Making fries,
making strides.
GLOBAL SUSTAINABILITY REPORT2023 FISCAL YEARTABLE OF CONTENTS

Introduction

PeopleFood

PlanetAppendix

03 l President and CEO Letter

13 l Team Members
14 l Occupational Healthand Safety

39 l Sustainable and Regenerative
Agriculture

63

04 l About this Report

30 l Product Stewardshipand Innovation
32 l Food Safety and Quality

47 l Manufacturing

36 l Product Labeling andMarketing

56 l Fostering Innovation

05 l About Lamb Weston
08 l 2023 Highlights

18 l Recruitment and Retention

09 l Material Topics

21 l Diversity, Equity, andInclusion

10 l Our Sustainability
Progress

24 l Ethics and Integrity

11 l Governance

26 l Communities

58 l Sustainable Sourcing
and Procurementl Stakeholder Engagement

66 l U.N. Sustainable 				 Development Goals
67 l 2024 Double Materiality 				Assessment
68

l Performance Data Tables

86 l Global Reporting Initiative
		 (GRI) Index
99 l Sustainability Accounting
		 Standards Board (SASB)
102 l Task Force on Climate-				 Related Financial 				 Disclosures (TCFD)INTRODUCTION
President and CEO Letter

PEOPLEl

About this Report

FOODlAbout Lamb Weston

PLANET

APPENDIXll2023 Highlights

Material Topics

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Our Sustainability Progressl3

Governance

A MESSAGE FROM OUR

President and Chief Executive Officer
At Lamb Weston, we know how to make great fries — we’ve been leading
the industry for nearly 75 years. This report demonstrates the ways webring our industry expertise to bear for the betterment of our communities
around the world.

We are laser-focused on progress, and our
global team members demonstrate this every
day, finding new and innovative ways to get
our work done more efficiently, profitably,and sustainably. This push for progress isthe foundation of our sustainability mantra:
Making Fries, Making Strides.

“We’re committed to making strides
toward a better, more sustainable
future because it’s critical to the longterm success of our business and therole we play in our communities as an
economic driver, a top employer, anda community builder.”This year we’re reporting as one globalorganization for the first time following the
integration of our EMEA business, which we
acquired in March 2023. This is an importantmilestone for us as we bring together thebest of what we’ve implemented worldwide
for environmental, social, and governanceprograms that have even more impact. We’recommitted to making strides toward a better,more sustainable future because it’s criticalto the long-term success of our businessand the role we play in our communities as
an economic driver, a top employer, and acommunity builder.
We’ve prepared a comprehensive report on
our performance that includes highlights fromsome incredible work being done to support
our people, protect the planet, and makegreat food.

You’ll see updates on work we’re doing globally,such as:• Our continuous work to build and incorporate
regenerative agriculture practices at our own
farm and with our grower partners around theworld. The future of agriculture depends on
the work we’re doing today and have been
doing for decades, to protect the soil, andimplement sustainable practices that will allow
us to grow potatoes for years to come.
• Our ongoing effort to build a culture of
personal safety and the results that come with
it. The team at our Paterson Farm achieved
three years without a recordable incident —just one example of a team that embodies
our safety culture.
• Our thoughtful implementation of newtechnology, such as the use of AI tools to
identify foreign material risks and helps us
to improve food safety and quality while
reducing food waste.
This report also includes an update on how
we’re looking at our goals. Bringing our globalorganization together, we knew we had to lookat our targets differently. You’ll see we’ve set
new targets and a new benchmark year, andwe’ve included a final progress update on the2030 goals we set previously.

We know that we have a responsibility to drive
financial performance while contributing positively
to society and the environment. We take that
responsibility seriously and I hope this reportprovides you with a sense of the confidence I
have in Lamb Weston’s bright future.

Tom Werner
President and CEO

INTRODUCTION
President and CEO Letter

PEOPLEl

About this Report

FOODlAbout Lamb Weston

PLANETl2023 Highlights

APPENDIXl

Material Topics

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Our Sustainability ProgresslGovernance

About this Report
This report covers Lamb Weston’s global progress on our environmental, social, andgovernance priorities during the fiscal year ended May 28, 2023. All data included inthis report covers Fiscal Year 2023 unless otherwise noted.

As we continue to integrate our global business, we are reporting data as follows:• SUSTAINABLE AND REGENERATIVE AGRICULTURE: North America, unlessotherwise noted• PRODUCTION FACILITIES: Global locations by 2030 goal segmentation; aggregate
from North America, China, South America, and Australia; and aggregate from Europe• EMPLOYMENT: Global
This report has been prepared in reference to the Global Reporting Initiative (GRI)
Index. We are also reporting to the International Sustainability Standards Board (ISSB)’s
Sustainability Accounting Standards Board (SASB) Standards for the Processed Foods
Industry and the Task Force on Climate-Related Financial Disclosures (TCFD). See
lambweston.com for more information about our company.
MATERIAL TOPICS
This report uses certain terms including those that GRI, SASB, TCFD or others refer to as “material” to reflect
the issues or priorities of Lamb Weston and its stakeholders. Materiality and its relevant definition as used inthis report is different from the definition of “materiality” used in the context of filings with the U.S. Securities
and Exchange Commission (SEC). Issues deemed material for purposes of this report and for purposes ofdetermining our ESG strategies may not be considered material for SEC reporting purposes.

PHOTO FPO

4

INTRODUCTION
President and CEO Letter

PEOPLEl

About this Report

FOODlAbout Lamb Weston

PLANETl2023 Highlights

APPENDIXl

Material Topics

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Our Sustainability ProgresslGovernance

About Lamb Weston
Lamb Weston is a leading supplier of frozen potato, sweet potato, appetizer, and vegetable products
to restaurants and retailers around the world. For more than 70 years, Lamb Weston has led thefrozen potato industry in innovation, introducing inventive products for our customers. Lamb Weston
products can be found in more than 100 countries around the world. Our business is headquarteredin Eagle, Idaho, with manufacturing operations in eight countries strategically located in the world’s
best potato-growing regions. Lamb Weston employs approximately 10,300 people around the world.

OUR BUSINESSFounded in

1950

Headquartered in

PURPOSEVALUES

We bring the world together with ourfries.

Integrity
We do the right thing, every time, evenwhen no one is looking.
Inclusion
We embrace differences and make it safe
to be ourselves because we all count.

MISSION

Teamwork
By putting our heads together, we see
the bigger picture and become stronger
together.

To create experiences that inspire andserve customers around the world withfood they love and trust.

Drive for results
We challenge ourselves and each other tofind better ways to do things, raising thebar for what’s possible.
Empowerment
We think like leaders and act like owners.

1
2

As of report publication; includes joint ventures.
As of July 15, 2023; excluding joint ventures and temporary labor.

Eagle, Idaho
27

production facilities1

No. 1

in North American frozen
food category

No. 2

in global frozen potato category~10,300
team members2

MAJOR PRODUCTS
FriesStraight Cut, Crinkle Cut, Twister®,
CrissCut®, Wedge Cut

Shredded Potatoes
Diced Potatoes
Formed Potatoes
Hash Browns, Tater Puffs®

Chips
Mashed Potatoes
Dehydrated Potato Flakes
Appetizers
Vegetables

5

INTRODUCTION
President and CEO Letter

PEOPLEl

About this Report

FOODlAbout Lamb Weston

PLANETl2023 Highlights

APPENDIXl

Material Topics

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Our Sustainability ProgresslGovernance

Our Global Footprint Map Locations
NORTH AMERICAAMERICA
NORTH

EMEA
EMEA

United States
Global headquarters, Eagle, ID
Corporate offices, Kennewick, WA
North America sales office, Naperville, IL
Columbia Basin Blends, WA
Connell, WA
Pasco, WA
Paterson, WA
Quincy, WA
Richland, WA
Warden, WA
Boardman East, OR
Boardman West, OR
Boardman Center, OR
Hermiston, OR
American Falls, ID
Twin Falls, ID
Delhi, LA
Park Rapids, MN

United Kingdom
Wisbech, U.K.

CanadaTaber, Alberta
MexicoMexico City, Mexico
CENTRAL AMERICA
LATAM

Guatemala
Guatemala City, Guatemala
PanamaPanama City, Panama
Argentina
Munro, Buenos Aires, Argentina
BrazilSão Paulo, Brazil
Columbia
Bogotá, Colombia* LambWeston/Meijer v.o.f.
3

GLOBAL HEADQUARTERS

SALES OFFICESPRODUCTION FACILITYLOCAL SALES REPRESENTATION

Netherlands
Kruiningen, The Netherlands
Oosterbierum, The Netherlands
Bergen op Zoom, The Netherlands
Broekhuizenvorst, The Netherlands
LW EMEA* Breda, The Netherlands
Austria
Hollabrunn, Austria
U.A.E
Dubai, U.A.E.
CHI
CHINA

China
Shanghai, China
Beijing, China
Inner Mongolia
Shangdu, Inner Mongolia
Ulanquab, Inner Mongolia
APAC

India
New Delhi, India
Singapore
Singapore
Korea
Seoul, Korea

FINANCIAL PROFILECUSTOMER SEGMENTS

Japan
Tokyo, JapanNet sales (in millions)2023 net sales

Australia
Hallam North, Australia
Hallam South, Australia
Queensland, Australia

2023
2022
2021

$5,351$4,099$3,671

Global3: 55%
Foodservice: 28%

2020$3,792Retail: 15%

2019$3,757

Other: 2%

Effective May 29, 2023, in connection with the Company’s acquisition of EMEA and to align with our expanded global footprint, we began managing the Company’s operations as two segments based on
management’s change to the way it monitors performance, aligns strategies, and allocates resources. This resulted in a change from four reportable segments to two (North America and International).

6

INTRODUCTION
President and CEO Letter

PEOPLEl

About this Report

FOODl

PLANET

About Lamb Westonl

APPENDIX

2023 HighlightslMaterial Topics

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Our Sustainability ProgresslGovernance

The Lamb Weston Value Chain
INPUTSOUTPUT

AGRICULTURE

CUSTOMERSIN NORTH AMERICA~270K 3.1 lbs

12.8

10.8 lbs

global acres

gallons water per
pound of crops
harvested*

nitrogen per ton ofcrops harvested*

active ingredient (AI)pesticide per ton ofcrops harvested*

BUSINESS IMPACT

181

95M

1,515

27

global retail productofferings

servings per day

SKUs

facilities

8

100+

countries with significant
operations

countries withcustomer base

GLOBAL SUPPLY CHAIN

COMMUNITIES

9,600+$3.6B

942$946,000

suppliers

spend (excludes potatoes)

volunteer hours

philanthropic investments

31
countries with significant operations(includes sales support)

MANUFACTURING

OPERATIONSTEAM MEMBERS

3,230

18.5M

~10,300

$597M

$207M

cubic meters (m3)water consumption(global)gigajoules energy(global)global team members4

wages (global)

fringe benefits* Irish variety potatoes in North America.
4
As of July 15, 2023; excluding joint ventures and temporary labor.

7

INTRODUCTION
President and CEO Letter

PEOPLEl

About this Report

FOODlAbout Lamb Weston

PLANETl2023 Highlights

APPENDIXl

Material Topics

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Our Sustainability ProgresslGovernance

Sustainability at Lamb Weston
At Lamb Weston, we believe in pushing for progress across every aspect of our business — helping our people and communities thrive, our products continue to be loved and trusted, and the natural resources
we rely on are conserved for the long term.

2023 Highlights

PeopleFood

Planet

16%

1st

90+

100+

447M+

>95%

year-over-year reduction
in injury rates

published Human
Rights policy

internal food safety, third-party
food safety, and third-party
quality and customer audits

total team members
work in innovation
globally

gallons of processwater reusedof total waste generated
diverted, including food,from landfill$946K+

72%

40

181

3-year

6.5%

in Lamb Weston
Foundation grants

team members
participated in thefirst global employee
pulse survey

team members graduatedas Specialists from Food
Safety University (FSU)
since 2022

global retail productofferings

initiative launched to haveall of our North American
growers measure thecarbon impact of theiroperations

increase in renewableenergy (biogas andelectricity) consumed
year-over-year

8

INTRODUCTION
President and CEO Letter

PEOPLEl

FOOD

About this Reportl

PLANET

About Lamb Westonl

APPENDIXl2023 Highlights

Material Topics

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Our Sustainability ProgresslGovernanceMaterial Topics
In 2021, we updated our materiality assessment to determine the environmental, social, andgovernance (ESG) topics that are most salient to our business and stakeholders, including teammembers, customers, investors, growers, and suppliers. Our LW EMEA* business conducted adouble materiality assessment in 2022, and results of that process are also factored into this report.
There are many similarities in the outputs of these two assessments given the nature and longterm connectivity of the business, as nearly all topics overlapped between the two assessments.
The scopes of these two assessments were similar in that both covered industry and customer
stakeholders. The 2021 assessment leveraged a third-party partner and internal engagement,

2021 ASSESSMENT

while the EMEA assessment leveraged desk research and internal engagement. In our 2021 assessment,
Food Safety and Quality, Ethics and Integrity, and Sustainable Agriculture were highly important to allinternal and external stakeholders, and Occupational Health and Safety and Environmental Compliancewere also in the top five in our 2021 assessment.
In 2024, we conducted a global double materiality assessment, which will help guide both our ESG
strategy and our reporting in the years to come. For our most recent materiality assessment, see our
Appendix. We plan to disclose additional results of that assessment in future reports.

2022 LW EMEA* ASSESSMENT
Food Safety and Quality

Business Impacts

Social Impacts

Topics with significant (financial)
impact on our Business

External Stakeholder Importance

Sustainable
Agriculture
Human Rights

Environmental ComplianceFarmer Livelihood

Water Use andStewardshipResponsible Sourcing and Traceability

Responsible Labeling and Marketing

Sustainable
Innovation andTechnology
Climate Change

Consumer Health and Nutrition

Waste Reduction

Topics with significant impact
on Society and Environment

Ethics andIntegrity
Occupational
Health and Safety

Climate Change Mitigation

Business Continuity

Employee Attraction,
Development and Retention

Corporate Governance
Workplace
Culture and
Employee
Engagement
Diversity, Equity,and Inclusion
Product Innovation

Food Waste and Circularity

Business Ethics
and Transparency

Biodiversity

Food Safety and Quality

Employee
Diversity andInclusion

Nutrition and HealthCybersecurity
and Data Security

Occupational Health,
Safety, and Well-being

Global Disruption(Business
Continuity)

FarmerLivelihood(Product) Innovation
Sustainable Supply

Packaging

Sustainable Agriculture

Community Engagement

Water Stewardship

Partnerships andIndustry Collaborations
Internal Stakeholder Importance
Environment

SocialGovernanceBusiness Impact

Environmental Impact(Topics in alphabetical order)* LambWeston/Meijer v.o.f.

Social Impact

9INTRODUCTION
President and CEO Letter

PEOPLEl

About this Report

FOODlAbout Lamb Weston

Progress Toward Our
2030 Goals
In 2023, our sustainability
strategy advanced
meaningfully, as we worked
to integrate our LW EMEA*
business into Lamb Weston’s
global strategy. During the year, we developed
a multi-year global strategic plan, which wasreviewed by our Board of Directors in fiscal
2024. The plan focuses on several important
initiatives:• Engaging team members, customers, andsuppliers• Investing in people, systems, and projects• Preparing for future reporting requirements
We laid the groundwork for the executionof this plan with the launch of Making Fries,
Making Strides, an internal and external
communications campaign that supports
our team members in connecting their workto our ESG progress.

PLANETl2023 Highlights

APPENDIXl

Material Topics

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Our Sustainability ProgresslGovernanceIn this report, we continue to report our progresson the quantitative goals that we have beenworking to reach by 2030 (unless otherwise
noted, data is compared to a 2020 baseline).
These goals are detailed in the People, Food,and Planet sections of this report, along with
updates on our qualitative commitments. This
report marks the final year Lamb Weston willreport on 2030 targets as we close out two
separate sustainability agendas and shift toour first set of global targets with the
integration of our LW EMEA* business.

Incorporating Our
European Progress
In February 2023, we acquired the remaining
interest in our European joint venture, LambWeston/Meijer v.o.f. (“LW EMEA”), including
their impressive expertise in sustainability, which
has contributed to significant progress to date.
In 2020, LW EMEA set their 2030 Sustainability
Agenda, using the U.N. Sustainable
Development Goals (SDGs) as a compass. The
agenda addressed three key challenges —Balanced Diet, Climate Action, and Zero Waste— all pressing global issues where LW EMEA is
positioned to make the biggest impact.
Across each of these challenges are 2030
commitments, which have historically driven our
LW EMEA business’s ESG strategy. Please see
the People, Food, and Planet sections for our2023 progress against these commitments.

* LambWeston/Meijer v.o.f.

10

Introducing New Global 2033 Sustainability Goals
In 2024, we finalized our updated quantitative sustainability goals which focus on the mostcritical aspects of our supply chain. Together with our Lamb Weston Values and ESG strategicplan, these goals will guide our work, drive accountability, and show measurable progress.

INTEGRITYTEAMWORKINCLUSION

DRIVE FORRESULTSEMPOWERMENTClimate Resilience• Net neutral carbon emissions through full potato crop rotation.

Sustainable andRegenerative
Agriculture• Soil health Initiative.
Do More With Less
• 5% reduction in water, nitrogen, and AI pesticides per ton harvested.
• 100% growers active in sustainable ag program.

Material Utilization
and Food Waste

50% food waste reduction from processing.
Zero waste-to-landfill.

Sustainable Sourcing

100% deforestation- and conversion-free palm oil.
100% certified sustainable fiber-based packaging.

Packaging Innovation

Design packaging to contain bio-based materials or recycled content.
Design packaging to be recycle-ready, reusable, or compostable.

Water

25% reduction of freshwater withdrawal per pound produced.

Carbon Emissions

25% reduction of Scope 1 and 2 greenhouse gas (GHG) emissions perpound produced.
Scope 3 GHG emissions reduction target development underway.

INTRODUCTION
President and CEO Letter

PEOPLEl

About this Report

FOODlAbout Lamb Weston

PLANETl2023 Highlights

APPENDIXl

Material Topics

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Our Sustainability Progressl11

Governance

GovernanceStrong corporate governance is essential to our businessstrategy, which includes ESG and sustainability.
Our commitment to corporate governance begins with our Boardof Directors, which adheres to governance processes that support
informed, competent, and independent oversight on behalf of ourshareholders. The Board routinely assesses the regulatory andlegislative landscape and reviews its own processes to promoteconsistency with sound governance.
Lamb Weston’s Board of Directors is led by an independent
chairman. In total, the Board has 11 members, including 10
independent directors and our chief executive officer. The Board
reviews Lamb Weston’s long-term strategic plan and oversees
risk management and succession plans for the CEO andother members of our senior management team, among other
responsibilities. Board committees are comprised solelyof independent directors and include:• Audit and Finance Committee• Compensation and Human Capital Committee• Nominating and Corporate Governance Committee

ESG Governance
The Nominating and Corporate Governance Committee supports
management in the oversight of reputational risks, key publicaffairs matters, and oversees Lamb Weston’s policies andprograms related to corporate ESG strategy. The Nominating andCorporate Governance Committee regularly reviews updates on
Lamb Weston’s performance against our ESG strategy and ESGtargets, which include carbon emissions and water stewardship,
and oversees risks related to these matters. Management also
provides updates to the committee on climate-related regulations
and other emerging issues.
The Nominating and Corporate Governance Committee alsoannually reviews updates on our charitable foundation, community
involvement, and government affairs matters. The Chair of theNominating and Corporate Governance Committee reports tothe full Board on its activities. In addition, the Board of Directors
annually reviews our Sustainability report and our performanceand progress against our ESG strategy and targets. The
Compensation and Human Capital Committee reviews ourhuman capital strategy including talent acquisition, development,
and retention.
Our executive leadership team (ELT) receives periodic ESG
updates on our initiatives and progress against goals andtargets, including topics on climate-related issues, stakeholder
engagement, and other emerging issues.

Lamb Weston’s Senior Director, ESG Administration oversees
our ESG and sustainability programs with the support of a crossfunctional ESG Council consisting of leaders across the business.
The team is responsible for ESG and sustainability program
strategy development, management, and communication tosenior leadership. The Senior Director, ESG Administration also
participates in the company’s annual enterprise risk management
assessment and provides feedback on ESG-related matters,
including climate-related risks and opportunities. This provides
an opportunity to address ESG-related issues through a formal
business process. The ESG Council, whose members areappointed by the ELT, works directly with subject matter experts
throughout our organization to execute our ESG strategy andmake progress toward our goals.
To further support global progress and alignment, our team inEurope has an established sustainability structure, which includes
dedicated sustainability resources, a cross-functional sustainability
team, and an executive sustainability steering committee. The
European production facilities work with WEE teams (Water,
Energy, and Emissions), which are supporting the execution ofsustainability initiatives and projects on water, waste, energy, andemissions, and driving continuous improvement.

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RT

PeopleLamb Weston’s approximately 10,300 team members
are essential to our success. We start with fierce
commitments to workplace safety and ethical behavior,
then layer on a culture that reflects the joy and fun ofthe products we serve — all while working to provide
support to the communities where we live and work.

16%

1st

year-over-year reduction
in injury rates

published Human
Rights policy$946K+

72%

provided in Lamb Weston
Foundation grants

team members participatedin the first global employee
pulse survey

12INTRODUCTIONTeam Membersl

PEOPLE

Occupational Health and Safety

FOODl

PLANET

Recruitment and Retentionl

APPENDIX
Diversity, Equity, and Inclusion

Team Members
Our team members aim to bring our
purpose to life every day — bringing
the world together with our fries. Theirskills and dedication are essential to
our success, which is why we foster aworkplace culture built on respect andinclusion — as well as the joy and fun of the
products we make.
To attract and retain the team members who help us continually
improve, we prioritize their experience across the entire
employee life cycle. This starts when they are first recruited andcontinues with ongoing engagement and career advancement
opportunities that encourage longevity within the company. Our
recent global expansion underscores the importance of meeting
every team member where they are, with their own cultural,
learning and development, and engagement needs, and weare working to develop programs that are responsive to eachmarket’s characteristics and priorities.
Across our locations, we focus on team members’ well-being,
including their safety on the job, pay and benefits that reflect
their contributions, and opportunities to expand their skills andadvance their careers. Our shared dedication to ethical behavior
and respect means our leaders listen to their teams and create
space for people to speak up — and we’re continually looking
for ways to help team members connect across job functions
and geography.

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Ethics and IntegritylCommunities

Team Member Recognition

Connecting Our Teams Globally

In August 2023, we introduced Lamb Weston Lives
Our Values Recognition. This award certificate
program encourages recognition of team members
who display behaviors that reflect our Lamb Weston
Values. Recognition can be initiated at all levels — up,
down, and across the organization.

We increasingly prioritize opportunities for ourteam members to connect with one another acrossgeography. In 2023, for example, our Women’s
Business Resource Group launched an internationalsocial committee to foster relationships among
women at Lamb Weston’s facilities around the world.

13

INTRODUCTIONTeam Membersl

PEOPLE

Occupational Health and Safety

FOODl

PLANET

Recruitment and Retentionl

APPENDIX
Diversity, Equity, and Inclusion

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Ethics and Integrityl14Communities

Occupational Health and Safety
Our health and safety strategies, procedures, and practices are among the strongest in our industry anywhere in the world.5 This success is by design, as
we are focused on ensuring the safety and wellness of every team member, every day.

Our Commitment
to Safety
Protect and enhance
the livelihoods of ourteams across theglobe, as well as have a positive
impact on the communities that we
operate in, striving for zero safety or
environmental incidents.

We maintain a culture of proactive safety in which
every individual is charged with taking precautions
for their own safety and that of their coworkers.
Workplace safety regulations such as those from
Occupational Safety and Health Organization(OSHA), the U.S. Environmental Protection Agency(EPA), and HSE (U.K. Heath and Safety Executive)
are starting points that we work to exceed.

Our team members recognize this commitment
to health and safety, as measured by our annual
engagement survey. Workers know we careabout them as people and that we want them
to be happy, healthy individuals.

5

From global policies, local procedures, andinvolvement from every team member torecognize and correct upset conditions, wework to eliminate potential workplace hazard toensure that our people remain safe and healthy.
In 2023, we expanded our baseline expectations
to cover our operations globally, with a library ofstandards to be met and a governing document
to which all our facilities worldwide must adhere.
We recognize the importance of adhering to
global environmental, health, and safety (EHS)
standards, which set the minimum requirements
for the work environment. At the same time, wehold ourselves to higher expectations that may
exceed local regulations in certain regions. We
expect that all our facilities must meet or exceed
both our Lamb Weston standards and theirrespective regulatory bodies’ standards.
Our EHS management system is built aroundthe principles of ISO 45001 and ISO 14001,
designed to control those factors that might
potentially cause injury or illness.
At our facilities worldwide, we have implemented
systems for behavioral observations, corrective
and protective action, incident management,compliance management, audits andTo learn more about our OSHA Global Total Recordable Incident Rate, see Performance Data Tables- People.

inspections, and metrics. Our facilities, whether
a farm or manufacturing site, has its own
unique layout, personnel, circumstances, andpotential hazards, from forklifts moving pallets
to planting equipment laying in crops. As aresult, every facility has unique safety goals
and workstreams that are measured to ensure
they are met.
We recognize the complexity and importanceof ensuring all safety measures are sufficientacross every corner of our global business.
We are actively working to adapt our safety
strategies to address these unique complexities
while always maintaining the high standards
included throughout the Lamb Weston Global
EHS policies and procedures to meet theunique circumstances of each region, facility,and business unit. We are unwavering in our
drive for consistency in safety outcomes as we
strive for zero injuries across our company.

Journey to ZeroOur Journey to Zero program helps us trackprogress toward our goal of zero injuries,
zero EHS compliance incidents, and zero
unplanned releases to the environment.
Working toward the occupational healthand safety goals in Journey to Zero involves
continually improving our relevant processes,
procedures, and training. In 2023, our Journey
to Zero programming focused on training
team members on the use of daily incident
management tools, expanding our ability tomonitor and evaluate safety at each of our
locations. Going forward, we plan to launchtools that will help each facility track which
incident reduction efforts are working at theirlocation, and which may need more attention.

INTRODUCTIONTeam Membersl

PEOPLE

Occupational Health and Safety

FOODl

PLANET

Recruitment and Retentionl

APPENDIX
Diversity, Equity, and Inclusion

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Ethics and Integrityl15

Communities

Safety Training and Practices

We have programs in place to share best safety practices on
an ongoing basis and ensure that team members participate
in continual learning. In North America, during shiftchanges, team members conduct daily risk assessmentson their specific work areas. These assessments review
equipment and the local environment to see if there is any
risk from elements such as electrical wiring, conveyor belts,
production machinery, potential tripping hazards, or otherphysical dangers.
Team members also review their environment for factors
such as noise, heat and cold, or changes in weather. They
also consider whether there are other factors at play, suchas someone who is new to a role. Next, they create a plan tomitigate each risk and ensure the health and safety of teammembers and visitors.

Simone Anderson
VP and General Manager APAC region

We build on these daily assessments with safety huddles
between shift leaders and team members. The huddles
focus on the assessment findings, highlight any risks,and discuss mitigation strategies. Our North American
manufacturing facilities have a dedicated two-hour No
Meeting Zone, where facility leadership teams join teammembers on the production floor to discuss risk mitigationplans, focusing on higher risk areas and activities as
determined by the daily risk assessments. In the future,
this practice will be implemented by Lamb Weston
manufacturing locations worldwide.
Routinely we are engaging in programs to eliminate
unsafe conditions and engage our team members.
Twice per year we complete a team-member-driven Key
Concepts of Safety assessment program that focuseson efforts to eliminate safety hazards. On alternating
quarters, we do Wall 2 Wall assessments to target unsafe
physical conditions, develop corrective actions, and trackcompletion. This program is also team-member driven andheld in collaboration with facility leadership teams.

As part of our commitment to safety, we pursue a broad range
of initiatives. They include:C O M PA N Y-W I D E

Our safety policy includes training standards that detail
how, when, and on what topics our team members must be
trained. Training begins immediately with a safety orientation
for new hires. And throughout their employment, teammembers participate in demonstrations of job-specific safe
work practices.

“I am proud of what we are creating together. A
culture of care for one another, empowerment,
and also personal accountability. The very heart ofwhat we do every day is safety. How we think about
safety matters. Safety starts with me.
Safety starts with you.”

Safety Week: an annual event in which we emphasize
why safety is so critical.
Because We Care: a peer-to-peer tool for reporting
positive safety behaviors. Piloted by our Hermiston,
Oregon, facility, Because We Care has since
been adopted by all facilities in North America.
Our locations in China and Australia have begun
implementing this program, beginning with theirleadership teams.
Site tour in May 2023 with the Umatilla County
fire district at our Hermiston site to engage withincident response teams to understand each other’scapabilities and develop plans on how they can best
work together in the event that a response is needed.

LOCAL INITIATIVES

No matter a team member’s experience level or specific job,
we all must be prepared to work safely. That’s why Lamb
Weston ensures that team members understand how they
can avoid health and safety risks in their job from day one.
New-hire and job-specific training is a priority focus at our
manufacturing facilities, with dedicated training departmentsthat not only train team members as new hires or during rolechanges, but also conduct job-specific revalidation training
with every employee annually.

Annual safety week at the Paterson, Washington,farm and dairy that includes multiple training topics
and celebrations of the facility’s safety culture. During
the August 2023 event, they celebrated reaching three
years without a recordable incident.
Pasco, Washington, farm and dairy safety week,
which included games and prizes for employees who
have been nominated for going above and beyond on
safety. The week included a forklift rodeo and provided
employees with an engaging venue to showcase
their safe driving skills, while also meeting regulatory
requirements for job-specific recertification.

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Increasing Manufacturing Safety
Different facilities face differing safety issues, which is why each of our locations has the flexibility to implement unique safety
programs. We have a set of standard tools and resources that are created, trained to, and managed through the EHS Global team.
These tools are meant to address a variety of EHS issues through multiple approaches. We encourage each facility to use the toolsthat will address their top losses or trends. If there is not a tool already developed to address a particular situation, then facilities areencouraged to work with the EHS Global team to develop and implement unique safety programs to address issues on-site.

WORKING TOGETHER: Leadership and Frontline
Team Members Tackle Safety

BECAUSE WE CARE: A Three-year Campaign
to Identify and Correct Workplace Hazards

In 2023, the leadership team at our Pasco, Washington,
facility embarked on an employee engagement initiative
to connect with team members on specific areas thatneeded safety improvements. Key connection points
included weekly safety committee meetings, planned
stops, and defect-handling logs.

Historically, team members at our Delhi, Louisiana,
facility struggled with a lack of infrastructure to identify,
report, and correct safety hazards and environmental
issues. Through the Because We Care (BWC) program,team members were provided tablets and encouraged
to engage in behavior observations in real time througha BWC app installed on the devices. A BWC entry
option was also placed on team member computers
outside the locker room, and a computer station wasadded in the main production hallway.

The program resulted in the creation of an important
feedback mechanism that demonstrated meaningful
engagement between leadership and frontline teammembers along with tangible safety improvements, which
included:• Installation of a protected walkway to reduce forklift/
pedestrian interaction at cold storage and Line 7
and 8 packaging areas.
• Additional painted visual crosswalks.
• New and/or repaired textured flooring in five key areas.
• 133-point risk register score reduction.

In total, there have been 1,457 BWC observations
logged, allowing facility leadership to address andimprove safety and environmental performancethroughout the facility.

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Measuring Safety
We carefully track our efforts to ensure that oursafety programs are constantly improving. Our
team measures both what has occurred andwhere risks might be emerging in the future.
Continuous improvement is an importantfocus as we are constantly working to further
strengthen our safety practices. Our recordable
incident rate is generally half that of the industry
average, as measured by the North American
Industry Classification System (NAICS). In 2023,
we saw a 16% year-over-year reduction ininjury rates.
As we continue to educate our team members
about how to better engage as part of aproactive safety culture, we reinforce theconcept that EHS and ESG go hand in hand.
Our facility team members are becoming moreengaged in safety, and as a result we areseeing an increase in the number of events andobservations recorded in Enablon, our safety
management platform.
We use the Key Concepts of Safety assessment
and Wall 2 Wall assessment to review our own
program four times a year, seeking to identify
and correct issues that might allow workplace
hazards to emerge. The increase in identifying
and reporting potential hazards and issues
through these two programs has led to better
trending and analysis, thus allowing EHS

teams to create prevention plans that support
reduction of serious incidents. As a result,while we continue to see an increase in overall
reporting, we also continue to see a decreasein the severity of our incidents.
Third parties regularly assess our core safety
programs. Lifesaving programs are frequently
assessed by regulatory agencies, and additional
assessments occur through voluntary andcustomer-requested social accountability
audits. Internal teams review our other initiatives
to determine if we need to evolve any of oursafety programs as circumstances change.
We particularly focus on reports of potentiallyserious incidents (PSI), where serious injury or
irreversible environmental damage might haveoccurred had things gone differently.
Root cause analysis of PSI helps us identify
problem areas and issues we need to address
to ensure potentially dangerous scenarios don’tarise in the future. As a means to further assessand share our performance on social workplaceaccountability, which includes the safety andwell-being of our team members, we aremembers of Sedex, an assessment and auditing
framework, across our North American andEuropean facilities. This program looks at labor,
health and safety, environmental performance,
ethics, and provides a better understandingof our working conditions and opportunities
to improve.

OSHA Global Total Recordable Incident Rate

3.1
2.6
2.4

2.2

2.0
1.7

2.1

1.4

2013

2014

2015

2016

1.5

1.5

1.5

2017

2018

2019

As we consider our safety performance beyond
2023, we are implementing new tools andstrategies to constantly improve. For instance,
we will be launching monthly “Ambassador
Decks,” a communications tool showing
the progress of each facility in their data
management dashboards, as a way to identify
and track incident reduction efforts at thefacility level.

2020

2021

2022

2023

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Recruitment and Retention
Our people are essential to the success of our business. We
focus on their well-being across the employee life cycle, fromrecruitment to learning and development and engagementon the job.

Open Day Recruiting in Europe
The Netherlands experienced a tight labor market, withrecruitment of technical staff especially challenging.
Staffing a full technical department for the start-up of
our expansion in Kruiningen was seen as a risk. To findthe right candidates, we hired a recruiter, started social
media advertising campaigns, and organized open daysat the facility where interested candidates could comeon-site as part of the application process. These open
days proved to be a very successful recruiting tool, andwe were able to screen and select suitable candidates
up front and invited them in for a tour of the Kruiningenfacility. The tours were conducted in small groups, andled by Lamb Weston team members with technical skills
similar to potential employees.

Our workforce consists of the following classifications:• Hourly team members, both full- and part-time, most of whom
work in manufacturing facilities. These team members’ roles
range from skilled labor to management.
• Salaried team members, primarily full-time, in technical,
commercial sales, and specialized roles, working in our
corporate offices, Innovation Centers, remotely, or in our
manufacturing facilities.
We aim to recruit and hire the best candidate for each role as
we continue to build a workforce that reflects the diversity of thecommunities we serve. Our Global Talent Acquisition team’s
mission is to support Lamb Weston’s business goals and aligningwith business needs to proactively provide the right talent:

We began using LinkedIn Recruiter as a global candidate
sourcing and engagement tool in 2023. Our entire Global TalentAcquisition team can access the platform to conduct candidate
research and connect with talent pools across the world. We also
are in the process of building a talent network tool that will allow
us to capture candidate leads from our careers site for future
engagement opportunities. In 2023, all of our U.S. job postings
included discussions of pay transparency to promote improved
pay equity and engage existing and prospective employees.
Retention of our team members is just as important to our successas recruitment of new talent. Other strategies to cultivate thestrongest workforce possible include a relocation policy thatincentivizes team members to move locations, including hourly
workers going from facility to facility.

• Leveraging our Purpose, Mission, and Values to build talentpipelines.
• Building a best-in-class candidate experience.
• Promoting our global employer brand.
Driven by both proven data and best-in-class recruiting industry
practices, we aim to achieve these outcomes by collaboratingwith our business partners in human resources (HR), businessstakeholders, and subject matter experts.
In addition to a full slate of traditional recruitment activities,
including university relationships, community partnerships, social
media outreach, and diversity partnerships, we’ve enhanced our
engagement with career and technical training centers.

“Tours during Kruiningen’s open employment days were
tailor made for each job specialty and included seeing
equipment in the facility that was most interesting forthe candidates. Showing the variety of technologies weuse, together with demonstrating Lamb
Weston’s ongoing investment in new
equipment, helped attract and obtain theright talent.”
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Employee Engagement

Compensation and Benefits

In addition to many smaller-scale and local
programs, we conduct a biannual team member
engagement survey to understand how our people
feel about the company and their roles. The 2023
engagement survey was the first to cover teammembers globally. We expanded the survey’s
content to cover inclusion and belonging as partof the development of our diversity, equity, andinclusion (DEI) programs. We intend to use theresults to refine our global DEI strategy, which weplan to introduce in fiscal year 2026.

Our talented team members are a key contributor
to Lamb Weston’s success. We offer a variety of
benefits and development opportunities, as well ascompetitive total compensation, designed to attract
and retain an innovative, resourceful workforce.
In 2023, we made our Total Rewards Statement,
detailing the compensation for which each teammember is eligible, available to our team members
across Lamb Weston globally.

The 2023 engagement survey results wereencouraging, showing a high level of pride in
Lamb Weston. The majority of respondents werehighly engaged.
Based on specific feedback from the survey, which
included a desire for clearer communication fromleaders, manager support in career development,
and to be valued for their contributions, we areworking to address these through expanded
training for new and experienced managers andthe development of functional capabilities andcareer pathing. Our overall participation rate
in 2023 was 72%.

19

Our benefits offerings are intended to help our teammembers live full, balanced lives. They include:• Paid time off• Paid parental leave• Lamb Weston Flex, our hybrid work policy, whichallows eligible team members to work from homepart of the week
• An annual incentive program that gives eligible
team members the opportunity to earn bonuses
based on company performance• A standard healthcare plan or contribution inregions where we are not big enough to support
a company plan. For U.S. hourly team members,
a medical plan option with access to a healthsavings account (HSA) seeded with funds from
Lamb Weston• Personal health and well-being support, including
an upcoming expansion of our Employee
Assistance Program to moreglobal regions• In the U.S., a 401(k) plan with competitive
company matching contributions

Lamb Weston Team Member Relief Fund
The Lamb Weston Team Member Relief Fund, which launched
in January 2023, makes grants of up to $2,000 to support teammembers who are affected by emergencies, illness, natural
disasters, or other qualifying unforeseen hardships.
Team members are eligible to receive up to two grants in arolling 12-month period. The fund also includes an Immediate Response Plan, which
provides small grants of $500 to individuals in areas experiencing natural disasters.
These funds are available and distributed within 48 hours to individuals who may be
impacted by natural disasters causing the need to evacuate or creating other urgent
financial need.
The fund also gives team members the opportunity to support one another by being
able to donate directly to the fund. In 2023, we awarded 42 grants, with Lamb Weston
team members donating $66,000 to the fund.

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Team Member Training andDevelopment
Investing in our team members’ career development is a winwin. Accessing training and development opportunities helps ourteam members enhance their knowledge and skill, which in turnstrengthens our organization over time.
Lamb Weston Learning Academy is our flagship development
program, offering programs on each of the components of ourLeadership Capabilities Model, which identifies the capabilities
needed to lead effectively at Lamb Weston.

Lamb Weston Leadership Capabilities Model
Prioritizing Health and Wellness
In 2023, LW EMEA started the LW FIT program, which
revolves around four main themes: nutrition, movement,
resilience, and sleep. This program has been rolled out toall our EMEA facilities and offices and will run until the endof 2024.
The Health team at our Hollabrunn, Austria production
facility offered an array of new projects and programsin 2023, including cooking workshops, individual
coaching sessions, a Body Talk workshop with our
occupational psychologist, and back measurements byour occupational physician. The Health team’s businessyoga offering, led by a professional yoga trainer, helps
counteract back and joint pain and restricted movement,
aiming to alleviate symptoms, reduce stress, and prevent
possible illnesses.

LIVES OUR VALUESGROWS OUR PEOPLE

CHAMPIONS CHANGE

COMMUNICATES WITH IMPACT

UNDERSTANDS OUR BUSINESSWe also offer foundational courses for leaders on topics including
cultivating a leadership mindset, championing change, building
trust, and coaching and developing teams. Team members
have access to LinkedIn Learning and other virtual training
and development opportunities. We update our professional
development curriculum regularly and offer job-specific technicaltraining.
We conduct regular performance reviews, which incorporate
feedback based on the Leadership Capabilities Model. Leaders
also receive feedback based on annual objectives, and if
applicable, their individual development plans.
In addition to our internal training resources, Lamb Weston’stuition reimbursement program supports U.S. team members whoare pursuing further education.

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Diversity, Equity, and Inclusion
Lamb Weston values the differences each individual brings to ourorganization and to our communities. We are committed to being
a welcoming, respectful organization where each team member
can bring their true self to work every day.
In fiscal year 2023, as part of our Purpose, Mission, and Values
refresh, we introduced Inclusion as a core value. We define
inclusion as embracing diversity and differences. This is why
Lamb Weston works to foster a safe workplace culture where
we are encouraged to be ourselves and speak our minds while
supporting each other’s well-being and personal growth. We alsoprioritize a truly inclusive culture where everyone feels connectedto their teams and confident in their work.
We define diversity as the unique abilities, experiences, andcultural backgrounds everyone brings to our workplace. We
recognize the role of diversity in making our company morevaluable for all our stakeholders and for society at large. Asa global company, we honor and celebrate the variety in ourteam, which enriches our work lives and provides a variety ofperspectives in our decision making.

Lamb Weston’s DEI Commitments
We respect cultural differences and are committed
to cultivating a work environment for all team membersthat celebrates, leverages, and values
those differences.
We are committed to representation of womenand diverse team members at every level of ourorganization.
We are committed to diverse slate requirements for
all professional-level positions.
We are committed to equity in career opportunity andadvancement for underrepresented groups in ourorganization.
We are committed to a culture of inclusion where
every person feels valued, supported, and free to bethemselves.

Our DEI strategy is built
on four key pillars:• Engaged leadership• Inclusive culture• External engagement• Diverse talent pipeline

We are committed to offering training on DEI topic
areas that support both leaders and team members
in living up to these commitments.

At Lamb Weston, we recognize that creating a welcoming andinclusive environment starts with how we treat our people. We
have a policy not to discriminate against any team member orapplicant because of race, sex, color, religion, ethnic or national
origin, gender, sexual orientation, gender identity or expression,age, pregnancy, leave status, disability, veteran status, and/or any
other characteristic or status protected by applicable law.
Further, throughout the year, we make it a point to celebrate
our differences and what makes us each unique. Such events
include Women’s History Month, Lunar New Year, Veterans Day,
LGBTQ+/Pride, Black History Month, Hispanic Heritage Month,
MLK Day, Asian American and Pacific Islander Heritage Month,Native American Heritage Month, Arab American Heritage Month,and National Disability Employment Awareness Month.
In addition to the demographic information included in this report,
we have made public our U.S. EEO Commission data (EEO-1), a
mandatory annual data collection practice for private employers
with more than 100 team members.
Our approach to DEI is constantly maturing. Our Senior Vice
President Global Talent and Organizational Effectiveness andSenior Manager, Diversity, Equity, and Inclusion oversee andimplement Lamb Weston’s DEI strategy. In 2023, that work
included continuing to formalize our approach to DEI and
expanding those efforts to our global operations.

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Team Member Demographics

United States of America | 75.0%
Netherlands | 10.9%

Building a More Diverse Talent Pipeline
Our company-wide talent strategy supports ourefforts to build a more diverse and inclusive
workforce. Our recruiters use specialized sourcing
tools to locate and engage candidates from diverse
backgrounds. In recent years, we’ve expanded ouruniversity recruiting program to include Hispanicserving institutions (HSIs) and historically Black
colleges and universities (HBCUs). We also actively
participate in conferences held by groups suchas the National Society of Black Engineers andMinorities in Agriculture, Natural Resources, andRelated Sciences. (MANRRS).

22Team Member
Demographics:
Type

Permanent | 10,294
Temporary | 2,046

Team Member
Demographics:
Type

Full time(permanent) | 10,179
Part time(permanent) | 115

China | 4.0%

Team Member
Demographics:
RegionCanada | 3.1%
United Kingdom | 1.7%
Austria | 1.6%
Argentina | 1.2%
Australia | 1.2%
Other | 1.2%

Team Member
Demographics
Gender: Global
Aggregate

Male | 63.4%
Female | 35.2%
Not Disclosed | 1.4%

Team Member
Demographics
Ethnicity: Global
Aggregate

Hispanic | 35.6%
White | 30.4%
Not Disclosed | 22.2%
Asian | 6.6%
Black/African American | 3.2%
American Indian or Alaska Native | 0.9%
Two or More Races | 0.8%
Native Hawaiian or Other Pacific Islander | 0.4%

Note: The data may not add to 100 percent due to rounding.

Team Member
Demographics
Gender: Global
LeadershipMale | 70.1%
Female | 28.4%
Not Disclosed | 1.5%

Team Member
Demographics
Ethnicity: Global
LeadershipWhite | 65.5%
Not Disclosed | 20.8%
Asian | 6.8%
Hispanic | 5.3%
Black/African American | 1.1%
Two or More Races | 0.4%
American Indian or Alaska Native | 0.0%
Native Hawaiian or Other Pacific Islander | 0.0%

Team Member
Demographics
Gender: Global
HourlyMale | 65.7%
Female | 34.2%
Not Disclosed | 0.0%

Team Member
Demographics
Ethnicity: Global
HourlyHispanic | 45.5%
White | 22.0%
Not Disclosed | 20.0%
Asian | 6.8%
Black/African American | 3.7%
American Indian or Alaska Native | 1.0%
Two or More Races | 0.7%
Native Hawaiian or Other Pacific Islander | 0.4%

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DEI Education and Training
Training and education are important ingredients in creating aworkplace that works for everyone. We want our team members tothrive in a workplace culture that values diversity and creates a senseof belonging.

Business Resource Groups
In June 2022, we launched three Business Resource Groups (BRGs). These employee-led, voluntary groups offer
opportunities to build community and inclusion around shared affinity areas, and provide networking, education, and otherresources to team members.

To that end, we’ve curated a DEI learning and development platformthat supports our global workforce. Team members have accessto a range of DEI courses, including training on issues such as
unconscious bias, inclusive leadership, and embracing differences.
Since its launch in fiscal year 2023, we’ve seen 43% team member
engagement on the platform.
Our training and educational efforts extend throughout theorganization. We offer training sessions on inclusive leadership for ourleaders. We have also set expectations for how these leaders should
demonstrate inclusivity and evaluate team members on their abilities
to exhibit those behaviors.
We also rely on our team members to help improve our efforts to build
a welcoming and inclusive workplace environment. Our employee
engagement survey was recently expanded to include questions
about diversity and inclusion. The results from that survey will provide
us with important information and a baseline from which we cancontinue to measure our progress on Diversity, Equity, and Inclusion.
Meanwhile, there’s much we can learn from our teammates, whether
they sit across the hall or across the world. To foster a greater
understanding between different cultures and regions among ourteam, we facilitate conversations and host events related to someof the most important celebratory events for global teammates. For
example, Lunar New Year is celebrated widely in our China facilities;
we recently celebrated it at our Idaho headquarters as well, providing
opportunities for team members to engage across cultures.

WOMEN’S BUSINESSRESOURCE GROUP: Withan active online presence,
this group frequently shares
resources including topics like
Women’s History Month, andmonthly women’s health topics.

MULTICULTURAL BUSINESSRESOURCE GROUP: In 2023 thisgroup hosted four Lunch with Leaders
sessions covering various DEI-related
topics, in addition to a book cluband celebrations throughout the year
honoring Black History Month, Hispanic
Heritage Month, and Arab American
Heritage Month, among others.

NEXT GEN BUSINESSRESOURCE GROUP: Hosted asession on career advancement andresume building, inviting leaders fromour Talent Acquisition team to shareinsights on resume formulation andhow format and verbiage impacts
visibility within recruiting software
as well as with recruiters.

“Lamb Weston has always been an organization that allowed me to bring my authentic self to work each day.
As the multicultural BRG Chair I have been afforded the opportunity to share with others the culture that
helped develop my ‘authentic self’ as well as the culture of so many other Lamb Weston teammembers. Being able to educate people on the culture of people they may work side byside with each day is such a rewarding and priceless experience and helps to build
deeper connections across the Lamb Weston Community.”
Camille Willis
Sr. Distributor Sales Manager

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Ethics and Integrity
Our business is built on a foundation of trust — the trust we earnfrom our customers, as well as the trust we foster among our teammembers. We earn that trust by acting ethically and with integrityin everything we do. In fact, Integrity is one of our core values.

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Our Guiding Policies• Anti-Corruption• Antitrust• Anti-Discrimination and -Harassment

As a member of our ELT, our General Counsel and Chief
Compliance Officer leads the Core Ethics and Compliance(E&C) team, which oversees compliance initiatives and monitors
compliance issues. The E&C team updates the Board of Directors
regularly on the status of those initiatives and any current issues.

• Business Hospitality

We detail our expectations for ethical behavior in our Code of
Conduct (the Code), as well as a range of policies that provide
Company guidelines on specific issues. In 2023, we updated theCode to explicitly prohibit the use of forced labor, including humantrafficking and slavery. The Code and related policies are available
to any team member through our internal E&C portal, and selectpolicies are published on our website. In addition to our Code of
Conduct, we have a Code of Ethics for Senior Corporate Financial
Officers that applies to our CEO, CFO, and Controller.

• Deforestation (public)

Our Board of Directors oversees our commitment to ethics andcompliance with legal standards. The Board has approved theCode of Conduct and the Code of Ethics for Senior Corporate
Financial Officers, and receives reports on matters relating to
the Code of Conduct at least annually. Our Legal Department
oversees compliance with the Code and other policies.

• Climate Change (public)• Company Code of Conduct (public)• Conflicts of Interest• Delegation of Authority• Due Diligence• Enterprise Information Security• Giving and Receiving Policy (public)• Global Environment, Health, Safety, andSustainability Statement (public)• Global Sponsorships and Charitable Giving• Hiring Current and Former Government Officials• Human Rights (public)• Insider Trading• Material Management and Zero Waste (public)• Supplier Code of Conduct (public)• Water Stewardship (public)24

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Ethics Training and Engagement

Ethics Reporting

Operating ethically and with integrity is a consistent focus across the company andover the course of our team members’ tenures with Lamb Weston.

We make it easy for team members to speak up when they have an ethics-related
concern or question. They can consult:

We begin training and educating our team members on our ethical policies andguidelines from day one: new hires receive comprehensive training on our Codeof Conduct and on issues such as harassment and discrimination. Team members
are required to complete refresher courses on ethics training annually. Our salaried
employees also receive annual training on information security, and are required tocomplete a range of ethics training courses on topics including anti-bribery, antitrust, leadership, and export compliance.

• Their manager or other managers in their organization

Our policies and guidelines around ethical behavior are regularly reinforced by
our CEO and General Counsel and Chief Compliance Officer, as well as by ourcommunications, legal, and HR teams. Our ELT has created the “We Choose
Integrity” video series, which serves as an important ethics training tool for our
team.
Once a year, we host an Annual Ethics and Compliance (E&C) Week to elevatethe organization wide visibility of our approach to operating ethically and withintegrity. In 2023, the theme was teamwork and we welcomed 1,600 team members
throughout Argentina and Europe to participate in E&C Week for the first time.
As Lamb Weston has grown from a U.S. company with international locations to
one global company, working as a team is crucial to our success. Because of our
growth, we chose to focus on the value of teamwork. By encouraging perspectives
from all corners of our global community, we see the bigger picture to become
stronger and smarter, together.

• Their HR representative• The Legal Department
Team members also have the option to speak up through the Lamb Weston Ethics
Helpline, which is available to our customers, suppliers, and other stakeholders.
Questions or concerns can be raised anonymously through the Ethics Helpline,
which is managed by an independent third party and is available 24/7 and in
more than 70 languages. Reports to the
Helpline are initially handled by trained
third-party staff, and further investigated byauthorized Lamb Weston personnel. In fiscal
year 2023, there were 184 reports to the
Ethics Helpline.
We have a zero tolerance policy for
retaliation against anyone who reports aconcern in good faith or participates in an
ethics investigation.

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Diversity, Equity, and Inclusion

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Ethics and IntegritylCommunities

Communities
Lamb Weston is a major employer and contributor to the local
economy in many of the communities where our offices andfacilities are located. Our team members, their families, and ourcompany rely on the vibrancy and health of these communities,
and we are committed to helping them grow and thrive. Thisphilosophy underpins our corporate community engagement
strategy, which focuses on alleviating hunger.

Our Commitment on Community
We are committed to creating andbuilding a culture of giving among
Lamb Weston team members that
benefits our communities via donations,
volunteerism, and advocacy.

Community Partnerships
As a food company with deep roots in our local
communities, Lamb Weston partners closely withorganizations that help fight hunger. These partners
include national organizations dedicated to helping
those at risk of going hungry, regional food banks,
and local pantry networks. Our partners include:• Food Bank of Northeast Louisiana• Idaho Foodbank• North Country Food Bank (Minnesota)• Northern Illinois Food Bank
• Oregon Food Bank
• Second Harvest Inland Valley (Washington)• Taber Food Society (Alberta, Canada)• Food Bank Australia

We foster long-term partnerships with food banks and other nonprofit
organizations. Our support includes financial contributions, information
sharing, nutrition training, and product donations. We also participate
in local food drives and volunteer at food banks and other nonprofit
organizations.
Each of our local facilities manages its own community outreachprograms. Local giving committees organize partnerships with nearby
nonprofit organizations, support community groups financially, andprovide team members with volunteer opportunities.

• Washington State University System Food Pantries• FareShare (United Kingdom)• World Central Kitchen (WCK)The Lamb Weston Foundation provides an annual
grant of $200,000 to WCK to support their disaster
relief efforts. WCK provides hot meals to those
impacted by disasters worldwide.

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Ethics and Integrityl27Communities

Grantmaking and Scholarships
The Lamb Weston Foundation, a 501(c)(3)organization, makes charitable gifts and scholarshipsthat aim to make our communities better. We focus
our charitable giving on addressing food insecurity
and hunger-related issues. In 2023, the Foundation
provided more than $400,000 in financial support tofood banks.
In addition to its annual grant, the Foundation
supported World Central Kitchen, which has
operations in Ukraine, with a $10,000 grant. The
World Central Kitchen provides meals to people
in areas impacted by humanitarian, climate, andcommunity crises.

$946,000
Lamb Weston Foundation
grants in 2023

The Lamb Weston Scholarship Fund supports our
teammates’ family members as they pursue theireducation. This global program provides $1,500
toward tuition to children and dependents of fulltime team members who are attending college ortechnical school, and the scholarship is renewable
for up to three years or until a degree is earned.
We awarded 25 new scholarships and renewed
30 scholarships in 2023.

Team Member Community Engagement$419,280

1,012*

Donations provided tocommunity programs

Local charities benefited(Pay It Forward)

We encourage and support team members’ community involvement in many
ways, including:$115,077

476• BOARD SERVICE GRANTS: We encourage team members to serve on theboards of local nonprofit 501(c)(3) organizations. After a team member completes
at least one year of service, we provide the organization with a $2,500 donation.
In 2023, we gave more than $29,000 in board service grants.

Matching gifts donatedby team members
to eligible charities(matched by Lamb
Weston Foundation)

Paid team member
volunteer hours throughour Volunteer Time Off
policyOur team members participate in a number of volunteer and community
engagement opportunities that help support the communities where they live andwork. These team members provide “boots on the ground” for Lamb Weston’s
corporate community strategy. The Lamb Weston Intranet Giving Portal facilitates
team member engagement.

• GIVE GET GIVE: In 2023, we introduced GiveGetGive to encourage
volunteerism in our communities. Through the program, team members in the
United States, Canada, and Australia receive $5 to donate to any eligible charity
for every hour they volunteer at an eligible charity, up to $500 per year.
• MATCHING GIFTS: The Lamb Weston Foundation matches donations given byteam members to an eligible nonprofit 501(c)(3) organization, up to $1,000 perperson annually. We made more than $110,000 in matching grants in 2023.
• PAY IT FORWARD: We provide eligible team members in the United States,
Canada, and Australia with a $50 gift account so that they can donate to theeligible charity of their choice through the Lamb Weston Foundation. In 2023,
three-quarters of eligible employees participated, directing more than $280,000
to 980 charitable organizations.
• VOLUNTEER TIME OFF: All salaried U.S. and Canada team members receive
eight hours of paid volunteer time off annually. Team members recorded 476
paid volunteer hours, though we believe the actual number was higher, as
reporting is voluntary.

$281,458

338
Team member
donations matchedby Lamb Weston
Foundation

74%*

Team members
participated (PayIt Forward)* U.S. and CAD.

Amount donated(Pay It Forward)

13
Locations with 90%+
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Lamb Weston’s Month of Service
Every year, Lamb Weston brings together the time,skills, and dedication of our team members to help
address a pressing need in the communities where
we operate. During our Month of Service, volunteer
team leaders across our organization host on-site
and remote volunteer opportunities, and teammembers log their hours in our giving portal to help
us measure our impact.
• The Naperville, IL office spent time volunteeringon two different days with Feed My Starving
Children in Aurora, Illinois. The team bagged
nutritious meals for the organization to feed
people around the world who face famine andlarge-scale natural disasters.
• The Remote Sales team on the east coast
volunteered with C.H.O.I.C.E.S, a nonprofit thatworks to end childhood obesity in the greater
Atlanta, GA area. Team members helped packhealthy meals for 800 families in need.
• Eagle, ID team members volunteered at the Idaho
Foodbank labeling and bagging 1,800 pounds ofLamb Weston mashed potatoes, enough to feed
452 families.
• Team members in Richland, WA packaged pinto
beans, cleaned equipment, and packaged 6,312
pounds of bread equaling 5,260 meals for thosein need at 2 nd Harvest.

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Ethics and IntegritylCommunities

Our giving committees in Eagle and Kennewick review sponsorshipand community giving opportunities that lie outside of our core focusof hunger. These committees review requests based on a set of criteriathat includes how many people in the community will benefit, whatconnection the cause may have to our team members or our business,and more. Through this program we have supported programs like
Field Day at the Richland School District (RSD). RSD Field Day is anannual event each spring where student athletes with disabilities takethe field and are joined by the Richland community to raise awareness,celebrate their strengths, and build relationships and memories. We
also support local programs like Boys & Girls Clubs, Meals on Wheels,
Ronald McDonald House Charities, Future Farmers of America (FFA),
and more. In Europe, we donated our flakes product (including waterbottles) to Ukraine.

“We want to bring the world together with our fries; it is aboutaiming high but also staying close to home. Being able tocontribute to local communities through volunteering by ourteam members or donating our products is truly rewarding
and makes me feel part of something bigger
than just ourselves.”
Lisette Jacobs
VP HR International28

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Food
Commercial customers and consumers around the world
look to Lamb Weston for the safest, highest quality potato
products, and the success of our business depends on ourability to meet and exceed their expectations. This is why
we are dedicated to innovation advancing the technology
we use to ensure our products meet the highest standards
for food safety and quality.

90+

100+

internal food safety, third-party
food safety, and third-party
quality and customer audits

total team members
work in innovation
globally

40

181

team members graduated asSpecialists from Food Safety
University (FSU) since 2022

global retail productofferings

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Product Labeling and Marketing

Product Stewardship and Innovation
Lamb Weston products are behind menu items of some of the bestknown restaurant and retail brands in the world. Our customers counton us to stay on top — and ahead — of their needs, both in the typesof products we offer and in those products’ attributes.
Customer and consumer happiness isfundamental to our success, so we’recontinually working to ensure our products meettheir needs, whether that’s an extension of an
existing product line or a totally new innovation.
Sustainability is important to our customers.
Several of our US and global customers,
distributors, and retail partners employ
sophisticated sustainability goals and strategies,
which often cover their supply chains. Being
responsive and aligned to our customers’sustainability requirements is an importantconsideration and just one of the reasonsthat sustainability is built into our productdevelopment process from potato planting
to final product.
Packaging is another important focus at
Lamb Weston. This is why we incorporate
sustainability when it comes to innovating our
packaging to protect the quality of our products
and ensure consumer safety.

See the Planet section to read more about how
we make the most of every potato and how weare incorporating sustainable innovation into
our packaging.

Our Commitments on
Product Innovation
We focus on innovation for
the evolving needs and preferences ofour customers, their guests, and our
retail consumers by offering a wide
variety of vegetable-based foods, fromhealth-forward to indulgent.
Our people apply insights, technicalskills, and various cooking methods
to make delicious products that are
enjoyed around the globe.

Thousands of Lamb Weston potato experts around the world help develop unique,region-specific products on behalf of our customers and their customers.

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Bioengineering

Chemicals of Concern

Lamb Weston does not use any bioengineeredor genetically modified organism (GMO)
potatoes, sweet potatoes, or vegetables.

We monitor certain chemicals in the production
or cooking of our fries, or that are used to growour ingredients. They include:

We agree with the U.S. Food and Drug
Administration (FDA) and other regulatory andoversight bodies that foods with bioengineered
ingredients are safe and nutritious to eat. We
support the responsible use of bioengineering
based on sound science and regulatory andsafety reviews.
We will continue to make great potato productsthat meet our customers’ expectations,
including providing certified non-GMO options,as we continue to monitor the evolving scienceand changing food landscape.

Acrylamide
We are working to better understand the factorsthat influence acrylamide formation. According
to the FDA, acrylamide is a “chemical that canform in some foods during high-temperature
cooking processes, such as frying, roasting,and baking.” Acrylamide forms naturally whensugars and amino acids interact in foods
like potatoes, grain products, and coffee.
Acrylamide’s potentially carcinogenic properties
have caused concern in recent years.
In response, we conduct an annual review ofacrylamide in our existing products, including
an assessment of select products to understandhow crop quality may have affected acrylamide
content. As part of the new variety program
we introduced in 2021, we screen new potato
varieties against criteria including acrylamideforming potential and do not pursue varietiesthat do not meet our requirements.

Pesticides
We closely monitor the use of pesticides on
raw crops for adherence to U.S. Environmental
Protection Agency as well as local, state,provincial, and international regulations. To
demonstrate compliance, we sample and testfor pesticide residues annually to confirm thatthey conform to all relevant regulations. In North
America we have an established process for
random sampling of our potatoes. Sampling is
conducted unannounced, and testing is done
through a third-party lab.
See the Sustainable and Regenerative
Agriculture section for more information on our
approach to pesticides, including our Integrated
Pest Management (IPM) approach.

PFAS
We closely monitor the use of per- andpolyfluoroalkyl substances (PFAS) in our supply
chain. These long-lasting chemicals break down
slowly and may be linked to harmful healtheffects in humans and animals.6 Several states
have enacted regulations restricting the useof PFAS in food contact packaging. In 2023,
we started the transition to fully remove PFAS
processing aids, which were used to aid in the
production of polyethylene film in some of ourprimary packaging. We expect to complete thiswork in the 2024. LW EMEA is already PFAS-freein their packaging.

6

https://www.epa.gov/pfas/pfas-explained.

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Food Safety and Quality
Our business is built on the safety and quality of our products. That’s why we take a “totalcare” approach to food safety and quality, which is every team member’s responsibility at
every step of the way. This approach is bolstered by our continuous improvement philosophy:
We work constantly to make progress in all business areas — and that’s especially true forfood safety and quality.

Our 2030 Goal on
Food Safety Content
Achieve world-class food safety
performance by leveraging cuttingedge technology, innovation, andbest practices to maintain the highest
standards of food safety, striving forzero food safety incidents.

Our Commitment toFood Safety
Leverage technology,
innovation, and best practices to reachworld-class food safety performance.
Exceed standards for food safety,
striving for zero food safety incidents.

PHOTO FPO

Our food safety and quality strategy is centralizedaround risk management and preventive actions,
including risk identification and management, while
going beyond compliance with regulations andcustomer expectations wherever possible.
Our suppliers are a critical component of our safety
and quality programs. Our Supplier Compliance
Program outlines our expectations in a numberof areas, including safety and quality. In addition
to communicating our high expectations to
our suppliers, our production facilities verify all
incoming ingredients for food safety and quality
before using them in production. In addition, we
require suppliers of ready-to-eat (RTE) products,
as well as other high-risk suppliers, to adhere
to the Global Food Standard Initiative’s (GFSI)
requirements for food safety.
We track supplier performance with on-site visits
and other monitoring provisions, all of which are
tracked in our supplier compliance and plantquality management software. See Sustainable
Sourcing and Procurement for more information.

“Our customers rely on us
to deliver safe products withconsistent quality. To do that,making our fries right thefirst time is criticallyimportant.”
Mike Martin
Senior Director,
Global Quality Excellence32

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A Global Approach to
Food Safety
We define safe products as those that meetthe strictest criteria for reducing hazards that
could cause injury or illness to consumers,
including chemical hazards such as allergens,physical hazards such as foreign material, andbiological hazards such as pathogens. Our
comprehensive food safety program includes
adherence to global food safety standards
across our facilities. All of our facilities are
certified to GFSI’s BRC Food TechnicalStandard, as well as our more stringent internal
food safety policies.
Across our organization, our food safety
program is based on risk management andthe importance of preventive action, in addition
to complying with regulations and meetingcustomer expectations. In 2023, we conducted
an assessment of food safety culture at all ourfacilities in North America and created a foodsafety culture task force at the facility level. We
are currently developing action plans to further
strengthen food safety and quality culture
across Lamb Weston.

AuditsEach production line at every facility has afood safety plan, and we conduct regularinternal audits of our compliance with thoseplans. Within our owned and operated facilities,
internal audits, third-party audits, and audits
conducted by our customers also help inform
our food safety standards and processes. In
2023, we returned to a full slate of in-person
internal audits, and introduced unannounced
audits as well as those that are planned inadvance.
Risk level determines the scope and frequencyof third-party and customer audits. For example,
RTE products are considered higher risk, so ourfacilities that produce them have more stringent
safety programs in place and are audited to ahigher standard.
In 2023, 25 third-party food safety audits wereconducted at Lamb Weston facilities by various
certifications including BRC, Dutch Food
Authority, and others. These audits uncovered
one major non-conformance.
When non-conformances are identified, we
implement remedial actions. Any facility found tohave critical issues is reaudited within 90 days toensure corrective actions have been completed
in full. (See the SASB Index for details aboutaudit performance.)

Improving Tracking and Traceability
We are well on our way toward meeting therequirements of the FDA’s New Era of Smarter
Food Safety program, which leverages
technology and other tools to create a safer,more digital traceable food system. As part ofthese efforts, we believe we are currently on
track to meet the Food Safety Modernization
Act’s food traceability rule: We expect our trackand-trace program to meet the January 1, 2026,
requirement that we can provide key data about
a specific product’s sourcing within two hours ofreceiving a request for this information.

2023 internal andthird-party audit
programs

Number of team members
graduated as Specialists
from Food Safety University
29

Internal food safety

22

Third-party food safety

25

Customer and quality

11
91
2022

2023

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Product Labeling and Marketing

Food Safety Hazards
We pay special attention to eliminating, controlling, andmanaging all potential food safety hazards.
A specialized team of subject matter experts, engineers,and processing experts helps us implement these tools andoversees our program for removing foreign material from theingredients and products we manufacture.
Once removed, the foreign materials are assessed by ourforeign materials laboratory, which works to determine theirsource. Lamb Weston production facilities and the lab thencollaborate to implement corrective actions and prevent
reoccurrences. In addition, we continue to implement
sophisticated X-ray technology that can detect foreign material
with a higher resolution than our current systems.

Keeping Food Safe and Out of Landfills
Achieving zero foreign material from farmto table was a key initiative in 2023. Our
work in this space included implementationof automated quality checks including
technology that uses high-resolution X-ray
imaging and artificial intelligence (AI) to
automate and to automate and improve our ability
to remove foreign material. One example of thistechnology in practice was scanning an entire potato
storage facility located in the South Basin growing
region of Oregon that would have otherwise been
sent to landfill due to suspected foreign material.

Our allergen-control program, which is reviewed at least annually,
also helps minimize risks to consumers. As part of this program,
we are developing an advanced method of detecting wheat, dairy,
egg, and soy allergens in fry oil that can be conducted on-site
at our facilities. Developed by researchers at Lamb Weston, thedetection system is currently being tested and validated by an
external lab. Once validated, the system will help us optimize ouroil filtration systems and potentially reduce waste.

Food Safety Training
At Lamb Weston, food safety is everyone’s job — and ourapproach to training reflects that fact. Team members at alllevels of the organization receive food safety and quality training,
including training specific to job roles and general courses andprograms that are available to all. Our training programs include:• Food Safety University (FSU), which is part of our efforts todevelop future food safety leaders, covering topics including
risk assessment, root-cause problem solving, hygienic design,and verification and validation. In 2023, 29 people graduatedfrom FSU.
• Process quality training on the basics of food safety, quality
programs, and potato processing; this training, which exceeds
industry standards, is taken by many team members who areinterested in supply chain leadership positions.
• Advanced Potato Processing Training, a higher-level course
taken by production team leaders, delves into the science ofpotato processing.

Collaborating on Food Safety and Quality
We share best practices and important trends in foodsafety and quality with our peers across the industry via
our participation and some leadership roles in the following
organizations:• American Frozen Food Institute (AFFI)• American Potato Trade Alliance (APTA)• Association of Food & Drug Officials (AFDO)• Association for Sustainable Food Safety• BRC• Consumer Brands Association• Food Allergy Research and Resource Program (FARRP)• Food Defense Consortium• Food Northwest• Frozen Potato Products Institute (FPPI)• Global Food Standard Initiative (GFSI)• Institute Food Technologists (IFT)• Institute for Food Safety and Health (IFSH)• International Association for Food Protection (IAFP)• Northwest Food Safety & Sanitation (FSS) Workshop(with Washington State University)

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Achieving Our Quality Standards
We define quality products as those that have features andcharacteristics that are acceptable to consumers and meettheir expectations. Quality requirements vary from customer tocustomer based on differing expectations of how products shouldlook and taste.
Our own standards for quality are high, and our total carephilosophy means we all work together to achieve thosestandards. Our global quality management system provides aframework for our production facilities to analyze their quality
performance. They can then create quality improvement plans
to improve those figures, including specification compliance,
standard deviation, and acceptable quality level.
When we integrate new acquisitions, a team of Lamb Weston
quality professionals works on-site to assess the acquired
business’s quality programs. We can then identify any gaps
and create and implement corrective action plans as needed.

Product Quality Testing
Each of our products, including raw ingredients, is assigned a
product specification that meets customer requirements and ourtargeted quality standards. Over a product’s life, we continue tomonitor quality by tracking the results of finished-product testing,customer complaints, and any product recalls.
Our quality testing includes measurements for defects, length,
solids, texture, color, and flavor. Some of that testing is automated,with equipment embedded in the production line that tests andreports on quality continuously. In addition, quality assurance
experts at each facility pull product samples from productionlines every 30 minutes to check quality. We gather samples froma rotating selection of production facilities for evaluation at Lamb
Weston’s Technical & Innovation Center, where we check themagainst specifications. We also track consumer complaints (byphone or through our website or social media), connecting themto the facility where the product was produced and investigating
accordingly.
If we find defects, we work with the production location to create acorrective action plan, which is assigned to a designated personat the facility. We hold quality calls to review progress against
our corrective action plans, and we inform consumers about theresults of investigations related to their complaint.

Recalls
Our product recall system covers products that do not meet ourstrong safety and quality standards. In 2023, we had three productrecalls globally.

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Product Labeling and Marketing
Most of our sales are to large commercial customers, including restaurant chains andfoodservice distributors. However, we do offer more than 181 products that can bepurchased by consumers at retail stores and prepared at home in a residential ovenor air fryer without additional oil. When we market to consumers, our campaigns andcommunications are targeted to adults.
We take advantage of the labels on our packaging to share the information consumers want to know.
Our food labels in the U.S. meet FDA and Nutrition Labeling and Education Act (NLEA) requirements.
In the European Union, our Lamb Weston branded labels will display Nutri-Score classifications
front-of-pack following Nutri-Score’s 2024 launch in the Netherlands. Our retail products for the U.K.
market will display the U.K. traffic light system front-of-pack.

Meeting Our Customers’ Dietary Needs
In response to consumer demand, we offer a growing number of kosher- and halalcertified consumer products. We are seeking official halal certification for all our french
fry products by 2025.
PRODUCT CERTIFICATION (EXCLUDING EMEA)7
47.1%
30.1%
14.3%
10.7%
0.8%

7

As of publication.

Gluten-Free

Organic

Non-GMO (NGP Verified)

KosherHalal

High Standards Worldwide
All our global and Foodservice
products meet the following
standards:• No trans fats
• No hydrogenated oils
• No partially hydrogenated oils

In the European Union, we aim to achieve ascore of A or B on all the potato products wesell as ranked by Nutri-Score, which ranks
products from A (most preferable) to E (mostdetrimental) based on the nutrients they
contain. Nutri-Score is expected to launch in
the Netherlands in 2024. Once it does, we plan
to include our Nutri-Score classification frontof-pack on Lamb Weston branded retail labels
across the European Union. Additionally, at LW
EMEA, we do not use artificial colors and flavors
nor exceed 12% saturated fats in our frying oils.
We also share other information consumers
are looking for, such as sodium, sugar, and fatlevels, on the front of packages where required.

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LW EMEA 2030 Sustainability Agenda Update — Balanced Diet
Since 2020, LW EMEA has been working on three key challenges put forth in its 2030 Sustainability Agenda. A focus on Balanced Diet has had
an impact on how they developed products and labelling. The following key performance indicators demonstrate progress made in this area:
RESULTSBASELINE 2020

2021

2022

2023

PROGRESS VS.
BASELINE

100% LW potato products Nutri-Score
A or BNo data

No data

Baselineestablished

Baselineestablished

Baselineestablished-10% oil content in frozen potato
products

5.2%

5.3%

5.5%

5.5%

6.9%

100% air fryer/oven preparation for
LW branded products

47.7%

46.8%

52.9%

56.2%

17.8%

50 million meals dehydrated potato
products sold in developing markets

5.7 million

2.7 million

2.7 million

1.6 million

25%

TARGET

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PlanetWe partner with our growers and suppliers to reduce
our environmental impact and conserve natural resourceson our farms, in our supply chain, our products, and our
packaging. Our business depends on the earth and its
ability to grow high-quality produce, which is why we arecommitted to responsible growing practices.

447M+

>95%

gallons of processwater reusedof total waste generated diverted,
including food, from landfill

3-year6.5%

initiative launched to haveall of our North American
growers measure the carbon
impact of their operations

increase in renewableenergy (biogas andelectricity) consumed
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Sustainable Sourcing and Procurement

Sustainable and Regenerative Agriculture
Our business depends on healthy
land — both today and well into
the future — and no one cares
more about our farmlands thanour growers themselves. It is theirlivelihood and legacy.
This reality drives our commitment toemploy world-class agricultural practices
that ultimately drive our businessforward.
We focus on using our resources
responsibly, ensuring healthier soils that
require fewer inputs and produce higher
yields, lowering costs and increasing
return on investment, thus supporting
our growers’ ability to invest in the next
set of advances.

Sustainable and Regenerative Agriculture Defined
Sustainable Agriculture: Lamb Weston employs the UnitedStates Department of Agriculture (USDA) definition forsustainable agriculture,8 which is an integrated system ofplant and animal production practices having a site-specificapplication that will, over the long term:• Satisfy human food and fiber needs• Enhance environmental quality and the natural resourcebase upon which the agriculture economy depends• Make the most efficient use of nonrenewable resourcesand on-farm resources and integrate, where appropriate,natural biological cycles and controls• Sustain the economic viability of farm operations• Enhance the quality of life for farmers and society as a whole
Regenerative Agriculture: Lamb Weston defines regenerative
agriculture as the sustainable agriculture techniques thatspecifically focus on improving soil, such as:• Increasing organic matter• Promoting soil biology• Enhancing soil structure
We view soil biology and overall soil health as key to growing
the best crops. Regenerative soils help to provide nutrients,
hold water, and suppress disease, making this a key aspectof successful farming programs.

8

USDA U.S. Code Title 7, Section 3103.

Our 2030 Goals for
Sustainable Agriculture(North America)
Promote sustainable farming
practices across our supply chain
with a focus on:• Building resilience to climate
instability and change byinvesting in soil health and its
long-term productivity.
ū Soil Health Initiative andregenerative agricultureū Net neutral carbon emissions
through crop rotation• Creating more with less throughthe continuous pursuit oftechnology innovations, crop
management, information
systems, methodologies, andpractices.
ū 5% reduction in inputs per ton
harvested: water, fertilizer, andActive Ingredient (AI)pesticides.

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Our sustainable agriculture strategy is rooted in four key pillars:
The Lamb Weston Agriculture and Agronomy teams work closely with our grower partners to
introduce sustainable farming techniques that not only benefit the fields, but also the farm andthe planet. Hear from a Lamb Weston grower about their sustainable practices.

Climate Resilience

More with Less

Building resilience to climate
instability and change byinvesting in soil health, regenerative
agriculture, and its long-term
productivity.

Creating more with less throughcontinuous pursuit of technology
innovations, crop management
information systems, methodologies andpractices.

Safe, Wholesome Food

Farm and Community
Prosperity

Securing safe, wholesome crops
free from foreign material or otherharmful substances. All applications
made to crops are compliant withregulatory guidelines and requirements.

Resourceful

Enhancing farm resilience andthe ability to produce healthy,
nutritious food by supporting farmer
development within the communities
where they reside. Promoting diverse
farmer profiles, industry collaboration,
farmworker safety, food safety, andsustainable agriculture practices for the
benefit of the community as a whole.

Advancing Ag a Sustainable Future“There are more organisms in a teaspoon of soil than there are people on Earth.
Without the soil and caring for it now we’re not going to be able to farm in 20 years.
We have to get more and more efficient and produce the most we can with the least
amount of inputs. I think that’s my responsibility.
I want the next generation to come onto this farm and enjoy it as much as I haveand be able to look over the fields and have them as healthy as they
are today. Being here, there’s a sense of pride. Being part offeeding the world.”
Greg Harris
Director of Farming, Three Mile Canyon Farms

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Climate Resilience
Along with our 800+ growers around the globe— some of whom have partnered with us for
20 years or more — we care fiercely about the
future of the land that grows our food. Thismeans we must also work together to build
resilience to climate instability and change byinvesting in soil health and its long-term productivity.
Conditions such as local climate, soil types, rainfall,temperature, and weather can affect the yield and quality ofthe potato crop on a year-to-year basis. These conditions also
impact the amount of inputs needed each season to growour potatoes. Growing seasons vary from year to year with
2023 being near optimum for potatoes, which in turn resulted
in a slight improvement in fertilizer and water use efficiency.
For example, we used 12.8 gallons of water per pound of raw
potatoes in 2023 versus 13.5 gallons in 2021.
While growing potatoes represents a small share of agriculturalemissions, strategic growing practices can help build a climateresilient future by moving toward net neutral carbon emissions.
Currently, our primary focuses are looking at how we canreduce emissions of growing the potato crop itself and thecrops used in our rotations, as well as carbon sequestration.
Examples of strategies we have evaluated on a small scale
include bio-char, enhanced rock weathering, and nitrogenstabilizers. These trials occur in various growing regions aroundthe world and, as we learn more, those that demonstrate value
can be implemented at scale.

We believe that soil health and regenerative agriculture aresynonymous, which is why our sustainable agriculture program
includes regenerative practices such as crop rotation, reduced
tillage, “living root” and cover cropping to protect the integrity ofthe soil that grows our food.
Our soil health research continues in conjunction with academic
and industry programs to proactively study and share information
about agricultural practices that can help keep farmland
productive for years to come.
Our Soil Health Initiative encourages cover crops and crop
rotation to reduce erosion and soil compaction, while improving
yields. This science-based initiative is grounded in the latest
research on critical areas such as plant disease, soil genomics,
soil biology, and farming practices. Our Soil Health Working
Group, which oversees the implementation and management of
this initiative, works to continually improve the definition of soil
health and increase soil heath and indicators.
We also support research on soil health with work at ourcompany farm in Paterson, Washington, where we measure thebenefits of crop rotation and green manure crops, among otherpilot technologies and practices.

Regenerative Agriculture
Growing potatoes in the U.K.
and European Union faces
challenges to maintain crop
quality and overall yields.
These challenges include
stress on soil health andincreased regulation of crop
inputs, which reduced thetype of approved active
ingredients.
To help mitigate thesechallenges, the U.K. is
helping lead advancement ofsustainable agriculture throughdeveloping and adopting
regenerative agriculture
principles, including:• Keeping soil covered to protect from the weather• Ensuring there are living roots to feed the soil
• Reducing disturbance, which means consideration whenselecting crop inputs and engaging in cultivation• Creating diversity of cropping through rotation but also
within the crop if possible• Introducing livestock into the cropping rotation
These simple principles have the potential to help meetchallenges and ensure we can continue to grow quality
potatoes long into the future.

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More with Less
Net Neutral Carbon Emissions inNorth America
Understanding the carbon footprint ofour growers and our growers’ farms is an
essential step on our journey to reaching
net neutral carbon emissions. We havecompleted the pilot step of this work with
ReGrow, and our growers across North
America are phasing in carbon assessments
over the next three years. Our intention is toexpand this work globally.

PHOTO FPO

In addition, we are working to understand thecarbon impact of nitrogen fertilizer so that
we can continuously improve our calculationof the farms’ carbon footprint and develop
a reference table for growers within the next
three years. By providing carbon data to
our growers, they can better understand theimpacts of nitrogen fertilizer or different tillage
practices, for example, and in turn employ
custom strategies to reduce and mitigate.
We also support the USDA’s Climate-Smart
Commodities program, which was specificallydeveloped to encourage the adoption ofpractices that reduce, eliminate, or sequester
on-farm emissions. Our support includes
helping to introduce growers, suggesting
practices and measurement methodologies,
and providing technical expertise.

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A key philosophy we’ve
embraced across our business
when it comes to sustainability
is doing more with less. Thisis especially true at the farmlevel, as growing crops can beresource intensive. Our overarching strategy
centers on continuously pursuing technology
innovations, crop management practices,
information systems, and methodologies that
help us do just that. As a result, Lamb Weston
employs a wide range of strategies to reduce
the amount of water, fertilizer, and AI pesticides
required to grow our potatoes.
We’ve also set a goal of reducing water,
nitrogen, and AI pesticide use cumulatively
by 5% per ton of crop harvested by 2030.
To reach this goal, we are focused on:• Irrigation practices and technology that
optimize the amount of water required to
grow crops.
• Agricultural practices to optimize the useof fertilizers, including nitrogen.
• Integrated Pest Management (IPM) practices
that allow our farmers to grow their crops
safely and productively with reduced
pesticide use while preserving beneficial
species in and around the fields.

Water
It is crucial that we use just the right amount ofwater in potato production while also reusing
water and protecting water quality. This focus issignificant in areas where water scarcity is highrisk. Most of our growers are located in regionswith low to medium water scarcity. However, a
few regions, including Hermiston, Oregon; Park
Rapids, Minnesota; American Falls and Twin
Falls, Idaho; Warden and Quincy, Washington;
Delhi, Louisiana; and Shangdu and Ulanqub,
China, experience medium to extremely highwater risk. Together, these areas produce abouta third of our raw potato volume.
We help farms reduce water use by encouraging
tools including low-pressure drop nozzle
center-pivot irrigation systems, irrigation pivot
management software, evapo-transpiration
models, in-field moisture monitoring systems,
and infrared imagery. This approach creates
more uniform watering, better measurement ofapplication rates, and reduced evaporation loss.
Upon expanding our business to China, weintroduced drip irrigation for our potatoes grownaround Shangdu, Inner Mongolia, a practice thatour growers continue to adopt. Currently, over
80% of our potatoes grown in this region havebeen converted from other forms of irrigation
including flood, furrow, and overhead sprinklers
to drip irrigation. This change has improved
water use efficiency while also reducing
leaching and minimizing run-off.

GALLONS OF WATER
Per pound of crops
harvested*

22.7

13.5

13.3

12.8

2021

2022

2023

10.5

2019

2020

*Irish variety potatoes in North America.

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Pesticides and Nutrients
We are committed to reducing the amount of synthetic
fertilizer and pesticides required to grow robust crops.
Accomplishing this outcome requires both technologicalinnovation and the use of sophisticated agricultural
practices. In addition to regenerative agriculture practices
promoting soil health, our teams are developing new
potato varieties and matching varietals to soil types andregional climates so that crops can optimize fertilizer use,
better resist pests, and produce higher yields in addition torequiring less water.
IPM practices include pest scouting and monitoring tohelp ensure crop applications are necessary and provide
valuable insight to aid in the use of chemicals wherever
possible. These practices are required of all Lamb Weston
farmers, and help reduce pesticide use to control disease,
weeds, insects, and other pests. Lamb Weston growers go
beyond established USDA guidelines for pesticide use, andwe are continually working to improve further.
IPM means maintaining a cropping system whereby
practices complement one another to break pest
cycles, prevent pest harborage, and reduce the use ofsynthetic pesticides while reducing or reversing negativeenvironmental impacts. Practices include rotating crops tobreak pest cycles, breeding plant varieties that are diseaseand pest-resistant, cover cropping, and, when pesticides
are needed, using lower-toxicity chemicals. In North
America, farmers can log field observations about insects,
photos, and GPS locations into an app we provide soLamb Weston can create “heat maps” that identify areas ofconcern. In some areas, the local university Ag Extension
agencies also support deploying insect heat maps for use
in IPM strategies.

A common practice among many of our growers in North
America is to evaluate soil and potato leaf tissue samples
throughout the growing season to optimize the use ofnutrients. Nutrients are also customized to specific cropneeds based on soil type, amount of organic matter in thesoil, the health of plants, and the stage of crop growth.
Nutrient data and ranges are provided to farmers for their
specific varieties, taking crop stage and growth curves into
account. Soil organic matter (SOM) is monitored over time
to gauge how well we manage each field. We regularly see
increases in SOM over time, which helps assure us that weare improving rather than depleting soils.
For more information on how we are deploying cuttingedge technologies to do more with less, click here.

Biodiversity
Biodiversity is important to providing healthy, wholesome
crops on a macro and micro level. Healthy soils arehome to many different species of organisms and are thereason for many of the regenerative practices growers
employ. Diversity on and around the farm is also important,reflecting a commitment to conservation and overall qualityof life.
Both the macro and micro views of biodiversity have
evolved to provide greater insight and application
for modern agriculture. Our ongoing research andcollaborations with universities help us gain insights into
these organisms. As we advance our knowledge, we candevelop practices and programs that support crops or
suppress pathogens.

POUNDS OFNITROGEN

POUNDS OF
AI PESTICIDEPer ton of crops
harvested*

Per ton of crops
harvested*
4.8

11.6
10.6

10.7

10.4

10.8
3.6

3.4
2.8

2019

2020

2021

2022

2023

*Irish variety potatoes in North America.

2019

2020

2021

2022

3.1

2023

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Farmer and Community
Livelihood
Prioritizing best practices is an
important part of enhancing
farm resilience and supporting
Resourcefulboth farmer development andlocal communities. We do thisby promoting diverse farmer
profiles, industry collaboration, farmworker
safety, food safety, and sustainable agriculture
practices.

Helping growers succeed
Close collaboration with and support
for our farmers is essential. We
provide our farmers with access tocontinuing education, as well asadvice and consulting expertise from
Lamb Weston’s seasoned Agronomy
team. These resources empower
them with state-of-the-art learningand science-based recommendations
for effectively managing their crops
and land.

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Safe, Wholesome Food
Growing safe, wholesome crops,
free from foreign materials orother harmful substances is a
critical focus. This is why all
applications made to crops
are compliant with regulatory
requirements such as those set by the U.S. EPA
and the Netherlands Environmental Assessment
Agency, among others.
In North America, these efforts begin with our
Grower Guide, which details personal safety,
food safety, sustainable agricultural practices,
reporting expectations and guidance, andauditing processes and expectations. We
review the guide annually and make updates asneeded. Each year we require all farms to beaudited and hold an approved Good Agricultural
Practices (GAP) certificate such as USDA GAPor Global GAP. The U.S., Canada, and Europe
are 100% under an approved GAP program withother regions working toward 100% certification.
See our Food Safety section of this report for
more information.

Benchmarking and Standards at the Farm Level
In 2024, we enrolled
in the Leading Harvest
Farmland Management
Standard, a verified
and audited whole farm
program that provides
standards, procedures,and education aroundsustainability. The standard addresses
13 areas, including stewardship,conservation, habitat, water quality,
and IPM, as well as applicable U.N.
Sustainable Development Goals. Lamb
Weston will phase in this program startingwith partner growers in North America.
The program has potential to expand
around the globe.
Our European operations use theSustainable Agriculture Initiative (SAI)
platform to assess farms’ performanceagainst benchmarks. As of 2023, theregion has achieved 50% SAI Goldcertification.
Broadly, we are working with growers in
different regions to facilitate sustainability
reporting, such as implementing mobilephone reporting options for those areas
where computer usage is less common.

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Technology at the North American Farm Level
Lamb Weston’s origins are deeply rooted in advancing
technology and innovation. In 1960, the “Lamb Gun” wasinvented, revolutionizing the potato processing industry,
and thus beginning our legacy of advancing all that can bedone from the farm and throughout our facilities.
Today, technology is ever changing at a rapid pace. We
are optimistic in its role to help solve complex challenges
throughout our value chain. That is why we are dedicatedto piloting new technologies on our own farm, with our
grower partners, and at university research or extensions
farms, while also sharing findings and recommendations
with farmers around the world.
Our technology focus at the farm level centers aroundinnovations to help grow potatoes and other crops more
efficiently. This includes GPS-guided and automatedplanting and tillage equipment that helps save fuel andminimize overlap while providing precision with seedplanting depth and spacing. This type of equipment also
helps protect against crops being damaged during thegrowing season through precise movement of equipmentin the field.
We are also leveraging technology that measures every
crop’s carbon impacts and sequestration potential. Our
partnership with ReGrow, a technology platform, allows us
to use a remote sensing tool backed by the DeNitrification
and DeComposition (DNDC) model to communicate
with our growers on their carbon footprint and how eachcrop and mitigation strategy can impact the net carbon
emissions on their farm. This remote sensing tool allows
us to make recommendations to growers for improving

everyday sustainability practices. This partnership is an
important element in our work to achieve net neutral carbon
emissions through rotations by 2030 as we measure
impacts and determine mitigation strategies.
With the support of fixed-wing airplanes, drones, andsatellites, we can identify crop disease, inadequate watering,and other anomalies that affect crop quality in advance ofbeing able to identify these issues through ground scouting.
We also use predictive analytics from farm management
software and imagery providers to compare current
conditions with those of the past to better forecast futureneeds.
Technology plays a vital role in implementing oursustainable agriculture strategy at scale — from doing morewith less to building a more climate-resilient future.

Using Technology to Monitor Crop Growth andSoil Quality
We use other sophisticated tools, including soil sensors andinfrared pictures, which help us more closely understandcrop and soil conditions. One example is a pilot witha potato bruise sensor technology that can determine
where damage is most likely to happen during harvesting,transportation, and storage. In 2023, we piloted the Arable
platform that captures local weather and crop performance
information, including continuous canopy monitoring andrecording through all growth stages, for better overallplanning across growing seasons year over year. Given
the platform’s success, we are employing Arable units inSouth America and China as part of our crop research anddevelopment programs.

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Measuring Performance
Understanding how well we are doing in our efforts to make operations more sustainable is vital to our success. We need to understand what is working and where we need to increase our efforts to deliver
results. To accomplish these goals, Lamb Weston works closely with our growers and team members to measure progress on our sustainability practices while also continually look for ways to refine our data
and reporting processes.

Sustainable Agriculture Goals by Region

US/CANADA:

ARGENTINA:

CHINA:

AUSTRALIA:EUROPE:

100%

90%

90%

100%

100%

of potatoes grown are GAP(USDA GAP, Harmonized GAP,
Global GAP) certified

of potatoes grown underapproved GAP programof potatoes grown underapproved GAP programof potatoes grown underapproved GAP programof potatoes grown underapproved GAP program

100%

100%

100%

100%

of farms/growers have and utilize
on-farm safety programsof growers and workers engagedin farm worker safety educationof farms/growers have andutilize on-farm safety programs

active in a sustainableagriculture program

100%
of farms/growers have and utilize
on-farm safety programs

ongoing adoption of Integrated
Pest Management practices

More information on our approach to sustainable agriculture can be found in our white paper, Advancing Agriculture: Sustainable Practices From the Field, to the Farm, to the Planet.

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Manufacturing
Our manufacturing facilities make foodfor people worldwide, feeding millions
of individuals every year. We have a
responsibility to serve as good stewardsof the planet our customers, our teammembers, and the communities where
we work.

Our 2030
Manufacturing Goals
Reduce carbon emissions,energy and water use, and theamount of waste generated
throughout our operations:• REDUCE Scope 1 and 2 carbon
emissions by 20% per pound
produced.
• REDUCE water use by 20%
per pound produced.
• REDUCE food waste from theproduction process by 50%.*• SEND zero waste to landfill.
* This goal is measured against fiscal 2021 baseline
due to data availability.

Processing potatoes can be resource intensive.
This is why we employ systems and strategies
to track and reduce our use of resources where
possible. We have embedded sustainability
practices into our production processes
and consider environmental impact a key
factor in our investment decision making.
For example, our foundational veLOCity
program for manufacturing excellence,
continuous improvement, and operating culture
incorporates our 2030 sustainability goals.
In 2023, we implemented new tracking andreporting practices to help us gauge progresson these goals. These included establishing adashboard to quickly display company-wide
and facility-specific performance on water,
carbon, and waste targets, while increasing
visibility to sustainability goal performance andkey initiatives for leadership monthly business
reviews.
In addition, our goals come to life at eachmanufacturing facility through site-specificplanning and goal setting. We monitor variances
against select goals on a shift-by-shift basis
and collaborate with our Global EHS andEngineering teams to employ tools to help
us analyze risks at every location, and toprioritize control efforts and investments. We
also carefully manage air emissions and water
discharges, while working to prevent spills.

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Incorporating sustainability into each phase of the manufacturing process

WASHINGAUTOMATICDEFECT CONTROL

Potatoes are washed,using techniques thatconserve energy andwater.

PEELING AND
TRIMMING
High-pressure steam
removes potato peels;
inspectors remove
blemishes and inspect
for foreign material.

FREEZING
Fries are quick-frozen
in our freeze tunnel,
inspected once more,
and then packaged
for shipment.

Cameras inspect every
fry for potential defects.
This technology
increases fry qualityand decreases foodwaste.

CUTTINGFRYING

Our proprietary Lamb
Water Knives cut
potatoes into shapesby propelling themthrough a grid of knives
at 60+mph to generateless potato loss andrecovery of starchfor reuse.

Potatoes are par-fried
to the perfect color
and texture.

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Limiting Climate Impacts
As potato producers with facilities around theworld, we recognize the risks posed by climatechange. Our strategy has been influenced byclimate-related risks and opportunities, andwe plan to develop a global climate transition
plan within two years. We also have dedicatedEnergy Transition team members located in the
EU to help facilitate and implement this strategy.
Lamb Weston considers short-, medium, andlong-term climate-related risks and opportunities
in our annual enterprise-wide risk assessment.

We have set goals for reducing our GHG
emissions, as well as the amount of energy ittakes to produce each pound of product wemake. These goals demonstrate Lamb Weston’scommitment to reducing our impact and limiting
climate change. We also support our customers
as they work to achieve their own targets.
Lamb Weston invests in making our operations
more efficient, with technologies such as newlighting, refrigeration upgrades, and fryer heatrecovery projects. In 2023, these activities
included a project in Ulanqab, China, to installa solar-powered water heating system; a capital
investment in Hermiston, Oregon, to install anammonia condenser that reduces the power
requirements for refrigeration; and a programin American Falls, Idaho, to cut energy use byfinding and fixing air system leaks.
We increasingly use and support the use ofrenewable energy as well. Some of our new
manufacturing facilities reduce their natural gas
consumption by recovering and using methanefrom our process water treatment systems asa closed-loop fuel source. They include ouroperation in Delhi, Louisiana, where we convert
sweet potato solids into biogas in an anaerobic
digester. Our facility in Richland, Washington,
captures biogas from the anaerobic digester
so that it can be converted into biomethaneby a third party. Similarly, all our European

SCOPE 1 AND 2 GHG EMISSIONSINTENSITY BY METRIC TONNESTOTAL ENERGYCONSUMED BY SOURCE

per pound (excluding EMEA)

0.31

0.33

0.34

0.32

0.33

Natural Gas | 64.2%
Electricity | 22.1%
Renewable Energy | 6.5%
Steam | 4.0%
Coal | 3.1%
Other | 0.1%
2019

2020

2021

2022

2023

sites, excluding the U.K. site, use biogas fromtheir system as a renewable motor fuel to makeelectricity and heat for the facility. Our Park
Rapids, Minnesota, and Hermiston, Oregon,facilities also use biogas.
All of our Pacific Northwest facilities use
power generated by hydroelectricity. We
have purchased Green-e Certified renewableenergy certificates (RECs) via the BonnevilleEnvironmental Foundation to offset electricity
used to make our Alexia branded organic potato
products, and in LW EMEA >99% of electricity
is renewable, covered by Green Certificates.
See LW EMEA 2030 Sustainability Agenda —Climate Action for more information about ourenergy use in Europe.

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Scope 3 Assessment
In 2023, and in partnership with S&P
Sustainable1, we conducted a Scope 3 GHG
emissions inventory assessment for our global
business, excluding LW EMEA. Using spend
data from fiscal 2021, we were able to bettermap our value chain and identify the five most
relevant categories for our business.

LW EMEA’s Scope 3 GHG emissions arecalculated based on the volume used per unit
produced. When factoring in the following
categories, they account for 69% of their total
emissions footprint.
• Purchased goods and services (potatoes,
frying oil, batter mix, packaging, and its
upstream transportation)• Purchased goods and services(all supply categories)• Downstream transportation (to cold storage)• Fuel and energy related activities• Waste generated in operations• Upstream transportation and distribution• Fuel and energy related activities• Waste generated in operations• Business Travel• Downstream transportation and distribution• Corporate leased cars

Initial results indicate 83% of our total emissions
footprint are Scope 3 GHG emissions.

• Buildings and machinery

SCOPE 3 GHG EMISSIONS BY CATEGORY
LW Scope 3 combined upstream anddownstream GHG transportation emissions9

LW EMEA Indirect Scope 3 GHG emissions• WaterAt the time of this report publication, we arein the process of a global GHG emissions
inventory assessment, which will formally
integrate our methodologies and inventory
management plans across all business regions,
including Scope 3 GHG emissions, for future
globally aligned accounting.

Finished Goods Truck | 27.9%

Potato | 54.5%

Finished Goods Intermodal | 52.0%

Oil | 24.9%

Finished Goods Rail | 16.7%

Batter | 8.0%

Raw Potato Hauling | 3.4%

Packaging | 7.1%
Transport | 2.0%
Business Travel | 1.2%
By-products and Waste | 1.4%
Buildings and Machinery | 1.0%

9

We are continuing to assess our Scope 3 categories and will report the global data in future years.

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LW EMEA 2030 Sustainability Agenda — Climate Action
The third key challenge in LW EMEA’s 2030 Sustainability Agenda is Climate Action, which includes reducing our carbon footprint, reducing our water
footprint, and sourcing sustainably by 2030. We believe focusing on these commitments will enable us to make the most progress in reducing theimpact we have on the world around us. Performance to key measures for 2023 include:
RESULTS

Reducing emissions in Europe
As part of our energy program inEurope — Reduce, Reuse, Renew —we are conducting a feasibility study onconnecting our facility in Kruiningen,
The Netherlands, to a nearby hydrogenpipeline as a source of clean energy,
while our Oosterbierum facility, also in
the Netherlands, is researching directconnections to solar or wind energyparks.

TARGET

BASELINE 2020

2021

2022

2023

PROGRESS VS. BASELINE-25% carbon footprint(scope 1, 2, and 3)10,11

0.783

0.724

0.722

0.725

7.4%

40% renewable energy

22.2%

22.5%

21.9%

22.4%

1.0%

-25% fresh water intake
intensity (m3/mt)

6.1

5.5

5.2

4.9

19.6%

+25% water reuse

0.0%

5.0%

6.0%

6.0%

6.0%

100% Growers SAIFSA Gold12

19.0%

19.0%

22.0%

50.0%

50.0% Gold

100% Key Suppliers
EcoVadis Silver13

no datano data

50.0%

34.0%

34.0% Silver

In 2023, our EMEA business updated the calculations for cooking oil tied to our Scope 3 GHG emissions. The new methodology includes an update to our carbon footprint baseline.
CO2 emission (Scope 1, 2, and 3) intensity of potato products produced (CO2 eq./mt).
12
For more information on the SAI FSA certification, click here.
13
For more information on the EcoVadis medals, click here.
10
11

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Sustainable Sourcing and Procurement

Using Water Responsibly
Water is critical to our process, so we work to ensure
we are responsible in how we use it. It is used tokeep our equipment clean while also making sure ourprocesses are safe — both for the employees who
work in our facilities and for the sake of the customers
who ultimately enjoy our products.

WATER WITHDRAWALBY SOURCE

WATER USE
INTENSITY GALLONS(excluding EMEA)

per pound (excluding EMEA)

1.55

We know not all regions are the same and thatconditions change over time, so we monitor water
stress across our global operating footprint. The
2023 assessment results show 34% of Lamb Weston
facilities are located in high or extremely high water
stress areas according to the WRI Aquaduct Atlas.14
Our manufacturing facilities employ a range ofmanagement practices and technologies to monitor,
measure, and reduce water use. This technology
includes localized flow meters, flow restrictors,
orifice plates, flow control valves, and automatedwater controls. In 2023, these efforts included acomprehensive initiative in Boardman West, Oregon,that led to a 305-million-gallon reduction in annual
usage, as well as improved water flow measures at
our Park Rapids, Minnesota, manufacturing facility.
We also reuse water in our manufacturing facilities
and are working to increase that practice. In 2023, forexample, a water reuse initiative in Bergen Op Zoom,
The Netherlands, cut water use at the site by 14%.
See LW EMEA 2030 Sustainability Agenda — Climate
Action for more information about our water use inEurope.

14

High: American Falls, Twin Falls, Warden, Hermiston, Quincy. Extremely High: Shangdu, Ulanqab.

1.41

1.43

1.48

2020*

2021

2022

Municipal | 55.8%
Well | 35.2%
Surface | 9.0%2023

*2020 baseline adjusted to include two processing
locations in Australia and one in Argentina.

Spill Prevention
Our facilities are continually working to prevent and control spills such as cooking oils or
chemicals used in industrial processes, like sanitation for example. We use a variety ofdetailed plans and processes to minimize spills. Facilities conduct root cause analysis on
any spills or incidents to determine their cause, as well as how similar situations can be
avoided. Each year we conduct spill prevention training in all of our facilities throughout
North America. This training covers several materials of concern and goes beyond regulatorycompliance to also address risk identification, evaluation, and controls.

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Reducing Waste
An estimated 15%15 of all food grown goes to waste between farms, transport,
manufacture, retail sale, and consumers. Food waste strains the world’s watersupply and other natural resources; after reaching landfills worldwide, foodwaste creates methane, a damaging greenhouse gas.
Lamb Weston is committed to ensuring our operations waste as little foodas possible. We use almost the entire potato through industry-leading
manufacturing processes and upcycling, such as when we re-purpose unused
pieces to produce hash browns and Tater Puffs®. Other byproducts areconverted into potato starch for our proprietary batters and coatings.
We use various techniques to divert other potential food waste. Potato peels
and other wholesome byproducts are used as animal feed. Organic material issent for industrial use in anaerobic digesters or used to produce compost. In
total, less than 5% of total waste generated, including food, is sent to landfills.

WASTE VOLUMES BY TYPE
(excluding EMEA)
Mixed Organics | 58.0%
Landfill | 16.4%
Wastewater Sludge | 10.7%
Cardboard | 4.8%
Food Oil/Grease | 3.4%
Food Composting | 2.3%
Wood | 1.6%
Mixed Recyclables | 1.1%
Mixed Metals | 0.6%
Mixed Plastics | 0.5%
Other | 0.6%

See LW EMEA 2030 Sustainability Agenda — Zero Waste for more
information about our waste use in Europe.
15

Food Loss and Waste Reduction / United Nations.

Partnering to Reduce Food Waste
Because food waste is such a significant
issue, we are actively collaborating with others
to address it. Lamb Weston is a signatory to
the U.S. Food Waste Pact, designed to drive
meaningful change in food waste reduction
nationwide through data-driven strategies
employed across supply chains. We also
have signed the Pacific Coast Food Waste
Commitment to reduce and prevent foodwaste in California, Oregon, and Washington
by 50% by 2030.
We are working with other signatories andfood waste experts to collect data andparticipate in working groups and pilot projects
as the first steps in making progress aroundthis crucial issue. For example, our LW EMEA
business is a member of the Dutch Foundation
Food Waste United (Stichting Samen tegenVoedselverspilling) and is a signatory of the
Waste Resource Action Program (WRAP) in
the United Kingdom. In addition, this regionis part of the EU Platform on Food Loss andWaste, with Lamb Weston representing theEuropean Potato Processing Association(EUPPA) as a food waste expert and chair of
EUPPA’s Sustainability Committee.

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Reducing Food Waste in Europe
Lamb Weston’s partnership with FareShare,an organization that distributes foodsurpluses to nearly 8,500 frontline charities
and community groups across the United
Kingdom, has allowed us to donate 64,000
kg — the equivalent of 384,000 meals —of product to food banks that would haveotherwise been used for animal feed.

“We are proud to work with
FareShare, supporting local
communities across the U.K. tobenefit vulnerable people in need.
LW Wisbech contributes to tacklinghunger, and this feels
so good!”
Andy McDonagh
International Key AccountManager MN ChainsRetail, U.K.

APPENDIXl

Sustainable Sourcing and Procurement

Reducing Waste in Argentina
The team in Mar del Plata, Argentina,
developed a sustainable waste management
plan during the construction phase ofa processing facility to ensure unusedmaterials would be put to beneficial reuseand not sent to landfill. Under this plan,
recyclable and inert materials were recovered
and then allocated for reuse either on-siteor in the construction or repair of houses
serving vulnerable communities in the region.
Inert material from soil movement was reusedin quarries to support reclamation andrestoration programs.
To implement the program, operations
engaged in sorting and separating materials
at their sources, storing the materials,
and then redistributing them. The projectrequired significant project management
and oversight, including external stakeholder
education and communication, as the local
community was lacking knowledge andinfrastructure.
Implementing this program demonstrated to
the local community our commitment to theimportance of promoting circularity.

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LW EMEA 2030 Sustainability Agenda — Zero Waste
The second key challenge in LW EMEA’s 2030 Sustainability Agenda is Zero Waste, which is driven by the need to conserve resources, prevent andeliminate food loss and waste, and move toward circular production where possible. Performance to key measures for 2023 include:
RESULTSTARGET

BASELINE 2020

2021

2022

2023

PROGRESS VS. BASELINE-50% food waste

4.0%

4.5%

4.2%

3.8%

-4.5%

-50% food loss

0.4%

0.2%

0.3%

0.3%

-31.6%

100% recyclable packaging

100.0%

100.0%

100.0%

100.0%

100.0%

10 key initiatives to increase
plastic recycling

0

0

1

1

1

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Sustainable Sourcing and Procurement

Fostering Innovation
New ideas are important drivers of progress.
They are essential for our Journey to Zeroinitiative to eliminate unplanned environmental
releases. Innovation allows us to do more withless, while continuing to serve customers withexceptional products from our manufacturing
facilities.
Our annual Sustainability Awards Program
recognizes ideas generated by team members
related to sustainability, as well as health andsafety. The 2023 awards nominations include
several innovative projects including:• Reducing Water Use with Energy-Saving
Technology• Generating Needed Electricity On-Site• Keeping Track of Energy Flows to
Reduce Requirements

Reducing Water Use with Energy-Saving
Technology
The team at Bergen op Zoom in the Netherlands
implemented a water reuse project that has
reduced annual freshwater use by more than
50 million gallons per year, equivalent to 1,800
households. The project installed a new reverse
osmosis (RO) system as well as an industrial
vortex generator (IVG) to the facility’s Bruden
condenser. RO is a technology that is used
to clean water by pushing it under pressure
through a semipermeable membrane. IVG is
an innovative low-energy physical method fortreating water in cooling towers by creating acontrolled vortex flow to mechanically treat thewater by creating extreme pressure gradients.
IVG also delivers energy savings and requires
no chemicals. The clean water from thesesystems is then reused in ammonia cooling at
the freezing step, condenser cooling, and in thefacility’s steam boilers. Overall, the project has
seen an emissions reduction of 68 metric tonnes
in 2023.

Generating Needed Electricity On-Site
State-of-the-art technology allowed our teamin Hallam North, Australia, to build their firstpotato long-storage facility powered by off-thegrid electricity in Thorpdale, Victoria. The facility
includes:• A 100-kilowatt solar system to reducedemand on grid-supplied electricity and cut
GHG emissions by 52 metric tonnes per year.
• A control system to ensure efficientperformance.
• Architectural features such as cold storages
with insulated shells to maintain temperatureswith little mechanical cooling.
The facility has been designed to cut gridenergy requirements, reduce GHG emissions,and minimize the potato rot and food waste that
occur at many conventional facilities toward theend of the season.

Keeping Track of Energy Flows to
Reduce Requirements
Our team in Park Rapids, Minnesota, worked
with their local power supplier to install realtime metering of electric use for different zones
within the facility. Programming technicians on
our team converted pulses of electricity within
the system into a detailed map of when andwhere power was used.
This data enables the creation of baseline
information about different areas of theoperation, so team members can develop better
strategies for reducing electric use for specificequipment and downtimes within individual
areas of the facility.

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Sustainability Awards Project Benefits
Driven by our values, each year Lamb Weston receives Sustainability Award entries that
demonstrate important environmental and social impacts across our business. In 2023, there
were 31 Planet-related and 13 People-related Sustainability Award project entries. These projects
delivered the following financial and environmental improvements.
METRIC

2023 PROJECT RESULTS

Savings and incentives$27M+ USD

Process water reduction

600M gallons

Electricity reduction

9M kWhNatural gas reduction

87K dekatherms

GHG reduction

18K metric tonnes

Food waste reduction

5M pounds

Our People-related projects delivered the following benefits:• Safe work areas• Safety risk elimination and reduction• Increased employee engagement• Improved team member well-being

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Sustainable Sourcing and Procurement
Lamb Weston’s great-tasting fries and other products rely on our network of 9,600+
suppliers worldwide, who deliver the ingredients, materials, and services we needto produce the products our customers expect. In these partnerships, we prioritize
transparency and accountability for how inputs are sourced, and pay close attention
to procurement fundamentals including quality, service, cost, risk mitigation, andsustainability.

WHAT IT TAKES TO

MAKE FRIESPrimary sourcing
categories:

Our 2030 Sourcing
Goals

Our 2030 Sourcing
Commitment

Implement responsible
sourcing by:

Delivering resource andcost reduction through packaging
optimization and consolidation while
protecting food quality and safety.

• Ensuring priority inputs are certified
and sustainably sourced.
• Establishing a process to evaluate
supply chain sustainability ofstrategic direct and indirect
suppliers.
• Enhancing supplier diversity
through increased opportunities forminority, disadvantaged, and small
businesses to compete equally to
become a supplier.

• Potatoes• Oil• Packaging

Secondary sourcing
categories:• Flour• Salt• Seasoning• Vegetables

Other sourcing
categories• General contractors• Equipment• Parts and services

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Working with Suppliers
At Lamb Weston, we view our suppliers as
partners and frequently engage with them on
various issues, including sustainability. We holdour suppliers to the same high expectations wehave of ourselves, and we expect the same tohold true with their suppliers and contractors.
In 2023, we comprehensively reviewed ourpurchasing categories to identify those with thehighest risk, using region, product/ingredient,and overall sustainability as criteria. Throughthis process, we identified suppliers that will
be monitored for human rights, environmental,
ethics, and sustainable procurement practices.
We will eventually expand this list, phasing in
additional suppliers over time.
Our Supplier Code of Conduct details ourstandards for integrity and ethical behavior. It
includes guidance on workplace and humanrights issues; animal welfare; health, safety,
and the environment; ethics; and monitoring
and record keeping. We regularly audit
suppliers’ adherence to Lamb Weston Supplier
Compliance requirements. There is also aclause added to supplier contracts requiring thatthey comply with our Supplier Code. In addition,
we engaged a third party to review our Supplier
Code and identify any gaps in areas including
workplace rights, environmental stewardship,and ethics. We expect to update the Supplier
Code in the future based on this review and ourown analysis.

Lamb Weston has asked suppliers to conduct
EcoVadis Sustainability assessments. We
launched this project late in fiscal year 2023 andby year end had received 65 responses. We willcontinue inviting our suppliers to conduct theseassessments, using a phased approach startingwith our key suppliers, and a goal end date of2025.
We are creating a strategy to strengthen
supplier diversity and even the playing field forsuppliers. We recently adopted new softwaretools to enhance our data gathering andanalysis of diverse suppliers; we assess thisdata quarterly. This information will help us
establish a baseline and target areas for growth.

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Responsible Palm Oil Sourcing
Palm oil is both an important ingredient in many foods —including several of Lamb Weston’s branded and private branditems — and something that has been linked with deforestation
as well as social concerns. We are committed to responding
meaningfully to these concerns. To that end, we belong to
the Roundtable on Sustainable Palm Oil (RSPO),16 a nonprofit
organization with 5,000+ members committed to producing,sourcing, and/or using sustainable palm oil certified by the RSPO.
In 2023, we sourced 100% of our palm oil as Mass Balance RSPO
Certified Sustainable Palm Oil (MB CSPO) in regions where
this ingredient is used. Within EMEA we have sourced 100%
Segregated RSPO Certified Sustainable Palm Oil (SG CSPO)
since 2015. In March 2024, we published our Deforestation
Policy that further outlines our priorities, and in April 2024, we
strengthened our commitment to sustainable palm oil sourcing.
Lamb Weston is committed to sustainable sourcing of palm oil,
and we recognize that additional action is needed to ensure that
our use of palm oil is not enhancing the environmental and social
concerns associated with this important ingredient.
To continue our forward momentum, Lamb Weston will begin atransition to 100% Deforestation-Free and Conversion-Free (DCF)
palm oil through the following enhanced supply chains:• RSPO Certified Mass Balance, independently verified asDeforestation-Free and Conversion-Free (DCF)• RSPO Certified Segregated Supply
We will work toward full conversion to these supply chains by
2033 with measurable and transparent progress.

16

Lamb Weston, Inc. RSPO membership number: 4-0842-17-000-00

Progress on Palm Oil in Europe
LW EMEA began moving away fromthe use of palm oil in our European
products in 2008. In 2012, we switched
all Lamb Weston branded potato
products to sunflower oil and began
using Segregated RSPO Certified
Sustainable Palm Oil (SG CSPO) for theremaining volume of potato products.
These changes enabled the region toincorporate additional oils that are low
in saturated fats while also reducing
their impact on deforestation linked tothe production of palm oil. By the endof fiscal year 2023, only 7.7% of total
volume in this region was using palm oil,and as of this report publication, palm oil
is no longer used as an ingredient in the
total product portfolio made in Europe.

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Sustainable Sourcing and Procurement

The Future of Sustainable Packaging
As a leader in the food industry, we understand the importance of packaging and we prioritizechanging the future of packaging — and we’re well on the way. We prioritize food safety and quality
as we move toward more sustainable packaging solutions.
As we move toward our goal of developing packaging to be recycle-ready, reusable, orcompostable, we are engaging with customers to understand their needs and ensuring that our
packaging solutions fit within their existing workstreams.
For example, in 2023, Lamb Weston became a member of the How2Recycle program and has beenworking to create clear, simple messaging for our packaging to help promote consumer recycling.
In 2024, we plan to launch a recyclable package for North American food service customers that cango directly into the corrugate stream. This package has undergone extensive lab and commercial
analysis in conjunction with our suppliers and third-party testing labs. We will also support thatlaunch with internal and customer education. All these efforts put us closer to our sustainability
goals and help us better serve our customers.

We are building our sustainable packaging development on
three principles:• Using bio-based and recycled content• Incorporating materials that are recyclable, repulpable, or compostable• Rightsizing current packaging to reduce material use.
The materials we use must perform to our standards throughout the packaging life cycle,
and we employ a variety of safeguards to ensure they do. The Packaging Lab at Lamb
Weston’s Innovation Center tests materials for quality, safety, and sustainability. We also
examine material performance in a production environment in collaboration with ourcommercial teams, and we monitor performance over time to validate materials andmake improvements once packaging is in use.

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Appendix
63

l Stakeholder Engagement

66

l U.N. Sustainable Development Goals67

l 2024 Double Materiality Assessment

68

l Performance Data Tables

86l Global Reporting Initiative (GRI) Index

99

l Sustainability Accounting Standards Board (SASB)

102 l Task Force on Climate-Related Financial Disclosures (TCFD)“Thank you for taking the time to read Making Fries, Making Strides, our2023 sustainability report. It encapsulates our dedication to harmonizing
our global business with our commitment to ensure our people andcommunities thrive, our products continue to be loved and trusted, andthe natural resources we rely on are conserved for the long term. With
our values at the heart of all we do, we are resolute in our purpose tobring the world together with our fries.”
Trudy Slagle
Senior Director, ESG Administration

Contact Information
For further information and to view past reports, please visit our ESG webpage. Hearing from ourstakeholders is important to informing our initiatives and reporting, and we welcome ongoing engagement
on ESG matters. Please email sustainability@lambweston.com with any questions or feedback.

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Stakeholder Engagement

PEOPLEl

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U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality Assessmentl

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RT
Performance Data TableslGlobal Reporting Initiative IndexlSustainability Accounting Standards Boardl

63

Task Force on Climate-Related Financial Disclosures

Stakeholder Engagement
Engaging with people and organizations inside and outside of Lamb Weston allows us to understand their priorities more deeply, which in turn informs our actions and ongoing ESG strategy. Below, find an
overview of the methods by which we engage our stakeholders, and the issues they find most important.
STAKEHOLDER GROUP

HOW WE ENGAGE

MOST IMPORTANT ISSUES

Investors• Annual meeting of shareholders• Quarterly earnings presentations• Sustainability report• Ad-hoc meetings as appropriate• Corporate Governance• Climate Change• Diversity, Equity, and Inclusion (DEI)

Customers• Dedicated sales resources• Trace My Fries™
• Product labeling and marketing• Farm and facility tours• Customer Insights Survey• LW EMEA Engagement
ū Local account managers and sales promotersū Shared consumer insights• Food Safety and Quality• Sustainable Agriculture• Consumer Health and Nutrition• Business Continuity• Responsible Sourcing and Traceability• Waste Reduction• Sustainable Innovation and Technology

Current and Potential Team Members• Updates from executives• Sustainability Awards• Environmental, Health, and Safety (EHS) training• Community engagement programs• Recruiting programs• Compliance training• Talent development programs• Employee resource groups• Internal communications
ū Intranetū Newslettersū Meetings• Ethics and Integrity• Occupational Health and Safety• Environmental Compliance• Waste Reduction• Workplace Culture and Team Member Engagement• Community Engagement(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality Assessmentl

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RT
Performance Data TableslGlobal Reporting Initiative IndexlSustainability Accounting Standards Boardl64

Task Force on Climate-Related Financial Disclosures

Stakeholder Engagement (cont.)
STAKEHOLDER GROUP

HOW WE ENGAGE

MOST IMPORTANT ISSUES

Peers• Potato Sustainability Alliance• Roundtable on Sustainable Palm Oil (RSPO)• International Association for Food Protection• Global Food Safety Initiative• Potatoes USA• American Frozen Food Institute (AFFI)• American Potato Trade Alliance (APTA)• Sustainable Agriculture• Food Safety and Quality• Responsible Labeling and Marketing• Responsible Sourcing and Traceability

Growers• Grower Handbook• Annual partner grower meeting• Dedicated relationship managers• Sustainable agriculture frameworks and assessments• Sustainable Agriculture• Farmer Livelihood• Human Rights• Responsible Sourcing and Traceability

Suppliers• Supplier audits• Strategic supplier business reviews• EcoVadis• Dedicated category managers• Human Rights• Responsible Sourcing and Traceability

Policymakers• Engagement with federal and local government• Local press opportunities related to our initiatives• Participation in regional and statewide chamber of commerce groups (Idaho Association of Commerce andIndustry, Boise Metro Chamber of Commerce)• Site/facility tours• Sustainable Agriculture• Responsible Sourcing and Traceability• Responsible Labeling and Marketing• Climate Change• Community Engagement• Partnerships and Industry Collaborations

Neighborhoods• Collaboration with local emergency response teams• Volunteerism• Charitable donations• Month of Service• Community Safety• Fighting Hunger at the Local Level• Enhancing Partnerships

Consumers• Product labeling and marketing• Social media• Website• Consumer hotline• Food Safety and Quality• Consumer Health and Nutrition• Sustainable Agriculture• Responsible Sourcing and Traceability• Packaging(continued)

INTRODUCTION
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U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality Assessmentl

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RT
Performance Data TableslGlobal Reporting Initiative IndexlSustainability Accounting Standards Boardl

Task Force on Climate-Related Financial Disclosures

Stakeholder Engagement (cont.)
STAKEHOLDER GROUP

HOW WE ENGAGE

MOST IMPORTANT ISSUES

Advocacy Groups/NGOs• Food Northwest• Integrated Pest Management (IPM) Institute of North America• American Potato Trade Alliance (APTA)• American Frozen Food Institute• Pacific Coast Food Waste Collaborative• Consumer Brands Association• Association of Western Energy Consumers• LW EMEA’s Industrial Associations/NGOs:
ū Association for the Potato Processing Industry (VAVI)ū Federation of the Dutch Food Industry (FNLI) (NL)
ū Potato Processors’ Association (PPA)ū Food and Drink Federation (FDF) (U.K.)
ū European Potato Processors’ Association (EUPPA) (European level)• Discussions w/ NGOs

• Sustainable Agriculture• Responsible Sourcing and Traceability• Customer Health and Nutrition• Waste Reduction• Climate Change• Product Innovation• Human Rights

Universities and Research• Washington State University• Oregon State University• State and regional universities• Soil Health Initiative• Joint Projects• Internships• Research Consultations

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APPENDIX

2024 Double Materiality Assessmentl

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RT
Performance Data TableslGlobal Reporting Initiative Index

U.N. Sustainable Development Goals
Our sustainability agenda and goals are aligned with the United Nations Sustainable Development Goals (SDGs).

OUR TOP FIVE MATERIAL ISSUES MAP TO THE FOLLOWING SDGS:

Ethnics and Integrity
Food Safety and Quality
Sustainable Agriculture
Occupational Health and Safety
Environmental Compliance

OUR LW EMEA HAS HISTORICALLY ALIGNED THEIR ESG STRATEGY TO THE FOLLOWING SDGS:l

Sustainability Accounting Standards Boardl

Task Force on Climate-Related Financial Disclosures

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APPENDIX

2024 Double Materiality Assessmentl

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RT
Performance Data TableslGlobal Reporting Initiative IndexlSustainability Accounting Standards Boardl

Task Force on Climate-Related Financial Disclosures

2024 Double Materiality Assessment
In 2024, we carried out a global double
materiality assessment, to prepare forthe upcoming European regulation
the Corporate Sustainability Reporting
Directive (CSRD). This assessment
is a mandatory step for nonfinancial
sustainability reporting in Europe, as
per CSRD regulations. It evaluates how
company actions impact both people
and the planet (impact assessment), as
well as how ESG issues can affect its
financial risks and opportunities (financial
assessment). For more information on
the use of the term materiality used in thisreport, see About this Report.

Business Continuity
Climate Action
Community Support
Consumer Health & Nutrition
Customer Satisfaction
Cybersecurity, Information Security, Data Privacy
Diversity, Equity, & Inclusion
Employee Health & Safety
Food Safety & Quality

As a result of our assessment, we haveidentified the following material topics,
which we plan to address and align to innext year’s Sustainability report.

Governance & Ethics
Human & Labor Rights
Innovation Management
Responsible Sourcing
Sustainable & Regenerative Agriculture
Waste Management & Circularity
Water Stewardship
Workplace Culture & Development
HIGH

MEDIUM

LOW

Finanical Materiality

LOW

Impact Materiality

MEDIUM

HIGH

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Performance Data Tables
PEOPLE
Data presented represents information available as of May 28, 2023, unless noted otherwise, including certain estimates and assumptions. Historical estimates may periodically be subject to revision due to data
source restatements and updates to methodology.

Board Diversity
METRIC

2020

2021

2022

20231

Total Board Members

10

10

10

11

Independent Directors

90%

90%

90%

91%

Female Directors

20%

20%

20%

27%

2020

2021

2022

2023

Permanent

7,285

7,817

7,963

10,294• Full time

7,155

7,686

7,830

10,179• Part time

130

131

133

115

Team Member Demographics
METRIC (EMPLOYEES)BY TYPE

Temporary

1,129

1,255

1,601

2,046

Total permanent and temporary team members

8,414

9,072

9,564

12,340(continued)

1

This data reflects as of May 31, 2024.

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl69

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — People (cont.)
Team Member Demographics (cont.)
METRIC (%)1

2020

2021

2022

2023

United States of America

90.8%

90.1%

90.3%

75.0%

Netherlands

0.0%

0.0%

0.0%

10.9%

China

4.0%

3.9%

3.9%

4.0%

Canada

3.6%

3.7%

3.8%

3.1%

United Kingdom

0.0%

0.0%

0.0%

1.7%

Austria

0.0%

0.0%

0.0%

1.6%

Argentina

0.0%

0.1%

0.1%

1.2%

Australia

0.9%

1.5%

1.3%

1.2%

Other

0.6%

0.6%

0.6%

1.2%

Male

60.3%

58.9%

61.3%

63.4%

Female

39.5%

37.1%

38.4%

35.2%

Not Disclosed

0.2%

4.0%

0.4%

1.4%

Male

N/A2

67.5%

69.2%

70.1%

Female

2

N/A

31.0%

29.3%

28.4%

Not Disclosed

2

N/A

1.5%

1.4%

1.5%

Male

N/A2

61.6%

62.1%

65.7%

Female

N/A2

38.3%

37.7%

34.2%

Not Disclosed

N/A

0.0%

0.2%

0.0%

BY REGIONBY GENDER: GLOBAL AGGREGATEBY GENDER: GLOBAL LEADERSHIPBY GENDER: GLOBAL HOURLY

2(continued)

1
2

May not add to 100 percent due to rounding.
Lamb Weston did not disclose this information in 2020.

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

70

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — People (cont.)
Team Member Demographics (cont.)
METRIC (%)1

2020

2021

2022

2023

Hispanic

44.1%

42.6%

43.0%

35.6%

White

40.1%

37.0%

36.6%

30.4%

Not Disclosed

4.7%

9.8%

6.8%

22.2%

Asian

4.5%

4.1%

7.3%

6.6%

Black/African American

4.0%

3.8%

3.9%

3.2%

American Indian or Alaska Native

0.8%

0.8%

0.9%

0.9%

Two or More Races

1.0%

1.0%

1.0%

0.8%

Native Hawaiian or Other Pacific Islander

0.5%

0.4%

0.4%

0.4%

Other

0.5%

0.5%

0.0%

0.0%

White

N/A2

73.9%

75.5%

65.5%

Not Disclosed

2

N/A

9.4%

10.1%

20.8%

Asian

N/A2

6.4%

5.8%

6.8%

Hispanic

2

N/A

6.4%

5.8%

5.3%

Black/African American

2

N/A

2.5%

1.9%

1.1%

Two or More Races

N/A2

0.0%

0.5%

0.4%

American Indian or Alaska Native

2

N/A

0.5%

0.0%

0.0%

Native Hawaiian or Other Pacific Islander

N/A2

0.0%

0.0%

0.0%

Other

N/A

1.0%

0.5%

0.0%

BY ETHNICITY: GLOBAL AGGREGATEBY ETHNICITY: GLOBAL LEADERSHIP

2(continued)

1
2

May not add to 100 percent due to rounding.
Lamb Weston did not disclose this information in 2020.

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl71

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — People (cont.)
Team Member Demographics (cont.)
MMETRIC (%)1

2020

2021

2022

2023

Hispanic

N/A2

53.3%

53.6%

45.5%

White

2

N/A

26.2%

26.1%

22.0%

Not Disclosed

N/A2

5.3%

5.9%

20.0%

Asian

N/A2

8.3%

7.9%

6.8%

Black/African American

2

N/A

4.4%

4.4%

3.7%

American Indian or Alaska Native

N/A2

0.8%

1.0%

1.0%

Two or More Races

2

N/A

0.8%

0.7%

0.7%

Native Hawaiian or Other Pacific Islander

N/A2

0.4%

0.4%

0.4%

Other

2

N/A

0.4%

0.0%

0.0%

2020

2021

2022

2023

2.35

2.04

1.70

1.43

BY ETHNICITY: GLOBAL HOURLY

Health and Safety
METRICEMPLOYEE SAFETY

Occupational Safety and Health Administration (OSHA) Global Total Recordable Incident Rate

1
2

May not add to 100 percent due to rounding.
Lamb Weston did not disclose this information in 2020.

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl72

Task Force on Climate-Related Financial Disclosures

FOOD
Food Safety and Quality Audit
METRIC

LW (EXCLUDING EMEA) - 2023

LW EMEA - 2023

LW GLOBAL - 2023

Internal food safety audits

16

6

22

Third-party food safety audits

16

9

25

INTERNAL AND THIRD-PARTY AUDIT PROGRAMS

1

Customer and quality audits

58

33

91

Food Safety University Graduates (team members)

29

N/A1

29

Lamb Weston did not disclose this information in 2023.

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl73

Task Force on Climate-Related Financial Disclosures

PLANET (excluding LW EMEA)
Energy Consumption
SOURCE (%)1

2020

2021

2022

2023

Natural Gas

71.2%

69.7%

70.8%

64.2%

Electricity

22.4%

22.5%

23.9%

22.1%

Renewable Energy (Electricity and Biogas)

1.2%

3.3%

0.3%

6.5%

Steam

2.0%

1.3%

2.5%

4.0%

Coal

3.1%

3.1%

2.5%

3.1%

Other

0.1%

0.1%

0.1%

0.1%

14,523,639

14,628,207

14,238,412

14,990,933

0.022

0.023

0.022

0.025

TOTAL ENERGY CONSUMPTION WITHIN THE OPERATIONS ORGANIZATION (19 OWNED FACILITIES, EXCLUDING FACILITIES IN EUROPE)

Total energy consumption by Gigajoules (GJ)
Energy intensity (GJ per pound)Greenhouse Gas (GHG) Emissions
GHG emissions are calculated based on the GHG Protocol methodology of the WRI/WBCSD (GHG Protocol). Conversion factors and Global Warming Potential (GWP) rates for GHG emissions are obtained fromADEME version 4 Bilan Carbone, Ecoinvent V3.6 (Scope 1), and CO2 emissiefactoren NL Home | CO2 emissiefactoren (Scope 2). The estimate of Scope 3 GHG emissions is based on spend-based modelingaligned with the GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard (also referred to as the Scope 3 Standard). The GHG emissions model may be subject to further revision,
which may result in adjustments to the estimated GHG emissions in the future. Scope 1 and 2 GHG emissions are based on reported GHG emissions, not modeled GHG emissions, and therefore are not directlycomparable to Scope 3 GHG emissions.
GHG emissions are reported based on Scope 1, 2, and 3:• Scope 1 GHG emissions: Direct CO2e2 emissions, including natural gas burned and fuel.
• Scope 2 GHG emissions: Indirect CO2e2 emissions, including electricity purchased and electricity consumption of lease cars.
• Scope 3 GHG emissions: Other indirect CO2e2 emissions related to assets not owned or controlled by the reporting organization, but GHG emissions associated with the value chain, for examples, farm,business travel, and transport.

1
2

May not add to 100 percent due to rounding.
Metric tons of CO2e = metric tons of carbon dioxide equivalent.

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl74

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — Planet (excluding LW EMEA) (cont.)
GHG Emissions (cont.)
SOURCE (METRIC TONS OF CO2e)1

2020

2021

2022

2023

573,378556,665

553,906

527,875

SCOPE 1 AND 2 GHG EMISSIONS (19 OWNED FACILITIES, EXCLUDING FACILITIES IN EUROPE)

Scope 1 GHG emissions
Scope 2 GHG emissions

351,321360,383

341,033

334,444

Total Scope 1 and 2 GHG emissions

924,699

917,048894,939862,319

Scope 1 and 2 GHG emission intensity (metric tons of CO2e1 per pound)2

0.3257

0.337

0.324

0.328

2020

2021

2022

2023

Finished goods truck

107,247

114,617

126,718

77,512Finished goods Intermodal

108,063

99,21589,976

144,710ESTIMATED SOURCE (METRIC TONS OF CO2e)1
SCOPE 3 GHG TRANSPORTATION EMISSIONS

3

Finished goods rail

53,14650,31050,96146,509Raw potato hauling

10,997

10,913

11,627

9,485

Total Indirect (Scope 3) GHG emissions

279,453

275,055

279,281278,215

2020

2021

2022

2023

Water Management
SOURCE (%)4
TOTAL WATER WITHDRAWAL

Municipal

51.9%

56.2%

58.4%

55.8%

Well

39.9%

34.7%

33.5%

35.2%

Surface
Total water withdrawal by Megalitres (ML)
SOURCE (MEGALITRES (ML))

8.2%

9.1%

8.1%

9.0%

33,32132,45334,04333,904

2020

2021

2022

2023

479

2,207

2,074

2,701

TOTAL WATER CONSUMPTION, REUSE, AND DISCHARGE

Water consumption
Water reuse

1,919

3,327

1,877

1,695

Wastewater discharge

32,84030,246

31,96931,202

SOURCE (GALLONS PER POUND)

2020

2021

2022

2023

Water use (freshwater) intensity

1.41

1.43

1.48

1.55

WATER USE INTENSITY

Metric tons of CO2e = metric tons of carbon dioxide equivalent.
Scope 1 and 2 GHG emission intensity is calculated based on ton of CO2e per production pound.
3
We are continuing to assess our Scope 3 categories and will report the global data in future years.
4
May not add to 100 percent due to rounding.
12(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl75

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — Planet (excluding LW EMEA) (cont.)
Waste Management
SOURCE (%)1

2020

2021

2022

2023

48.8%

42.4%

33.8%

58.0%

TOTAL WASTE VOLUME BY TYPE

Mixed Organics
Landfill

11.5%

9.3%

9.7%

16.4%

Wastewater Sludge

25.1%

31.5%

30.8%

10.7%

Cardboard

3.6%

3.7%

4.8%

4.8%

Food Oil/Grease

1.6%

1.5%

2.3%

3.4%

Food Composting

3.7%

3.4%

4.4%

2.3%

Other

3.5%

6.0%

11.9%

1.7%

Wood

0.2%

1.5%

0.9%

1.6%

Mixed Recyclables

1.9%

0.7%

1.5%

1.1%

234,098

235,084

255,919

180,724

2020

2021

2022

2023

18,98010,691

28,75627,477

Total waste volume (metric tons)

Packaging Life Cycle Management
SOURCE (METRIC TONS)MATERIALS USED

Total Packaging Weight• Primary2• Secondary

83,122

145,736

127,923

130,535

Total

102,102

156,427

156,679

158,012

2020

2021

2022

2023

0.0%

5.7%

0.1%

63.8%

40.0%

34.0%

33.8%

70.6%

2

SOURCE (%)

Packaging made from recycle/renewables (tons)• Primary weight recycle/renewable2• Secondary weight recycle/renewable

2

Packaging that is recyclable, reusable and/or compostable (tons)• Primary2

87.0%

69.5%

83.4%

72.8%

• Secondary2

100.0%

100.0%

100.0%

100.0%(continued)

1
2

May not add to 100 percent due to rounding.
Primary category includes product-related packaging and secondary category includes shipping-related packaging.

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl76

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — Planet (excluding LW EMEA) (cont.)
Sustainable Agriculture
SOURCE

2020

2021

2022

2023

2.8

4.8

3.4

3.1

THE AMOUNT OF WATER, FERTILIZER, AND PESTICIDES REQUIRED IN OUR GROWERS’ OPERATIONS

Pesticide use: lbs of AI per ton of yield
Nutrient use: lbs of nitrogen per ton of yield

10.6

10.7

10.4

10.8

Water use: gallons per pound of yield

10.5

13.5

13.3

12.8

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl77

Task Force on Climate-Related Financial Disclosures

LW EMEA: PLANET
Data presented represents information available as of May 28, 2023, including certain estimates and assumptions. Historical estimates may periodically be subject to revision due to data source restatements andupdates to methodology.

Energy Consumption
SOURCE (GJ)1

2020

2021

2022

2023

Renewable

678,000

775,000

851,000

812,000• Biogas Consumption

95,000101,000

93,00090,000ENERGY CONSUMPTION WITHIN THE ORGANIZATION• Electricity Consumption
Non-renewable• Corporate Leased Cars

583,000

674,000

758,000

722,000

2,375,000

2,665,000

3,039,000

2,814,000

7,000

7,000

9,000

24,000• Gas Consumption

2,368,000

2,658,000

3,030,000

2,790,000

Total renewable and non-renewable consumption

3,053,000

3,440,000

3,890,000

3,626,000

592,351

682,688768,419

747,872

22%

23%

22%

22%

0

0

0

0

Total consumption
Total renewable energy consumption (%)
Innovation Centre Electricity
Corporate Office Electricity
Corporate Office Heat

565

565

625

725

1,362

1,362

1,255

1,112

Corporate Leased Cars

7,220

7,220

8,656

23,977

Electricity Consumption

583,205

673,542

757,883

722,059

3,645,351

4,122,688

4,658,419

4,373,872

Energy sold as heat (GJ)

16,458

8,929

12,845

8,319

Electricity (GJ/ton)

0.841

0.860

0.838

0.833

Gas (GJ/ton)

3.391

3.382

3.335

3.207

Electricity savings

3

-231

1,785

-1,197Natural gas savings

0

18,948151,412116,336

Total savings

3

18,717

153,197

113,942TOTAL ENERGY CONSUMPTIONENERGY SOLD AS HEAT AND INTENSITYREDUCTION OF ENERGY CONSUMPTION

1

May not add to 100 percent due to rounding.

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl78

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — LW EMEA: Planet (cont.)
Greenhouse Gas (GHG) Emissions
GHG emissions are calculated based on the GHG Protocol methodology of the WRI/WBCSD (GHG Protocol). Conversion factors and Global Warming Potential (GWP) rates for GHG emissions are obtained fromADEME version 4 Bilan Carbone, Ecoinvent V3.6 (Scope 1), and CO2 emissiefactoren NL Home | CO2 emissiefactoren (Scope 2). The estimate of Scope 3 GHG emissions is based on spend-based modelingaligned with the GHG Protocol Corporate Value Chain (Scope 3) Accounting and Reporting Standard (also referred to as the Scope 3 Standard). The GHG emissions model may be subject to further revision,
which may result in adjustments to the estimated GHG emissions in the future. Scope 1 and 2 GHG emissions are based on reported GHG emissions, not modeled GHG emissions, and therefore are not directlycomparable to Scope 3 GHG emissions.
GHG emissions are reported based on Scope 1, 2, and 3:• Scope 1 GHG emissions: Direct CO2e1 emissions, including natural gas burned and fuel.
• Scope 2 GHG emissions: Indirect CO2e1 emissions, including electricity purchased and electricity consumption of lease cars.
• Scope 3 GHG emissions: Other indirect CO2e1 emissions related to assets not owned or controlled by the reporting organization, but GHG emissions associated with the value chain, for examples, farm,business travel, and transport.
SOURCE (METRIC TONS OF CO2e)1

2020

2021

2022

2023

164,194

184,885

210,597

195,027

DIRECT AND INDIRECT (SCOPE 1,2, AND 3) PRODUCTION AND CORPORATE GHG EMISSIONS

Scope 1 GHG emissions
Scope 2 GHG emissions

972

1,123

1,264

1,204

Scope 3 GHG emissions

378,144

381,185

441,367

432,249

Total Scope 1, 2, and 3 GHG emissions

543,310567,192653,228

628,481

164,831

184,996

210,924

194,218

DIRECT (SCOPE 1) GHG EMISSION

Natural Gas
Corporate Office Leased Cars

389

389

453

1,286

Corporate Office Heat

105

105

97

86

Ammonia

10

12

14

13

Biogas Tons

0

0

0

0

-1,142

-618

-890

-576

164,194

184,885

210,597

195,027

Heat Supply (External)
Total Scope 1 GHG emissions(continued)

1

Metric tons of CO2 e = metric tons of carbon dioxide equivalent.

INTRODUCTION
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FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl79

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — LW EMEA: Planet (cont.)
GHG Emissions (cont.)
SOURCE (METRIC TONS OF CO2e)1

2020

2021

2022

2023

971

1,122

1,262

1,202

INDIRECT (SCOPE 2) GHG EMISSIONSElectricity
Corporate Office Electricity

1

1

1

2

Total Scope 2 GHG emissions

972

1,123

1,264

1,204

Potatoes

221,085

215,371

254,318

235,460

Oil

82,68087,64496,991

107,732

Batter

28,38028,66633,91334,415

Packaging

26,46727,55930,87930,488Transport

6,934

7,833

9,048

8,673

Business Travel

4,161

4,700

5,429

5,204

By-products and Waste

4,969

5,496

6,266

5,941

INDIRECT (SCOPE 3) GHG EMISSIONS

Buildings and Machinery

3,467

3,916

4,524

4,337

378,144

381,185

441,367

432,249

Scope 1 GHG emissions intensity

0.237

0.236

0.233

0.225

Scope 2 GHG emissions intensity

0.001

0.001

0.001

0.001

Total Scope 3 GHG Emissions
GHG EMISSIONS INTENSITY

Scope 3 GHG emissions intensity

0.545

0.487

0.488

0.498

Scope 1, 2, and 3 GHG emissions intensity

0.783

0.724

0.722

0.725

Scope 1 Relative vs. 2020

0.0%

-0.4%

-1.7%

-5.1%

Scope 2 Relative vs. 2020

0.0%

0.0%

0.0%

0.0%

Scope 3 Relative vs. 2020

0.0%

-10.6%-10.5%-8.6%

Scope 1, 2, and 3 Relative vs. 2020

0.0%

-7.5%

-7.8%

-7.4%

REDUCTION OF SCOPE 1,2, AND 3 GHG EMISSION INTENSITY

Emissions to air, including NOx and SO2 emissions
We continually monitor NOx emissions from our boiler systems and report these figures to the local government. Our NOx
and SO2 emission levels are measured annually by external, certified companies and reported to the government.
1

Metric tons of CO2 e = metric tons of carbon dioxide equivalent.

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

80

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — LW EMEA: Planet (cont.)
Water Management
SOURCE MILLION CUBIC METERS (MCM)

2020

2021

2022

2023

3.887

4.196

4.624

4.000

TOTAL WATER WITHDRAWAL

Surface water
Groundwater

0.347

0.400

0.402

0.585

Total water withdrawal

4.234

4.596

5.026

4.585

Freshwater (≤1,000 mg/L TDS)

4.234

4.596

5.026

4.585

Other water (>1,000 mg/L TDS)

0.000

0.000

0.000

0.000

Total water withdrawal by category

4.234

4.596

5.026

4.585

Surface water

0.628

0.666

0.869

0.833

Groundwater

0.230

0.205

0.222

0.232

Total water withdrawal from water stressed areas

0.858

0.871

1.091

1.065

2.277

2.670

2.876

2.836

WATER WITHDRAWAL BY CATEGORY

WATER WITHDRAWAL FROM WATER STRESSED AREAS

WATER DISCHARGE BY SOURCE

Surface water
Seawater

1.655

1.415

1.467

1.221

Total water discharge

3.933

4.084

4.343

4.057

3.933

4.084

4.343

4.057

0.301

0.511

0.683

0.528

6.1

5.5

5.2

4.9

WATER DISCHARGE BY CATEGORY

Freshwater (≤1,000 mg/L TDS)WATER CONSUMPTION

Total water use (water withdrawn-discharge)
WATER USE INTENSITY SOURCE m3/T

Water use (freshwater) intensity(continued)

INTRODUCTION
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FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

81

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — LW EMEA: Planet (cont.)
Waste Management
SOURCE (METRIC TONS)

2020

2021

2022

2023

1,355,520

1,395,590

1,587,809

1,471,977

Total Vegetable Oil

36,117

41,14048,34947,305

Total Other Ingredients and Processing Aids

25,49829,38635,812

33,208

Total Nonrenewable Packaging Materials

4,533

5,443

6,124

5,532

MATERIALS USED BY WEIGHT OR VOLUME

Total Raw Potato Usage

Total Renewable Packaging Materials
Total materials used
SOURCE42,14551,22756,75360,122

1,463,814

1,522,786

1,734,847

1,618,145

2020

2021

2022

2023

1,459,280

1,515,343

1,728,723

1,612,612

99.7%

99.6%

99.6%

99.7%

4,533

5,443

6,124

5,532

MATERIALS USED BY WEIGHT OR VOLUME BY CATEGORY

Renewable• Volume (metric tons)• Share (%)

1

Nonrenewable• Volume (metric tons)• Share (%)

1

Total materials used (Metric tons)
SOURCE (%)

0.3%

0.4%

0.4%

0.3%

1,463,814

1,522,786

1,734,847

1,618,145

2020

2021

2022

2023

1.4%

1.6%

1.6%

1.6%

RECYCLED INPUT MATERIALS USED

Recycled input materials used(continued)

1

May not add to 100 percent due to rounding.

INTRODUCTION
Stakeholder Engagement

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FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl82

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — LW EMEA: Planet (cont.)
Waste Management (cont.)
SOURCE (METRIC TONS)

2020

2021

2022

2023

Reuse Feed

183,627

217,366

265,631

252,203

Reuse Soil

39,20645,37846,79348,359Recovery Fermentation

33,89936,775

41,12535,606

Recycling Starch

8,187

10,196

4,683

11,325Compost Sludge

9,002

8,978

12,756

9,311

Compost Organic

4,681

7,076

4,311

6,623

WASTE GENERATED BY COMPOSITION

Reuse Struvite

477

606

1,517

2,055

Recovery Oil/Vegetable Oil Biofuel

2,324

2,067

1,482

1,989

Recycling Paper

1,125

1,253

1,546

1,669

Other

613

848

1,196

721

282,141

330,543

381,039

369,860

2020

2021

2022

2023

Reuse Feed

64.9%

65.8%

69.7%

68.2%

Reuse Soil

13.8%

13.7%

12.3%

13.1%

Recovery Fermentation

12.0%

11.1%

10.8%

9.6%

Recycling Starch

3.2%

3.1%

3.3%

3.1%

Compost Sludge

2.9%

2.7%

1.2%

2.5%

Compost Organic

1.7%

2.1%

1.1%

1.8%

Reuse Struvite

0.8%

0.6%

0.4%

0.6%

Recovery Oil/Vegetable Oil Biofuel

0.4%

0.4%

0.4%

0.5%

Recycling Paper

0.2%

0.2%

0.4%

0.5%

Other

0.2%

0.3%

0.3%

0.2%

100.0%

100.0%

100.0%

100.0%

Total waste generated by composition
SOURCE (%)1
BREAKDOWN BY-PRODUCTS AND WASTE STREAM

Grand Total(continued)

1

May not add to 100 percent due to rounding.

INTRODUCTION
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PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl83

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — LW EMEA: Planet (cont.)
Waste Management (cont.)
SOURCE (METRIC TONS)

2020

2021

2022

2023

Reuse

223,310

263,350

313,941

302,617

Recovery

36,22338,84242,60737,595Compost13,683

16,054

17,066

15,934

Recycle

9,690

11,757

6,611

13,209282,906

330,003380,225

369,354

2020

2021

2022

2023

249,889

296,137

340,187

290,411

99.6%

99.5%

99.4%

99.8%

• Volume (metric tons)

1,043

1,386

1,965

506

1

• Share (%)

0.4%

0.5%

0.6%

0.2%

Total waste

250,933

297,523

342,152

290,917

2020

2021

2022

2023

Nonhazardous waste

249,876

296,124

340,154

290,403• Prepared for reuse

222,833

262,744

312,424

233,018• Prepared for recycling

27,04333,38027,75057,385• Prepared for other recovery activities

0

0

0

0

Hazardous waste

13

13

13

8

• Prepared for recycling

8

12

13

8

• Prepared for other recovery activities

6

1

0

0

WASTE GENERATED BY TYPE

Total waste generated by type
SOURCE
WASTE TOTAL BY DESTINATION AND TYPE

Waste diverted from disposal• Volume (metric tons)• Share (%)1
Waste directed to disposal

SOURCE (METRIC TONS)WASTE DIVERTED FROM DISPOSAL• Prepared for reuse
Total waste diverted from disposal

0

0

0

0

249,889

296,137

340,187

290,411(continued)

1

May not add to 100 percent due to rounding.

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl84

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — LW EMEA: Planet (cont.)
Waste Management (cont.)
SOURCE (METRIC TONS)

2020

2021

2022

2023

1,033

1,373

1,944

504

• Landfilled

808

847

1,151

0

• Incinerated with energy recovery

225

526

793

504

Hazardous waste

10

13

21

2

• Incinerated with energy recovery

10

11

15

2

• Incinerated without energy recovery

0

2

4

0

WASTE DIRECTED TO DISPOSAL

Nonhazardous waste• Other disposal operations

0

0

0

0

1,043

1,386

1,965

506

2020

2021

2022

2023

VVAK Certified Potatoes

30.7%

37.8%

34.9%

29.2%

Global Gap Certified Potatoes

19.3%

21.7%

24.1%

28.3%

Red Tractor Certified Potatoes

12.9%

12.7%

11.6%

9.7%

Vegaplan Certified Potatoes

13.0%

12.5%

13.2%

9.0%

QS Certified Potatoes

14.7%

6.9%

8.5%

12.0%

Hygiene Code Certified Potatoes

2.2%

0.8%

0.0%

11.7%

Total waste directed to disposal

Supply Chain
SOURCE (%)1
% POTATOES SAI-FSA CERTIFIED VS. TOTAL VOLUME POTATOES PURCHASED SPLIT BY CERTIFICATIONAMA Certified Potatoes

7.2%

7.5%

7.5%

0.2%

100.0%

100.0%

100.0%

100.0%

Gold

27.7%

57.2%

56.7%

50.0%

Silver

70.1%

41.9%

43.3%

50.0%

Total
% POTATOES SAI-FSA CERTIFIED VS. TOTAL VOLUME POTATOES PURCHASEDNo Benchmark
Total

1

May not add to 100 percent due to rounding.

2.2%

0.8%

0.0%

0.0%

100.0%

100.0%

100.0%

100.0%

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality Assessmentl

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RT

Performance Data TableslGlobal Reporting Initiative IndexlSustainability Accounting Standards Boardl

85

Task Force on Climate-Related Financial Disclosures

Performance Data Tables — LW EMEA: Planet (cont.)
The LW EMEA certifications represent certifications per location related to food- and feed-safety, environmental, and other management systems for 2023 and 2024.

Supply Chain (cont.)
BERGEN OP ZOOM(NL)CERTIFICATIONBROEKHUIZEN VORST(NL)KRUININGEN(NL)OOSTERBIERUM(NL)WISBECH(U.K.)HOLLABRUNN(AT)CORPORATE(SCOPE EUROPE)

CERTIFICATIONS PER LOCATION RELATED TO FOOD- AND FEED-SAFETY, ENVIRONMENTAL AND OTHER MANAGEMENT SYSTEMS

BRC

Food safety management

A

A

AA+

A+

AA+

A+

–

IFS

Food safety management

96%

–

94%

–

–

97%

–

GMP+ (NL) FEMAS(U.K.)

Food safety management

Yes

Yes

Yes

Yes

Yes

Yes

–

ISO 14001

Environmental management

Yes

Yes

Yes

Yes

Yes

Yes

Multi-site

ISO 50001

Energy management

Yes

Yes

Yes

Yes

Yes

Yes

Multi-site

ISO 45001

Occupational health and safety

–

–

–

–

–

Yes

–

Supplier Workplace
Accountability

Social accountability, environment, andbusiness ethics
Labour standards, health and safety,
environment, and business ethics

Yes

Yes

Yes

Yes

Yes

Yes

–

SEDEX / SMETA-3P

Labour standards, health and safety, andenvironment

–

–

–

–

Yes

–

–

SEDEX / SMETA-2P

Labour standards, health and safety, andenvironment

–

–

Yes

Yes

Yes

–

–

Halal

Religious certification

Yes

Yes

Yes

Yes

Yes

Yes

–

SEDEX / SMETA-4P

KosherReligious certification

Yes

–

–

Yes

Yes

–

–

SG CSPORSPO — Segregated Certified
Sustainable Palm Oil

Yes

–

Yes

Yes

Yes

–

Multi-site

RSPO SCCRSPO Supply Chain Certification

Yes

–

Yes

Yes

Yes

–

Multi-site

Gluten Free

Allergen free processing (gluten)

–

–

Yes

–

–

–

–

CDP

Climate Change, forestry, and supplierengagement (self-assessment)

–

–

–

–

–

–

B- for Climate Change
C for Forestry
B for Supplier
Engagement

EcoVadis

Corporate social responsibility(self-assessment)

–

–

–

–

–

–

64%
Silver MedalINTRODUCTION
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PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

86

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index
The GRI Standards represent global best practices for reporting publicly on a range of economic, environmental, and social impacts. The tables on the pages that follow summarize our global responses to the
GRI disclosures can be found throughout this report. We’ve also incorporated additional disclosure aligned to the GRI Agriculture Sector Standards where applicable. Lamb Weston has reported the information
cited in this GRI content index for our 2023 fiscal year with reference to the GRI Standards.

General DisclosuresDISCLOSURE NUMBERDISCLOSURE TITLE

2023 RESPONSE

GRI 2: GENERAL DISCLOSURES 2021
GRI 2

2-1

Organizational details

About Lamb Weston
See 2023 10-K for additional information about our locations of operations

2-2

Entities included in the organization’s sustainability reporting

About this Report

2-3

Reporting period, frequency and contact point

Lamb Weston reports annually once a year. Please email sustainability@lambweston.com with any questions or feedback.

2-4

Restatements of information

About this Report

2-5

External assurance

Independent Limited Assurance Statement, excluding LW EMEA data

2-6

Activities, value chain, and other business relationships

About Lamb Weston
The Lamb Weston Value Chain
The nature of our value chain and our key stakeholders are covered throughout our ESG report. For additional details on joint
ventures and other key relationships, please refer to our 10-K.

2-7

Employees

Team Member Demographics
Performance Data Tables — People

2-8Workers who are not employees

The Lamb Weston Value Chain

2-9

Governance structure and composition

Governance
For more information, see our 2023 Proxy Statement

2-10

Nomination and selection of the highest governance body

Proxy Statement

2-11

Chair of the highest governance body

Proxy Statement

2-12

Role of the highest governance body in overseeing the management of impacts

Governance
ESG Governance
Proxy Statement

2-13

Delegation of responsibility for managing impacts

Proxy Statement

2-14

Role of the highest governance body in sustainability reporting

ESG Governance

2-15

Conflicts of interest

Code of Conduct(continued)

INTRODUCTION
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FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

87

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — General Disclosures (cont.)
DISCLOSURE NUMBERDISCLOSURE TITLE

2023 RESPONSE

GRI 2: GENERAL DISCLOSURES 2021 (cont.)
GRI 2 (cont.)

2-16

Communication of critical concerns

Ethics Reporting

2-17

Collective knowledge of the highest governance body

Proxy Statement

2-18

Evaluation of the performance of the highest governance body

Proxy Statement

2-19

Remuneration policies

Proxy Statement

2-20

Process to determine remuneration

Proxy Statement

2-21

Annual total compensation ratio

Proxy Statement

2-22

Statement on sustainable development strategy

Material Topics
Our Sustainability Progress

2-23

Policy commitments

Ethics and Integrity

2-24

Embedding policy commitments

Ethics and Integrity

2-25

Processes to remediate negative impacts

Ethics Reporting

2-26

Mechanisms for seeking advice and raising concerns

Ethics Reporting

2-30

Compliance with laws and regulations

Occupational Health and Safety
Chemicals of Concerns
Food Safety and Quality

2-28

Membership associations

Collaborating on Food Safety and Quality

2-29

Approach to stakeholder engagement

Material Topics
Stakeholder Engagement

2-30

Collective bargaining agreements

As of July 15, 2023, approximately 30% of our team members are parties to collective bargaining agreements with terms that
we believe are typical for the industry in which we operate. Most of the union workers at our facilities are represented undercontracts that expire at various times over the next several years. Of the hourly employees who are represented by thesecontracts, 51% are party to a collective bargaining agreement scheduled to expire over the course of the next 12 months. As
the agreements expire, we believe they will be renegotiated on terms satisfactory to the parties. For more details, see our 10-K.
(continued)

INTRODUCTION
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PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

88

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — General Disclosures (cont.)
DISCLOSURE NUMBERDISCLOSURE TITLE

2023 RESPONSE

GRI 200: ECONOMICGRI 201: ECONOMIC PERFORMANCE 2016

3-3

Management of material topics

Material Topics

201-1

Direct economic value generated and distributed

Financial Profile, 2023 (million $)Net Sales: $5,351
For more details, see our 10-K

201-2

Financial implications and other risks and opportunities due to climate change

10-K

GRI 204: PROCUREMENT PRACTICES 2016

3-3

Management of material topics

Sustainable Sourcing and Procurement

204-1

Proportion of spending on local suppliers

The Lamb Weston Value Chain
Working with Suppliers

GRI 205: ANTI-CORRUPTION 2016

3-3

Management of material topics

Ethics and Integrity

205-1

Operations assessed for risks related to corruption

100%

205-2

Communication and training about anti-corruption policies and procedures

Ethics Training and Engagement

205-3

Confirmed incidents of corruption and actions taken

Zero

GRI 206: ANTI-COMPETITIVE BEHAVIOR 2016

3-3

Management of material topics

Ethics and Integrity

206-1

Legal actions for anti-competitive behavior, anti-trust, and monopoly practices

10-K

GRI 207: TAX 2019

3-3

Management of material topics

207-1

Approach to tax

10-K

3-3

Management of material topics

Sustainable and Regenerative Agriculture
Manufacturing
Sustainable Sourcing and Procurement

301-1

Materials used by weight or volume

Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

301-2

Recycled input materials used

100% of secondary packaging is made from recyclable/renewable material.

3-3Management of material topics

Limiting Climate Impacts
Fostering Innovation

GRI 300: ENVIRONMENTAL
GRI 301: MATERIALS 2016(continued)

INTRODUCTION
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U.N. Sustainable Development Goals

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APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl89

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — General Disclosures (cont.)
DISCLOSURE NUMBERDISCLOSURE TITLE

2023 RESPONSE

GRI 300: ENVIRONMENTAL (cont.)
GRI 302: ENERGY 2016

302-1

Energy consumption within the organization

Limiting Climate Impacts
LW EMEA 2030 Sustainability Agenda — Climate Action
Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

302-3

Energy intensity

Limiting Climate Impacts
LW EMEA 2030 Sustainability Agenda — Climate Action
Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

302-4

Reduction of energy consumption

Limiting Climate Impacts
LW EMEA 2030 Sustainability Agenda — Climate Action
Fostering Innovation
Performance Data Tables — LW EMEA: Planet

302-5

Reductions in energy requirements of products and services

Manufacturing
Limiting Climate Impacts
Fostering Innovation

GRI 303: WATER AND EFFLUENTS 2018

3-3

Management of material topics

More with Less
Water
Manufacturing
Using Water Responsibly

303-1

Interactions with water as a shared resource

More with Less
Water

303-2

Management of water discharge-related impacts

More with Less
Water

303-3

Water withdrawal

Using Water Responsibly
Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

303-4

Water discharge

Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

303-5

Water consumption

Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet(continued)

INTRODUCTION
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PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

90

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — General Disclosures (cont.)
DISCLOSURE NUMBERDISCLOSURE TITLE

2023 RESPONSE

GRI 300: ENVIRONMENTAL (cont.)
GRI 305: EMISSIONS 2016

3-3

Management of material topics

Sustainable and Regenerative Agriculture
Climate Resilience
Manufacturing
Limiting Climate Impacts
Fostering Innovation

305-1

Direct (Scope 1) GHG emissions

Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

305-2

Energy indirect (Scope 2) GHG emissions

Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

305-3

Other indirect (Scope 3) GHG emissions

Scope 3 Assessment
Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

305-4

GHG emissions intensity

Limiting Climate Impacts
Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

305-5

Reduction of GHG emissions

Climate Resilience
Manufacturing
Limiting Climate Impacts
Fostering Innovation

3-3Management of material topics

Manufacturing
Reducing Waste
LW EMEA 2030 Sustainability Agenda - Zero Waste

306-1

Waste generation and significant waste-related impacts

Reducing Waste

306-2Management of significant waste-related impacts

Reducing Waste

306-3

Waste generated

Performance Data Tables — LW EMEA: Planet

GRI 306: WASTE 2020

(continued)

INTRODUCTION
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PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl91

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — General Disclosures (cont.)
DISCLOSURE NUMBERDISCLOSURE TITLE

2023 RESPONSE

GRI 300: ENVIRONMENTAL (cont.)
GRI 306: WASTE 2020

306-4

Waste diverted from disposal

EMEA — 99.6% (263,411/264,347 tons)
Rest of World — 84% (151,002/180,724 tons)
Global — 93% (414,413/445,071 tons)

306-5

Waste directed to disposal

Performance Data Tables — LW EMEA: Planet

GRI 307: ENVIRONMENTAL COMPLIANCE

307-1

Non-compliance with environmental laws and regulations

No significant fines

3-3

Management of material topics

Team Members

401-2

Benefits provided to full-time employees that are not provided to temporary or
part‑time employees

Team Members
Compensation and Benefits

401-3

Parental leave

Compensation and Benefits

GRI 400: SOCIALGRI 401: EMPLOYMENT 2016

GRI 403: OCCUPATIONAL HEALTH AND SAFETY 2018

3-3

Management of material topics

Occupational Health and Safety

403-1

Occupational health and safety management system

Occupational Health and Safety
Safety Training and Practices
Increasing Manufacturing Safety
Measuring Safety

403-2

Hazard identification, risk assessment, and incident investigation

Occupational Health and Safety
Safety Training and Practices
Increasing Manufacturing Safety
Measuring Safety403-3

Occupational health services

Occupational Health and Safety
Increasing Manufacturing Safety
Measuring Safety

403-4

Worker participation, consultation, and communication on occupational health andsafetyOccupational Health and Safety
Safety Training and Practices
Increasing Manufacturing Safety
Measuring Safety(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

92

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — General Disclosures (cont.)
DISCLOSURE NUMBERDISCLOSURE TITLE

2023 RESPONSE

GRI 400: SOCIAL (cont.)
GRI 403: OCCUPATIONAL HEALTH AND SAFETY 2018 (cont.)

403-5

Worker training on occupational health and safety

Occupational Health and Safety
Safety Training and Practices

403-6

Promotion of worker healthOccupational Health and Safety
Safety Training and Practices
Increasing Manufacturing Safety
Compensation and Benefits

403-7

Prevention and mitigation of occupational health and safety impacts directly linked
by business relationships

Occupational Health and Safety
Safety Training and Practices
Increasing Manufacturing Safety
Measuring Safety

403-8

Workers covered by an occupational health and safety management system

Compensation and Benefits403-9

Work-related injuries

Performance Data Tables — People

GRI 404: TRAINING AND EDUCATION 2016

3-3

Management of material topics

Team Members
Recruitment and Retention

404-2

Programs for upgrading employee skills and transition assistance programs

Team Members
Compensation and Benefits
Team Member Training and Development

GRI 405: DIVERSITY AND EQUAL OPPORTUNITY 2016

3-3

Management of material topics

Diversity, Equity, and Inclusion

405-1

Diversity of governance bodies and employees

Team Member Demographics
Performance Data Tables — People

GRI 413: LOCAL COMMUNITIES 2016

3-3

Management of material topics

Communities

413-1

Operations with local community engagement, impact assessments, anddevelopment programs

Communities
Community Partnerships
Team Member Community Engagement(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

93

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — General Disclosures (cont.)
DISCLOSURE NUMBERDISCLOSURE TITLE

2023 RESPONSE

GRI 400: SOCIAL (cont.)
GRI 414: SUPPLIER SOCIAL ASSESSMENT 2016

3-3

Management of material topics

Sustainable Sourcing and Procurement
Working with Suppliers

414-1

New suppliers that were screened using social criteria

Sustainable Sourcing and Procurement
Working with Suppliers
Lamb Weston uses a variety of tools and software to monitor suppliers, including a tool called Supply Chain Monitor anddenied third-party screening through our Global Trade Services team using MK Denial, Descartes Visual Screening, and Kharonto screen business partners against hundreds of lists of denied and/or sanctioned parties. These lists include social metrics.

GRI 416: CUSTOMER HEALTH AND SAFETY 2016

3-3

Management of material topics

Product Stewardship and Innovation
Food Safety and Quality

416-1

Assessment of the health and safety impacts of product and service categories

A Global Approach to Food Safety

416-2

Incidents of non-compliance concerning the health and safety impacts of products
and services

Recalls

GRI 417: MARKETING AND LABELING 2016

3-3

Management of material topics

Product Labeling and Marketing

417-1

Requirements for product and service information and labeling

Product Labeling and Marketing
High Standards Worldwide

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

94

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — GRI Index 13: The Sector Standard for Agriculture
GRI Index 13: The Sector Standard for Agriculture
STANDARDDISCLOSURE

SECTOR STANDARD REF. NO.

2023 RESPONSE

3-3 Management of material topics

13.1.1

Sustainable and Regenerative Agriculture
Climate Resilience
Manufacturing
Limiting Climate Impacts
Fostering Innovation

13.1.2

Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

305-2 Energy indirect (Scope 2) GHG emissions

13.1.3

Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

305-3 Other indirect (Scope 3) GHG emissions

13.1.4

Scope 3 Assessment
Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

305-4 GHG emissions intensity

13.1.5

Limiting Climate Impacts
Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

305-5 Reduction of GHG emissions

13.1.6

Climate Resilience
Manufacturing
Limiting Climate Impacts
Fostering Innovation

305-6 Emissions of ozone-depleting substances (ODS)

13.1.7

Performance Data Tables — LW EMEA: Planet

305-7 Nitrogen oxides (NOX), sulfur oxides (SOX), and other significant air emissions

13.1.8Performance Data Tables — LW EMEA: Planet

TOPIC 13.1 EMISSIONSMANAGEMENT OF THE TOPICGRI 3: Material Topics 2021

TOPIC STANDARD DISCLOSURESGRI 305: Emissions 201613.1 Emissions (GRI 305)
305-1 Direct (Scope 1) GHG emissions
Additional sector recommendations:• When reporting on gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent, include land usechange emissions.

Additional sector recommendations:• When reporting on gross other indirect (Scope 3) GHG emissions in metric tons of CO2 equivalent, include
land use change emissions.

(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl95

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — GRI Index 13: The Sector Standard for Agriculture (cont.)
STANDARDDISCLOSURE

SECTOR STANDARD REF. NO.

2023 RESPONSE

3-3 Management of material topics

13.2.1

About Lamb Weston

Disclosure 201-2 Financial implications and other risks and opportunities due to climate change

13.2.210-K

13.5.1

Climate Resilience
More information on our approach to sustainableagriculture can be found in our white paper,
Advancing Agriculture: Sustainable Practices
From the Field, to the Farm, to the Planet

13.6.1

Pesticides and Nutrients

TOPIC 13.2 CLIMATE ADAPTATION AND RESILIENCEMANAGEMENT OF THE TOPICGRI 3: Material Topics 2021
TOPIC STANDARD DISCLOSURES

13.2 Climate adaption and resilience(GRI 201)

Additional sector recommendations:• Describe the climate change-related scenarios used for identifying the risks and opportunities posed byclimate change.

TOPIC 13.5 SOIL HEALTH
MANAGEMENT OF THE TOPICGRI 3: Material Topics 2021

3-3 Management of material topics
Additional sector recommendations:• Describe the soil management plan, including:ū a link to this plan if publicly available;
ū the main threats to soil health identified and a description of the soil management practices used;ū the approach to input optimization, including the use of fertilizers.

TOPIC 13.6 PESTICIDES USEMANAGEMENT OF THE TOPICGRI 3: Material Topics 2021

3-3 Management of material topics
Additional sector recommendations:• Describe the pest management plan of the organization, including the rationale for the selection andapplication of pesticides and any other practices of pest control.
• Describe actions taken to prevent, mitigate and/or remediate negative impacts associated with the use of
extremely and highly hazardous pesticides.
• Describe the actions, initiatives, or plans to switch to less hazardous pesticides and actions taken to optimize
pest control practices.
• Describe the training provided to workers on pest management and the application of pesticides.

(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl96

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — GRI Index 13: The Sector Standard for Agriculture (cont.)
STANDARDDISCLOSURE

SECTOR STANDARD REF. NO.

2023 RESPONSE

3-3 Management of material topics

13.7.1More with Less
Water
Manufacturing
Using Water Responsibly

Disclosure 303-1 Interactions with water as a shared resource

13.7.2More with Less
Water

Disclosure 303-2 Management of water discharge-related impacts

13.7.3More with Less
Water

Disclosure 303-3 Water withdrawal

13.7.4Using Water Responsibly
Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

Disclosure 303-4 Water discharge

13.7.5

Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

Disclosure 303-5 Water consumption

13.7.6

Performance Data Tables — Planet
Performance Data Tables — LW EMEA: Planet

3-3 Management of material topics

13.8.1

Manufacturing
Reducing Waste
LW EMEA 2030 Sustainability Agenda — Zero Waste

TOPIC 13.7 WATER AND EFFLUENTS
MANAGEMENT OF THE TOPICGRI 3: Material Topics 2021

TOPIC STANDARD DISCLOSURESGRI 303: Water and Effluents 2018

TOPIC 13.8 WASTE
MANAGEMENT OF THE TOPICGRI 3: Material Topics 2021

(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

97

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — GRI Index 13: The Sector Standard for Agriculture (cont.)
STANDARDDISCLOSURE

SECTOR STANDARD REF. NO.

2023 RESPONSE

Disclosure 306-1 Waste generation and significant waste-related impacts

13.8.2

Reducing Waste

Disclosure 306-2 Management of significant waste-related impacts

13.8.3

Reducing Waste

Disclosure 306-3 Waste generated

13.8.4

Performance Data Tables — LW EMEA: Planet

Disclosure 306-4 Waste diverted from disposal

13.8.5EMEA — 99.6% (263,411/264,347 tons)
Rest of World — 84% (151,002/180,724 tons)
Global — 93% (414,413/445,071 tons)

Disclosure 306-5 Waste directed to disposal

13.8.6

Performance Data Tables — LW EMEA: Planet

3-3 Management of material topics

13.10.1

Product Stewardship and Innovation
Food Safety and Quality

Disclosure 416-1 Assessment of the health and safety impacts of product and service categories

13.10.2

A Global Approach to Food Safety

Disclosure 416-2 Incidents of non-compliance concerning the health and safety impacts of products andservices

13.10.3

Recalls

3-3 Management of material topics

13.12.1

Communities

Disclosure 413-1 Operations with local community engagement, impact, assessments, and development
programs

13.12.2

Communities
Community Partnerships
Team Member Community Engagement

Disclosure 413-2 Operations with significant actual and potential negative impacts on local communities

13.12.3

Lamb Weston does not operate any facilities withsignificant negative impacts on local communities.

TOPIC 13.8 WASTE (cont.)
TOPIC STANDARD DISCLOSURESGRI 306: Waste 2020

TOPIC 13.10 FOOD SAFETY
MANAGEMENT OF THE TOPICGRI 3: Material Topics 2021
TOPIC STANDARD DISCLOSURESGRI 416: Customer Health and
Safety 2016
TOPIC 13.12 LOCAL COMMUNITIESMANAGEMENT OF THE TOPICGRI 3: Material Topics 2021
TOPIC STANDARD DISCLOSURESGRI 413: Local communities 2016(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

Task Force on Climate-Related Financial Disclosures

Global Reporting Initiative (GRI) Index — GRI Index 13: The Sector Standard for Agriculture (cont.)
STANDARDDISCLOSURE

SECTOR STANDARD REF. NO.

2023 RESPONSE

3-3 Management of material topics

13.13.1

Climate Resilience
Human Rights Policy

3-3 Management of material topics

13.15.1

Team Members
Ethics Training and Engagement
Ethics Reporting

Disclosure 405-1 Diversity of governance bodies and employees

13.15.2

Team Member Demographics
Performance Data Tables — People

Disclosure 405-2 Ratio of basic salary and remuneration of women to men

13.15.3

Lamb Weston currently does not disclose thisinformation.

13.15.4

Ethics Training and Engagement
Ethics Reporting

TOPIC 13.13 LAND AND RESOURCE RIGHTSMANAGEMENT OF THE TOPICGRI 3: Material Topics 2021

Additional sector recommendations:• Describe commitments to respect land and natural resource rights (including customary, collective, andinformal tenure rights) and report the extent to which the commitments apply to the organization’s activities
and to its business relationships.
• Describe how the commitments to respect land and natural resource rights are implemented with suppliers.
• Describe the approach to protecting human rights and land rights defenders from reprisals (i.e., nonretaliation for raising complaints or concerns).
TOPIC 13.15 NON-DISCRIMINATION AND EQUAL OPPORTUNITYMANAGEMENT OF THE TOPICGRI 3: Material Topics 2021

TOPIC STANDARD DISCLOSURESGRI 405: Diversity and Equal
Opportunity 2016

Additional sector recommendations:• Report the ratio of the basic salary and remuneration of women to men for workers who are not employees
and whose work is controlled by the organization.
GRI 406: Non-discrimination 2016

Disclosure 406-1 Incidents of discrimination and corrective actions taken

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Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl99

Task Force on Climate-Related Financial Disclosures

Sustainability Accounting Standards Board (SASB)
The International Sustainability Standards Board (ISSB)’s SASB Standards is an independent standards-setting organization under the IFRS Foundation dedicated to improving the effectiveness and comparabilityof corporate disclosure on ESG factors. The tables on the following pages summarize how our existing reporting, with Lamb Weston and LW EMEA responses, aligns with the recommended metrics for theProcessed Foods Industry within the Food & Beverage sector, and where this information can be found in this report.

Food and Beverage Sector; Processed Foods Industry
ACTIVITY METRICCATEGORY

UNIT OF MEASURE

CODE

2023 RESPONSE - LAMB WESTON

Weight of products sold

Quantitative

Metric tons (t)FB-PF-000.A

Lamb Weston does not publicly disclose this data due to competitive considerations.

2023 RESPONSE - LW EMEA

Number of production facilities

Quantitative

NumberFB-PF-000.B

As of the publication date of this report, Lamb Weston operated a total of 27 global production facilities,
including those operated through joint ventures. The scope of this report includes 16 facilities in North
America, 2 facilities in China, 2 facilities in Australia, 1 facility in Argentina, and 6 facilities in Europe.

Quantitative

Gigajoules (GJ), Percentage (%)

FB-PF-130a.1(1) 14.9M(2) 22.0%(3) 6.5%(1) 3.6M(2) 16.6%(3) 22.4%(1) Total water withdrawn, (2) total water consumed,
percentage of each in regions with High or ExtremelyHigh Baseline Water Stress

QuantitativeThousand cubic meters (m³),
Percentage (%)

FB-PF-140a.1(1) 33,904 ML(2) 2,701 m³ water consumed, 1% of water
withdrawn is from a region with Extremely High
Water Risk.
Performance Data Tables — Planet(1) 4.585 ML(2) 528 m³ water consumed, 0% of water withdrawn
is from a region with Extremely High Water Risk.

Number of incidents of noncompliance associatedwith water quantity and/or quality permits, standards,
and regulations

Quantitative

NumberFB-PF-140a.2

One incident in the reporting period.
As of the publication date of this report, Lamb
Weston has entered into one mutual agreement
and order covering two prior pre-enforcement
notifications from the Oregon DEQ related to land
application of processing water.

Zero incidents

Description of water management risks anddiscussion of strategies and practices to mitigate
those risks

Discussion andAnalysisN/A

FB-PF-140a.3

10-K
More With Less
Introducing New Global 2033 Sustainability Goals
Water Stewardship Policy

10-K
LW EMEA 2030 Sustainability Agenda — Climate
ActionIntroducing New Global 2033 Sustainability Goals
Water Stewardship Policy

ENERGY MANAGEMENT(1) Total energy consumed, (2) percentage gridelectricity, (3) percentage renewable
WATER MANAGEMENT(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables100

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

Task Force on Climate-Related Financial Disclosures

Sustainability Accounting Standards Board (SASB) (cont.)
ACTIVITY METRICCATEGORY

UNIT OF MEASURE

CODE

2023 RESPONSE - LAMB WESTON

2023 RESPONSE - LW EMEA

Global Food Safety Initiative (GFSI) audit (1) nonconformance rate and (2) associated corrective action
rate for (a) major and (b) minor non-conformances

Quantitative

Rate

FB-PF-250a.1(1) GFSI audit non-conformance rates:ū Major: 1
ū Minor: 76(2) 100% corrective action rate(1) GFSI audit non-conformance rates:ū Major: 0ū Minor: 26(2) 100% corrective action rate

Percentage of ingredients sourced from Tier 1
supplier facilities certified to a Global Food Safety
Initiative (GFSI) recognized food safety certification
program

Quantitative

Percentage (%) by cost

FB-PF-250a.2

95% of Tier 1 Ingredients (non-potato) Supplier
Locations are GFSI Certified.

100% of Tier 1 Ingredients (non-potato) Supplier
Locations are GFSI Certified.

(1) Total number of notices of food safety violation
received, (2) percentage corrected

Quantitative

Number, Percentage (%)

FB-PF-250a.3(1) Zero notices of food safety violations (0 major,
0 minor)(2) Not applicable due to zero violations(1) Zero notices of food safety violations (0 major,
0 minor)(2) Not applicable due to zero violations(1) Number of recalls issued and (2) total amount offood product recalled

Quantitative

Number, Metric tons (t)FB-PF-250a.4(1) Lamb Weston had two product recalls in 2023
(2) 24.5 metric tonnes(1) LW EMEA had one product recall in 2023
(2) 77 metric tonnes

Revenue from products labeled and/ or marketed topromote health and nutrition attributes

Quantitative

Reporting currency

FB-PF-260a.1

Zero revenue

Zero revenue

Discussion of the process to identify and manage
products and ingredients related to nutritional andhealth concerns among consumers

Discussion andAnalysisN/A

FB-PF-260a.2

Product Labeling and Marketing

LW EMEA uses the Innovation Stage Gate Process
to identify and manage products and ingredients.

Percentage of advertising impressions (1) made on
children and (2) made on children promoting productsthat meet dietary guidelines

Quantitative

Percentage (%)

FB-PF-300a.1

Zero impressions
Product Labeling and Marketing

Zero impressions

Revenue from products labeled as (1) containing
genetically modified organisms (GMOs) and(2) non-GMO

Quantitative

Reporting currency

FB-PF-300a.2

Zero revenue

Zero revenue

Number of incidents of noncompliance with industry
or regulatory labeling and/or marketing codes

Quantitative

NumberFB-PF-300a.3

Zero incidents

Zero Incidents

Total amount of monetary losses as a result oflegal proceedings associated with labeling and/or
marketing practices

Quantitative

Reporting currency

FB-PF-300a.4

Zero monetary loss

Zero monetary loss

FOOD SAFETYHEALTH AND NUTRITIONPRODUCT LABELING AND MARKETING(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl101

Task Force on Climate-Related Financial Disclosures

Sustainability Accounting Standards Board (SASB) (cont.)
ACTIVITY METRICCATEGORY

UNIT OF MEASURE

CODE

2023 RESPONSE - LAMB WESTON

2023 RESPONSE - LW EMEA

(1) Total weight of packaging, (2) percentage madefrom recycled and/or renewable materials, and(3) percentage that is recyclable, reusable, and/or
compostable

Quantitative

Metric tons (t) Percentage (%)

FB-PF-410a.1(1) 158,012 metric tonnes of primary andsecondary packaging(2) Primary (product-related packaging): 63.9%;
Secondary (shipping-related packaging): 70.6%(3) Primary (product-related packaging): 72.8%;
Secondary (shipping-related packaging):
100.0%
Performance Data Tables — Planet(1) 65,654 metric tonnes of primary, secondary andtertiar packaging(2) 91.6% made from recycled and/or renewablematerials(3) Primary: 100%; Secondary: 100%

Discussion of strategies to reduce the environmental
impact of packaging throughout its life cycle

Discussion andAnalysisN/A

FB-PF-410a.2

The Future of Sustainable Packaging

100% of EMEA packaging (primary, secondary,tertiary) is recyclable, reusable, or renewable inline
with EMEA packaging strategy.

PACKAGING LIFE CYCLE MANAGEMENTENVIRONMENTAL AND SOCIAL IMPACTS OF INGREDIENT SUPPLY CHAIN

Percentage of food ingredients sourced that are
certified to third-party environmental and/or social
standards, and percentages by standard

Quantitative

Percentage (%) by cost

FB-PF-430a.1

100% of all Lamb Weston palm oil volume is fromRSPO Certified sources.

100% of EMEA palm oil volume is SG-RSPO
Certified.
100% of potato volume sourced is SAI-FSA
Certified, of which 50% Gold and 50% Silver.

Suppliers’ social and environmental responsibility
audit (1) nonconformance rate and (2) associatedcorrective action rate for (a) major and (b) minor
non-conformances

Quantitative

Rate

FB-PF-430a.2

Lamb Weston currently does not disclose thisinformation.

LW EMEA currently does not disclose thisinformation.

Percentage of food ingredients sourced from regionswith High or Extremely High Baseline Water Stress

Quantitative

Percentage (%) by cost

FB-PF-440a.1

High Baseline Water Stress: 10% Extremely HighBaseline Water Stress: 1.7%

1% High water stress area
Unknown for other key ingredients (oil and battermix).

List of priority food ingredients and discussion ofsourcing risks due to environmental and social
considerations

Discussion andAnalysisN/A

FB-PF-440a.2

Bioengineering
10-K

Bioengineering
10-K

INGREDIENT SOURCINGINTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

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Task Force on Climate-Related Financial Disclosures (TCFD)
The following summarizes Lamb Weston’s approach to managing and reporting on climate-related governance, strategy, risk management, and metrics and targets in alignment with TCFD recommendations.
DISCLOSURE FOCUS AREA

RECOMMENDED DISCLOSURE

2023 RESPONSEa) Describe the board’s oversight of climate-related risks and opportunities.

GovernanceLamb Weston’s CDP Climate Change 2023 C1.1a, C1.1b
LW EMEA’s CDP Climate Change 2023 C1.1a, C1.1b
2023 Proxy Statementb) Describe management’s role in assessing and managing climate-related risks
and opportunities.

GovernanceLamb Weston’s CDP Climate Change 2023 C1.2, C1.3a
LW EMEA’s CDP Climate Change 2023 C1.2, C1.3a
Proxy Statementa) Describe the climate-related risks and opportunities the organization has identified
over the short, medium, and long term.

Climate Resilience
Lamb Weston’s CDP Climate Change 2023 C2.1, C2.1a, C2.1b, C2.2, C2.2a
LW EMEA’s CDP Climate Change 2023 C2.1, C2.1a, C2.1b, C2.2, C2.2a
10-Kb) Describe the impact of climate-related risks and opportunities on the organization’s
businesses, strategy, and financial planning.

Climate Resilience
Lamb Weston’s CDP Climate Change 2023 C2.1b, C2.3, C2.3a, C2.4, C2.4a
LW EMEA’s CDP Climate Change 2023 C2.1b, C2.3, C2.3a, C2.4, C2.4a
10-Kc) Describe the resilience of the organization’s strategy, taking into considerationdifferent climate-related scenarios, including a 2°C or lower scenario.

Lamb Weston’s CDP Climate Change 2023 C3.1, C3.2
LW EMEA’s CDP Climate Change 2023 C3.1, C3.2a) Describe the organization’s processes for identifying and assessing climate-relatedrisks.

Lamb Weston’s CDP Climate Change 2023 C2.1, C2.1a, C2.1b, C 2.2
LW EMEA’s CDP Climate Change 2023 C2.1, C2.1a, C2.1b, C 2.2b) Describe the organization’s processes for managing climate-related risks.

ESG Governance
Climate Resilience
Lamb Weston’s CDP Climate Change 2023 C2.1b, C2.2, C2.2a
LW EMEA’s CDP Climate Change 2023 C2.1b, C2.2, C2.2ac) Describe how processes for identifying, assessing, and managing climate-relatedrisks are integrated into the organization’s overall risk management.

ESG GovernanceLamb Weston’s CDP Climate Change 2023 C2.3, C2.3a, C2.4, C2.4a
LW EMEA’s CDP Climate Change 2023 C2.3, C2.3a, C2.4, C2.4a

GOVERNANCE

Disclose the organization’s governancearound climate-related risks andopportunities.

STRATEGY

Disclose the actual and potential
impacts of climate-related risks andopportunities on the organization’s
businesses, strategy and financial
planning.

RISK MANAGEMENT

Disclose how the organization
identifies, assesses and manages
climate-related risks.

(continued)

INTRODUCTION
Stakeholder Engagement

PEOPLEl

FOOD

U.N. Sustainable Development Goals

PLANETl

APPENDIX

2024 Double Materiality AssessmentlPerformance Data Tables

2 0 2 3 G LO BA L SU STA I NA BI L I T Y RE P O RTl

Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

Task Force on Climate-Related Financial Disclosures

Task Force on Climate-Related Financial Disclosures (TCFD) (cont.)
DISCLOSURE FOCUS AREA

RECOMMENDED DISCLOSURE

2023 RESPONSEa) Disclose the metrics used by the organization to assess climate-related risks andopportunities in line with its strategy and risk management process.

Introducing New Global 2033 Sustainability Goals
Climate Resilience
LW EMEA 2030 Sustainability Agenda — Climate Action
Lamb Weston’s CDP Climate Change 2023 C4.1, C4.1b
LW EMEA’s CDP Climate Change 2023 C4.1, C4.1b, C9.1b) Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse gas (GHG)
emissions, and the related risks.

Climate Resilience
LW EMEA 2030 Sustainability Agenda — Climate Action
Lamb Weston’s CDP Climate Change 2023 C6, C7
LW EMEA’s CDP Climate Change 2023 C6, C7c) Describe the targets used by the organization to manage climate-related risks andopportunities and performance against targets.

Introducing New Global 2033 Sustainability Goals
Lamb Weston’s CDP Climate Change 2023 C4.1, C4.1b, C4.2
LW EMEA’s CDP Climate Change 2023 C4.1, C4.1b, C4.2, C4.2a

METRICS AND TARGETS

Disclose the metrics and targets
used to assess and manage relevant
climate-related risks and opportunities.

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Global Reporting Initiative IndexlSustainability Accounting Standards Boardl

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Task Force on Climate-Related Financial Disclosures

Forward-Looking Statements
This report contains forward-looking statements within the meaning of the federal securities laws. Words such as “believe,” “engage,” “integrate,” “invest,” “support,” “develop,” “focus,” “eliminate,” “create,” “exceed,” “increase,” “make,”“improve,” “progress,” “grow,” “ensure,” “aim,” “build,” “achieve,” “provide,” “drive,” create,” “will,” “enhance,” “protect,” “strive,” “promote,” “advance,” “establish,” “leverage,” “maintain,” “implement,” “continue,” “reduce,” and variations of suchwords and similar expressions are intended to identify forward-looking statements. Examples of forward-looking statements include, but are not limited to, statements regarding our plans, execution, goals and targets, commitments, agriculturaland manufacturing processes, innovation, technology, efficiency, food safety and quality, people, DEI and other employment-related initiatives, and progress. These forward-looking statements are based on management’s current expectations andare subject to uncertainties and changes in circumstances. Readers of this report should understand that these statements are not guarantees of performance or results. Many factors could affect these forward-looking statements and our actual
results and cause them to vary materially from the expectations contained in the forward-looking statements, including those set forth in this report. These risks and uncertainties include, among other things: weather conditions and availability andpricing for water; potato crop performance, quality and yield, including the effect of climate on the potato crop and our production processes; the availability and prices of raw materials and other commodities; labor shortages and other operational
challenges; an uncertain general economic environment, including inflationary pressures and recessionary concerns, any of which could adversely impact our business, financial condition or results of operations, including the demand and prices
for our products; legal or regulatory requirements related to climate change; difficulties, disruptions or delays in implementing new technology, including our new enterprise resource planning system; risks associated with integrating acquired
businesses, including Lamb-Weston/Meijer v.o.f. (“LW EMEA”); levels of labor and people-related expenses; our ability to successfully execute our long-term value creation strategies; our ability to execute on large capital projects, including
construction of new production lines or facilities; the competitive environment and related conditions in the markets in which we operate; political and economic conditions of the countries in which we conduct business and other factors related toour international operations; disruptions in the global economy caused by conflicts such as the war in Ukraine and conflicts in the Middle East and the possible related heightening of our other known risks; impacts on our business due to healthpandemics or other contagious outbreaks, such as the COVID-19 pandemic, including impacts on demand for our products, increased costs, disruption of supply, other constraints in the availability of key commodities and other necessary services
or restrictions imposed by public health authorities or governments; disruption of our access to export mechanisms; risks associated with other possible acquisitions; our debt levels; changes in our relationships with our growers or significant
customers; actions of governments and regulatory factors affecting our businesses; the ultimate outcome of litigation or any product recalls; our ability to pay regular quarterly cash dividends and the amounts and timing of any future dividends;
and other risks described in our reports filed from time to time with the U.S. Securities and Exchange Commission. We caution readers not to place undue reliance on any forward-looking statements included in this report, which speak only as ofthe date of this report. We undertake no responsibility for updating these statements, except as required by law.