Lamb Weston : 2025 Sustainability Report (2025 Sustainability Report)
LW
Published on 04/20/2026 at 02:57 pm EDT
Making fries, making strides.
Global Sustainability Report
2025 Fiscal Year
Table of Contents
President and CEO Letter
About This Report
About Lamb Weston
Sustainability at Lamb Weston
Our Sustainability Goals
Governance
02
People
12 Team Members
13 Occupational Health and Safety
17 Recruitment and Retention
20 Inclusion
22 Ethics and Integrity
24 Communities
03
Food
27 Product Stewardship and Innovation
29 Food Safety and Quality
33 Product Labeling and Marketing
04
Planet
35 Sustainable and Regenerative Agriculture
42 Manufacturing
50 Fostering Innovation
51 Sustainable Sourcing and Procurement
05
Appendix
55 Stakeholder Engagement
58 U.N. Sustainable Development Goals
59 Material Topics
60 Performance Data Tables
80 Global Reporting Initiative (GRI) Index
95 Sustainability Accounting Standards Board (SASB) Index
98 International Financial Reporting Standards (IFRS) Foundation S2 Climate-related Disclosures
We bring the world together with our fries.
2025 GLOBAL SUSTAINABILITY REPORT
2
APPENDIX
PLANET
FO OD
PEOPLE
INTRODUCTION
INTRODUCTION
PEOPLE FO OD PLANET APPENDIX
President and CEO Letter . About This Report . About Lamb Weston . Sustainability at Lamb Weston . Our Sustainability Goals . Governance
2025 GLOBAL SUSTAINABILITY REP ORT 3
A Message From Our
President and Chief Executive Officer
For more than 75 years, Lamb Weston has pushed what's possible with potatoes - fueling innovation that serves customers, supports the communities where we operate, and strengthens our business.
In fiscal year 2025, Lamb Weston navigated a period of transition that provided an opportunity to build on our strong foundation. During this time, our commitment to sustainability and transparency remained steadfast. Our
teams continue to advance this work by standardizing data-collection practices globally, building systems for long-term tracking, and strengthening alignment across global teams.
Disciplined execution and long-term thinking strengthen how we operate and how we grow. By improving measurement, aligning systems globally, and working as one team, we are ensuring sustainability delivers measurable results and lasting value.
This report highlights how that commitment translated into action across three key areas:
People:
We ensured that team members worked together to continually act with integrity, improve the safety of our operations, foster an inclusive and supportive company culture, contribute to our communities, and continue to receive important training.
Food:
We produced high-quality, safe food that delighted customers worldwide while evolving our product line to meet ever-changing lifestyle and flavor trends.
Planet:
We protected the planet by emphasizing regenerative agriculture practices, using technology to help produce more food with fewer inputs, minimizing freshwater use and carbon emissions, and strengthening our production facilities' ability to operate sustainably.
Looking ahead, our commitment to sustainability will remain measurable,
values-driven, and firmly focused on creating value for our business, customers, and team members.
In fiscal year 2026, Lamb Weston's Focus to Win strategy will accelerate this work as we prioritize markets and channels, strengthen customer partnerships, achieve executional excellence, and set the pace for innovation. Through this clear focus, our people, the food we produce, and the planet we are committed to protecting will all be stronger
- and together, we will continue bringing the world together with our fries.
Michael Smith
President and CEO
Disciplined execution and long-term thinking strengthen how we operate and how we grow. By improving measurement, aligning systems globally, and working as one team, we are ensuring sustainability delivers measurable results and lasting value."
INTRODUCTION
PEOPLE FO OD PLANET APPENDIX
President and CEO Letter . About This Report . About Lamb Weston . Sustainability at Lamb Weston . Our Sustainability Goals . Governance
About This Report
2025 GLOBAL SUSTAINABILITY REPORT 4
This Lamb Weston Global Sustainability Report describes our progress on environmental, social, and governance (ESG( priorities during the fiscal year that ended May 25, 2025 (hereinafter referred to as 2025(. The report includes up- and downstream value chain information based on double materiality assessment (DMA( results, such as information on potato farming, packaging, supply, processing facilities, and transportation. Our adoption of a double materiality approach is voluntary and reflects our commitment to transparency with a broad range of stakeholders. The term "material" as used in this report differs from materiality as defined under U.S. securities laws. See Material Topics to learn more about our DMA process.
We are reporting data in this report as follows:
Sustainable and Regenerative Agriculture
North America, unless otherwise noted
Production Facilities
Global, unless otherwise noted
Employment
Global
Food
Global, unless otherwise noted
This report has been prepared in reference to the Global Reporting Initiative (GRI). Lamb Weston also is reporting to the International Sustainability Standards Board (ISSB)'s Sustainability Accounting Standards Board (SASB) Standards for the Processed Foods Industry and the International Financial Reporting Standards (IFRS) Foundation's S2 Climate-related Disclosures. As part of our sustainability efforts, we are working toward alignment with the Corporate Sustainability Reporting Directive (CSRD). While CSRD does not apply to Lamb Weston at this time, we continue to prepare for future applicability.
Material Topics
This report uses certain terms including those that GRI, SASB, or others refer to as "material," to reflect the issues or priorities of Lamb Weston and its stakeholders. For clarity, GRI "material topics" are intended to reflect our most significant impacts on the economy, environment, and people, while SASB/ISSB concepts are intended to identify sustainability-related information that may be material to enterprise value for investors. This report also uses the term "double materiality"1 as defined by the European Sustainability Reporting Standards (ESRS). Materiality and double materiality and their relevant definitions as used in this report are different from the definition of "materiality" used in the context of filings with the U.S. Securities and Exchange Commission (SEC). Issues deemed material for purposes of this report and for purposes of determining our sustainability strategy are not necessarily material for SEC reporting purposes. Nothing in this report is intended to be incorporated by reference into any SEC filing.
Other Information
Neither future distribution of this 2025 Sustainability Report nor the continued availability of this 2025 Sustainability Report in archive form or otherwise on our website should be deemed to constitute an update or reaffirmation of historical data, goals, and targets included herein as of any future date. Any future update will be provided only through a public disclosure indicating that fact.
Any reference to the Company's support of, work with, or collaboration with a third-party organization within this 2025 Sustainability Report does not constitute or imply an endorsement by the Company of any or all of the positions or activities of such organization.
1 Unless specified otherwise, the terms "material" and "materiality" are used throughout ESRS to refer to double materiality. ESRS 1 General Requirements.
INTRODUCTION
PEOPLE FO OD PLANET APPENDIX
President and CEO Letter . About This Report . About Lamb Weston . Sustainability at Lamb Weston . Our Sustainability Goals . Governance
About Lamb Weston
2025 GLOBAL SUSTAINABILITY REPORT 5
Purpose
We bring the world together with our fries.
Mission
We create experiences that inspire and serve customers around the world with food they love and trust.
Lamb Weston is a leading supplier of frozen potato products to restaurants and retailers around the world. For more than 75 years, Lamb Weston has led the frozen potato industry in innovation, introducing inventive products for our customers. Lamb Weston products can be found in more than 100 countries around the world. Our business is headquartered in Eagle, Idaho, with manufacturing operations in eight countries strategically located in some of the world's best potato-growing regions. Lamb Weston employs approximately 10,0002 people around the world.
Our Business
Founded in
1950
Headquartered in Eagle, Idaho
25
production facilities3
76
years in business
~10,000
team members2
Values
Integrity
We do the right thing every time, even when no one is looking.
Inclusion
We embrace differences and make it safe to be ourselves because we all count.
Teamwork
By putting our heads together, we see the bigger picture and become stronger together.
Drive for results
We challenge ourselves and each other to find better ways to do things, raising the bar for what's possible.
Empowerment
We think like leaders and act like owners.
Major Products
Fries Straight Cut, Crinkle Cut,
Twister®, CrissCut®, Wedge Cut
Shredded Potatoes
Diced Potatoes
Formed Potatoes
Hash Browns, Tater Puffs®
Chips
Mashed Potatoes
Dehydrated Potato Flakes
Appetizers
Vegetables
2 As of May 25, 2025; excluding joint ventures and temporary labor.
3 As of report publication.
INTRODUCTION
PEOPLE FO OD PLANET APPENDIX
President and CEO Letter . About This Report . About Lamb Weston . Sustainability at Lamb Weston . Our Sustainability Goals . Governance
2025 GLOBAL SUSTAINABILITY REPORT 6
Global Headquarters
Sales Offices
Production Facility
Local Sales Representation
Innovation Center
Our Global Footprint Map Locations
NORRTTH AMEERRIICA EEMEEA
United States
Global headquarters, Eagle, ID Corporate offices, Kennewick, WA Columbia Basin Blends, WA Pasco, WA
Paterson, WA Quincy, WA Richland, WA Richland, WA Warden, WA Boardman East, OR Boardman West, OR
Boardman Center, OR Hermiston, OR American Falls, ID Twin Falls, ID
Delhi, LA
Park Rapids, MN
Canada
Taber, Alberta
Mexico
Mexico City, Mexico
LCAETNATMRAL AMERICA
Guatemala
Guatemala City, Guatemala
Panama
Panama City, Panama
Argentina
Mar del Plata, Buenos Aires, Argentina Buenos Aires, Argentina
Brazil
São Paulo, Brazil
United Kingdom
Wisbech, U.K.
The Netherlands
Kruiningen, The Netherlands Kruiningen, The Netherlands Oosterbierum, The Netherlands Bergen op Zoom, The Netherlands Bergen op Zoom, The Netherlands Broekhuizenvorst, The Netherlands Breda, The Netherlands
Austria
Hollabrunn, Austria
United Arab Emirates
Dubai, U.A.E.
CHINA
Shanghai, China Beijing, China
Shangdu, Inner Mongolia Ulanqab, Inner Mongolia
APAC
India
New Delhi, India
Singapore
Singapore
Korea
Seoul, Korea
Japan
Tokyo, Japan
Australia
Hallam, Australia Melbourne, Australia Queensland, Australia
Financial Profile
Net sales (in millions)
$6,451
$6,468
$5,351
$4,099
$3,671
2025
2024
2023
2022
2021
Customer Segments
34%
66%
2025 net sales
INTRODUCTION
INTRODUCTION
PEOPLE FO OD PLANET APPENDIX
President and CEO Letter . About This Report . About Lamb Weston . Sustainability at Lamb Weston . Our Sustainability Goals . Governance
The Lamb Weston Value Chain
2025 GLOBAL SUSTAINABILITY REPORT 7
Inputs ⟶
AGRICULTURE
global acres
lbs of active ingredient pesticide per ton of crops harvested*
IN NORTH AMERICA
gallons of water per pound of crops harvested*
lbs of nitrogen per ton of crops harvested*
GLOBAL SUPPLY CHAIN
suppliers
spend (excludes potatoes)
MANUFACTURING
megalitres (ML) of water consumption (global)
gigajoules (gj) energy (global)
OPERATIONS
global team members4
Outputs ⟶
CUSTOMERS
global retail product offerings
COMMUNITIES
volunteer hours
TEAM MEMBERS
wages (global)
Impact ⟶
SKUs5
production facilities
countries with manufacturing operations
servings per day
philanthropic investments
fringe benefits
countries with a customer base
countries with significant operations (including sales support teams)
* Irish variety potatoes in North America.
4 As of May 25, 2025; excluding joint ventures and temporary labor.
5 Global retail SKUs.
PEOPLE FO OD PLANET APPENDIX
President and CEO Letter . About This Report . About Lamb Weston . Sustainability at Lamb Weston . Our Sustainability Goals . Governance
Sustainability at Lamb Weston
A Letter From Our Chief Supply Chain Officer
2025 GLOBAL SUSTAINABILITY REPORT 8
Sustainability is integral to Lamb Weston's values and strategy.
It is not a standalone initiative, but a responsibility embedded across our global supply chain and owned by every team member throughout the organization - from agriculture and manufacturing to packaging and logistics. Sustainability is maintained
by every team member throughout the organization.
Fiscal year 2025 was a time of operational reset and recommitment, bringing greater discipline, clarity, and consistency to how we run the global supply chain. As we refined our business focus, we strengthened the systems, processes, and execution practices that support both operational performance and sustainability.
Our end-to-end supply chain - how we source raw materials, make food, and deliver goods to customers - enables us to drive sustainability across the full
product life cycle. On farms, we support soil health and encourage agricultural practices that optimize the use of key resources such as water and nitrogen. In our manufacturing facilities, we maintain a constant focus
on safety and energy efficiency, while continuing to advance innovative, environmentally responsible packaging solutions.
Collaboration is essential to this work. We partner closely with our customers, farmers, suppliers, and other stakeholders to make a shared positive impact on the communities and markets we serve worldwide. In fiscal year 2026, we are making measurable progress by building greater transparency, strong team member collaboration, and improved execution.
Together, we are determined to make a meaningful difference.
Sylvia Wilks
Chief Supply Chain Officer
INTRODUCTION
PEOPLE FO OD PLANET APPENDIX
President and CEO Letter . About This Report . About Lamb Weston . Sustainability at Lamb Weston . Our Sustainability Goals . Governance
Our Sustainability Goals
ENGAGING
team members, customers, and suppliers
INVESTING
in people, systems, and projects
In 2025, Lamb Weston continued integrating our global business and sustainability plans.
Our efforts included:
2025 GLOBAL SUSTAINABILITY REPORT 9
PREPARING for
future requirements
Sustainability is central to how we operate - something we focus on even in difficult times, as it's inextricable from our business strategy. This report reflects our progress toward our sustainability goals in fiscal year 2025, which guide our work and drive accountability.
Our Global 2033 Sustainability Goals (measured from our fiscal year 2023 baseline)
Sustainable and Regenerative Agriculture
Climate Resilience
Net neutral farmgate carbon emissions6 through full potato crop rotation
More With Less
Soil Health Initiative
Material Utilization and Food Waste
food waste reduction from processing
waste-to-landfill7
Sustainable Sourcing
deforestation- and conversion-free palm oil
Packaging Innovation
Design packaging to contain bio-based
materials or recycled content
Design packaging to be recycle-ready, reusable, or compostable
Water
reduction of freshwater withdrawal per pound produced
Carbon Emissions
reduction of Scope 1 and 2 greenhouse gas (GHG) emissions per pound produced8
reduction in water, nitrogen, and active ingredient pesticides per ton harvested
of farmers active in a sustainable
agriculture program
certified sustainable fiber-based packaging
reduction of Scope 3 GHG emissions per pound produced8
6 Our net neutral farmgate goal is for company owned farms in North America and focus on on-site carbon reductions and carbon sequestration. We do not currently rely on purchased offsets to meet these goals.
7 A system-wide approach that seeks to maximize recycling, minimize waste, reduce consumption, and ensure that products are designed to be reused, repaired, or recycled back into the environment or marketplace. Zero Waste Definition, U.S. Environmental Protection Agency.
8 Target represents gross GHG emissions.
INTRODUCTION
INTRODUCTION
PEOPLE FO OD PLANET APPENDIX
President and CEO Letter . About This Report . About Lamb Weston . Sustainability at Lamb Weston . Our Sustainability Goals . Governance
Governance
2025 GLOBAL SUSTAINABILITY REPORT 10
Our business strategy includes sustainability, and it's built on a foundation of strong corporate governance. Our
13-member Board of Directors - including 11 independent directors, the Executive Chair, and the CEO - acts on behalf of shareholders to lead our corporate governance efforts. The Board has appointed a lead independent director to ensure board independence and effective oversight.9
Our Board works to promote consistency and good governance. Members collectively track and analyze changes to the regulatory and legislative landscape to stay current on governmental expectations and support the Board's continued well-coordinated operation. The Board also regularly reviews Lamb Weston's strategic plan, oversees risk management, and monitors succession planning for senior management.
Our Board committees are comprised solely of independent directors. They include:
Our Approach to Sustainability Oversight
Our commitment to strong governance extends to the oversight of our sustainability strategy and operations. To support that oversight, key committees and individuals have specific roles and responsibilities related to governance.
Our Nominating and Corporate Governance Committee supports management in overseeing reputational risks and key public affairs matters. This committee oversees the Lamb Weston policies and programs relating to our corporate sustainability strategy. It also reviews Lamb Weston's performance on our sustainability strategy and targets, including carbon emissions and water stewardship.
The committee is responsible for risk oversight around issues related to this topic and conducts an annual review of government affairs matters, while also overseeing the Lamb Weston Foundation and the company's community involvement.
Audit and Finance Committee
The chair of our Nominating and Corporate Governance Committee reports regularly to the full Board, in order to keep its members informed about sustainability progress and significant developments. Annually, our full Board reviews the sustainability report and Lamb Weston's performance against our sustainability strategy and targets.
Compensation and Human Capital Committee
The Compensation and Human Capital Committee regularly reviews our human capital strategy, including talent acquisition, development, and retention.
Nominating and Corporate Governance Committee
Our executive leadership team (ELT) plays a crucial role in helping us accomplish our sustainability ambition and drives progress on sustainability goals. These leaders receive updates on climate-related issues, stakeholder engagement, and other issues as needed.
The Senior Director, ESG Administration is responsible for sustainability program strategy development, management, and communication to senior leadership. This individual provides feedback on matters including climate-related risks and opportunities, while participating in an annual enterprise risk management assessment.
Our sustainability leaders communicate regularly with the Board. The Senior Director, ESG Administration, informs the Board about sustainability risks and opportunities at least annually, including climate-related risk, and provides sustainability updates as needed when issues arise. Sustainability risks are also addressed annually with the Board by our Vice President, Internal Audit, through the enterprise risk management process.
The Senior Director, ESG Administration, is supported in this work by a cross-functional Sustainability Council whose members are appointed by the ELT. Members of the council work directly with subject matter experts throughout the organization to execute on the sustainability strategy.
Lamb Weston includes sustainability factors in our capital review process, evaluating how new projects may affect or help manage company-specific climate-related risks and opportunities. The ESG and Supply Chain teams review progress on our 2033
sustainability goals, including climate-related goals, each month as part of regular business updates, helping keep sustainability part of day-to-day decision-making.
Our operations in Europe have dedicated sustainability resources, including a cross-functional sustainability team, which is overseen by an executive sustainability steering committee. Our European production facilities work with Water, Energy, and Emissions (WEE) teams to support sustainability initiatives related to those topics.
9 As of report publication.
02 People
Lamb Weston's approximately 10,000 team members10 are the heart of our business, which is why our attention to workplace safety and ethical behavior is a top priority. Our company culture helps team members thrive as individuals and succeed as a team, enabling them to make products that delight our customers and consumers. Lamb Weston also supports the communities in which
we operate throughout the year to help the places we live and work to flourish.
2025 GLOBAL SUSTAINABILITY REPORT 11
23%
year-over-year reduction in recordable injury rates
Fiscal Year 2025 Highlights
Wall
2 Wall
safety program expanded worldwide
In This Section:
2,630
paid team member volunteer hours
10 As of May 25, 2025; excluding joint ventures and temporary labor.
INTRODUCTION
PEOPLE
FO OD
PLANET
APPENDIX
INTRODUCTION
FO OD PLANET APPENDIX
2025 GLOBAL SUSTAINABILITY REPORT 12
Team Members . Occupational Health and Safety . Recruitment and Retention . Inclusion . Ethics and Integrity . Communities
Team Members
Lamb Weston's purpose - bringing the world together with our fries
- is powered by the talent and commitment of our team members around the globe. We strive to maintain a culture of teamwork, empowerment, and inclusion, which allows team members to do
their best work.
The success of our business depends on the skills and dedication of Lamb Weston team members. We focus on recruiting and retaining the best people, making connections with individual team members from their first day on the job, and continuing to foster that relationship throughout their work life cycle.
We provide advancement opportunities so team members can continue to grow professionally, while providing compensation that reflects an individual's responsibilities. Lamb Weston helps team members develop their skills and stay safe on the job through our commitment to workplace health and safety.
In 2025, we strengthened our team member value proposition. We completed the first phase of our new Career Pathing program by developing a Capabilities Library. This library establishes a framework that defines the skills and competencies for every role within each business unit. Each function, including areas such as Human Resources, Manufacturing, and Supply Chain, now has its own library. In fiscal year 2026, we plan to launch the next phase of this work, which will align these capabilities with individual positions, beginning with roles in Supply Chain, Manufacturing, Human Resources, and the Legal, Regulatory, and Compliance Department.
We recognize that leadership behavior is a foundational aspect of establishing and sustaining a strong company culture. In every part of the business, our leaders are expected to model ethical behavior, demonstrate respect, and foster open communication so every team member can thrive.
TEAM MEMBER RECOGNITION
Each month, we honor and recognize Lamb Weston team members achieving service anniversary milestones. In fiscal year 2025, Lamb Weston team members celebrated the following impressive service milestones:
25 YEARS ⟶ 113 team members
30 YEARS ⟶ 54 team members
35 YEARS ⟶ 53 team members
40 YEARS ⟶ 47 team members
45 YEARS ⟶ 13 team members
50+ YEARS ⟶ 2 team members
PEOPLE
INTRODUCTION
FO OD PLANET APPENDIX
2025 GLOBAL SUSTAINABILITY REPORT 13
Team Members . Occupational Health and Safety . Recruitment and Retention . Inclusion . Ethics and Integrity . Communities
Occupational Health and Safety
Lamb Weston gives team members the tools, confidence, and voice to help achieve our shared goal of zero injuries across the company. Safety is everyone's responsibility, and team members are expected to protect themselves and one another. Leaders are encouraged to create space for people to speak up, which includes caring for team members' psychological safety as well as their physical well-being.
Our health and safety programs continue to evolve. To sustain that momentum, in 2025, we developed tools that assess such programs, supporting efficient and consistently safe operations.
We view environmental and safety laws and regulations, such as those enforced by the Occupational Safety and Health Administration (OSHA), Environmental Protection Agency (EPA), and Dutch Labor Authority, as minimum standards that we constantly work to exceed. Each team member shares responsibility not only for following the law but also for maintaining each other's health and welfare.
Company policies are the foundation for Lamb Weston safety initiatives, helping us maintain a consistent approach at all facilities worldwide. Our team members also have access to a global resource library and many other tools to support safe work practices.
In North America, China, Argentina, and Australia, our Environment, Health, Safety, and Security (EHSS) management system is built on the ISO 45001 and ISO 14001 standards, which address the causes of workplace accidents to prevent incidents from happening. In Europe, all our production facilities and the Innovation Centre are fully ISO 14001 and ISO 50001 certified.
Our Commitment to Safety
Protect and enhance the livelihoods of our teams across the globe, as well as have a positive impact on the communities that we operate in, striving for zero safety
or environmental incidents.
In 2025, Lamb Weston strengthened team member ownership across EHSS programs by conducting comprehensive internal reviews and audits of Life Saving Programs across all regions. Identified gaps were addressed through targeted corrective actions and standardized expectations. In addition, machine guarding assessments were completed at each facility to further evaluate equipment safeguarding practices and identify improvement opportunities. Top Loss (commonly occurring incidents) educational campaigns were launched early in the year to increase team member awareness and reinforce an interdependent EHSS culture. Focus areas included fryer safety, slips trips and falls, non-routine work, and ergonomics.
We also established a Center of Excellence for EHSS to oversee existing programs, launch new initiatives, develop policies and procedures, proactively manage trainings, and regularly complete compliance audits. At the same time, we are building global EHSS programs across regions to improve communication, collaboration, and replication of corrective actions.
PEOPLE
INTRODUCTION
FO OD PLANET APPENDIX
2025 GLOBAL SUSTAINABILITY REPORT 14
Team Members . Occupational Health and Safety . Recruitment and Retention . Inclusion . Ethics and Integrity . Communities
Safety Training and Practices
No matter the role, team members must be prepared to work safely. New-hire and role-specific training are
priorities at Lamb Weston, and we have developed detailed training topics, standards, and procedures in our safety policies. Our training teams provide initial instruction, reverification, and regular demonstrations of job-specific safe practices at our facilities around the world.
Our focus on safety comes to life in a variety of ways throughout the year. Most Lamb Weston facilities conduct Safety Week activities. In 2025, these activities included forklift rodeos and the Spud Bucks recognition program
at our American Falls and Taber facilities. This program awards certificates to team members who exhibit Lamb Weston values. Recipients can redeem Spud Bucks
for snacks and other small prizes to reinforce positive behaviors across facilities. We also hold joint fire-safety drills with local emergency medical services personnel to ensure that our teams can respond safely should a fire occur.
In North American locations, team members complete daily risk assessments when shifts change. These assessments consider how site-specific environmental factors such as equipment, weather, and noise might affect safe operations. Based on these findings, teams develop and implement mitigation plans to address potential hazards. Safety huddles including shift leaders and team members build
on these assessments, encouraging open discussion of identified risks and mitigation steps.
When team members encounter tasks or conditions not covered in the daily risk assessment, they complete a Quick Risk Prediction (QRP). This tool allows team members to immediately identify potential hazards and develop a plan for working safely, even while conducting non-routine tasks. We require team members to complete a QRP when they enter a new location, before they complete a new task, or as a response to changing environmental conditions.
We expect our teams to be proactive around safety and fully use the tools available to them. Each facility adapts the resources and tools provided by the EHSS global team to address that location's specific concerns and develop site-specific programs.
In 2025, Lamb Weston made a series of practical improvements to our safety programs. For example, we redesigned the Hazardous Energy Control Lock Out Tag Out (LOTO) Program, standardizing it into a single global program for use in all locations. The new program provides consistent training, documentation, and implementation expectations worldwide, improving compliance, training quality, and risk reduction across our network.
We also introduced a global EHSS pillar dashboard, providing real-time visibility into quarterly health-check and step-up activities across all regions. We expect the EHSS health checks to be fully available in fiscal year 2027 after the completion of program enhancements that are currently underway.
PEOPLE
INTRODUCTION
FO OD PLANET APPENDIX
2025 GLOBAL SUSTAINABILITY REPORT 15
Team Members . Occupational Health and Safety . Recruitment and Retention . Inclusion . Ethics and Integrity . Communities
Our teams regularly complete comprehensive assessments and periodically conduct a Key Concepts of Safety risk assessment, which is designed to eliminate hazards. We use these concepts to complete Wall 2 Wall assessments, looking for unsafe physical conditions, identifying corrective actions, and tracking the completion of work.
Our teams share the lessons they've learned from recent incidents during periodic Focus Calls, helping improve how we manage incidents and improving visibility into what is happening within our facilities worldwide. In 2025, Lamb Weston strengthened
our ties around safety globally, while also bringing the Wall 2 Wall program to all of our operations in North America, China, Australia, and Latin America, with an expansion to Europe scheduled for fiscal year 2026. In 2025, the program generated over 1,400 corrective and preventive action (CAPA) plans. Wall 2 Wall focused on addressing unsafe physical conditions and improving tracking of CAPA completion to ensure sustained risk reduction.
2025 EHSS Initiatives
As part of our efforts to constantly improve our EHSS efforts, we expanded Because We Care (BWC), a peer-to-peer tool for reporting safety behaviors, globally. Most facilities review these reports weekly to recognize positive behaviors and replicate effective safety practices throughout Lamb Weston.
At facilities around the world, we implemented practical changes that are making BWC more useful. For example, at our Boardman East facility in Oregon, we made BWC more widely accessible
by translating information about the program into Spanish. This approach led to an approximate 4% increase in participation, with at least 17 additional entries coming in each month.
Because We Care has helped drive a subconscious awareness of doing the little things correctly. The program has increased peer interactions and trust-building across teams, leading to fewer incidents, which
is fostering a healthier workplace and boosting morale."
Aaron Van Gorder
Production Superintendent
In Delhi, Louisiana, we replaced inefficient paper BWC forms with digital links that are easily accessible from facility computers. All team members received training in how to use the new process, and participation increased. We also built dashboards so leaders could see completed forms in real time.
At facilities worldwide, our teams are working to continuously improve the program's accessibility, so that we can do an even better job of sharing safety information.
PEOPLE
INTRODUCTION
FO OD PLANET APPENDIX
2025 GLOBAL SUSTAINABILITY REPORT 16
Team Members . Occupational Health and Safety . Recruitment and Retention . Inclusion . Ethics and Integrity . Communities
Measuring Safety
OSHA Global Total Recordable Incident Rate
2025
2024
2023
2022
2021
1.0
1.2
1.4
1.7
2.0
Protecting our team members is an ongoing commitment, and we consistently work to strengthen our approach. We employ several different measures of progress and methods to identify emerging risk areas.
In 2025, our total recordable incident rate (TRIR) decreased, continuing our positive year-over-year trend. Improvements in cross-site collaboration and information sharing about corrective actions helped us keep our facilities from repeating EHSS incidents in different locations.
We routinely update our safety management plans to reflect changing circumstances such as the installation of new equipment or a change in production processes, as well as new learning such as a better understanding of a particular risk factor. We have created a "one team" approach to safety globally and
enhanced communications channels between facilities. Our "Ambassador Decks" publication provides each facility with visibility into its safety
performance and progress toward incident reduction efforts, helping teams learn from one another and reinforcing a companywide
commitment to safe operations. Our global pillar dashboard and EHSS reporting and analytics platform remain core data systems to help us measure and communicate progress on safety.
Regular internal reviews and external evaluations help verify the effectiveness of our efforts and support ongoing regulatory compliance. Lamb Weston conducts internal and regulatory audits, and we also undergo
third-party assessments, including voluntary and customer-requested social accountability audits.
Lamb Weston strengthens EHSS processes through internal reviews. We examine incidents, particularly potentially serious ones, and
review whether our processes should evolve and what improvements we might make. This effort incorporates root cause analysis, so the conditions and risks that led to an incident can be avoided in the future.
PEOPLE
INTRODUCTION
FO OD PLANET APPENDIX
2025 GLOBAL SUSTAINABILITY REPORT 17
Team Members . Occupational Health and Safety . Recruitment and Retention . Inclusion . Ethics and Integrity . Communities
Recruitment and Retention
Elevating the Candidate Experience
In partnership with teams across Lamb Weston, our Global Talent Acquisition group enhanced the North America Careers website to better reflect our story as an employer of choice. The refreshed site features dynamic videos and articles, simplified job search functionality, a dedicated People & Culture page, new hiring process Frequently Asked Questions, and Talent Community and Job Alert tools to connect candidates with the right opportunities. Since launching in December 2024, applicants per role have increased by approximately 23% - strengthening our ability to attract the people who help bring the world together with our fries.
Lamb Weston has built a global talent pipeline designed to identify exceptional candidates for each role, and we aim to provide candidates with positive experiences along their recruiting journey.
Our Global Talent Acquisition team uses recruiting industry best practices and data to find and attract the right candidates for each position. We also provide paid sign-on bonuses for team member referrals. Our partnerships with external stakeholders are key to our success in recruitment and hiring for both hourly11 and salaried12 roles.
Lamb Weston Team Member Relief Fund
Lamb Weston maintains a Team Member Relief Fund to help individuals at any of our locations worldwide who are affected by emergencies, illness, natural disasters, or other qualifying unforeseen hardships with grants up to $2,000. Each recipient may receive up to two grants in a rolling 12-month period.
The fund also operates an Immediate Response Plan that provides $500 to individuals in areas experiencing natural disasters. These funds can be distributed within 48 hours to individuals impacted by natural disasters that lead to an evacuation or create other urgent financial needs. Team members may support one another by choosing to donate directly to the fund. In calendar year 2025, the
Team Member Relief Fund awarded 17 grants, totaling approximately $30,700. Since its inception, the fund has distributed approximately $163,300.
Internal mobility is a crucial element of our success in building effective teams. We foster strong collaboration between departments to help place individuals in the roles where they are most likely to succeed and drive Lamb Weston's performance.
Retention practices, including career development and relocation programs, help us keep valued team
members. In 2025, we provided IMPACT 1 and 2 training for frontline leaders and People Managers, equipping them to lead self and others. Team members who participated said the training improved their ability
to coach and develop others and lead through change.
11 Hourly team members are both full and part time, and most work in manufacturing facilities.
12 Salaried team members are primarily full time and work in technical, commercial sales, and specialized roles, in our corporate offices or Innovation Centers, remotely, or in our manufacturing facilities.
PEOPLE
INTRODUCTION
FO OD PLANET APPENDIX
2025 GLOBAL SUSTAINABILITY REPORT 18
Team Members . Occupational Health and Safety . Recruitment and Retention . Inclusion . Ethics and Integrity . Communities
Team Member Engagement
In 2025, Lamb Weston continued to listen to and support team members. We emphasized clear communication, consistent development opportunities, and programs designed to help team members feel informed, supported, and connected.
During our 2025 business transitions, we continued listening closely to our team members and responding to their needs, including providing support to those affected by the closure of our Connell, Washington, facility. Quarterly pulse surveys remained a primary way we gathered feedback from across the business, giving us timely insight into team members' views.
Several themes emerged through our pulse surveys - most notably a desire for continued leadership visibility, clear communication, and recognition opportunities. In response, we expanded messaging from senior leadership, increased recognition opportunities through initiatives such as Cheers for Peers and the Values & Bright Idea Awards, and broadened ELT communication touchpoints by conducting team member roundtable discussions.
Survey feedback also highlighted the importance of leadership development for frontline managers, which led to the development of required training to help strengthen managers' ability to support and engage their teams. These actions reflect
our commitment to helping team members feel informed, valued, and connected.
Compensation and Benefits
Team members receive competitive compensation for the important contributions they make. Our compensation packages include:
Paid time off
Parental leave
Hybrid work policy
Annual incentive bonus program
Health plan or contribution toward coverage
Employee Assistance Program
401(k) with company-matching contributions in the U.S.
Training First Responders
At Lamb Weston, our focus is on keeping all team members safe and well. Even so, people can fall ill or become injured while at work.
That's why our facility in Hollabrunn, Austria, launched a first aid training initiative that more than doubled the number of first responders among the facility's team.
In partnership with the local Red Cross, the facility held three first aid training courses that prepared 31 team members to help people who are injured or fall ill. That number adds to the 25 first aid responders that were already on the facility's team.
Prior to the training, the facility met its legal requirement for the number of responders on staff. However, participants in the company's Life Critical confined spaces training realized that,
in some situations during certain shifts, too few responders would be available. Newly trained responders more than filled that potential gap.
The team members who completed the training report that gaining new skills made them feel confident that they can help with first aid, not only at work but also in their private lives.
PEOPLE
INTRODUCTION
FO OD PLANET APPENDIX
2025 GLOBAL SUSTAINABILITY REPORT 19
Team Members . Occupational Health and Safety . Recruitment and Retention . Inclusion . Ethics and Integrity . Communities
Team Member Learning and Development
Lamb Weston makes ongoing investments in our people - building a culture where development, well-being, and opportunity are accessible to all. This commitment was clear in 2025, when we offered modernized learning systems, strengthened leadership programs, and developed functional capabilities libraries for each business unit - a foundational component for career pathing.
Skill development is essential for both individuals' professional growth and the success of our company. One way we provide opportunities for growth is through the Lamb Weston Learning Academy, which provides team members with a variety of programs on the components of our Leadership Capabilities Model. The model highlights those capabilities needed to lead effectively at Lamb Weston.
Lamb Weston regularly reviews team members' performance using the Leadership Capabilities Model, so team members can better understand their strengths, as well as where they might benefit from additional education or training.
In 2025, we developed new food safety, sustainability, and leadership training courses while refining our existing educational programs. These efforts include a wide range of Lamb Weston courses, as well as support for outside educational opportunities. Tuition reimbursement is available for U.S. team members pursuing external education opportunities aligned with their professional development.
We also consolidated multiple learning management systems into Workday Learning, aligning these resources under a global platform. This change makes it easier for employees to complete their training by making it available in a single platform. Early adopters of Workday Learning reported that they benefited from simplified access to training and enhanced visibility into required learning.
LAMB WESTON LEADERSHIP CAPABILITIES MODEL
Lives Our Values
Grows Our People
Champions Change
Communicates With Impact
Understands Our Business
PEOPLE
INTRODUCTION
FO OD PLANET APPENDIX
2025 GLOBAL SUSTAINABILITY REPORT 20
Team Members . Occupational Health and Safety . Recruitment and Retention . Inclusion . Ethics and Integrity . Communities
Inclusion
Our Commitment to Inclusion
Lamb Weston is a welcoming, respectful organization that values team members' unique experiences, backgrounds, and cultures. Inclusion, which we define as embracing our differences, is a core value: Lamb Weston benefits from having a
diversity of thought and multiple perspectives within our teams.
We aspire for our team members to feel comfortable sharing their thoughts because they know those ideas will be received respectfully. This workplace environment makes it easier for team members to remain connected to their teams and to work confidently.
Lamb Weston is intentional in our training and education to help everyone feel welcome and valued. In 2025, we
members based on race, sex, color, religion, ethnic or national origin, gender, sexual orientation, gender identity or expression, age, pregnancy, leave status, disability, veteran status, and/or any other characteristic or status protected by applicable law.
Our U.S. EEO-1 Commission data, a mandatory annual data collection practice for private employers with more than 100 team members that is overseen by the U.S. EEO Commission, is publicly available. Our Senior Vice
President, Global Talent and Organizational Effectiveness, oversees our Inclusion strategy and champions its implementation across Lamb Weston.
Business Resource Groups
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 equity in career opportunity and advancement for all team members.
We are committed to a culture of inclusion where every person feels valued, supported, and free to be themselves.
We are committed to offering training on inclusion-related topic areas that support both leaders and team members in living up to these commitments.
conducted inclusion training, which included information about how Lamb Weston creates a culture of inclusion, in the United States and Europe.
We value the unique traits each team member brings
Our voluntary, team-member-led Business Resource Groups provide opportunities for team members to build community and inclusion. The groups, which are open to all team members, offer networking, education, and other resources.
to work. Employing people with different backgrounds, experiences, and abilities helps Lamb Weston make more informed decisions, innovate, and enrich our communities. When team members feel included, we create a more dynamic and engaged organization.
Lamb Weston maintains a strict nondiscrimination policy. We do not discriminate against applicants or team
WOMEN'S:
This group shares monthly information on women's health as well as resources on Women's History Month and other areas of interest.
MULTICULTURAL:
Committed to recognizing the heritage of team members around the world, this group holds book group discussions and other sessions on inclusion-related topics.
NEXT GEN:
These up-and-coming team members discuss topics including career advancement and resume development.
PEOPLE
Disclaimer
Lamb Weston Holdings Inc. published this content on April 20, 2026, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on April 20, 2026 at 18:56 UTC.