PRODUCTSSustainability Report

Frontier Co-op • Fiscal Year 2017

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On the cover: Village children greet Commodity Manager Melissa Reck and Vice President of Global Sourcing Cole Daily on their visit to our Well Earth supplier in Tamil Nadu, India.

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We first began producing an annual sustainability report in 2005 to publicly provide a detailed look at our sustainability efforts for our members, our employees and the public. Last year, we adopted GRI Sustainability Reporting Guidelines, the established international criteria for sustainability reporting.

The reports comprehensively and transparently detail our co-op’s background, our products, how we source, our packaging, the energy we use and the waste we create in our overall operations. It highlights our relationships with employees, customers and communities here at home and around the world. It also shows how we improve lives and product quality through social giving. It also shows how we both improve the lives of those in our sourcing communities and ensure product quality through social giving.

As in our previous report, we end with a section outlining our sustainability targets, which are the benchmarks we’re using to measure our success in the current fiscal year.

Please email me at ceo@frontiercoop.com with any comments or questions about the information in our report. You’re sincerely invited to get involved with helping Frontier Co-op be as sustainable as possible.

Tony Bedard, CEO

Frontier Co-op

CEO LETTER

PRODUCTS

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CEO Letter . . . . . . . . . . . . . . . . . . . 3

Company Background . . . . . . . . . . . . . 7

Products . . . . . . . . . . . . . . . . . . . 11

Sourcing . . . . . . . . . . . . . . . . . . . . 15

Frontier Co-op’s Well Earth Initiative . . . . 16

Fair Trade . . . . . . . . . . . . . . . . . . 17

Organic . . . . . . . . . . . . . . . . . . . 18

Packaging . . . . . . . . . . . . . . . . . . . 21

Operations . . . . . . . . . . . . . . . . . . 23

Facilities Overview . . . . . . . . . . . . . 24

Utilities . . . . . . . . . . . . . . . . . . . 25

Water . . . . . . . . . . . . . . . . . . . . 25

Emissions . . . . . . . . . . . . . . . . . . 26

Waste . . . . . . . . . . . . . . . . . . . . . 29

Employees . . . . . . . . . . . . . . . . . . 31

Demographics . . . . . . . . . . . . . . . 31

Pay & Benefits . . . . . . . . . . . . . . . 32

Employee Satisfaction . . . . . . . . . . . 33

Health & Wellness . . . . . . . . . . . . . . 35

Safety . . . . . . . . . . . . . . . . . . . . 35

Customers . . . . . . . . . . . . . . . . . . 39

Giving Back . . . . . . . . . . . . . . . . . . 43

Sustainability Targets . . . . . . . . . . . . . 47

Appendix . . . . . . . . . . . . . . . . . . . 49

GRI Index . . . . . . . . . . . . . . . . . . . 56

CONTENTS

A NOTE ABOUT THE DATES IN THIS REPORTWe report in accordance with our fiscal year, which runs from July 1 to June 30. The fiscal years during which data is collected are named according to their ending calendar year — for example, the fiscal year ending 6/30/15 is referred to as FY15.

Page 4: Frontier Co-op sources saffron from Afghanistan, where we’ve partnered with a supplier, Rumi Spice, to implement sustainable growing and processing methods. Our efforts promote stability in the global saffron market while improving the lives of many women who are economically empowered through reliable jobs with fair wages.

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PRODUCTS

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COMPANY BACKGROUNDMM Origin and History

Frontier Co-op (originally named “Frontier Herbs”) began as a two-person operation in 1976 in a cabin along the Cedar River in Eastern Iowa.

The business was originally structured as a cooperative that supplied wholesale herbs and spices to its members, repackaging several hundred varieties of herbs and spices into smaller one- and two-pound bags.

Customers then resold these products in bulk to their retail customers. Subsequent growth resulted in the purchase of a ten-acre parcel of Iowa farmland in 1982 near Norway, Iowa, and constructing a 21,000 square foot facility.

Plant expansions in 1984, 1988 and 1993 increased the Norway facility size to over 85,000 square feet. Frontier Co-op now owns an additional 50 acres of land adjacent to the main facility, 22 acres of which is maintained as tallgrass prairie.

The co-op has subsequently purchased and remodeled facilities in the nearby Iowa towns of Urbana, North Liberty, and Belle Plaine.

In 1988 Frontier Co-op introduced a line of packaged spices that developed into a significant sales contributor and laid important groundwork for the establishment of the Simply Organic brand in 2002. Simply Organic quickly became the fastest growing brand in natural seasonings and the leading brand in the explosively growing category of organic seasonings. (Frontier had been an industry leader in recognizing the value of organic agriculture and promoting organically grown products since the 1980s).

In 1981 Frontier Co-op elected its first Board of Directors.

Early in its history, Frontier Co-op had accommodated its members by buying bulk quantities of essential oils and rebottling them into half-ounce glass bottles. This line grew steadily as the concept and practice of aromatherapy became increasingly popular. In 1993 the co-op, Frontier acquired Aura Cacia, a fast-growing essential oils and essential oils-based personal care products company. The brand has grown to become the clear market leader in natural health outlets nationwide.

Frontier Co-op has grown steadily over the decades to become a major supplier in the natural products industry with three industry-leading brands: Frontier Co-op, Simply Organic and Aura Cacia.

COMPANY

MM Frontier Today Frontier Co-op distributes to a wide range of customers: distributors, wholesale members, wholesale non-members, and retail customers that place orders via phone, mail and the co-op’s websites. The bulk of Frontier Co-op’s sales are to stores in the U.S. and Canada.

See the Appendix for more detailed information.

MM Mission and ValuesValue-DrivenWe care deeply about our co-op’s impact on the world and do business in a way that reflects this. We’re committed to and make a special effort to help the communities around the world where our products are grown. These are often disadvantaged agricultural areas struggling with economic and social problems where our relationships have major impacts on quality of life.

From our earliest days, we have been committed to doing business the right way, which is reflected in our Values Statement: “In all that we do, at all times and with all people, we will conduct our affairs and the affairs of the company with unwavering integrity.”

We know that sustainability, social responsibility and integrity are important to our co-op members, and we try to advance these values with every decision we make.

MM Co-op Structure Frontier Co-op is a cooperative corporation under the laws of the State of Iowa with Articles of Incorporation that state “the Cooperative shall be operated for the primary and mutual benefit of its members as patrons of its goods and services...”. (See more detailed info about the co-op structure in the Appendix.)

MM the board of directorsFrontier is governed by a nine-member Board of Directors, made up of six directors elected by the membership on a one-member, one-vote basis for three-year terms (patron directors), two members elected by the Board for two-year terms (at-large directors) and the Chief Executive Officer (CEO) of the company. The Board’s mandate is to provide direction and oversight for the business and affairs of the Cooperative, and to act in the interests of the members.

How the Co-op WorksFrontier Co-op’s member-owners are our wholesale customers who buy and resell our products. Frontier Co-op had about 19,000 active members at the end of FY17.

These members provide the capital for the business to operate and are represented as owners of Frontier through an elected Board of Directors.

Each year, they divide the co-op’s profits, each member getting a share equal to the percentage that their purchases were of the co-op’s total member sales.

See the diagram below for more info.

Frontier Co-opMembers

stores and organizationsreselling our products

Members get one vote each toelect a Board of Directors to

represent them in their co-op’s decisions

the co-op’s profits are shared according to member purchases that year

Profit$

Board of directors

How aco-op works

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The Sustainable Vanilla Initiative

The Sustainable Vanilla Initiative (SVI) aims to improve vanilla bean farmers’ livelihoods and assure the long-term stable supply of high-quality natural vanilla. This voluntary initiative brings together manufacturers, traders, exporters and public authorities worldwide to address social, environmental and economic issues in the vanilla industry.

Vanilla is an important product for our co-op. We have close ties to many of our suppliers and recognize the challenges facing poor vanilla farming communities.We support vanilla farmers and their communities through our Well Earth program and Fair Trade Certification, but we also recognize that the challenges facing them are far greater than any one company can solve on its own. For that reason, Frontier Co-op became one of the first members of the Sustainable Vanilla Initiative and now also sits on its global Steering Committee.Launched in 2015, the SVI has to date 1) contributed to the development of a code of conduct for Madagascar vanilla market participants that was signed by Madagascar’s Prime Minister and more than 40 vanilla exporters, 2) organized a Paris conference of government officials, representatives of growers, exporters and international companies to plan market reform — the first meeting of this kind in more than 20 years, and 3) been awarded a $4 million grant by the U.S. Department of Labor to further pursue its work with Madagascar. This is a long-term initiative that will require a lot of hard work over many years, but we feel good to be part of this industry-wide effort to effect change.

COMPANY

MM advantages of co-op ownershipThis special relationship of having our member-owners in direct contact with the people using our products has given us unique insights — both into those customers’ product preferences and, just as importantly, their values. Our co-op structure is at the root of the honest, responsible way we practice business — an approach that is increasingly valued among consumers of all kinds.

Cooperative ownership allows our business to take a long-term, sustainable approach, rather than being driven by short-term gains, because our members place value on product quality, responsibility, and the long-term viability of the company.

MM Memberships and Organizations This report describes our ongoing efforts to conduct our business in a way that allows Frontier Co-op to make positive contributions to society while minimizing our footprint on the environment. We realize, however, that some problems go beyond the scope of our single business. Therefore, we participate in a variety of industry organizations that are addressing those larger sustainability challenges.

Here’s a list of these organizations we’re participating in at the time of this report:M� Organic Trade Association (OTA) — Frontier Co-op is a member.M� The Organic Center (TOC) — Vice President of Quality and Research Ravin Donald is on the Board of Directors.M� Sustainable Vanilla Initiative — Frontier Co-op was one of the first members and is now on the group’s steering committee.M� Iowa Sustainable Business Forum – Frontier Co-op is a founding member and is on the Board of Directors.M� Sustainable Packaging Coalition – Frontier Co-op is a member.M� GreenBlue Frontier – Co-op is a member

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PRODUCTS

PRODUCTSPRODUCTSMM OUR PRODUCTS

Frontier Co-op provides botanical and botanically based products that support a natural lifestyle. Our product objective is to provide safe, high-quality branded products that are compliant with all regulations while meeting the needs of our customers.

MM Brands and BusinessesOur products fall into two categories or business units: Foods & Flavorings and Essentials.

Foods & Flavorings includes Frontier Co-op bulk spices, herbs, food ingredients, teas, and seasonings and Frontier Co-op and Simply Organic brands of bottled spices, seasonings and flavors.

Essentials includes essential oils, bath products and other botanical-based personal care products.

We also maintain our own distribution business that services natural product stores, buying clubs and other retailers with more than 7,500 products across more than 300 brands, as well as 1,500 of our own branded Food & Flavoring and Essentials products.

MM Full Ingredient DisclosureThe FDA does not require that ingredients be listed for many of our products, but our commitment is to be transparent about everything we are putting in our products.

We provide a complete list of all ingredients for all our items in our wholesale catalog and answer all inquiries about ingredients openly.

MM Genetically engineered (GMO) ingredient elimination

We believe genetically engineered crops, as currently regulated, constitute a significant risk to organic agriculture and may have other risks to long-term biodiversity and to human and animal health.

Between organic certification (which prohibits use of GMOs) and non-GMO verification through the non-GMO project, 56% of our Food and Flavorings products are organic certified and 36% are Non-GMO Project verified. On the Essentials side, 15% of our Aura Cacia essential oils are organic certified and 9% are non-GMO verified.

For the remaining products, we have vendor statements stating that ingredients are not derived from GMOs and we are working to get third-party verification of these statements.

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PRODUCTS

MM Allergen controlAs the awareness of various allergens continues to increase, we’ve taken steps to improve our allergen-control processes. We have strict procedures in place to prevent cross-contamination.

When we process products that have any FDA-defined allergens (milk, eggs, fish, shellfish, tree nuts, peanuts, wheat and soybeans), we do a special cleanup to eliminate cross-contamination.

We carry a number of Simply Organic brand items that are certified gluten-free by the Gluten Free Certification Organization (GFCO).

MM Non-irradiation, non-ETO, and other prohibited ingredientsHerb, spice and other food ingredients we source for our products must meet strict standards we have defined for individual ingredients.

We’ve used definitions from members and reputed industry organizations and advocacy groups to create an internal standard for the products we manufacture.

Our product standard covers post-harvest treatment and processing. We do not purchase any herbs or spices that have been treated with irradiation or chemicals such as ethylene oxide (ETO), and there are a number of other ingredients and processes that are not allowed.

For more information, including a list of ingredients and processes we don’t allow, see the section Product Standards in the Appendix.

PRODUCTSMM Product Quality and Safety

In addition to our standards for product ingredients, we have made commitments to product quality and food safety.

Here are the principles we’ve set out for product quality and safety:

M� We will not compromise on the safety of a product under any circumstance, and every effort will be made to avoid hazards to health.M� Compliance with all relevant laws and regulations is not negotiable.M� People and equipment will be made available to ensure the safety and quality of our products.M� We will support the continued development, maintenance and improvement of our quality programs.

Learn more about our quality and food safety programs, including our clean pasteurization system in the Quality and Food Safety section of the Appendix.

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PRODUCTS

SOURCING

MM SOURCINGOne of the sustainability values championed by Frontier Co-op is “impact sourcing” — purchasing our botanical products in a way that creates a positive impact on the people and communities we partner with.

Our increasing purchases from co-ops and other socially and environmentally responsible sources help support and spread the positive values of their businesses.

We continually seek out opportunities to invest in sources that create social and environmental value. Beyond that, we provide grants for infrastructure and business training, invest time and share our years of expertise to help responsible suppliers meet our requirements and those of certification agencies.

Rumi Spice SaffronSaffron is an example of how our sustainable sourcing has a positive impact. Much of our saffron is purchased from Rumi Spice, a business formed by U.S. military veterans who served in Afghanistan and went back to help the farmers they had met develop saffron as an export crop. We’ve worked closely with Rumi Spice to improve the quality of their saffron production – this has included funding for equipment, quality assurance training and supervision, as well as extensive testing and the implementation of continuous improvement systems. By sourcing directly from rural Afghan farmers and reinvesting profits there, Rumi Spice provides impoverished farmers with otherwise unavailable economic opportunities.

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Page 14: Our hand-harvested saffron is Non-GMO Project verified. Like all of our products, our saffron is non-irradiated and produced without ethylene oxide.

PRODUCTS

Oregon, USAPeppermintSpearmintAlfalfaGoldenseal

Guatemala CardamomAllspice

SpainOlive LeafRosemarySaffronSteviaThymeWhite Mulbery

EthiopiaSesame

Uganda Vanilla

TunisiaDill WeedParsley

PeruGinger

SenegalBaobab

MadagascarVanilla Ylang Ylang Extra Essential Oil

MoroccoChamomile, Neroli, & RosemaryEssential Oils

HaitiVetiver Essential Oils

TurkeyAniseCuminFennelOreganoPoppyBaySageWinter Savory Leaf

AfghanistanSaffron

Egypt BasilMarjoram

Bulgaria BlackberryCorianderThyme(+35 other botanicals)

IndiaTurmericBlack PepperGreen PeppercornsJasmine Absolute Oil Peppermint Oil

Vietnam Black PepperCinnamonStar Anise

AustraliaSandalwood

Sri LankaCinnamonClovesGingerLemongrassMaceNutmegWhite PepperTumeric

Well Earth is our proactive program to find and develop ethical sources of high-quality botanical products. Focusing on business building (improving suppliers’ infrastructure and product quality) and community building (investing funds in supplier communities in-country), we have provided more than $1.2 million to fund projects since the program’s inception. These include investing in organic crop trials in India and the US, expanding organically cultivated land in the US, providing training to help organic and fair trade suppliers work more efficiently in India and Sri Lanka, building and funding schools in Madagascar and Vietnam, bringing clean water to communities in Africa and Asia, funding a dental clinic in Guatemala, and providing training

to farmers and growers in the United States. (See more about our support of grower communities in the Giving Back section.)An important Well Earth benefit to farmers is the ability to enter into long-term contracts with Frontier and confidently plan their production and sustainable operations.We also invest in infrastructure and continue to support growth in sustainable agricultural practices. For example, we help suppliers improve their processing capabilities and train staff. See more about our Well Earth program in the Sourcing section of the Appendix.

OUR CURRENT WELL EARTH PARTNERS

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SOURCING

MM Sustainable SourcingOur objective is to continually increase the volumes of sustainably sourced botanicals. We define sustainably sourced botanicals as those that are certified organic, Fair Trade certified, or sourced from our own Well Earth partners.

We are committed to increasing the amount of sustainably sourced crops we purchase every year from more than 50 countries around the world.

Agriculture has a significant impact on the quality and availability of water, climate change, biodiversity and soil quality. There are also unfair farm labor practices and small farmers’ rights problems around the world. We believe that sustainable and organic crop production are imperatives for creating a healthy and just world.

Since FY12 we have increased the pounds of sustainably sourced product from 4.6 million pounds to more than 8 million pounds, raising the percentage of total pounds of product that is sustainable from 57% to 68%. In FY17, those numbers decreased to 6.7 million pounds and 61%, largely in response to stricter inventory control measures.

See details on the year-by-year growth of our sustainable sourcing in the Sourcing section of the Appendix.

MM Fair Trade™We offer 56 Fair Trade Certified™ products, including green and black teas, sugar, cocoa, vanilla, spices and herbs, coconut oil, and cocoa butter. We were the first supplier to offer Fair Trade spices and vanilla extract in the United States.

Fair Trade products ensure fair wages and working conditions for farmers and workers, and there’s also an additional premium generated that’s used

for projects that benefit the community at large. Fair Trade premiums are reported by calendar years. For the latest available at the time of the report, 2014, 2015, and 2016, Frontier’s total fair trade premiums were nearly $300,000.

The premiums on Fair Trade products help communities in many ways. In Sri Lanka, the premiums have enabled the construction of clean water sources and schools, as well as funded scholarships, education programs and a vast array of other beneficial projects. Fair Trade premiums paid to the small co-op of cocoa farmers in the Dominican Republic that supplies our organic Fair Trade Certified cocoa powder helped build community centers and dig wells for potable water in their communities.

In rural India, the premiums from Fair Trade tea were used to build a school and fund teacher salaries and scholarships, start a reforestation program, construct a wind farm to provide power for the community and build a modern hospital powered by methane gas recovered from animal waste to provide healthcare to tea farm workers and their families.

Our total pounds of Fair Trade products sold has grown substantially since FY12 with the increase in Fair Trade matching the pace of our overall growth.

For more about Fair Trade and the details of the year-by-year growth of our Fair Trade sourcing, see the Sourcing section of the Appendix.

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MM OrganicCertified organic products are at the heart of our sustainable sourcing efforts — as they have been since 1978. We believe organic agriculture is a crucial element in building a safe and sustainable international food supply and that the basic values of organic agriculture — concern for people and the environment — are crucial to the well being of us all.

Any of our branded products — Aura Cacia, Frontier Co-op or Simply Organic — that are sold as organic are third-party certified organic in compliance with the National Organic Program (NOP). Both our products and manufacturing facilities are certified organic by Quality Assurance International (QAI).

Our early and continued efforts supporting organic agriculture have made Frontier an established leader in organic selection and quality. In FY16, organic products made up nearly 75% (by weight) of our food and flavorings products sourced.

The steady growth in the organic products we source has led our suppliers to expand their certified organic production. We’re working to build a market for organic crops to ensure farmers have an outlet for those crops once they switch to organic growing methods.

In addition to encouraging organic production with our purchases, we invest in our suppliers to help them expand and strengthen their organic production.

Read more about Frontier’s long-term commitment to organics and see the details of the year-by-year growth in our organic sourcing in the Sourcing section of the Appendix.

SOURCING

What is Organic?For many people, the word “organic” means

“without chemicals” — and this is a crucial requirement. Organic products, which include a standard for non-GMO, must be grown on land that has not had synthetic fertilizers, growth

regulators, insecticides, or herbicides applied to it for a minimum of three years. This is one of many conditions that must be met by organic growers and manufacturers in order to meet the federal government standards for organic certification.But there’s more to it than that. The values of organic agriculture extend well beyond the rules governing certification. Organic farmers are committed to the health and well being of workers, the environment, and consumers. They work continually to restore, maintain and enhance the environment, respecting the delicate balance of nature and the integrity of the products being cultivated. They are advocates of sustainable agriculture — growing practices that enrich the land for the crops of the future rather than deplete it.As the National Organic Standards Board explains it, the goal of organic agriculture is “to optimize the health and productivity of interdependent communities of soil life, plants, animals and people.”

PRODUCTS

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PRODUCTS

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PACKAGINGWe track the impact of our packaging with three metrics – recyclability, amount of recycled content and the total amount of packaging material we use. In 2015, we revised our tracking methodology – this involved revising our classification of packaging materials and, at the same time, improving our ability to track materials in-house.

After joining the Sustainable Packaging Coalition, we have closely followed industry discussions on what can be reasonably deemed recyclable. The best practice is shifting towards a measurement of recyclable packaging that includes only material likely to actually make it through the recycling stream based on both size and material, rather than just the packaging material alone.

Given these criteria, we no longer include small plastic packaging components (e.g., plastic caps) in our calculation of total recyclable packaging. Due to this new calculation change and our ability to more accurately collect data regarding the materials we use, we are making FY15 our baseline and now report and compare packaging sustainability data starting with that year.

MM DataPercentages of recyclable content in packaging were relatively steady from FY16 to FY17. A significant portion of the bump in packaging intensity (pounds of packaging per 1000 units sold) in FY16 was due to a reconfiguring of our inventory accounts. It dropped as expected in FY17.

PACKAGING DATA FY15 FY16 FY17

Total lbs 9,994,950 11,933,596 11,593,966

Intensity (lbs/ 1,000 units sold) 214 237 209

% recycled content 35% 36% 36.10%

% recyclable 88% 88% 88.40%

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PRODUCTS

OPERATIONSWe conduct analysis of the sustainability of Frontier Co-op business operations using extensive recordkeeping and a variety of metrics. We assess steps in our manufacturing process from the perspective of sustainability to continually reduce the overall environmental footprint of our operations.

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MM Facilities OverviewOur headquarters in Norway, Iowa, is home to our corporate offices, our Customer Service and Sales Departments, and wholesale distribution. The original building in this complex was remodeled in 2010 to provide a new entryway and to provide expanded and improved space for our Co-op Café, departmental offices and labs. The remodel was awarded Silver Leed status in 2011.

Our sustainably managed 56-acre Norway site includes 14 acres of connected building space and parking lot, a restored wetland, a small wildlife pond, a restored tallgrass prairie, a restored barn (our barn is a rural landmark), and several stands of trees. All of the landscape is managed organically, and the buildings and parking lot are greenscaped — they are planted with hardy native trees and shrubs that need minimal care and no watering. The parking lot is designed to handle most rainwater runoff through bioswales that flow into the wetland.

Our Aura Cacia plant, located in Urbana, Iowa, is a remodeled coffee facility that sits on 4.9 acres. The facility is home to Aura Cacia’s headquarters, as well as its Research and Development, Quality Assurance, bottling and blending.

We purchased a warehouse building in 2011 in North Liberty, Iowa, and repurposed it for raw material storage and processing of our herbs and spices. This added space has allowed us to operate more efficiently and safely, and has also allowed us to focus on our food safety initiatives.

In 2015, we purchased a building that had sat relatively unused for five years in the small town of Belle Plaine, Iowa, and repurposed it into a distribution facility, restoring the building and bringing jobs back to the area. Numerous sustainability initiatives were included in the repurposing of the building (see sidebar Built-in Sustainability).

OPERATIONS

NORWAY

NORTH LIBERTYURBANA

BELLE PLAINE

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MM WaterThe majority of the water we use is in the operation of our steam pasteurization units and equipment washdowns. Steam pasteurization is the only natural pasteurization process in the industry and the only one allowed for certified organic products. In addition, the highly controlled process of steam injection in a vacuum minimizes impact on the natural taste, color and aroma of the spices. The most common alternatives, irradiation and ethylene oxide treatment, pose other risks beyond just their use of natural resources.

A look at our water usage over the previous six years:Water usage as reported on municipal water bills

WATER FY12 FY13 FY14 FY15 FY16 FY17

Gallons Used 3,424,000 5,079,000 5,910,000 6,045,000 7,775,000 8,490,000

Water usage intensity (gal/thousand units)

113.335 146.202 154.781 129.2616 154.3744 153.3165

Note: Because of changes in our business in FY15, we saw a relatively small increase in total gallons that resulted in a significant lowering of our per unit usage. The intensity metric went back up in FY16 when we increased the number of water washdowns in order to meet the highest food safety standards.

MM UtilitiesWe try to use energy as efficiently as possible, not only for the cost savings that result, but also to make our operations as sustainable as possible. A full 100% of our electricity usage is offset with Green-e RECs purchased from Iowa wind farms. As the company grows, increased production in our facilities, along with incremental transition to more efficient lighting and HVAC equipment, drives more efficient use of utilities. However, this is counterbalanced with the need to maintain best-in-class food safety practices through steam pasteurization and more frequent washdown cycles. As we continue to meet high standards for food safety, we hope to be able to identify ways to increase efficiencies in utilities consumption at the same time.

Here’s the data on our energy use for the last six years:Utilities as reported on utility bills

ENERGY FY12 FY13 FY14 FY15 FY16 FY17

Electricity total kWh 3,856,325 4,534,300 4,615,716 4,868,325 5,087,440 4,833,931

Electricity intensity (kWh/1,000 units sold)

127.646 130.522 120.884 104.100 101.012 87.293

Natural gas (therms) 73,849 86,792 136,832 116,921 149,248 145,555

Natural gas intensity (therms/1,000 units sold)

2.444 2.498 3.584 2.500 2.963 2.629

Notes: 1) Electricity: The improved efficiency in our electrical consumption is due to increased productivity of our equipment, along with ongoing lighting and HVAC improvements. 2) Natural gas: Our overall efficiency decreased here due to increased consumption for food safety procedures — steam pasteurization and hot water wash-downs. There was also a spike in gas consumption in FY14 in response to a historically cold Midwest winter.

OPERATIONS

OPERATIONS

MM EmissionsWe monitor carbon emissions and offset a major portion of those directly related to our business.

Our calculation methodology: Since we offset 100% of our electricity consumption by purchasing Green-e RECs (electricity offsets) from Iowa wind farms, we calculate emissions of CO2 by adding scope 1 emissions generated by burning natural gas and diesel and most of the scope 3 emissions generated by our distribution shipping. We offset 100% of these CO2 emissions through the purchase of CAR certified offsets generated by midwest regional carbon credit projects.

In 2015 we began including distribution emissions in our emissions calculation and offsetting them. Because of this change in calculation methodology, we are using FY15 as a new baseline and not reporting or comparing data prior to that year.

Here’s our emission data for FY15, FY16, & FY17:EMISSIONS FY15 FY16 FY16

Total Emissions (metric tons CO2e) 2,137.18 2,434.50 1,974.61

Emissions Intensity (CO2e/ thousand units) 0.0457 0.0483 0.0357

Note: The increase in emissions intensity in FY16 was mostly driven by our increased natural gas usage.

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Tallgrass PrairieWe have re-established the tallgrass prairie native to our area on 21 acres of our Norway, Iowa, headquarters. The prairie and surrounding eight-acre buffer of native hedgerow plants occupy land that was previously corn and bean fields. The prairie, which contains dozens of species of grasses and forbs, has become part of the United Plant Savers Botanical Sanctuary Network, a group of environmentalists dedicated to restoring and preserving natural habitats and native plants.Upon the retirement of Vice President of Sustainability Kathy Larson in 2014, the prairie was dedicated as The Kathy Krezek Larson Tallgrass Prairie. Kathy championed the effort to re-establish tallgrass prairie on the land from the time of the purchase of the Norway site. In 1992, she led Frontier Co-op employee volunteers in establishing the prairie by hand-sowing the seeds of prairie grasses, native wildflowers and planting the border of sheltering shrubs.

Built-in SustainabilityWhen Frontier Co-op restored a former car parts/service equipment manufacturing facility and turned it into a distribution center for our co-op, it brought back jobs to the small (pop. 2,500) community of Belle Plaine, Iowa. Hundreds of jobs had been lost when the automotive manufacturing company left town and the building sat empty for five years seemingly fated for slow deterioration. We took advantage of the opportunity to upgrade the sustainability of the building during restoration. Here are some of measures taken to the improve the building’s sustainability:

� All lights in the building, which were originally high-pressure sodium lights installed in the 1980s, were replaced with motion-activated LED lights. This reduced energy consumption, lowered the noise level and doubled light brightness. � The roof of the building was coated with white spray foam insulation that reflects light to reduce energy use for air conditioning. � An “infrared survey” was done to measure the building’s heat and electrical energy loss and the areas needing attention were addressed. � A system was developed to pump water away from the building and into retention ponds, and a new channeling system was installed to distribute rain water from the roof more evenly. � The runoff systems were developed with the help of the Department of Natural Resources and Corps of Engineers as part of a flood mitigation system to avoid any potential impact on the Iowa River or neighboring land. The system involves a combination of natural grass being planted in the flood plain, pumps and filters to capture sediment and any potential contaminants, and diversion of the runoff into retention ponds. � All the work on the warehouse was done through local contractors, bringing more work to the community.

OPERATIONS

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PRODUCTS

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WASTEMM WASTE MANAGEMENT

We recognize minimizing waste and handling it responsibly are crucial components of sustainability. We recycle at all four of our facilities and have food and other organic waste from our two food processing facilities composted. In 2016, we began working with Iowa Waste Exchange, a non-regulatory program of the Iowa Department of Natural Resources, to investigate additional opportunities to divert waste from the landfill. Along with these diversion efforts, we also recognize the need to reduce growth in overall tonnage of waste, even as our production continues to increase.

MM Tracking MethodsWe have three major waste streams: landfill, compost, and recycling. In 2015, we revamped our tracking systems to improve accuracy and increase our focus on the overall landfill diversion rate. The sum of recycled material and compost tonnage equals our waste diverted from the landfill, and the diversion rate is this number divided by the total tonnage of all of the waste we generate. Because this is a change in calculation methodology from our previous system, we are using FY15 as a new baseline and don’t show data calculated with the old methodology prior to that year.

It’s a challenge to work on initiatives to reduce and divert waste while our size and production are increasing. We are actively searching for ways to address our waste generation as our company continues to grow.

Photo on page 28: Our packing peanuts are made from a food byproduct and are 100% compostable.

MM DataHere is Frontier Co-op’s waste data as drawn from trash, compost, and recycling disposal data. (Due to new methods of calculation, we are making FY15 our baseline and now report and compare packaging sustainability data beginning that year.)

WASTE FY15 FY16

Total Waste (tons) 775.63 1,015.85

Waste Intensity (tons/ thousand units) 0.0166 0.0202

Landfill Diversion Rate (%) 65% 63%

TRASH

COMPO

ST

RECYCLING

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PRODUCTS

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EMPLOYEESIt’s our objective to provide our employees with a safe working environment, opportunities for growth and development, and a high level of job satisfaction. We emphasize open and honest communication with and among employees and respect and consider their needs in our decisions.

MM Demographics We keep detailed information on our workforce demographics as a metric of our diversity with regard to women and minorities in our workforce. (Detailed tables of demographic info are included at the end of this section.)

Our percentages of women in the workplace have dropped the past few years. This is due primarily to our hiring being mostly second and third shift positions in Norway and new warehousing, receiving, and distribution jobs in new warehouse facilities in North Liberty and Belle Plaine. A much lower percentage of women apply for those shifts and positions than apply for our day shift and other skill positions.

We have, however, significantly increased the percentage of women in management positions (defined as anyone who manages 1 or more employees) since FY14.

EMPLOYEE DEMOGRAPHICS

FY13 FY14 FY15 FY16 FY17

Employees in Iowa 338 352 470 459 453

Employees Outside of Iowa 14 14 19 26 24

% Women in Workforce 67 63 57 57 58.9

% Women in Management 40 33 40 47 44.8

% Minorities in Workforce 3 2 18 23 13.4%

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EMPLOYEES

MM Pay and BenefitsOur pay is structured to keep us competitive in our community and is reviewed regularly against published state and county data. Pay raises are merit-based. All employees are eligible for a bonus based on meeting specified company-wide performance goals.

We offer a wide variety of benefits. Full benefits are offered to all full-time employees – defined as employees regularly working at least 30 hours a week. Ninety-nine percent of employees qualify for benefits, which include health insurance and dental insurance; fully paid life, disability and vision insurance; a medical and dependent care flexible spending plan; 401(k) savings plan with 4% company match; paid time off; and a number of other self-administered programs, such as tuition reimbursement, interest-free computer-purchase loans and adoption assistance. A Health Savings Account is an option for those with a high-deductible health plan. Total health benefits costs covered by Frontier Co-op average 72%.

Here are three notable benefits that were established shortly after our co-op’s founding that are still popular today:

M� Childcare — At our Norway facility, we operate a state-licensed childcare center that serves around 70 children. Frontier subsidizes about half the cost – employees pay $1.85 per hour for infants and $1.55 per hour for older children. Employees’ children (up to age 12) can enjoy day camp fun during their summer break from school. Employees at other locations are provided a subsidy for licensed childcare for their children.M� Organic Café — The mission of Frontier’s Co-op Café, located at our Norway headquarters, is to offer healthy, low-priced organic meals that appeal to as many employees as possible. The Café serves hot lunches made from fresh ingredients, tasty breakfast items, meat and vegetarian options, a salad bar and fresh-baked cookies and desserts. The Co-op Café is an employee benefit and is subsidized to keep prices affordable. (Entrees are $2.85.)M� Product Purchases — Employees are able to purchase all the products we sell at or near our cost. This provides an easy and cost-effective way for everyone to buy natural and organic products for use at home and to try products we sell that they might not normally purchase.

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EMPLOYEESMM Employee Satisfaction

We are committed to make working at Frontier Co-op a “good job” — one that not only meets the financial needs of the employee, but also provides a satisfying and enjoyable work experience. We have a number of programs and track a variety of metrics to ensure we meet that commitment.

M� Turnover — Turnover is one measure of how well we meet our employees’ needs. We calculate our turnover by dividing the total number of separations in a 12-month period by the average number of employees for that time. Our goal is to keep our turnover at less than 15%. Percent of turnover is highest among new employees, so we also use average years of service of the workforce at the end of each fiscal year as a metric in this area.

TURNOVER FY13 FY14 FY15 FY16 FY17

% Turnover 17.0 10.4 15.63 20.44 21.31

Average Years of Service 8.2 8.7 8.3 7.6 7.49

To reduce new employee turnover, we provide competitive starting pay and benefits, frequency of pay increases and availability of vacation time (we award vacation at the beginning of each fiscal year rather than throughout the year as it is earned). We also emphasize Frontier’s culture of communication (see Employee Communication), having each new employee attend a breakfast meeting with the CEO within six months of hiring and encouraging new employees to communicate openly with co-workers and managers.

M� Employee Satisfaction Surveys — We gauge our employees’ job satisfaction annually via our Employee Satisfaction Survey. We define high employee satisfaction as a score of 4.0 (on a scale of 1 to 5) or higher on the survey questions. Our average score has been 3.9 or higher all but one year of the survey. The survey is completed anonymously online. Everyone is encouraged to fill it out, and paid time is allotted for those who do. In FY17, we received our highest score since the survey was implemented.

EMPLOYEE SATISFACTION SURVEY

FY13 FY14 FY15 FY16 FY17

Scores (1-5) 3.92 3.92 3.97 3.94 4.17

In addition to the numerical survey score, we conduct focus group meetings. This information is the basis for addressing issues and making improvements in a variety of areas – from benefits and training to communication and supervisor performance.

M� Employee Communication — It is our belief that an engaged and communicative workforce is best for everyone. Managers at Frontier, including the CEO, have an open-door policy that invites employees to speak freely, ask questions, and offer ideas. Employees can also volunteer to work on company teams such as Safety, Wellness, and Community Giving.

Other avenues of communication include departmental and inter-departmental meetings; quarterly company-wide meetings; and a weekly newsletter covering company news, culture, current events, employee recognition and new employee profiles. Financial results, information about key initiatives, new product launches, and company changes are shared with all employees in our quarterly meetings. Twice a month, CEO Tony Bedard holds a Breakfast Meeting with varying groups of employees to answer questions and discuss issues.

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EMPLOYEES

MM Employee Satisfaction (continued)M� Training and Development — Opportunities for growth and development are key aspects of job satisfaction. We encourage employees to develop new skills and to continue their education – both for advancement at Frontier Co-op and for personal growth. We provide a yearly reimbursement, up to $5,250 ($10,000 for a Masters program), for class tuition and book costs for employees engaged in higher learning. Employees with one year or more of service are eligible for the program. Many employees interested in acquiring new skills or career advancement create yearly development plans with their supervisors. Actions that end up on development plans (besides classes and seminars) include tours of other companies, books and other materials to read, involvement with various community or professional groups, and work on cross-functional team projects. Our key metric for measuring our employee development success is the number of positions filled through promotions from within the company. Our goal is to fill at least 40% of our open positions with current employees. Due to our rapid growth in recent years, we have created numerous new positions and specialized vacancies that have been hired outside the company and have fallen fell short of our goal except in FY16.

TRAINING AND DEVELOPMENT METRIC

FY13 FY14 FY15 FY16 FY17

% positions filled by promotions from within 38 39 28 41 34.8

Educational Assistance at Work Justin Lorenzen is the 3rd Shift Production Manager at our North Liberty facility. He started at Frontier Co-op in 2011 as a Warehouse/Receiver in North Liberty and became 1st Shift Team Lead there later that same year. After assuming his current position in 2013, Justin began work toward

his Bachelor of Business Administration degree with his tuition paid by the Frontier Educational Assistance program. He graduated in December 2016. We talked with him about his experience.

Q: Why did you decide to take advantage of Frontier’s Educational Assistance program?I enjoyed working at Frontier Co-op and the people I was working with, so I wanted to stay and grow within the company. I saw getting additional education as a way to open new opportunities, and Frontier Co-op paying my tuition made going back to school financially possible. I knew when I first heard about it that it was something I wanted to do.

Q: How did you integrate going back to school with your work and home life? I went to a community college for a year to update my math, language and other required courses. I realized there that it didn’t really work to be a traditional student. I was older than my fellow students with different obligations and motivation. I heard about a small college with a program for working adults that had five-week courses requiring one 3-hour class per week and gave it a try. The day of the class, I had to come home from 3rd shift, sleep, go straight to class and then go right back to work after the class — but I had the rest of the week with my family. (Justin had an 18-month old daughter when he started the course — he had added two sons to his family by the time he graduated.)

Q: What did you gain from attending classes and earning your degree?One of the most valuable aspects of the classes was sharing experiences with other professionals taking the courses. Although we came from different businesses, many of the experiences we were having — and problems we had to solve — were very similar. It was very helpful to get other perspectives on how to handle things.The experience was really useful to me, and it’s very likely I’ll go back and get my MBA with the help of the Frontier Educational Assistance program.

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EMPLOYEESMM Health and Wellness

We want our employees to be healthy so they will not only feel and perform better at work, but have more satisfying lives outside of work. We encourage healthy life practices in a variety of ways.

Our volunteer employee Wellness Team sets up a variety of activities and educational opportunities throughout the year to promote and support healthy lifestyles for our employees and their families. The Wellness Team also provides a Wellness Tip each week for the company newsletter.

Employees have free access to a gym and fitness area during the workweek and on weekends at our Norway facility. A variety of organized classes and activities take place in the gym throughout the year. There’s also a mile-long walking trail around our 22-acre prairie.

Our wellness program, launched in 2010, is aimed at supporting employees’ healthy lifestyles. A variety of health-improvement options, such as individual coaching and online tools, are available through our wellness partner. There is also the opportunity to work with a professional to develop individual improvement plans. Reduced insurance premiums are a reward for those who meet health improvement goals. Spouses are encouraged to participate in the program as well.

MM SafetyWe consider the safety of our workers as important as anything we do, and we have placed increased emphasis on safety as our business has grown.

We have a full-time safety coordinator, make safety a key component of our employee orientation and training, continually update safety programs, utilize outside safety audits and post key safety stats weekly. We maintain robust employee safety committees with sub-teams for each facility and shift of line workers and their managers. Each sub-team’s responsibility is to identify and help remedy potential safety problems in their areas. The main team meets monthly to identify potential safety hazards, review every reported safety incident, and develop improvement strategies.

We have safety incentives for employees, such as a free meal for employees at all locations for every 90 days the company goes without having a recordable incident. We have also increased safety accountability and implemented consequences for repeated safety violations or unsafe behaviors and continue to work to engage employees in all our safety programs.

The main safety metric we track is the OSHA Incident Rate (OIR), which measures the accident rate as a percentage per 100 employees. (OIR is calculated by multiplying the number of injuries by 20,000 and dividing that by the total hours worked.) We also track the total number of OSHA incidents.

SAFETY DATA FY13 FY14 FY15 FY16 FY17

OIR 6.07 6.72 8.2 6.6 5.88

Recordable Incidents 38 39 28 41 25

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EMPLOYEES

MM Detailed Employee Demographic TablesHere are additional tables we use to track detailed employee data over time. They provide a more detailed breakdown of our employee demographics.

IOWA-BASED EMPLOYEE DEMOGRAPHICS

FY17 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 34 42 64 117 47 82 386

Non-White 10 11 22 11 5 4 63

Total 44 53 86 128 52 86 449

FY16 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 31 26 64 109 47 75 352

Non-White 15 17 32 26 7 10 107

Total 46 43 96 135 54 85 459

FY15 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 38 35 62 115 53 82 385

Non-White 18 11 22 22 6 6 85

Total 56 46 84 137 59 88 470

NON-IOWA BASED EMPLOYEE DEMOGRAPHICS

FY17 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 0 2 5 3 8 5 23

Non-White 0 0 0 0 0 0 0

Total 0 2 5 3 8 5 23

FY16 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 0 3 6 3 6 4 22

Non-White 0 1 2 1 0 0 4

Total 0 4 8 4 6 4 26

FY15 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 0 0 4 5 6 3 18

Non-White 0 0 1 0 0 0 1

Total 0 0 5 5 6 3 19

MANAGER DEMOGRAPHICS (Manager defined as anyone who manages 1 or more employees)

FY17 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 0 2 16 16 12 6 52

Non-White 0 0 3 1 1 1 6

Total 0 2 19 17 13 7 58

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EMPLOYEES

MANAGER DEMOGRAPHICS (CONTINUED)

FY16 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 1 1 18 17 9 4 50

Non-White 0 1 4 5 0 1 11

Total 1 2 22 22 9 5 61

Data prior to FY16 unavailable

NEW HIRE DEMOGRAPHICS

FY17 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 8 22 10 11 4 5 60

Non-White 3 2 6 3 3 1 18

Total 11 24 16 14 7 6 78

FY16 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 17 25 31 21 16 10 120

Non-White 14 14 21 16 5 3 73

Total 31 39 52 37 21 13 193

FY15 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 19 15 22 18 12 9 95

Non-White 11 7 11 8 2 2 41

Total 30 22 33 26 14 11 136

TURNOVER DEMOGRAPHICS

FY17 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 6 6 6 4 3 1 26

Non-White 1 1 4 2 0 0 8

Total 7 7 10 6 3 1 34

FY16 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 15 15 18 16 11 8 83

Non-White 12 5 7 6 4 0 34

Total 27 20 25 22 15 8 117

FY15 UNDER 30 30-50 50+

MALE FEMALE MALE FEMALE MALE FEMALE TOTAL

White 9 7 7 12 6 8 49

Non-White 6 2 4 3 1 1 17

Total 15 9 11 15 7 9 66

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PRODUCTS

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CUSTOMERSCustomers are important in any business, but as a cooperative owned by businesses that sell our products, and an online retailer ourselves, we place special value on our customer interactions.

MM Who Our Customers AreWholesale The vast majority of our wholesale customers are member-owners of Frontier Co-op. Our products go through several channels to reach our wholesale customers. About 79% of Frontier Co-op products reach retail stores and businesses via full-line distributors with their own delivery systems. We distribute the rest (plus a variety of products from other manufacturers) directly to our wholesale customers through the distribution part of our business using FedEx or other carriers. Of our thousands of direct wholesale customers, most are members of Frontier Co-op — members account for 93% of our wholesale sales. These members include natural food stores, restaurants and bakeries, health food and herb stores, co-ops, buying clubs, schools and training centers, all of which use our products.

Retail Our non-member, direct-to-consumer business is less than 1 percent of our total company sales, but it provides increased product access to consumers and an opportunity to interact with the people who use our products. This gives us insight into product selection, quality, ingredients, packaging and more. We currently maintain four retail websites. We also provide a store locator online to provide consumers with information about purchasing our products at members’ stores.

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CUSTOMERS

MM Customer CommunicationGood communication with the people who buy and use our products is a strength that has contributed to our success since our founding in 1976. Interactions with customers, whether routine conversations with customers on the phone, e-mails or social media exchanges, provide us with valuable information.

Our decades of experience provide us with knowledge about botanical products that we are happy to share with customers — both in response to questions and through educational materials. We utilize the web and social media extensively, especially for hands-on usage information and recipes using our products.

Our overall communications with both wholesale and retail customers are far-ranging, utilizing direct phone conversations, our retail and wholesale websites, numerous newsletters to both retail and wholesale customers, various social media and print publications (such as in-store Bulk Savvys providing consumer tips and info), CEO letters that accompany catalogs and member mailings, and a Member News section in our monthly specials flyer.

We also consider our Sustainability Report a strong statement of our commitment to communicating with wholesale and retail customers — as well as our member-owners, employees, suppliers and the general public. We believe this report, in which we try to give a balanced and accurate portrayal of our sustainability efforts, examines an important aspect of Frontier Co-op.

MM Customer SatisfactionSatisfying our members and customers is critical to us. Key components to achieving high satisfaction are service, product quality and product information and communication.

Our customer service metric is a weighted average of the components of a 100% perfect order fulfillment: in-stock rates, order accuracy, and orders arriving undamaged, on time and complete.

CUSTOMER SERVICE METRIC

FY15 FY16 FY17

FACILITY GOAL ACTUAL GOAL ACTUAL GOAL ACTUAL

Norway 69 73.2 72 74.9 75 72.4

Urbana 95 92.8 n/a n/a n/a n/a

North Liberty 95 95.8 n/a n/a n/a n/a

Belle Plaine n/a n/a 96 96.9 96 96.9

Note: When we opened our Belle Plaine facility in FY16, we shifted all distribution to Belle Plaine and stopped doing distribution from North Liberty and Urbana.

Out-of-stocks are the largest contributor to not meeting our customer service goals. In FY12, we added the North Liberty facility to handle additional growth requirements and reduce off-site storage rental space. In FY16, we purchased and converted another facility in the nearby town of Belle Plaine for warehouse storage. All of our herb and spice processing now occurs in North Liberty. Improvements in production efficiencies and higher finished good inventories are helping us improve in-stock rates.

Some of our main challenges—and what keeps us from hitting 100%—is a combination of extreme weather, disasters and economic and political stability around the world that can impact the availability of all types of crops. Also, crop quality depends on weather conditions and can vary from year to year, so product rejected because it doesn’t meet our quality standards also affects our in-stock rates.

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CUSTOMERSIn terms of internal improvements, we are focusing on doing a better job of purchasing and contracting for products, increasing the efficiency of manufacturing processes with faster changeovers, increasing safety stock inventory levels and improving our forecast accuracy.

Accuracy in shipping orders is another important component of our customer satisfaction metric and an area of emphasis across all purchasing and operations.

Making product information easily available to customers is another customer satisfaction priority. Our customer service representatives are able to answer most of the questions they receive. They are backed up by a customer service information specialist and by other experts in the company who can help answer questions. We receive over 7,000 calls per month and answer over 85% of all questions within 48 hours.

We address a common customer concern regarding sustainable packaging with starch-based biodegradable peanuts as a sustainable method of packing and protecting products.

Member Survey — Every two years, we conduct a Member Survey through a third-party service. The last survey was conducted in FY16. One of the key measures in the survey is the Net Promoter Score (a widely used metric that quantifies overall performance by exploring how likely the respondent would be to recommend Frontier to a friend). Our Net Promoter Score (NPS) has steadily increased since we began the surveys, reaching a new highpoint of 89% in our last survey — up from 87.7% in the 2014 survey. Our NPS is at the very top of the range for businesses of any type — scores in the 60% range are considered high.

We again received good results for service, quality and price, and, importantly, on the values of our business. Less than 1% of our members feel Frontier lags behind other vendors in understanding and sharing their values.

The most common written response to the 2016 survey question “The one thing Frontier Co-op absolutely has to improve or do better is...” was “Nothing” (27% of respondents).

Here are the issues of concern that were raised in more than 1% of survey responses:

M� Products/product selection issues (19%) — Many of these comments center on the need for “more,” with responses such as “more product variety,” “more brands,” “more product categories,” etc. Also included here are requests to not discontinue favorite products. It’s often difficult to respond to these issues because there is no significant consensus as to the product categories or brands involved. M� Ordering issues (15%) —Back orders and out-of-stock situations are one of the most prevalent themes in this category, particularly involving sale items. It also includes requests for an improved ordering process, improved payment system, and other issues related to product ordering.M� Website issues (10%) — These comments focus on the Frontier website. Search functionality is a common theme in these comments, with members requesting an easier to use, more robust search system. Other suggestions encompass usability issues, such as website navigation, layout, usage, etc. Comments on these issues have steadily decreased since 2012.M� Shipping issues exclusive of cost (10%) — Comments most often concern packaging issues, such as breakage/spillage, overloaded boxes, and the packaging materials used.M� Price issues (9%) — Comments center on pricing, especially with regard to the order threshold required to qualify for free shipping.M� Enhanced descriptions/information/photos (6%) — Respondents request more detailed product descriptions, better/more photos, and more detailed ingredient listings, especially for “novel” products.

The complete results for each survey are reviewed by our management team. They create a list of actionable items to address respondents’ concerns and assigns tasks to appropriate areas for implementation.

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PRODUCTS

GIVING BACKGiving back at Frontier takes a variety of forms — project and program grants, donations to a variety of organizations and charitable causes, sponsorships, product donations and volunteer time.

A primary focus of our giving is helping the communities we are part of — near and far, large and small — with special attention to both the local communities where our employees live and work and the often-poor communities of our Well Earth sourcing partners.

Since its inception in 2005, Well Earth has facilitated funding of more than $1.2 million for projects in our grower communities.

Helping Build a Dental ClinicIn Guatemala, Frontier Co-op recently helped fund an expansion of dental services provided by Fedecovera, our Well Earth partner for cardamom and allspice. We contributed to the building, equipping and staffing of a modern dental clinic in the town of Cobán. The new clinic will serve 25,000 growers and their families from 41 co-ops that are members of the larger Fedecovera cooperative. The expanded services are part of Fedecovera’s ongoing program to provide medical and dental care for the mostly indigenous Mayan grower communities, which are in remote mountainous regions without easy access to medical and dental services.

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GIVING BACK

MM Social Giving ImpactsWe try to develop respectful and supportive relationships with all the communities affected by our co-op. Here are some examples of our social giving and its impacts.

Farmers We support the next generation of organic farmers here in the U.S. with a perpetual scholarship for an apprenticeship at The Center for Agroecology and Sustainable Food Systems at the University of California Santa Cruz. Each year, one participant in the six-month hands-on apprenticeship at the Center receives a full tuition scholarship. The Center teaches organic farming techniques from the greenhouse to the market, and provides education on relevant issues such as inequality in the food system and how to transform it.

Farming Communities Above and beyond our Well Earth sustainable sourcing investments, we feel that it is important to support our supplier partners’ communities in ways that improve quality of life. To this end, some of the social giving projects we supported in FY15 and FY16 include support of schools, a library, and a dental clinic. One such project is in Vietnam, where we source cinnamon from a number of remote villages in a mountainous region. We provide books, desks, beds, and room and board so children from these communities can attend regional schools. Our Well Earth partners help us identify and implement programs to help their communities.

Fair Trade Premiums Fair trade premiums, which go to support farming communities, are tracked by Fair Trade USA, our fair trade certification agency, by calendar years so we must note them separately from our own fiscal year reporting. We provide here the Fair Trade information we’ve received for the last three calendar years. The premiums Frontier Co-op contributed with our purchases of Fair Trade Certified products were $96,902 in calendar year 2014, $99,119 in calendar year 2015, and $102,402 in calendar year 2016. (For details on the Fair Trade program and our participation in it see the Sourcing section of this report)

Food and Nutrition Being a company devoted to fostering wellness, we strive to promote healthy lifestyles and access to healthy, nutritious and affordable food as well as improved welfare for communities in need. Our support of organizations working to promote healthy food and nutrition totaled $116,000 in FY15, $170,000 in FY16 and $221,000 in FY17. Some of the organizations we made grants to included the North Liberty Food Pantry, Table to Table, and Feed Iowa First.

Community Giving Team A portion of our local giving is managed by our employee-run Community Giving Team. The team is allocated a $10,000 budget each year. With these funds, they are able to more directly address funding requests submitted by employees on behalf of organizations in their communities.We also strongly encourage employees to volunteer in their local communities. We offer eight hours of paid volunteer time for each employee to be used for a charitable event or project of the employee’s choosing. There is a “bank” provision so people can donate unused hours for others to borrow for volunteer service.

General Charitable Causes In addition to our other giving, we make donations for the prevention of chronic diseases, such as the Alzheimer’s Association. We support local medical facilities and participate in disaster relief as situations arise.

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GIVING BACKMM Giving Funds

It’s a core value at Frontier to better lives in all the communities our co-op is a part of — from the smallest villages to the world community.

We break down our social giving for tracking purposes into five groupings — research; organizations promoting organics and sustainability; our Well Earth sustainable supply chain program, organizations empowering women to make transformative changes in their lives, and local giving. The chart below shows the amounts for each grouping. It’s notable that over half of our contributions go directly to support our sustainable suppliers through our Well Earth program. We also pay Fair Trade premiums for many products, which directly help grower communities, but they are not tracked here.

Giving by Category for the Last Three Years:

CATEGORY FY15 FY16 FY17

Research 85,500 93,000 152,500

Organizations Promoting Organics & Sustainability 251,226 338,463 282,331

Well Earth 238,000 146,426 439,217

Positive Change N/A 25,000 233,000

Other Giving 65,693 218,533 358,363

TOTAL 640,419 821,422 1,465,411

Chart does not include Fair Trade premiums as noted above.

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PRODUCTS

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SUSTAINABILITY TARGETS FOR FY18The list below summarizes our most significant planned sustainability actions for FY18 and the impact we expect them to have. Our next Sustainability Report will detail our performance against these goals

MM Sustainable Sourcing:M� Increase pounds of sustainably sourced botanicals for Aura Cacia by 25%M� Increase pounds of sustainably sourced botanicals for Food and Flavorings brands by 10%

MM Packaging:M� Maintain recycled content of packaging at 36%M� Increase recyclability of packaging to 90%

MM Other Sustainability ProjectsM� Ensure all four plants operating at zero wasteM� Complete solar installations at Urbana, Belle Plaine and Norway facilitiesM� Complete implementation of new bulk packaging material

MM Social Giving:M� Contributions of $1M - representative of 4.4% of our pretax profits

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APPENDIX

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APPENDIX COMPANY BACKGROUNDMM Co-op Structure

Frontier Co-op’s member-owners are our wholesale customers who buy and resell our products. As of 6/30/17, the cooperative had about 19,000 active members. These members provide the capital for the business to operate and are represented as owners of Frontier through an elected Board of Directors. Each year, they divide the co-op’s profits, each member getting a share equal to the percentage that their purchases were of the co-op’s total member sales.

MM the board of directorsCurrent Frontier Board members are Linda Boardman (President), Leah Bailey (Vice President), Frontier CEO Tony Bedard (Secretary/Treasurer), Lindy Bannister, Chuck Eggert, Pedro Garcia, Dean LaVallee, Jesse Singerman and Tom Stokes.

The Chief Executive Officer is hired by and reports to the Board. Tony Bedard has served as the company’s CEO since 2001. He leads an eight-person management team.

The nine-person Board of Directors is organized into three standing committees: Executive, Audit and Governance.

A committee of seated Board members nominates board election candidates. Candidates are nominated based on qualifications and ability to contribute to the governance of the cooperative. We strive for a diverse Board with skills across all strategic aspects of the business (such as finance, strategic planning, sustainability) so the Board can, as a whole, protect the interests of the members and contribute to the growth and development of the organization. As a mechanism to ensure fair and open access to being a Board member, candidates may also be nominated by petition.

Here is the current demographic makeup of the Board:

AGE/ GENDER MAKEUP OF 9 MEMBER BOARD

Ethnicity Male Female

30-50 50+ 30-50 50+

White 0 4 1 3

Other 1 0 0 0

50

APPENDIX

MM Our CustomersWholesale Our products go through several channels to reach the end user. About half of our own products reach retail stores and businesses via full-line distributors with their own delivery system. We distribute the other half (plus a variety of products from other manufacturers) directly to our wholesale customers from our facilities using Federal Express or other carriers. Of our thousands of direct customers, most are members of Frontier; members account for 93% of our wholesale sales. These members include natural food stores, restaurants and bakeries, health food and herb stores, co-ops, buying clubs, schools and training centers, all of which use our products.

Retail We value our non-member, direct-to-consumer business. While it makes up less than 1% of our total company sales, the opportunity to interact with the people who use our products is invaluable. We can engage directly to discuss products, quality, ingredients, packaging, and other issues of importance to these individuals who are committed to a natural and organic lifestyle. It also gives us the opportunity for feedback regarding Frontier Co-op’s sustainability commitment and actions. In addition, in support of our retail partners, we maintain a store locator on the retail site to drive consumers to purchase our products at members’ stores.

51

APPENDIX OUR PRODUCTS

MM Quality and Food SafetyIn order to ensure quality in our products, we set high quality specifications and buy direct from responsible, sustainable sources — in many cases certified organic. We have developed the resources to ensure products contain no adulteration, fillers or questionable ingredients, and we never make false or empty claims about products.

We have always practiced ingredient transparency. We have a steadfast commitment that all of our brands provide safe, wholesome products — and that we are completely open about our ingredients.

Our labels reflect exactly and completely what’s in the package — there are no fillers or other additives.

We handle product carefully from receiving to shipping to maintain quality and do extensive product testing to guarantee safe, high-quality products. Here’s a closer look at our systems:

MM HandlingOnce herbs and spices arrive at Frontier, every aspect of their handling is done with quality in mind.

M� Climate-controlled storage (70 degrees Fahrenheit and 60% relative humidity) is used to preserve freshness and chemically active plant constituents.M� Strict sanitation rules are enforced through regular inspections by Quality Assurance.M� Product handling, processing and packaging systems are set up to maximize the quality of the final product.M� Exposure to moisture and heat is minimized whenever possible. Grinding of spices and herbs is done cryogenically at temperatures below -20 degrees Fahrenheit.M� We use a sophisticated computerized inventory system that allows any herb or spice, even a minor ingredient in a blend, to be instantly located or traced back to its origin.M� Herbs and spices are packaged in materials that ensure the optimum quality of a product — foil laminate pouches, glass bottles or plastic bags double-bagged in paper.M� Frontier Co-op does not use irradiation or ETO for pasteurization. We utilize safe and effective steam pasteurization to preserve product quality.M� Processes are in place to prevent allergen contamination and allergens are identified on labels if present.M� Each of our items is freshness dated with a use-by date that ensures maximum flavor.

52

APPENDIX

MM Steam PasteurizationA key safeguard of product safety is pasteurization to eliminate pathogens such as Salmonella. We employ a state-of-the-art steam pasteurization system that allows us to offer safe spices to our customers and meet all food safety standards without using irradiation or ethylene oxide (ETO).

Steam pasteurization is ideal for us because most other pasteurization methods, including irradiation and ETO, cannot be used on certified organic products. Also, the highly controlled process of steam injection in a vacuum minimizes impact on the natural taste, color and aroma of the spices. Of course, our lab tests each batch of steam-pasteurized spices to confirm the effectiveness of the pasteurization.

MM TestingOur experienced Quality Assurance staff — a team of trained technicians led by Ravin Donald, Ph.D. — tests products thoroughly upon their arrival and throughout their processing and packaging here at our facility. Here are some of the tests we use to ensure we’re providing you with the best products available:

M� HPLC (high performance liquid chromatography) testing measures active constituent levels in herbs.M� Microanalysis reveals cellular structure of plants to determine identity and adulteration.M� Microbiological testing detects yeast, mold and bacterial pathogens.M� Organoleptic testing consists of taste, smell and sight tests to determine quality and screen out adulterated product.

In addition to maintaining extensive internal systems, our storage and processing facilities are audited by Safe Quality Food (SQF), a global food safety certifier. In our most recent audit, we received a rating of “Excellent” — the highest rating awarded.

53

APPENDIXMM Frontier Co-op Product Standards

All products sold under any of the three Frontier Co-op brands — Frontier Co-op, Simply Organic, Aura Cacia — must meet certain self-imposed standards.

These standards cover post-harvest treatment, ingredients and processing. We do not purchase any herbs or spices that have been treated with irradiation or chemicals such as ethylene oxide, and there are a number of other ingredients and processes that are not allowed:

INGREDIENTS NOT ALLOWED

ALTERNATIVES ALLOWED

Artificial colors Colors derived directly from botanical sources such as turmeric and beets

Artificial flavors Flavors derived directly from botanical sources

Synthetic chemical preservatives and antioxidants such as BHA, BHT, TBHQ, benzoates and nitrates

Non-synthetic preservatives such as vitamins C and E

Artificial sweeteners such as aspartame and saccharine

Sweeteners derived directly from botanical sources such as brown rice syrup, stevia and cane sugar

Artificial flavor enhancers such as MSG and guanylate

Flavor enhancers derived directly from botanical sources such as spices and citric acid

Synthetic, free-flowing/anti-caking agents such as tricalcium phosphate

Silicon dioxide (found in water, plants, animals, and minerals)

PROCESSES NOT ALLOWED

ALTERNATIVES ALLOWED

Chemical pasteurization such as ethylene oxide, or propylene oxide Steam pasteurization

Treatment with irradiation

Methyl Bromide for pesticide treatment CO2

Any process using petrochemicals such as benzene for extraction

Extraction processes using botanically derived extractants such as alcohol Physical processes such as cutting, grinding, blending, cooking, and baking Simple chemical processes such as fermentation, acidification and hydrolysis

54

MM Fair Trade ProductFAIR TRADE PRODUCT

FY12 FY13 FY14 FY15 FY16 FY17

lbs 398,294 512,204 499,611 584,211 663,688 597,956

% total 5% 6% 6% 5% 6% 5%

The Fair Trade Program Fair Trade certification provides farmers and farm workers with guaranteed minimum prices, decent work conditions and fair wages to prevent their exploitation. Without Fair Trade, farmers often have no alternative but to take whatever small amount is offered for their products, and farm workers may be subject to harsh working conditions, discrimination, and other abuses. With Fair Trade certification, farmers and farm workers can earn living wages for the crops they grow. The certification requires humane work conditions, encourages sustainable farming practices and supports direct trade to eliminate exploitative middlemen.

For certification, Fair Trade USA requires farmers to be organized into a self-governing body, so that workers have a voice and make decisions as a group. These organizations also come into play in terms of how the product is sold. A minimum price is set for Fair Trade goods that guarantees producer groups are compensated fairly for their crops. When the market price is higher than the established minimum price, the buyer pays the market price.

MM Well Earth ProductWELL EARTH PRODUCT

FY12 FY13 FY14 FY15 FY16

lbs 1,450,570 2,170,819 2,581,410 2,518,875 3,225,459

% total 18% 24% 29% 23% 27%

The Well Earth Program The five focus areas of Well Earth sustainability are: 1) worker safety and fair treatment 2) sustainable growing and production practices 3) environmental impact 4) community impact 5) product safety and quality.

Each of these areas includes specific evaluation criteria such as child labor, wages, impact on waterways and recycling of wastes. Potential Well Earth suppliers fill out an extensive questionnaire and that information, combined with an onsite inspection, is used to identify suppliers who are committed to excelling in these five areas. The partnership insures fair prices, long-term commitment, access to information, development funds and community support for the growers. Frontier benefits by working directly with our partners to improve product quality, reduce out of stocks, and to gain a deeper knowledge of each botanical and how it is produced. In many cases, we are able to reduce our costs while paying more to the farmer by cutting out middlemen. We also find that our Well Earth partnerships generate mutual understanding and trust.

APPENDIX SOURCING

55

APPENDIXWithout Fair Trade, the farmer would go by himself to a local village to sell his own crops, where middlemen could take advantage of him. Now farmers sell through their farmer organizations and know the market rates. This gives them more bargaining power, which means they receive a fairer price for their crop. It also cuts out the middleman, so more money ends up directly with the farmers, and they are less likely to be cheated out of fair payment.

There’s also an additional premium paid on top of the minimum price that farmers and workers invest in social, environmental and economic developmental projects for their communities. They decide democratically by committee how to invest this premium — the people making these decisions know the needs of their communities.

Throughout the world, communities with local control over how their Fair Trade premiums are spent are using the funds to meet their needs and create better lives for themselves.

MM Organic Product

ORGANIC PRODUCT

FY12 FY13 FY14 FY15 FY16 FY17

lbs 4,486,550 5,000,898 5,468,958 6,419,241 7,666,839 6,586,338

% total 55% 56% 61% 58% 65% 60%

A Long-Term Commitment to Organics Frontier Co-op was the first U.S. supplier to offer organic spices and the first to be certified as an organic processor. We carried our first organic products in 1978, and became a certified organic processor as soon as that program was available a few years later.

We supported the 2001 National Organic Program — in fact, we had already established internal organic standards at Frontier that exceeded those required by the program.

In 2002 we established the all-organic Simply Organic brand, which quickly became the fastest growing brand in natural seasonings and the leading brand of the explosively growing category of organic seasonings.

In 2010, we provided the Small Organic Farmers Association — a 2,043-member cooperative of small-scale, organic farmers in Sri Lanka — with a $25,000 grant for the construction of an organic training center.

We’ve worked for decades with growers in the U.S. and around the world to help expand organic agriculture. Organic products are at the core of our Well Earth ethical sourcing program, which promotes organic and sustainable agriculture along with product quality and social responsibility. We’ve also established the Simply Organic Giving Fund to support training and community projects for farmers where our spices are grown, as well as a variety of other organizations that promote organic and sustainable agriculture. And we continue to offer customers new organic alternatives that give them an opportunity to use their buying power to support the environmental and social values of organic agriculture.

We have a deep and long-standing commitment to organics at Frontier, and we’re proud to have been — and to continue to be — a leader in our support of organic agriculture.

GRI INDEXMM General

GRI# DESCRIPTION RESPONSE PAGE

G4-1 Provide a statement from the most senior decision maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and the organization’s strategy for addressing sustainability.

See Letter from CEO 3

G4-3 Report the name of the organization Frontier Co-op

G4-4 Report the primary brands, products, and services See Products 11

G4-5 Report the location of the organization’s headquarters 3021 78th St., Norway, IA 52318 USA

G4-6 Report the number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report

See Company Background, Sourcing 7, 17

G4-7 Report the nature of ownership and legal form See Company Background 7

G4-8 Report the markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries)

See Company Background, Customers 7, 39

G4-9 Report the scale of the organization, including:

M� Total number of employees

M� Total number of operations

M� Net sales (for private sector organizations) or net revenues (for public sector organizations)

M� Total capitalization broken down in terms of debt and equity (for private sector organizations)

M� Quantity of products or services provided

See Employees, Company Background, Products. As a privately held corporation, Frontier Co-op chooses not to disclose net sales and total capitalization.

31, 8, 11

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GRI INDEXMM General (Continued)

GRI# DESCRIPTION RESPONSE PAGE

G4-10 a. Report the total number of employees by employment contract and gender.

b. Report the total number of permanent employees by employment type and gender.

c. Report the total workforce by employees and supervised workers and by gender.

d. Report the total workforce by region and gender. e. Report whether a substantial portion of the organization’s

work is performed by workers who are legally recognized as self-employed, or by individuals other than employees or supervised workers, including employees and supervised employees of contractors.

f. Report any significant variations in employment numbers (such as seasonal variations in employment in the tourism or agricultural industries).

See Employees 31

G4-11 Report the percentage of total employees covered by collective bargaining agreements

0%

G4-12 Describe the organization’s supply chain See Sourcing 15

G4-13 Report any significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain, including:

M� Changes in the location of, or changes in, operations, including facility openings, closings, and expansions

M� Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations)

M� Changes in the location of suppliers, the structure of the supply chain, or in relationships with suppliers, including selection and termination

See Facilities for new facility opening. We choose not to disclose changes in capital structure. See Sourcing

24, 15

G4-14 Report whether and how the precautionary approach or principle is addressed by the organization

See Products, specifically non-GMO, non-ETO, non-irradiated, and organic 11

G4-15 List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses

Fair Trade Certification, Organic Certification, Non-GMO project verification, Sustainable Vanilla Initiative

57

58

GRI INDEX

MM General (Continued)GRI# DESCRIPTION RESPONSE PAGE

G4-16 List memberships of associations (such as industry associations) and national or international advocacy organizations in which the organization:

M� Holds a position on the governance body

M� Participates in projects or committees

M� Provides substantive funding beyond routine membership dues

M� Views membership as strategic

See Company Background 9

G4-17 a. List all entities included in the organization’s consolidated financial statements or equivalent documents.

b. Report whether any entity included in the organization’s consolidated financial statements or equivalent documents is not covered by the report

Frontier Co-op, Frontier Distribution, L.L.C., Frontier Foods & Flavorings, L.L.C., Frontier Essentials, L.L.C., and Frontier Foundation.

G4-18 a. Explain the process for defining the report content and the Aspect Boundaries.

b. Explain how the organization has implemented the Reporting Principles for Defining Report Content.

The report covers Frontier Co-op’s Fiscal Year 2017 (July 2016 to June 2017). We have generally maintained consistency with the format past reports but have noted some metrics, measurements, and calculations that have been changed for clarity, accuracy, and utility for Frontier Co-op and the readers of the report. The scope of the report reflects our attempt to identify the most pertinent aspects but we have not completed a full materiality analysis.

G4-19 List all the material Aspects identified in the process for defining report content.

We have not completed a full materiality analysis.

G4-20 For each material Aspect, report the Aspect Boundary within the organization, as follows:

M� Report whether the Aspect is material within the organization

M� If the Aspect is not material for all entities within the organization (as described in G4-17), select one of the following two approaches and report either:- The list of entities or groups of entities included in G4-17 for

which the Aspect is not material or- The list of entities or groups of entities included in G4-17 for

which the Aspects is materialM� Report any specific limitation regarding the Aspect Boundary within the organization

We have not completed a full materiality analysis.

59

GRI INDEXMM General (Continued)

GRI# DESCRIPTION RESPONSE PAGE

G4-21 For each material Aspect, report the Aspect Boundary outside the organization, as follows:

M� Report whether the Aspect is material outside of the organization

M� If the Aspect is material outside of the organization, identify the entities, groups of entities or elements for which the Aspect is material. In addition, describe the geographical location where the Aspect is material for the entities identified

M� Report any specific limitation regarding the Aspect Boundary outside the organization

We have not completed a full materiality analysis.

G4-22 Report the effect of any restatements of information provided in previous reports, and the reasons for such restatements.

We have generally maintained consistency with the format past reports but have noted some metrics, measurements, and calculations that have been changed for clarity, accuracy, and utility for Frontier Co-op and the readers of the report.

G4-23 Report significant changes from previous reporting periods in the Scope and Aspect Boundaries.

n/a

G4-24 Provide a list of stakeholder groups engaged by the organization. See Company Background, Sourcing, Employees, and Giving Back for engagement with co-op members, suppliers, employees, community groups, Foundation grant recipients, and associations and membership organizations. Additionally, Frontier Co-op engages with wholesale customers and end-consumers.

7, 15, 31, 44

G4-25 Report the basis for identification and selection of stakeholders with whom to engage.

We engage with stakeholders with direct connection to our business, as well as those advancing causes that align with Frontier Co-op’s mission and vision.

G4-26 Report the organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.

See Company Background, Sourcing, Employees, Customers, and Giving Back for engagement with co-op members, suppliers, employees, community groups, Foundation grant recipients, and associations and membership organizations. Frontier Co-op engages with wholesale customers as part of our regular account management activities. No specific engagement was done in the preparation of this report.

7, 15, 31, 39,

44

G4-27 Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns.

Our members, end-consumers, and wholesale customers continue to demonstrate a heightened awareness of supply chain sustainability issues including chemical agri-inputs, farmer welfare, and GMOs. Suppliers also raise these issues, along with the challenges posed by climate change and creating viable sustainable business models. See Sourcing for our responses to these areas of interest.

15

G4-28 Reporting period (such as fiscal or calendar year) for information provided. July 2016-June 2017

G4-29 Date of most recent previous report (if any). August 2017

G4-30 Reporting cycle (such as annual, biennial). Annual

60

GRI INDEX

MM General (Continued)GRI# DESCRIPTION RESPONSE PAGE

G4-31 Provide the contact point for questions regarding the report or its contents. sustainability@frontiercoop.com

G4-32 Report the ‘in accordance’ option the organization has chosen. This report contains Standard Disclosures from the GRI Sustainability Reporting Guidelines

G4-33 a. Report the organization’s policy and current practice with regard to seeking external assurance for the report.

b. If not included in the assurance report accompanying the sustainability report, report the scope and basis of any external assurance provided.

c. Report the relationship between the organization and the assurance providers.

d. Report whether the highest governance body or senior executives are involved in seeking assurance for the organization’s sustainability report.

In preparation for publishing, this report has been reviewed by the CEO but not by outside parties.

G4-34 Report the governance structure of the organization, including committees of the highest governance body. Identify any committees responsible for decision-making on economic, environmental and social impacts.

See Company Background 7

G4-56 Describe the organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.

See Company Background 7

61

GRI INDEXMM Economic

GRI# DESCRIPTION RESPONSE PAGE

G4-EC1 Food Processing Supplement (FPS)

a. Report the direct economic value generated and distributed (EVG&D) on an accruals basis including the basic components for the organization’s global operations as listed below. If data is presented on a cash basis, report the justification for this decision and report the basic components as listed below:- Direct economic value generated:- Revenues- Economic value distributed:- Operating costs- Employee wages and benefits- Payments to providers of capital- Payments to government (by country – see Guidance below)- Community investments- Economic value retained (calculated as ‘Direct economic

value generated’ less ‘Economic value distributed’)b. To better assess local economic impacts, report EVG&D

separately at country, regional, or market levels, where significant. Report the criteria used for defining significance.

During the reporting period Frontier made grants to the following community organizations:

M� Ceres

M� Valley Verde

M� The Growing Project

M� Farmshare Austin

M� Netiya (Just Food Program Renewal)

M� Mathew 25

M� Feed Iowa First

M� Coralville Community Pantry

M� Table to Table

M� NewBo Market/NewBoCo

M� Grow Johnson County

M� North Liberty Food Pantry

M� The Growing Project

M� Summer of Solutions

G4-EN2 Report the percentage of recycled input materials used to manufacture the organization’s primary products and services.

See Packaging 21

G4-EN3 a. Report total fuel consumption from non-renewable sources in joules or multiples, including fuel types used.

b. Report total fuel consumption from renewable fuel sources in joules or multiples, including fuel types used.

c. Report in joules, watt-hours or multiples, the total:- Electricity consumption- Heating consumption- Cooling consumption- Steam consumption

d. Report in joules, watt-hours or multiples, the total:- Electricity sold- Heating sold- Cooling sold- Steam sold

e. Report total energy consumption in joules or multiples.f. Report standards, methodologies, and assumptions used.g. Report the source of the emission factors used and the global

warming potential (GWP) rates used or a reference to the GWP source, if available.

See Operations

We have found that for our own analytical purposes, tracking electricity and natural gas usage in the units billed by our utility providers is most relevant. Data is provided in these units for the reporting period, and we are restating previous years’ consumption in these units for comparative purposes.

25

62

GRI INDEX

MM Economic (Continued)GRI# DESCRIPTION RESPONSE PAGE

G4-EN5 a. Report the energy intensity ratio.b. Report the organization-specific metric (the ratio denominator)

chosen to calculate the ratio.c. Report the types of energy included in the intensity ratio: fuel,

electricity, heating, cooling, steam, or all.d. Report whether the ratio uses energy consumed within the

organization, outside of it or both.

See Operations 25

G4-EN8 a. Report the total volume of water withdrawn from the following sources:- Surface water, including water from wetlands, rivers, lakes,

and oceans- Ground water- Rainwater collected directly and stored by the organization- Waste water from another organization- Municipal water supplies or other water utilities

b. Report standards, methodologies, and assumptions used.

See Operations 25

G4-EN13 a. Report the size and location of all habitat protected areas or restored areas, and whether the success of the restoration measure was or is approved by independent external professionals.

b. Report whether partnerships exist with third parties to protect or restore habitat areas distinct from where the organization has overseen and implemented restoration or protection measures.

c. Report on the status of each area based on its condition at the close of the reporting period.

d. Report standards, methodologies, and assumptions used.

See Operations 26

63

GRI INDEXMM Economic (Continued)

GRI# DESCRIPTION RESPONSE PAGE

G4-EN15 a. Report gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent, independent of any GHG trades, such as purchases, sales, or transfers of offsets or allowances.

b. Report gases included in the calculation (whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all).

c. Report biogenic CO2 emissions in metric tons of CO2 equivalent separately from the gross direct (Scope 1) GHG emissions.

d. Report the chosen base year, the rationale for choosing the base year, emissions in the base year, and the context for any significant changes in emissions that triggered recalculations of base year emissions.

e. Report standards, methodologies, and assumptions used.f. Report the source of the emission factors used and the global

warming potential (GWP) rates used or a reference to the GWP source.

g. Report the chosen consolidation approach for emissions (equity share, financial control, operational control).

See Operations 26

G4-EN17 a. Report gross other indirect (Scope 3) GHG emissions in metric tons of CO2 equivalent, excluding indirect emissions from the generation of purchased or acquired electricity, heating, cooling, and steam consumed by the organization (these indirect emissions are reported in Indicator G4-EN16). Exclude any GHG trades, such as purchases, sales, or transfers of offsets or allowances.

b. Report gases included in the calculation, if available.c. Report biogenic CO2 emissions in metric tons of CO2

equivalent separately from the gross other indirect (Scope 3) GHG emissions.

d. Report other indirect (Scope 3) emissions categories and activities included in the calculation.

e. Report the chosen base year, the rationale for choosing the base year, emissions in the base year, and the context for any significant changes in emissions that triggered recalculations of base year emissions.

f. Report standards, methodologies, and assumptions used.g. Report the source of the

See Operations 26

64

GRI INDEX

MM Economic (Continued)GRI# DESCRIPTION RESPONSE PAGE

G4-EN18 a. Report the GHG emissions intensity ratio.b. Report the organization-specific metric (the ratio denominator)

chosen to calculate the ratio.c. Report the types of GHG emissions included in the intensity

ratio: direct (Scope 1), energy indirect (Scope 2), other indirect (Scope 3).

d. Report gases included in the calculation.

See Operations 23

G4-EN19 a. Report the amount of GHG emissions reductions achieved as a direct result of initiatives to reduce emissions, in metric tons of CO2 equivalent.

b. Report gases included in the calculation (whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all).

c. Report the chosen base year or baseline and the rationale for choosing it.

d. Report standards, methodologies, and assumptions used.e. Report whether the reductions in GHG emissions occurred

in direct (Scope 1), energy indirect (Scope 2), other indirect (Scope 3) emissions.

See Operations 23

G4-EN23 a. Report the total weight of hazardous and non-hazardous waste, by the following disposal methods:- Reuse- Recycling- Composting- Recovery, including energy recovery- Incineration (mass burn)- Deep well injection- Landfill- On-site storage- Other (to be specified by the organization)

b. Report how the waste disposal method has been determined:- Disposed of directly by the organization or otherwise directly

confirmed- Information provided by the waste disposal contractor- Organizational defaults of the waste disposal contractor

See Waste 29

G4-LA1 a. Report the total number and rate of new employee hires during the reporting period, by age group, gender and region.

b. Report the total number and rate of employee turnover during the reporting period, by age group, gender and region.

See Employees 31

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GRI INDEXMM Economic (Continued)

GRI# DESCRIPTION RESPONSE PAGE

2G4-LA1 a. Report the percentage of individuals within the organization’s governance bodies in each of the following diversity categories:- Gender- Age group: under 30 years old, 30-50 years old, over 50 years

old- Minority groups- Other indicators of diversity where relevant

b. Report the percentage of employees per employee category in each of the following diversity categories:- Gender- Age group: under 30 years old, 30-50 years old, over 50 years

old- Minority groups- Other indicators of diversity where relevant

See Appendix, Employees 49, 31

MM Product ResponsibilityGRI# DESCRIPTION RESPONSE PAGE

FP5 Percentage of production volume manufactured in sites certified by an independent third party according to internationally recognized food safety management system standards

100%

PO Box 299 • Norway, Iowa 52318www.frontiercoop.com