Progress Together.

Fiscal Year 2022 Environmental, Social and Governance ReportYes, we make fries. But first and foremost,
we make progress.
Progress for people, food, and the planet. This isn’t new.
We’ve had a progress mindset since the 1950s, when we first invented abetter way to cut potatoes. And in every challenge, we see possibilities
to improve. Our inventive spirit has given us a steady stream of industry
firsts and innovative ideas across every strand of our business—our
processes, the way we make food, and how we take care of our people.
Our approach to ESG is no different.
We never stand still. Everything we do is geared toward sustainable
progress, and together we are growing to make a meaningful difference.
For our people, so that everyone can reach their highest potential.
For our food, to be loved and trusted.
And for our planet, to ensure we take care of its resources so it thrives,
and we all can too.

Progress. It’s not just what we aim for.
It’s what we do.

Table ofContents
2

Introduction
4
5
7
8
9
10
12

13

CEO Message

40 Planet

Corporate Profile
How We Create Value
Sustainability at Lamb Weston
Stakeholder Engagement
GovernancePeople14 Making Progress, Together
15 People: Our Progress
16 Team Members
27 Communities

29 Food

30 Making Progress, Together
31 Food: Our Progress
32 Product Stewardship
35 Product Labeling and Marketing
36 Food Safety and Quality

41 Making Progress, Together
42 Planet: Our Progress
43 Sustainable Agriculture
44 The Potato Growing Process
48 Where Do Lamb Weston

This Environmental, Social and Governance (ESG)
Report focuses on our global ambitions, actions,and accomplishments during our fiscal year ended
May 29, 2022. We aim to include reliable global data
as it becomes available. For this reporting period, thefollowing data points are scoped as follows:

52 Manufacturing
53 Transforming Potatoes into Fries
58 Sustainable Sourcing••

Potatoes Grow?

2030 Goals

and Procurement

61

About Our Report

Appendix
62 GRI
68 SASB
72 TCFD
74 Forward-Looking Statements•

Sustainable agriculture data—North America
Production facility data—North America,
China, Argentina, and Australia
Employment data—North America, China,
Argentina, and Australia, excluding our U.S. joint
venture and Lamb Weston EMEA1 team members.

This report has been prepared to Global Reporting
Initiative (GRI) Standards: with reference. We are also
reporting to the Sustainability Accounting Standards
Board (SASB) Processed Foods Standard, and the Task
Force on Climate-Related Financial Disclosures (TCFD).
More information about our company can be found on
our website.

1 Previously, our joint venture Lamb Weston / Meijer. In February of 2023 Lamb Weston
acquired the remaining shares.

Lamb Weston

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APPENDIXA MESSAGE

From Our President and Chief
Executive Officer
At Lamb Weston we believe it is our responsibility to
not only drive financial performance but also contribute
positively to society and the environment. We’ve looked
critically at our processes and ways of working to truly
integrate ESG into our strategy and operations, ensuring
critical business decisions are made with our ESG goals
in mind. But we know we have a lot more work to do toachieve the ambitious goals we’ve set for ourselves. Our
team knows we must accelerate our work in this area tomake meaningful progress.
I know we are up to the challenge. Since the company started
in 1950, we’ve always been in pursuit of progress. Day today, we want to operate more efficiently, get more from ourresources and inputs, and deliver more value for our teammembers around the globe and for our stakeholders. We knowthat never being satisfied with the status quo and pushingourselves to do more is critical to the company achieving our
growth plans. We also know that we must grow sustainably
if our intent is to build a company that will contribute to ourcommunities and economies for years to come.
Recently we acquired the remaining interest in our European
joint venture to add 1,500 team members and 6 production
facilities to the company. The benefits of expanding our global
company are numerous, but one I’m most excited about isour opportunity to learn from each other’s expertise related tosustainable operations, climate friendly agriculture and more.
The impressive work our European colleagues have done on
this front are not reflected in this report, which covers our Fiscal
Year 2022. In future reports, we look forward to sharing how weare learning from one another to do better.

While this report does not yet reflect
our European acquisition, you will
see great examples of our work to
support our people, make great food,and use our resources effectively.
•

We’re investing in our people,
establishing and training ourteam members on leadership capabilities that will serveas the foundation for how we work together, globally.

•

We’ve revisited and strengthened our sustainable
packaging goals, and this report includes more detailon how we’re developing sustainable packaging
options, including fully compostable fry bags.

•

We continue to focus on transparent and ethicalgovernance practices that align closely to our company
values, creating a culture built on integrity.

•

We’re also making progress against our global Ag
strategy, which we are excited to build on further inthe coming years with our European colleagues.

This report provides an update on progress toward our 2030
goals, but it also serves as motivation to our teams to strive formore. One thing I know for certain is that we are committed toachieving more, together, with an eye toward our long-term
future at Lamb Weston.
We recognize that there is a lot of work to be done, but I hope
this report provides you with a sense of the confidence I have inLamb Weston’s bright future.

Tom Werner
President and CEO
June 2023

Over the last
70 years, we’ve neverstood still—always
looking for ways toimprove and grow,building this businessthat began as a single
pea processing plant
into a global foodsupplier. Looking
ahead, ensuring
longevity for our teammembers and ourshareholders means
we’ll need to growsustainably.”
Tom Werner
President and CEO

4

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APPENDIX

Corporate Profile
Major Products

VISIONFries

To be the No.1 global potato company.

Straight Cut, Crinkle Cut, Twister®, CrissCut®, Wedge Cut

Shredded Potatoes
Diced Potatoes
Formed Potatoes

MISSIONTo create solutions that inspire and serve ourcustomers and consumers with a food they loveand trust.

26

Founded in

1950

Headquarters inEagle, Idaho

No. 1

No. 2

in North American
frozen potato category

in global frozen
potato category12

As of May 29, 2022; includes joint ventures.
As of May 29, 2022; excludes joint ventures.

production
facilities1

7,900+
teammembers2

Hash Browns, Tater Puffs®

Chips
Mashed Potatoes
Appetizers
Vegetables

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2022 GLOBAL FOOTPRINT*

Corporate offices
Kennewick, WA

Taber, Alberta

Globalheadquarters
Eagle, ID

APPENDIX

6FINANCIAL PROFILE
Net sales ($ in millions)
Park Rapids, MN
North America sales office
Naperville, IL

Delhi, LA

Wisbech, UK

Kruiningen, The Netherlands
Oosterbierum, The Netherlands
Bergen op Zoom, The Netherlands
Broekhuizenvorst, The Netherlands

Seoul, Korea
Tokyo, Japan

Lamb Weston EMEA
Breda, The Netherlands$3,424$3,757$3,792 $3,671

FY19

FY20

$4,099Shanghai, China

Shangdu, Inner Mongolia

Pacific NW operations
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
Mexico City, Mexico

FY18

Beijing, China

New Delhi, India

FY21

Employee Demo Gender | Global
Aggregate

CUSTOMER SEGMENTS
FY22 net sales

Dubai, U.A.E.
Bogotá, Colombia
Panama City,
PanamaGuatemala City,
GuatemalaBuenos Aires,
Argentina

Hollabrunn, Austria
SingaporeSão Paulo, Brazil

Hallam North, Australia
Hallam South, Australia
Queensland, Australia

SALES OFFICEPRODUCTION FACILITYLOCAL SALES REPRESENTATION*Includes joint ventures. In 2023, Lamb Weston acquired the remaining equity interest of Lamb Weston/Meijer. What is now Lamb Weston EMEA includes six production facilities, a corporate office, and an innovation center.

FY22

Global: 50%
Foodservice: 32%
Retail: 15%
Other: 3%

Lamb Weston

PEOPLEFY2022 Environmental, Social and Governance Report

How We Create Value

APPENDIXCONSUMERS

230

AGRICULTURE
more than

170K 3.4 lbs

active ingredient(AI) pesticide
per ton harvested

13.3

10.4 lbs

per pound ofcrops harvested

per ton harvested

gallons of water

100M

product
offerings

servings
per day

nutrients

COMMUNITIESSUPPLY CHAIN

382

4,000+ $2B+
suppliers

PLANET

OutputOutputInputs

acres

FOOD

$680K

volunteer
hours

spend

philanthropic
investments

excludes potatoes

MANUFACTURING

OPERATIONS

2,200K 14M

5,000+

cubic meters(m3) water
consumption

gigajoules
energyTEAM MEMBERS$440M

team members

wages

$160M

fringe benefits/other

Business Impact

800
SKUs

26

facilities

8

countries with significant
operations.

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APPENDIX

8

Sustainability at Lamb Weston
Since our earliest days, we’ve seen every challenge as a chance to do better. Today, this means making progress across every strand of our business, including
how we take care of our people, the way we make food, and our processes. By pushing for progress, we ensure that our people can reach their highest potential,
our food remains loved and trusted, and natural resources are conserved for the long term.

Lamb Weston updated our materiality
assessment in 2021, engaging
internal and external stakeholders,
including team members, customers,
investors, growers, and suppliers, tounderstand whether we are targeting
the right issues with our goals,
programs, and resources.
Following the update, we found Food
Safety & Quality, Ethics & Integrity,
and Sustainable Agriculture remained
highly important to all stakeholders.
Occupational Health & Safety

and Environmental Compliancerounded out the top-five mostimportant issues. Although external
stakeholders ranked Diversity, Equity,& Inclusion (DEI) lower than otherissues, Lamb Weston executives
considered it a priority, highlighting
DEI’s importance to our workforce
and business.
We have used the findings andadjacent matrix to inform our strategy
and validate that Lamb Weston is
working on what matters most.
We will update this matrix in Lamb
Weston’s fiscal year 2024.

Food Safety & Quality

Ethics &Integrity

Sustainable Agriculture

External Stakeholder ImportanceMaterial Topics

Farmer Livelihood

Occupational
Health & Safety

Environmental
Compliance

Human Rights

Water Use & Stewardship

Business Continuity

Corporate Governance

Responsible Sourcing & Traceability

Sustainable Innovation& Technology

Responsible Labeling & Marketing

Workplace Culture &Employee Engagement
Diversity, Equity &Inclusion

Climate Change
Waste Reduction

Consumer Health & Nutrition

Product Innovation

Packaging
Partnerships &Industry Collaborations

Community Engagement

Internal Stakeholder Importance
Environment

SocialGovernanceLamb Weston’s Material Issues Aligned with the UN SDGs

Alignment with the UN
Sustainable Development Goals
Lamb Weston’s sustainability agenda and goals
are aligned with the United Nations Sustainable
Development Goals (SDGs). Our top-fivematerial issues map to the following SDGs:

Ethics & Integrity
Food Safety & Quality
Sustainable Agriculture
Occupational Health & Safety
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Stakeholder GroupFOOD

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APPENDIX

9

By engaging with people and organizations inside and outside our business, wegain a better understanding of what they value. This allows us to take action on
issues that matter. We engage with a range of stakeholders in a variety of ways.

How We Engage

Investors• Annual meeting of shareholders• Quarterly earnings presentations• ESG Report• Ad-hoc meetings as appropriate

Customers• Dedicated sales resources• Trace My Fries™
• Product labeling and marketing• Farm and facility tours• Customer Insights Survey

Current andPotential
Team Members• Updates from executives• Sustainability awards• Environmental, Health, andSafety (EHS) training

Most Important Issues• Corporate Governance• Climate Change• Diversity, Equity & Inclusion (DEI)• Food Safety & Quality• Sustainable Agriculture• Consumer Health & Nutrition• Business Continuity• Responsible Sourcing& Traceability• Waste Reduction• Sustainable Innovation& Technology• Community engagement programs• Recruiting programs• Compliance training• Talent development programs• Employee resource groups• Ethics & Integrity• Occupational Health & Safety• Environmental Compliance• Waste Reduction• Workplace Culture & Team
Member Engagement• Community Engagement

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 & Quality• Responsible Labeling & Marketing• Responsible Sourcing& 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 and Industry,
Boise Metro Chamber of Commerce)• Sustainable Agriculture• Responsible Sourcing & Traceability• Responsible Labeling & Marketing• Climate Change• Community Engagement• Partnerships & Industry
Collaborations

Suppliers• Grower Handbook• Dedicated relationshipmanagers for growers• Supplier audits• Strategic Supplier business reviews• Sustainable Agriculture• Farmer Livelihood• Human Rights• Responsible Sourcing& Traceability

Consumers• Product labeling and marketing• Social media• Website• Consumer hotline

Advocacy Groups/
NGOs• Food Northwest• Integrated Pest Management(IPM) Institute of North America• APTA• AFFI• Pacific Coast Food Waste Collaborative• Consumer Brands Association• Food Safety & Quality• Consumer Health & Nutrition• Sustainable Agriculture• Sustainable Agriculture• Responsible Sourcing & Traceability• Customer Health & Nutrition• Responsible Sourcing& Traceability• Packaging• Waste Reduction• Climate Change• Product Innovation• Human Rights

Lamb Weston
FY2022 Environmental, Social and Governance Report

2030 Goals

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APPENDIX

10

Lamb Weston has set several quantitative goals to work toward in the coming years, as well as more qualitative
commitments. We will provide updates on these goals annually, against a 2020 baseline, unless noted otherwise.
Our qualitative commitments are captured in the People, Food, and Planet sections of this report.

Goal

Performance

PeoplePeople Safety
Protect and enhance the livelihoods of our teams across the globe,
striving for zero safety incidents at work and improving safety in
our communities.

15% year-over-year improvement of total incident rate.

Food
Food Safety
Achieve world-class food safety performance by leveraging cutting‑edge
technology, innovation, and best practices to maintain the highest
standards of food safety, striving for zero food safety incidents.

0 food safety incidents.

PlanetSustainable Agriculture
Promote sustainable farming practices across our supply chain with afocus on:
Building resilience to climate instability and change by investing in soil
health and its long-term productivity.
• Soil Health Initiative.
• Net neutral carbon emissions through crop rotation.
Creating more with less through continuous pursuit of technology
innovations, crop management information systems, methodologies,
and practices.
• 5% use reduction per ton harvested: nitrogen, water, andAI pesticide.

3% decrease in nitrogen use intensity year-over year.
1% decrease in water use intensity year-over-year.
30% decrease in active ingredient pesticide use
year-over-year.

Lamb Weston
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2030 Goals

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APPENDIX

11

Lamb Weston has set several quantitative goals to work toward in the coming years, as well as more qualitative
commitments. We will provide updates on these goals annually, against a 2020 baseline, unless noted otherwise.
Our qualitative commitments are captured in the People, Food, and Planet sections of this report.

Goal

Performance

Planet (cont.)
Sourcing
Implement responsible sourcing by:• 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 or Tier II supplier.

100% certified sustainable palm oil andsecondary packaging.
Resource planning for supply chain sustainability
evaluation complete.
Building enhanced supplier diversity capabilities into
our new enterprise resource planning system.

Packaging Innovation
Advance sustainability with packaging that is:
Designed for our Planet• 100% of packaging will include bio-based materials or recycledcontent, reducing virgin, fossil-derived packaging materials.
• Reduce Scope 3 GHG emissions from our packaging materials.
• Reduce water usage from the production of our packaging materials.
Created for our Customers• 100% of packaging will be recycle-ready, reusable, or compostableby 2025.
• Create partnerships to improve infrastructure and building solutions
for current and future packaging material streams.
• Lead the industry in actionable and transparent sustainability goals.

Delivered material reduction results throughspecification review and modification of two key
packaging components.
Developed and piloted a new bio-based, compostable
package.
Advanced labeling capabilities through How2Recycle
partnership.

Production
Reduce carbon emissions, energy and water use, and the amountof waste generated throughout our operations:• Reduce Scope 1 and 2 carbon emissions 20% per pound produced.
• Reduce water use 20% per pound produced.
• Reduce food waste from the production process by 50%.*• Send zero waste to landfill.
*This goal is measured against FY21 baseline due to data availability.

1% decrease in Scope 1 and 2 emissions intensity frombaseline year.
5% increase in water use intensity from baseline year.
9% year-over-year increase in food waste intensityfrom the production process.
90% of waste diverted from landfill.

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APPENDIX

GovernanceStrong corporate governance is essential
to achieving our 2030 goals and meeting
commitments to our stakeholders.
Lamb Weston’s Board of Directors is committed toperforming its responsibilities consistent with soundgovernance practices. The Board routinely reviews
its processes, assesses the regulatory and legislativeenvironment, and adopts governance practices that
support informed, competent, and independent
oversight on behalf of our shareholders.
Lamb Weston’s Board of Directors is comprised of
10 members, including nine independent directors
and our chief executive officer. An independent
chairman leads the Board, which reviews Lamb
Weston’s long-term strategic plan, selects the CEO,and oversees succession plans for the CEO andother members of our senior management team.
Board committees include an Audit and FinanceCommittee, a Compensation and Human CapitalCommittee, and a Nominating and Corporate
Governance Committee.
The Lamb Weston Executive Leadership Team andthe Board of Directors regularly receive ESG updates
and take time to understand the critical resources
needed to make meaningful progress in the coming
years. Although the entire Board reviews our ESG
reporting initiatives, our Nominating and Corporate
Governance Committee receives quarterly updates
on our performance and progress against targets.

ESG GovernanceLamb Weston’s Senior Director of ESG
Administration oversees ESG topics with thehelp of a cross-functional team and executive
oversight. The ESG team consists of leadersfrom across the business, nominated bymembers of the Executive Leadership Team,and is responsible for strategy development,
management, and communication of our ESG
programs. The team works directly with subject
matter experts throughout the business to
execute strategy and drive progress toward ourgoals. Additionally, the ESG team keeps senior
executives informed.

Lamb Weston’s Values
Integrity
We do the right things the right way
every time, safely and with excellence.
InventivenessWe imagine and create better waysof doing things with our customers,
suppliers, partners, and team members.
Empowerment
We are bold leaders who makeinformed decisions and act like owners.
Teamwork
We value, engage, and challenge eachother and win as a Lamb Weston team.
Drive for Results
We are passionate and accountablein our pursuit of exceeding ourcommitments for all of our stakeholders.

12Our Progress.
PEOPLE

Maximizing the individual potential of all 7,900+
Lamb Weston team members and sharing value
with our communities.

Making Progress, Together

Involving Everyone
in Safety
Improving safety performance requires more than removing
hazards. It’s also about engaging every person in creating a safe
work environment. When our Safety team conducted a survey tounderstand team members’ levels of safety engagement, they foundsomething surprising. Although our Delhi, Louisiana, plant wasmeeting corporate Total Incident Rate (TIR) goals, team members
at the plant reported low levels of engagement, and felt they weren’t
being adequately recognized for safe behavior.
The Safety team jumped into action by introducing readily accessible
incident reporting forms throughout the plant, which made it easierfor hazards to be corrected and team members to be recognized fortheir efforts. This simplified process empowered more team members
to get involved in eliminating hazards and is proving that safety getsbetter when we commit as a team.

By providing our team members with thenecessary skills to excel, we empower them tomake the daily decisions that drive us on our
Journey to Zero.”
Shane Sims | Production Manager | Louisiana

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APPENDIX

15

PEOPLE

Our Progress
7,900+

Elevated People

team members
worldwide

to a core focus in ourStrategic Plan

AND HEALTH ADMINISTRATION (OSHA) TOTAL

Community
We are committed to creating and building a culture of giving among Lamb Weston teammembers that benefits our communities via donations, volunteerism, and advocacy.

INCIDENT RATE
3.91

3.5

Diversity, Equity, and Inclusion
We are committed to providing a work environment that fosters respect, inclusion, fairness, anddignity, and is free of harassment, discrimination, or fear of retaliation.

3.0
2.5

3.13

2.0

2.39

2.21

2.60
2.10

1.5

1.51

1.47

of our Board of Directors arediverse in gender or ethnicity

Commitments

LAMB WESTON OCCUPATIONAL SAFETY

4.0

30%

2.04

1.49

1.70

0.0

FY12 FY13 FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22

We define diversity as the unique abilities, experiences, and cultural 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.
As a global company, we honor and celebrate the diversity in our team which enriches our work
lives and drives diversity of perspectives in our decision making.

Community Contributions
Donations

Matching Gifts

Pay It Forward$242,000$78,000

227

67%

900+

382

provided tocommunity programs

donated by teammembers to
eligible charities(matched by Lamb
Weston Foundation)team member
donations matchedby Lamb
Weston Foundationof team members
participatedlocal charities benefited$236,000

8 locations

paid team member
volunteer hours
through our Volunteer
Time Off policy

donatedwith 90%+ participation

Lamb Weston
FY2022 Environmental, Social and Governance Report

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APPENDIXTeam Members
Lamb Weston is a global team of morethan 7,900 people with the primary goal ofbringing great french fries and service to
our customers. Delivering delicious fries
might seem like a modest passion, but thedelight that our products bring to the world
is a powerful motivator for our people.
Our team members are fry experts—they know theindustry inside out, from planting potatoes all the way
to fries hitting your plate. We have team members who
have been with Lamb Weston for 40 years or more,
as well as newer ones who encourage us all to breakwith convention and think differently. Lamb Weston’s
workforce consists of:••Hourly team members, both full-time and part-time,
most of whom work in our manufacturing facilities inroles ranging from skilled labor to management; andSalaried team members who work in technical andspecialized roles either remotely or in our
corporate offices.

Striving for Better
We are championing every team member’s passion
for progress, creativity and ingenuity to create a better
future for our people, planet and food.
At Lamb Weston we know nothing is ever final –wealways strive for better. We challenge, ask questions,add new touches to make things better. We don’t have
all the answers, but we have the will to try new thingsand push the envelope.

The Lamb Weston Culture
We’ve gone to great lengths to create a culturethat reflects the joy and fun of the products weserve. We don’t take ourselves too seriously, andwe unite around the idea that every day is “FryDay.” But while we have fun, we also treat eachother with respect and focus on performanceand results. Our team members feel safe having
difficult conversations with a balance of conflictand respect, because our leaders listen to theirteams and create space for people to speak up.
With the return to our offices and facilities, wefound that many team members re-centered
the importance of work-life balance during theperiods spent at home. To help them continue
to enjoy more time with their families and friends,
many of our plants introduced 12-hour shifts,
giving team members the chance to have two
three-day weekends per month. In addition to
improving work-life balance, the practice has
also helped us reduce overtime.

Lamb Weston You Matter
Team members at our Park Rapids,
Minnesota facility created a way
to increase peer to peer supportand recognition. The Lamb Weston
You Matter Group celebrates, andrecognizes individuals and rallies
around fellow team members,
and offers support or mentorshipduring times of need. In addition
to focusing on team members,
this group has engaged their local
community as well as organizedvolunteer opportunities supporting
wider causes. It’s a demonstrationthat our teams are better together.

16

Lamb Weston
FY2022 Environmental, Social and Governance Report

Ethics and Integrity
As a core tenet of our company, ethics and integrity
compels us to do business in the right way for allof our stakeholders. The success of our businessrests on the trust we build among customers andconsumers, and our ability to create an environment
where team members can be their best. We place
ethical decision-making at the heart of everything
we do and how we act, with our values leading
the way.
When it comes to developing an ethical culture,
we understand the importance of leading fromthe top. Lamb Weston’s General Counsel andChief Compliance Officer leads our Core Ethics &Compliance (E&C) team, with representatives fromacross the business. The team regularly updates
our Board of Directors on compliance initiatives
and issues.

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APPENDIX

Code of Conduct
Lamb Weston’s Code of Conduct details our
expectations for ethical behavior. The Codeis available online as well as on our internal
E&C portal in three languages. In support of
the Code, Lamb Weston maintains a range ofpolicies, also on our online portal, that provide
more detail on our approach to specific issues.
In addition, we have a Code of Ethics for SeniorCorporate Financial Officers that applies to ourCEO, CFO, and Controller. Lamb Weston’s
Board of Directors oversees our commitment
to ethics and compliance with legal standards
and has approved our Code of Conduct andCode of Ethics for Senior Corporate Financial
Officers. The Legal Department oversees
Lamb Weston’s compliance with the Code andother policies. Matters relating to our Code of
Conduct are routinely reported to the Board.

Lamb Weston’s Policies
In support of our Code of Conduct,
Lamb Weston maintains a range
of internal policies, available toteam members through our online
portal, that provide more detail on
our approach to specific issues.
•
•
•
•
•
•
•
•
•
•
•
•
•
•

Anti-Corruption
Antitrust
Anti Discrimination and Harassment
Business Hospitality
Workplace Conduct
Conflicts of Interest
Delegation of Authority
Due Diligence
Enterprise Information Security
Hiring Current and Former
Government Officials
Insider Trading
Giving and Receiving Business Gifts
Global Sponsorships andCharitable Giving
Supplier Code of Conduct

17

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FY2022 Environmental, Social and Governance Report

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We also engage team members throughthe “We Choose Integrity” video series,
which includes video messages frommembers of our Executive Leadership
Team, signage in our facilities about ethicaldecision making, and branded badge
holders displaying the Lamb Weston values.

APPENDIX

In 2022, the Ethics &Compliance Week theme
was “Food Safety.”

During our annual Ethics & Compliance
Week, the E&C team organizes activities toraise awareness about the importance of E&C. In 2022,
the theme was “Food Safety.”

Training and Engagement
We educate team members on E&C throughout their careers—when theyjoin the company, with training on the Code of Conduct and Harassment& Discrimination, and annually through mandatory refresher courses. We
also offer multiyear training for all salaried team members on information
security, as well as tailored courses covering anti-bribery, antitrust,leadership, and export compliance.
Beyond formal training, our CEO and General Counsel andChief Compliance Officer, as well as our Communications, Legal,and HR teams, deliver regular email communications to reinforce
ethical behavior.

18

Reporting Concerns
It’s imperative to our ethical culture that team members speak up when
they have an ethics concern, so we make it as easy as possible forthem to do so. Team members can report concerns or ask questions
by speaking to their immediate manager or other managers in theirorganization, their HR representative, or the Legal department. They
can also report concerns through the Lamb Weston Ethics Helpline,
which is managed by an independent third party, has the option toreport anonymously, and is available 24/7. Team members can accessthe Helpline via phone or online in more than 70 languages. It is also
open to customers, suppliers, and other stakeholders.
In calendar year 2022, we received 183 reports to the Helpline, anincrease from 2021. Reports are initially handled by specially trained
third-party staff and then investigated by authorized Lamb Weston
personnel. We do not tolerate retaliation against any team member orparty who reports a concern in good faith or participates in an ethics
investigation.

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PEOPLEFY2022 Environmental, Social and Governance Report

Occupational
Health and Safety
Lamb Weston has
maintained a commitment
to world-class safety within
our facilities since day one of
our operations. We aim forzero incidents, so every teammember can go home safely
every day. Achieving thisambition requires a culture
in which team members
protect themselves and theircoworkers by not engaging in dangerous behavior and not asking anyone
else to take unnecessary risks.
Our EHS (Environment, Health, and Safety) management system is aligned withthe health and safety standards ISO 45001 and ISO 14001, and promotesalignment of our global manufacturing facilities around a common
framework. We have deployed the following elements:
•
•
•
•
•
•

Incident management
Compliance management
Audits and inspections (see Safety Performance)
Metrics (primarily sustainability data. See Planet for more information)
Behavior observations
Corrective and preventive actions

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Facility Safety and Training
All manufacturing team members
participate in a safety orientation
when they begin working at
Lamb Weston. In addition, teammembers undergo safety policy
and standards training, as well as
job-related training, which includes
demonstrations of task-specific safe
work practices. In light of our new
EHS management system, Lamb
Weston revised our team memberdriven quarterly Key Concepts of Safety assessment program
to include our new “Journey to Zero” elements. Journey to Zerois a continuous improvement process that focuses on eliminating
EHS risks.
Our team members encounter different safety risks depending on
their work environment. For example, people in manufacturing
facilities face risks related to conveyors and processing equipment,
driving, ergonomics, hot and cold environments, moving equipment(such as forklifts), and slick conditions. Team members on our
farm, meanwhile, face potential hazards from weather, as well as
equipment. We offer training to address risks that team members
might face.
At the beginning of each shift, our team members conduct daily
risk assessments specific to the facility, production line, or area
in which they’re working. These assessments yield a list of risks
that can impact safe operations or quality. The risks typically go
beyond obvious mechanical hazards and encourage team members
to think about issues such as how to handle new or temporary
workers, covering for colleagues who are out sick, or non-routine
work required during the shift. Team members then prepare aplan to mitigate and control those risks. Daily assessments are19Lamb Weston

PEOPLEFY2022 Environmental, Social and Governance Reportcomplemented by safety huddles between teammembers and their shift leaders that focus on the risks
and mitigation plans highlighted by the assessments.
Safety Performance
Lamb Weston’s recordable incident rate is typicallyhalf the North American Industry Classification System(NAICS) industry average. Yet despite our strong
performance, we always strive for further improvement.
We track lagging and leading indicators of safety
performance. For a lagging indicator, we track andreport injury and illness data per OSHA requirements.
For a leading indicator, we use the Key Conceptsof Safety Assessment to self-evaluate our program
every quarter. On these assessments, we ask teams

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APPENDIX

to share their perspective on how programs are
performing. We also conduct routine assessmentsof our safety programs to evaluate conformance with
our EHS framework and programs, and to provide asafe environment for team members under constantly
evolving conditions. For core programs, we use a thirdparty assessor; for non-core programs, we conduct
internal assessments.
An additional leading indicator is potentially serious
incidents (PSI)—incidents that could have resulted inirreversible damage to people or the environment if
one single element were different. PSIs are a particulararea of focus for teams at our facilities. We use PSI,
alongside root cause analysis tools, to develop
preventive measures for potentially dangerous scenarios.

Sharing Safety with Each Other
We have a range of programs to encourage continuous learningand sharing of best practices related to safety. In 2021, we held our
first ever Lamb Weston Safety Week. We shared communication
focused on safety and the “why” behind our safety initiatives. We
asked team members to share why they work safe, compiling theircomments in a video that we shared across the organization. Eachfacility hosted activities unique to their site that highlighted safety
topics, such as safety Bingo or personal protective equipment races.
Our Hermiston, Oregon, plant was an early adopter of a new behaviorbased observation process called Because We Care, which aims
to create an environment in which team members not only look out
for their own personal safety, but also the safety of their teammates.

20

During the Because We Care process, a team member spends five to
10 minutes observing a coworker completing a task, while looking forrisks. If the observer identifies a risk, they stop the team member andspark a conversation about it. Many of our manufacturing facilities hostbook clubs that read about and discuss health and safety concepts andlook for ways to integrate the lessons into Lamb Weston’s practices.
At a corporate level, we share best practices across our global network.
We also help nurture a safety culture externally by sponsoring local
efforts, such as the Oregon OSHA Blue Mountain Safety Conference.
Our sponsorship brings together safety authors and thought leaders toshare their work with the wider safety community.

Lamb Weston
FY2022 Environmental, Social and Governance Report

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21

Team Member Engagement
In addition to our Ethics Helpline, Lamb Weston gives team members
the opportunity to have their voices heard through a biennial teammember engagement survey. The survey is open to all full-time teammembers, both hourly and salaried.
We were pleased to hear in our last survey that team members
maintain a high level of pride in the company, and a majority of ourteam members reported they are highly engaged in the work we do.
We also received clear feedback on opportunities for improvement,
including a need to:•••

Be consistent about recognition for team members
Improve collaboration and connection between
teams across our areas of business
Provide more transparency around business decision-making

In response to these issues, Lamb Weston’s Executive Leadership
Team is strengthening and building transparency into communications
at all levels of the organization. Additionally, we are improving clarity
around the company’s strategic direction and the input that goes
into it. We are leveraging tools throughout our organization tostrengthen our connections and understanding of the business;tools such as quarterly town hall meetings, fireside chats andmonthly newsletters to keep our team members better informed
across our business units.

Diversity, Equity, and Inclusion
As a global company serving a product that is enjoyed by customers
across countries and cultures, DEI is a business imperative. Our vision is
to be the No. 1 global potato company. An important step to achieving
this vision is to offer a respectful working environment in which everyone
has the freedom to be themselves, so that they can perform to the best of
their abilities.
Lamb Weston does not discriminate against anyone—including any teammember or applicant for employment—because of sex, race, 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.

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PEOPLEFY2022 Environmental, Social and Governance Report

To support our DEI goals, in 2021 we hired a seniordirector and a manager to implement strategies that will
help us strengthen a culture of inclusion and belonging.
In addition, our six DEI commitments offer a framework
for reaching our new goals. These commitments are:
•

•

•
•

•

•

We respect cultural differences and are committed
to cultivating a work environment for all teammembers that celebrates, leverages, and values
those differences.
We are committed to ensuring representation of
women and diverse team members at every level ofour organization.
We are committed to diverse slate requirements for
all professional-level positions.
We are committed to equity in career opportunity
and advancement for underrepresented groups inour organization.
We are committed to a culture of inclusion where
every person feels valued, supported, and free tobe themselves.
We are committed to offer training on DEI topic
areas that support both leaders and team members
in living up to these commitments.

Setting these commitments is important, but we mustalso equip our workforce with resources to support
their understanding of DEI and its significance to Lamb
Weston’s culture.
Taking Action on DEI
We offer DEI courses that are available to all teammembers through multiple channels. These courses
include training on Unconscious Bias, Inclusive
Leadership, Embracing Differences, Wellness and more.

Team Member
Demographics
Type

7,830

Full-Time

Team Member
Demographics
Type

1,601

Employee
Demo Gender | Global(permanent)
133 Part-Time
Aggregate

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Team Member
Demographics
RegionAPPENDIX

7,193
307
302
106
16
13
9
4
4

22

USA
China
CanadaAustralia
Japan
Singapore
MexicoArgentina
Brazil2 Panama
2	Republicof Korea
1 Hong Kong
1 Malaysia
1 Netherlands
1 Philippines
1 Taiwan

Temporary(permanent)

Team Member
Demographics
Gender | Global
Aggregate

Team Member
Demographics
Gender | Global
Leadership

4,878
3,055
30

69%
29%
2%

Male
FemaleNot Disclosed

Team Member
Demographics
Ethnicity | Global
Aggregate

3,427
2,916
582
539
310
80
74
33

Hispanic
White
Asian
Not Disclosed
Black/African American
Two or More Races
American Indian or Alaska Native
Native Hawaiian or
Other Pacific Islander
2 Other

Male
FemaleNot Disclosed

Team Member
Demographics
Ethnicity | Global
Leadership

75%
10%
6%
6%
2%
0%
0%

Team Member
Demographics
Gender | Global
HourlyWhite
Not Disclosed
Asian
Hispanic
Black/African American
American Indian or Alaska Native
Native Hawaiian or
Other Pacific Islander
0% Other
0% Two or More Races

62%
37%
1%

Male
FemaleNot Disclosed

Team Member
Demographics
Ethnicity | Global
Hourly

54%
26%
8%
6%
4%
1%
1%
0%

Hispanic
White
Asian
Not Disclosed
Black/African American
American Indian or Alaska Native
Two or More Races
Native Hawaiian or
Other Pacific Islander
0% OtherLamb Weston

PEOPLEFY2022 Environmental, Social and Governance Report

In 2022, we introduced a DEI learning anddevelopment platform to our global workforce
to support team members’ DEI learning journey.
In addition to the demographics information
provided in this report, we have made public
our U.S. EEO Commission data (EEO-1), a
mandatory annual data collection practicefor private employers with more than 100
team members. Taking this step improves
accountability for our DEI performance. You canview the latest report for our U.S. business byclicking here.
We have launched our first Business Resource
Groups (BRGs), voluntary, team member-led
groups that bring people together aligned
around an affinity area. These BRGs play animportant role in creating community andbuilding inclusion. Our new BRGs are:•••

Women’sMulticultural
Young Professional’s

Supplier Diversity
Lamb Weston seeks to improve DEI outcomes
externally, as well as within our company. A
key component of this approach is our supplier
diversity work. We will establish a specificsupplier diversity goal, along with two programs
to help us achieve that goal.

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Recruitment and Retention
Recruiting talent within the manufacturing sector
continued to be challenging in 2022. We remaincommitted to creating quality employment
opportunities for our team members, and
we encourage internal movement within our
teams to further enhance career growth. We
attract talented candidates through various
means, including social media outreach, robustinternship programs, creative sourcing strategies,
college recruiting events, and local and regional
hiring events. We are always looking to find thebest possible candidates to continue to build
a workforce that reflects the diversity of thecommunities we serve.
Our talent acquisition strategy strives to:
•
•
•
•
•

Advise our business leaders on strong
recruiting and interview strategies.
Provide a robust pipeline of qualified
and diverse candidates.
Provide scalable and innovative talentacquisition resources to the enterprise.
Source, engage, and hire the best candidate
for each role efficiently and effectively.
Leverage technology to identify
and engage top talent.

Engagement ThroughRecognition
An important way we retain teammembers is by making sure they
feel engaged at work. In 2021, five
Lamb Weston locations createda new Engagement Specialist
position to lead programs related
to team member engagement. Our
Park Rapids, Minnesota, facility
launched a peer-to-peer recognition
program through which team members
can recognize each other for a job
well done. When a team member
is recognized, they can choose giftsthat support shops and businesses
in the city of Park Rapids. In this way,
the program not only boosts moraleand strengthens relationships
between team members—it also
creates connections with thecommunity our people call home.

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24

Leadership Capabilities
At Lamb Weston, we see all team members as leaders, whether
they actually manage people or not. Every team member has
influence on the business, no matter what role they hold.
The Leadership Capabilities Model was developed as theframework that defines what capabilities are needed to leadeffectively in the Lamb Weston culture. The model is composedof five capabilities:•••
We recruit new talent through various
sources, including university relationships,
community partnerships, career fairs, social
media outreach, team member referralprograms, and diversity partnerships. We
have enhanced these recruitment channels
in a variety of ways, including reintroducing
in-person recruitment events and centralizing
our intern and college recruiting program
to give us a better understanding of theintern and graduate talent pools and acohesive approach to recruitment acrossthe company. We’ve also enhanced
engagement with institutions that support
career and technical education by building
relationships with local high schools,
technical schools, key organizations, andinstructors. In a proactive move to engage
prospective team members in advance ofan open position, we’ve implemented atool to build candidate pools that improves
candidate engagement and promotion of
the Lamb Weston employment brand acrossmultiple channels.
Lamb Weston’s plants have particularly
struggled to attract talent in this competitive
landscape. To support our facilities, we’ve
launched a relocation policy for hourly
team members to enable inward migration
to certain plant locations. In addition, we
implemented a sign-on bonus for newteam members at our plant locations.
Finally, we enhanced our team member
referral program by removing obstacles forour existing team members to refer theirneighbors, family members, and friends,
and increased the payout amount of theteam member referral bonuses to anindustry-best rate.

••

Lives Our Values—practices and models the behaviorsaligned with the core beliefs and culture of the company
Grows Our People—assesses existing knowledge
and skills of team members and focuses onways to enhance their development
Champions Change—responds with vision and agility
during periods of growth, disruption or uncertainty, while
influencing/inspiring action in others to bring about change
Communicates with Impact—creates and communicatesmessages which inspire the thoughts and actions ofothers while paying attention to the needs of the audience
Understands Our Business—realizes the priorities,
practices, needs, wants and requirements of thebusiness and applies that knowledge to makeinformed decisions and drive business results

These capabilities help inform the work focus in TalentAcquisition, Learning and Development, and TalentManagement. We assess for these capabilities wheninterviewing and selecting new team members or promoting
them to new roles. Learning and Development has created
and implemented learning programs linked to each of thecapabilities. From a Talent Management standpoint, thecapabilities have been built into our Performance Review
Framework along with goals. They are also an area ofassessment for Talent Review and Succession Planning linked
to performance, potential, and career aspiration.

Lamb Weston
FY2022 Environmental, Social and Governance Report

Well-Being and Benefits
Lamb Weston has increased our focus on team member well-being andsafety by enhancing existing benefits and introducing new options to
support team members holistically.
In 2021, we expanded paid time off benefits for North American teammembers, including additional vacation days, depending on employment
status and location. We introduced a new parental leave policy, providing six
weeks of paid leave for new parents, including adoption and placement offoster children. We also introduced a new flex time policy, Lamb Weston Flex,
which allows team members to work on a hybrid schedule, working fromhome part of the week. Many of our office team members take advantage
of Lamb Weston Flex to create work-life balance. Lamb Weston’s annual
incentive program gives team members the opportunity to earn bonuses
depending on company performance.

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25

In addition to our standard healthcare plan, we offer a medical plan option
for eligible U.S.-based hourly team members with access to a Health
Savings Account seeded with funds from Lamb Weston. Our 401(k) plan
allows team members to make pre-tax contributions and offers a very
competitive company contribution. We encourage awareness of personal
health and well-being by providing access to tools and information online,
as well as health screenings, access to mental health counselors, and freefinancial planning assistance.
In January of 2023, we created the Lamb Weston Emergency Fund thatprovides financial grants of up to $2,000, to team members who areimpacted by catastrophic events such as hurricanes, tornadoes, fires, etc.
The fund also provides assistance to team members who are victims ofdomestic violence, have financial hardship as a result of illness, death of afamily member, or other situational events.

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The Lamb Weston tuition reimbursement program offers all U.S. teammembers tuition support to help them pursue further education. In
addition, the Lamb Weston Foundation’s Scholarship Program offers
the chance at $1,500 toward tuition to team member dependents who
are attending college or technical school. Recipients can renew thescholarship for up to three years or until a degree is earned. In 2022,
we awarded 33 scholarships.
Professional Development
Giving our team members the tools and resources to grow and havea fulfilling career not only helps them give their best to Lamb Weston;it also helps us retain them at the company. We have a professional
development curriculum that we regularly evaluate so that we offer
professional development courses that meet our evolving needs. We
have introduced several new development programs through ourLamb Weston Learning Academy focused on our new Leadership
Capabilities. We also give team members access to LinkedIn Learningand other virtual programs that provide just-in-time learning acrosshundreds of topic areas. We continue to develop new foundationalcourses for leaders to cultivate a leadership mindset, champion
change, build trust, and coach and develop their teams. In addition,
we provide all leaders with feedback focused on their individual
development plans.

26

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27

Communities
As a manufacturing company, Lamb Weston
has a significant influence on the communities
where we live and work. We often employ
a large number of local residents, offering
economic development opportunities and othersupport functions to team members and theirfamilies. We’re proud of our role as a major
employer, and we seek to make progress incommunities by giving back through financial
and nonfinancial contributions.
And as a food company, Lamb Weston’s corporate
community strategy focuses on alleviating hunger. We
have long-term partnerships with a range of nonprofit
organizations to which we make financial contributions.
In addition, we collaborate with these organizations
to provide information and training on healthy eating.
These organizations primarily include food bank partners
in Washington, Oregon, Idaho, Minnesota, and Louisiana
in the U.S., and Alberta, Canada. They include:
•
•
•
•
•
•
•
•

Feeding America
Food Bank of Northeast Louisiana
Idaho Foodbank
North Country Food Bank
Oregon Food Bank
Second Harvest Inland Valley
Taber Food Society
Washington State University System Food Pantries

Locally, our facilities manage their own community
outreach programs through local giving committees,
which enable team members to engage with local
nonprofits financiallyand through volunteer
opportunities.

$680,000

donated by Lamb
Weston Foundation$3M

Value of Lamb Weston
product donated fromour warehousing
networkLamb Weston
Supports the Peopleof Ukraine
Russia’s invasion of
Ukraine, which began
in February 2022, hastriggered a humanitariancrisis punctuated by foodshortages, among otherconcerns. The Lamb Weston
Foundation donated $50,000
to World Central Kitchen,which provided meals todisplaced Ukrainians.

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PEOPLEFY2022 Environmental, Social and Governance Report

Grantmaking
We make cash grants through the Lamb Weston Foundation, aseparate 501(c)(3) organization that focuses on how we can makeour communities better, together.
We also make corporate cash contributions to meet extraordinary
needs. For example, in FY21 Lamb Weston contributed $125,000 to
the James Beard Foundation’s Food and Beverage Investment
Fund for Black and Indigenous Americans to provide financial
resources to food and beverage businesses that are majority-owned
by Black or Indigenous individuals. The fund is part of the James
Beard Foundation’s Open for Good campaign, which seeks torebuild the independent restaurant industry after COVID-19.
Lamb Weston supports other types of organizations that areimportant to our facility communities. In FY21, we donated $75,000
to the Boardman Industry Learning Center in Boardman, Oregon, tohelp the facility expand its childcare services.

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28

Team Member Community Engagement
Our team members are one of our greatest assets in the deployment ofcommunity initiatives. Beyond making a difference for the causes we support, ourteam member giving programs provide an outlet for the growing number of people
who want to pursue a deeper purpose through their work. A Giving Portal on our
intranet facilitates many of our team member engagement programs.
We offer a number of engagement opportunities, including:
•
•

•

•

•

Annual Food Drive—Each year, we host a food drive that is organized
and run by our local facilities. In 2022, we hosted our 13th annual drive.
Board Service Grants—Many team members choose to serveon the boards of local nonprofits. We encourage this service bycontributing $2,500 to eligible 501(c)(3) organizations after a teammember has served on their board for at least one year.
Matching Gifts—Since 2018, we have offered a year-round teammember matching gifts program. The Lamb Weston Foundation
matches 100% of any donations made by U.S. team members
to eligible 501(c)(3) charities, up to $1,000 per year.
Pay It Forward—Every eligible team member in the U.S. and Canada
receives $50 in their giving account, which they can direct to an eligible
charity of their choice. This allows the Lamb Weston Foundation
to support programs that our team members care about.
Volunteer Time Off—Lamb Weston offers all U.S.-based salaried teammembers eight hours of paid volunteer time off per year. Reporting volunteer
hours is currently voluntary, so we believe that the number of hours reported
is lower than the actual amount of time our team members spend giving back.

Our Progress.
FOOD

Offering our customers and consumers the highest
quality potato products possible in a responsible manner.

Making Progress, Together

Involving Everyone
in Food Safety
At Lamb Weston, food safety is everyone’s job. We invest in foodsafety and quality training for team members at all levels of theorganization, including both training specific to job roles, andgeneral courses and programs available to all.
Our newest program is Food Safety University, a program thathelps team members better understand food safety principles andbecome mentors for others, allowing us to establish a succession
plan for future food safety leaders. Since its launch in 2020, we
have advanced the program to include risk assessment, root cause
problem solving, hygienic design, and verification and validation.
Other programs include Process Quality training, in which
students learn the basics of food safety, quality programs, andpotato processing. Almost all Lamb Weston team members
interested in leadership positions undergo this training. We alsooffer Advanced Potato Processing Training, an advanced coursethat delves more into the science behind potato processing. We
believe the more people who understand food safety acrossLamb Weston, the better and safer our food will be.

Food Safety University is about providing the knowledge
and skills necessary to build, develop, and manage robust foodsafety programs. Our motto is “Food Safety University! Growing
food safety leaders from the ground up!”Offering the right technical training for the right roles, at the righttime, and with clear expectations, sets our people up for success. ”
Mike Heard | Sr. Manager | Food Protection: Auditing

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Our Progress
2025

16

11

all products will
be halal certified

internal safety
and quality audits

team members graduatedfrom Food Safety University.

Key Achievements− Embedded ESG criteria into all innovation projects to evaluate the sustainability impactsof our manufacturing processes and products.
− Implemented Quality Improvement Plans in Australia and Argentina which areestablished annually across Lamb Weston and include action plans to improve
quality targets.
− Continued to conduct our safety and quality audit program during the COVID-19
pandemic using a hybrid virtual and in-person model.
− Identified an emerging x-ray technology that can detect foreign material with a higher
resolution than our current x-ray systems.

Commitments
Food Safety• Holding our own facilities and our direct suppliers to the highest standards for food safety.
• Ensuring Lamb Weston and our direct suppliers are on the forefront of food safety
practices, supporting zero tolerance for foreign material from farm to table.
Product Innovation
We focus on innovation for the evolving needs and preferences of our customers, their guests, and our
retail consumers by offering a wide variety of vegetable-based foods, from health-forward to indulgent.
Our people apply insights, formulation skills, a variety of cooking methods, and simple ingredients tomake delicious products that are enjoyed around the globe.

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32

Product Stewardship
Globally, our products are behindsome of the best-known restaurant
brands in the food industry. Whencustomers indulge in golden fries,
it’s likely they’re enjoying fries
made by Lamb Weston.

Given that most of our customers enjoy our products
in moderation, we need to make sure that every biteis worth the indulgence—while making progresson the issues that matter most to customers andconsumers. In the past three years, customer trust
has been the main theme to emerge from ourmacro-trend analyses of the food industry. We takecare to honor and maintain it because we know howeasily it can be lost.

Innovating to Meet
Customer Preferences
Customer and consumer happiness drives every
decision we make, so it’s imperative that we stay
on top of consumers’ evolving preferences andcustomers’ needs. Innovation is vital to the longterm success of Lamb Weston because it helps
us evolve along with our stakeholders. We have abalanced innovation strategy, with sustainability at
the core, and a customer-centric team ready to see
new possibilities in potatoes.

The sustainability of our products has become
increasingly important to customers, as well asother stakeholders. We’re a major supplier to
U.S. and global customers, distributors, andretail partners, many of which have sophisticatedsustainability goals and strategies, often covering
their supply chains. For these reasons and others,
placing sustainability considerations at the core of
our innovation strategy just makes sense.
All of our Global and Foodservice products
made in North America and China meet thefollowing standards:••••

No trans fats
No hydrogenated oils
No partially hydrogenated oils
Responsible sourcing of palm oil

The Scoop on Our Fries
Most of our sales are to large
customers, like restaurant chainsand foodservice distributors. We
also offer more than 60 products thatcan be purchased by consumers
at retail stores and prepared athome in a residential oven or air
fryer without additional oil. These
include a growing number ofkosher and halal-certified options.

Lamb Weston
FY2022 Environmental, Social and Governance Report

Upcycling
In an effort to reduce food waste, Lamb Weston has developed innovative
approaches to upcycling. For example, we use pieces of the potato thatare too short to be fries in our chopped and formed items. We recapture
other potato byproducts which are then refined into a specialized starchthat is used in our proprietary coatings and batters. As we continue
to innovate in this area, we’re also exploring how to reuse potato peel
byproduct in processing, as well as how to optimize water, energy, andproduct waste to drive processing efficiencies. See Planet for more
information about Lamb Weston’s sustainability innovation, including moredetails on our upcycling work.

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Our Commitment
Regarding Bioengineering
Lamb Weston does not use any bioengineered or genetically modified
organism (GMO) potatoes, sweet potatoes, or vegetables. We require
our growers to identify the genetic source of their crops. However, weagree with the U.S. Food and Drug Administration (FDA) and numerous
other trusted scientific bodies and regulatory agencies that foods that
contain bioengineered ingredients are safe and nutritious to eat. Given
the potential for biotechnology to improve the quality, availability, andnutritional value of food, we support its responsible use when based on
sound science and regulatory and safety reviews. We closely monitor
the science of potato growing and processing because it’s importantto our customers, their consumers, and to us. We will continue to makegreat potato products that deliver on our customers’ expectations,
including providing certified non-GMO options, always with an eye on
the evolving science and changing food landscape.

33

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Chemicals of Concern
Lamb Weston monitors certain chemicals that either form naturally
in the production or cooking of our fries, or that are used to growour ingredients.
Acrylamide
According to the FDA, acrylamide is a “chemical that can form insome foods during high-temperature cooking processes, such as
frying, roasting, and baking.” It forms naturally when sugars andamino acids interact in foods like potatoes, grain products, andcoffee. The substance has caused concern in recent years becauseof its potentially carcinogenic properties. Lamb Weston is working tobetter understand the factors that influence acrylamide formation.
We conduct an annual survey of acrylamide in our existing products,
which involves assessing select products to understand how crop
quality may have affected acrylamide content. In addition, as partof our new variety program introduced in 2021 (see Sustainable
Agriculture), we constantly screen new potato varieties across a
range of criteria. The acrylamide-forming potential of the potato isincluded in this screening.

Responsible Palm Oil Use
Palm oil has become a popular ingredient in processed foods because
it has excellent cooking properties, a smooth and creamy texture,
and a natural preservative effect. It’s also odor-free and is the highestyielding vegetable oil crop, which makes it very efficient to grow.
In their efforts to promote sustainability in their own supply chains,
many of our customers are interested in knowing how our palm oil issourced. For more information about our commitment to sustainablepalm oil, see Sourcing Palm Oil Responsibly.

Pesticides
We also closely monitor pesticides, which we apply to raw crops, foradherence to U.S. Environmental Protection Agency and international
regulations. As with our acrylamide work, we conduct annual testingof pesticides. We have confirmed that our pesticide use conformed to
all relevant regulations. In addition to responsible use of these inputs,
our sustainable agriculture program incorporates pesticide use andmanagement into its strategy and goals.

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Product Labeling and Marketing
Given that most of our sales come from large commercial customers, Lamb Weston
does not market heavily to consumers. Where we do market, we ensure that campaigns
and communications are targeted to adults, not children.
Our food labels are one of the most effective ways for us to deliver
information about our products to consumers. Food labels in
the U.S. are regulated by the FDA. The Nutrition Labeling and
Education Act (NLEA) requires most foods to bear nutrition labelingand requires food labels to comply with specific requirements.
As a food manufacturer, Lamb Weston is responsible for keeping
current with the latest requirements for food labeling.
In addition to delivering required information, food labels give us
an opportunity to inform consumers of the measures we’ve taken
beyond regulatory compliance to improve our ingredients andproduce higher-quality frozen potato products. For example, in
2021, Lamb Weston added indicator symbols regarding sodium,sugar, and fat to the front of packages in international markets
where these labels are required.

Certifying HalalAs Lamb Weston grows internationally, we have seen
an uptick in demand for halal-certified foods. Our
french fry products are halal, and we are seeking official
halal certification for these products by 2025.

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APPENDIX

Food Safety
and Quality
Lamb Weston takes a “total care”
approach to food safety and quality,
meaning it’s everyone’s responsibility,
every step of the way. Our continuous
improvement philosophy pushes us
to constantly make progress thatexceeds expectations, especially whenit comes to food safety and quality.
What Do We Mean by
Safe Fries?
Food safety and quality are top priorities across our industry. We collaborate with peers through a rangeof organizations, including through leadership and committee participation. We participate in the following
industry organizations:
•
•
•
•
•
•
•
•
•

American Frozen Food Institute (AFFI)
American Potato Trade Alliance (APTA)
Analytical Chemist
Association of Food & Drug Officials (AFDO)
Association for Sustainable Food Safety
British Retail Consortium (BRC)
Consumer Brands Association
Food Allergy Research andResource Program (FARRP)
Food Defense Consortium

•
•
•
•
•
•
•

Food Northwest
Frozen Potato Products Institute (FPPI)Global Food Standard Initiative (GFSI)
Institute Food Technology (IFT)
Institute for Food Safety and Health (IFSH)
International Association for
Food Protection (IAFP)
Northwest Food Safety & Sanitation (FSS)Workshop (with Washington State University)

Safe products meet the strictest criteria
for reducing hazards that could cause
injury or illness to consumers. These
could include chemical hazards suchas allergens, physical hazards suchas foreign material, or biologicalhazards such as pathogens.

What Do We Mean by
Quality Fries?
Quality refers to the features andcharacteristics of a food product thatis acceptable to consumers and meets
their expectations. Quality requirements
vary, as different customers have arange of expectations regarding how
their products should look and taste.

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Food Safety and Quality Technologies
Detailed risk assessments help us identify areas in which technology can
improve our food safety practices. We are working toward meeting the FDA’s
New Era of Smarter Food Safety program, which seeks to use technology
and other tools and approaches to create a safer and more digital, traceable
food system. The program’s goal is to reduce the number of foodborne
illnesses in the U.S. Along our New Era path, we’re investigating how to
improve our tracking and traceability programs and striving to understand
how we can make Lamb Weston’s food safety culture best-in-class to meet
the FDA requirements.
To eliminate, control, and manage all potential food safety hazards, we havea specialized team of subject matter experts, engineers, and processing
experts focused on foreign material reduction. The team uses sifters, sorters,
and magnets to remove foreign material from the ingredients and products
we manufacture, and x-rays and metal detectors to identify foreign materials
in final products.
Our foreign materials laboratory helps us identify the source of foreignmaterials in our products. Lamb Weston production facilities and the lab
work together to identify where a foreign object originated and implement
corrective actions to prevent recurrence.

Advanced X-Ray Analysis
Lamb Weston has identified an emerging x-ray technologythat performs an iterative analysis that can detect foreignmaterial with a higher resolution than our current x-ray
systems. We implemented this technology at one of ourfacilities in 2022 with plans to expand it to additional facilities.

Each year we try to raise the bar and we have been focused on foreignmaterial reduction and elimination, sanitation improvement, and testing new
methods for risk reduction in our facilities. To improve sanitation, we havecreated a sanitation improvement task force. This team and its project work
have generated good data and enabled us to try new technologies before
implementing them companywide.
Recent Research
Lamb Weston works with external academic and industry experts on quality
and safety issues impacting the food industry. This research encompasses
detecting and surveying chemicals of concern and applying mitigation
measures to reduce and eliminate them in the raw potato, finished product,
and production processes.
We have an allergen-control program to help minimize risks to consumers
with allergies. We review this program at least annually to ensure the highest
standard of safety. As part of this program, researchers at Lamb Weston
have developed an advanced method to detect allergens in fry oil. Our
research methodology for the new detection system is being validated by an
external laboratory. Once confirmed, we will use the methodology to better
understand and optimize our oil filtration systems.

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Maintaining Safety and Quality
Standards Around the World
Lamb Weston adheres to global food safety standards and implements
them with food safety plans for each production line at each facility, as wellas conducting internal audits at all of our production facilities. Bringing
everyone, everywhere up to speed with our safety and quality standards
helps us achieve our total care philosophy. Whenever we integrate a newacquisition, we have a team of quality professionals who work on site at theacquired business to assess their quality programs. This due diligence helps
us identify gaps and create and implement corrective action plans.

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We introduced a new global quality management system in which facilities
analyze their losses and create quality improvement plans to improve thoselosses and meet KPI targets, including specification compliance, standard
deviation, and acceptable quality level. We worked with our partners in
Europe and in our Australia and Argentina businesses to advance our safety
and quality standards.
Food Safety and Quality Audits
Within our owned and operated facilities, we use internal audits, third-party
audits, and audits conducted by our customers to help inform our food safety
processes and standards and check that they are working correctly. All of ourfacilities are certified to the GFSI’s BRC Food Technical Standard, as well as
more stringent food safety company policies. Given the continued pandemic
in 2022, we conducted internal audits with a combination of virtual and on-sitecomponents. In some cases we relied on third-party audits in place of internal
audits to assure our food safety standards.
Third-party and customer audits vary in frequency and scope depending
on risk level. For example, our ready-to-eat (RTE) products are consideredhigher risk, so our facilities producing these products are audited to a higher
standard and have more stringent programs in place.
In 2022, 16 third-party audits and 42 customer audits were conducted at
Lamb Weston facilities. These audits uncovered no major non-conformances.
We respond to non-conformances by implementing remedial actions and if a
facility is found to have critical issues, it is re-audited within 90 days. See our
SASB Index for details about our audit performance.

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PEOPLEFY2022 Environmental, Social and Governance ReportManaging Quality
To measure quality throughout the life of our
products, we assign each item, including
raw ingredients, a product specification thatmeets customer requirements, targeted quality
standards, and Lamb Weston’s requirements. After
products are released, we continue to monitor
quality by tracking results related to finishedproduct testing, customer complaints, and productrecalls. This also helps us monitor trends andmake process adjustments when necessary.
We operate a consumer affairs function thatengages with consumers via phone, websites,and social media. If we receive a complaint,
we track it and send it to the facility where theproduct was produced for an investigation. We
share the results with the consumer, and ourfacilities use the information they gather forcontinuous improvement.
Lamb Weston’s quality testing includes
measurements for defects, length, solids, texture,color, and flavor. We began automating quality
checks at our plants using equipment embeddedin the production line that tests quality and reports
data continuously. We also introduced a new
global quality management system that improves
our data collection and reporting.

Supplier Engagement
Lamb Weston’s Supplier Compliance program
covers a multitude of areas, including food safety.
First and foremost, all of our production facilities
must verify all incoming ingredients for food safety
and quality requirements before receiving andusing them in production. We require suppliersof RTE (ready to eat) products, as well asother high-risk suppliers, to adhere to GFSI’s
requirements for food safety.
Our control program to monitor supplierperformance incorporates on-site visits
and additional monitoring provisions. We
implemented a supplier compliance and plantquality management software called TraceGains
to manage supplier performance across all our
ingredients. See Sustainable Sourcing andProcurement for more information.

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How We Test Quality••

Recalls
Lamb Weston operates a robust product recall
program for products that do not adhere to ourhigh safety and quality standards. In 2022, we had
zero product recalls and one product withdrawal.

APPENDIX••

In-facility sampling—Quality
assurance experts at eachfacility pull product samples
from production lines every
30 minutes. This is done
during the process to build in
quality and as a final checkto confirm product quality.
Enterprise-level sampling—
Each week, we gather samples
from a rotating selectionof production facilities andevaluate them at Lamb
Weston’s headquarters to checkthem against specifications.
Corrective action plans—
If we find defects, wework with the facility to
document a plan of action.
Following up—A designatedperson at each production
facility is responsible fortaking corrective action, andparticipates in monthly quality
calls to review progress.

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Our Progress.
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Reducing our environmental impact and conserving
natural resources.

Making Progress, Together

Partnering to Reduce
Food Waste
In the United States, 33%* of food goes unsold or uneaten, resulting
in 80 million* tons of surplus food each year. It has an enormous
impact on the environment, consuming 22%** of freshwater and
16%** of cropland. It’s also responsible for 6%* of U.S. greenhousegas (GHG) emissions, and it’s the number one input to landfills,
where it decomposes and generates methane, a GHG that’s morepotent than carbon dioxide. Waste can occur at all stages of the foodsupply chain, from growing, to processing, to transporting, to foodservice, to consumers’ homes.
As a company that both grows and processes food, Lamb Weston
has an important role to play in tackling this issue. We signed thePacific Coast Collaborative’s Pacific Coast Food Waste Commitment
to reduce and prevent food waste in California, Oregon, andWashington by 50% by 2030. Fellow signatories include a coalitionof food retailers, manufacturers, foodservice providers, and regional
jurisdiction partners. Between now and 2030, Lamb Weston andother signatories will team up with food waste experts to formalize
baselines and participate in working groups and pilot projects,
working together to make progress on this essential issue.

Waste data has largely remained confidential, with businesses
seeing disclosure of information as sharing competitive advantage. It’s
exciting to see companies like Lamb Weston view food waste as a precompetitive issue and being in support of transparent information flows
and supply chain collaboration. We will not solve the problem of issues like
waste fast enough if we stay in competitive silos, and we applaud Lamb
Weston’s participation in the Pacific Coast Food Waste Commitment.”
Pete Pearson | Sr. Director Food Loss & Waste World Wildlife Fund
*Source: ReFed.org**Source: epa.gov

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Our Progress
100+

potato growers
farming 170,000+
acres of land

10%of Lamb Weston potatoes
come from our own farmin Washington StateIn 2023

validate science-based targets
to reduce carbon emissions inline with the Paris Agreement

496M

gallons ofwater reused

Launched

Packaging Innovation
sustainability goals

100%

RSPO Mass Balance
certified palm oilFirst

Upcycled Certified product—pea starch for batters

Key achievements−−−−

Filled the Soil Health Chair position at Washington State University. The chairperson joined WSU in August 2022.
We’ve partnered with the USDA’s Climate-Smart Commodities program to help reduce the carbon footprint of potato agriculture.
Expanded GHG, water, and waste reporting to include global locations in Australia and Argentina.
Donated over 4.9 million pounds of Lamb Weston product from our warehousing network.

Commitments
Sustainable Agriculture
Securing healthy, wholesome crops with IPM (Integrated Pest Management)
practices to reduce the use of pesticides, ensuring safety and productivity.
Enhancing farm resilience by supporting farmer development across all
growing regions, while promoting diverse farmer profiles. Further improve
this resilience through industry collaboration advancing farmworker safety,
food safety, and sustainable agriculture practices.
Sourcing
Delivering resource and cost reduction through packaging optimization andconsolidation while protecting food quality and safety.
• Standardized ingredient portfolio to reduce supply complexity.

Packaging
Advance sustainability with packaging that is:
Designed for our Planet• 100% of packaging will include bio-based materials or recycledcontent, reducing virgin, fossil-derived packaging materials.
• Reduce Scope 3 GHG emissions from our packaging materials.
• Reduce water usage from the production of our packaging materials.
Created for our Customers• 100% of packaging will be recycle-ready, reusable, or compostable by 2025.
• Create partnerships to improve infrastructure and building
solutions for current and future packaging material streams.
• Lead the industry in actionable and transparent sustainability goals.

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Sustainable Agriculture
One of our driving ambitions is to have thebest agricultural management practices
in the industry. We build continuous
improvement into our processes, adopt
the latest equipment and technology, andshare best practices with our growers.
This pushes us to become better stewardsof the land.
At Lamb Weston, we focus on the basics, including healthy soil. We believe it is the key to building climate
resiliency and long-term productivity. We invest in soil research and technologies that promote nutrient-rich soils
while minimizing inputs. We work with our farmers to advance safe and sustainable farming practices and support
the values of diversity and equity in farming. To help transform the industry, we collaborate with and share bestpractices across our supply chain.

We raise crops such as
potatoes, peas, carrots,and sweet corn and produce
milk from our dairy.

We incorporate crop rotation,
IPM, and modern equipment
to determine which combinations ofpractices deliver the best quality and yields.

The byproducts of ourvegetable processing areused for dairy feed.

Manure from the dairy
operation is used as
crop nutrients.

Circular Agriculture
at 100 Circles Farm
100 Circles Farm,
our 20,000-acrefarm in Paterson,
Washington, is where
we pilot technologies
and practices before
introducing them toour growers. It helps
us better understandthe challenges andopportunities our
growers face. About 10%of our potatoes, someof which are organic,
come from this farm,and the rest are sourced
from contract growers.

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The Potato Growing Process
01

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44

Growing Our Potatoes
It all starts with a seed. With time and care, that seed grows into a potato,
which is then harvested, stored, and transformed into Lamb Weston fries. It’s acycle that depends on the seasons, water, nutrients, farmers, and technology.

03

Seed pieces are planted
early to mid-Spring. Size,
spacing, and depth are
precisely controlled.

FOOD

05

Row harvester machines
dig 15-20 acres per day.
Potatoes are inspected,
loaded, and delivered.

Lamb Weston
processes potatoes
into fries, hash browns,
and more year-round.

Over the next few
months, the seeds growinto potatoes. Crops
are closely monitored.

Up to 12,000 tons ofpotatoes are stored inbuildings specificallydesigned and built for them.

02

04

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Farmer Partnerships
Farmers are the heart and soul of our business. We have worked withthem for 70+ years. Many in our network of 100+ growers operate family
farms and are long-term partners. They know the land better than anyone
else, and they take pride in the potatoes they produce. Understandably,
they are fiercely committed to ensuring their land remains healthy andproductive for generations to come. Lamb Weston recognizes andsupports this commitment by acting as a responsible partner.
Lamb Weston’s Grower Guide sets clear expectations for our partners. It
covers safety, sustainable agricultural practices, reporting and auditing
processes, and is reviewed annually and updated as needed. To ensure
safe and sustainable crop management practices, we require ourgrowers to complete an annual USDA Good Agricultural Practices audit.
We also give our growers access to relevant, continuing education and to
Lamb Weston agronomy experts for advice and consulting.

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APPENDIX

Lamb Weston’s Growers’ Information Edge program is key to meeting
our short- and long-term goals for our own farm and for our growers.
The program collects data on farming inputs and outputs and allows us
to set goals and spot opportunities for improvement. Most importantly,
we share findings and expertise directly with our farmers to help themmake data-driven farming decisions aligned with best practices, suchas minimizing pesticide, fertilizer, and water use, while optimizing crop
yield and quality.
In 2021, Lamb Weston began a program to evaluate fields on ourfarm to develop a carbon footprint. This was the first step in better
understanding our carbon cycles and identifying opportunities.
The pilot continued in 2022, as we apply the research to a full potato
crop rotation. We are working to analyze our own farm, as well as
understand what will be needed to scale this work across growing
regions around the world.

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Managing Variables Sustainably
In agriculture, many variables are beyond our control, from local
climate and weather conditions to water availability to urban sprawl
encroaching on farmlands. These factors can vary greatly byregion or crop year. Successful and sustainable farming requires
taking these variables into account and optimizing the things we
can control to find the right balance of inputs. There is no single
formula. Our growers are constantly refining their approaches,zeroing in on different aspects of their farming operations, all ofwhich are interconnected. In 2021, we experienced one of the mostchallenging growing seasons in Lamb Weston’s history. Extreme heatincreased our need for water, nitrogen fertilizer, and Active Ingredient(AI) pesticides. Extreme heat was also a factor for the 2022 growing
season, which is reflected in our consistent metrics for water andnitrogen use year-over-year. A decrease in pest pressure in the 2022
growing season led to a favorable performance in pesticide use.
Water
Potatoes are more than two-thirds water and need just the rightamount to thrive. Too little water causes stress, decreasing yields
and impacting quality, and too much water promotes harmful cropconditions like mildew growth. To farm sustainably, we focus on
using less water, reusing water, and preserving water quality.
Lamb Weston farmers rely on innovative and improved technology tohelp us reach water conservation goals. Center pivot drop nozzle,
low pressure irrigation, in-field moisture monitoring, and infrared
imagery helps farmers reduce water use through more uniform
watering, lower evaporative loss, and better measurementof application rates.

We take water risk seriously. Water risk
assessment shows that most of our growers
are located in regions where the risk of water
scarcity is low or medium. A few growing
regions, including Hermiston, Oregon; Park
Rapids, Minnesota; Twin Falls, Idaho; andShangdu, China experience medium toextremely high water risk. The output fromgrowers in these regions represents 32% of ourraw potato volume. Lamb Weston introduced
drip irrigation for our potatoes grown inShangdu in 2009. This method has rapidly
expanded among our potato growers. To
date, 40% of potato growing has shifted fromoverhead sprinklers to drip irrigation, improving
water use efficiency by 665 million gallons(30%) and reducing leaching and run-off.

GALLONS OF WATER
per poundof crops harvested
22.7

13.5

13.3

2021

2022

10.5

2019

2020

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Nutrients
The right nutrients are essential to potato growth.
Nutrients come from crop residue, compost,
manure, or from synthetic fertilizers. Efficient andtimely application are necessary to optimize useof valuable resources.
Nutrients are tailored to crop needs according tosoil type, the amount and type of organic matter inthe soil, plant health, and the stage of crop growth.
These factors vary, so regular monitoring is key.
We help farmers optimize nutrients by evaluating
their soil and potato leaf tissue samples. Based on
the results, we provide them with optimal nutrient
application data and ranges based on crop growth
curves and crop stage, specific to each variety.

POUNDS OFNITROGENPer ton ofcrops harvested

POUNDS OF AIPESTICIDE
Per ton ofcrops harvested
4.8

11.6
10.6

10.7

10.4

3.6

3.4
2.8

2019

2020

2021

2022

2019

2020

2021

2022

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Soil
Lamb Weston’s Soil Health Initiative promotes sustainable soil management practices such as
crop rotation and cover cropping, both of which reduce runoff and erosion potential, decrease soil
compaction, and improve yields. The Soil Health Initiative uses science-based research to better
understand critical factors like soil biology, chemistry, physical properties, soil genomics, and disease,and identify farm improvements. For example, planting in a field that has not been tilled after the priorcrop saves farmers time, fuel, and reduces the potential for soil disturbances.
Lamb Weston is committed to the study and knowledge of soil health in the Pacific Northwest. In 2021,
we made a $1 million donation to Washington State University (WSU) to endow a chair focused on
soil health research. In addition, on our own farm in Paterson, Washington, we have six fields—over
600 acres—dedicated to examining different rotation benefits, such as green manure crops.
Pests
Pests are a daily reality for farmers. Use of pesticides is one
way to manage them, but their effects on people andour planet mean we must identify and use alternatives.
Using IPM practices allows growers to reduce the use ofpesticides to control disease, weeds, insects, and otherpests. By adopting practices which complement one
another and discourage pests, a reduction in the need forpesticides is realized. IPM programs and practice adoption
are important and a requirement for every grower supplying
Lamb Weston.
IPM practices range from the simple to the highly complex.
Farmers may start by scouting their fields for insects.
Using an app provided by Lamb Weston, farmers can log
field observations, and store photos and GPS locations.
Using this data, we create “heat maps” to identify potential
problem areas. Other IPM techniques include breeding cropvarieties for disease and pest resistance, rotating crops tobreak pest cycles, and using lower-toxicity chemicals when
pesticides cannot be avoided. Lamb Weston growers go
beyond established USDA guidelines for pesticide use, andwe are continually collaborating with growers, NGOs, andacademic partners to find ways to further improve.

Regenerative Agriculture
Understanding and improving
soil health contributes to morerobust crops that require
fewer inputs. That’s why Lamb
Weston’s Soil Health Working
Group is focused on continuous
improvement in defining soil healthand increasing soil organic matter.
Complementing healthier soils
are potato varietal improvement,
continued advancement of farming
technology, and innovation infarming practices—all criticalcomponents for healthiercrops and more resilient farms.
Regenerative agriculture allows
growers to better meet challenges
posed by climate change,
extreme weather events, or eveninflation, thereby protecting theirlegacy for future generations.

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Where Do Lamb Weston
Potatoes Grow?
Our potatoes are grown in rich, fertile soil, in ideal climates, by dedicated farmers. They require the rightmix of sun, water, soil, and warm sunny days with cool nights. These are our primary growing regions:
Lamb Weston
Europe:Netherlands,
France, UK,
Belgium,
AustriaSouthern
Alberta,CanadaColumbia River Basin,
Washington & Oregon

Heartland
Minnesota

Shangdu, Mongolia,
China

Snake River Valley,
Idaho

Southern Mississippi
River Basin,
Missouri, Arkansas,
Mississippi & Louisiana

North and South Hallam,
Victoria, Australia

Buenos Aires,
Argentina
In North America, customers
can see where their potatoes
were grown with the Trace
My Fries website.

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APPENDIX

Next-Level Farming Technology
Technology plays an essential role in Lamb Weston’s growing
operations, allowing us to do more with less. We start by piloting
technologies on our own farm. From there we share our findings andrecommendations—and often costs—with farmers interested in trialing
them. We focus on innovations that provide decision support, giving
growers the data, analysis, and insights needed to make the rightdecisions at the right times. These innovations help growers proactively
manage their crops and optimize cost, quality, and yield.
Efficient Equipment
GPS-guided equipment and automated planting and tillage equipment
allow for more precise movement, which translates into savings on fuel,water, nutrients, and crop protection.
Remote Sensing
Monitoring equipment and practices such as weather stations, irrigation
pivot management software, and moisture monitoring systems canhelp farmers make real-time adjustments to maximize productivity.
Aerial Imagery
Fixed-wing planes, drones, and satellites can identify variations andanomalies, such as inadequate watering or crop disease, enabling
farmers to make adjustments to protect crop quality.
Predictive Analytics
Comparing current conditions to past trends can better prepare us forthe future. Lamb Weston draws from various agronomic systems suchas farm management software, imagery providers, and GPS steeringsystems for analysis.

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Argentina••

80% of potato supply grown under a conservation program.
20% fuel use efficiency improvement when transporting
raw potatoes.

Australia••

Innovate and invest in environmentally adaptive potato varieties.
Promote safer farm worker practices and a safer farm environment.

Progress on this work will support:•••

Creating more with less through continuous pursuit oftechnology, innovations, crop management, information
systems, methodologists and practices.
Building resilience to climate instability and change by investingin soil health and its long-term productivity.
Securing safe, wholesome crops with IPM practices to reduce
the use of pesticides, ensuring safety and productivity.

Industry Engagement
Lamb Weston’s global growth requires a sustainable potato supply in every
region we operate. In 2020, we developed sustainable agriculture goals andhave been phasing them in by region, starting with North America. In 2021,
we began the second phase of this work to expand globally, and continue
to work on progress toward these targets. Working collaboratively withexperts in China, Argentina, and Australia, our 2030 sustainable agriculture
goals now have a subset of plans to promote progress needed specific toeach region. Examples include:
China
•
•

90% of farmers operate using a digital agriculture system.
20% increase of organic matter in soil.

We’ve partnered with the USDA’s Climate-Smart Commodities
program to help reduce the carbon footprint of potato agriculture.
The effort brings together universities, government agencies, privatesector companies, and Native American tribes to identify moreclimate-resilient practices, such as reduced tillage, cover cropping,and mulching residues. Lamb Weston supports the program byfacilitating collaboration with growers and providing in-kind support
via agronomic resources.

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Tracking Progress in Sustainable Agriculture
Lamb Weston asks 100% of growers in our network to participate in
PSA’s annual growers’ assessment. We are proud to have increased ourscores on several measures, and continue to seek further improvement
across the board. We acknowledge that some measures show declining
results. Various conditions like weather, pest pressures, and seedavailability contribute to annual variability in yields, quality, and overall
PSA scores. Our focus is a positive trend over time, recognizing farming
variables change from year to year.

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51

The PSA assessment focuses on four critical aspects of potato production:• Sustainable farming—Optimizing inputs and outputs including crop
protection, water, nutrients, yield, and quality.
• Environmental issues—Improving soil and water conservation andpollinator protection.
• Economic issues—Ensuring the long-term financial success of
our farmers.
• Social issues—Improving worker safety and positively impacting
the community.

PSA Annual Grower Assessment
Sustainable Agricultural Practice

2020

2021

2022

Farm uses only non-GMO certified potato seed for planting

100%

100%

100%

Farms certified under a Good Agricultural Practices food safety audit

100%

100%

100%

Have a pesticide applicator that has passed an exam and/or has taken a pesticide safety course in the last
three years

100%

100%

100%

Use non-chemical practices to manage pests, including pest-resistant varieties, mowing, cultivation, or
beneficial organisms

100%

100%

96%

Can identify beneficial insects that help control pest insects

94%

94%

96%

Make pesticide application decisions based on pest-forecast models, thresholds, or decision-support software

94%

97%

92%

Make management decisions for soil-based pests and diseases based on results of monitoring or sampling

92%

89%

96%

Monitor or sample for pests systematically on a weekly basis during the growing season

76%

76%

71%

Sample potato plant foliage or soil during the growing season to adjust nutrient applications

100%

99%

99%

Use remote-sensing technology to monitor crop health

57%

58%

62%

Have a whole-farm soil and water conservation plan

41%

47%

48%

Have measures to protect sensitive sites, and monitor sensitive sites at least annually

84%

84%

84%

Have restored or encouraged existing habitat for pollinator forage

39%

47%

48%

Maintain >20-foot buffer around habitat areas for pesticide application

53%

54%

60%

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Manufacturing
For 70+ years, Lamb Weston has been
making one of the world’s favorite foods.
We’ve innovated production technologies
that are now standard across our industry.
Today, potatoes can go from the field tofrozen fries in just four hours, using lessenergy, less water, and with less waste.

We continue to find ways to embed sustainability
into every aspect of this process and assesseach of our investments through a definedsustainability lens. Each of our facilities has taken
our companywide 2030 goals and incorporated
them into site-specific planning.
Lamb Weston’s core environmental programs
include prevention and mitigation of spills, andmanagement of air emissions and wastewater
discharges. We have developed a comprehensive
risk evaluation tool to help us analyze EHS risks
at each of our manufacturing locations andprioritize control efforts and expenditures.

In FY22, overall finished goods production
increased incrementally year over year however
remained lower than volume in our baseline
year of FY20. Lower than normal production
rates combined with staffing shortages during
the reporting period continued to impact
performance to 2030 Sustainability Goals. Lamb
Weston’s water use intensity increased while
GHG emissions intensity has slightly decreased.

Continuous Improvement
for Spill Prevention
We are constantly looking to
improve our spill prevention andcontrol processes. In American
Falls, Idaho, we recently completed
a co-product line expansion forwhich we installed a system to fully
contain oil and chemical delivery
trucks during loading/off-loading.
In Boardman West, Oregon, we
installed a stormwater capturesystem that manages stormwateron-site, and protects surface waters
in the unlikely event of a spill.

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Transforming
Potatoes intoFries

Washing
Potatoes are
washed, using
techniques thatconserve energy
and water.

Peeling & Trimming
High-pressure steam
removes potato peels;
inspectors remove
blemishes and inspect
for foreign material.

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53

Automatic Defect Control
Cameras inspect every fry for potential
defects. This technology increases fry
quality and decreases food waste.

02

01

FOOD

Cutting
Our proprietary
Lamb Water Knives
cut potatoes
into shapes bypropelling themthrough a grid ofknives at 60+ mph.

04

06
Freezing
Fries are quickfrozen in our
freeze tunnel,
inspected once
more, and thenpackaged forshipment.

03

05
FryingPotatoes are quick-fried tothe perfect color and texture.

See our Processing VideoLamb Weston

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APPENDIX

Climate Impact
Reducing GHG emissions and the amount of energy it takes to produce a pound of potato
products is fundamental to reaching our climate goals. We are investing in operational efficiencies
such as lighting and refrigeration upgrades, fryer heat recovery projects, and other technologies
that reduce energy usage. In our LEED® Silver-certified Boardman East facility, we installed fixturesthat reduced energy usage by 23.5% compared to the industry baseline.
The energy we choose to power our facilities also has a significant effect on GHG emissions. We
are committed to reducing our energy usage provided by fossil fuels and increasing our use ofrenewables. Since 2008, we have purchased renewable energy certificates to offset electricity used
to power administrative offices in Idaho and Washington and to make Alexia products. Our facility
in Argentina purchases renewable electricity to power a portion of their needs.
We are also investing in biogas technology. At our facility in Delhi, Louisiana, we convert potato
solids into biogas in an anaerobic digester. We use the biogas to offset natural gas usage,
resulting in a closed-loop system and contributing to LEED® Platinum certification. Our ENERGYSTAR® certified Park Rapids, Minnesota, facility also uses biogas. We have recently completed a
new biogas project at our Hermiston facility.

Total Energy Consumed
by Source FY22

GHG Scope 1 and 2 Emissions Intensity
Metric tonnes per pound

Scope 3 Transportation Emissions by Source FY22

0.35

0.337

71%
23%
3%
2%
<1%

Natural Gas
Electricity
Steam
Coal
Renewable Energy

0.324

0.325*

0.317

0.310
0.30

FY18

FY19

FY20

FY21

FY22

*FY20 baseline adjusted to include two processing locations in Australia and one in Argentina.

46%
32%
18%
4%

Finished goods truck
Finished goods intermodal
Finished goods rail
Raw potato hauling54

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55

Employee Demo Gender | Global

Aggregate
Water
Withdrawal by
Source FY22

Responsible Water Management
Water conservation is a cornerstone of our environmental stewardship approach. Water isfundamental to all our processes, and we treat it as an essential resource.
Lamb Weston strives to reduce the amount of water required at each stage of production. We
look for losses and inefficiencies by installing localized flow meters that improve monitoringand measurement. We have also installed other water reduction and monitoring technology,
including flow restrictors, orifice plates, flow control valves, and automated water controls.
After reducing water use, we reuse it. Most water that enters our facilities is used multiple
times. This is particularly important in parts of the world where water is scarce. A 2022 waterrisk assessment identified water risk in regions around eight of our plants, representing 32%
of our facilities: American Falls, Idaho; Twin Falls, Idaho; Park Rapids, Minnesota; Shangdu,
China; Taber, Alberta; Warden, Washington; Hallam North and Hallam South, Victoria,
Australia. The other 68% were identified as low risk.
A Focus on Water Reuse
Lamb Weston’s coproduct line in American Falls, Idaho, has blanching and hydro-chilling
equipment that requires a constant supply of fresh water. When water from these systems
overflowed, it went to waste—until the facility installed a tank and pump to capture water forreuse by other equipment. This reuse water is perfectly suited to applications that do not
require fresh water, such as lubricating equipment and removing excess starch. By capturing
and reusing overflow water, the site will reduce its water use by 3%, saving an estimated
26.7 million gallons per year. Capturing and reusing overflow water also saves energy andminimizes risk of slips, trips, and falls by removing water from the floors.

58% Municipal
34% Well
8% Surface

Water Use Intensity
Gallons per pound
2.0

1.5

1.45

1.40

1.41*

1.43

1.48

1.0

FY18

FY19

FY20

FY21

*FY20 baseline adjusted to include two processing locations inAustralia and one in Argentina.

FY22

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56

Reducing Waste
Lamb Weston uses the whole potato in our day-to-day operations,sending only a tiny portion to landfill. We are constantly improving
our waste reduction practices, including investing in state-of-the-art
technology and upcycling. Instead of sending small potato pieces into
the waste streams, we turn them into chopped andformed products like hash brown patties and Tater
Puffs®. We also refine potato waste into a potato
starch used in our proprietary coatings and batters.
of total waste90%

diverted fromlandfill

Waste reduction efforts extended to our ingredientswith our teams seeking alternative starches for use in
our battered products. The team identified pea starch as apossible solution—one we hadn’t previously considered. Pea
starch is a byproduct of pea processing that offered a viable replacement
for starches traditionally used. We worked with a supplier to source theirpea starch, an Upcycled Certified product. The teams tested the batters
extensively for performance and consumer acceptance, delivering anearly identical match to our traditional batters. This alternative is now
used in many of our batters and coatings, solving a business problem

while also reducing food waste. Looking forward, we will continue exploring
how to incorporate byproducts into our products.
Each year, we recognize production facilities that divert 90% or more of theirwaste (excluding cattle feed). In FY22, three facilities earned the ExcellenceAward for diverting more than 98% of their waste from landfill. In addition,
seven facilities were recognized for Leadership (95%-97% diversion), and two
were recognized for Achievement (90%-94% diversion).

Waste Volume by Type FY22
34%
31%
11%
10%
5%
4%
2%
2%
1%

01 SOURCE REDUCTION

Working with growers to match
crop volumes to customers’
specifications.

Using theWhole
Potato02 FEEDING HUMANS

Applying manufacturing
techniques that keep products
fresh to limit waste.

ANIMALS
03 FEEDING
Using wholesome byproducts suchas potato peels as cattle feed.

Mixed Organics
Wastewater Sludge
Waste to Energy
Landfill
Cardboard
Food Composting
Food Oil/Grease
Mixed Recyclables
Wood

04

INDUSTRIAL USE
Sending scraps to create energy inanaerobic digesters.

05

COMPOSTING
Using a small volume of waste tobuild healthy soils.

06

LANDFILL
Disposing a negligible amountof scraps not fit for human or
animal consumption.

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Team Member-Driven
Innovation
Health, safety, and sustainability are core to
our operations and company culture. Throughour veLOCity program, which is our foundation
program for manufacturing excellence, continuous
improvement, and operating culture, we haveincorporated sustainability by adding our 2030
goals for GHG emissions, water intensity, andwaste into our Journey to Zero. Journey to Zero is a
program we use to track our efforts and programs
that facilitate us reaching our goal of zero injuries,
zero EHS compliance incidents, and zero releases
to the environment.
We also cultivate team member ingenuity throughour annual Sustainability Awards Program, which
recognizes projects related to both health andsafety and environmental sustainability. Projects
that received Sustainability Awards in 2022 include:
Improving Water Efficiency
Our facility in Delhi, Louisiana formed a crossfunctional Water Team to assess conservation
opportunities. The team’s initial focus was onwater use at the potato receiving step of ourprocess. Together with receiving operators,
the team assessed systems, equipment, andmonitoring capabilities, finding that water use
during downtime could be reduced. By adjusting
maintenance procedures, adding a flow meter,
and educating team members on the value of thisresource, Delhi has reduced their water use byapproximately 17 million gallons per year.

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Safer Wastewater Treatment
Applying effluent water to crops grown near ourfacilities helps ensure crop and soil health, in
addition to being an effective way to reuse thisresource. In Connell, Washington, our teamstarted using a drone to get a bird’s-eye view ofthe effluent system and fields. This has saved timeand allowed for a more thorough review of theoperations. The drone has also improved safety
by removing team members from hazards. For
example, instead of walking through muddy areas
to check for plugged sprinkler nozzles or climbing
on a wet, slippery pivot to check for leaks or amalfunctioning part, the drone can be launchedfrom a dry, safe location. The team identified andfixed issues related to leakages, blockages, anduneven watering, leading to increasing yields.
Cleaning Up our Clean-Up Process
Production lines at Lamb Weston facilities must
be deep cleaned on a regular basis. While thisprocess is essential to ensure food safety, it
requires significant amounts of water and sanitation
products. It is also labor-intensive and increases
safety risks because workers must complete tasks
that are outside of their normal routines. A crossfunctional team with representatives from Boardman
East, Corporate Sanitation, and Engineering came
together to determine ways to make this process
safer and more efficient. The team focused on
reducing product spill points, improved ergonomics
for cleaning the freezer, and improved team member
safety. As a result, the facility decreased clean-up
time by four hours, reduced ergonomic injuries, anddiverted 207,000 pounds of potato product to cattle
feed that would have otherwise gone to landfill.

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2023 Sustainability Award
Project Benefits
•
•
•
•
•

4.3 million kWhelectricity reduced
5,600 metric tonnes GHG
emissions reduced
168 million gallons water
conserved or reused$11.5 million costsavings and avoidance
930 tons of foodwaste reduced57Lamb Weston

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58

Sustainable Sourcing
and Procurement
Globally, our products are behind someof the best-known restaurant brands
in the food industry. When customers
indulge in golden fries, it’s likely they’reenjoying fries made by Lamb Weston.

Lamb Weston can’t make great-tasting fries and other products on our own. We
depend on our network of 4,000+ suppliers worldwide to deliver ingredients,
materials, and services. Our procurement approach is grounded in purchasing
fundamentals like quality, service, risk mitigation, and cost efficiency—andgoes beyond these basics to foster transparency and accountability regarding
how inputs are sourced.

What It Takes to Make Fries
Primary sourcing
categories
Potatoes
Oil
Packaging

Lamb Weston has strategic supplier relationships across critical categories,
which help ensure supply, mitigate supply chain risk to the business, andensure we continue to make progress.

Working with Suppliers
Lamb Weston expects suppliers to conduct their businesses with the same
standards of integrity and ethical behavior that we do, and to set similar
expectations for their own suppliers and contractors. Our Supplier Code of
Conduct establishes ground rules for our suppliers, including guidance on:
workplace and human rights issues; animal welfare; health, safety, and theenvironment; ethics; and monitoring and record-keeping. Our suppliers are
our partners. We engage frequently, especially around sustainability topics.

Secondary
categories
Flour
Salt
StarchSeasonings
Vegetables

We also need
General contractors
Capital equipment
PartsLamb Weston
FY2022 Environmental, Social and Governance Report

We regularly audit suppliers for conformance to Lamb Weston
Supplier Compliance requirements.
We believe it is important to create an even playing field
for our suppliers. We are focused on creating strategy tostrengthen Supplier Diversity, which included identifying
the information management system we will use to drive
engagement and measure progress. This is a key step
as we continue work across Procurement categories.

Sourcing Palm Oil Responsibly
Palm oil is an important ingredient in several of Lamb Weston’sbranded and private brand items. Yet we are also keenly aware that
palm oil is linked with environmental and social concerns. To balancethese conflicting realities, we are taking action to ensure that ourpurchases do not contribute to deforestation of the world’s rainforests
or negatively impact communities that depend on those forests.
At the center of our cooking oil sourcing strategy is our membershipin the RSPO, a not-for-profit with 5000+ members committed
to produce, source, and/or use sustainable palm oil certified by
the RSPO.
As of December 2021, we have achieved our goal of sourcing
100% of our palm oil as Mass Balance* certified. Looking ahead,
Lamb Weston will continue to source palm oil at this certificationlevel and monitor suppliers to ensure oil is sourced sustainably.

*CU-RSPO SCC-856153

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60

Designing the Future of Packaging
Lamb Weston is committed to changing the future of packaging. Our customers andthe world around us are demanding it. Our top priority continues to be providing
packaging solutions that maintain food safety and quality as products make their way
to consumers. We also understand that there is much more we can achieve.
Our vision for sustainable packaging is based on three principles: developing packaging
using bio-based and recycled content; incorporating materials that are recyclable,
repulpable, or compostable; and using less material to optimize current packaging.
We are also setting goals to accelerate both our progress and that of the industry.

Communicating Progress in 2022

Lamb Weston’s Packaging Lab

In 2022, Lamb Weston’s Packaging Innovation team introduced a new set of goals and implemented
project work to deliver on these commitments:
Designed for our Planet

Created for our Customers• Completed corrugate • Updated the
project that resulted in
specification for ouran annual reduction ofslip sheets saving
approximately 2,000
approximately
tons of packaging
450,000 pounds
used.
of paper.

• Produced French fries • In addition toin first-to-market, bioour involvement
based, compostablewith Sustainable
packaging. 100% of
Packaging Coalition
packaging from this(SPC), Lamb Weston
project was diverted
joined in a partnershipfrom landfill.
with How2Recycle tocreate clear, simple• 44% of the packaging
messaging for ouris produced frompackaging.
bio-derived material.

• The equivalent of
3,500 acres offorest saved.

• Additional supply
chain benefits include
a 6% reduction in
GHG emissions andwater use during
production of the
new slip sheets.

• We will be integrating
use of this logo on
various packages
in 2023.

•

•

•

•

•

At Lamb Weston’s Innovation Center,a dedicated packaging team ensures
packaging meets our needs for quality,
safety, and sustainability.
We utilize our packaging lab to conduct tests
on materials to ensure they can perform up
to our standards throughout the package
life-cycle.
Next, we work with our commercial teams to
examine material performance through a fullscale production environment.
Once a material is ready for primetime,
we continue to monitor its performance tovalidate materials and make improvements.
This process leads to environmental wins
like better design for recycling, incorporating
the use of bio-materials, and rightsizing of
packaging to reduce material use.

Appendix

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APPENDIX62

GRI Content Index
General Disclosures
Disclosure Number

Disclosure Title

Response

GRI 102: General Disclosures
Organizational Profile
102-1

Name of the organization

Lamb Weston Holdings, Inc.

102-2

Activities, brands, products, and services

Corporate Profile; 2022 10-K pgs. 3–6

102-3

Location of headquarters

Eagle, Idaho

102-4

Location of operations

2022 Global Footprint; 2022 10-K pg. 24

102-5

Ownership and legal form

2022 10-K pg. 3

102-6

Markets served

2022 10-K pgs. 3–6

102-7

Scale of the organization

Corporate Profile

102-8

Information on employees and other workers

Corporate Profile; People—Diversity, Equity, and Inclusion—Taking Action on DEI; 2022 10-K pgs. 7–10

102-9

Supply chain

How We Create Value; Planet—Sustainable Sourcing and Procurement; 2022 10-K pgs. 5–6

102-10Significant changes to the organization and its supply chain

2022 10-K pgs. 28–29

102-11

Precautionary Principle or approach2022 Proxy Statement, pgs. 18–22

102-12External initiatives

Stakeholder Engagement102-13

Membership of associations

Planet—Industry Engagement, Sustainable Sourcing and Procurement—Sourcing Palm Oil Responsibly
Food—Food Safety and Quality

Statement from senior decision-maker

CEO Message

102-16

Values, principles, standards, and norms of behavior

People—Employees—Ethics and Integrity; Code of Conduct102-17

Mechanisms for advice and concerns about ethics

People—Employees—Ethics and Integrity—Reporting Concerns; Code of Conduct pg. 6

Review of economic, environmental, and social topics

Governance—ESG Governance

Strategy102-14
Ethics and Integrity

Governance102-31

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PLANETGRI Content Index
Disclosure Number

Disclosure Title

Response

Stakeholder Engagement102-40

List of stakeholder groups

Stakeholder Engagement102-41

Collective bargaining agreements

2022 10-K pg. 7

102-42

Identifying and selecting stakeholders

Stakeholder Engagement102-43

Approach to stakeholder engagement

Stakeholder Engagement102-44

Key topics and concerns raised

Sustainability at Lamb Weston—Material Topics; Stakeholder Engagement102-12

Entities included in the consolidated financial statements

2022 10-K pg. 49, Exhibit 21.1 2022 10-K

102-12

Defining report content and topic Boundaries

About Our Report; Material Topics

102-12

List of material topics

Sustainability at Lamb Weston—Material Topics

102-12

Restatements of information

N/A

102-12

Changes in reporting

N/A

102-12

Reporting period

About Our Report102-12

Date of most recent report

About Our Report102-12

Reporting cycle

Fiscal year 2022, ended May 29, 2022

102-12

Contact point for questions regarding the report

Trudy Slagle, Sr. Director, ESG Administration

102-12Claims of reporting in accordance with the GRI Standards

This report has been prepared with reference to GRI Standards.

102-12

GRI content index

GRI Content Index

102-12External assurance

Apex Independent Limited Assurance Statement

Reporting PracticeGRI 200: GRI 200: Economic
GRI 205: Anti-corruption
103-1

Explanation of the material topic and its Boundary

Ethics and Integrity; Code of Conduct

103-2

The management approach and its components

Ethics and Integrity; Code of Conduct103-3

Evaluation of the management approach

Ethics and Integrity; Code of Conduct

205-1

Operations assessed for risks related to corruption

100%

205-2

Communication and training about anti-corruption policies
and procedures

Ethics and Integrity; Code of Conduct

205-3

Confirmed incidents of corruption and actions taken

Zero

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GRI Content Index
Disclosure Number

Disclosure Title

Response

GRI 300: Environmental
GRI 301: Materials
103-1

Explanation of the material topic and its Boundary

Planet—Sustainable Agriculture; Manufacturing—Reducing Waste; Sustainable Sourcing and Procurement

103-2

The management approach and its components

Planet—Sustainable Agriculture; Manufacturing—Reducing Waste; Sustainable Sourcing and Procurement

103-3

Evaluation of the management approach

Planet—Sustainable Agriculture; Manufacturing—Reducing Waste; Sustainable Sourcing and Procurement

301-2

Recycled input materials used

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

103-1

Explanation of the material topic and its Boundary

Planet—Manufacturing—Climate Impact

103-2

The management approach and its components

2030 Goals; Planet—Manufacturing—Climate Impact
Climate Change Policy

103-3

Evaluation of the management approach

Planet—Manufacturing—Climate Impact

302-1

Energy consumption within the organization

Planet—Manufacturing—Climate Impact

GRI 302: Energy

2022 CDP Climate Change
GRI 303: Water and Effluents
103-1

Explanation of the material topic and its Boundary

Planet—Sustainable Agriculture—Managing Variables Sustainably—Water; Manufacturing—Responsible
Water Management

103-2

The management approach and its components

2030 Goals; Planet—Sustainable Agriculture—Managing Variables Sustainably—Water; Manufacturing—Responsible Water Management

Water Stewardship Policy
103-3

Evaluation of the management approach

Planet—Sustainable Agriculture—Managing Variables Sustainably—Water; Manufacturing—Responsible
Water Management

303-1

Interactions with water as a shared resource

Planet—Sustainable Agriculture—Managing Variables Sustainably—Water; Manufacturing—Responsible
Water Management

303-2

Management of water discharge-related impacts

Planet—Sustainable Agriculture—Managing Variables Sustainably—Water; Manufacturing—Responsible
Water Management

303-3

Water withdrawal

Planet—Sustainable Agriculture—Managing Variables Sustainably—Water; Manufacturing—Responsible
Water Management

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APPENDIXGRI Content Index
Disclosure Number

Disclosure Title

Response

103-1

Explanation of the material topic and its Boundary

Planet—Manufacturing—Climate Impact; Climate Change Policy

103-2

The management approach and its components

2030 Goals; Planet—Manufacturing—Climate Impact; Climate Change Policy

103-3

Evaluation of the management approach

See GRI 305-1 and 305-2

305-1

Direct (Scope 1) GHG emissions

2022 CDP Climate Change

305-2

Energy indirect (Scope 2) GHG emissions

2022 CDP Climate Change

305-4

GHG emissions intensity

Planet—Manufacturing—Climate Impact

103-1

Explanation of the material topic and its Boundary

Planet—Manufacturing—Reducing Waste

103-2

The management approach and its components

2030 Goals; Planet—Manufacturing—Reducing Waste

103-3

Evaluation of the management approach

Planet—Manufacturing—Reducing Waste

306-1

Waste generation and significant waste-related impacts

Planet—Manufacturing—Reducing Waste

306-2Management of significant waste-related impacts

Planet—Manufacturing—Reducing Waste

306-4

Waste diverted from disposal

Planet—Manufacturing—Reducing Waste

306-5

Waste directed to disposal

Planet—Manufacturing—Reducing Waste

GRI 305: Emissions

GRI 306: Waste

GRI 307: Environmental Compliance
103-1

Explanation of the material topic and its Boundary

Planet—Sustainable Agriculture; Manufacturing; Sustainable Sourcing and Procurement

103-2

The management approach and its components

Planet—Sustainable Agriculture; Manufacturing; Sustainable Sourcing and Procurement
Global Environment, Health, Safety and Sustainability Statement

103-3

Evaluation of the management approach

Planet—Sustainable Agriculture; Manufacturing; Sustainable Sourcing and Procurement

307-1

Non-compliance with environmental laws and regulations

No significant fines

103-1

Explanation of the material topic and its Boundary

People—Employees

103-2

The management approach and its components

People—Employees

103-3

Evaluation of the management approach

People—Employees

401-2

Benefits provided to full-time employees that are notprovided to temporary or part-time employees

People—Employees—Recruitment and Retention—Well-Being and Benefits

GRI 400: Social
GRI 401: Employment

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Disclosure Number

Disclosure Title

Response

GRI 403: Occupational Health and Safety
103-1

Explanation of the material topic and its Boundary

People—Employees—Occupational Health and Safety

103-2

The management approach and its components

People—Employees—Occupational Health and Safety
Global Environment, Health, Safety and Sustainability Statement

103-3

Evaluation of the management approach

People—Employees—Occupational Health and Safety

403-1

Occupational health and safety management system

People—Employees—Occupational Health and Safety

403-2

Hazard identification, risk assessment, and incident
investigation

People—Employees—Occupational Health and Safety403-3

Occupational health services

People—Employees—Occupational Health and Safety

403-4

Worker participation, consultation, and communication on
occupational health and safety

People—Employees—Occupational Health and Safety

403-5

Worker training on occupational health and safety

People—Employees—Occupational Health and Safety

403-6

Promotion of worker health

People—Employees—Occupational Health and Safety

403-7

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

People—Employees—Occupational Health and Safety

403-9

Work-related injuries

Total Incident Rate
FY19: 1.49
FY20: 2.39
FY21: 2.04
FY22 1.70

GRI 404: Training and Education
103-1

Explanation of the material topic and its Boundary

People—Employees—Recruitment and Retention—Professional Development

103-2

The management approach and its components

People—Employees—Recruitment and Retention—Professional Development

103-3

Evaluation of the management approach

People—Employees—Recruitment and Retention—Professional Development

404-1

Average hours of training per year per employee

People—Dashboard: Our Progress

404-2

Programs for upgrading employee skills and transition
assistance programs

People—Employees—Recruitment and Retention—Professional Development

GRI 405: Diversity and Equal Opportunity
103-1

Explanation of the material topic and its Boundary

People—Diversity, Equity, and Inclusion

103-2

The management approach and its components

People—Diversity, Equity, and Inclusion

103-3

Evaluation of the management approach

People—Diversity, Equity, and Inclusion

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Disclosure Number

Disclosure Title

Response

405-1

Diversity of governance bodies and employees

People—Diversity, Equity, and Inclusion—Taking Action on DEI

GRI 413: Local Communities
103-1

Explanation of the material topic and its Boundary

People—Communities

103-2

The management approach and its components

People—Communities

103-3

Evaluation of the management approach

People—Communities

413-1

Operations with local community engagement, impact
assessments, and development programs

People—Communities

GRI 416: Customer Health and Safety
103-1

Explanation of the material topic and its Boundary

Food—Product Stewardship; Food Safety and Quality

103-2

The management approach and its components

2030 Goals; Food—Product Stewardship; Food Safety and Quality

103-3

Evaluation of the management approach

Food—Product Stewardship; Food Safety and Quality

416-2

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

Food—Food Safety and Quality—Product Recalls

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SASB Index
Activity Metric

Category

Unit of Measure

Code

Response

Weight of products sold

Quantitative

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

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

Number of production facilities

Quantitative

NumberFB-PF-000.B

As of the publication date of this report, Lamb Weston operated a total of 26 global production
facilities, including those operated through joint ventures. The scope of this report includes
20 facilities in North America, China, Argentina, and Australia, 17 of which are wholly owned andoperated facilities, and one operated through a joint venture partnership. The other six facilities
were reported on in a separate report, prior to Europe’s full integration.

Quantitative

Gigajoules (GJ),FB-PF-130a.1(1) 14M

Energy Management(1) Total energy consumed,(2) percentage grid electricity,(3) percentage renewable

Percentage (%)(2) 24%(3) Less than 1%

Water Management(1) Total water withdrawn, (2) total
water consumed, percentage
of each in regions with Highor Extremely High Baseline
Water Stress

QuantitativeThousand cubic
meters (m³),
Percentage (%)

FB-PF-140a.1(2) 2,074 m³ water consumed, 26% of water withdrawn is from a region with Extremely High
Water Risk

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

Quantitative

NumberFB-PF-140a.2

Zero incidents in the reporting period.

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

Discussion andAnalysis

As of the publication date of this report, Lamb Weston has two pre-enforcement notifications
from the Oregon DEQ related to land application of processing water. We are taking thissituation very seriously, and currently we are working with third-party experts to understandthe data provided to us in the pre-enforcement notice and how it compares to our own data toprovide a response to DEQ.
n/a

FB-PF-140a.3

2022 10-K, pgs. 10, 23; Planet—Sustainable Agriculture—Managing Variables Sustainably
Strategies and practices to mitigate risks:
2030 Goals
Planet—Sustainable Agriculture—Managing Variables Sustainably—Water; Manufacturing—Responsible Water Management

Water Stewardship Policy

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APPENDIXSASB Index
Activity Metric

Category

Unit of Measure

Code

Response

Global Food Safety Initiative (GFSI)
audit (1) non-conformance 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:
Major: 0
Minor: 75

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 costFB-PF-250a.2

97% of Tier 1 Ingredients (non-potato) Supplier Locations are GFSI Certified(1) Total number of notices offood safety violation received, (2)percentage corrected

Quantitative

Number,
Percentage (%)

FB-PF-250a.3(1) 0 notices of food safety violations (0 major, 0 minor)(1) Number of recalls issued and (2)total amount of food product recalled

Quantitative

Number,
Metric tons (t)FB-PF-250a.4

Reportingcurrency

FB-PF-260a.1

Food Safety(2) 100% corrective action rate(2) N/A(1) Lamb Weston had one product withdrawal in 2022.
(2) 22

Health & Nutrition
Revenue from products labeled and/or marketed to promote health andnutrition attributes

Quantitative

Less than 1% in revenue from Alexia Smart Classics product69

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Activity Metric

Category

Unit of Measure

Code

Response

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

Discussion andAnalysisn/a

FB-PF-260a.2

Food—Product Labeling and Marketing

Percentage of advertising
impressions (1) made on childrenand (2) made on children promoting
products that meet dietaryguidelines

Quantitative

Percentage (%)

FB-PF-270a.1

Zero impressions

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

Quantitative

Number of incidents of noncompliance with industry or
regulatory labeling and/or
marketing codes
Total amount of monetary losses
as a result of legal proceedings
associated with labeling and/or
marketing practices

Product Labeling & Marketing

Food—Product Labeling and Marketing

Reportingcurrency

FB-PF-270a.2(1) N/A

Quantitative

NumberFB-PF-270a.3

Zero incidents

Quantitative

Reportingcurrency

FB-PF-270a.4

Zero monetary loss

(1) Total weight of packaging, (2)percentage made from 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) 156,679 metric tonnes of primary and secondary packaging(2) Primary: less than 1%; Secondary: 34%(3) Primary: 83%; Secondary: 100%

Discussion of strategies to reduce
the environmental impact of
packaging throughout its lifecycle

Discussion andAnalysisn/a

FB-PF-410a.2

Planet—Sustainable Sourcing and Procurement—Designing the Future of Packaging

FB-PF-430a.1

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

(2) Less than 1% of 2022 revenue was from products labeled as non-GMO

Packaging Lifecycle Management

Environmental & Social Impacts of Ingredient Supply Chain
Percentage of food ingredientssourced that are certified to thirdparty environmental and/or social
standards, and percentages
by standard

Quantitative

Percentage (%)
by cost70

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SASB Index
Activity Metric

Category

Unit of Measure

Code

Response

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

Quantitative

Rate

FB-PF-430a.2

N/A

Percentage of food ingredientssourced from regions with Highor Extremely High Baseline
Water Stress

Quantitative

Percentage (%)
by costFB-PF-440a.2

High Baseline Water Stress: 10%
Extremely High Baseline Water Stress: less than 1%

List of priority food ingredientsand discussion of sourcing risks
due to environmental andsocial considerations

Discussion andAnalysisn/a

FB-PF-440a.2

Food—Product Stewardship

Ingredient Sourcing

2022 10-K, pg. 20

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TCFD
Disclosure Focus Area

Recommended Disclosure

Referencea) Describe the board’s oversight of climate-relatedrisks and opportunities.

Governance

Governance
Disclose the organization’s governance aroundclimate-related risks and opportunities.

CDP Climate Change 2022 C1.1a, C1.1b
2022 Proxy Statement, pgs. 5, 8, 30b) Describe management’s role in assessing andmanaging climate-related risks and opportunities.

Governancea) Describe the climate-related risks andopportunities the organization has identified over the
short, medium, and long term.

2030 Goals; Planet—Sustainable Agriculture; Manufacturing; Sustainable Sourcing
and Procurement

CDP Climate Change 2022 C1.2, C1.2a, C1.3a

Strategy
Disclose the actual and potential impacts ofclimate-related risks and opportunities on theorganization’s businesses, strategy andfinancial planning.

CDP Climate Change 2022 C2.1a, C2.1b, C2.2, C2.2a, C2.3, C2.3a, C2.4, C2.4a
2022 10-K, pgs. 12, 17, 20, 23b) Describe the impact of climate-related risks andopportunities on the organization’s businesses,
strategy, and financial planning.

2030 Goals; Planet—Sustainable Agriculture; Manufacturing; Sustainable Sourcing
and Procurement

CDP Climate Change 2022 C2.3a, C2.4a, C3.1, C3.3, C3.4
2022 10-K, pgs. 12, 17, 20, 23c) Describe the resilience of the organization’s
strategy, taking into consideration different climaterelated scenarios, including a 2°C or lower scenario.

CDP Climate Change 2022 C3.2, C3.2bLamb Weston

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TCFD
Disclosure Focus Area

Recommended Disclosure

Referencea) Describe the organization’s processes for
identifying and assessing climate-related risks.

CDP Climate Change 2022 C2.1, C2.1a, C2.1bb) Describe the organization’s processes for
managing climate-related risks.

Planet—Climate Impactc) Describe how processes for identifying,assessing, and managing climate-related risks
are integrated into the organization’s overallrisk management.

CDP Climate Change 2022 C2.1, C2.1a, C2.1b
2022 Proxy Statement, pgs. 21–22a) Disclose the metrics used by the organization toassess climate-related risks and opportunities in linewith its strategy and risk management process.

2030 Goals; Planet—Sustainable Agriculture; Manufacturing; Sustainable Sourcing
and Procurementb) Disclose Scope 1, Scope 2, and, if appropriate,
Scope 3 greenhouse gas (GHG) emissions, and therelated risks.

Planet—Climate Impact; Sustainable Sourcing and Procurementc) Describe the targets used by the organization to
manage climate-related risks and opportunities andperformance against targets.

2030 Goals

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

CDP Climate Change 2022 C2.1, C2.1a, C2.1b

Metrics and Targets
Disclose the metrics and targets used toassess and manage relevant climate-relatedrisks and opportunities.

CDP Climate Change 2022 C4.1, C4.1b, C9.1
CDP Climate Change 2022 C6, C7
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Forward-Looking Statements
This report contains forward-looking statements within the meaning of thefederal securities laws. Words such as “make,” “improve,” “grow,” “ensure,”“aim,” “build,” “achieve,” “provide,” “drive,” create,” “will,” “enhance,”“protect,” “strive,” “promote,” “advance,” “establish,” “leverage,” “maintain,”“implement,” “continue,” “reduce,” and variations of such words and similar
expressions are intended to identify forward-looking statements. Examplesof forward-looking statements include, but are not limited to, statements
regarding our plans, execution, goals and targets, commitments, agriculturaland manufacturing processes, innovation, technology, efficiency, safety,
DEI and other employment-related initiatives, and progress. These forwardlooking statements are based on management’s current expectations
and are subject to uncertainties and changes in circumstances. Readersof 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 theexpectations contained in the forward-looking statements, including those
set forth in this report. These risks and uncertainties include, among otherthings: weather conditions and availability and pricing 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; anuncertain general economic environment, including inflationary pressures andrecessionary concerns, any of which could adversely impact our business,financial condition, legal or regulatory requirements related to climate change,or results of operations, including the demand and prices for our products;
risks related to disruption of management time from ongoing business
operations due to integration efforts related to our acquisition of LambWeston/Meijer v.o.f. (“LW EMEA”); failure to realize the benefits expected fromthe LW EMEA acquisition; the effect of the LW EMEA acquisition on our ability
to retain customers and retain and hire key personnel, maintain relationships
with suppliers and on our operating results and businesses generally; risks
associated with integrating acquired businesses, including LW EMEA; levelsof pension, labor and people-related expenses; our ability to successfully

execute our long-term value creation strategies; our ability to execute onlarge capital projects, including construction of new production lines or
facilities; the competitive environment and related conditions in the markets
in which we and our joint ventures operate; political and economic conditionsof the countries in which we and our joint ventures conduct business andother factors related to our international operations; disruptions in the global
economy caused by the war in Ukraine and the possible related heighteningof our other known risks; impacts on our business due to health pandemics
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 otherpossible acquisitions; our debt levels; changes in our relationships with our
growers or significant customers; the success of our joint ventures; actionsof governments and regulatory factors affecting our businesses or joint
ventures; 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 totime with the U.S. Securities and Exchange Commission. We caution readers
not to place undue reliance on any forward-looking statements included inthis report, which speak only as of the date of this report. We undertake no
responsibility for updating these statements, except as required by law.