilities and Training; Regulatory Awareness; Site Environmental 
Aspects; Spills and Emergency Response; Complaint Management; and Documentation and 
Record Keeping The scorecard tracks regulatory compliance performance and is focused on the 
following four key areas: Regulatory Requirements; Environmental Incidents; Evaluation and Risk 
Assessment; and Continuous Improvement and Training.
Our corporate environmental lead completes an annual review of each site’s emissions to air, 
land and water to ensure the sites remain in compliance with regulations. In addition, each site 
performs an annual internal review, in which the site must verify compliance and knowledge of 
regulatory requirements by reviewing permits, approvals and licenses, and identifying roles and 
responsibilities in an audit-like setting. This robust EMS ensures that we are in compliance with all 
applicable environmental laws and regulations.

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Auditing And Action Plans
We have a robust auditing and 
action plan program to achieve our 
environmental targets. In addition to 
our own internal audits, we work with a 
third-parties to conduct utility audits of 
our facilities on an annual or as-needed 
basis to identify savings and reduction 
opportunities. Based on the findings, we 
use an effort-impact matrix to prioritize 
projects based on key determinants, 
such as, implementation of capital, 
timing, human resource requirement, cost 
savings, return on investment, utilities 
savings and reductions. An action plan 
tracker is used to measure how each 
plant is progressing towards its own 
targets and our company-wide targets. 
Our utility auditing and action plan 
development process has identified many 
common energy, water and waste reduction 
opportunities that we have classified 
as a priority due to their high return on 
investment and positive impact on reducing 
our environmental footprint.  The chart 
below provides a breakdown of the types of 
opportunities that were identified as part 
of the utility audits conducted from 2015 
to 2021, as well as several food loss waste 
audits since 2018. Overall, our auditing 
and action plan program has improved 
the quality of our environmental data 
and enhanced our understanding of our 
performance, cost savings and footprint 
reduction opportunities.
Better PlanetPie chart showing breakdown of opportunities identified. 35% Electricity. 19% Natural Gas. 5% Wastewater. 28% Water. 11% FLW. 2% Solid Waste.

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Lifecycle Assessment
In 2018, we conducted a comprehensive life cycle assessment (LCA) of our products to 
gain an insight into the relationships between the various production phases and their 
relative environmental impact(s). Life cycle assessment (LCA) is a useful tool to identify and 
prioritize initiatives that will further reduce the environmental impacts of the product that is 
assessed. We conducted a life cycle assessment (LCA) of one of our products, Maple Leaf 
bacon (375 g product), according to the requirements of ISO 14040 and ISO 14044.
As the results show in the graphic on the next page, environmental impacts occur 
throughout the entire pork production chain, with the most significant impacts coming 
from feed production and pig raising. The study highlighted several recommendations that 
have helped Maple Leaf Foods realize where to focus our efforts in order to have the most 
significant reductions in our environmental impact. Optimizing feed composition, 
considering different transportation modes and investigating ways for further reduction of 
methane emissions from barns are among the recommendations.

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The impacts on
 climate change,
 fine parti
culate
 matter, fossil
 resourc
es sca
rcity, land use an
d water use of M
aple Leaf bacon 
througho
ut it
s l
ifecyc
le 
from feed p
roduction
, pig raising, 
transportation,
 processin
g, distribut
ion, r
etail and use and p
ackaging end-of-life
* Life cycle assessment of Maple Leaf bacon prepared by Ecofys, a Navigant company, finalized in 2018.
In the graphic above, the size of the circle is proportional to the magnitude of the impact.

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Energy and Emissions
Maple Leaf Foods is the first major carbon neutral food 
company in the world and has set ambitious science-based 
targets to reduce our carbon emissions.
Carbon Neutrality
In 2021, Maple Leaf Foods celebrated two years as the first major carbon neutral food 
company in the world. We are carbon neutral by aggressively avoiding and reducing 
our greenhouse gas emissions and investing in high-impact environmental projects to 
neutralize our remaining and currently unavoidable emissions. We have neutralized 
all our remaining Scope 1 & 2 emissions and a portion of our Scope 3 greenhouse gas 
emissions. The Scope 3 emissions in our offset program include supplier emissions arising 
from animal production and packaging equivalent with the product volumes of Maple 
Leaf brands that display our Carbon Zero logo.
Carbon Offset Projects

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Science-Based Targets
We were the first food company in Canada to set science-based targets that are aligned with the 
goals of the Paris Agreement on Climate Change and approved by the Science Based Target initiative 
(SBTi). Importantly, science-based targets require that we reduce our emissions even as we grow. 
In 2019, we pledged to reduce our absolute Scope 1 and 2 greenhouse gas emissions by 30% by 
2030 against a 2018 base year and the intensity (per tonne of product produced) of our Scope 3 
GHG emissions by 30% by 2030 against a 2018 base year.
In 2021, our Scope 1 & 2 emissions accounted for 18% of our total GHG emissions. These emissions 
are associated with the direct emissions from our owned animals and operations and the indirect 
emissions from consumption of electricity, heat or steam. Through our utility auditing and action 
plan program and our carbon reduction roadmap we are identifying and prioritizing opportunities 
that will have the greatest impact on our Scope 1 & 2 emissions in order to achieve our SBTs.
Our Scope 3 emissions account for 82% of our total emissions sources. These emissions are 
produced in our supply chain, including raw materials, feed and ingredients we purchase and 
consume, and emissions associated with packaging, plus distribution of our products. Recognizing 
that our Scope 3 emissions represent majority of our total GHG emissions, we understand that we 
need to consider the impacts of our supply chain and develop a plan to drastically reduce these 
emissions in our pursuit to be the most sustainable protein company on earth. We are working with 
our suppliers, customers and industry stakeholders to identify opportunities to reduce our supply 
chain impacts and we are participating in different programs to share knowledge and advance 
collaboration on supply chain issues.
We are exploring transformative technologies like anaerobic digestion and regenerative agriculture 
to reduce our biggest sources of Scope 1 and Scope 3 emissions: animal manure, emissions from 
third-party contracted growers and feed and crop production.

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Carbon Inventory
Scope 1
All direct greenhouse gas (GHG) 
emissions under Maple Leaf 
Foods operational control
Total Scope 1 Emissions:
16%
6.6%
Fuel
(Natural gas, Fuel Oil and 
Propane)
5.3%
Animal Manure
2.1%
Animal Emissions
1.2%
Process Emissions
(Co2, Stunning and Refrigerant)
0.5%
Freight (Road)
0.1%
Business Travel (Car)
Scope 2
Indirect GHG emissions from 
consumption of purchased electricity, 
heat or steam
Total Scope 2 Emissions:
2%
1.7%
Electric Power
Scope 3
Indirect GHG emissions not covered in Scope 1 and 2 that occur throughout the supply chain
Total Scope 3 Emissions:
82%
27.4%
Feed and Crop
Production
18.6%
Third-Party Contracted Grower
(Hog and poultry)
14.2%
Purchased Ingredients
for MLF Products
7.8%
Freight
(Road, Sea and Rail)
6.6%
Packaging Materials
3.7%
Waste
1.7%
Co-Manufacturers for prepared meat, fresh 
pork, fresh poultry and plant-based products
1.4%
Upstream Emissions from Fuel and 
Energy
1.0%
Employee Commuting
0.1%
Business Travel (Car + Air)

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Anaerobic Digestion
Anaerobic Digestion is a proven and 
established technology that has the potential 
to meaningfully reduce GHG emissions and 
solid waste arising from our animal raising 
activities and operations while at the same 
time producing renewable natural gas that 
could replace our current fossil natural gas 
consumption at our facilities or inject it back to 
the grid.
Anaerobic digestion is a process through which 
bacteria break down and ‘digest’organic matter 
- such as animal manure, organic waste,
food wastes, or wastewater - in the absence
of oxygen. Through anaerobic digestion we
are able to convert organic matter like pig
manure into Renewable Natural Gas (RNG)
and ‘digestate’.  RNG can be used in the
same way fossil natural gas is used today like
providing heat, generating electricity, injected
directly into the natural gas pipeline grid, or
compressed and used as transportation fuel.
The digestate is primarily used as a high-
quality, low-odour, nutrient-rich fertilizer.
Should Maple Leaf Foods proceed with 
anaerobic digestion technology, it would 
enable Maple Leaf to have a circular economy 
by converting organic waste streams into useful 
renewable fuel and other commodities.
Regenerative Agriculture
We are investing in the emerging field 
of regenerative agriculture to reduce 
environmental impacts in our supply chain 
while regenerating the land and capturing 
carbon from the atmosphere and storing it 
back in the soil. Regenerative agriculture is  
a set of farming practices that regenerates  
the land, increases biodiversity and improves 
the soil. 
We have teamed up with a Canadian 
company and the world’s largest provider 
of crop inputs, Nutrien, to expand our 
regenerative agriculture project that started 
in 2021. The project incentivizes and educates 
farmers within a defined supply shed where 
we source feed grains to adopt regenerative 
agriculture practices. The project focuses on 
reducing emissions of nitrous oxide from the 
use of nitrogen fertilizer while increasing soil 
carbon sequestration by adopting practices 
that improve soil health. Soil management 
practices that increase soil carbon 
sequestration include: no-till direct seeding 
system, increased crop rotation practices, 
cover cropping and intercropping. Combined, 
nitrogen management and these soil health 
interventions create a more sustainable 
cropping system with lower carbon emissions. 
In 2021, the project encompassed 
approximately 20,000 acres of farmland in 
Manitoba and Saskatchewan.  In 2022, we 
plan to scale the project to 100,000 acres. 
Our project will educate farmers on what 
practices will have a positive impact on their 
land including lowering their input costs from 
the use of fertilizer, improving their crop yields, 
and making their soil and land more resilient 
to extreme weather events. By investing in this 
project with farmers within our supply chain, we 
will directly reduce our Scope 3 emissions and 
progress towards achieving our Scope 3 SBT.
We have also been working with Indigo 
Ag, a company that works with farmers 
and companies to advance regenerative 
agricultural practices as a solution to climate 
change. Companies can purchase certified 
carbon credits through Indigo Ag’s Carbon 
Program that rewards individual farmers for 
adopting regenerative agriculture practices 
that improve biodiversity, soil health and 
carbon sequestration. Our commitment to this 
program reflects our dedication to improving 
agriculture industry and the food system as a 
whole and will contribute to maintaining our 
carbon neutral status in the future.
Better Planet
Carbon 
Pricing
The internal “price on carbon” that we have 
established provides input to all our capital 
decisions. We have created a carbon calculator 
tool that factors the carbon cost into all capital 
expenditure requests and return on net assets 
calculations. This established price fluctuates 
with the average price the Company pays to 
secure Renewable Energy Credits and Verified 
Emissions Reductions offsets. The Company 
evaluates all existing and emerging federal 
and provincial carbon pricing and compliance 
programs and will participate if it sees value and 
minimal risk. The Company’s ambitious SBTs and 
the implementation of our comprehensive carbon 
management strategy reduces our exposure 
to regulation changes around carbon pricing 
and gives us a competitive advantage against 
companies that do not engage in emissions 
reduction activities.

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Manure Management
Good manure management is essential for minimizing GHG 
emissions caused by microbial activities during manure 
decomposition. In 2021, Maple Leaf’s owned and leased hog 
barns recycled 1,205,810,412 litres of manure from storage 
lagoons by applying it to fields as fertilizer and 100% of it 
was applied with a site specific nutrient management plan 
developed by a certified agrologist.
The majority of Maple Leaf Foods pig farms are located 
in Manitoba, where we work with local farmers to recycle 
manure from the animals we raise. Pig manure contains 
valuable macro and micro nutrients that promote soil health, 
so we manage the manure in outdoor lagoons until we can 
deliver it to local farms for use as organic fertilizer.
Certified agrologists prepare a manure management plan 
for each of our farms, and register them with the Province 
of Manitoba. Once the plan is approved, the manure is 
applied to the land of local farms based on what nutrients 
currently exist in the soil, what nutrients are in the manure 
and the nutrient requirements of the crop. It is only applied 
at predetermined rates and times of the year to ensure the 
nutrients are fully incorporated into the soil to prevent runoff.
Better Planet
Manure is valuable and we don’t want to waste it, but we 
know it must be applied at the right place, at the right 
time, in the right quantities. At Maple Leaf Foods, we are 
responsibly recycling manure and reducing greenhouse gas 
emissions by reducing the need for synthetic fertilizer. Using 
manure as fertilizer is nutrient recycling at its best! Anaerobic 
digestion will make our manure recycling even more valuable 
because the manure is converted into digestate. DIgestate is 
an even better form of fertilizer, with higher bioavailability for 
the plants while having much less odour. 
The Province of Manitoba has a comprehensive manure 
management program that ensures manure is used 
appropriately as fertilizer. Proper manure management is 
essential for any agricultural operation because improper 
use can lead to negative impacts on the environment.
Watch the video “Manure Matters” from  
Manitoba Pork for more detailed information.

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Water
Water conservation is of great importance to Maple Leaf 
Foods, and we continue to explore ways to reduce our absolute 
water consumption and use water more efficiently. 
Water Conservation
Water conservation and reduction opportunities are a key component of our utility audit 
program and each facility’s environmental sustainability action plan. Every facility has 
committed to reducing its water intensity by 50% by 2025 (2014 baseline) aligned with 
our overall company-wide goal. Since 2015, we have completed approximately 169 water 
conservation/reuse projects across our facilities.
As of 2021, we have reduced our absolute water consumption by 1,323,429 m3 and our 
water intensity by 21.4% from our 2014 baseline. We recognize that we need to ramp up 
our efforts to achieve 50% reduction by 2025. In 2021, we continued implementing water 
conservation projects and re-audited our key facilities to update our action plans and 
identify further opportunities for reductions and efficiencies.

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Water Risk Assessment
In 2017, Maple Leaf Foods worked with a 
third-party consultant and WWF Canada 
to conduct a water risk assessment of our 
owned/leased farms and facilities and 
sourced feed and feed ingredient locations 
in Canada. The assessment of water risk 
was divided into three categories: freshwater 
health, freshwater threats and future water 
yield. Health and threats were further broken 
down by water quality, pollution, water use 
and climate change. Future water yield was 
assessed using climate models and climate 
change scenarios.
Maple Leaf’s owned/leased pork farms were 
identified in Southern Manitoba within the 
Souris, Assiniboine, Red, Lake Manitoba and 
Lake Winnipegosis, Western Lake Winnipeg 
and Winnipeg sub-watersheds. Our owned/
leased poultry farms were identified in the 
Southern Ontario sub-watershed of Northern 
Lake Erie and our chicken hatcheries were 
identified in Northern Lake Erie and Eastern 
Lake Huron. In addition to livestock farm type 
and location, Maple Leaf Foods sources feed 
and feed ingredients (soy, corn, canola oil, 
etc.) from the provinces of Saskatchewan, 
Manitoba, Ontario and Quebec. All but one 
of our manufacturing facilities and one of our 
distribution centres draw and discharge water 
using municipal sources. The majority of our 
barns and feed mills use well water due to 
their rural locations.
It was determined that our organization 
has not directly caused or contributed 
to any negative water-related impacts 
on environmentally sensitive watersheds; 
however, some of our farms are located in 
areas where there are high threats to fresh 
water and overuse of water. The findings of 
this assessment have helped to inform the 
strategies we have integrated across our 
operations to reduce water use at our facilities 
and across our supply chain, and to reduce 
economic risk in the future.
Maple Leaf Foods has also conducted 
a physical climate risk assessment and 
climate scenario analysis, working with an 
independent third-party consultant, to better 
understand the climate-related risks and 
potential impacts to our livestock, assets, 
supply chain and operations. This assessment 
focused on extreme temperatures, freeze-thaw 
(i.e., number of ice days), water stress, and 
extreme wind and rainfall. It was determined 
that all regions in which we operate have 
medium to high risk of water stress due to 
temperature rise and increased drought risk, 
which can impact the availability of feed 
and water resources for sanitation. Using 
this information, we have prioritized where 
we should focus our physical risk mitigation 
efforts, and continue reducing our water 
consumption across our operations.
Better Planet
We are constantly auditing and monitoring our plants 
to ensure we are never complacent in our efforts to 
improve and to be as efficient as possible with our 
resources. In 2021, the team at our Heritage facility in 
Hamilton, Ontario investigated water reduction 
opportunities and identified that two major water 
systems continued to run during non-production and 
non-sanitation hours in an open-looped system. By 
implementing appropriate control measures and 
installing the right equipment, the team saved a 
significant amount of water and money.
Through analysis of a non-production day before and 
after control measures were in place, the average 
water load dropped from 200 litres per minute to 18 
litres per minute. The water consumption for the plant 
decreased by 53,830 m3 from 2020 to 2021, a 
reduction that can be partly attributed to this project, 
and the cost savings for the project were 
approximately $75,000 annually. The findings from 
this project are incredibly important and we will look to 
replicate it where applicable across our operations.

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Better Planet
Solid Waste
Reducing waste across our operations is a top priority for Maple 
Leaf Foods. We are constantly exploring new opportunities to 
reduce the production of solid waste at our facilities, improve 
our landfill diversion rate, and reduce the amount of food loss 
and waste arising from our business.
Solid Waste Reduction
We continue to conduct solid waste audits annually through our facility auditing and 
action plan program to identify opportunities to reduce our solid waste. Every facility 
has committed to reducing its solid waste intensity by 50% by 2025. In 2021, we have 
reduced our solid waste intensity by 18.5% since our 2015 base year and have achieved a 
company-wide landfill diversion rate of 92.7%.
Our biggest opportunity continues to be the diversion of organic sludge from our 
Brandon wastewater facility. Over the past year we have been reviewing various 
technologies, including anaerobic digestion, to convert this sludge into renewable energy 
that can be consumed in our Brandon plant.Pie chart showing solid waste breakdown. 50% Organics. 21% non-recyclables. 13% Plastics. 13% Paper fibres. 3% Metal, glass, other.

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Food Waste Reduction
We are committed to reducing the intensity of food loss and waste (FLW) arising from our 
operations by 50% by 2025.That’s why we’ve implemented a rigorous process to define and 
measure FLW and are continuing to investigate how FLW is impacting our business though 
a plant assessment program. Since 2016, we have reduced our FLW intensity by 33.3%. 
In 2019, we joined seven other leading Canadian companies in formally committing to 
Canada’s National Zero Waste Council and Provision Coalition in an effort to prevent and 
reduce food waste in our own operations. We engaged in a rigorous process to define FLW 
using the Food Loss Waste Protocol developed by the World Resources Institute (WRI). We 
conducted FLW assessments and worked to establish a baseline for each of our operating 
units. Due to our vertically integrated business model, we determined that the majority of 
our food waste occurs within our prepared meats and distribution centre facilities.
In 2021, we conducted 4 additional FLW assessments to help us develop a consistent 
standard to collect data, identify opportunities for reduction and improve processing 
efficiencies. Each plant that has been assessed has developed an action plan to meet our 
company-wide end goal. We are proud of the progress we have made to date. However, 
we still must work to ensure that food waste from our facilities does not end up in landfill. 
In 2022, we will continue to conduct additional FLW assessments and develop action plans 
for those facilities.

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Eliminating Waste In Our Supply Chain
To transport our products, we have partnered with CHEP, a provider of reusable pallets 
that are built from 99.7% certified lumber (PEFC and FSC certifications). Every time we 
use one of CHEP’s reusable pallets, rather than one-way packaging, we eliminate waste 
and improve efficiency. In 2020, by using reusable pallets, we have reduced substantial 
environmental impacts:
6,981
barrels of oil.
443,059 KG
of Solid Waste.
40,490
millions BTUs of energy.
6,493,142
tonnes of CO2.
*Data provided by CHEP
Better Planet
As an organization, we review our 
business practices to incorporate smart 
and sustainable efficiencies, ensuring 
our suppliers make sustainability a high 
priority. That’s why we’ve proudly worked 
with CHEP since 2011.
The CHEP business model is inherently 
circular and helps move more goods 
to more people in more places than 
any other organization on earth. 
Its sustainability vision is to pioneer 
regenerative supply chains while 
delivering life’s essentials every day in a 
nature-positive way.
CHEP’s share and reuse pallets power the 
Maple Leaf Foods supply chain, bringing 
several efficiencies and environmental 
benefits to our business in comparison to 
one-way, single-use solutions.
Our New Hamburg Hatchery facility has 
achieved landfill diversion certification for two 
years in a row through GreenCircle Certified 
LLC. The facility diverts 98% of its waste from 
landfill. The team at New Hamburg has placed 
a focus on waste diversion opportunities over 
the past several years with the majority of 
the material derived at the facility going to 
rendering, recycling and composting.

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Packaging
We believe that making our packaging 100% sustainable 
is both the right thing to do and a critical component to 
advancing Maple Leaf Food’s purpose and vision.
Better Planet
Sustainable Packaging 
Strategy
We have committed to 100% sustainable 
packaging and have created a formal 
packaging strategy to help us reach our 
goals. We will reduce and/or convert 
all our packaging components such as 
trays, films and labels into recyclable, 
compostable or reusable materials while 
meeting market criteria for performance, 
cost, quality and food safety throughout 
the product life cycle. 
In 2020, Maple Leaf Foods, along with more 
than 40 leading Canadian businesses, signed 
the Canada Plastics Pact (CPP). The CPP 
unites Canadian businesses, NGOs and 
public sectors to tackle plastic waste and 
pollution. The signatories will be collaborating 
to achieve clear and actionable targets. We 
developed our own targets based on the CPP’s 
objectives, which are:
To define a list of plastic packaging that is to be designated 
as problematic or unnecessary and take measures to 
eliminate them.
To have 100% plastic packaging designed to be reusable, 
recyclable or compostable.
To implement the How2Recycle label set on all Maple 
Leaf branded products.
To have 30% recycled content across all plastic packaging.
In 2021, we continued to explore sustainable packaging options. Working closely with 
our suppliers and packaging industry leaders, we identified and tested a variety of new 
materials with reduced environmental impacts and better suitability to the recycling 
infrastructure. In the long run, this progress will allow us to divert plastic from landfills. 
Over the coming years, we will continue to collaborate with the packaging industry to 
deliver more sustainable products that consume fewer resources, are made from recycled 
content and can be recycled after use.
We are currently integrating sustainable packaging for our products, where possible, 
with a focus on the following areas: reducing the overall amount of packaging materials 
used, sourcing materials with high recycled content, shifting to recyclable materials and 
exploring to eco-friendly packaging alternatives, like Halopack.

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Material Reduction
Reducing the amount of packaging and 
making our packaging more compact 
without compromising the safety of 
our food is critical on our journey to 
100% sustainable packaging. We have 
successfully achieved the following 
reductions across our product lines: 
30% reduction of material weight across our Deli Meat 
Portfolio on 175g pack sizes by optimizing material gauge 
selection.
40% reduction in packaging material weight across Maple 
Leaf® branded LunchKits by replacing the paperboard 
sleeve with pre-printed film.
14% average reduction in packaging material weight across 
Maple Leaf Prime® Further Processed Poultry by right sizing 
the packaging components.
Better Planet
Recyclable And Post-Consumer 
Recycled Content 
Incorporating recyclable, post-consumer recycled content 
(PCR) into are packaging are fantastic ways to make our 
packaging more sustainable. Recyclable content means 
that our packaging can be recycled by our end consumers. 
Post-consumer recycled content means that the packaging 
we use for our products was diverted from landfill and 
repurposed from the previous end consumer.  This means 
that our packaging is made from material that has been 
discarded by an end consumer for reuse and that it can also 
be recycled by our end consumers. We have successfully 
achieved recyclability and PCR content in the following 
product lines:
100% recyclable trays that are made with 95% post-
consumer recycled content for our Maple Leaf Prime® 
Organic Boneless, Skinless Chicken Thighs, Lightlife™ Plant-
based Burger and Greenfield™ Fresh Pork.
100% recyclable trays for our Schneiders® Grab N’ Snack 
Lunch Kits and Schneiders® Artisanal Charcuterie Board.

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Alternative Materials
We are also exploring eco-friendly packaging 
alternatives that use fewer materials and 
generate less waste across the product 
lifecycle. We launched our Prepped and Ready 
portfolio packaging with Halopack, an eco-
friendly solution that uses a combination 
of 90% recycled paperboard and 83% less 
plastic.  Halopack is the first fully gas-tight 
cardboard Modified Atmosphere Packaging 
that serves to preserve quality and nutritional 
value and reduce food waste.
*
*When compared to a traditional high impact polystyrene
(HIPS) tray.
Stakeholder Engagement
Maple Leaf Foods became a founding member 
of the Canada Plastics Pact (CPP). The CPP is 
a platform for multi-stakeholder collaboration 
and industry-led innovation that unites leaders 
in Canada’s plastics value chain behind a 
common vision and ambitious goals to address 
plastic packaging waste at the source. More 
than 40 leading Canadian businesses, NGOs 
and public sector partners have signed onto 
the CPP. They will be working to collectively 
achieve four clear, actionable targets by 2025. 
Maple Leaf Foods, together with the CPP 
partners, hope to fundamentally change the 
way Canadians use and reuse plastic, while 
securing a resilient economy that flourishes 
within nature’s limits. The immediate next step 
for the CPP to achieve its goals by 2025 is 
to develop a roadmap for action. To be fully 
transparent and ensure measurable action, 
a CPP progress report will be made publicly 
available each year.
To learn more:
Better Planet
Visit Plastics Pact
Consumer Education
We are the first Canadian protein company 
to partner with How2Recycle. How2Recycle 
is a standardized labeling system that 
provides instructions for proper recycling. 
We are continuing to explore collaborative 
opportunities with the How2Recycle program.
We have also partnered with Loop, a global 
circular shopping platform designed to 
eliminate the idea of waste by transforming 
products and packaging from single-use to 
multi-use. We are working together to support 
a Canadian launch of the Loop program.
Cascades
To explore sustainable packaging options for 
our products, we have partnered with one of our 
packaging suppliers, Cascades. They supply us 
with clear protein trays that are made with 100% PET 
recycled plastics, including a majority of post-
consumer recycled content from bottle flake. 
Cascades also supplies us with containerboard boxes 
that are fully recyclable and are made with a majority 
of recycled fibre.
Experts in sustainable hygiene and packaging 
solutions, Cascades drives its product innovation 
agenda according to eco-design principles and a 
circular mindset, thanks to its material recovery 
division. The company ranks 17th among Corporate 
Knights’ 100 Most Sustainable Corporations in the 
World and has a long-standing commitment to 
sustainability and  half a century of experience in 
recycling. In 2020, Cascades launched North 
America’s first thermoformed cardboard tray that is 
recyclable and made with 100% recycled fibre.
Partners in sustainability, Maple Leaf Foods and 
Cascades remain on the lookout for more eco-
designed packaging solutions that integrate up to 
100% recycled content and support Maple Leaf 
Foods’ commitment to sustainable and recyclable 
packaging.

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Appendix
The 
Appendix

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Appendix
APPENDIX: Goals and Performance Table
Better Food
2021 Priorities
Status
Our Performance
2022 Priorities
Nutrition
Expand our leadership in Raised Without 
Antibiotics (RWA) pork in  
North America and in RWA poultry  
in Canada
On track
In 2021, we achieved double digit growth in our RWA Prepared Meats business in North America and our RWA Fresh 
Poultry business in Canada. We elevated consumer communication and education on the benefits of RWA meat 
protein products.
Expand our leadership by achieving 6%+ growth in Raised 
Without Antibiotics (RWA) poultry in Canada and achieving 
double-digit growth in RWA pork in North America
Support our Prime® RWA lineup through RWA education and 
by growing our Prime brand’s market performance outside of 
Ontario to 100 BDI (business development index) in next 5 years
Advance Greenfield Natural Meat Co.™ suite of progressive 
claims by adding at least one new claim on-pack
Execute the commitments of our Food Manifesto for our Maple 
Leaf® brand and be leaders of the real food movement
Accelerate research and development efforts against  
a pipeline of innovation that advances our commitment to better 
food
Support our Prime® RWA lineup and RWA 
education
On track
We onboarded new Prime RWA retailers in 2021. We continue to deliver strong growth with our loyal consumers with 
increasing buy rates, and continue to expand reach and grow penetration in the category through broadly educating 
chicken consumers on RWA benefits.
Product innovation for Greenfield Natural Meat 
Co.™ portfolio
On track
In 2021, we added the Carbon Zero claim on package to the entire portfolio and launched innovation in adult kits, 
dry cured sliced meats and no sugar added thick cut bacon.
Execute the commitments of our Food 
Manifesto for our Maple Leaf® brand and be 
leaders of the real food movement
On track
Our Maple Leaf brand has successfully repositioned to become a premium, differentiated brand with strong, 
meaningful credentials, and maintains dominance as a leading packaged meat brand in Canada. The brand 
continues to be guided by our food manifesto as it uses its natural, real and simple point of difference to be a badge 
brand for Canadian families.
Accelerate research and development efforts 
against a pipeline of innovation that advances 
our commitment to better food
On track
We continued to develop new products for the short-term and long-term branded innovation pipeline for our 
brands. There are currently several product lines in development under Maple Leaf Foods’ brands, with the first new 
innovation slated to launch in Spring 2023. Complementary work is also in progress on claims progression to ensure 
that we continue to accelerate the brand positioning of our flagship Maple Leaf brand. 
Execute significant product renovation to our 
Greenleaf Food’s brands by delivering great 
tasting, 100% vegan and non-GMO certified 
product line in 2021
Partially  
Achieved
In 2021, we completed the repositioning of our Lightlife® brand to focus on delivering simple and recognizable 
ingredients and reinforced the commitment of our Field Roast™ brand to deliver bold and adventurous taste. Both 
brands underwent significant product design and packaging renovations reflecting the revised brand mandates. All 
of Lightlife® and Field Roast™ products are 100% vegan certified and are in the process of 100% Non-GMO Project 
verified.

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Better Food
2021 Priorities
Status
Our Performance
2022 Priorities
Food Safety
Ensure our raw material, ingredient and 
packaging suppliers achieve food safety 
certification to a Global Food Safety Initiative 
(GFSI) standard
On track
Meat protein:
100% of co-manufacturers
100% of raw meat suppliers
98.8% of non-meat ingredient suppliers
94.6% of food-contact packaging suppliers
88.1% of non-food contact packaging suppliers 
Plant protein:
100% of co-manufacturers
97.1% of non-meat ingredient suppliers
88.9% of food-contact packaging suppliers 
72.7% of non-food contact packaging suppliers 
Ensure our raw material, ingredient and packaging suppliers 
achieve food safety certification to a Global Food Safety 
Initiative (GFSI) standard
Expand Hazard Analysis and Critical Control Point (HACCP) 
coaching/training team members and execute four waves of 
training
Deploy the LIMS solution at one of our plant-based facilities and 
the newly commissioned fresh poultry London facility
Deliver our annual food safety and quality performance metrics 
of our Food Safety Incident Rate (FSIR) and Quality Incident Rate 
(QIR) in 2022
Deliver our poultry pathogen strategy performance targets and 
invest in expanded collaboration with government and industry
Achieve sanitation performance targets in 2022
Deploy plan to reduce asset/equipment damage caused by 
sanitation
Reduce foreign material complaints in 2022
Expand Hazard Analysis and Critical Control 
Point (HACCP) coaching/training team 
members and execute four waves of training
On track
We continued rolling out our world-class HACCP training program to all plants, aligned with the new Safe Food for 
Canadians Act and Food Safety Modernization Act requirements. 
Expand our Laboratory Information 
Management System (LIMS) functionality with 
additional modules, instrument interfaces 
and integration with other key-business (SAP) 
applications
Achieved 
Successfully implemented LIMS for environmental monitoring, shelf life, and sample submission at four of our 
facilities.
Deliver our annual food safety and quality 
performance metrics of our Food Safety 
Incident Rate (FSIR) and Quality Incident Rate 
(QIR) in 2021
Achieved
We met and exceeded our FSIR target by 45% and QIR target by 51%.
Deliver our poultry pathogen strategy 
performance targets and invest in expanded 
collaboration with government and industry.
On track
We continued to deliver and learn from our results, and review and improve mitigation strategies to reduce the 
impact of supply chain challenges that could impact our pathogen metrics.
Deliver our sanitation performance metrics in 
2021.
Achieved
In the first year, many improvements were made and our SIR performance metric met and exceeded our target by 
19%. By the end of 2021, our SIR performance metric normalized and we met and exceeded our target by 4.2%.  
Overall, the plant network sanitation performance improved by 63% compared to the 2019 baseline. We also 
successfully developed a strategic plan to ensure continuity between our sanitation strategy and asset procurement 
and preservation. 
Reduce foreign material complaints in 2021.
Achieved
Over the past three years, we have reduced the detection of foreign material complaints by 45%.
APPENDIX: Goals and Performance Table

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Better Care
2021 Priorities
Status
Our Performance
2022 Priorities
Better Care
Finish transitioning Maple Leaf Foods’ sow 
barns to Advanced Open Sow Housing.
Achieved
Converted 69,850 sow spaces (100%) to our Advanced Open Sow Housing system as of the end of 2021.
Complete implementation of environmental enrichments in pig 
farms supplying our pork Raised Without Antibiotics program
Advance implementation of environmental enrichments in broiler 
farms supplying our operations
Evaluate environmental enrichments in our broiler breeder barns
Commence a pilot test of remote video auditing for chicken 
catching
Complete a proof-of-concept test of remote video auditing for 
paw scoring of chickens
Transition to controlled atmosphere stunning for all our broiler 
chickens at our London, Ontario plant when constructed
Continue the phased elimination of piglet castration in our Maple 
Leaf pig barns
Commence a pilot rollout of our animal care certification 
program for employees
Develop custom poultry welfare video training modules for our 
poultry plants
Install environmental enrichments in the 
remainder of our sow barns as they are 
transitioned to Advanced Open Sow Housing.
Achieved
Completed installation of environmental enrichments in all Maple Leaf Foods’ sow barns as of the end of 2021.
Provide environmental enrichments in pig farms 
supplying our pork Raised Without Antibiotics 
program.
On track
We have implemented environmental enrichments for 89% of our Raised Without Antibiotics pig supply.
Implement environmental enrichments in broiler 
farms supplying our Ontario Raised Without 
Antibiotics program.
Behind 
target
We were unable to complete the implementation of environmental enrichments in Ontario Raised Without Antibiotics 
broiler chicken barns because of enrichment manufacturing delays. However, we did implement our newly designed 
enrichments in all barns supplying our Certified Humane® Raised and Handled and Certified Organic Barns.  
Finish rolling out SafeFlight digital 
transportation monitoring in our Ontario poultry 
trailer fleet and continue to train drivers.
Achieved
Deployed and implemented SafeFlight driver application and central monitoring in 100% of our Ontario trailers and 
completed driver training.
Evaluate opportunities for remote video 
auditing during chicken catching, as permitted 
by COVID-19 restrictions.
Achieved
We conducted planning for a pilot test of remote video auditing for chicken catching in 2021.
Transition to controlled atmosphere stunning 
for all our broiler chickens at our London, 
Ontario plant when constructed.
On track
Construction of our London, Ontario plant with controlled atmosphere stunning is underway, and progressed 
according to plan.
Continue the phased elimination of piglet 
castration in our Maple Leaf pig barns.
On track
In 2021, we continued eliminating piglet castration, and transitioned five additional sow barns.
Complete a pilot rollout of our animal care 
certification program for employees.
Behind 
target
We progressed development of our animal care certification program; however, completion of a pilot implementation 
was delayed due to COVID-19.
Develop custom poultry welfare video training 
modules for our poultry plants.
On track
In 2021, we completed filming of our Ontario and Alberta poultry operations and development of a pilot training 
module.
APPENDIX: Goals and Performance Table

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Better Communities
Better Planet
Better Care
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Better Communities
2021 Priorities
Status
Our Performance
2022 Priorities
Occupational Health and Safety 
Total Recordable Incident Rate of 0.55 or less
Achieved
Our 2021 TRIR was 0.48. Our benchmarking indicates that this represents best-in-class performance across 
Manufacturing in North America compared to the Bureau of Labor Statistics.
Total Recordable Incident Rate of 0.44 or less
Days Away, Restricted or Transferred Rate of 0.19 or less
100% completion rate on plant safety and health accident 
reduction plans
Days Away, Restricted or Transferred Rate of 
0.20 or less
Achieved
Our 2021 DART was 0.13.  Our benchmarking indicates that this represents best-in-class performance across Food 
Manufacturing in North America compared to the Bureau of Labor Statistics.
100% completion rate on plant safety and 
health accident reduction plans
Achieved
Our full-year 2021 SHARP completion was 100%.
Our People
Advance our progress on the path to 50% 
gender equity for leadership roles held by 
women by 2022 and support inclusiveness 
across Maple Leaf Foods
Behind 
target
In 2021, women representation was 42% at the manager level (1% increase from 2017), 35% at the director level 
(9% increase from 2017) and 30% at the VP level (10% increase from 2017). Although we are behind target, these 
improvements are promising, as it shows women are ascending into leadership roles. We have developed and begun 
executing a cross-functional task force to continue closing gender gaps.
Advance our progress on the path to 50% gender equity 
for leadership roles held by women by 2022 and support 
inclusiveness across Maple Leaf Foods
Execute a cross-functional task force comprised of business leaders 
to develop a targeted action plan to attract, develop and retain 
women employees and continue working to close gender gaps
Launch and promote volunteer program to engage ML people 
within their communities
Activate the People Strategy by implementing and launching key 
deliverables
Activate the D&I Blueprint and build the next evolution of the 
3-year plan for 2023 onward
Build talent pipeline to support the execution of strategic 
initiatives and continue investing in Leadership Development
Roll out of our Maple Leaf Foods Leadership Values, 
including rolling out to hourly team members
Design and rollout a new performance management system
Promote volunteerism across MLF
Did not 
Meet 
A comprehensive volunteer program plan was designed but not implemented or rolled out to due COVID. We have 
built volunteerism into our multi-year People Strategy.
Develop a comprehensive People Strategy
Achieved
In 2021, a multi-year People Strategy was unveiled which identifies four pillars supported by 14 initiatives that are 
aimed at strengthening our culture, enabling the development of our people and engagement of teams. 
Execute on our Diversity & Inclusion (D&I) 
Blueprint
On track
We began executing on our strategic plans as part of our D&I Blueprint.
Execute on our Mental Health initiative
On track
Mental health is a formal element of our multi-year People Strategy. We continued to offer mandatory mental 
health training to our people leaders (88% completion to date). We continued to support our people throughout the 
COVID-19 pandemic by promoting mental health resources and support.  
Build talent pipeline to support the execution of 
strategic initiatives and continue investing in 
Leadership Development
On track
We continued investment in targeted development, mentorship and executive coaching.
Roll out of our Maple Leaf Foods Leadership 
Values
On track
We continued to complete initiatives directly linked to supporting the activation of our Maple Leaf Leadership Values.
APPENDIX: Goals and Performance Table

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Introduction
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Better Communities
Better Planet
Better Care
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Appendix
Food Security
Raise awareness and engagement to influence 
change
On track
Conducted the #SpeakUpForFoodSecurity campaign in August 2021, generating 6 million video views and more than 
1000 letters sent to federal Members of Parliament.
Raise awareness and engagement to influence change 
Multiply our impact through convening and collaboration
Invest in scalable projects to increase reach and impact
Contribute more than $1.5 million in healthy food products
Advocate for enhanced food insecurity 
measurement and target setting 
Achieved
Collaborated with partners to submit a briefing note to the Minister of Agriculture and Agri-Food, asking for 
consistent measurement of food insecurity and a target to reduce food insecurity by 50% by 2030, including 
eliminating severe food insecurity and the disproportionate impact on Black and Indigenous people.
Multiply our impact through convening & 
collaboration
On track
Convened our partners and other stakeholders at virtual webinars and learning sessions throughout the year, 
including results of a national research study on how people prioritize action on social issues, including food 
insecurity.
Invest in scalable projects to increase reach 
and impact.
On track
Invested in two new projects with the potential to reach people through scale interventions, including tapping into 
the broader health care network, and enabling more vulnerable people to access financial entitlements through tax 
filing.  
Advocate for a universal national school food 
program.
Achieved
The federal government is moving forward, with committed funding to establish a national school food program. 
Contribute more than $1.5M in healthy food 
products in 2021
Achieved
More than $3.0M in healthy food products were donated in Canada and the United States.
APPENDIX: Goals and Performance Table 
Better Communities
2021 Priorities
Status
Our Performance
2022 Priorities

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Better Communities
Better Planet
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Better Planet
2021 Priorities
Status
Our Performance
2022 Priorities
Better Planet
Execute environmental sustainability action 
plans to drive progress toward our 50% 
reduction by 2025 goals.
Behind 
target
In 2021, our environmental footprint reductions largely plateaued from the previous year. Although we have 
made good initial reductions from our base year, we recognize that we won’t meet our targets unless we make 
major strategic shifts and invest in high-impact, innovative technologies. Therefore, we continued working on two 
transformational strategies this past year: anaerobic digestion and regenerative agriculture and are hopeful that as 
progress is made on these strategies, we will get back on track to meet our environmental targets.
Execute environmental sustainability action plans to drive 
progress toward our 50% reduction by 2025 goals
Execute carbon reduction roadmap to drive progress towards our 
SBTs
Commence implementation of our anaerobic digestion and 
regenerative agriculture strategies in 2022
Execute on our sustainable packaging strategy
Develop and deploy environmental sustainability employee 
training through our operations learning program
Renew our environmental sustainability action 
plans and develop reduction roadmaps to drive 
progress toward our 50% reduction by 2025 
goals.
Achieved
We refreshed our facility action plans and built roadmaps to drive progress toward our 50% reduction by 2025 goals.
Finalize and start implementation of our 
comprehensive Scope 1, 2 & 3 GHG reduction 
plans in 2021 in order to execute against 
our science-based targets and maintain 
carbonneutrality.
Partially 
Achieved
We continued developing our carbon reduction roadmap in 2021 and realize that it will be an ongoing process as 
new technologies and partnerships emerge and evolve. During our reduction plan development process, we identified 
anaerobic digestion and regenerative agriculture as two transformative strategies that will be essential to meet our 
SBTs.
Begin roll out of our new supplier code and 
sourcing strategy in 2021.
Achieved
We successfully developed and rolled out our Supplier Code of Conduct in 2021. All of our preferred suppliers will 
acknowledge compliance to the code by the end of 2022. 
Begin roll out of our new supplier code and 
sourcing strategy in 2021.
Achieved
We successfully developed and rolled out our Supplier Code of Conduct in 2021. All of our preferred suppliers will 
acknowledge compliance to the code by the end of 2022. 
Begin to execute on our sustainable packaging 
strategy.
On track
In 2021, our sustainable packaging strategy was approved. Working closely with our suppliers and packaging 
industry leaders, we identified and tested a variety of new materials with reduced environmental impacts and better 
suitability to the recycling infrastructure.
Finalize our food loss and waste reduction plans 
and conduct additional food loss and waste 
assessments.
Achieved
We conducted four additional food loss waste assessments and developed reduction plans for those facilities. We 
continued to make improvements and have achieved a 35.9% reduction in food loss waste intensity since 2016. 
Conduct third-party solid waste audits at our 
US facilities.
Did not 
meet
We were unable to find service providers for our Turner Falls facility that met our requirements nor a suitable location 
for our Seattle facility to perform the audit. Our food safety standards prevent us from performing on-site audits. We 
are working to resolve these challenges to complete the audits in 2022. 
Develop and integrate employee training 
on environmental sustainability into our 
operations learning program.
On track
We began development of environmental sustainability training program for our employees through our operations 
learning program but postponed further work on it due to the impacts and shifting priorities of our plants throughout 
the COVID-19 pandemic. We will continue development and begin integration in 2022. 
APPENDIX: Goals and Performance Table

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Introduction
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Better Communities
Better Planet
Better Care
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Appendix
APPENDIX: Environmental Performance Summary Table
Consumption2
Intensity (/1000 kg finished product)12
Parameter
Base year1
2019
2020
2021
Base year1
2019
2020
2021
Total Energy (MWh)3
1,184,384
1,083,909
1,066,838
1,077,146
1.87
1.64
1.50
1.54
Direct Energy – Natural 
Gas (m3)4
 66,703,818
62,697,905 
60,552,023* 
59,958,982* 
105.32
95.04
85.15
85.58
Indirect Energy – Electricity 
(MWh)5
464,057 
377,188 
385,425* 
 401,090* 
0.73
0.57
0.54
0.57
Water (m3)6
10,171,717 
 8,786,821 
8,956,615* 
8,848,288* 
16.06
13.32
12.60
12.63
Food Loss Waste (MT)7
28,472 
20,656 
20,556 
19,542 
41.81
31.31
28.91
27.89
Solid Waste (MT)8
22,346 
 21,599 
21,013 
19,165 
33.58
32.74
29.55
27.35
Landfill Diversion Rate (%)9 
91.83%
92.47%
91.97%
92.66%
-
-
-
-
Scope 1 & 2 (tCO2e)
323,328
314,072 
316,195   
322,220
0.23
0.23
0.21
0.22
Scope 1 (tCO2e)10
294,798
284,996
285,509*
290,620* 
0.21
0.20
0.19
0.19
Scope 2 (tCO2e)10 11
28,530
29,076 
30,686* 
31,600* 
0.02
0.02
0.02
0.02
Scope 3 (tCO2e)10
1,431,329
1,451,315
1,493,722*
1,518,391*
1.00
1.04
0.99
1.02

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Better Communities
Better Planet
Better Care
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Appendix
APPENDIX: Environmental Performance Methodology
Our performance is reported consistent 
with our report boundary. In 2021, we 
have reported on entities over which 
Maple Leaf Foods has operational control 
– our processing and manufacturing
facilities, distribution facilities and offices
(both leased and owned buildings); and
farms, barns and feed mill operations
(unless otherwise indicated).
* This performance indicator is within
the scope of the limited assurance
report.
1. Base year: Electricity, natural gas and
water have a 2014 baseline, solid waste 
has a 2015 baseline, food loss waste has 
a 2016 baseline, and SBTs (Scope 1, 2 and 
3) have a 2018 baseline.
2. Consumption: Consumption reflects
actual usage or emissions. 
3. Total energy: Total energy represents
electricity, natural gas, propane and 
number 6 fuel oil
4. Direct energy: Direct energy
represents the consumption of natural 
gas and is recorded on an as-billed basis 
for the calendar year.
5. Indirect energy: Indirect energy
represents the consumption of purchased 
electricity and is recorded on an as-billed 
basis for the calendar year.
6. Water: Water consumption is
recorded on an as-billed basis for 
municipal water and as withdrawn for 
well water for the calendar year.
7. Food loss waste: Represents
data collected through SAP, vendor 
invoices and diversion reports using 
the Food Loss and Waste Accounting 
and Reporting Standard. Data includes 
all food produced for North American 
consumption. 
8. Solid waste: Solid waste represents
the amount of waste disposed at 
landfill (MT) on an as-billed basis for the 
calendar year. Solid waste performance 
is established by landfill diversion 
reports and invoices provided by our 
waste management vendors.  
9. Landfill diversion rate (%):
Represents the amount of waste 
diverted from our operations away from 
landfill. Landfill diversion rate: Total 
recycling divided by total waste 
generated including recycling and solid 
waste.

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10. Greenhouse gas (GHG)
emissions: GHG emissions are
measured in units of tonnes of carbon 
dioxide equivalent (CO2e).  In 2021, we 
restated our GHG emissions back to our 
baseline year (2018) for emission sources 
where we obtained improved availability 
of data or change in methodology. A 
methodology change included the 
removal of  piglet as a separate category 
as a sow and their pre-weaned piglets 
are considered as a single sow unit 
consistent with the reporting standards 
of the hog growing industry.
Scope 1: Scope 1 sources include 
natural gas, propane, our corporate car 
business travel, Maple Leaf Foods-owned 
trucks and shunt trucks, animal 
emissions and manure management, 
renewable natural gas, and CO2 used in 
process, mobile equipment and 
refrigerants. Scope 1 emissions are 
calculated using activity data (e.g. fuel 
consumption data from meters, average 
annual production by various livestock 
types, purchased records from suppliers) 
multiplied by a calculated emission 
factor from the 2006 Intergovernmental 
Panel on Climate Change Guidelines for 
National Greenhouse Gas Inventories or 
applicable regulated default emission 
factors.
Scope 2: Scope 2 sources include 
electricity and green power. Scope 2 
emissions are calculated using current 
average U.S. Environmental Protection 
Agency’s Emissions & Generation 
Resource Integrated Database (eGRID) 
factors (for U.S. facilities) and 
Environment and Climate Change 
Canada’s National Inventory Report (NIR) 
factors (for Canadian facilities). 
Scope 3: see next page for a detailed 
breakdown.
- For our carbon neutral claim, we offset
100% of Scope 1 & 2 emissions and 5% of
our Scope 3 emissions. Procurement of
verified emissions reductions (VERs):
*363,784 tCO2e and Renewable Energy
Certificates (RECs): *47,414 MWh.
11. Location-based emissions: location-
based emissions according to the GHG 
Protocol Scope 2 Guidance. Scope 2 
emissions calculated using the market-
based method: 8,660 tCO2e.
12. Intensity: Represents the individual
performance measure per 1,000 kg of 
production (finished product). To avoid 
double counting, finished product does not 
include product volumes sold between 
Maple Leaf Foods business groups. For 
2021, *700,614 metric tonnes of finished 
goods produced.
APPENDIX: Environmental Performance Methodology

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Introduction
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Better Communities
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Better Care
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Appendix
Scope 3 Emission Category
Sources & Activity Data
tCO2e
Emission Factor
Assumptions
Methodology
% Emission 
calculated based 
on 3rd party data
Purchased Goods & Services
Animal feed - using spend for hog and 
production volume for poultry
Third party contracted growers and producers 
- using proportion of supply for hog and
production volume for poultry
Ingredients and packaging - using $ spend
Co-manufacturers - using kg of sales volume
1,259,220
Animal feed (hogs), ingredients and packaging - 2007 Producer Price Model published by the Green Design Institute of Carnegie 
Mellon University
Third party contracted hog producers - prorating Maple Leaf Foods’ reported emissions in proportion to the relative production 
of Maple Leaf Foods and the third-party grower prorating Maple Leaf Foods’ reported emissions in proportion to the relative 
production of Maple Leaf Foods and the third-party producer
Animal feed (poultry), third party contracted poultry grower - Lifecycle analysis by the Chicken Farmers of Canada
Co-manufacturers - utilize Maple Leaf Foods’ emission intensity as a proxy to calculate co-manufacturer’s emissions
For third party contracted hog producers, 
as all third-party hog barns are located in 
proximity of Maple Leaf Foods’ barns the 
assumption is that third-party producers’ 
emissions will be similar per unit of production 
to Maple Leaf Foods.
Average-data 
and spend-based 
method
0.0%
Capital Assets
This category is relevant but not reported. 
Based on a review of the GHG Protocol Scope 
3 Evaluator, this category is determined to be 
insignificant in size and the ability to collect 
data is limited.
N/A
N/A
N/A
N/A
N/A
Fuel and energy related activities (not 
included in Scope 1 or Scope 2)
Upstream emissions of purchased fuels - using 
natural gas and propane consumption
Upstream emissions of purchased electricity - 
using electric power consumption
26,597
Department for Environment Food and Rural Affairs (DEFRA)
Fuel and electricity quantities sources and type 
of fuel and electricity consumed is a reference 
to Scope 1 and Scope 2.
Average-data 
method
0.0%
 Upstream transportation and 
distribution
Rail transport, using tons-kilometer
Road transport, using kilometers travelled
21,648
Rail transport - Department for Environment Food and Rural Affairs (DEFRA) 
Road transport - US EPA Climate Leaders - Commuting, Business Travel and Product Transport 
The most direct road route is used to transport 
(road and rail) products, feed and animals 
between shipping points.
Mass/distance-
based and distance-
based method
0.0%
Waste generated in operations
Manure land application - using annual 
average hog and chicken 
Disposal in a landfill - using tonnes
Composting - using tonnes
Rendering - using tonnes
67,982
Manure land application - IPCC Guidelines for National Greenhouse Gas Inventories
Disposal in a landfill - Environment Canada National Inventory Report
Composting - US EPA, “Documentation for Greenhouse Gas Emission and Energy Factors Used in the Waste Reduction Model”
Rendering - “Data for the Carbon Footprinting of Rendering Operations”, Gooding, C.H.
For landfill facilities that use landfill gas 
capture and recovery system is 99.7% 
efficiency, otherwise 100% of the methane is 
reported. For rendering, materials are sent 
to rendering facilities located in proximity of 
Maple Leaf Foods sites and is based on a proxy 
of an average-sized rendering plants in North 
America.
Average-data 
method
0.0%
Business Travel
Air travel, including commercial airline and 
corporate jet services - using kilometers 
travelled and litres consumed, respectively
Automobile travel, using rental cars and 
employee personal car - using kilometers 
travelled and gas expenditures
  2,141
Air Travel - Department for Environment Food and Rural Affairs (DEFRA) and The Climate Registry
Automobile Travel - US EPA Climate Leaders - Commuting, Business Travel and Product Transport 
Automobile emission is based on an average 
size car with an average fuel efficiency in North 
America.
Distance-based, 
fuel-based and 
spend-based 
method
0.02%
Employee Commuting
Employee commuting - using the number of 
employees working directly for the Company
 8,334
The GHG Protocol Quantis Scope 3 Evaluator tool is used - it is based on the US Department of Transportation data (USDOT 
2014), in conjunction with ecoinvent 2.2 datasets for various transportation mode
Average work schedule in North America and 
adjusted for the impact of COVID-19 work 
from home policy based on internal employee 
survey.
Average-data 
method
0.0%
Upstream leased assets
Electric power - Information system data 
centre - using KWh consumption
 12
Environment Canada - National Inventory Report
Electricity grid for the province in which the 
asset is located was used.
Asset-specific 
method
0.0%
APPENDIX: Environmental Performance Methodology

2021 Sustainability Report
The Company
Table of contents
Introduction
Better Food
Better Communities
Better Planet
Better Care
123
Appendix
Scope 3 Emission Category
Sources & Activity Data
tCO2e
Emission Factor
Assumptions
Methodology
% Emission 
calculated based 
on 3rd party data
Downstream transportation 
and distribution
Animal feed - using spend for hog and 
production volume for poultry
Marine transport - using tons-kilometers
Road transport - using kilometers travelled
Ingredients and packaging - using $ spend
Co-manufacturers - using kg of sales volume
122,457 
US EPA Climate Leaders - Commuting, Business Travel and Product Transport 
The most direct route is used to transport 
finished products between shipping points.
Mass/distance-
based and distance-
based method
0.0%
Processing of sold products
This category is not relevant and therefore 
not reported. Maple Leaf Foods does not sell 
intermediate products for further processing.
N/A
N/A
N/A
N/A
N/A
Use of sold products
This category is not relevant and therefore not 
reported. Our products do not result in direct 
use-phase emission.
N/A
N/A
N/A
N/A
N/A
End-of-life treatment of sold products
This category is relevant but not reported. 
Based on a review of the GHG Protocol Scope 
3 Evaluator, this category is determined to be 
insignificant in size and the ability to collect 
data is limited.
N/A
N/A
N/A
N/A
N/A
Downstream leased assets
This category is not relevant and therefore not 
reported.
N/A
N/A
N/A
N/A
N/A
Franchises
This category is not relevant and therefore not 
reported. Maple Leaf Foods does not operate 
any franchises
N/A
N/A
N/A
N/A
N/A
Investments
This category is relevant but not reported. 
Maple Leaf Foods has a minority stake (with 
no operation control) in a few companies. All 
are insignificant and emissions have been 
assessed to be negligible.
N/A
N/A
N/A
N/A
N/A
Total
1,518,391 
0.02%
APPENDIX: Environmental Performance Methodology