Conagra Foods - Policy Report - 2016
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Conagra Foods - Policy Report - 2016
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Conagra Foods - Policy Report - 2016
- 1. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 1 of 43 SUSTAINABILITY RATING A Company Industry Average Company Industry Avg. OVERALL SUSTAINABILITY SCORE: 73 / 100 Overall Performance Industry Relative Performance Company Ranks 4 of 42 Company ESG Performance Company Disclosure Business Description Conagra Brands, Inc., formerly ConAgra Foods, Inc., operates as a packaged food company. The company operates through two segments: Consumer Foods and Commercial Foods. ConAgra sells branded and customized food products, as well as commercially branded foods. It also supplies vegetable, spice and grain products to a range of restaurants, foodservice operators and commercial customers. Conagra Foodservice offers products to restaurants, retailers, commercial customers and other foodservice suppliers. The company also operates in the countries outside the United States, such as Canada and Mexico. The company's brands include Marie Callender's, Healthy Choice, Slim Jim, Hebrew National, Orville Redenbacher's, Peter Pan, Reddi-wip, PAM, Snack Pack, Banquet, Chef Boyardee, Egg Beaters, Rosarita, Fleischmann's and Hunt's. The company sells its products in grocery, convenience, mass merchandise and club stores. Sustainability Policy Assessment ASSESSMENT OF COMPANY'S POLICIES & DISCLOSURES The policies of ConAgra Foods over ESG parameters have been satisfactory. The company publishes the Citizenship Report separately. Overall, the company’s disclosure of information has been moderate. Policies on Environment, Social, and Governance parameters have been satisfactory, satisfactory, and good respectively. The company has published an environmental policy that covers features like control of the environmental impact, initiatives for the continuous improvement, and compliance with environmental legislation in place. Regarding global warming, ConAgra Foods has taken initiatives to reduce energy and water consumption along with GHG emissions. An Environmental Management System is implemented but there is no evidence of a certification. The environmental aspect is reflected in the products/services offered by ConAgra Foods and a procurement system is also in place to ensure minimum environmental impact. Monetary fines on environmental issues were applied to the company during the year and there were cases of environmental litigations/law suits. ENVIRONMENT CONAGRA FOODS INC RIC: CAG.N • ISIN: US2058871029 • SEDOL: 2215460 • INDUSTRY: FOOD PRODUCTS • COUNTRY: UNITED STATES OF AMERICA Industry Maximum CompanyIndustry Average Industry Minimum 0 25 50 75 100 Environment Social Governance 25 50 75 100 OverallEnvironmentSocialGovernance 0% 20% 40% 60% 80% 100% 0% 20% 40% 60% 80% 100% Industry Maximum CompanyIndustry Average Industry Minimum 0 20 40 60 80 100
- 3. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 3 of 43 4.8 4.5 7.7 4.6 6.7 5.3 Performance on Key Parameters * Click on the bars to view score details Biodiversity Products and Services Environmental Management 7.4 4.9 5.2 5.1 3.0 3.8 Performance on Key Parameters * Click on the bars to view score details Labor Management Supplier Customer 10.0 2.5 7.9 5.7 10.0 7.8 9.3 6.6 9.2 6.4 8.7 5.6 Performance on Key Parameters * Click on the bars to view score details Board Composition Top Management Board Committees Remuneration of the board Shareholder Rights & Reporting Business Conduct & Policies Environment Social Governance
- 4. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 4 of 43 Policy Overview Description Disclosure Level Environmental policy GOOD Labor Policies SATISFACTORY Policy on Human Rights POOR / NOT AVAILABLE Supplier Policy SATISFACTORY Policy on bribery & corruption GOOD Policy on Insider trading GOOD Policy on Competition GOOD Policy on Conflicts of Interest GOOD Policy on Money laundering Policy on Responsible Marketing SATISFACTORY WhistleBlower Mechanism GOOD
- 5. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 5 of 43 Description May 2016 May 2015 May 2014 May 2013 May 2012 Units Net Profit Margin -0.0581 -0.0212 0.0256 0.0653 0.0410 n.a. R&D / Revenue 0.0057 0.0059 0.0073 0.0077 0.0075 n.a. Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Gross sales (local currency) - - - - - Gross sales (USD - company reported) - - - - - Net sales (local currency) 11,643 11,937 11,838 11,844 11,421 USD Net sales (USD - company reported) 11,643 11,937 11,838 11,844 11,421 USD Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units In local currency 583.60 1,000 771.00 1,023 614.70 USD BUSINESS INFORMATION Mergers and acquisitions • Acquisitions On May 12, 2015, the company acquired Blake's All Natural Foods, a family-owned company specializing in all natural and organic frozen meals, including pot pies, casseroles, pasta dishes and other entrees. This business is included in the Consumer Foods segment. In July 2014, the company acquired TaiMei Potato Industry Limited, a potato processor in China. The purchase included property and equipment associated with making frozen potato products. This business is included in the Commercial Foods segment. In September 2013, the company acquired frozen dessert production assets from Harlan Bakeries. The purchase included machinery, operating systems, warehousing/storage, and other assets associated with making frozen fruit pies, cream pies, pastry shells, and loaf cakes. This business is included in the Consumer Foods segment. • Discontinued Operations On February 1, 2016, pursuant to the Stock Purchase Agreement, dated as of November 1, 2015, the company completed the disposition of its Private Brands operations to TreeHouse Foods, Inc. ("Treehouse") for $2.6 billion in cash on a debt-free basis, subject to working capital and other adjustments. In April 2014, the company completed the sale of a small snack business, Medallion Foods. In September 2013, ConAgra Foods completed the sale of the assets of the Lightlife® business. • Formation of Ardent Mills On May 29, 2014, the company, Cargill, Incorporated ("Cargill"), and CHS Inc. ("CHS") (collectively, the “Owners”), completed the formation of Ardent Mills, which combined the North American flour milling operations and related businesses operated through the ConAgra Mills division of ConAgra Foods and the Horizon Milling joint venture of Cargill and CHS. Net Sales (in Millions) - USD Net Profit (in Millions) - USD Research & Development Expense (in Millions) - USD 2012 2013 2014 2015 2016 0 2500 5000 7500 10000 12500 2012 2013 2014 2015 2016 0 200 400 600 800 2012 2013 2014 2015 2016 0 20 40 60 80 100 Key Ratios Sales/Total revenue (in millions) NEBT/PBT (in millions)
- 6. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 6 of 43 1. Google Finance website as of November 30, 2016 2. Google Finance website as of January 26, 2016 3. Annual Report 2016 4. Annual Report 2015 5. Annual Report 2014 In USD (company reported) 583.60 1,000 771.00 1,023 614.70 USD Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units In local currency -677.00 -252.60 303.10 773.90 467.90 USD In USD (Company Reported) -677.00 -252.60 303.10 773.90 467.90 USD Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units United States 10,143 10,337 10,138 11,769 11,731 USD Other 1,500 1,600 1,700 1,700 1,600 USD Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Consumer Foods 7,225 7,565 7,316 7,551 6,946 USD Commercial Foods 4,418 4,372 4,332 4,110 5,747 USD Private Brands - - 4,196 1,808 638.30 USD The company does not provide information on this parameter Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units In local currency 66.70 70.40 86.00 91.10 86.00 USD In USD ( Company Reported) 66.70 70.40 86.00 91.10 86.00 USD The company does not provide information on this parameter Source List: Net Profit/Profit After Tax (PAT)/ Net Income (in millions) Geographic break down of sales/revenues by region (millions or %) Revenues from Products & Services (millions or %) Sales from Renewables Research and Development (in millions) Operational Data
- 7. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 7 of 43 4.0 4.4 5.0 6.0 10.0 5.7 4.8 4.5 6.5 5.0 Performance on Key Parameters Materials Energy Water Biodiversity Emissions ENVIRONMENT Total Energy Consumption (Direct + Indirect) - MMBtu Total water use/withdrawal - million m3 Total direct greenhouse gas (GHG) emissions by weight (Scope 1) - MT CO2e Indirect greenhouse gas (GHG) emissions by weight (Scope 2) - MT CO2e Total direct and indirect emissions (Scope 1+2+3) - MT CO2e 2012 2013 2014 2015 2016 0 5000000 10000000 15000000 20000000 25000000 2012 2013 2014 2015 2016 0 10 20 30 40 50 60 2012 2013 2014 2015 2016 0 200000 400000 600000 800000 1000000 2012 2013 2014 2015 2016 0 200000 400000 600000 800000 1000000 2012 2013 2014 2015 2016 0 500000 1000000 1500000 2000000 2500000 3000000 KPI Performance
- 8. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 8 of 43 4.3 4.0 7.7 4.6 5.0 4.1 4.0 3.2 9.0 6.1 6.7 5.3 6.5 5.0 Effluents and Waste Products and Services Life Cycle Analysis Compliance Environmental Strategy Environmental Management Environmental Risks Description May 2016 May 2015 May 2014 May 2013 May 2012 Units Total Direct Energy consumption from Fuel Sources / Total Energy Consumption - - - - - - Total Indirect Energy consumption (purchased electricity) / Total Energy Consumption 94.78 96.43 96.14 97.26 98.59 kWh / MMBtu Scope 1 GHG to total GHG emissions 0.4356 0.4099 - - - n.a. Scope 2 GHG to total GHG emissions 0.3502 0.3755 - - - n.a. Scope 3 GHG to total GHG emissions 0.2142 0.2147 0.1693 0.1944 0.2005 n.a. Total GHG Emission to Revenue 183.97 180.21 223.32 227.99 238.68 MT CO2e / USD Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Total materials used - - - - - Materials used that are recycled input materials - - - - - Initiatives or programs for raw material resource use efficiency/recycling Closed loop on sustainable farming by using remnants from the on-site vegetable operation as feed for cows at the hormone-free dairy operation. In turn, manure from the dairy facility and water from the vegetable plant are recycled back into the farm. Targets to reduce the use of raw material The company does not provide information on this parameter Target type, target value and target scope The company does not provide information on this parameter Target base year and target base year raw material consumption Key Ratios Materials
- 9. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 9 of 43 The company does not provide information on this parameter Target end year The company does not provide information on this parameter Target met The company does not provide information on this parameter Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Total direct energy consumption from fuel sources - - - - - Coal consumption/Coal based energy consumption - - - - - Natural gas consumption/ Natural gas based energy consumption 185,000,000 184,000,000 184,000,000 182,000,000 182,000,000 Therm Fuel oil consumption/Fuel oil based energy consumption - - - - - Biofuels consumption/Biofuels based energy consumption - - - - - Energy consumed from renewable sources - - - - - Other fuel consumption/ Other fuel based energy consumption - - - - - Direct energy consumption of own generated electricity - - - - - Total direct energy intensity 24.00 23.50 24.00 23.00 21.00 Therms/ton Total indirect energy consumption (purchased electricity) 2,000,000,000 2,000,000,000 1,960,000,000 1,960,000,000 1,980,000,000 kWh Electricity from renewable energy sources (hydro, solar, wind, geothermal, biomass…) - - - - - Electricity from coal based generation - - - - - Electricity from oil based generation - - - - - Electricity from gas based generation - - - - - Electricity from nuclear based generation - - - - - Total indirect energy intensity 250.00 250.00 245.00 240.00 235.00 kWh/ton Total energy consumption 21,101,668 20,739,853 20,386,306 20,152,553 20,083,916 MMBtu Energy saved due to conservation and efficiency improvements - - - - - Initiatives/Programs undertaken to reduce energy consumption or achieve targets ConAgra's Lamb Weston frozen potato facilities blanches, cuts, and freezes their products, making them a big energy user in its portfolio. For this reason, the company has Environmental and Energy managers in each location working to improve efficiency. However, this doesn’t mean that ConAgra ignore the smaller sites. Many of the best practices and technologies the company implements in its more energy intensive sites can be applied on a smaller-scale at its other facilities. No matter what the company is making, ConAgra wants its processes to be as energy efficient as possible. The company reports progress towards annual GHG emission reduction goals to its operations leadership team as Energy
- 10. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 10 of 43 part of the period review, along with other sustainability metrics. Progress towards these goals is included in operations leadership, plant management and other key individuals’ performance appraisals. Target type, target value and target scope The company does not provide information on this parameter Target base year and target base year energy consumption The company does not provide information on this parameter Target end year The company does not provide information on this parameter Target met The company does not provide information on this parameter Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Total water use/withdrawal 48.39 47.16 46.05 47.39 52.33 million m3 Total volume of water recycled/reused - - - - - Initiatives/Programs undertaken to reduce water consumption or achieve targets Looking for opportunities to utilize water more wisely, Lamb Weston’s Richland, Wash., green team identified a method to reuse overflow water instead of letting it go down the gutter, reducing water use by 2.8 percent. ConAgra's frozen potato facility in Park Rapids, Minn., is planning for its future by shifting their culture on how water is used in the facility today. By transitioning from unlimited access of high pressure water to limited access while encouraging associates to minimize waste generated, the team realized by working smarter they can be just as effective while using less. This change to conservation minded behavior has resulted in a 9 percent reduction in water use per pound produced. The company's Focus Improvement team at the Chef Boyardee facility in Milton, Penn., was dedicated to improving ravioli production and quality. The team noticed that a large variability in the amount of water used was wasteful and could possibly affect quality. A minor adjustment and the addition of sensors allowed for better control of the volume of hot water added to the blanchers. This reduced 13.6 million gallons of water a year and showed how the quick actions of a motivated team can create significant impacts. Target type, target value and target scope The company has a target to reduce water use by 20 percent per pound of production by 2020. Target base year and target base year water consumption Target base year is 2008. Target end year Target end year is 2020. Target met In FY16, ConAgra Foods decreased its total water use by 1.2 percent compared to FY08. Energy Efficiency Targets Water Water Efficiency Targets
- 11. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 11 of 43 Position statement on biodiversity The company does not provide information on this parameter Acreage of land under management The company does not provide information on this parameter Significant impacts of activities, products and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas The company does not provide information on this parameter Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization's discharges of water, runoff and solid waste disposed The company does not provide information on this parameter Habitats protected or restored The company does not provide information on this parameter Strategies, actions and plans for managing impacts on biodiversity The company does not provide information on this parameter IUCN red list species and national conservation list species with habitats in areas affected by operations, by level of extinction risk The company does not provide information on this parameter Sustainable farming practices ConAgra sources its tomatoes from California, where more than 95 percent of the U.S. and nearly onethird of the world’s processed tomatoes are grown. Over the past decade, its growers have installed drip irrigation systems on 19,265 of the 21,150 contracted acres, or 91 percent of contracted acres, improving sustainable farming practices by: • Enabling growers to install permanent beds and apply conservation tillage practices, reducing farm equipment fuel use. • Reducing water use by nearly 15 percent compared to traditional furrow irrigation systems. • Reducing nutrient and crop management chemical application rates due to precise application. • Enabling our growers to plant fewer acres while yielding the same amount of tomatoes. The installation of drip irrigation systems increases the tons per acre by about 30 percent, meaning that without drip irrigation, its growers would have needed to farm an additional 7,000 acres. In a collaborative effort with customers, growers, academia and competitors, Lamb Weston participates in the Potato Sustainability Initiative. This program allows farmers to self-evaluate their farming operations against best practices in four areas: • Sustainable farming, including food safety, seed handling and planting, pesticide and nutrient handling and application, pest, weed, and disease management, nutrient management, and overall farm management systems. Lamb Weston’s vision for sustainable farms and production includes striving to maintain healthy, biologically active soil. Lamb Weston uses its farm operation to test best practices and new technologies, such as: • Closed loop on sustainable farming by using remnants from the on-site vegetable operation as feed for cows at the hormone-free dairy operation. In turn, manure from the dairy facility and water from the vegetable plant are recycled back into the farm. Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Total direct greenhouse gas (GHG) emissions (Scope 1) 932,955 881,703 - - - MT CO2e Biodiversity Emissions
- 12. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 12 of 43 Carbon dioxide (CO2) emissions - - - - - Methane (CH4) emissions - - - - - Nitrous oxide (N2O) emissions - - - - - Chlorofluorocarbons (CFCs) emissions - - - - - Hydrofluorcarbons (HFCs) emissions - - - - - Perfluorcarbons (PFCs) emissions - - - - - Sulphur hexafluoride (SF6) emissions - - - - - Total direct emissions intensity - - - - - Indirect greenhouse gas (GHG) emissions by weight (Scope 2) 750,168 807,707 - - - MT CO2e Other relevant indirect GHG emissions by weight (Scope 3) 458,820 461,786 447,671 524,935 546,655 MT CO2e Total indirect emission intensity 0.29 0.27 0.28 0.28 0.28 lb CO2e/lb Total direct and indirect emissions 2,141,942 2,151,196 2,643,704 2,700,204 2,725,955 MT CO2e Initiatives/Programs to reduce greenhouse gas emissions (GHG) or achieve targets ConAgra reports progress towards annual GHG emission reduction goals to its operations leadership team as part of the period review, along with other sustainability metrics. Progress towards these goals is included in operations leadership, plant management and other key individuals’ performance appraisals. To drive progress toward its greenhouse gas reduction goal, the company has begun to include business unit greenhouse gas reduction targets in performance appraisals for leadership at both corporate and plant levels. This initiative is based on site-specific, year-over-year greenhouse gas reduction goals. In support of this, many of its facilities integrate greenhouse gas reduction strategies into the annual site master planning process. It is management processes like these that are increasing accountability throughout its organization while driving greater employee awareness and engagement. ConAgra is working aggressively with its transportation business partners, distributors and customers to improve transportation efficiency and reduce greenhouse gas emissions. The company relies on a variety of contracted transportation services including rail cars, intermodal, trucks and ocean freighters to meet the inbound and outbound transportation requirements for its food. ConAgra Foods is focused on improving the efficiency of every mode of transportation it uses. Initiatives towards obtaining carbon credits The company does not provide information on this parameter Initiatives or programs implemented to mitigate air emissions The company does not provide information on this parameter Target type, target value and target scope ConAgra Foods is committed to reducing GHG emissions by 20 percent per pound of production by 2020. Target base year and target base year emissions Target base year is 2008 Target end year Target end year is 2020. Target met The company's total Scope 1 and 2 emissions have remained constant since FY08. The GHG intensity — or emissions per ton of product produced — has decreased 3.6 percent since FY08. Emission Reduction Targets
- 13. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 13 of 43 Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Emissions of nitrogen oxides (NOx) by weight - - - - - Emissions of nitrogen oxides (NOx) - intensity - - - - - Emissions of sulphur oxides (SOx) by weight - - - - - Emissions of sulphur oxides (SOx) - intensity - - - - - Emissions of Persistent Organic Pollutants (POP) - - - - - Emissions of Persistent Organic Pollutants (POP) - intensity - - - - - Emissions of ozone-depleting substances (ODS) by weight - - - - - Emissions of ozone-depleting substances (ODS) - intensity - - - - - Emissions of volatile organic compounds (VOCs) by weight - - - - - Emissions of volatile organic compounds (VOCs) - intensity - - - - - Emissions of hazardous air pollutants (HAP) - - - - - Emissions of hazardous air pollutants (HAP) - intensity - - - - - Emissions of Particulate Matter (PM) by weight - - - - - Emissions of Particulate Matter (PM) - intensity - - - - - Other types of standard air emissions identified - - - - - Other types of standard air emissions identified - intensity - - - - - Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Total quantity of water discharged by weight - - - - - Total quantity of water discharged - intensity - - - - - COD value of total water discharged by weight - - - - - COD value of total water discharged - intensity - - - - - BOD value of total water discharged by weight - - - - - BOD value of total water discharged - intensity - - - - - TSS value of total water discharged - - - - - TSS value of total water discharged - intensity - - - - - Total volume of significant spills - - - - - Water discharge by quality and destination. Wastewater discharge destination: 4% direct 38% land/irrigation 58% publicly owned treatment facility Initiatives or programs implemented to reduce the impact of effluents and waste water discharged The company does not provide information on this parameter Significant spills NOx, SOx, and other significant air emissions by type and weight Effluents and Waste
- 14. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 14 of 43 The company does not provide information on this parameter Initiatives or programs implemented to mitigate spills and releases The company does not provide information on this parameter Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Total weight of non-hazardous waste - - - - - Total weight of non-hazardous waste recycled 94.73 95.05 95.06 93.81 93.81 % Total weight of hazardous waste - - - - - Total weight of waste 1,299,555 1,257,759 1,327,175 1,185,201 1,147,000 t Initiatives or programs implemented to mitigate non-hazardous waste ConAgra is working to systematically and strategically reduce the amount of waste the company generate in its facilities to capture the maximum value of the materials the company buies. For unavoidable wastes, the company works hard to keep them from ending up in landfills. Nearly all solid waste generated at its manufacturing facilities consists of food and packaging materials, much of which should be more aptly characterized as “byproduct” instead of “waste.” By reframing the way ConAgras talks about these materials, the company can begin changing attitudes and behaviors in its facilities to make even greater gains in its waste reduction efforts. For each of ConAgra's manufacturing facilities, the company tracks landfill and material diversion data monthly from all of its facilities, using more than 15 descriptive categories. With this detailed waste characterization, ConAgra's teams have insight on where the biggest opportunities exist. ConAgra's continuous improvement program — based on a “zero loss” philosophy — drives maximum use of its material resources. ConAgra is working hard to identify sources of waste throughout its facilities and practices and seeking its ways to reduce that waste at the source. For example, the company is reducing waste through improved yields, first pass quality, strategic production initiatives and better design. Facility Green Teams — comprised of cross-functional, salaried and hourly employees — are also critical in leading waste reduction and recycling programs. These teams have proven effective in enhancing recycling efforts and identifying opportunities to reduce waste at the source. Their efforts are supported by plant management and operations leadership, with direct assistance provided by the corporate sustainability team, Enterprise Procurement, and other functions. The company reports progress towards landfill avoidance and waste reduction goals to its operations leadership team as part of the period review, along with other sustainability metrics. Progress towards these goals is included in operations leadership, plant management and other key individuals’ performance appraisals. Initiatives or programs implemented to mitigate hazardous waste The company does not provide information on this parameter Programs and targets to phase out hazardous substances In recent years there has been an increasing amount of consumer concern around the safety in use of Bisphenol-A (BPA) in the coating systems of food products that utilize metal packaging. As a response to these consumer concerns ConAgra Foodse has committed to eliminating the use of BPA from the linings in all of its packaging by the end of 2015. On July 30, 2015, it was officially announced that BPA has been eliminated from the linings used for cans across the entire portfolio at production facilities in the U.S. and Canada, this includes all canned Hunt’s®, RO*TEL®, Chef Boyardee® and Van Camp’s® branded products. Continuing its attentiveness to consumer concerns, the company has also committed to eliminating the use of vinyl containing liners in its entire consumer packaging by the end of 2015. Hazardous waste transported, imported, exported, or treated as per the Basel Convention Annex I, II, III, and VIII,(Cross border / internationally). The company does not provide information on this parameter Initiatives/Programs for creating value from waste Nearly all solid waste generated at ConAgra Foods' manufacturing facilities consists of food and packaging materials, much of which should be more aptly characterized as “byproduct” instead of “waste.” ConAgra Foods strives to redirect food waste to its most beneficial use, such as animal feed, energy generation or Total weight of Waste by Type and Disposal method
- 15. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 15 of 43 land applications as a soil amendment: • Ingredients that cannot be used to feed people may be used to feed animals. The Green Team at the grocery facility in Archbold, Ohio, was focused on directing food waste to its highest value. By improving processes to avoid contamination with raw beef, the team re-directed 280 tons of food waste that was being composted to safely feed animals. •Turning food into a valuable soil amendment. Food which is still packaged can often be difficult to find an outlet for, since de-packaging typically needs to occur before recycling or composting is performed. The Green Team in Archbold, Ohio, is proud to divert over 90 percent of waste from landfill, and actively works with local suppliers to maintain their diversion rate, which includes packaged food waste. When an alternative outlet for canned food was necessary, the team worked with a local composter to help acquire a grant for a can separator. This collaborative effort helped divert 1,300 tons of canned food waste from the landfill. • Fats oils and grease should be rendered into biofuel, where possible. Reddi-wip® and table spreads facility in Indianapolis, Ind., partnered with a local farm to send its wastewater sludge to an on-farm anaerobic digester that creates biogas which generates electricity to send back to the grid. Previously, this wastewater sludge was applied to land as fertilizer. This project enabled 4,000 tons to be utilized at a higher value use and generates enough electricity to power approximately 83 U.S. homes annually. Programs/Initiatives to improve the environmental characteristics or to mitigate environmental impacts of products and services and achieve targets By collaborating with farmers, suppliers, contract manufacturers and outside transportation networks, the company is providing more sustainable products to its consumers. Since 2011, ConAgra Foods has incorporated one million cage-free eggs into its products annually. This decision reflects ConAgra Foods’ ongoing effort to explore cage-free as a viable alternative to traditional egg supplies. On ConAgra's journey to sourcing RSPO Certified Sustainable Palm Oil, during FY16, the company secured supply chain certification for five of its manufacturing facilities and have begun sourcing Mass Balance certified oils. By end of calendar year 2016, the company will has secured supply chain certification for 90 percent of its production facilities that use palm oil. Certification of these facilities will enable use of Mass Balance certified oil for about 93 percent of its consumption. The company will continue to engage with both external and internal stakeholders to promote and encourage the use of RSPO Certified Sustainable Palm Oil. Environmental impact of products packaging upstream Understanding that the materials ConAgra uses must first meet food safety and consumer performance requirements, the company is committed to continually improving its packaging to produce the best environmental outcomes for the total system. The company's 2020 Vision for packaging focuses on minimizing waste throughout the complete product and package system. The company strives to use the right amount and the right kind of packaging for the job. Packaging can be part of the solution to avoiding food waste both in the home and throughout the supply chain. The company constantly looks for ways to use packaging more efficiently and effectively without compromising consumer value. By taking a lifecycle approach to redesigning the line of Banquet® frozen meals, ConAgra is able to create packaging more efficiently through every step of the supply chain. Working with food scientists to reformat meals and packages that complemented each other, Banquet’s trays, cartons, and cases were all reworked to reduce the amount of packaging needed to get the job done. Packaging materials are now more efficient to ship into ConAgra's plants and more efficient to ship to its customers, resulting in a reduction in trucks equating to 43,000 gallons of diesel fuel. The new line matches the right food to the right amount of packaging to address the variable needs of all members of the family. By using a steel can with optimized strength, ConAgra has reduced the overall material use by more than 10 million pounds annually. ConAgra Foods is proud to be a founding member of the American Institute for Packaging and the Environment (AMERIPEN), a packaging trade organization created to advocate for environmentally and economically sound packaging policy improvements. Three years ago, ConAgra Foods became a member of the How2Recycle label program — one we helped to develop with the Sustainable Packaging Coalition. This label addresses the need for more complete and accurate end-of-life instructions for packaging and drives clarity and consistency for recycling messaging on packaged goods. The How2Recycle label helps consumers understand how to dispose of each component within the package system, and whether it is widely collected or not. In FY15, ConAgra adopted the label on 23 brands and almost 300 individual products, with a future goal of use on all products. As part of ConAgra's commitment to packaging and the environment, ConAgra Foods has been a member of the Association of Plastics Recyclers (APR) since 2010. Programs to reduce CO2/GHG emissions of products Products and Services
- 17. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 17 of 43 Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units In local currency (in thousands) - - - - - In USD (Company Reported) (in thousands) - - - - - Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Monetary value of significant fines for non-compliance with environmental laws and regulations (in thousands) 25.54 453.83 1,110 36.37 112.72 USD Non-monetary sanctions for non-compliance with environmental laws and regulations In FY16, ConAgra Foods received 18 Notices of Violation (NOVs). Approximately two-thirds of the NOVs received in FY16 were issued due to exceeding wastewater permit parameters. The remaining NOVs primarily resulted from storm water deficiencies. Cases of environmental litigations/law suits ConAgra Foods is a party to various environmental proceedings and litigation, primarily related to the acquisition of Beatrice Company (“Beatrice”) in fiscal 1991. As a result of the acquisition of Beatrice and the significant pre- acquisition contingencies of the Beatrice business and its former subsidiaries, the consolidated post-acquisition financial statements reflect liabilities associated with the estimated resolution of these contingencies. These include various litigation and environmental proceedings related to businesses divested by Beatrice prior to its acquisition by the company. The litigation includes suits against a number of lead paint and pigment manufacturers, including ConAgra Grocery Products Company, a wholly owned subsidiary of the Company (“ConAgra Grocery Products”), and the Company as alleged successors to W. P. Fuller Co., a lead paint and pigment manufacturer owned and operated by Beatrice until 1967. Although decisions favorable to the company have been rendered in Rhode Island, New Jersey, Wisconsin, and Ohio, ConAgra Foods remains a defendant in active suits in Illinois and California. The Illinois suit seeks class-wide relief in the form of medical monitoring for elevated levels of lead in blood. On September 23, 2013, a trial of the California case concluded in the Superior Court of California for the County of Santa Clara, and on January 27, 2014, the court entered Judgment against ConAgra Grocery Products and two other defendants, which orders the creation of a California abatement fund in the amount of $1.15 billion. Liability is joint and several. The Company believes ConAgra Grocery Products did not inherit any liabilities of W. P. Fuller Co. The Company will continue to vigorously defend itself in this case and has appealed the Judgment to the Court of Appeal of the State of California Sixth Appellate District. It is not possible to estimate exposure in this case or the remaining case in Illinois (which is based on different legal theories). However, the extent of the insurance coverage is uncertain, and the Company cannot absolutely assure that the final resolution of these matters will not a have a material adverse effect on its financial condition, results of operations, or liquidity. The environmental proceedings associated with Beatrice include litigation and administrative proceedings involving Beatrice's status as a potentially responsible party at 37 Superfund, proposed Superfund, or state-equivalent sites. These sites involve locations previously owned or operated by predecessors of Beatrice that used or produced petroleum, pesticides, fertilizers, dyes, inks, solvents, PCBs, acids, lead, sulfur, tannery wastes, and/or other contaminants. Beatrice has paid or is in the process of paying its liability share at 33 of these sites. Reserves for these matters have been established based on ConAgra Foods' best estimate of the undiscounted remediation liabilities, which estimates include evaluation of investigatory studies, extent of required clean-up, the known volumetric contribution of Beatrice and other potentially responsible parties, and its experience in remediating sites. The reserves for Beatrice-related environmental matters totaled $53.7 million as of May 31, 2015, a majority of which relates to the Superfund and state-equivalent sites referenced above. ConAgra Foods expects expenditures for Beatricerelated environmental matters to continue for up to 18 years. Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units In local currency (in thousands) - - - - - In USD (Company Reported) (in thousands) - - - - - Amount spent on LCA Compliance Total environmental protection investments and expenditures Environmental Strategy
- 19. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 19 of 43 Application scope of environmental policy The company states: "These commitments are our promise to our employees, our customers, our shareholders and the communities in which we live and operate." Environmental Management Systems Through the implementation of a robust Environmental Management System, the company proactively manages environmental issues and shares best practices among its facilities around the world. Environmental responsibilities at highest level At the highest level, the Board of Directors’ Nominating, Governance and Public Affairs Committee regularly meets with management to review internal and external factors and relationships affecting the company’s reputation, including social and environmental issues. The company also has a Citizenship Steering Committee, which is led by a member of its senior leadership team and its vice president of Corporate Affairs. Green procurement programs The company has integrated social and environmental considerations into the supplier selection. ConAgra's comprehensive supplier quality program is an integral part of our procurement strategy. Programs to assess the environmental impact of suppliers and associated partnerships The company encourages implementation of sustainable agriculture practices with its contracted farmers through implementation of a field-level, metrics-based program. In a collaborative effort with customers, growers, academia and competitors, Lamb Weston participates in the Potato Sustainability Initiative. This program allows farmers to self-evaluate their farming operations against best practices areas such as: • Sustainable farming, including food safety, seed handling and planting, pesticide and nutrient handling and application, pest, weed, and disease management, nutrient management, and overall farm management systems. • Environmental sustainability, including water conservation and quality, soil conservation and quality, biodiversity, pollinator protection, energy conservation, and waste. Over the next two years this program will expand to include an independent audit to verify that how farmers assess themselves is accurate and representative of their farming practices. Feedback is provided, through index scores– ranging from ‘Basic’ to ‘Expert’ level–helping growers and Lamb Weston understand where they rank and what opportunities might exist to improve. Over the past four years, the company has seen a continuous improvement in its growers’ index scores, positively reflecting the incremental implementation of sustainable farming practices. In the years ahead, the company will continue to work with others on standardizing auditing of the assessment, allowing all growers to be uniformly evaluated without numerous, varying standards to contend with. Environmental certifications for EMS The company does not provide information on this parameter Environment audits Environmental compliance is routinely assessed through internal environmental audits. Environmental accounting/reporting In preparing the Citizenship Report 2016 report, ConAgra followed the Global Reporting Initiative (GRI) G4 Sustainability Reporting Guidelines, including the Food Sector Supplement, which provide a framework and recommended performance indicators for reporting. Position statement on climate change The company states that climate change remains one of the food industry’s most significant environmental challenges, impacting its agricultural supply base, potentially threatening its water supply and fundamentally altering growing regions as the company now knows them. Agriculture is highly dependent on specific climate conditions — Environmental Management Environmental Risks
- 21. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 21 of 43 10.0 4.1 9.3 6.4 7.4 4.9 7.7 5.0 3.0 5.0 7.2 5.0 5.2 5.1 3.0 3.8 Performance on Key Parameters Human Capital Training and development Labor Management Occupational Health and Safety Human Rights Community Supplier Customer Description May 2016 May 2015 May 2014 May 2013 May 2012 Units Proportion of women in workforce 40.03 40.93 40.34 39.77 37.63 % Proportion of disabled person in the workforce - - - - - - Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Total number of employees 20,218 31,902 31,973 34,844 24,539 # SOCIAL Total number of employees - # Employee turnover - % Total amounts of charitable donations made (in '000) - USD 2012 2013 2014 2015 2016 0 10000 20000 30000 40000 2012 2013 2014 2015 2016 0 5 10 15 20 25 2012 2013 2014 2015 2016 0 10000 20000 30000 40000 50000 60000 70000 KPI Performance Key Ratios Human Capital
- 22. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 22 of 43 Permanent employees 98.28 99.46 99.28 99.12 99.05 % Temporary employees 1.72 0.54 0.72 0.88 0.95 % Employee turnover 21.20 21.40 16.80 18.00 16.63 % Women in the workforce 40.03 40.93 40.34 39.77 37.63 % Women in the executive committee 25.00 25.00 - - - % Disabled employees - - - - - Difference in benefits provided to different categories of employees The company states it is committed to investing in its people through a blend of competitive pay practices and valued benefit programs. The company takes a holistic approach in the areas of base pay, incentives, well-being (health and financial) and work-life balance to fuel a rewarding, high-energy work environment. Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units United States 92.39 91.09 91.25 91.67 94.35 % Other 7.61 8.91 8.75 8.33 5.65 % Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Training per employee per year - 44.00 67.00 98.00 113.00 hr Fresh graduates hired - - - - - Training programs implemented In addition to employing subject-matter experts who can share their expertise on an ongoing basis, the company provides training opportunities to all employees that impact food safety and quality, often bringing in outside speakers to share information about the newest and emerging food safety practices. ConAgra Foods was recognized as #51 in 2016 on Training Magazine’s Top 125 list of organizations that excel in employee training and development. In the same year, the company ranked 24th in Chief Learning Officer Magazine’s Learning Elite program, a peerreviewed ranking that recognizes companies with robust learning programs that deliver results. Position statement on the educational role The company states that it values talented and motivated professionals who are intellectually curious and want to challenge traditional boundaries. ConAgra's internships and development programs are building the future leaders across the organization. Initiatives/Programs for training of fresh graduates, interns and other apprenticeship facilities The company states that it values talented and motivated professionals who are intellectually curious and want to challenge traditional boundaries. ConAgra's internships and development programs are building the future leaders across the organization. Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units In local currency (in thousands) - - - - - In USD (Company Reported) (in thousands) - - - - - Labor policy Geographic break down of employees Training and development Amount spent on training Labor Management
- 26. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 26 of 43 Target end year The target is year-on-year. Target met During FY16, ConAgra's Occupational Safety & Health Administration (OSHA) Incident Rate (OIR) decreased by 14 percent to 1.79 incidents per 100 full-time workers. Education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases ConAgra Foods offer a robust, outcomesbased wellness program that encourages employees and their spouses (or same-sex partners) to take charge of their health and create their own wellness journey. Just by completing wellness screenings, employees can earn financial rewards. If employees meet health targets or work with their personal physician to make progress toward identified health targets, they are eligible for additional financial incentives. Employees are also given access to disease management resources, lifestyle coaching, maternity management coaching, online support communities, a 24-hour nursing hotline and many other resources so they can get health-related answers when they need them. along with others, demonstrate ConAgra's commitment to the wellbeing of its employees and their families. With it, the company can sustain its culture of caring and trust. Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Injury rate (IR) 1.79 2.09 2.20 1.58 1.87 # Number of fatalities - - - - - Occupational diseases rate (ODR) - - - - - Lost day rate (LDR) 0.63 0.54 0.54 0.41 0.48 # Absentee rate (AR) - - - - - Policy on human rights The company does not provide information on this parameter General commitment to respect human rights The company does not provide information on this parameter Operations in sensitive countries The company does not provide information on this parameter Use of security forces The company does not provide information on this parameter Indigenous rights The company does not provide information on this parameter Community related policies Rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities by region Human Rights Human Rights Policy Features Community
- 28. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 28 of 43 ConAgra Cares Month of Service 2016 was an overwhelming success, resulting in the equivalent of more than 622,000 meals provided to people facing food insecurity in the USA. ConAgra Food’s Month of Service is proof that by volunteering just a few hours of one’s time, either individually or as a group, can make a difference in the fight against hunger. This year 70 volunteer projects were organized by employees, engaging more than 2,100 ConAgra Foods employees, in ten states as well as Mexico and Puerto Rico and resulting in more than 5,800 volunteer hours. ConAgra Facilities in Iowa, Neb., Wis., Miss., Ohio, Pa., and Calif., engaged 676 employees in volunteer service by conducting onsite meal packing with Kids Against Hunger resulting in a total of 336,000 meals being distributed in their local communities. In the greater Chicagoland area, more than 180 office staff conducted 13 volunteer activities with Greater Chicago Food Depository the Northern Illinois Food Bank and other hunger relief organizations resulting in the equivalent of more than 99,000 meals provided. Employees in Omaha conducted 35 volunteer activities with the Food Bank for the Heartland, packing and sorting more than 150,000 lbs. of food and preparing 4,200 backpacks filled with food for children. More than 700 employees conducted 8 service projects in and around Mexico City as well as in Irapuato. Unified under the theme “Helping is the Goal,” employees organized a community race, yoga classes, healthy activities and clothing drives to support the efforts of the United Way, local orphanages and meal services for children in remote rural villages. ConAgra Foods employees care deeply about the communities in which they live and work. The Matching Gifts program boosts an employee’s personal financial gift by providing an additional dollar for dollar (up to $1,000) matched contribution by the ConAgra Foods Foundation. In FY16, the program contributed a combination of $214,317 to nonprofit organizations whose primary purpose includes post-secondary education, hunger relief, health and wellness, nutrition education and community development. The program provided support to diverse nonprofits in 38 states. ConAgra Foods and its employees have been significantly involved with KAH, and over the past five years, the partnership resulted in ConAgra Foods employees packing and KAH distributing of over 3.5 million meals. Acknowledging ConAgra's mutual passion in addressing the significant issue of hunger, conversations organically developed on ways to deepen its impact. During a six-month period, ConAgra Foods employees volunteered more than 150 hours. Position statement on economic/digital divide The company does not provide information on this parameter Position statement on access to basic needs The company states: "We will continue to focus our efforts and utilize all available resources in our pursuit to find effective solutions to the issue of hunger in the communities where our employees live and work. • Create awareness • Build effective partnerships • Engage people • Support our communities • Donate product" Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units In local currency (in thousands) 27,708 55,204 60,291 41,284 33,200 USD In USD (Company Reported) (in thousands) 27,708 55,204 60,291 41,284 33,200 USD Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Percentage of minority suppliers - - - - - Supplier policy The company states: "At ConAgra Foods, we believe that adhering to the highest possible standards of integrity and ethical behavior is the only way to succeed, and so we have set the highest standards for the way we conduct business, in areas from corporate and social responsibility to sound business ethics. As such, because the conduct of ConAgra Foods suppliers can be attributed to ConAgra Foods and its reputation, our expectation is that our suppliers will lawfully conduct their business with the same standards of integrity and ethical behavior." Procurement policy Total amounts of charitable donations made Supplier
- 29. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 29 of 43 The company does not provide information on this parameter Regular dialogue with suppliers The company in daily contact with many of its largest suppliers. Specific supplier training programs The company does not provide information on this parameter Programs/Procedures to ensure compliance of labor policies for suppliers At the highest level, governance for responsible sourcing is managed through the Supplier Code of Conduct, outlining the basic expectations for doing business with ConAgra Foods. The company includes consideration for labor practices and human rights, animal welfare and environmental performance. When taking action on ingredient or packaging material specific issues, the company takes a collaborative approach, with its technical experts working hand-in-hand with category managers in Enterprise Procurement. Social and environmental audits of suppliers The company does not provide information on this parameter Policy on labor issues for suppliers ConAgra Foods expects its suppliers to adhere to the following policies: "• Respect and Dignity Proper measures must be taken to promote a workplace free of harassment, harsh treatment, threats of violence, corporal punishment, or other forms of physical coercion. • Voluntary Employment ConAgra Foods suppliers must insure that no forced labor, including bonded, indentured and involuntary prison labor, is used. • Child Labor Avoidance ConAgra Foods suppliers and their subcontractors are forbidden from using child labor in any circumstance. • Working Hours ConAgra Foods suppliers must comply with all applicable laws governing the number of maximum work hours, vacation time, leave periods, and holidays. Suppliers’ employees shall not work beyond the maximum working hours permitted by applicable law. Suppliers will compensate for overtime hours in accordance with applicable laws. • Wages and Benefits Suppliers must provide compensation, including regular wages and overtime hours, and legally mandated benefits, in accordance with all applicable laws and standards. • Freedom of Association ConAgra Foods requires that its suppliers recognize and respect the rights of employees to freely associate, organize and bargain collectively in accordance with the all applicable laws. • Non-Discrimination All conditions of employment must be based on an individual’s ability to do the job, not on the basis of personal characteristics or beliefs. ConAgra Foods suppliers must not discriminate in hiring and employment practices based on race, color, gender, gender identity or expression, religion, age, nationality, sexual orientation, social or ethnic origin, disability, pregnancy, political affiliation, veteran status, union membership or marital status. • Health and Safety at Workplace Suppliers must insure that they have a safe and healthy working environment to include appropriate controls, safe procedures, preventative maintenance and appropriate protective equipment in compliance with all applicable laws and regulations." Human rights standards for suppliers The company does not provide information on this parameter Application scope The company states: "This Code of Conduct for suppliers, while not exhaustive, is established to provide a guideline of expectations, highlighting some key laws and regulations, as well as outlining additional requirements that ConAgra Foods expects its suppliers to meet. Suppliers must take reasonable measures to ensure that their suppliers Supplier policy Features
- 31. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 31 of 43 10.0 2.5 7.9 5.7 10.0 7.8 10.0 6.4 9.3 6.6 5.0 6.1 10.0 6.1 9.2 6.4 8.7 5.6 Performance on Key Parameters Board Composition Top Management Board Committees Nomination and Appointment of the board Remuneration of the board Audit ESG Risk Management Shareholder Rights & Reporting Business Conduct & Policies Description May 2016 May 2015 May 2014 May 2013 May 2012 Units Proportion of non-Audit fees to Audit fees 0.0290 0.0711 0.0626 0.0412 0.0321 n.a. Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Size of Board (Number of Board Members) 12.00 12.00 - - - # GOVERNANCE Audit Fees (in '000) - USD Non-Audit Fees (in '000) - USD 2012 2013 2014 2015 2016 0 2000 4000 6000 8000 2012 2013 2014 2015 2016 0 100 200 300 400 500 KPI Performance Key Ratios Board Composition
- 32. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 32 of 43 Board Independence 11.00 11.00 - - - # Members on the Board of Directors 1. Bradley A. Alford, Independent 2. Thomas K. Brown, Independent 3. Stephen G. Butler, Independent 4. Sean M. Connolly, President & CEO 5. Steven F. Goldstone, Non-executive Chairman, Independent 6. Joie A. Gregor, Independent 7. Rajive Johri, Independent 8. W.G. Jurgensen, Independent 9. Richard H. Lenny, Independent 10. Ruth Ann Marshall, Independent 11. Timothy R. McLevish, Independent 12. Andrew J. Schindler, Independent Biography of Members on the Board of Directors 1. Bradley A. Alford served as the Chief Executive Officer and Chairman of Nestlé USA (food and beverage company) from January 2006 to October 2012. Mr. Alford has approximately 35 years of experience in the consumer food and packaged goods industry. Prior to leading Nestlé USA, Mr. Alford held a variety of senior leadership roles across the Nestlé organization, including President and CEO of Nestlé Brands from 2003 until December 2005, and President, Confections & Snacks Division, Nestlé USA from 2000 to 2003. Mr. Alford also held various senior roles within Nestlé on a global basis since 1980. Mr. Alford has served as a director of Avery Dennison Corp. (paper products company) since April 2010, and a director of Unified Grocers, Inc. (wholesale grocery products company) since July 2014. 2. Thomas K. Brown served as Group Vice President, Global Purchasing with Ford Motor Company (motor vehicles manufacturer) from 2008 until his retirement in August 2013. Mr. Brown served in various leadership capacities in global purchasing since joining Ford in 1999. Prior to joining Ford, he served in leadership positions, including Vice President, Supply Chain, at United Technologies Corporation; at QMS, Inc.; and at Digital Equipment Corporation. He has served as a director of Tower International, Inc. (a metal component manufacturing company) since April 2014 and of 3M Corporation (a global innovation company) since August 2013. 3. Stephen G. Butler served as the Chairman and Chief Executive Officer of KPMG LLP (national public accounting firm) from 1996 until his retirement in June 2002, and Chairman of KPMG International from 1999 until his retirement in 2002. He held a variety of management positions, both in the United States and internationally, during his 34-year career at KPMG. Mr. Butler has served as a director of Ford Motor Company (motor vehicles manufacturer) since 2004 and served as a director of Cooper Industries plc (electrical products) from 2002 until 2012. 4. Sean M. Connolly has served as the company's President and Chief Executive Officer and a member of its Board since April 6, 2015. Previously, he was President and Chief Executive Officer and a director of The Hillshire Brands Company (branded food products company) from June 2012 until August 2014; Executive Vice President of Sara Lee Corporation (the predecessor to Hillshire) and Chief Executive Officer, Sara Lee North American Retail and Foodservice, from January 2012 to June 2012. Prior to joining Hillshire, Mr. Connolly served as President of Campbell North America, the largest division of Campbell Soup Company (branded convenience food products), from October 2010 to December 2011; President, Campbell USA from 2008 to 2010; and President, North American Foodservice for Campbell from 2007 to 2008. Before joining Campbell in 2002, he served in various marketing and brand management roles at The Procter & Gamble Company (branded consumer product goods company). 5. Steven F. Goldstone has served as non-executive Chairman of the ConAgra Foods Board since October 1, 2005. He has been a manager of Silver Spring Group (private investment firm) since 2000. From 1999 until his retirement in 2000, Mr. Goldstone served as Chairman of Nabisco Group Holdings (food company). He also previously served as Chairman and Chief Executive Officer of RJR Nabisco, Inc. (consumer products company). Prior to joining RJR Nabisco, Inc., Mr. Goldstone was a partner at Davis Polk & Wardwell (law firm). He has served as a director of Greenhill & Co., Inc. (financial advisory services) since 2004 and served as a director of Merck & Co., Inc. (pharmaceutical company) from 2006 until 2012. 6. Joie A. Gregor is a Managing Director with Warburg Pincus LLC (private equity investments firm). Prior to that she served as the Vice Chairman of Heidrick & Struggles International, Inc. (executive search firm) from 2002 until 2007. From 1993 until 2006, she served in a number of senior leadership roles with that firm, including President, North America, managing partner of the firm’s Global Board of Directors Practice and managing partner of the New York office. From 2007 to 2008, Ms. Gregor served as assistant to the President for Presidential Personnel under President George W. Bush. In 2009, Ms. Gregor formed JAG Advisors LLC, (management consulting firm). From 2009 to 2012, she served as a senior advisor to Notch Partners (human capital consulting services) and, from 2012 to 2014, served as an advisor to G100 Network (peer learning community of senior leaders of global companies). 7. Rajive Johri served as President and Director of First National Bank of Omaha (FNBO, a banking institution), from 2006 until his retirement in 2009. From September 2005 to June 2006, he served as President of First National Credit Cards Center for FNBO. Prior to that, he served as an Executive Vice President for J.P. Morgan Chase Bank (banking institution) from 1999 until 2004.
- 33. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 33 of 43 8. W.G. Jurgensen served as Chief Executive Officer and a director of Nationwide Financial Insurance Services, Inc. (insurance company) from 2000 until his retirement in 2009. He also served as Chief Executive Officer and a director of several other companies within the Nationwide enterprise, which is comprised of Nationwide Financial, Nationwide Mutual, Nationwide Mutual Fire and all of their respective subsidiaries and affiliates. Before joining Nationwide, Mr. Jurgensen was an Executive Vice President with BankOne Corporation (a banking institution) (now a part of JPMorgan Chase & Co.) and later was Chief Executive Officer for First Card, First Chicago’s credit card subsidiary. Mr. Jurgensen served as a director of The Scotts Miracle-Gro Company (agricultural chemicals company) from 2009 until 2013, and has served as a director of American International Group, Inc. (insurance company) since 2013. 9. Richard H. Lenny has served as non-executive chairman of Information Resources, Inc. (market research firm) since 2013. He serves as a senior advisor with Friedman, Fleischer & Lowe (private equity firm) since 2014, where he served as an operating partner from 2011 until August of 2014. He served as Chairman, President and Chief Executive Officer of The Hershey Company (confectionery and snack products company) from 2001 through 2007. Prior to joining Hershey, Mr. Lenny was group vice president of Kraft Foods, Inc. (food company) and President, Nabisco Biscuit Company (food company), following Kraft’s acquisition of Nabisco in 2000. Mr. Lenny has served as a director of McDonald’s Corporation (retail eating establishments) since 2005, Discover Financial Services (direct banking and payment services) since 2009, and Illinois Tool Works Inc. (global manufacturer of industrial products and equipment) since 2014. 10. Ruth Ann Marshall was President of the Americas, MasterCard International (payments industry) from October 1999 until her retirement in June 2006. At MasterCard, Ms. Marshall was responsible for building all aspects of MasterCard’s issuance and acceptance business in the United States, Canada, Latin America and the Caribbean. Prior to joining MasterCard, Ms. Marshall served as Senior Executive Vice President of Concord EFS (electronic payment services company) where she oversaw marketing, account management, customer service and product development. She has been a director of Global Payments Inc. (currency validation systems manufacturer) since 2006 and Regions Financial Corp. (banking industry) since 2011. 11. Timothy R. McLevish served as Executive Vice President and Chief Financial Officer of Walgreens Co. (drugstore chain) from August 2014 to February 2015. From October 2007 to April 2014, Mr. McLevish held various positions within Kraft Foods Group and Kraft Foods Inc. (a food and beverage company), including Executive Vice President and Chief Financial Officer within Kraft Foods Group; and, the positions of Executive Vice President and Chief Financial Officer within Kraft Foods Inc. Before joining Kraft Foods, Mr. McLevish was the Senior Vice President and Chief Financial Officer of Ingersoll-Rand Company Limited (a diversified industrial company) from May 2002 to August 2007. Prior to that, he held a series of finance, administration and leadership roles for Mead Corporation (a forest products company), which he joined in 1987. Mr. McLevish has served as a director of Kennametal Inc. since 2004, and a director of URS Corporation since November 2012. 12. Andrew J. Schindler served as Chairman of Reynolds American, Inc. (tobacco products company) from July 2004 until his retirement in December 2005 and as Chairman and Chief Executive Officer of R. J. Reynolds Tobacco Holdings, Inc. (tobacco products company) from 1999 to 2004. Prior to that, Mr. Schindler served in various management positions with R.J. Reynolds, which he joined in 1974. Mr. Schindler achieved the rank of captain in the U.S. Army, where he held command and staff positions in the United States and in Vietnam. Since 2006, he has served as a director of Krispy Kreme Doughnuts Inc. (retail food establishments) and Hanesbrands, Inc. (consumer products company). Board Structure The company has a 'one-tier' board structure. Independence of board chairman The chairman is independent. Separation of board chairman and CEO roles The roles of board chairman and CEO are separated: Sean M. Connolly, President & CEO Steven F. Goldstone, Non-executive Chairman Length of the CEO's tenure The CEO was appointed for a term of three years. Disclosure of relationship between the directors and the top management The company does not provide information on this parameter Top Management
- 34. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 34 of 43 Members in nominating committee and chair person Richard H. Lenny, Chair Joie A. Gregor Rajive Johri W.G. Jurgensen Ruth Ann Marshall Andrew Schindler Independence of the nominating committee All members of the Nominating, Governance and Public Affairs Committee are independent. Members in compensation committee and chair person Steven F. Goldstone Joie A. Gregor W.G. Jurgensen Ruth Ann Marshall Kenneth E. Stinson, Chair Independence of the compensation/remuneration committee All members of the Human Resources Committee are independent. Members in audit committee and chair person Thomas K. Brown Stephen G. Butler, Chair Rajive Johri Richard H. Lenny Andrew J. Schindler Independence of the audit committee All members of the Audit / Finance Committee are independent. Financial background of the audit committee chairman Mr. Butler served as the Chairman and Chief Executive Officer of KPMG LLP (national public accounting firm) from 1996 until his retirement in June 2002, and Chairman of KPMG International from 1999 until his retirement in 2002. He held a variety of management positions, both in the United States and internationally, during his 34-year career at KPMG. Mr. Butler has served as a director of Ford Motor Company (motor vehicles manufacturer) since 2004 and served as a director of Cooper Industries plc (electrical products) from 2002 until 2012. Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units Retirement age (years) of directors 72.00 72.00 - - - # Disclosure of election procedure Nominees for directorship will be recommended to the Board by the Nominating, Governance and Public Affairs Committee in accordance with the policies and principles in its Charter. The invitation to join the Board should be extended by the Chairman of the Board and the Chairman of the Nominating, Governance and Public Affairs Committee. To promote greater accountability to shareholders, all of the company's directors stand for election annually. To be elected in an uncontested election, a director nominee must receive the affirmative vote of a majority of the votes cast in the election. If an incumbent nominee is not elected, he or she is required to promptly tender a resignation to the Board of Directors. The Board will act on the tendered resignation and publicly disclose its decision within 90 days after certification of the election results. Number of times a director can be re-elected Board Committees Nomination and Appointment of the board
- 35. Report generated on 3-November-2017 by emRatings, a product of Solaron Sustainability Services ©2017. Page 35 of 43 The Board does not believe it should establish term limits. Such limits may lose the contribution of directors who have been able to develop, over a period of time, increasing insight into the Company and therefore provide an increasing contribution to the Board. As an alternative to term limits, the Nominating, Governance and Public Affairs Committee reviews individual director evaluations annually in connection with re-nomination processes. Tenure of the board members To promote greater accountability to shareholders, all of the company's directors stand for election annually. Succession plan The Board has a director succession planning process designed to provide for a highly independent, well-qualified Board that has the diversity, experience and background to be effective and provide strong oversight. The Board regularly evaluates the needs of ConAgra Foods and adds new skills and qualifications to the Board as appropriate. The Board desires its members to collectively hold a broad range of skills, education, experiences and qualifications that can be leveraged for the benefit of the company and its shareholders. Management succession: The Chief Executive Officer will report at least annually to the Board on the company's program for succession and management development. The Chief Executive Officer should make available to the Board his or her recommendations and evaluations of potential successors. Disclosure of remuneration for Board of Directors Detailed disclosure for each individual. Disclosure of remuneration for top management Detailed disclosure for each individual. Disclosure of remuneration for CEO Detailed disclosure. Variable remuneration of top executives linked to sustainability performance The company does not provide information on this parameter Related party transactions The company does not provide information on this parameter External auditors and frequency of re-election KPMG LLP, the current auditor had been associated with the company since at least last 5 years. Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units In local currency (in thousands) 7,540 5,877 7,026 7,423 5,508 USD In USD (in thousands) - company reported 7,540 5,877 7,026 7,423 5,508 USD Description* May 2016 May 2015 May 2014 May 2013 May 2012 Units In local currency (in thousands) 219.00 418.00 440.00 306.00 177.00 USD In USD (in thousands) - company reported 219.00 418.00 440.00 306.00 177.00 USD Remuneration of the board Audit Audit Fees Non-Audit Fees