GENERAL STANDARD DISCLOSURES

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1 This information in this report had been prepared based on the principles set forth in the Basis of Presentation at the end of this report. Please review the Basis of Presentation before reviewing this report. STRATEGY AND ANALYSIS G4-1 Statement from the most senior decision-maker of the organization Answer included in Main Report, page 3 4 ORGANIZATIONAL PROFILE G4-3 Name of the organization Generally, we are known as Farmer Brothers, but you might also see us referred to as Farmer Bros. Co., which is our legal name. G4-4 Primary brands, products, and services Our offerings can be categorized under one of two umbrellas: products and equipment. Products. Our products include coffee, tea, and other beverages, as well as culinary items and foodservice supplies. We manufacture and distribute products under our owned brands, as well as under private labels on behalf of certain customers. Our owned brand products are sold primarily into the foodservice channel. Our primary brands include Farmer Brothers, Artisan Collection by Farmer Brothers, Superior, Metropolitan, Cain s and McGarvey. Our product line is specifically focused on meeting the needs of the markets we serve. Our product line includes roasted coffee, liquid coffee, coffee-related products such as coffee filters, sugar and creamers, assorted iced and hot teas, cappuccino, cocoa, spices, gelatins and puddings, soup bases, dressings, gravy and sauce mixes, pancake and biscuit mixes, and jellies and preserves. Sales of roasted coffee products represented approximately 60%, 59% and 58% of our total net sales in the fiscal years ended June 30, 2014, 2013 and 2012, respectively, and no single product other than roasted coffee accounted for more than 10% of our total net sales. Equipment. The equipment side of our business includes coffee brewers, coffee grinders, liquid coffee machines, espresso machines, and specialty dispensers (including hot cocoa, cappuccino, instant beverages, juice, and frozen beverages to purchase, rent or lease-to-own. We also offer merchandising services. We provide equipment service through our 118 distribution branches nationwide and over 900 customer service personnel. We also offer customized equipment training for each beverage program. Service. We differentiate ourselves in the marketplace through our customer service model. We offer value-added services to our foodservice customers, including beverage equipment service; menu solutions wherein we recommend products, how these products are prepared in the kitchen and presented on the menu; and hassle-free inventory and product procurement management. These services are conducted primarily in person through Regional Sales Representatives ( RSRs ) who develop personal relationships with chefs, restaurant owners, and food buyers at their drop-off locations. G4-5 Location of the organization s headquarters Our current headquarters is in Torrance, California. In August 2015, Farmer Brothers began construction on its new headquarters facility in Northlake, Texas. The facility is expected to be LEED certified. G4-6 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. Farmer Brothers operations are in the United States. Our main raw ingredient, green coffee, was sourced from the following countries during 2014: Bolivia, Brazil, Burundi, Cameroon, Colombia, Democratic Republic of Congo, Costa Rica, El Salvador, Ethiopia, Guatemala, Honduras, India, Indonesia, Jamaica, Kenya, Malawi, Mexico, Nicaragua, Panama, Papua New Guinea, Peru, Rwanda, Tanzania, Uganda, USA, and Vietnam. G4-7 Nature of ownership and legal form Farmer Bros. Co. is a publicly held Delaware corporation. G4-8 Markets served (including geographic breakdown, sectors served, and types of customers and beneficiaries) The majority of our customers are in the United States. We reach our customers in two ways: Direct-Store-Delivery (DSD). We have a nationwide DSD network of approximately 500 delivery routes, 111 branch warehouses, and six distribution centers. National/Institutional Account Customers. We provide comprehensive coffee programs including private brand 1

2 development, green coffee procurement, category management, and supply chain management to our national and institutional account customers. We serve a wide variety of customers, from small restaurants and donut shops to large institutional buyers like restaurant chains, hotels, casinos, hospitals, foodservice providers, convenience stores, gourmet coffee houses, bakery/café chains, national drugstore chains, large regional and national grocery and specialty food retailers, and quick-service restaurants. Within our DSD channel, we believe on-premise customer contact, our large distribution network, and our relationship-based high quality service model are integral to our past and future success. We believe our coffee industry leadership, market insight and sustainability leadership play a key role in the success of our national account business. G4-9 Scale of the organization Total number of employees The total number of employees at Farmer Brothers at the end of 2014 was 1,846. Total number of operations The total number of sites for Farmer Brothers at the end of 2014 was 125. Net sales (for private sector organizations) or net revenues (for public sector organizations) Our net sales at Farmer Brothers in 2014 was $528.4M. Total capitalization broken down in terms of debt and equity (for private sector organizations) As of June 30, 2014, Farmer Brothers had borrowings from revolver of $0.1M and capital lease obligations of $9.7M. Quantity of products or services provided As of June 30, 2014, Farmer Brothers had approximately 2,900 SKUs. In 2014, we sold approximately 32,606,986 kilograms of roasted coffee. G4-10 Total number of employees by employment contract and gender As of June 30, 2014, Farmer Brothers had 100 supervised (temporary), 0 part-time, and 1,846 full-time employees. Of the 1,846 full-time, permanent employees, 342 were female and 1,504 were male. G4-11 Percentage of total employees covered by collective bargaining agreements As of June 30, 2014, the percentage of employees covered by collective bargaining agreements was 35.7%. G4-12 Describe the organization s supply chain Of Farmer Brothers 2014 revenue, approximately two-thirds was generated by coffee. The coffee supply chain begins on coffee farms around the world and ends in the consumer s cup. The following is a short description of the coffee supply chain: 1. Farm Dry Mill. On some farms, coffee is picked and immediately pulped and dried on the farm then delivered as parchment to a purchase point. On other farms, coffee is picked and then sold immediately to a purchase point as red cherry. Farmers generally transport the coffee to the purchase point by foot, bike, horse, motorcycle, or sometimes truck. The red cherry is pulped at an institutional wet mill and then delivered by lorry to an institutional dry mill. 2. Dry Mill Port of Origin. At the dry mill, the coffee is graded, sorted, and warehoused in stable parchment. Coffee is then transported from the dry mill by truck to the port of origin. 3. Port of Origin Port of Destination Roastery. The coffee is shipped to multiple ports of entry in the United States. Typically, we purchase our coffee through the ports in Houston, Texas or Los Angeles, California. From these two ports, we move the coffee by truck to a third-party warehouse. From the third-party warehouse, the coffee is delivered by truck or train to our roasteries. Sometimes, coffee is imported through another port of entry and moved by lorry or train to our roasteries. 4. Roastery Distribution Center. After the coffee is roasted, most of the private-label coffee is picked up by our customers freight partners and delivered to their contracted distribution centers. Most of our ownedbrand coffee is delivered to our distribution centers through our owned fleet of long-haul trucks. 5. Distribution Center Retail Outlet. From the distribution centers, the coffee is delivered by truck to retailers (restaurant chains, hotels, casinos, hospitals, foodservice providers, convenience stores, gourmet coffee houses, bakery/café chains, national drugstore chains, large regional and national grocery and specialty food retailers and QSRs). Our owned-brand products are generally delivered from our distribution centers to our customers door through our owned fleet of short-haul trucks. The privatelabel coffee is generally distributed to our customer s retail outlet through their own distribution channels. 6. Retail Outlet Consumer. In a food service environment, the coffee typically is sold to the consumer as 2

3 brewed coffee. In the grocery or office coffee environment, the coffee typically is sold to the consumer as ground or whole bean coffee and brewed at home or at the office. Of Farmer Brothers 2014 revenue, approximately one-third was generated by other manufactured or purchased products. These products include coffee-related products (coffee filters, sugar, and creamers); assorted iced and hot teas; cappuccino; cocoa; spices; gelatins and puddings; soup bases; dressings, gravy and sauce mixes; pancake and biscuit mixes; and jellies and preserves. When these products are directed into our DSD network, they are delivered to our distribution centers from the manufacturer by third-party freight. Then, in the same way as coffee, the product is delivered to our customers doors through our owned fleet of short-haul trucks. When the products are directed to our national or institutional account customers, the products are generally picked up by our customers freight partners and delivered to their contracted distribution centers and distributed to their retail outlet through their own distribution channels. of achieving this objective is to market safe products of consistent quality that not only comply with law but also meet or exceed our customer and consumer expectations. Farmer Brothers is committed to food safety and food defense. In addition to a vigorous compliance programs, Farmer Brothers facilities have achieved certification via a Global Food Safety Initiative (GFSI) standard. We conduct regular mock recalls to ensure that we are prepared to react to unforeseen circumstances. Farmer Brothers also supports a precautionary principle through through our Sustainable Purchasing Policy, which states that as part of ongoing efforts to make our communities more healthful places to live, work, and do business, Farmer Brothers will work to the extent possible to purchase equipment or materials that are non-toxic, recyclable, made of recycled content, and reduce waste. The policy provides guidelines for purchasing activities to maximize the purchase of non-toxic, recycled content products that are recyclable and reduce waste, where performance will not be compromised. G4-13 Report any significant changes during the reporting period regarding the organization s size, structure, ownership, or its supply chain There were no significant changes in the organization s size, structure, or ownership during this reporting year. Other than the closure of our Brainerd, Minnesota branch, there were no change in operations, including facility openings, closings, or expansions during this reporting year. In 2015, Farmer Brothers announced that it plans to move the company s headquarters, manufacturing facility, and distribution hub from Torrance, California to Northlake, Texas, which is located in the north-west region of the Dallas-Fort Worth area. On average, less than 10% of our vendors experienced change to their distribution, manufacturing, or office relocation. In 2014, we had three suppliers change distribution locations. When a vendor changes locations we have controls in place to ensure that business is not impacted. Our procurement team reviews all vendor changes with our transportation team to streamline logistics of deliveries or pick-ups. Other than routine awards under our equity plan, there have been no changes in the share capital structure and other capital formation, maintenance, and alteration operations during this reporting year. G4-14 Report whether and how the precautionary approach or principle is addressed by the organization For over a century, Farmer Brothers has built its business on providing high-quality products to its customers. A large portion G4-15 List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes or which it endorses Catholic Relief Services CIAT (International Center for Tropical Agriculture) Coalition for Coffee Communities Coffee Kids Coffee Quality Institute COSA (Committee on Sustainability Assessment) CRECE (Centro de Estudios Regionales Cafeteros y Empresariales) Fair Trade USA Feeding America Grounds for Health IWCA (International Women in Coffee Alliance) Mercy Corps National Coffee Association Project Direct Rainforest Alliance SCAN (Sustainable Commodities Assistance Network) Specialty Coffee Association of America Sustainability Council of the SCAA (Specialty Coffee Association of America) Technoserve World Coffee Research United National Global Compact 3

4 G4-16 List memberships of associations (such as industry associations) and national or international advocacy organizations As of the date of this report, we are a member of the following industry associations: Alliance for Coffee Excellence, Coalition for Coffee Communities, Coffee Quality Institute, EPA Food Recovery Challenge, EPA Green Power Leadership Club, Food Manufacturing Institute Private Brands Executive Committee, Food Manufacturing Institute Private Brands Leadership Council, International Foodservice Manufacturers Association, International Society for Sustainability Professionals, International Women s Coffee Alliance, National Coffee Association, Net Impact, Pacific Coast Coffee Association, Sustainability Accounting Standards Board Non-alcoholic Working Group, Specialty Coffee Association of America (SCAA), and World Coffee Research. Further, as of the date of this report, our employees hold leadership positions in the following organizations: Alliance for Coffee Excellence Board of Directors, Coffee Quality Institute Board of Directors, Coalition for Coffee Communities Advisory Board, International Society for Sustainability Professionals Board of Directors, International Women s Coffee Alliance Event Committee, International Foodservice Manufacturers Association Board of Directors, Pacific Coast Coffee Association President, SCAA Sustainability Council Vice Chair, and World Coffee Research Board of Directors. Our leadership positions in the Coalition for Coffee Communities and World Coffee Research are strategic. We believe that our commitment to these industry organizations is shaping the industry s future. For these organizations, we commit significant funding beyond membership dues. Additionally, we support Coffee Kids, Feeding America local food banks, Mercy Corps, and Ronald McDonald House Charities with a mission of supply chain stability with a focus on food security. IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES G4-17 Entities included in the organization s consolidated financial statements or equivalent document All Farmer Brothers entities are included in the consolidated financial statements, including the following: Farmer Bros. Co., a Delaware corporation FBC Finance Company, a California corporation Coffee Bean Holding Co., Inc., a Delaware corporation, the parent company of Coffee Bean International, Inc., an Oregon corporation Coffee Bean International, Inc., an Oregon corporation Sierra Herb Company, Inc. (inactive), a California corporation All of the entities listed in G4-17(a) are covered by this report. G4-18 Explain the process for defining the report content and the Aspect Boundaries and how the organization has implemented the Reporting Principles for Defining Report Content. See G4-21 for the process for defining report content and Aspect Boundaries. Aspect Boundary refers to the description of where impacts occur for each Material Aspect. Farmer Brothers is dedicated to strengthening its sustainability communication efforts by clarifying our strategy and adding a magnified focus on key issues. In 2013, we initiated a threepronged sustainability materiality assessment in which qualitative and quantitative information was used to identify Material Aspects for the company, working with consultants at Quantis. The three-pronged assessment consisted of (i) stakeholder interviews, (ii) stakeholder surveys and (iii) quantitative analysis. Stakeholder Interviews. One step of the materiality assessment was to interview Farmer Brothers stakeholders, asking them to identify the most important issues facing Farmer Brothers from their perspective. A total of 17 internal and external parties were interviewed, including nine individuals from external organizations. These organizations included Farmer Brothers customers, suppliers, industry associations, research organizations, and other non-profit groups. External stakeholders were included in part to help us define our Aspect Boundaries. Internal stakeholders that were interviewed held positions at the executive level, in management roles and in facility operations. These interviewees sit in a variety of departments, specifically Administration, Customer Relations, Distribution, Finance, Human Resources, Logistics, Operations, and Sales. The interview exercise helped identify a set of key economic, environmental, and social issues for Farmer Brothers, as well as characterized why and how these issues are critical for Farmer Brothers. Stakeholder Surveys. A second component of the assessment was a survey of the interviewees. In this exercise, each person rated the importance of specific sustainability issues to Farmer Brothers and to stakeholders. Thirteen of the 17 interviewees responded to the survey, including seven internal and six external stakeholders. The list of issues was based on those described by various reporting frameworks and guidelines, as well as those frequently addressed by environmental and social life cycle assessments (LCA). A total of 93 issues were included in the areas of economic resilience (26), environmental integrity (25), social 4

5 well-being (27), and good governance (15). Results were averaged and plotted, using natural breaks to identify the relative importance of issues. In each of the four sustainability areas, five or six issues stood out as being most important to both important to Farmer Brothers and important to their external stakeholders. Quantitative Analysis. A third piece of the materiality assessment was a quantitative assessment of environmental impact associated with the life cycle of coffee consumption. We evaluated existing LCAs on coffee. These assessments evaluate the environmental impact of the coffee production chain, from growing the beans through coffee consumption. The sources for the meta-analysis of coffee LCAs were ecoinvent 2.2 database 1, FAOSTAT , Goedkoop et al , Humbert et al , and Kaenzig and Jolliet This evaluation allowed us to identify the largest contributors to the coffee life cycle, as well as the stage in the life cycle at which these contribute (i.e., Aspect Boundaries). This evaluation offered an objective, quantitative approach to identifying potential Material Aspects and gave us additional insight into the Farmer Brothers Aspect Boundaries. Results generally echoed those found in the two aforementioned components of the materiality assessment, while also raising unique issues to consider. The materiality assessment was generally focused on coffee, although some participating stakeholders have expertise in tea and/or spices. This is primarily a reflection of the number of stakeholders associated with the coffee, tea, and spice value chains, which is consistent with the balance of coffee, tea, and spice products offered by Farmer Brothers. Nevertheless, Farmer Brothers hopes to find additional stakeholders who can offer insights in the tea and spice sectors. We have made efforts to address the GRI s Reporting Principles for Defining Report Content through a number of means. There are four Principles for Defining Report Content: Materiality, Stakeholder Inclusiveness, Sustainability Context, and Completeness. We have used stakeholder input in combination with a quantitative analysis to select the Material Aspects reported in this document. The materiality assessment addresses the Principle of Materiality, providing a robust method for filtering the myriad topics under the sustainability umbrella to those that we believe are most critical to our organization s longevity. We report our activity related to these Material Aspects both qualitatively, through stories of our engagements and investments, and quantitatively in our Scorecard. The latter allows stakeholders to evaluate our sustainability performance for the current reporting period in relation to our prior performance. The Principle of Stakeholder Inclusiveness has been applied by drawing on a variety of stakeholder inputs in identifying the Material Aspects for our organization, as described in the explanation of the materiality assessment. This report s introductory sections provide our view of how our sustainability efforts fit into the wider context of a sustainable society, which addresses the Principle of Sustainability Context. These efforts combined uphold the Principle of Completeness. G4-19 List all the Material Aspects identified in the process for defining report content. Farmer Brother s sustainability materiality assessment identified the following Material Aspects for its corporate sustainability strategy and reporting: CATEGORY: ECONOMIC Economic performance Procurement practices CATEGORY: ENVIRONMENTAL Energy Water Biodiversity Emissions Effluents and waste Products and services Environmental compliance CATEGORY: SOCIAL Subcategory: Labor practices and decent work --Occupational health and safety --Supplier assessment for labor practices Subcategory: Human rights --Supplier human rights assessment 1 Swiss Center for Life Cycle Inventories (SCLCI 2010) ecoinvent database v FAOSTAT (2010) Commodities export by country. site/342/default.aspx. 3 Goedkoop, M., Heijungs, R., Huijbregts, M., Schryver, A. D., Struijs, J., & Zelm, R. V. (2009). ReCiPe 2008: A life cycle impact assessment method which comprises harmonised category indicators at the midpoint and endpoint level. 4 Humbert S, et al., Life cycle assessment of spray dried soluble coffee and comparison with alternatives (drip filter and capsule espresso), J Clean Prod (2009), doi: /j.jclepro Kaenzig, J. (EPFL & U. of S. G., & Jolliet, O. (EPFL & U. of M. (2006). Consommation respectueuse de l environnement. Décisions et acteurs clés, modèles de consommation (p. 115). FOEN, Swiss Federal Office for the Environment. Retrieved from 5

6 Subcategory: Society --Local communities --Social compliance Subcategory: Product responsibility --Customer health and safety --Product compliance G4-20 For each material Aspect, report the Aspect Boundary within the organization See G4-21. G4-21 For each material Aspect, report the Aspect Boundary outside the organization An Aspect Boundary for a Material Aspect is where that Aspect impacts our value chain. In determining the Aspect Boundaries for each Material Aspect, we examined our value chain, which consists of farms; supply chain partners; Farmer Brothers; our customers; and consumers. We have also considered other stakeholders outside the value chain, which may include governments, NGOs, the general public, and others. This framework for the Aspect Boundaries is shown in the figure below. FARMS SUPPLY CHAIN PARTNERS FARMER BROTHERS CUSTOMERS CONSUMERS OTHER STAKEHOLDERS 6

7 The following table communicates the places in our value chain where we believe each Material Aspect has the greatest impact. FARMS SUPPLY CHAIN PARTNERS FARMER BROTHERS CUSTOMERS CONSUMERS STAKEHOLDERS ECONOMIC Economic Performance Procurement Practices ENVIRONMENTAL Energy Water Biodiversity Emissions Effluents and waste Products and services Environmental compliance SOCIAL Subcategory: Labor practices and decent work Occupational health and safety Supplier assessment for labor practices Subcategory: Human Rights Supplier human rights assessment Subcategory: Society Local communities Social compliance Subcategory: Product Responsibility Customer health and safety Product compliance G4-22 Report the effect of any restatements of information provided in previous reports, and the reasons for such restatements Some information offered in previous reports has been reorganized or expanded to meet the G4 Guidelines such as to align with the Material Aspects or better tell Farmer Brothers sustainability story. Information has not been otherwise restated or revised. G4-23 Report significant changes from previous reporting periods in the Scope and Aspect Boundaries Farmer Brothers has not previously applied the concept of Material Aspects, as defined by the GRI G4 Guidelines, and therefore a comparison of the Scope and Aspect Boundaries from this perspective is not relevant. However, a comparison between the general scope of prior reports and the current report is worthwhile. In our prior reports, we addressed scope 1 and 2 emissions, energy usage, water usage, waste ratios, conventional versus responsibly sourced green coffee procurement, and domestic and international stewardship. Beginning in 2014, the Farmer Brothers sustainability report has been expanded to include topics that were previously not given significant focus in our sustainability reporting, including climate change (with scope 3 and indirect emissions), general procurement practices, economic 7

8 performance, and occupational health and safety. We identified 16 Material Aspects, eight on which we are reporting this year: climate change, economic performance, effluents and wastes, energy, local communities, occupational health and safety, procurement practices, and water. We have enhanced our reporting this year by applying the GRI framework to more comprehensively tell the stories around each of these issues. We intend to evaluate and prioritize the list of our Material Aspects and their associated Boundaries to maintain a relevant and meaningful focus of our sustainability efforts at regular intervals. STAKEHOLDER ENGAGEMENT G4-24 Provide a list of stakeholder groups engaged by the organization Included in response to G4-15. G4-25 Report the basis for identification and selection of stakeholders with whom to engage In our SMA, we worked to identify a group of stakeholders that could speak to the range of activities and issues involved in Farmer Brothers value chain. These activities and issues cut across multiple sectors, including product providers and customers, and within these sectors multiple types of organizations, such as retailers and NGOs, including research groups and thought leaders. We also recognize the knowledge and experience that our internal stakeholders bring to the discussion and have identified a cross-section of decision-makers and action-takers within our organization to provide input. G4-26 Report the organization s approach to stakeholder engagement As described in G4-18, our materiality assessment involved both stakeholder interview and stakeholder surveys. Results from the surveys were averaged and plotted to identify the relative importance of issues. We intend to continue to engage with stakeholders to maintain a relevant and meaningful focus of our sustainability efforts, including Material Aspects and Boundaries. We also routinely engage with our customers in business reviews that include sustainability performance and participant on their sustainability advisory councils. As described in G4-16, we have industry leadership positions in many organizations in which we have the opportunity to discuss and work to solve issues material to Farmer Brothers. On a quarterly basis, to ensure that all of our direct and indirect activities that influence policy are consistent with our overall climate change strategy, our Chief Executive Officer (CEO) and the Senior Leadership Team (SLT) review sustainability metrics to determine what, if any, risks have been or could be encountered as well as what has been done to mitigate those risks. The review includes the organizational structure, planning, and resources for developing, implementing, and maintaining policies for social, environmental, and economic protection. Our CEO reports sustainability performance to the Board of Directors on a monthly and quarterly basis. And, in our quarterly company-wide Town Hall meetings, the VP of Sustainability or the CEO present a dashboard of sustainability performance. For employees, Be Recognized for Excellent Work (BREW) Awards were designed for quarterly recognition of work associates for exceptional performance at all Farmer Brothers sites. There are six categories under which employees may be nominated, including sustainability (site-specific energy, water, or landfill reduction). The recipients of the quarterly award are eligible for an annual award. G4-27 Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded Through our stakeholder outreach in our materiality assessment, we identified 16 Material Aspects. Identification of these issues helps us to focus both our near-term and long-term sustainability goals around targets that we believe can impact the fundamentals of our business. For 2015, we have created targets and management plans for eight material issues: economic performance; procurement practices; energy; water; emissions (carbon); effluents and wastes; occupational health and safety; and local communities. For 2016, we are creating targets and management plans for the remaining eight materials issues: biodiversity; products and services; environmental compliance; supplier assessment and labor practices; supplier human rights assessment; social compliance; customer health and safety; and product compliance. We have categorized the 16 Material Aspects within our SEED (social, environmental, and economic development) strategic framework: SOCIAL: occupational health and safety, local communities, supplier assessment and labor practices, supplier human rights assessment, social compliance, customer health and safety, and product compliance ENVIRONMENTAL: energy, water, emissions (carbon), effluents and wastes, biodiversity, products and services, and environmental compliance ECONOMIC DEVELOPMENT: economic performance and procurement practices 8

9 Through stakeholders we learned that Material Aspects under economic resilience are situated both upstream and downstream of Farmer Brothers. Material Aspects under environmental integrity were discussed primarily with respect to their effect on coffee and tea production. Legal compliance and stakeholder dialogue were flagged as important for achieving good governance. Material Aspects under social well-being center on fulfilling certain basic needs and rights of the people who produce coffee. REPORT PROFILE G4-28 Reporting period (such as fiscal or calendar year) for information provided This report covers fiscal year 2014, capturing July 1, 2013 through June 30, G4-29 Date of most recent previous report (if any) Our last corporate sustainability report was released in April 2013 and captured the 2012 calendar year. G4-30 Reporting cycle (such as annual, biennial) We intend to provide our corporate sustainability report each year. The current report has been aligned with our fiscal year and we intend to release our report before the end of the fourth quarter of each calendar year. G4-31 The contact point for questions regarding the report or its contents Questions regarding this report can be directed to our sustainability team at G4-32 The in accordance option the organization has chosen Farmer Brothers is taking a multi-year approach to addressing the GRI G4 Guidelines. We intend to provide the Core requirements with this report. We intend to then develop a plan for achieving the Comprehensive reporting requirements in the years that follow. The GRI Content Index is at the beginning of this Appendix. Farmer Brothers intends to engage in an external assurance process to achieve GRI Comprehensive compliance. At that time, we will solicit proposals from multiple assurance providers. process to achieve GRI Comprehensive compliance. At that time, we will solicit proposals from multiple assurance providers. GOVERNANCE G4-34 the governance structure of the organization Farmer Brothers Board of Directors is responsible for overseeing the business strategy and affairs of the company. The Board is currently composed of seven directors, including our Chief Executive Officer and six independent members. The Board has three standing committees: the Nominating and Corporate Governance Committee, the Audit Committee, and the Compensation Committee. Each committee is composed solely of independent directors. Our director nomination process is designed to ensure that the Board includes members with diverse backgrounds, skills, and experiences. The Nominating and Corporate Governance Committee, during the review and selection process for directors, must adhere to our philosophy of maintaining an environment free from discrimination based upon race, color, religion, national origin, sex, age, disability, sexual orientation, marital status, or any unlawful factor. The Audit Committee reviews and assesses the guidelines and policies governing Farmer Brother s risk management processes and assists the Board in its oversight of financial and compliance risks. Our Audit Committee comprises independent directors with the financial literacy, knowledge, and experience to provide appropriate oversight. The Audit Committee s responsibilities include retaining and overseeing the work of the company s independent registered public accountants in auditing our consolidated financial statements. The Compensation Committee assists the Board in overseeing Farmer Brother s policies relating to compensation of our executive officers and makes recommendations to the Board, as appropriate, with respect to such policies. The Committee also monitors potential risks that may be associated with our compensation programs. The Nominating and Corporate Governance Committee is responsible for identifying qualified candidates for membership on the Board and for developing and recommending to the Board corporate governance principles and policies. The Nominating and Corporate Governance Committee is also responsible for annually reviewing certain of our key public policy issues. The entire Board is responsible for oversight of sustainability initiatives and our engagement in the public policy process. G4-33 The organization s policy and current practice with regard to seeking external assurance We do not currently seek external assurance for this report. Farmer Brothers intends to engage in an external assurance 9

10 ETHICS AND INTEGRITY G4-56 the organization s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics Farmer Brothers Vision We re a direct source for the best sustainably harvested coffee in the world. We develop safe, quality products delivered with concierge service in order to have a positive impact on our customers and the planet. Farmer Brothers Values: It starts with a great bean. Passion, knowledge, and expertise transform it into a great experience. We re able to provide the best custom solutions because of our deep relationships with growers, integrated equipment services, and a crack team of certified coffee geeks. We ensure that quality, sustainability, safety, and good value are embodied in every cup. Since the earliest days of Farmer Brothers, face-to-face relationships have been at the heart of our business. Today, we support those relationships with global sustainability programs and all the elements necessary to deliver a perfect coffee experience. We are scaling our Supplier Qualifications beyond a small pilot to all of our suppliers in Through this outreach, we require our suppliers to abide by the United Nations Global Compact. Our fiscal year ends on June 30 of each year. References in this report to 2014 refer to our fiscal year ended June 30, In this report, any reference to material, materiality, significance, or any derivative or extension of those terms refers to those terms as defined by Global Reporting Initiative standards or as commonly used. As used in this report, those terms do not address the standards of materiality or significance under any legal or accounting standard that may otherwise apply to the company, including but not limited to the federal securities laws or generally accepted accounting practices. Certain statements contained in this report are not based on historical fact and are forward-looking statements. These statements are based on management s current expectations, assumptions, estimates, and observations of future events and include any statements that do not directly relate to any historical or current fact. These forward-looking statements can be identified by the use of words like anticipates, estimates, projects, expects, plans, believes, intends, will, assumes and other words of similar meaning. Owing to the uncertainties inherent in forward-looking statements, actual results could differ materially from those set forth in forward-looking statements. We intend these forward-looking statements to speak only at the time of this report and do not undertake to update or revise these statements as more information becomes available except as required by law. Basis of Presentation References in this report to Farmer Brothers, the Company, we, or our are to Farmer Bros. Co., a Delaware corporation (including its consolidated subsidiaries unless the context otherwise requires). 10