Loblaw 2017 Corporate Social Responsibility Report

Loblaw Companies Limited 2017 Corporate Social Responsibility ReportAbout This ReportAbout This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingCommunityProgress Towards TargetsLoblaw Companies Limited (Loblaw) believes in taking a responsible approachto business. Our corporate social responsibility (CSR) journey began manyyears ago, starting with an effort to better understand what matters most toour stakeholders, as well as the impacts of our actions. We strive to act withtransparency and accountability, and seek to make lasting, positive contributionsto the environment and to the communities and people we serve.As one of the nation’s leadingretailers, we are uniquely positionedto contribute positively to crucialissues facing Canadians. Weare proud to share our CSRperformance – and to communicateour future goals.This is our 11th annual CSR report.It provides an overview of Loblaw’sCSR performance and communitygiving efforts across our manybrands and in our corporate stores,distribution centres and storesupport centres. Where appropriate,we have also indicated theinclusion of franchisee, third-party,Arz, T&T Supermarkets andShoppers Drug Mart/PharmaprixAssociate-owner information.The scope of our reporting andour data measurement methodsare consistent with our 2016 CSRreport. Unless otherwise noted,all highlights are based on2017 results.Our CSR plans, targets and resultswere all reviewed by membersof Loblaw’s CSR Committee,Disclosure Committee and Legaldepartment.Visit loblaw.ca to learn more about ourCSR initiatives.TrademarksLoblaw Companies Limited and its subsidiaries own a number oftrademarks. Several subsidiaries are licensees of additional trademarks.These trademarks are the exclusive property of Loblaw CompaniesLimited, its subsidiaries or the licensor and, where used in this report,appear in italics.CSR TargetsGovernanceHow to Read This ReportClassic methodYou can read the CSR report as you would aregular book: start on page 1 and navigate pageby page to the end. To do this, use the arrow keysin the bottom left-hand corner of the page.Living Our PurposeLoblaw Companies Limited 2017 Corporate Social Responsibility ReportLiving Our Purpose6Loblaw Companies Limited 2017 Corporate Social Responsibility Report7Reducing food waste – in store and at homecontinuedAbout This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingReducingfood waste –in store andat homeAccording to the United NationsFood and Agriculture Organization,approximately one-third of all foodproduced for human consumptionworldwide is lost or wasted.CommunityProgress Towards TargetsCSR TargetsGovernanceCanadians throw away 31 billion worth of foodevery year, while at the same time, nearly one ineight Canadians struggles to put food on the table.Much of that wasted food is simply in the wrongplace at the wrong time and should not end up inthe trash.At Loblaw, we are in the business of providingfood – not wasting it. We take seriously the issues offood loss – “the decrease in quantity or quality offood” – and food waste – “the discarding oralternative (non-food) use of food that is safe andnutritious for human consumption along the entirefood chain.” We are addressing these issues onseveral fronts.About This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingCommunityProgress Towards TargetsCSR TargetsGovernanceAccording to industry research, 10% of food wasteoccurs at the retail level. Research that we undertookinternally showed that produce – like fresh fruits andvegetables – represents the highest volume category ofwasted food. Our store-level research also revealedfactors that we can address and improve – includingprocurement issues and merchandising approaches. Allof this information was used in setting our commitmentto cut food waste at our corporate retail operations by50% by 2025.From apples to zucchini, and across all food categories,we are putting measures in place to prevent food waste.We are improving our procurement practices andshortening our supply chains to keep foods fresher,longer. We are also improving operating practices instores where we are using data tracking tools toanalyze the life cycles of products, and we arecollaborating with our supermarket peers, academicexperts and other industry leaders to share bestpractices, all in an effort to improve our individual andcollective performance.Beyond our doors, we partner with food banks andfood recovery and rescue agencies, including SecondHarvest and Food Banks Canada, to help as manypeople as possible put a meal on the table. Throughthese partnerships, we have matched more than 300 ofour stores with organizations in their neighbourhoods andhelped keep more perishable food from going to waste.Not all of the food waste generated at our stores issuitable for consumption, but where facilities andinfrastructure exist, we still try to divert as much foodfrom landfill as possible. In some regions, we direct staleor expired bakery goods to be used in the making ofgrain-based animal feed. Produce trimmings and otherinedible organics are fed to anaerobic digesters togenerate electricity, and used cooking oil is convertedinto biodiesel. Where these or similar options are notavailable, we keep looking for alternative approaches tomanaging food waste.Nearly half of all food waste occurs in homes. We see anopportunity to help our customers manage food moreefficiently. We have developed a variety of web andsocial media content to educate consumers about howthey can contribute to reducing food waste with simplechanges like improving food storage or discoveringcreative ways to revive leftovers. A growing number ofCanadians recognize food waste as a priority, andtogether we can all have a positive impact on this issue.Food waste is complicated. Some of it is unavoidable,but much of it is unnecessary and unacceptable. Wecontinue to conduct research and look for sustainablesolutions to help our stores, our colleagues and ourcommunities reduce waste where possible – whilegetting even more food to those who need it.“ An increasingnumber of Canadiansrecognize foodwaste as a priority,and together we canall have a positiveimpact on this issue.”Greg Ramier Executive Vice President,Market DivisionSelective methodYou can also go straight to specifictopics using the web-like navigation onthe left-hand side of the page.Loblaw Companies Limited 2017 Corporate Social Responsibility ReportOur Purpose:Living Our Purpose1Loblaw Companies Limited 2017 Corporate Social Responsibility ReportMessage to StakeholdersAbout This ReportAbout This ReportMessage to StakeholdersMessage to StakeholdersCSR at LoblawCSR at LoblawLiving Our PurposeLiving Our nityCommunityProgress Towards TargetsProgress Towards TargetsCSR TargetsCSR TargetsGovernanceGovernance2017 Corporate SocialResponsibility ReportI believe that business has both theopportunity and responsibility tohave a positive effect in thecommunity. Sometimes, that positiveeffect takes the form of a companyengaging civil society and adoptingcommunity interests. More often,it shows up in the way a companygoes about its business and thedecisions it makes along the way.In 2017, Loblaw Companies Limitedcontinued to demonstrate thesedynamics, evident in our 2017Corporate Social Responsibility(CSR) Report.Traditionally, we govern our CSR witha focus on three pillars: Environment,Sourcing, and Community. In all wedo, we keep our company purpose –Live Life Well – front of mind. Somehighlight illustrations of thosecommitments follow.Environment: Our environmentalrecord charts our ability to reduceour impact on our surroundings –eliminating nearly 11 billion plasticbags; diverting 90% of our waste atcorporate distribution centres and66% at corporate retail stores;setting a new goal to cut our foodwaste in half by 2025. Further, wehave been very vocal in our supportfor Canada’s role in the ParisAgreement and our view thatbusinesses can cut carbonemissions without corporate orconsumer sacrifice. In 2016, weannounced a goal to cut our carbonfootprint 30% by 2030, a journeythat is on track. In 2017, as part ofour overall carbon reductioncommitment, we applied greaterattention to our corporate truckingfleet, with a pledge to electrify it by2030. To mark the commitment, weran Canada’s first zero-emissiongrocery delivery and made globalnews with an order of 25 heavy-dutyTesla trucks. Electrifying our fleetwill take time, but it will also take theequivalent of 20,000 gas-burningcars out of our environment.Sourcing: Loblaw is Canada’slargest retailer. We have createdsome of Canada’s best and favouritebrands. Yet we own no productionfacilities. Therefore, our highsupplier standards rely on strongpolicies and relationships – withvendors big and small, Canadianfarmers, and global apparelfacilities. With their help in 2017, weinnovated new healthy foods, putmore Canadian produce on ourshelves, and contributed to makingCanadian beef more sustainable.Globally, we also contributed to thecreation of a new Transition Accordto protect garment workers inBangladesh. We’ve now placed25 compliance managers in globalmarkets to visit factories where ourgoods are manufactured, anddisclosed the list of factories whereour apparel products are made.Community: We operate inthousands of communities and ourcustomers and colleagues reflecteach one. That brings a natural valueto our community efforts – be itsupport for women’s health, disasterrelief, volunteerism grants, diversityand inclusion, or the immeasurablegood deeds of our nearly 200,000colleagues, employees, associates,and franchisees. In 2017, we made a 150 million pledge to address kids’hunger and nutrition nationwide,making our President’s ChoiceChildren’s Charity one of the largestfunders of school programs helpingkids who are underfed andundernourished. We have a 10-yearagenda to make sure kids arefed good food and good foodknowledge, and able to succeed.We know the measure of ourbehaviour goes well beyond ourformal CSR programs and pillars.We concluded 2017 by reportingour role in an industry breadprice-fixing scheme. Customers arerightly upset about this behaviour, asit has no place in our industry or ourcompany. In response, we havemade every effort to do the rightthings, from initially reporting thescheme to authorities, to morerecently putting money directly intothe hands of our customers with our 25 Loblaw Card program.Ultimately, Corporate SocialResponsibility must be judged overtime. That is the value of annualreports like this one. In the long run,whether shrinking our carbonfootprint, raising standards forworkers, reducing childhood hunger,or simply in the way we do business,our record will show we arecommitted to principled actions.About This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingAccording to the United NationsFood and Agriculture Organization,approximately one-third of all foodproduced for human consumptionworldwide is lost or wasted.CommunityProgress Towards TargetsCSR TargetsGovernanceGalen G. WestonChairman and Chief Executive OfficerReducingfood waste –in store andat homeCanadians throw away 31 billion worth of foodevery year, while at the same time, nearly one ineight Canadians struggles to put food on the table.Much of that wasted food is simply in the wrongplace at the wrong time and should not end up inthe trash.At Loblaw, we are in the business of providingfood – not wasting it. We take seriously the issues offood loss – “the decrease in quantity or quality offood” – and food waste – “the discarding oralternative (non-food) use of food that is safe andnutritious for human consumption along the entirefood chain.” We are addressing these issues onseveral fronts.6

Loblaw Companies Limited 2017 Corporate Social Responsibility Report1Message to StakeholdersAbout This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingCommunityProgress Towards TargetsCSR TargetsGovernanceI believe that business has boththe opportunity and responsibilityto have a positive effect in thecommunity. Sometimes, that positiveeffect takes the form of a companyengaging civil society and adoptingcommunity interests. More often,it shows up in the way a companygoes about its business and thedecisions it makes along the way.In 2017, Loblaw Companies Limitedcontinued to demonstrate thesedynamics, evident in our 2017Corporate Social Responsibility(CSR) Report.Traditionally, we govern our CSR witha focus on three pillars: Environment,Sourcing, and Community. In all wedo, we keep our company purpose –Live Life Well – front of mind. Somehighlight illustrations of thosecommitments follow.Environment: Our environmentalrecord charts our ability to reduceour impact on our surroundings –eliminating nearly 11 billion plasticbags; diverting 90% of our waste atcorporate distribution centres and66% at corporate retail stores; andsetting a new goal to cut our foodwaste in half by 2025. Further, wehave been very vocal in our supportfor Canada’s role in the ParisAgreement and our view thatbusinesses can cut carbonemissions without corporate orconsumer sacrifice. In 2016, weannounced a goal to cut our carbonfootprint 30% by 2030, a journeythat is on track. In 2017, as partof our overall carbon reductioncommitment, we applied greaterattention to our corporate truckingfleet, with a pledge to electrify it by2030. To mark the commitment, weran Canada’s first zero-emissiongrocery delivery and made globalnews with an order of 25 heavy-dutyTesla trucks. Electrifying our fleetwill take time, but it will also take theequivalent of 20,000 gas-burningcars out of our environment.Sourcing: Loblaw is Canada’slargest retailer. We have createdsome of Canada’s best and favouritebrands. Yet we own no productionfacilities. Therefore, our high supplierstandards rely on strong policiesand relationships – with vendors bigand small, Canadian farmers, andglobal apparel facilities. With theirhelp in 2017, we innovated new,healthier foods, put more Canadianproduce on our shelves, andcontributed to making Canadianbeef more sustainable. Globally, wealso contributed to the creation of anew Transition Accord to protectgarment workers in Bangladesh.We’ve now placed 25 compliancemanagers in global markets to visitfactories where our goods aremanufactured, and disclosed the listof factories where our apparelproducts are made.Community: We operate inthousands of communities and ourcustomers and colleagues reflecteach one. That brings a natural valueto our community efforts – be itsupport for women’s health, disasterrelief, volunteerism grants, diversityand inclusion, or the immeasurablegood deeds of our nearly 200,000colleagues, employees, associatesand franchisees. In 2017, we made a 150 million pledge to address kids’hunger and nutrition nationwide,making our President’s Choice Children’s Charity one of the largestfunders of school programs helpingkids who are underfed andundernourished. We have a 10-yearagenda to make sure kids arefed good food and good foodknowledge, and able to succeed.We know the measure of ourbehaviour goes well beyond ourformal CSR programs and pillars.We concluded 2017 by reportingour role in an industry breadprice-fixing scheme. Customers arerightly upset about this behaviour,as it has no place in our industry orour company. In response, we havemade every effort to do the rightthings, from initially reporting thescheme to authorities, to morerecently putting money directly intothe hands of our customers with our 25 Loblaw Card program.Ultimately, Corporate SocialResponsibility must be judged overtime. That is the value of annualreports like this one. In the long run,whether shrinking our carbonfootprint, raising standards forworkers, reducing childhood hunger,or simply in the way we do business,our record will show we arecommitted to principled actions.Galen G. WestonChairman and Chief Executive Officer

Loblaw Companies Limited 2017 Corporate Social Responsibility ReportCSR at LoblawAbout This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingCommunityProgress Towards TargetsCSR TargetsGovernanceAbout Loblaw – Our Purpose: Live Life WellOverall economic impactLoblaw operates 2,500 corporate,franchise and Associate-ownedstores and pharmacies acrossCanada. Through our network ofretail locations, distribution centresand corporate offices, we employnearly 200,000 full- and part-timeemployees, making us one of thelargest private-sector employers inCanada and an economic driverin the urban and rural communitieswe serve.Our purposeOur company purpose is to helpCanadians Live Life Well. Thisguides everything we do, includingour three CSR pillars: respecting theenvironment, sourcing responsiblyand making a positive difference inour communities. We are committedto being a leader and contributor toa vibrant Canadian society – todayand for generations to come.Loblaw Familyof CompaniesFive complementary divisionsmake up the Loblaw Family ofCompanies. Each is committed toour CSR pillars and to our companypurpose – Live Life Well. Eachbusiness also has a unique valueproposition, which expresses itscommitment to the customers andcommunities it serves:CSR pillarsEnvironmentWe are committed to reducing our environmentalimpact. With our national scale and the range ofour operations, we can have a considerable effectby reducing or better managing our waste, energyconsumption, transportation, refrigerantsand packaging.Your Life, Made EasierWe Love FoodMarketSourcingFeed EveryoneDiscountOur customers want the products we sell to be safe andresponsibly sourced. This means upholding our valuesthroughout our supply chain, promoting safe and sustainableproducts, and supporting Canadian suppliers.Essential Style, Exceptional ValueCommunityMaking the EverydaySimple and BetterLoblaw contributes to the well-being of Canadiansthrough the products and services offered in ourstores. Our efforts centre on the promotion ofhealth and wellness and on giving to thecommunities where we operate.2

CSR at LoblawLoblaw Companies Limited 2017 Corporate Social Responsibility ReportLong-term targetsCommunityTo establish our CSR priorities andtargets, we begin by learningwhat matters most to customers,colleagues and externalstakeholders. We also consider thelong-term challenges facing ourcompany, our communities and ourcountry. With this understanding,we target those issues where wecan have the greatest impact.We are a leader in Canada’s foodsector and work with our vendors,customers and other partners tohelp drive positive change.We have served Canadians foralmost a century, and we understandthe value of long-term commitment.Many of the issues we seek toaddress are complex, and we knowthat achieving certain goals takestime. Our CSR reports provideannual updates on our progress.Progress Towards TargetsStakeholder engagementWhat customers tell usTo succeed, our CSR activities haveto be relevant to our business,customers, colleagues andpartners – and to society as awhole. To understand societal andstakeholder priorities and concerns,we use a variety of surveys andengagement processes, proactivelyreach out to experts, andcollaborate with like-mindedorganizations to develop solutionsto complex issues.We commission an annual surveyto learn about the CSR priorities ofCanadians. In 2017, we found thatconsumers continue to see localsourcing, healthier food choicesand safe working conditions astop CSR priorities for groceryretailers. We share those priorities,and are proud to be recognized –both by Loblaw shoppers and thosewho don’t always shop with us –as a CSR leader among Canadianretailers.About This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingCSR TargetsGovernanceInsights fromvalued stakeholdersEvery two years, we consult a panelof stakeholders to assess the qualityand value of our CSR report. Thisincludes surveys and interviewswith senior representatives from keyvendors, academic institutions andnon-governmental organizations(NGOs), as well as CSR/sustainability research and advisoryfirms. We also routinely conductad-hoc conversations with majorethical fund managers.Historically, our stakeholders havetold us that our size and scaleprovide us a unique opportunity tolead our industry – and Canadiansmore generally – in sustainablepractices. In recent years,they’ve encouraged us to play astronger role in two categories:(1) helping Canadians embracepreventative health and wellness,including healthier eating, and(2) establishing a strong carbonand climate-change strategy. Thisreport addresses our increasedactivities in these two areas.3

Living Our PurposeAbout This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingCommunityProgress Towards TargetsCSR TargetsGovernanceLoblaw Companies Limited 2017 Corporate Social Responsibility ReportA commitmentto feedCanada’s kidsIt’s hard to believe that in anation as prosperous as Canada,childhood hunger is an issue.Unfortunately, it’s all too true.One in six Canadian kids – morethan one million children – are atrisk of going hungry every day.Hunger and poor nutrition jeopardize kids.They negatively affect school performance andimpair cognition. More simply, a hungry or poorlynourished child can’t reach her full potential.This is not only a moral challenge for Canada,it will have implications for the future of ourcommunities and country.As a leading Canadian retailer – with 2,500 stores,nearly 200,000 colleagues and more than1,000 vendor partners in communities nationwide –we know Loblaw has an opportunity and aresponsibility to help tackle this issue head-on.4

Living Our PurposeLoblaw Companies Limited 2017 Corporate Social Responsibility Report5A commitment to feed Canada’s kidscontinuedAbout This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingCommunityProgress Towards TargetsCSR TargetsGovernanceIn September 2017, President’s Choice Children’sCharity (PCCC) committed 150 million in fundraisingand corporate support over the next 10 years to tacklechildhood hunger and poor nutrition. The approach isbuilt upon two pillars:1. F eed kids good food: Feeding and providingchildren access to food will allow them to thrive andreach their full potential.2. F eed kids food knowledge: Food-based educationwill empower children to make healthier, moreresponsible and better-informed choices.We are passionate about making sure children havethe nourishment they need to grow, to thrive and tosucceed. Helping to ensure our kids are well fed andready to learn will help create a better Canada for all of us.“ We are passionateabout making surechildren have thenourishment theyneed to grow, tothrive and to succeed.Helping to ensure ourkids are well fed andready to learn willhelp create a betterCanada for all of us.”Sarah Davis President, Loblaw CompaniesLimited, and Chair, President’s Choice Children’s CharityGalen G. Weston and Sarah Davis joined by students at St. Paul Catholic School in Toronto on September 21, 2017, after announcing 150 millioncommitment to tackle childhood hunger.PCCC has a long history of giving – raising and grantingmore than 167 million since 1989 – and a proud legacyof helping children across Canada through nutrition.The charity has been funding nutrition programs since2008, granting more than 41 million and feeding almost500,000 children annually.We believe school-based programs are the mostefficient method to put food into hungry bellies. In the2017–18 school year, PCCC helped to feed nearly300,000 kids by supporting school-based efforts andgranting funds to more than 2,100 schools. As one ofCanada’s largest charitable funders of school nutritionprograms, the charity helps provide breakfast, lunch andsnacks, ensuring children have the energy to performduring the day.To extend its impact beyond the schoolyard and theschool calendar, the charity partners with organizationshaving similar values and missions. Working together,they help deliver programs that teach kids about goodfood and show them how to make wholesome meals.The charity also supports initiatives that provide kids inneed, and their families, with nutritious food over theweekend and even when they are at summer camp.Being well fed and nourished is fundamental to thesuccess of Canadian kids. Together with Loblaw, PCCCis committed to tackling the issue of childhood hungerand to helping kids reach their full potential by feedingthem good food and good food knowledge.

Living Our PurposeAbout This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingLoblaw Companies Limited 2017 Corporate Social Responsibility ReportReducingfood waste –in store andat homeAccording to the United NationsFood and Agriculture Organization,approximately one-third of all foodproduced for human consumptionworldwide is lost or wasted.CommunityProgress Towards TargetsCSR TargetsGovernanceCanadians throw away 31 billion worth of foodevery year, while at the same time, nearly one ineight Canadians struggles to put food on the table.Much of that wasted food is simply in the wrongplace at the wrong time and should not end up inthe trash.At Loblaw, we are in the business of providingfood – not wasting it. We take seriously the issues offood loss – “the decrease in quantity or quality offood” – and food waste – “the discarding oralternative (non-food) use of food that is safe andnutritious for human consumption along the entirefood chain.” We are addressing these issues onseveral fronts.6

Living Our PurposeLoblaw Companies Limited 2017 Corporate Social Responsibility ReportReducing food waste – in store and at homecontinuedAbout This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingCommunityProgress Towards TargetsCSR TargetsGovernanceAccording to industry research, 10% of food wasteoccurs at the retail level. Research that we undertookinternally showed that produce – like fresh fruits andvegetables – represents the highest volume category ofwasted food. Our store-level research also revealedfactors that we can address and improve – includingprocurement issues and merchandising approaches. Allof this information was used in setting our commitmentto cut food waste at our corporate retail operations by50% by 2025.From apples to zucchini, and across all food categories,we are putting measures in place to prevent food waste.We are improving our procurement practices andshortening our supply chains to keep foods fresher,longer. We are also improving operating practices instores where we are using data tracking tools to analyzethe life cycles of products, and we are collaborating withour supermarket peers, academic experts and otherindustry leaders to share best practices, all in an effortto improve our individual and collective performance.Beyond our doors, we partner with food banks andfood recovery and rescue agencies, including SecondHarvest and Food Banks Canada, to help as manypeople as possible put a meal on the table. Throughthese partnerships, we have matched more than 300 ofour stores with organizations in their neighbourhoods andhelped keep more perishable food from going to waste.Not all of the food waste generated at our stores issuitable for consumption, but where facilities andinfrastructure exist, we still try to divert as much foodfrom landfill as possible. In some regions, we direct staleor expired bakery goods to be used in the making ofgrain-based animal feed. Produce trimmings and otherinedible organics are fed to anaerobic digesters togenerate electricity, and used cooking oil is convertedinto biodiesel. Where these or similar options are notavailable, we keep looking for alternative approaches tomanaging food waste.Nearly half of all food waste occurs in homes. We see anopportunity to help our customers manage food moreefficiently. We have developed a variety of web andsocial media content to educate consumers about howthey can contribute to reducing food waste with simplechanges like improving food storage or discoveringcreative ways to revive leftovers. A growing number ofCanadians recognize food waste as a priority, andtogether we can all have a positive impact on this issue.Food waste is complicated. Some of it is unavoidable,but much of it is unnecessary and unacceptable. Wecontinue to conduct research and look for sustainablesolutions to help our stores, our colleagues and ourcommunities reduce waste where possible – whilegetting even more food to those who need it.“ A growing number ofCanadians recognizefood waste as apriority, and togetherwe can all have apositive impact onthis issue.”Greg Ramier Executive Vice President,Market Division7

Living Our PurposeAbout This ReportMessage to StakeholdersCSR at LoblawLiving Our PurposeEnvironmentSourcingLoblaw Companies Limited 2017 Corporate Social Responsibility ReportFood fromaround theworld, grownhere in CanadaMaking sure our customers havethe freshest possible selection ofproduce to meet their particularpreferences and tastes has alwaysbeen important to us.CommunityProgress Towards TargetsCSR TargetsGovernanceHistorically, to serve customers who wantedmulticultural produce, whether they were looking fora taste of home or wanted to try something new, wehave had to import that product, often from growersin far-off countries.However, times are changing.Reflecting both the rich diversity of Canada andthe increased expectations of consumers, thereis a growing demand for fresh, locally grownmulticultural produce. And we’re doing our bestto meet that demand.8

Living Our PurposeLobla

2017 Corporate Social Responsibility Report Loblaw Companies Limited 2017 Corporate Social Responsibility Report 1 Message to Stakeholders I believe that business has both the opportunity and responsibility to have a positive effect in the community. Sometimes, that positive effect takes the form of a company engaging civil society and adopting