The Kraft Heinz Company · NASDAQ:KHC

The Kraft Heinz — Kraft Heinz — Investor Day (February 2018)

77 slides from The Kraft Heinz's investor day presentation, Feb 15, 2018

1. Slide 1: Post-Integration Business Update

   POST-INTEGRATION BUSINESS UPDATE February 15, 2018 Exhibit 99.1

2. Slide 2: Safe Harbor Statement

   SAFE HARBOR STATEMENT 2 This webcast presentation contains a number of forward-looking statements. Words such as “build,” “drive,” “invent,” “innovate,” “expand,” “optimize,” “invest,” “launch,” “grow,” “execute,” “enable,” “continue,” “expect,” “opportunity,” “deliver,” “strengthen,” “leverage,” “w

3. Slide 3: A Unique Opportunity in Consumer Staples

   3 A UNIQUE OPPORTUNITY IN CONSUMER STAPLES Bernardo Hees Chief Executive Officer

4. Slide 4: An Unparalleled Portfolio of Leading Brands

   Note: Brand sales reflect total retail sales under brand umbrella. *Based on retail and foodservice sales. 4 AN UNPARALLELED PORTFOLIO OF LEADING BRANDS $1bn+ Brands* $500m - $1bn+ Brands Selected $100m – $500m Brands

5. Slide 5: A Portfolio That Fits Consumers' Lives

   5 A PORTFOLIO THAT FITS CONSUMERS’ LIVES FOOD & COOKING INTEREST HOLIDAY ENTHUSIASTS ENGAGERS F O O D & C O O K IN G I N T E R E S T Cheese Interests Recipes w/ Fruit Recipe Seekers Meat Interests Breakfast Interests X-mas Planners 4th of July Planners Kraft Recipe Visitors Site Action Takers E N G

6. Slide 6: A Strong Global Footprint

   Note: Shading represents KHC existing footprint 6 A STRONG GLOBAL FOOTPRINT CANADA $2.2bn Net Sales 2 Factories ~2K Full Time Employees US $18.4bn Net Sales 42 Factories ~21K Full Time Employees EUROPE $2.4bn Net Sales 11 Factories ~5K Full Time Employees AMEA $2.4bn Net Sales 23 Factories ~10K Full

7. Slide 7: Unique Opportunities for Global Expansion

   Note: Country list is selective, not exhaustive 7 UNIQUE OPPORTUNITIES FOR GLOBAL EXPANSION Condiments & Sauces Cheese Nuts Meals Baby Food Foodservice United States Canada UK, Ireland Germany Italy Poland Russia Middle East / Africa Australia, New Zealand China Japan, Korea India Indonesia Brazil M

8. Slide 8: Unique, Owner-Operator Model

   Data as of 12/30/2017 8 UNIQUE, OWNER-OPERATOR MODEL 26.7% ownership BERKSHIRE HATHAWAY 23.9% ownership 3G CAPITAL 0.2% ownership (~1.0%, diluted basis) MANAGEMENT 49.2% ownership PUBLIC INVESTORS Owners of great businesses and brands Long-term time horizon Equity-based compensation based on 5-year

9. Slide 9: Purpose-Led Vision

   9 PURPOSE-LED VISION Bernardo Hees Chief Executive Officer

10. Slide 10: The Kraft Heinz Vision

    10 THE KRAFT HEINZ VISION What does The Best mean? Top Brands Highest Quality Most Talented People Most Profitable What does Growing a Better World mean? Working to improve our planet, people and communities Committed to responsible, sustainable practices Continuously looking for better ways to oper

11. Slide 11: Corporate Social Responsibility at Kraft Heinz

    Better Environment Source: The Kraft Heinz Company 2017 Corporate Social Responsibility Report 11 CORPORATE SOCIAL RESPONSIBILITY AT KRAFT HEINZ Better Supply Chain Better Products Better Communities 2017 2018 2020 2021 2023 2025 1 Bn Deliver 1 billion nutritious meals to people in need 100% Achieve

12. Slide 12: Our Approach to Fighting Hunger

    12 OUR APPROACH TO FIGHTING HUNGER End World Hunger Providing improved food access & security as well as sustainable solution to help break cycles of hunger A Culture of Volunteerism In 2016, Kraft Heinz employees packaged nearly 3 million meals for people in need Building Communities Acting as a dr

13. Slide 13: Building Better Communities Through Scale

    13 BUILDING BETTER COMMUNITIES THROUGH SCALE RETAIL ACTIVITIES Since 2006, KHC has awarded nearly $4 million to 98 communities in Canada Since 2015, KHC has awarded more than $1 million to communities in the United States Kraft Hockeyville Selfie for Good Project Play Canada Cans for Good New Zealan

14. Slide 14: Adapting & Modernizing for Sustainable Growth

    14 ADAPTING & MODERNIZING FOR SUSTAINABLE GROWTH Bernardo Hees Chief Executive Officer

15. Slide 15: Marketplace Evolution: Years Ago

    15 MARKETPLACE EVOLUTION: 5 YEARS AGO CONSUMER CUSTOMER COMMUNICATION Barbell economy driving consumers to value and premium offerings Millennials beginning to redefine “mainstream” Ethnic cohorts driving most of population growth Fewer shopping trips, less spent per trip Channel migration to club s

16. Slide 16: Marketplace Evolution: Today

    16 MARKETPLACE EVOLUTION: TODAY CONSUMER CUSTOMER COMMUNICATION Expectations for fresher, less processed products as the new norm Focus on authenticity, personalization and experience Snack-based and on-the-go consumption patterns Expansion into ecommerce capabilities as a competitive necessity Incu

17. Slide 17: Key Insights

    17 KEY INSIGHTS Into the next generation of transformational end market change  All driven by the consumer  Transition from discrete factors to more connected forces Challenge for branded consumer products makers is the same  Adapt quickly and stay relevant … in all retail channels  Pace of chan

18. Slide 18: Key Initiatives to Drive Sustainable Growth

    18 KEY INITIATIVES TO DRIVE SUSTAINABLE GROWTH Data-Driven Marketing for Competitive Advantage Brand Building Through Innovation, Renovation & Investment Reinvent Category Management Expand Go-To-Market Capabilities Create Best-in-Class Operations Recruit, Develop, & Align our People 1 2 3 4 5 6

19. Slide 19: Data-Driven Marketing for Competitive Advantage

    19 Data-Driven Marketing for Competitive Advantage 1 Magen Hanrahan U.S. Head of Media, Creative Services, and Marketing Services

20. Slide 20: Journey to Be the #1 Data-Driven Marketer

    20 JOURNEY TO BE THE #1 DATA-DRIVEN MARKETER Data-Driven Marketing for Competitive Advantage What does it mean to be Data-Driven at ?  Deploying data to inform people-centric planning and buying decisions  Defining and improving quality  Measuring performance and providing transparency  Reducing

21. Slide 21: Success Built on Four Core Elements

    21 SUCCESS BUILT ON FOUR CORE ELEMENTS Data-Driven Marketing for Competitive Advantage PEOPLEINFRASTRUCTURE DATA RESULTS 1

22. Slide 22: Starting Point Is an Advantaged Foundation

    22 STARTING POINT IS AN ADVANTAGED FOUNDATION Data-Driven Marketing for Competitive Advantage PEOPLE INFRASTRUCTURE DATA RESULTS Building scalable, appropriate solutions for the business 1 Rooted in Planning Fundamentals Consumer Driven Data-Backed Built in Flexibility Maximize ROI 2 Supported by Pr

23. Slide 23: Cross Channel Programs Are Rich 1st Party Data Sources

    Sources: ComScore December 2017 (Multi-platform, Mobile), Brightcove Reporting Suite 2015 ,AAM Alliance for Audited Media, Kraft Internal Data, Social Data as of 5/15/2016 23 CROSS CHANNEL PROGRAMS ARE RICH 1ST PARTY DATA SOURCES Data-Driven Marketing for Competitive Advantage PEOPLE INFRASTRUCTURE

24. Slide 24: Our Innovative Data Capabilities Are Redefining Our Approach

    Industry  Purchased audience data Unit by Unit analysis Maximum flexibility Demo Driven Daypart Analysis  Quarterly Flexibility  Balance mass reach & precision  Organization / Activation of 1st Party Data Comprehensive data transparency  Emphasis on broad reach  Limited, if any, 1st Party

25. Slide 25: Extending Audience Reach Through Data Modeling

    IMPROVED CAMPAIGN EFFECTIVENESS Source: Sales Impact Analysis 08/7/2017 – 09/30/2017 25 EXTENDING AUDIENCE REACH THROUGH DATA MODELING Data-Driven Marketing for Competitive Advantage 1 Created new audiences modeled from key Velveeta buyer attributes and behaviors to extend reach against the right pe

26. Slide 26: Our People Are the Critical Element to Flawless Execution

    26 Data-Driven Marketing for Competitive Advantage PEOPLE INFRASTRUCTURE DATA RESULTS OUR PEOPLE ARE THE CRITICAL ELEMENT TO FLAWLESS EXECUTION Trust Find agency partners who want to be trusted advisors Alignment 100% buy-in from president to brand teams with full understanding of tradeoffs Unique U

27. Slide 27: Bringing It All Together to Deliver Results

    DOLLAR SALES IMPACT Average dollar purchases per household, including non-buyers Data from 10/2/2015 – 01/23/2016 27 Data-Driven Marketing for Competitive Advantage BRINGING IT ALL TOGETHER TO DELIVER RESULTS 1 +$0.26+$0.28+$0.16 PEOPLE INFRASTRUCTURE DATA RESULTS Unexposed Exposed Q u ic k & Eas y

28. Slide 28: Data-Driven Approach Yielding Results

    COST PER IMPRESSION % QUALITY IMPRESSIONS RETURN ON AD SPEND (ROAS) MEDIA MIX TV Digital Print TV Digital Print Note: Results reflect US business 28 Data-Driven Marketing for Competitive Advantage PEOPLE INFRASTRUCTURE DATA RESULTS DATA-DRIVEN APPROACH YIELDING RESULTS 2016 20172015 2016 2017 2015 2

29. Slide 29: Brand Building Through Innovation, Renovation & Investment

    29 Brand Building Through Innovation, Renovation & Investment 2 Michelle St. Jacques Head of U.S. Brands and R&D

30. Slide 30: Global Brands, Global Platforms & Foodservice

    3 Global Brands 30 3 GLOBAL BRANDS, 5 GLOBAL PLATFORMS & FOODSERVICE 5 Global Platforms & Foodservice 1 Condiments & Sauces 2 Cheese 3 Nuts 4 Meals 5 Baby Food FS Foodservice Brand Building Through Innovation, Renovation & Investment 2

31. Slide 31: Global Expansion

    3-5 YEAR GOAL 80% of Countries with 2+ Global Brands 31 GLOBAL EXPANSION Brand Building Through Innovation, Renovation & Investment 1 of 3 Global Brands Present 2 of 3 Global Brands Present 3 of 3 Global Brands Present 2016 10% of Countries with 2+ Global Brands 2

32. Slide 32: Clear Portfolio Roles, Market-by-Market

    32 CLEAR PORTFOLIO ROLES, MARKET-BY-MARKET, HELP US PRIORITIZE PORTFOLIO ROLE DEFINITION MARKET SHARE OBJECTIVE Powerhouse  Large, profitable category leader  Flagship brands / strong position Increase / Maintain Portfolio Bets  On trend categories  Under-indexed, but Right to Win Significant In

33. Slide 33: Building Brands for the Future

    33 BUILDING BRANDS FOR THE FUTURE Our Approach: 1. Clear & Relevant Brand Positionings 2. Invest to Win Product Quality & Reaching our Consumer 3. Robust Strategy on How to Stretch Brands 4. Move Faster than Competition to Bring Innovation Against New Needstates & Occasions 5. Create Brand Moments t

34. Slide 34: Heinz: A Powerhouse Brand, Built for the Future

    RETAIL SALES, $MM 2014 2015 2016 2017 34 HEINZ: A POWERHOUSE BRAND, BUILT FOR THE FUTURE Key Growth Drivers 1. Significant increase in media investment 2. Expansion into new categories & needstates for Ketchup 3. Driving cultural conversation with campaigns like Wiener Stampede & Mad Men 150 year ol

35. Slide 35: Frozen Meals: A Turnaround Story

    KHC FROZEN MEALS RETAIL SALES GROWTH 35 FROZEN MEALS: A TURNAROUND STORY Key Growth Drivers 1. Launch new brand, Devour, against unmet consumer in category (men) 2. Re-invent the nutritional offering with launch of Smart Made 3. Drive more value on the core Drive category performance to growth after

36. Slide 36: Well-Defined Opportunities for Our Portfolio

    2 Optimize Portfolio  New consumers  New occasions  New needs 36 WELL-DEFINED OPPORTUNITIES FOR OUR PORTFOLIO 1 Evolve Iconic Brands to meet today’s consumer preferences  No artificial  Fresh, less processed INNOVATE RENOVATE Brand Building Through Innovation, Renovation & Investment 2 3 Expand

37. Slide 37: A Robust Pipeline of Big Bets Against Key Opportunities

    37 A ROBUST PIPELINE OF BIG BETS AGAINST KEY OPPORTUNITIES 1 EVOLVE OUR ICONIC BRANDS 2 OPTIMIZE THE PORTFOLIO 3 EXPAND INTO WHITESPACE Brand Building Through Innovation, Renovation & Investment 2

38. Slide 38: Core Innovation & Renovation Agenda: Evolve Iconic Brands

    FRESHER, LESS PROCESSED INGREDIENTS Renovation addressed evolving consumer tastes Revitalized category trends Breakthrough marketing campaign that protects the core consumer 38 CORE INNOVATION & RENOVATION AGENDA 1 EVOLVE OUR ICONIC BRANDS Brand Building Through Innovation, Renovation & Investment 2

39. Slide 39: New Consumer Needstate

    NEW CONSUMER NEEDSTATE KHC is the category leader1 in Adult Meal Combos, P3 Oscar Mayer Natural Protein Plates is expanding the category2 Best-in-class trial & repeat rates3 1) Nielsen xAOC L52 W/E 12/30/2017, 2) Nielsen Homescan Panel, Total U.S, 26 W/E 09/23/17, 3) Nielsen Homescan Panel, Total US

40. Slide 40: New Category, Existing Market

    NEW CATEGORY, EXISTING MARKET Younger consumers shifting to better for you options Heinz brand leveraged strong heritage and quality credential in Europe, Australia and Brazil Encouraged Trade-up 40 CORE INNOVATION & RENOVATION AGENDA 3 EXPAND INTO WHITESPACE Brand Building Through Innovation, Renov

41. Slide 41: New Category, New Market

    41 CORE INNOVATION & RENOVATION AGENDA NEW CATEGORY, NEW MARKET China’s nut market is large & growing, opportunity for expandable consumption Planters offers superior quality Emphasis on burgeoning ecommerce channel Brand Building Through Innovation, Renovation & Investment 2 3 EXPAND INTO WHITESPAC

42. Slide 42: Big Bet Innovation That Moves the Needle

    *Pro Forma Company Data 42 BIG BET INNOVATION THAT MOVES THE NEEDLE INNOVATION 3-Year Rolling % of Net Sales ~5% ~7% 2015* 2017 Brand Building Through Innovation, Renovation & Investment 2

43. Slide 43: Reinvent Category Management

    43 Reinvent Category Management 3 Mike Donohoe Head of Kraft Cheese, Refrigerated Business Unit

44. Slide 44: Building In-House Capabilities to Maximize Impact at Retail

    44 BUILDING IN-HOUSE CAPABILITIES TO MAXIMIZE IMPACT AT RETAIL Reinvent Category Management CHALLENGE TOOL GOAL Ineffective, inefficient pricing and trade investments Revenue Management Optimize cross-channel price pack architecture, pricing strategy and promo execution Unnecessarily complex portfol

45. Slide 45: Established Process for Win-Win Decision Making

    Conduct deep dive into performance & opportunities Emphasize rigorous & precise analytics Formulate strategy, customize tactics, & test competitive response Build organizational consensus on plan, benefits & potential risks Develop win-win story to assist customer discussion & negotiations Highlight

46. Slide 46: Pulling the Right Levers Through Revenue Management

    Price Pack Architecture  Pack-Price Curve Harmonization  Channel Price Curve Pricing  Category Price Ladder  Elasticity Models / Profit Parabola  Price Compliance & Market Dynamic Tracking Promo  ROI Analysis & Fund Management  Calendar Optimization  Predictive Modeling (Pre-Event)  Post Ev

47. Slide 47: Revenue Management Business Cases

    Business Case: In Australia, household composition & Bean usage occasion had changed, but Heinz core pack type had not Combined shopper data, discrete modeling and game theory to design solution Action: Upsized one SKU, reduced size of another SKU, revamped packaging & price ladder Product / Packagi

48. Slide 48: Prioritize Performance Through Assortment Management

    Increase Distribution Protect Core Improve distribution of top performance SKUs Keep distribution on top performance SKUs Long tail preventing focus on best SKUs Drive velocity with best in class POG Trim the Tail Increase Productivity 48 PRIORITIZE PERFORMANCE THROUGH ASSORTMENT MANAGEMENT Grow the

49. Slide 49: Winning at Point of Purchase with Planograms

    New Innovation 49 WINNING AT POINT OF PURCHASE WITH PLANOGRAMS Reinvent Category Management INPUTS DEFINE OPPORTUNITY TEST & LEARN 3 Prioritized SKU List Existing Research BRAND A BRAND B BRAND C BRAND D BRAND E BRAND F BRAND G BRAND H BRAND I BRAND J BRAND K BRAND L BRAND M OSCAR MAYER PRIVATE LABE

50. Slide 50: Planogram Impact in Mustard

    Before Planogram After Planogram 50 PLANOGRAM IMPACT IN MUSTARD Reinvent Category Management 3

51. Slide 51: In-House Capabilities to Maximize Impact at Retail

    Optimize cross-channel price pack architecture, pricing strategy and promo execution Streamline portfolio with focus on highest velocity, truly incremental SKUs Insight-driven shelving for category and Kraft Heinz 51 IN-HOUSE CAPABILITIES TO MAXIMIZE IMPACT AT RETAIL Revenue Management Assortment Ma

52. Slide 52: Expand Go-To-Market Capabilities

    52 Expand Go-To-Market Capabilities 4 Nina Barton President of Global Online & Digital Growth Initiatives

53. Slide 53: Focused Investments in Three Areas

    TRADITIONAL RETAIL FOODSERVICE E-COMMERCE 53 FOCUSED INVESTMENTS IN THREE AREAS Expand Go-To-Market Capabilities 4

54. Slide 54: Transforming In-Store Execution in Established Markets

    Identify stores covered by three distinct selling models: Distribution Selling Model, Execution Selling Model, Merchandising Model Design coverage models to complement HQ Sales, focusing on opportunities that drive distribution, innovation, merchandising and incremental sales at the store & division

55. Slide 55: Extending Reach in Less Developed Markets

    55 EXTENDING REACH IN LESS DEVELOPED MARKETS Expand Go-To-Market Capabilities KHC’s Key Success Factors for International Go-To-Market 1 4 4 2 3

56. Slide 56: Kraft Heinz Foodservice: A $3.5 Billion Startup

    1) KHC Foodservice Data Collection (June 2016). 2) Non-HORECA B2B includes: Education, Health Care, Military etc. 56 KRAFT HEINZ FOODSERVICE: A $3.5 BILLION STARTUP Quick Service Restaurants Full Service Restaurants Retail Host Bars & Taverns Travel & Leisure Institutions / non-HORECA B2B2 Addressab

57. Slide 57: Unique Opportunities for Global Expansion

    57 UNIQUE OPPORTUNITIES FOR GLOBAL EXPANSION Expand Go-To-Market Capabilities 4 Condiments & Sauces Cheese Nuts Meals Baby Food Foodservice United States Canada UK, Ireland Germany Italy Poland Russia Middle East / Africa Australia, New Zealand China Japan, Korea India Indonesia Brazil Mexico Establ

58. Slide 58: Building an E-Commerce Powerhouse

    58 BUILDING AN E-COMMERCE POWERHOUSE Expand Go-To-Market Capabilities 4 KHC Capabilities paired with… ASSORTMENT Set-up, in-stock & available to buy PRICING & PROMOTION Pricing guidelines, guardrails & monitoring mechanisms MERCHANDISING Share of search, Optimized Product rankings & content DIGITAL

59. Slide 59: Focused E-Commerce Efforts in Top Geographies

    59 FOCUSED E-COMMERCE EFFORTS IN TOP GEOGRAPHIES Expand Go-To-Market Capabilities North America  Build dedicated e-commerce team  Apply eCategory management playbook Europe  Prioritize full basket retailers  Deploy eCategory management capabilities APAC  Focus on Baby Food and Planters online 

60. Slide 60: Create Best-in-Class Operations

    60 Create Best-in-Class Operations 5 Marcos Rodrigues Head of the Global Center of Excellence

61. Slide 61: Significant Progress Against Best-in-Class Operating KPIs

    QUALITY: RECALLS QUALITY: CONSUMER COMPLAINTS SAFETY: TOTAL REPORTABLE INCIDENT RATE (TRIR) 6 3 0 2015 2016 2017 COST: OPERATIONAL COST1 WORKING CAPITAL EFFICIENCY: % OF NET SALES2 2015 2016 20172015 2016 2017 1) Defined as variable ingredient and labor costs + fixed manufacturing and distribution c

62. Slide 62: Operating Excellence Focused on Four Areas

     Value Engineering  E-auction  Low-cost Country Sourcing  Rationalize manufacturing & distribution footprint  Outsource non-core SKUs, repatriate high-volume SKUs  Improve line flexibility and capacity to meet business needs  Automate planning and process  Implement Enterprise Resource Plann

63. Slide 63: Global Center of Excellence to Drive Best Practices

    63 GLOBAL CENTER OF EXCELLENCE TO DRIVE BEST PRACTICES Create Best-in-Class Operations 5 Capabilities  Process standardization across geographies  Improve policy, procedures, guidelines  Steer transformational projects Projects  Measure & map opportunities  Design steps and deliverables  Equip

64. Slide 64: TRIR - Ambition to Be the Best

    TRIR - 64 AMBITION TO BE THE BEST Create Best-in-Class Operations 5 COST Become the most cost efficient operation in the industry SERVICE Be regarded by customers as the best service level in the industry QUALITY Achieve & sustain zero recalls globally & become global benchmark on consumer complaint

65. Slide 65: Recruit, Develop, & Align Our People

    65 Recruit, Develop, & Align our People 6 Melissa Werneck Global Head of People, Performance and Information Technology

66. Slide 66: Kraft Heinz Culture

    66 KRAFT HEINZ CULTURE Recruit, Develop, & Align our People 6 OWNERSHIP HIGH PERFORMANCE MERITOCRACY LOVE FOR BRANDS DREAMING BIG

67. Slide 67: An Integrated Global Workforce

    67 AN INTEGRATED GLOBAL WORKFORCE EMPLOYEES BY TYPE Full Time 97% Part Time 2% Seasonal 1% Total 100% EMPLOYEES BY GENDER Female 38% Male 62% EXECUTIVE LEADERSHIP TEAM African American 5% Asian 5% Hispanic or Latino 50% Non-U.S. 12% White 28% WOMEN IN MANAGEMENT ROLES Total 30% Recruit, Develop, & A

68. Slide 68: Recruiting Future Leaders

    68 RECRUITING FUTURE LEADERS 2,401 Applicants 70 Final Round 20 Offers Recruit, Develop, & Align our People 6 RECRUITING TRAINING ALIGNING MOTIVATING 1,042 Applicants 35 Final Round 14 Offers 1,572 Applicants 75 Final Round 29 Offers 1,437 Applicants 36 Final Round 14 Offers 57,000+ Applicants 310 F

69. Slide 69: Training to Develop Talent

    69 TRAINING TO DEVELOP TALENT Learning & Development Platform  Assess capabilities & Identify gaps  Boosting performance & filling knowledge gaps  Personalized approach with Interactive courses Ownerversity Academies  5 Comprehensive Academies: Marketing, Sales, Leadership, Problem Solving Metho

70. Slide 70: Aligning Behind Business Objectives

    70 7,400+ Employees worldwide took part in 2018 MBO Cascade Challenging Initiatives Driven by KHC Goals Meaningful Deliverables tie directly to KHC Results Aligning Complete Organizational Cohesion Leading Cascade from and sign off by CEO ALIGNING BEHIND BUSINESS OBJECTIVES Recruit, Develop, & Align

71. Slide 71: Motivating Our People

    Targeting a higher incentive pay than peers ensuring above market Total Target Cash Compensation 71 MOTIVATING OUR PEOPLE You… as an individual or team deliver against your objective We… as an organization deliver against our objective How We Pay for Performance: Recruit, Develop, & Align our People

72. Slide 72: Sustainable, Long-Term Value Creation

    72 SUSTAINABLE, LONG-TERM VALUE CREATION David Knopf Chief Financial Officer

73. Slide 73: Attractive Return Potential in Consumer Staples

    * Organic Net Sales and EBITDA (Earnings Before Interest, Depreciation and Amortization) are non-GAAP measures. Please refer to our quarterly earnings releases for more information on the Non-GAAP measures we disclose. 73 ATTRACTIVE RETURN POTENTIAL IN CONSUMER STAPLES Consistent, run-rate Organic N

74. Slide 74: Kraft Heinz Long-Term Financial Goals

    74 KRAFT HEINZ LONG-TERM FINANCIAL GOALS Profitable Sales Growth  Data-driven marketing for competitive advantage  Build brands through innovation, renovation and investments  Reinvent category management  Expand go-to-market capabilities Best in Class Margins  Best-in-class operations  Owners

75. Slide 75: Performance Since the Kraft Heinz Merger

    75 PERFORMANCE SINCE THE KRAFT HEINZ MERGER  Delivered, exceeded or on track with every commitment made at 2015 merger announcement  Stable sales and market share performance despite significant steps to transform North American business  Integration Program delivered more cumulative savings than

76. Slide 76: Kraft Heinz Commitment to Investment Grade Profile

    76 KRAFT HEINZ COMMITMENT TO INVESTMENT GRADE PROFILE Business Strengths  Significant scale with unparalleled brands and leading category positions  Broad geographic footprint and product offerings with substantial international whitespace  Strong margins and cash flow generation enhanced through

77. Slide 77: A Unique Opportunity in Consumer Staples

    A UNIQUE OPPORTUNITY IN CONSUMER STAPLES

Kraft Heinz — Investor Day (February 2018) on 6ix