exo-is/governance-reporting-on-listed-companies huggingface dataset:
Keyword: governance
CORPORATE RESPONSIBILITY AND SUSTAINABILITY GOVERNANCE
INTRODUCTION        HEALTHY LIVING & COMMUNITY SUPPORT        ENVIRONMENTAL STEWARDSHIP        RESPONSIBLE SOURCING        APPENDIX
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Together at the Table: Kraft Heinz 2023 ESG Report
ESG Materiality* and Stakeholder Engagement
To inform and continuously improve upon our ESG strategy, we engage a wide variety of stakeholders for input. Participating in an ongoing, two-way dialogue with our stakeholders 
strengthens our understanding of important environmental, social and governance issues, which helps us set associated priorities to make respective impacts.
Our global stakeholder network includes both the internal and external people and parties whose support is important to the long-term success of our business, and those who are 
mater
Keyword: governance
• Governance
• Climate Change
• Sustainable sourcing
• Health and wellness
• Human Rights
• Operational impact on 
environment
• Transparency/external 
reporting
• Innovation
• Animal welfare
• Sustainable sourcing
• Operational impact on  
environment
• Community impact/food 
security 
• Nutrition and health
• Climate change
• Sustainable sourcing
• Operational impact on            
environment
• Community impact/food 
security 
• Nutrition and well-being
• Workplace health and safety
• Transparency
• Climate change
• Sustainable sourcing
• Water stewardship
• Operational impact on  
environment
• Animal welfare
• Packaging sustainability
• Human rights
• Nutrition and well-being
• Transparency
• Nutrition and well-being
• Animal welfare
• Food safety
Keyword: governance
Governance Structures 
& Mechanisms
Physical & Sociopolitical Risks
Community Relations
Transition to Renewables & Alterative Energies
Business Model 
Resilience
Workforce Management
Labor Practices
Transparency
Food Security, Access
& Affordability
Air Emissions
Ecological Impacts
Innovation & Technology
Competitive Behavior
Management of Local Impacts
GHG Emissions
Management of the 
Legal & Regulatory 
Environment
Customer 
Centricity
Animal Welfare
ESG Materiality Assessment 
To inform our ESG strategy and goal-setting, Kraft Heinz conducts a comprehensive ESG materiality assessment every three to five years, 
with respective smaller interim updates as appropriate. This assessment allows us to identify and prioritize the environmental, social, 
a
Keyword: governance
nd governance issues that are of greatest concern to our stakeholders and relevant to the success of our business. We reevaluate these 
results on an ongoing basis to reflect any substantial changes in standing on these priority issues and allow for the inclusion of new or 
emerging issues. We treat our ESG materiality matrix as a living assessment based on participant input. We continue to evaluate material 
ESG issues to our key stakeholders and the respective impact on our business operations across dynamic global markets. Material issues 
are monitored regularly by a variety of internal stakeholders including Kraft Heinz leadership, ESG and the Corporate and Government 
Affairs ESG Subcommittee. In 2022, we updated our ESG materiality assessment usi
Keyword: governance
this tech-enabled, dynamic, and data-driven approach, we have strengthened our strategy and governance process to meet the rise of 
stakeholder demands at Kraft Heinz.
Enterprise Risk Management 
Kraft Heinz has an established, comprehensive approach to Enterprise Risk Management (ERM). Annually, senior management evaluates 
changes and required updates to the top enterprise risks. The ERM process covers a broad spectrum of risks across several dimensions: 
ESG, strategic, financial, operational, legal and regulatory, human capital, and hazard/catastrophic. Senior management prioritizes the 
risks and develops the Kraft Heinz risk profile, which is shared with the Audit Committee of the Board of Directors annually. Each risk 
owner provides regular updates to the Audit Committee of the Board of Directors.
INTRODUCTION        HEALTHY LIVING
Keyword: governance
GOVERNANCE COMMITMENTS 
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15
Together at the Table: Kraft Heinz 2023 ESG Report
In support of our Vision, To sustainably grow by delighting more consumers globally, we are committed to responsible, sustainable practices extending to each facet of our business. The Kraft Heinz ESG strategy 
prioritizes the issues that matter most to the Company business and stakeholders, focusing on areas that have the greatest impact. It includes three key pillars: Healthy Living & Community Support, Environmental 
Stewardship, and Responsible Sourcing. 
Our goal is to build value among our Company’s broad set of stakeholders by incorporat
Keyword: governance
group of leaders is responsible for creating the strategy, providing governance, oversight, and 
reporting on our DEI&B efforts and initiatives. By having this council in place, we ensure that 
Kraft Heinz consistently endeavors to make progress towards our DEI&B goals and that we 
remain accountable for our progress.
Together at the Table: Kraft Heinz 2023 ESG Report
INTRODUCTION        HEALTHY LIVING & COMMUNITY SUPPORT        ENVIRONMENTAL STEWARDSHIP        RESPONSIBLE SOURCING        APPENDIX
Our engagement 
survey results related 
to diversity, inclusion, 
and belonging will be 
in the top quartile
Survey results for inclusion 
increased by +2 points on 
average compared to 2022 
reﬂecting employees 'feeling 
a sense of belonging’, 
‘feeling like their opinions 
count’, and ‘leaders valuing 
different perspectiv
Keyword: governance
to drive progress and have strong governance mechanisms (See page 9 on our internal 
governance structure) in place to ensure we reach our goal of 85 percent compliance by 2025. 
This increase was driven by the evolution of our global portfolio towards healthier options and 
the introduction of nutritious new products. 
In 2022, we continued our efforts to improve the quality of data and transparency within 
regions that had not previously been measured. Expanded assessed regions included Poland, 
Turkey, Egypt and several countries in Latin America. Our data is now representative of 
approximately 92 percent of our overall scope for this goal. 
Further to our nutrition targets, we successfully reduced approximately 47 million pounds of 
total sugar across our portfolio in 2022 and a
Keyword: governance
objectives, including governance and technical working groups.
Focus on Excellence and Continuous Improvement
In order to ensure constant improvement of our food safety and product quality management 
system, we also monitor other external metrics including product recall, serious incidents, and 
consumer complaints. We are driving continuous improvement in our processes and systems 
which results in very high First Time Right scores and therefore reduces product waste. 
Kraft Heinz quality, operations, and other functions are deploying a transformational 
management system focused on the principles of transforming the culture and mindset of our 
teams through best-in-class collaboration, teamwork, waste reduction, efficiency, and product 
safety.
We are continuously inve
Keyword: governance
more about our Kraft Heinz Management system to the right) and governance structure, 
and are leveraging appropriate resources to keep us on course toward achieving our 
manufacturing ESG goals by 2025. 
We continue to recognize the significant environmental impacts a growing population 
can have, and we remain steadfast in balancing production processes that can meet 
global food demand with efficient operation. Through thorough assessment and strong 
management processes and routines, we see opportunities for improvement at various 
INTRODUCTION        HEALTHY LIVING & COMMUNITY SUPPORT        ENVIRONMENTAL STEWARDSHIP        RESPONSIBLE SOURCING        APPENDIX
stages of our operations, and we continue to learn from external perspectives, as well 
as ourselves, by continuously fostering efficiency improvement
Keyword: bribe
security, as well as tailored courses covering anti-bribery, antitrust, 
leadership, and export compliance.
Beyond formal training, our CEO and General Counsel and 
Chief Compliance Officer, as well as our Communications, Legal, 
and HR teams, deliver regular email communications to reinforce 
ethical behavior.
We also engage team members through 
the “We Choose Integrity” video series, 
which includes video messages from 
members of our Executive Leadership 
Team, signage in our facilities about ethical 
decision making, and branded badge 
holders displaying the Lamb Weston values.
During our annual Ethics & Compliance 
Week, the E&C team organizes activities to 
raise awareness about the importance of E&C. In 2022, 
the theme was “Food Safety.”
Reporting Concerns
It’s imperative to our ethical cu
Keyword: corruption
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 and 
Charitable Giving
•	
Supplier Code of Conduct
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Training and Engagement
We educate team members on E&C throughout their careers—when they 
join 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
Keyword: corruption
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 Conduct
103-3
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
GRI Content Index
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Disclosure Number
Disclosure Title 
Response
GRI 300: Environmental
GRI 301: Materials
103-1
Explanation of the material topic a
Keyword: tax
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 free 
financial planning assistance.
In January of 2023, we created the Lamb Weston Emergency Fund that 
provides financial grants of up to $2,000, to team members who are 
impacted by catastrophic events such as hurricanes, tornadoes, fires, etc. 
The fund also provides assistance to team members who are victims of 
domestic violence, have financial hardship as a result of illness, death of a 
family member, or other situational events.
Lamb Weston
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Keyword: governance
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 a 
better 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, t
Keyword: governance
Governance
13
People
15
People: Our Progress
16
Team Members
27
Communities
14
Making Progress, Together
29
Food
31
Food: Our Progress
32 Product Stewardship
35 Product Labeling and Marketing
36 Food Safety and Quality
30 Making Progress, Together
74
Forward-Looking Statements
61
Appendix
68 SASB
72
TCFD
62 GRI
Table of 
Contents
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, the 
following data points are scoped as follows:
•	
Sustainable agriculture data—North America
•	
Production facility data—North America, 
China, Argentina, and Australia
•
Keyword: governance
governance 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 in 
the 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 for 
more. One thing I know for certain is that we are committed to 
achieving 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 in 
Lamb Weston’s bright future.
Tom Werner 
President and CEO
June 2023
A MESSAGE
Lamb Weston
PEOP
Keyword: governance
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Corporate Profile
Major Products
VISION
To be the No.1 global potato company.
MISSION
To create solutions that inspire and serve our 
customers and consumers with a food they love 
and trust.
Fries
Straight Cut, Crinkle Cut, Twister®, CrissCut®, Wedge Cut
Shredded Potatoes
Diced Potatoes
Formed Potatoes
Hash Browns, Tater Puffs®
Chips
Mashed Potatoes
Appetizers
Vegetables
Founded in
1As of May 29, 2022; includes joint ventures.
2As of May 29, 2022; excludes joint ventures.
Headquarters in
team 
members2
No. 1
in North American 
frozen potato category
No. 2
in global frozen 
potato category
26
1950
Eagle, Idaho
7,900+
production 
facilities1
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FY2022 Environmental, Social and Governance Report
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6
How We Create Value
Output
230
product 
offerings
800
SKUs
100M
servings 
per day
26
facilities
8
countries with significant 
operations.
4,000+
suppliers
$2B+
spend
excludes potatoes
2,200K
cubic meters 
(m3) water 
consumption
14M
gigajoules 
energy
5,000+
team members
382
volunteer 
hours
$440M
wages
$160M
fringe benefits/other
$680K
philanthropic 
investments
more than 
170K
acres
13.3
gallons of water
per pound of 
crops harvested
3.4 lbs
active ingredient 
(AI) pesticide
per ton harvested
10.4 lbs
nutrients
per ton harvested
AGRICULTURE
SUPPLY CHAIN
MANUFACTURING
OPERATIONS
CONSUMERS
COMMUNITIES
TEAM MEMBERS
Business Impact
Output
Inputs
Lamb Weston
FY2022 Environmental, Social and Governance Repo
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Governance
External Stakeholder Importance
Workplace Culture & 
Employee Engagement
Responsible Sourcing & Traceability
Human Rights
Farmer Livelihood
Consumer Health & Nutrition
Partnerships & 
Industry Collaborations
Community Engagement
Packaging
Sustainable Innovation
& Technology
Climate Change
Waste Reduction
Product Innovation
Business Continuity
Responsible Labeling & Marketing
Corporate Governance
Ethics & 
Integrity
Diversity, Equity & 
Inclusion
Occupational 
Health & Safety
Food Safety & Quality
Sustainable Agriculture
Environmental
 Compliance
Water Use & Stewardship
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8
Stakeholder Engagement
By engaging with people and organizations inside and outs
Keyword: governance
•	 Corporate Governance
•	 Climate Change
•	 Diversity, Equity & Inclusion (DEI)
Customers
•	 Dedicated sales resources
•	 Trace My Fries™
•	 Product labeling and marketing
•	 Farm and facility tours
•	 Customer Insights Survey
•	 Food Safety & Quality
•	 Sustainable Agriculture
•	 Consumer Health & Nutrition
•	 Business Continuity
•	 Responsible Sourcing 
& Traceability
•	 Waste Reduction
•	 Sustainable Innovation 
& Technology
Current and 
Potential 
Team Members
•	 Updates from executives
•	 Sustainability awards
•	 Environmental, Health, and 
Safety (EHS) training
•	 Community engagement programs 
•	 Recruiting programs
•	 Compliance training
•	 Talent development programs
•	 Employee resource groups
•	 Ethics & Integrity
•	 Occupational Health & Safety
•	 En
Keyword: governance
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9
2030 Goals
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
People
People 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 t
Keyword: governance
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10
2030 Goals
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 of 
strategic direct and indirect suppliers.
•	
Enhancing supplier diversity through increased opportunities for 
minority, disadvantaged, and small businesses to compet
Keyword: governance
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Governance
Strong corporate governance is essential 
to achieving our 2030 goals and meeting 
commitments to our stakeholders.
Lamb Weston’s Board of Directors is committed to 
performing its responsibilities consistent with sound 
governance practices. The Board routinely reviews 
its processes, assesses the regulatory and legislative 
environment, 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, sele
Keyword: governance
Governance Committee.
The Lamb Weston Executive Leadership Team and 
the 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 Governance
Lamb Weston’s Senior Director of ESG 
Administration oversees ESG topics with the 
help of a cross-functional team and executive 
oversight. The ESG team consists of leaders 
from across the business, nominated by 
members of the Executive Leadership Team, 
and is responsible for strategy development, 
management, and
Keyword: governance
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12
PEOPLE
Maximizing the individual potential of all 7,900+ 
Lamb Weston team members and sharing value 
with our communities.
Our Progress.
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 to 
understand team members’ levels of safety engagement, they found 
something surprising. Although our Delhi, Louisiana, plant was 
meeting 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 j
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Lamb Weston is a global team of more 
than 7,900 people with the primary goal of 
bringing great french fries and service to 
our customers. Delivering delicious fries 
might seem like a modest passion, but the 
delight that our products bring to the world 
is a powerful motivator for our people.
Our team members are fry experts—they know the 
industry 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 break 
with convention and think differently. Lamb Weston’s 
workforce consists of:
•	
Hourly team members, both full-time and part-time, 
most of whom work
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Ethics and Integrity
As a core tenet of our company, ethics and integrity 
compels us to do business in the right way for all 
of our stakeholders. The success of our business 
rests on the trust we build among customers and 
consumers, 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 from 
the top. Lamb Weston’s General Counsel and 
Chief Compliance Officer leads our Core Ethics & 
Compliance (E&C) team, with representatives from 
across the business. The team regular
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APPENDIX
Training and Engagement
We educate team members on E&C throughout their careers—when they 
join 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 and 
Chief Compliance Officer, as well as our Communications, Legal, 
and HR teams, deliver regular email communications to reinforce 
ethical behavior.
We also engage team members through 
the “We Choose Integrity” video series, 
which incl
Keyword: governance
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Lamb Weston has 
maintained a commitment 
to world-class safety within 
our facilities since day one of 
our operations. We aim for 
zero incidents, so every team 
member can go home safely 
every day. Achieving this 
ambition requires a culture 
in which team members 
protect themselves and their 
coworkers 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 with 
the health and safety standards ISO 45001 and ISO 14001, and promotes 
alignment of our global manufacturing facilities around a common 
framework. We have deployed the following elements:
•	
Incident management
•	
Compliance manag
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APPENDIX
complemented by safety huddles between team 
members 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 typically 
half 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 and 
report injury and illness data per OSHA requirements.
For a leading indicator, we use the Key Concepts 
of Safety Assessment to self-evaluate our program 
every quarter. On these assessments, we ask teams 
to share thei
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Team Member Engagement
In addition to our Ethics Helpline, Lamb Weston gives team members 
the opportunity to have their voices heard through a biennial team 
member engagement survey. The survey is open to all full-time team 
members, 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 our 
team 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 transparenc
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To support our DEI goals, in 2021 we hired a senior 
director 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 team 
members that celebrates, leverages, and values 
those differences.
•	
We are committed to ensuring representation of 
women and diverse team members at every level of 
our organization.
•	
We are committed to diverse slate requirements for 
all professional-level positions.
•	
We are committed to equity in career opportunity 
and a
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In 2022, we introduced a DEI learning and 
development 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 practice 
for private employers with more than 100 
team members. Taking this step improves 
accountability for our DEI performance. You can 
view the latest report for our U.S. business by 
clicking 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 an 
important role in creating c
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We recruit new talent through various 
sources, including university relationships, 
community partnerships, career fairs, social 
media outreach, team member referral 
programs, 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 the 
intern and graduate talent pools and a 
cohesive approach to recruitment across 
the 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,
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Well-Being and Benefits 
Lamb Weston has increased our focus on team member well-being and 
safety by enhancing existing benefits and introducing new options to 
support team members holistically.
In 2021, we expanded paid time off benefits for North American team 
members, 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 of 
foster children. We also introduced a new flex time policy, Lamb Weston Flex, 
which allows team members to work on a hybrid schedule, working from 
home part of the week. Many of our office team members take advantage 
of
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The Lamb Weston tuition reimbursement program offers all U.S. team 
members 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 the 
scholarship 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 have 
a 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 regularl
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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 other 
support functions to team members and their 
families. We’re proud of our role as a major 
employer, and we seek to make progress in 
communities by giving back through financial 
and nonfinancial contributions.
Communities
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
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Grantmaking
We make cash grants through the Lamb Weston Foundation, a 
separate 501(c)(3) organization that focuses on how we can make 
our 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 to 
rebuild the independent restaurant industry after COVID-19.
Lamb Weston supports other types of o
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FOOD
Offering our customers and consumers the highest 
quality potato products possible in a responsible manner.
Our Progress.
Making Progress, Together
Involving Everyone 
in Food Safety
At Lamb Weston, food safety is everyone’s job. We invest in food 
safety and quality training for team members at all levels of the 
organization, including both training specific to job roles, and 
general courses and programs available to all.
Our newest program is Food Safety University, a program that 
helps team members better understand food safety principles and 
become mentors for others, allowing us to establish a succession 
plan for future food safety leaders. Since its launch in 2020, we 
have advanced the
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Product Stewardship 
Given that most of our customers enjoy our products 
in moderation, we need to make sure that every bite 
is worth the indulgence—while making progress 
on the issues that matter most to customers and 
consumers. In the past three years, customer trust 
has been the main theme to emerge from our 
macro-trend analyses of the food industry. We take 
care to honor and maintain it because we know how 
easily 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 and 
customers’ needs. Innovation is vital to the long-
term success of Lamb Weston be
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Upcycling
In an effort to reduce food waste, Lamb Weston has developed innovative 
approaches to upcycling. For example, we use pieces of the potato that 
are too short to be fries in our chopped and formed items. We recapture 
other potato byproducts which are then refined into a specialized starch 
that 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, and 
product waste to drive processing efficiencies. See Planet for more 
information about Lamb Weston’s sustainability innovation, including more 
details on our upcycling work.
Our Commitment 
Re
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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 highest-
yielding 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 is 
sourced. For more information about our commitment to sustainable 
palm oil, see Sourcing Palm Oil Responsibly.
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 gr
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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 labeling 
and 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 and 
produce higher-quality frozen potato products. For example, in 
2021,
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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 that 
exceeds expectations, especially when 
it comes to food safety and quality.
Food Safety 
and Quality
•	
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 and 
Resource Program (FARRP)
•	
Food Defense Consortium
•	
Food Northwest
•	
Frozen Potato Products Inst
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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 h
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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 well 
as 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 new 
acquisition, we have a team of quality professionals who work on site at the 
acquired business to assess their quality programs. This due diligence helps 
us identify gaps and create and implement corrective action plans. 
We introduced a new global quality management system in wh
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How We Test Quality
•	
In-facility sampling—Quality 
assurance experts at each 
facility pull product samples 
from production lines every 
30 minutes. This is done 
during the process to build in 
quality and as a final check 
to confirm product quality.
•	
Enterprise-level sampling—
Each week, we gather samples 
from a rotating selection 
of production facilities and 
evaluate them at Lamb 
Weston’s headquarters to check 
them against specifications.
•	
Corrective action plans—
If we find defects, we 
work with the facility to 
document a plan of action.
•	
Following up—A designated 
person at each production 
facility is responsible for 
taking corrective action, and 
participates in monthly quality
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Reducing our environmental impact and conserving 
natural resources.
Our Progress.
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. greenhouse 
gas (GHG) emissions, and it’s the number one input to landfills, 
where it decomposes and generates methane, a GHG that’s more 
potent than carbon dioxide. Waste can occur at all stages of the food 
supply chain, from growing, to processing, to transporting, to food 
service, to consumers’ hom
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One of our driving ambitions is to have the 
best agricultural management practices 
in the industry. We build continuous 
improvement into our processes, adopt 
the latest equipment and technology, and 
share best practices with our growers. 
This pushes us to become better stewards 
of the land.
Sustainable Agriculture
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. T
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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 a 
cycle that depends on the seasons, water, nutrients, farmers, and technology.
Seed pieces are planted 
early to mid-Spring. Size, 
spacing, and depth are 
precisely controlled.
Row harvester machines 
dig 15-20 acres per day. 
Potatoes are inspected, 
loaded, and delivered.
Over the next few 
months, the seeds grow 
into potatoes. Crops 
are closely monitored.
Up to 12,000 tons of 
potatoes are stored in 
buildings specifically 
designed and built for them.
Lamb Weston 
processes potatoes 
into fries, hash browns, 
and more
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Farmer Partnerships
Farmers are the heart and soul of our business. We have worked with 
them 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 and 
productive for generations to come. Lamb Weston recognizes and 
supports 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.
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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 by 
region 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 of 
which are interconnected. In 2021, we experienced one of the most 
challenging growing seasons in Lamb Weston’s history. Extreme heat 
increased our
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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 prior 
crop 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 mil
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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 right 
mix of sun, water, soil, and warm sunny days with cool nights. These are our primary growing regions:
In North America, customers 
can see where their potatoes 
were grown with the Trace 
My Fries website.
Shangdu, Mongolia, 
China
North and South Hallam, 
Victoria, Australia
Southern 
Alberta, 
Canada
Columbia River Basin, 
Washington & Oregon
Snake River Valley,
Idaho
Heartland 
Minnesota
Southern Mississippi 
River Basin, 
Missouri, Arkansas, 
Mississippi & Louisiana
Buenos Aires, 
Argentina
Lamb Weston 
Europe: 
Netherlands, 
France, UK, 
Belgium, 
Aust
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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 and 
recommendations—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 right 
decisions 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 savin
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Lamb Weston’s global growth requires a sustainable potato supply in every 
region we operate. In 2020, we developed sustainable agriculture goals and 
have 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 with 
experts in China, Argentina, and Australia, our 2030 sustainable agriculture 
goals now have a subset of plans to promote progress needed specific to 
each region. Examples include: 
China
•	
90% of farmers operate using a digital agriculture system.
•	
20% increase of organic matter in soil.
Argentina
•	
80% of potato supply grown under
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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 soi
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Manufacturing
We continue to find ways to embed sustainability 
into every aspect of this process and assess 
each of our investments through a defined 
sustainability 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, and 
management 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 and 
prioritize control efforts and expenditures. 
In FY22, overall finished goods production 
increased incrementally year over year however 
remaine
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Transforming 
Potatoes into 
Fries
01
02
03
04
05
06
Peeling & Trimming
High-pressure steam 
removes potato peels; 
inspectors remove 
blemishes and inspect 
for foreign material.
Washing
Potatoes are 
washed, using 
techniques that 
conserve energy 
and water.
Automatic Defect Control
Cameras inspect every fry for potential 
defects. This technology increases fry 
quality and decreases food waste.
Cutting
Our proprietary 
Lamb Water Knives 
cut potatoes 
into shapes by 
propelling them 
through a grid of 
knives at 60+ mph.
Frying
Potatoes are quick-fried to 
the perfect color and texture.
Freezing
Fries are quick-
frozen in our 
freeze tunnel, 
inspected once 
more, and then 
packaged for 
shipment.