summary - lamb weston · guiding principle to a focus area, creating an extra theme within our...

Sustainability Report 2017-2018Lamb Weston / Meijer

Summary |

Seeing possibilitiesin sustainability

We are building a

Great Place to Work®

-4% water used per kg productin processing

hectares with dripirrigation to grow

more crop per drop

300

100%recyclable plasticused to package

our products

of our pre-fried frozen products contains healthy vegetable oil

first time right producing our potato products

Top score audits

85%94%

Trust index of 63%

600 growers in Europe

Sustainable Agriculture Plandeveloped involving our

-30%CO2 emission generated perkg of product

we ship less by road, more via water and rail

-6.5 million km

+7%97%potato utilisationprocessing our products

waste streams reused,recycled or recovered

-24%energy used

per kg of product

Our sustainable highlights

86%

Company facts FY2018 €780 million

#2 globalplayer

80million portions

sold dailyworldwide

50 50 partnershipLamb Weston and Meijer

1,400employees at LW/M

8,400employees worldwide

24factories

worldwide

6factoriesin Europe

6.3 million tonsof potatoes used

worldwide every year

1.7 million tonsof potatoes used inEurope every year

15million portions

sold daily inEMEA

Turnover in EMEA

4 million tonsproduced worldwide

890thousand tonsproduced in Europe

Lamb Weston Holdings Inc. + Lamb Weston / Meijer

Lamb Weston / Meijer

Summary - Sustainability Report 2017-2018

Management statement

‘Raising the bar, making an impact’

What important external trends, such as regulatory or macroeconomic, do you see impacting the sustainability agenda?‘There is clearly a polarisation taking place in many areas, Brexit being one example, the imposition of trade tariffs another. One of the consequences of this is the suboptimisation of world trade, which creates transportation issues that, ultimately, result in the consumption of more energy. A second consequence is that it pushes sustainability further down the agenda.

On the other hand, we have extreme weather which negatively impacts crop yields, one third of food still wasted globally, and millions of consumers indicating how concerned they are about packaging waste and plastics ending up in the oceans. This drives businesses to step up their actions.’

It is now two years since the publication of the previous report. Is your focus on sustainability unchanged?‘We believe that sustainability is a license to operate, a process of continuous improvement. This has been our belief since we initiated our Sustainability Programme in 2011, and it is a view that continues to drive us forward. So, in 2017 we raised sustainable agriculture from a guiding principle to a focus area, creating an extra theme within our sustainability agenda. We continued to track external developments, noting the urgency behind the Paris Agreement to reduce greenhouse gases, the focus that some companies are giving to the circular economy and the requirement to look for ways to minimise food waste and its negative impacts.’

The company has added Sustainable Agriculture to its focus areas, creating the ‘Sustainable Seven’. What is the significance of this? ‘When we began the Sustainability Programme our aim was to look at the entire supply chain, while focusing primarily on those areas where we had a direct impact. We are now

Bas Alblas CEO Lamb Weston / Meijer

ready to broaden our scope and target those areas where we can have an impact on the supply side. The logical area is in potato production. And the biggest impact we can have is by working more closely with our farmers. Our prime focus is to create measurable impact, specifically in those areas where we have the most influence. Today, declining soil health is a major global issue, it is absolutely vital that we tackle this with enough resources and focus.’

The company has focused on being known as the industry leader in sustainable development within its markets by 2020. What then? ‘It is important to understand that while 2020 is an important milestone, it is not the end of our journey. It will be a moment where we reappraise where we are going, and set new goals for 2030. We will raise the bar again, and we will continue to focus on creating impact and making a difference.

So far we have said we will use the UN Sustainable Development Goals (SDGs) as a compass to guide us towards 2030, and I think that is a very constructive position to take.’


Interview with

Strategy & Value Creation

Our purpose, mission, vision and ambitionAs a global player in the potato processing industry, we consider it our responsibility to have an active and leading role in creating a better future. The potato is key to everything we do. This has led us to formulate ‘Human well-being through potatoes’ as our overarching company purpose.

Our mission is to serve and inspire customers and consumers with inventive potato products and solutions they love.

Our visionis that we believe in ‘Seeing possibilities in potatoes’, possibilities to offer enjoyment of potatoes to everyone, everywhere, anytime! And to operate in a responsible and sustainable way, now and for generations to come.

Our ambitionas Lamb Weston / Meijer is threefold. First, we aspire to be the frozen potato category leader in EMEA, Brazil and Russia, and, together with Lamb Weston Holdings Inc. (USA), to be the world’s number one frozen potato company. Second, we want to be the industry leader in sustainability. And third, we want to be the employer of choice.

Sustainability and Creating Shared ValueWe aim to create shared value in everything we do. For us, sustainability is a prerequisite to create long-term shared value. To achieve long-term business success, we believe that we need to have a positive impact on our main stakeholders: our shareholders, customers, consumers, growers, other suppliers, society and, last but not least, our employees.

We believe that businesses can play a major role in sustainable development, and we have a clear sustainability ambition: to be the industry leader on sustainable development by 2020. To achieve this, we developed a comprehensive sustainability strategy in 2011, which we then called the Sustainable Six.

In 2018, we added a seventh focus area - Sustainable Agriculture - transforming our programme into the Sustainable Seven: Water, Energy & Emissions, Potato & Waste, Sustainable Agriculture, Employees, Food Safety & Quality, and Nutrition & Health.

From these seven, we have identified four – Water, Energy & Emissions, Potato & Waste, and Sustainable Agriculture – where we want to excel and show sustainability leadership within our industry. These enable us to create shared value for our stakeholders and grow our business, while substantially improving our resource efficiency1.

The Sustainable Seven are the areas we focus on in our sustainability program. They are the aspects most relevant to our company and industry, where we believe we can make the greatest impact on creating more sustainable operations. We have provided an overview of the progress we made in these seven areas during the period under review in this summary.


1 As a result, we implicitly support specific UN 2030 Sustainable Development Goals (SDGs).

Water

Our goal was to implement Innowater, which purifies our wastewater for reuse in processing, at two of our plants in the period under review to reduce our fresh water intake by 50%. This did not happen for valid reasons, including a delay in a supported business case for the investments, with commitment from all internal stakeholders. This delayed implementation.

Key takeawayThe Innowater project has been an important learning experience. We believe a few years delay is far preferable to the alternative: attempting to implement a project that would have ultimately failed. With both fresh water and wastewater being key issues, natural resources should not be wasted, especially when we believe we will face more frequent droughts in the near future where we operate.

Implementing WEE (Water, Energy, and Environmental) TeamsFor many years, we have operated an energy team on each plant, which focused on improving the company’s energy performance and supporting our sustainability goals. We have now fully

2020 objectiveOur 2020 objective is to reduce our direct water use per tonne of finished product by 50% and to improve the quality of our processed water. Additionally, we will reduce our blue water footprint2 in water stressed areas.

2018 results versus 2008 baseline Direct water use reduced by 3.8% per tonne of finished product

300 Ha. of potatoes grown on drip irrigation in water stressed areas

integrated water and environment goals into these teams, creating Water, Energy, and Environmental (WEE) teams. The WEE teams took a number of relevant steps to improve our water usage.

Chemical-free water cooling treatmentIn recent years we installed state-of-the-art, chemical-free cooling condensers at our Bergen op Zoom plant, both at the new Premium Product Line and the existing line. As well as saving water and energy, the new condensers also last longer, need less maintenance and fully eliminate the use of chemicals, cutting our total chemical costs.

Drip irrigationWe continued to study the viability of drip irrigation systems. We now have a business case for drip irrigation in the UK, where we have 300 hectares using the system (up from 250 hectares in 2016). Our goal is to increase water efficiency, while making more land irrigable, leading to higher crop yields and more consistent quality. We promote drip irrigation among

our growers and actively share best practices with them.

Next stepsOur main goal during this period will be to successfully implement Innowater across three of our plants. At our Kruiningen plant we expect Innowater to go live in the summer of 2019. We expect the new system to treat 65% of our wastewater, resulting in a ~50% reduction of our future fresh water intake. The other two plants will go live during the course of 2020.

We are most proud of


2 Please note that our water footprint relates to fresh water consumption only.

Energy & Emissions

2020 objectiveOur 2020 objective is to reduce direct energy usage per tonne of finished product by 30%, and to reduce greenhouse gas emissions from energy at the same level. Additionally, we are focused on reducing the total carbon footprint in our supply chain.

2018 results versus 2008 baseline Energy intensity was reduced by 23.9% Emissions intensity - energy related - was reduced by 29.8%

We cut our total product carbon footprint - field to freezer - by 20.4%

We reduced our road kilometers by 6.5 million per year, and reduced GHG emissions from transporting goods to our customers by 6,033 MT CO2 equivalent (-8.8%).

Biogas boiler in OosterbierumIn the past, we ran a biogas motor on biogas produced at our wastewater treatment plant in Oosterbierum, producing electricity from this gas. In the past, we were not always able to use the heat from the biogas motor. Today, we are using heat produced from our biogas boilers across all our plants. This increased our energy efficiency from biogas from 45% to 90%.

LED lightingWe are in the process of replacing the lighting across our plants with LED lighting. This is a major effort that we aim to complete by 2020. It reduces time between bulb replacements, saves maintenance costs, and cuts energy costs as LED lights are more energy efficient. This is an additional step in reducing our CO2 emissions from electricity and shows we also care about the small things, as this reduces our electricity use by ~0.5%. For our head office and other offices that we own, we will switch to LED during the scheduled replacements of current lighting.

Renewable energyOver the past two years we have taken a major step forward in reducing our CO2-emissions from energy. We now purchase and use electricity from 100% renewable sources at five of our six plants. At our newly acquired facility in Broekhuizenvorst, we will switch to ‘green’ electricity in 2019. Currently, 14% of our total energy use (gas and electricity) across all our plants comes from renewable sources.

Being good neighboursAt our Kruiningen plant, in summer 2018 we began supplying our neighbor, Wiskerke Onions, with waste heat from the frying process in our factory. Wiskerke is using this heat to dry their onions after harvesting in a newly built, highly sustainable storage facility. This works well, as their heat requirements are at their greatest at the moment when ours are at their lowest. This saves Wiskerke 500,000 m3

of natural gas, and reduces our total emissions by 875 MT of CO2 per year. This is the equivalent of the energy use of 300 Dutch households.

Transporting our goodsWe continued to work on ways to transport our products in the most sustainable manner possible, with the aim of lowering our CO2 emissions. Over the last two years, working closely with our logistics partner Visbeen, we reduced the number of kilometers traveled per tonne of product transported by nearly 6% (from 459 km to 432 km per tonne) by optimizing routing. And we increased our product shipments via water- and railways.



Next stepsWe have made solid progress over the past two years rolling out best practices, and optimising new technologies. Going forward, our aim is to:

Optimise the organisation of energy: We want to better monitor and understand where we are losing energy within our processes.

Optimise those projects currently running: Our goal is to increase the waste heat recovery within our condensers. If we are able to reduce the temperature in the systems further, we will be able to capture more heat from them for reuse.

Develop our energy strategy 2020-2030: Our focus will be on emissions first, energy second. In other words, we will investigate how to reduce CO2 emissions in a bid to tackle climate change and make our total operations ultimately climate neutral.

Potato & Waste

2020 objectiveOur 2020 objective is to increase our potato utilization by 10% per tonne of consumed, finished product; to increase the valorisation of our by-products and waste streams; and to promote a more conscious consumption in our value chain, resulting in a reduced ecological footprint. This means we will need less land and fewer resources to produce the same amount of finished product.

Use more, waste lessWe made strong progress in our potato utilisation, moving from an increase of 4.2% over our 2008 baseline in 2016, to 7.9% over our baseline in 2017. In 2018, this figure dropped again to 6.8% due to a range of challenges, including processing crops of variable quality, driven by adverse weather conditions during the growing season. The outlook is that we will reach our target by 2020.

We utilise the whole potatoThe potato peel accounts for up to 8% of a potato’s weight. About 20% of our frozen products are sold skin-on, but most customers still prefer their fries with the peel removed. And it is this peel that continues to interest us. While the peels we remove by steam are currently used as cattle feed, we wanted to know if there is a way to utilise them more effectively. Which is why we carried out a research programme with Wageningen Food & Biobased Research, under the auspices of the Dutch government-subsidised CARVE programme. CARVE aims to minimise food waste and increase valorisation from producers, rather than consumers. The research looked into bio-refining potato peels into food ingredients or other components.

Being transparent, making a difference If we want to really cut food waste and help contribute to food security, we know we cannot do it alone. We need to find ways to influence

2018 results versus 2008 baseline Our potato utilisation (as produced) improved by 6.8% We send zero waste to landfill, and 2.7% waste is incinerated

97.3% of our by-products and waste streams are reused, recycled or recovered

Customer pilot to reduce food waste resulted in only 1% fries wasted

Next stepsWe will continue to increase our potato utilisation, by implementing best practices and developing new ones to generate 10% more finished products from our potato pile versus our 2008 baseline. We aim to further invest in innovative technologies to support using the whole potato and further increasing the potato utilisation of our finished products.

others in our supply chain, in our sector, or even further afield. This is one of the reasons that we are transparent about our sustainability objectives and performance. We want to share knowledge and make a difference.

That’s why we are one of 25 core partners in ‘Samen tegen Voedselverpilling’ (United against Food loss and Waste). Samen tegen Voedselverspiling is an initiative of Wageningen University & Research, the Dutch Ministry of Agriculture, Nature and Food Quality, Three-Sixty, Food Tech Brainport and regional public organisations. It brings together companies from across the food sector, as well as national and local authorities, with the aim of helping to prevent and reduce food waste. Its goal is to cut food waste by 50% by 2030, compared to 2015, in line with UN Sustainable Development Goal 12.3.

Food-grade starch going circularWe continue to investigate the use of high-quality white (native) potato starch, with the goal of using it in a better way. The starch is released when we cut potatoes into French fries. As a result of its strong adhesion and binding properties, it can be used in a range of areas, including bioplastics, wallpaper glue and drilling mud. However, we would rather find a way to use it as a pure food ingredient. We are currently looking into better options within this area.



Sustainable Agriculture

3 SAI FSA is the Farm Sustainability Assessment (FSA) developed by the Sustainable Agriculture Initiative (SAI).

All existing national farm certifications are benchmarked by SAI against their FSA Standard and ranked Bronze, Silver or Gold

2020 objectiveOur 2020 objective is to roll out the Sustainable Agriculture Plan to all LW/M growers in our sourcing regions, getting them engaged, making it practical, understandable and measurable.

2018 results versus 2008 baseline Sustainable Agriculture (SA) Plan defined, roll-out in the Netherlands completed

66% Silver, 27% Bronze, while 7% not yet benchmarked on the SAI FSA3 Standard

Concept SA soil label and internal SA dashboard developed SA dashboard - baseline established based on input from 20 growers

In 2011, we selected the Sustainable Six based on two criteria: their relevance to our company and the industry and whether we could truly make an impact by creating more sustainable operations. Since publishing our last sustainability report, in January 2017, we have revisited sustainable agriculture and chosen to elevate it from a guiding principle to a main focus area. The Sustainable Six have now become the Sustainable Seven.

In 2018, we successfully started to roll out our Sustainable Agriculture (SA) Plan in the Netherlands. We chose to adopt the definition for sustainable agriculture from SAI Platform: ‘The efficient production of safe, high quality agricultural products, in a way that protects and improves the natural environment, the social and economic conditions of farmers, their employees and local communities, and safeguards the health and welfare of all farmed species’ (Source: SAI Platform).

Next stepsWe have a number of strategic goals going forward. These are:

We aim to roll the plan out fully across our growing areas covering the Netherlands, the United Kingdom, Belgium, France, Germany and Austria.

To ensure that the monitoring system is working fully, so that we can score and trigger our growers to make progress, while monitoring them on the five topics and connected KPIs.

We will work on making the SA Plan relevant for our broad grower base and work towards our ambition of continuous improvement of our growers’ score on the soil label

The key results are:• Eight Dutch growers (out of a total of 200 total in the Netherlands)

participate in the SA Plan as front runners, and are actively working on sustainable strategies, field trials and growing techniques.

• Dashboard was developed to monitor KPIs and compare growers’ individual sustainability performance and trigger improvement. The first results are shared with selected growers.

• Our vision, the SA Plan and sustainable growing practices, were shared with other Dutch growers in regional field meetings and via LW/M newsletters to all our growers in other countries. They were also shared with some of our customers, policy makers, the arable crop sector, competitors and other stakeholders at business meetings, symposia and public events.



Implementation of our Company Management ModelOur Company Management Model (CMM) describes how we manage our company. While the model we used served us well for many years, there came a point where we needed to transform the way we manage our company. This transformation is the single largest change to our operating model in 25 years. It is necessary because of a number of specific, major changes that are taking place. These include:• The size of the company has changed dramatically over the last

25 years. • Our customers’ appetites are changing. Today we produce

hundreds of different products for 1700 customers around the world. • Competition is increasing every year. We never underestimate

our peers, and we expect the speed of change and competition to intensify in the future. So, we need to be able to anticipate changing markets, and act quickly and decisively.

To ensure we are able to continue on our growth path, we changed our CMM and launched a transformation program focused on organisational design, governance, and way of working.

Second Great Place to Work® surveyIn 2017 we carried out our second Great Place to Work® (GPtW) survey, with an employee response rate of 83%. This resulted in an overall Trust Index® of 63%, up from 61% measured in our 2015 survey. One of its main takeaways was our need to put greater emphasis on our appraisal cycle, communications and leadership. These points are addressed in our new CMM.

Skills developmentThe success of our business is dependent on the skills of our people, which is why we subscribe to the lifelong learning model. Between 2016-2018, we intensified our efforts to promote learning among our employees, not only via training but also on the job, learning from colleagues, job rotations and taking on new assignments.

Safety firstWhile our safety record across all of our plants is quite good, we are very proud of the special achievement realised at our Hollabrunn plant. Our employees in Austria worked more than 500 days without one recordable incident or Lost Time Accident (LTA), in line with our Zero Accidents goal. This was made possible by engaging everyone on the importance of safety, and stressing that it is strongly related to personal behaviour, and a clear, systematic way of discussing the desired behaviour.

2020 objectiveOur 2020 objective is to improve the workplace safety, health and well-being of our employees, their development and job satisfaction. We want to be a great place to work.

2018 results versus 2008 baseline Total Incident Rate (TIR) was 1.31, a 30% reduction Lost Time Accidents (LTA) rate was 1.03, a 27% increase Absentee Rate was 4.45%, an 11% increase Employee Turnover was 8.8%, a 13% reduction Trust-index of 63% in our second company-wide Great Place to Work (GPtW) survey, a 2%-point improvement

Employees

Next stepsIn the coming two years, we will continue our focus on our greatest asset: our people. This will involve further embedding sustainable employability at all levels of the company. To achieve this, we will focus on the following key areas:

Shifting to an empowerment culture Developing employer branding to support our attractiveness in the labour market

Continuing to develop diversity and inclusion



International Management Meeting, Evoluon

2020 objectiveOur 2020 objective is to continue to improve the consistency of our product quality, thus meeting the specific requirements and the implicit expectations of our customers. Food safety always comes first.

2018 results versus 2008 baseline 94% First Time Right, a 4% improvement 85% of third party audits scored ≥95% or A-grade, a 13% improvement We reduced our product quality complaints (index) by 6% We have had zero public product recalls since 1994

Development of QA strategy 2020Over the last two years we continued to work towards our corporate quality assurance (QA) strategy for 2020, which we first outlined in our previous report. The vision of this strategy is that we will deliver ‘Best in Class Products & Services’ and create peace of mind for all our customers worldwide.

We made progress across the following six key areas:• Organisational readiness• Safeguard food safety and quality performance • Focus on food safety and quality systems and methods• Be a leader in food safety and quality improvements• Leverage partnerships• Act as a centre of excellence for food safety and quality

Gluten freeSince 2008, we have consistently reduced the number of allergens in our frozen seasoned products. Today, only a limited number of our seasoned products contain gluten. All of our plain, Private Reserve and Stealth fries are gluten-free by design. In the period under review, we

Next stepsLooking ahead, we have a number of key focus areas over the coming two years. These include:

The sensory project, a tool in helping us speak the same language as our customers, enabling us to provide them with products they want and the end consumer prefers. We aim to improve on adding value to their business. We will concentrate on making use of developments in technology to better control our processes, with the aim of being more cost effective, producing higher quality products, while reducing food loss and waste.

Food Safety & Quality

looked at product recipes of seasoned frozen products and our ability to prevent cross-contamination in our production environment. This led to validated gluten-free environments across all our production plants.

Top score auditsBoth the total number of audits and the number of unannounced audits increased over the reporting period. In FY2017 we went through 69 external audits in five plants, while in FY2018 we had 79 audits across our six plants. One reason for this is that customers are looking more carefully at the supply chain of ingredients that end up in their products, menus, restaurants or supermarkets, to better manage their own food safety risks.

Food Safety & Quality regulationsUnderstanding the regulations and standards set at national and international levels is vital to our business. Over the past two years we further increased the number of countries to which we export our products. This means understanding the regulatory requirements of a number of new countries, which can have an impact on our products and how we have to label them.



2020 objectiveOur 2020 objective: to improve the nutritional value of our parfried potato products and provide our customers and consumers with clear nutritional information.

2018 results versus 2008 baseline 86.4% of all frozen potato products are fried in healthier oils, a 280% increase

5.6% oil content on average in our potato products (as produced), a 5% reduction

30% less salt in our LW premium fries and 10% less in our LW seasoned potato products

Clear nutrition labelling on all product packaging, including foodservice (EU, MEA, Brazil)

Nutrition & Health

Next stepsThere are a number of projects that we will continue to work on in the coming two-year period. However, those with a particular focus are:

Decide how best to further lower the salt level in our own seasoned product portfolio

Continue to closely monitor developments and initiate action needed on calorie guidance in the UK, one of our key markets, to make sure we support our customers’ needs

Look into rolling out gluten-free, low-salt recipes on some of our frozen products.

Clean labeling We produce fries that are plain (potato only) and fries that are covered with a thin crispy coating and/or seasoning. During the reporting period, we began looking into creating a product that has a clear crispy coating, which does not contain E-numbers, and is allergen free. This project is ongoing, and we will continue to carry out research to create ingredients that look and taste great, are healthier, and more accurately meet our customers’ needs and expectations and the increasing consumer demands.

Reducing salt levelsAll Lamb Weston regular (plain) fries, Stealth® and Private Reserve® fries, as well as our retail potato product range, meet the 2017 UK FSA salt targets. For salted product groups, we have achieved a 30% salt reduction versus their baseline in 2008. While this is not yet the case for all LW-branded seasoned potato specialties sold in foodservice,

during the period under review we managed to reduce salt levels in our own-brand seasoned fries by a further 10%. Half of our total volume sold is unsalted, while we have reduced salt for the other half.

Fewer calories, same great tasteMaking products healthier is the goal of many of our customers. And it is a goal we share. During the reporting period, we took part in a suppliers’ council organised by one of our global foodservice customers. Their aim was to lower the fat content and salt levels in their products, with a specific focus on reducing saturated fat. This was implemented for an appetizer.

Poundo Potato®: Ambient potato product, launched in AfricaIn 2017 we launched a healthy, pure potato product in Nigeria, which is suitable for storing at ambient temperatures, that would fit into the local Nigerian cuisine, and inspire local palates. Called Poundo Potato®, the product is easy to prepare, easy to digest, and highly nutritious. We will report on the progress of this new potato product in future sustainability reports.



Lamb Weston® is a world leading brand in high quality potato products, and is sold in over 100 countries around the world. Lamb Weston / Meijer serves markets in Europe, the Middle East, Africa (EMEA) and Brazil. In addition, Lamb Weston / Meijer established a Joint Venture with the Russian Belaya Dacha Group and operates the first French fry factory in Russia. The company supplies frozen potato products like Twisters®, Potato Dippers and Connoisseur Fries to customers in the Foodservice, Quick Service and Retail segments. They are also an ingredient solutions provider for the food industry. For 25 years, Lamb Weston / Meijer has led the industry in innovation, by introducing inventive products that add convenience to the operations of its customers. From the fields where their potatoes are grown, to proactive customer partnerships, Lamb Weston / Meijer always raises the bar. Their headquarters is located in Kruiningen - the Netherlands. The company operates six factories in Europe: four in the Netherlands, one in the United Kingdom and one in Austria. Lamb Weston / Meijer employs 1,400 people.

Editorial information This is a publication of Lamb Weston / Meijer V.O.F.

Stationsweg 18a4416 PJ Kruiningen

P.O. Box 17 4416 ZG Kruiningen

The NetherlandsPhone: +31 113 394 955

[email protected] www.lambweston.eu

Any questions or comments? Please do not hesitate to contact us. We will be pleased to answer you.

This summary is printed on FSC certified paper containing potato starch, and is available in English, Dutch, German, French, Italian, Spanish and Portuguese. Our full report is available in English at: www.lambweston.eu/sustainability. We chose NOT to publish a printed version of the full report to save paper.

©Lamb Weston / Meijer V.O.F. This publication may not be copied or reproduced in any way without prior written permission from the publisher. Kruiningen, January 2019.


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