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A Global Coffee & Tea Champion Presentation to Analysts June - - PowerPoint PPT Presentation

A Global Coffee & Tea Champion Presentation to Analysts June 24, 2020 Disclaimer THIS PRESENTATION AND ITS CONTENTS ARE NOT FOR RELEASE, PUBLICATION OR DISTRIBUTION IN WHOLE OR IN PART, DIRECTLY OR INDIRECTLY, IN ANY JURISDICTION IN


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SLIDE 1

A Global Coffee & Tea Champion Presentation to Analysts

June 24, 2020

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SLIDE 2

Disclaimer

2

THIS PRESENTATION AND ITS CONTENTS ARE NOT FOR RELEASE, PUBLICATION OR DISTRIBUTION IN WHOLE OR IN PART, DIRECTLY OR INDIRECTLY, IN ANY JURISDICTION IN VIOLATION OF THE RELEVANT SECURITIES LAWS OF SUCH

  • JURISDICTION. THIS PRESENTATION IS NOT AN OFFER OR AN INVITATION TO BUY OR SELL SECURITIES.

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SLIDE 3

Today’s presenters

3 Casey Keller

Chief Executive Officer

Years of experience in the industry: 28 Years of experience at JDE Peet’s: 2

Scott Gray

Chief Financial Officer

Years of experience in the industry: 11

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SLIDE 4

The Unique Story of JDE Peet’s

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SLIDE 5

JDE Peet’s at a glance

5

#2

Coffee & Tea player globally in CPG

~2.5bn

cups served per week

18%

FY19 Adj. EBIT margin

€1.3bn

FY19 Adj. EBIT Available in

100+ countries worldwide

5.4%

FY16–19 Revenue CAGR

~€7bn

FY19 Revenue

79%

  • f revenue from #1 or #2 positions

in CPG and Out-of-Home markets1 A global team of

20,000+

Associates Key stats Our iconic brands

1923 2014 1978 1996 1895 2004 1966 1995 1753 1999 1937 1987 1853 2001 1960 1992

Source: Euromonitor International as of January 2020 (#2 Coffee & Tea player globally in CPG, figures as of 2019), Company information (all other figures)

1 Latest market leadership positions available (Nielsen 2019 for CPG and OOH MM, OPEX/VCP, NL: POS 2018 for OOH) applied to FY 2019 revenue
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SLIDE 6

6

What makes JDE Peet’s special

Experienced Team of Entrepreneurs and Long-Term Shareholders 5 The World’s Largest Pure-Play Coffee & Tea Player 2 Strong Growth and Profitability 4 Differentiated Consumer Reach Model 3 A Global Category with Attractive Growth Fundamentals 1

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SLIDE 7

4,1% 2,9% 2,5% 1,1% 0,8% 0,4% 0,1%

Bottled Water Coffee & Tea Alcoholic Beverages Staple Foods Sports Drinks Carbonated Soft Drinks Juice

7

Coffee & Tea is a large category… …demonstrating strong and resilient historical growth…

Source: Euromonitor International as of December 2019 Note: Figures reflect B2C Consumer Packaged Goods (CPG) sales at retail sale prices (RSP) and total volume; exclude Ready-to-drink category and Out-of-Home channel

1 Excluding Russia, which is included in Rest of the World

…with growth trajectory forecast to continue …outpacing other Food & Beverage categories…

Large global consumer segment demonstrating strong and resilient growth

RSP sales growth at constant 2019 prices (2007-19 CAGR) North America

€17.1bn

Rest of the World

€32.2bn

Global Coffee

€78bn

Europe1

€32.3bn

APAC

€36.3bn

Global Tea

€40bn

Global Coffee & Tea

€118bn

5,7 5,8 6,0 6,2 6,3 6,6 6,8 6,9 7,1 7,2 7,4 7,5 7,7 2,4 2,5 2,7 2,8 3,0 3,1 3,2 3,3 3,4 3,4 3,5 3,6 3,7 8,1 8,3 8,7 9,0 9,3 9,7 10,0 10,2 10,4 10,7 10,9 11,1 11,4 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Total volume (mmT)

CAGR Tea: 3.6% CAGR Coffee: 2.6%

Total volume (mmT) 7,7 8,6 3,7 4,3 12,9 2019 2024

CAGR Tea: 2.9% CAGR Coffee: 2.3%

11.4

1

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SLIDE 8

Supportive consumer trends driving a total value growth to ~5% through premiumisation

8

From generic black to multiple need states Change towards a global footprint From In-Home to Out-of-Home reference From multiserve to single portioned

Source: Euromonitor International as of December 2019 Note: Figures represent CPG sales at RSP (current prices); exclude Ready-to-drink category and Out-of-Home channel

Coffee Market Value growth

4.7%

CAGR 2014-19

Expectations with respect to shopping convenience Desire for more quality & authenticity Coffee as a healthy beverage Expectations with respect to sustainability Coffee as Ready-to-drink beverage

Emerging trends in Coffee

1

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SLIDE 9

As the world’s largest pure-player, JDE Peet’s offers a unique combination of category focus and scale to investors

9

Source: Euromonitor International as of December 2019 Note: Figures represent CPG sales at RSP in 2019; exclude Ready-to-drink category and Out-of-Home channel

1 Indicative

Company Coffee & Tea as %

  • f total CPG sales1

CPG Coffee & Tea sales (RSP 2019) Ownership

€8.3bn To be listed €2.0bn Private €19.4bn Listed €4.4bn Listed €1.9bn Listed €1.4bn Listed €1.3bn Listed €1.0bn Listed

Own brands only

Players with presence in Coffee & Tea

Others Pure- players

/

CPG

2

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SLIDE 10

Coffee Tea Coffee & Tea 25% 10% 14% 51% Global value share

CPG Coffee & Tea remain fragmented markets. JDE Peet’s commands a 7% share as the #2 global player

10

Source: Euromonitor International as of January 2020 Note: Figures represent CPG sales at RSP in 2019; exclude Ready-to-drink category and Out-of-Home channel. Nestlé share includes Starbucks CPG

€78bn €40bn

75% Global value share

€118bn

Global CPG market size

16% 7% 12% 64% Global value share

Top 10: 36% Top 10: 49%

Next 8 combined Next 8 combined

Top 10: 25%

2

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SLIDE 11

In Coffee, JDE Peet’s portfolio is over-indexed on the fastest growing parts of the market, which supports shares momentum

11

Single Serve Instant Roast & Ground Beans

7% 36% 21% 35% 100% 13% 29% 27% 30% 100%

2,4%

7,2 %

1,2%

3,9 %

Instant coffee Single serve Roast & Ground Beans

RSP sales breakdown 2019 Volume growth (2014-19 CAGR) Global CPG Coffee market Corresponding revenue breakdown1

Total

3.1%

3

2 Source: Euromonitor International as of December 2019 (CPG coffee market sales breakdown and volume growth), Company information (Revenue breakdown) Note: Beans refers to Fresh Coffee Beans, Roast & Ground refers to Standard Fresh Ground Coffee, Single serve refers to Fresh Ground Coffee Pods, and Instant coffee refers to Instant Standard Coffee and Instant Coffee Mixes

1 FY 2019 and excluding Equipment, Retail, Tea, Liquid and Other 2 While Peet’s sells both Beans and Roast & Ground, all Peet’s coffee is categorized as Beans 3 Volume CAGR weighted for Coffee technologies market sizes 2019

2

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SLIDE 12

Distribution across all channels

Go-to-market

CPG Out-of-Home Retail Online The largest owner of Coffee & Tea brands in the industry

Portfolio of brands

The only player operating across all technologies

Technology

Instant Beans Capsules Roast & Ground Pads T-Disk RTD Liquid

A platform unique to the industry allowing JDE Peet’s to serve ~2.5bn cups every week

12

Source: Company information

A unique combination allowing:

 Range of offers across price points  Ability to premiumise across consumer propositions  Fast deployment across countries and channels

3

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SLIDE 13

Beans

✓ ✓ ✓ ✓ ✓ ✓  ✓

Roast & Ground

✓ ✓ ✓ ✓ ✓ ✓ ✓ ✓

Aluminium capsules

✓ ✓       

Plastic capsules

  ✓ ✓ ✓ ✓ ✓  ✓

K-Cups Pods By KDP By KDP By KDP By KDP By KDP

By KDP

 

Pads

 ✓ ✓      

T-Disk2

✓ ✓  

By JDE

   

Freeze-Dried

✓ ✓       ✓

White Coffee

✓ ✓       

Spray-Dried

✓ ✓  ✓ ✓   ✓ ✓

Agglo

✓ ✓  ✓ ✓   ✓ ✓

RTD

✓ ✓ ✓ ✓ ✓ ✓ ✓  

Tea

✓ ✓  ✓ ✓ ✓ ✓ ✓ ✓

13

Single Serve

Alongside Nestlé, JDE Peet’s has the ability to address consumer trends across Coffee & Tea technology platforms

Instant Other Beans, Roast & Ground

Source: Company information

1 In 2018, Nestlé and Starbucks formed a global coffee alliance granting Nestlé the perpetual rights to market Starbucks Consumer Packaged Goods and Foodservice products globally, outside of the

company’s coffee shops. The Starbucks brand portfolio is now represented on Nestlé’s single-serve capsule systems

2 For Nestlé, refers to Dolce Gusto

1 1

3

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SLIDE 14

The power of our consumer reach model is what makes JDE Peet’s truly unique

14 Technology Portfolio

  • f brands

Go-to-market

Source: Nielsen (value shares and instant pricing), Company information (all other figures)

1 Aluminum capsule global trademark licensing 2 Represent market shares in 34 countries excluding the US 3 Represent market shares in 40 key countries excluding the US 4 Refers to Dec-19 LTM

20%

22%

2015 20194

Strong momentum in market share

Premium Mainstream Value Value share in instant coffee3

Innovation across technologies

120 100

Market average

Instant

Pricing

Super premium Premium Mainstream Value

26%

47%

Q1-17 Q3-19

Exceptional market share gains in a growing market

In less than 2 years, present in 35 markets

19 brands

(Global/Regional/Local)

Constant innovation

Value share in NCC2

Aluminium capsules

1

3

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SLIDE 15

Environmental, Social & Governance

JDE Peet’s, a comprehensive approach to ESG

15

Source: Company information

1 For JDE

Common Grounds Minimised Footprint Connected People

Addressing the priority issues in our supply chain Reducing our environmental impact step-by-step Exceeding societies’ expectations

100% responsibly sourced green Coffee & Tea1 by 2025 100% recyclable or compostable packaging by 20251 Gender balanced management positions by 20251

We are driven by our passion for Coffee & Tea, respect for the environment and care for people

Selected KPI: Selected KPI: Selected KPI:

3

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SLIDE 16

 Revenue progression from solid organic volume / mix and bolt-on M&A, while passing through the commodity benefits to customers  Operational leverage, driving continued margin expansion, from volume increase, premiumisation and cost discipline  Strong and steady cash flow generation enabling debt reduction while funding bolt-on M&A

Key value creation drivers

Solid and profitable historical growth with strong cash generation

16

Financial highlights

€6.9bn

FY19 Revenue

+3.1%

2017-19 Revenue CAGR

€1.2bn

FY19 free cash flow

75.9%

FY19 free cash flow conversion %1

€1.3bn

FY19 Adj. EBIT

18.1%

FY19 Adj. EBIT margin

>€1bn

  • Adj. net debt

reduction FY17-192

~€1.5bn

  • Cum. M&A spend

FY17-193

Source: Company information

1 Free cash flow conversion % defined as free cash flow/ Adj. EBITDA 2 Excluding IFRS 16 impact 3 Excluding Peet’s acquisition

+8.5%

  • Adj. EBIT CAGR

2017-19

€1.6bn

FY19 Adj. EBITDA

(+5.4% CAGR 2016-19)

4

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SLIDE 17

6,530 (3.6%) 6,664 (2.8%) 6,945 +4.0% +2.4% (3.3%) +1 .1% +5.0% +3.6%

2017 Price Volume /mix M&A FX 2018 Price Volume /mix M&A FX 2019

Strong topline progression driven by solid volume/mix growth as well as M&A

17

2017 – 2019 revenue bridge (€m)

 Quality growth with solid volume/mix (within a range of +3–5%), supported by:

─ Underlying market momentum ─ Consumer relevant propositions across

geographies (capsules, premium instant and mixes)

─ Continued increase of Peet’s CPG household

penetration in the US

─ Expansion of premium beans offering and market

share  Successful integration of bolt-on M&A activity, notably:

─ APAC – OldTown (2018) and Super Group (2017) ─ Tea – Ofçay (2018) ─ OOH – Maison Lyovel (2017) and JOBmeal (2018)

 Disciplined pricing management following green coffee price deflation over 2017-2019

CAGR ‘17-’19: +3.1% +2.1% +4.2%

YoY growth Source: Company information

4

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SLIDE 18

1,065 221 (36) (7 9) 1,171 1 12 (28) 1,255

2017 Adj. gross profit Adj. A&P Adj. SG&A (excl. A&P) 2018 Adj. gross profit Adj. A&P Adj. SG&A (excl. A&P) 2019

 Absolute Adjusted EBIT growing ahead of revenue growth (2017-19 CAGR of +8.5%)  Largely driven by strong volume/mix, M&A and improved gross margin as a result of:

─ Volume growth and premiumisation ─ Manufacturing footprint optimisation and scale

efficiencies

─ Culture of disciplined cost competitiveness and M&A

integration

 Increased marketing investment behind targeted

growth priorities and innovation launches, while driving efficiencies through digital that offset continued reach investment in 2019  Increase in 2018 and 2019 are mainly driven by investment in acquisitions and ventures, as well as capabilities (e.g. digital and e-commerce, R&D in Asia) and some wage inflation

Successful Adjusted EBIT margin expansion over 2017-2019 as JDE Peet’s grows and premiumises

18

2017 – 2019 Adj. EBIT bridge (€m)

1 2 3

1 2 3

Source: Company information

1 Adjusted gross profit is defined as gross profit (Revenue – Cost of Sales) adjusted for the same factors as

listed under the Operating profit to Adj. EBIT reconciliation insofar they relate to gross profit

2 Adjusted A&P is defined as A&P adjusted for the same factors as listed under the Operating profit to Adj.

EBIT reconciliation insofar they relate to A&P

3 Adjusted SG&A (excl. A&P) is defined as SG&A (excl. A&P) adjusted for the same factors as listed under the

Operating profit to Adj. EBIT reconciliation insofar they relate to SG&A (excl. A&P)

3 2 1

YoY growth

+9.9% +7.2% Margin: 16.3% Margin: 18.1% Margin: 17.6% +c.130bps +c.50bps CAGR ‘17-’19: +8.5%

3 2 1

1 2 3

4

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SLIDE 19

685 1,031 1,178

2017 2018 2019

Strong and steady cash flow generation, combined with EBITDA growth, driving rapid and consistent deleveraging

19

Source: Company information

2 Pre-IFRS 16 free cash flow of €1,094m and pre-IFRS 16 free cash flow conversion of 74.1% 1 Free cash flow conversion % defined as free cash flow/ Adj. EBITDA 3 Defined as Total borrowings – Cash and Cash Equivalents (less Restricted Cash) – Borrowings from

members of the JAB Group

4 Leverage pre- and post-IFRS 16 is 3.1x in both cases

Free cash flow3 (€m)

53.0% 74.0% 75.9%2

Free cash flow conversion %1

2

Free cash flow

5,657 5,187 4,545

2017 2018 2019 Estimated at IPO

Leverage (Adj. net debt3 / Adj. EBITDA) 4,793 4.4x 3.7x 3.1x4

IFRS 16 (+€248m)

  • Adj. net debt3 (€m)

~3.6x

Including net debt related to Peet’s acquisition offset by primary proceeds IFRS 16

Net debt and leverage

4

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SLIDE 20

Medium- to long-term targets

20

Financial targets

Dividend payout ratio Leverage

(Net debt / Adj. EBITDA)

By the end of H1 2021

Revenue organic growth

(at constant commodity prices)

  • Adj. EBIT growth

Free cash flow conversion

(FCF / Adj. EBITDA)

50-60% < 3.0x 3–5% 5–8% ~70% Medium- to long-term Key value creation drivers

Quality growth, consistent with historical trends, driven by organic volume/mix

Disciplined execution of the growth priorities and pricing management

Margin expansion from operational leverage, driven by volume expansion and premiumisation

Consistent financial discipline, with high free cash flow conversion, dividend payout, and deleverage

Intention to be investment grade rated within 1 to 2 years

Source: Company information

4

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SLIDE 21

To pursue its profitable and sustainable growth, JDE Peet’s’ focus is on the disciplined execution of its growth priorities

21

Household penetration of Peet’s in the US Emerging market growth and exposure Embrace new growth pool Capture the attractive OOH

  • pportunities

Source: Nielsen as of December 2019

Full scale potential

  • f single serve and

premium beans globally

China Retail Tea Ready-to-drink

4,3% 4,8% 5,5%

2017 2018 2019 Peet’s Brand US Household Penetration

Aluminum capsule global trademark licensing

4

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SLIDE 22

Recent developments in the COVID-19 context

22

 While the COVID-19 pandemic has led to unprecedented developments, including for the Group’s associates, customers

and suppliers, it has also reaffirmed the Group’s relative resilience at a time of global economic turmoil

 The COVID-19 pandemic has affected the supply chain and operations in a variety of ways, including:

– All manufacturing facilities have continued running with preventive measures put in place – Retail coffee stores have either been temporarily closed or have implemented limited operations – Customer service levels have been somewhat adversely affected, but have remained strong – IT networks have held up against a surge in demand from working remotely – Within the Out-of-Home segment and retail coffee stores sales channel a large number of employees have been furloughed

 JDE Peet’s donated 18 million cups of coffee to support health service employees and communities in need  Thanks to its global manufacturing and supply network, its large portfolio of trusted brands and its diversified go-to-

market approach, the Group has been able to weather past crises and believes it is well-positioned to withstand current developments

Source: Company information

4

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SLIDE 23

Key highlights Q1 trading update

 Solid Q1 performance in line with medium- to long-term targets

– Like-for-like total sales growth of +3.5% YoY – Double-digit adj. EBIT growth YoY, from increased volume/mix and reduced SG&A – Resilient liquidity, strong free cash flow and improved leverage ratio (reduction of 0.2x since Dec-19)

 While timing of macro-economic recovery is uncertain, on track to deliver on medium- to long-term targets

Segments

‒ Peet’s ‒ CPG Europe ‒ CPG LARMEA ‒ CPG APAC ‒ Out-of-Home

Sales channels Portfolio

‒ (~80%) CPG, Online ‒ (~20%) Retail, OOH ‒ All technologies ‒ Developed &

emerging markets

‒ Power & local brands

Note: Figures are unaudited

Volume/ mix

+4.6% +3.7% +15.5% +6.5% (4.8)%

Reported revenue growth Peet’s CPG Europe Out-of-Home CPG LARMEA CPG APAC

23 4

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SLIDE 24

Coffee “essential” in developed markets and coffee growing countries > emerging markets

Increased at home consumption exceeds initial pantry loading

Consumers gravitating towards trusted brands

Importance of full portfolio offering (technologies, brands, price points)

Increased at home premiumisation

Acceleration of e-commerce

24

Source: Company information

Learnings from the recent crisis

Some early market and consumer signs

4

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SLIDE 25

25

Senior leadership team

 Highly engaged team of

associates throughout the

  • rganisation

 Exceptionally motivated

partners in full alignment of interest with shareholders

 Experienced management

team with proven ability to drive revenue

 Deep and broad bench of

KPI driven marketing executives

 Motivation-driven

recruitment process     

Senior management team with extensive experience

Source: Company information Note: Flags reflect nationalities

1 Including predecessor companies

Anne-Marie Poliquin General Counsel 1 Chris Brighton VP RD&O 29 Nathalie Slechte VP Global HR 5 Shawn Conway President of Peet’s 10 Lara Brans President APAC 21 Philippe Schaillee President Out-of-Home 25 Jiri Kulik President LARMEA 6 Oswald Barckhahn President Europe 3 Casey Keller Chief Executive Officer 2

Years of experience at JDE Peet’s1 Years of experience in the industry

30 22 21 25 25 24 32 26 28 Scott Gray Chief Financial Officer 11

5

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SLIDE 26

Cash bonus based on achieving key operational targets. Significant equity incentive with five-year vesting period to ensure full alignment with public market investors

Annual grant of ~200% of base salary2 Senior management1 0%-~230%

  • f base salary2

Incentive Scope Amount Target(s) Vesting

Cash bonus Equity incentive LTI

Building blocks

Measures

Financial

Cash bonus

Own capital invested

  • f >€50m3

Share price

Executive Ownership Plan EOP

Senior management1 investing own capital Bonus shares with five-years cliff vesting Short-term Mid-long term Senior management1 One-year Total company targets Five-year cliff vesting Share price

1 Please refer to pg. 25 for senior management team members 2 Based on weighted average of senior management team 3 Including anticipated 2020 investments

26

Management powerfully incentivised with interests aligned to public shareholders

5

Key performance indicators to measure the successful execution of the Company’s strategy which can relate to, inter alia:

 Revenue  Profit  Operating working capital

Non-financial

Reflect performance on the key strategic objectives

  • f the Company
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SLIDE 27

Appendix

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SLIDE 28

JDE Peet’s segments overview

28

Revenue breakdown3

Peet’s

% of Group revenue

Out-of-Home1

% of Group revenue

13% 14% CPG–Europe

% of Group revenue

47% CPG–APAC

% of Group revenue

10% CPG–LARMEA2

% of Group revenue

16%

Source: Company information

1 Division offering professional solutions, excluding United States Out-of-Home, which is

included in the Peet’s segment

2 Latin America, Russia, Middle East and Africa 3 Excluding unallocated revenue of €26m

FY 2019

Out-of- Home

√ √ ─ ─ ─

CPG

√ ─ √ √ √

Retail

438 coffee stores 45 coffee stores

Distribution channels Online

√ √ √ √ √

231 coffee stores

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SLIDE 29

Comprehensive go-to-market with distribution across all channels

29

Modern and traditional retail trade

  • utlets

Grocery and convenience stores globally

CPG1

All coffee consumed Out-of-Home, e.g. in offices, hospitals and care homes, colleges & universities and hotels

Out-of-Home revenue grew at 4.5% CAGR 2017-19

Out-of-Home1

410 Peet’s stores (including China)2

231 OldTown stores

27 Coffee Company stores

18 12oz stores

15 Intelligentsia stores

13 Stumptown stores

Retail coffee stores

E-commerce

Peet’s #5 coffee brand on Amazon US at 1.5x category growth

Direct-to-consumer

Online revenue grew at ~25% CAGR 2017-19

Online 76%

  • f revenue

16%

  • f revenue

5%

  • f revenue

3%

  • f revenue

Source: Company information (growth rates, number of stores, revenue breakdown), Profitero, One Click Retail (Peet’s e-commerce figures) Note: Revenue breakdown as of FY 2019. Retail coffee stores figures as of 31 December 2019

1 Refers to channels. The distribution channels Online and Retail are shown separately; hence, the channels CPG and Out-of-Home do not correspond to the reporting segments as disclosed in the financial statements 2 Include owned and licensed stores in the US and China as well as Capital One stores
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SLIDE 30

A streamlined global footprint with both scale and flexibility

30

45

manufacturing facilities

7,400+

FTEs

650+kt

produced volume1 Located in

25 countries

Global manufacturing footprint… …with an agile setup to address consumer demand in a cost effective way Coffee facilities Tea facilities

4 facilities ▪ Flexible production ▪ Multiple technologies and products ▪ New product launches Flex 13 facilities ▪ High-volume ▪ Focused on up to 2 technologies ▪ High asset utilisation Scale Local 28 facilities ▪ Proximity to consumers ▪ Rapid response to local consumer preferences

Coffee & Tea facilities Excellent quality, safety & service

<0.3

Total Incident Rate2

<5 Complaints

Per Million units shipped3 Certifications4

>98%

customer service fulfilment5 €0.8bn cumulated capital investment over the past 3 years

Source: Company information

1 Produced volume of coffee, tea, non-dairy creamer and cereal in 2019 2 Based on 2019 Total Incident Rate (TIR) 12 month moving average, excluding Peet’s segment (as defined
  • n p.59). TIR defined as: number of injuries with medical treatment/ 200k hours
3 Based on 2019 manufacturing Complaints Per Million (CPM) for units shipped, excluding Peet’s segment

(as defined on p.125). CPM computed as: (number of consumer complaints per month / average CU shipped in previous 2 months) x 1,000,000

4 90% of JDE’s factories have at least one certification 5 Based on 2019 On-time-in-full (OTIF) excluding Peet’s segment (as defined on p.59)
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SLIDE 31

31

Our worldwide footprint of brands is designed to serve all consumer needs

Source: Company information Note: Percentages represent revenue breakdown as of FY 2019. Carte Noire: the Group holds the IP rights outside of the European Economic Area; Gevalia: the Group holds the IP rights outside of North America, Latin America and the Caribbean; Maxim: the Group holds the IP rights outside of South Korea and Japan; Maxwell House: the Group holds the IP rights outside of North America, Latin America and the Caribbean

1 Latest market leadership positions available (Nielsen 2019 for CPG and OOH MM, OPEX/VCP, NL: POS 2018 for OOH) applied to FY 2019 revenue

Our #1/#2 market positions represent 79% of our revenue1

50+ brands addressing all consumer needs and price partitions, serving ~130bn cups per year at an average price point of €0.06/cup

Regional Heroes

31%

Local Brands

19%

Global Jewels

50%

Global trademark licensing agreement for aluminium capsules

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SLIDE 32

32

Source: Company information

Our brands cover key price partitions in the market to maximize penetration

Our brand and product portfolio is uniquely designed to optimize overall consumer penetration and capture the maximum of purchasing occasions

Value Mainstream Premium Super Premium Ultra Premium

Launch in 2020

Global trademark licensing agreement for aluminium capsules Global trademark licensing agreement for aluminium capsules

United Kingdom Germany Brazil China United States

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SLIDE 33

The power of the global brands of JDE Peet’s outperforms competition organically

33

 One of the fastest

growing premium CPG coffee brands in the US

 The largest hand

roasted coffee globally

 Self imposed superior

freshness

 Out of the handful

billionaire global coffee brands, Jacobs is the fastest growing in the instant segment over the last 3 years1

 >90% brand awareness

in its core markets

#36 countries

 The fastest growing

single serve brand globally over the last 5 years

 Remarkable global

brand awareness build-up in 3 years

#38 countries

 The most accessible

consumer proposition in single serve of scale (from price/cup stand-point)

 Proposition of 100%

compostable single serve pads

#15 countries

 The first single serve

milk-based beverage (launched in 2004)

#22 countries

The most premium aluminium capsule in grocery stores

“Illy offers the best coffee that nature can offer, exalted by the experience of over 80 years of passion”

Source: Company information, Nielsen Note: Number of countries refers to Nielsen CPG in JDE Peet’s markets

1 Jacobs relaunched in 2016

Global trademark licensing agreement for aluminium capsules

Illy company website

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SLIDE 34

5.0 5.2 5.4 5.6 5.8 6.0 6.2 6.4 1.2 1.5 1.8 2.1 2.4 2.7 3.0 Jan-16 Jul-16 Jan-17 Jul-17 Jan-18 Jul-18 Jan-19 Jul-19 Blended (Arabica & Robusta) price (LHS) JDE Peet's revenue/kg (RHS)

Ability to deliver consistent value creation with disciplined management of coffee price volatility

34

 Green coffee commodity is subject to price volatility  Price changes are passed through to customers up and down  Yet, coffee consumption at home is inelastic  Leading coffee brands, that support price, do protect margin and do not lose market share medium-term  Hedging (no speculative positions / instruments), aligned with time ability to pass-on pricing up and down  Track record of resilient absolute € margin/cup and cash flow, through disciplined pricing

Source: Company information, ICE (IntercontinentalExchange)

1 Average of NY ICE 2nd positions Arabica and Robusta Coffee futures, based on monthly average of daily closing prices converted into euro at the 6-month forward EUR/USD rate, presented with a 6-month

lag to JDE Peet’s revenue

2 Based on JDE Peet’s revenue for CPG–Europe Roast & Ground

Blended Arabica & Robusta Coffee futures1 vs JDE Peet’s revenue/kg2 (€/kg) Dec-19

2

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SLIDE 35

35

A coffee or tea for every cup