DEF 14A of Kraft Heinz Co, Apr 3, 2026

DEF 14A of Kraft Heinz Co

Filed Apr 3, 2026 · FY20250001193125-26-141397

Open on EDGAR

  1. LEADERSHIP TRANSITIONS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  2. 2025 PERFORMANCE HIGHLIGHTS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  3. DIRECTOR NOMINEES AT A GLANCE

    DIRECTOR NOMINEES AT A GLANCE

  4. DIRECTOR NOMINEES AT A GLANCE

    | | John T. Cahill, Chair | | Steve Cahillane | | Humberto P. Alfonso | | L. Kevin Cox | | Former Chief Executive Officer and Executive Chairman, Kraft Foods Group, Inc. Age: 68 Director Since: 2015 Committees: Other Current Public Company Boards: 3 Independent | | Chief Executive Officer, Kraft Heinz Age: 60 Director Since: 2026 Committees: None Other Current Public Company Boards: 1 | | Former Executive Vice President and Chief Financial Officer, Information Services Group, Inc. Age: 68 Director Since: 2023 Committees: Other Current Public Company Boards: 1 Independent | | President, LKC Advisory, LLC Age: 62 Director Since: 2025 Committees: Other Current Public Company Boards: None Independent | |

  5. DIRECTOR NOMINEES AT A GLANCE

    | | Lori Dickerson Fouché | | Diane Gherson | | Mary Lou Kelley | | Elio Leoni Sceti | | Former Senior Executive Vice President and Chief Executive Officer, TIAA Financial Solutions, TIAA Age: 56 Director Since: 2021 Committees: Other Current Public Company Boards: 2 Independent | | Former Senior Vice President and Chief Human Resources Officer, International Business Machines Corporation (IBM) Age: 69 Director Since: 2022 Committees: Other Current Public Company Boards: None Independent | | Former President, E-Commerce, Best Buy Co., Inc. Age: 65 Director Since: 2025 Committees: Other Current Public Company Boards: 2 Independent | | Co-Founder, Chief Crafter, and Chairman, The Craftory Age: 60 Director Since: 2020 Committees: Other Current Public Company Boards: None Independent | |

  6. DIRECTOR NOMINEES AT A GLANCE

    | | 9 of 10 | DIRECTORS ARE INDEPENDENT | | Tony Palmer | | John C. Pope | | | | | Operating Partner, One Rock Capital Partners LLC Age: 66 Director Since: 2025 Committees: Other Current Public Company Boards: 1 Independent | | Chairman and Chief Executive Officer, PFI Group LLC Age: 76 Director Since: 2015 Committees: Other Current Public Company Boards: None Independent | | | | Audit Committee | | | | | | | | Compensation Committee | | | | | | | | Governance Committee | | | | | | | | Chair | | | | | |

  7. DIRECTOR NOMINEES AT A GLANCE

    | | ADVISORY VOTE TO APPROVE COMPENSATION OF OUR NAMED EXECUTIVE OFFICERS Approve, on an advisory (non-binding) basis, the compensation of our Named Executive Officers (“NEOs”), as described in the Compensation Discussion and Analysis and Executive Compensation Tables in this Proxy Statement. | | | | | | THE BOARD RECOMMENDS A VOTE FOR PROPOSAL 2. | MORE ON PAGE 44 |

  8. DIRECTOR NOMINEES AT A GLANCE

    The cornerstone of our compensation program is our pay-for-performance philosophy that is designed to link a significant portion of each executive’s, including our NEO’s, compensation to their individual performance and Kraft Heinz’s performance, including performance targets set in alignment with our strategic plan and market expectations. Our compensation elements are designed to work together to drive above median performance, continue to drive value creation, and align our employee’s interests with those of our stockholders.

  9. DIRECTOR NOMINEES AT A GLANCE

    | | The Human Capital and Compensation Committee (“Compensation Committee”) designs our compensation program to be aligned with our long-term growth strategy and stockholders’ interests, with executive compensation significantly weighted to be at-risk and performance-driven. | | | Performance- Driven to Align with Stockholder Interests | CASH | Base salary provides a stable source of income designed to be market competitive. Performance Bonus Plan motivates and rewards performance in line with our strategic plan. | | | EQUITY | Performance Share Units (“PSUs”) incentivize total shareholder return (“TSR”) and reward achievement against long-term Company financial performance targets and long-term performance of our common stock. Restricted Stock Units (“RSUs”) incentivize retention and ownership and reward achievement with long-term performance of our common stock. | | Equity Mix Weighted to Performance Share Units | For 2025, our annual equity award mix includes 70% PSUs and 30% RSUs. Our 2025 PSUs feature a three-year performance period and are based 40% on three-year average annual Company TSR performance relative to the performance peer group, with TSR achievement capped at target in the event the Company has a negative TSR; 30% on three-year Organic Net Sales compound annual growth rate (CAGR); and 30% on three-year cumulative Free Cash Flow. | | | Ambitious Targets | We value meritocracy and our performance-based compensation opportunity is designed to be highly market competitive and includes individual and business targets designed to be ambitious but attainable. | | | Responsive to Stockholders | At our 2025 Annual Meeting, stockholders supported the compensation of our NEOs with approval by approximately 96% of the votes cast. Taking into consideration the strong support in 2025, the Compensation Committee has maintained the general design of our compensation program for 2026. The Compensation Committee is committed to continual review and refinement of our compensation program, taking into consideration stockholder feedback and the evolution of our business. | | | Peer Benchmarked | We use objective criteria to establish our peer company group and evaluate executive compensation versus our peer group median and in light of individual contribution and performance. | |

  10. DIRECTOR NOMINEES AT A GLANCE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  11. DIRECTOR NOMINEES AT A GLANCE

    | | APPROVAL OF THE KRAFT HEINZ COMPANY AMENDED AND RESTATED 2020 OMNIBUS INCENTIVE PLAN Approve The Kraft Heinz Company Amended and Restated 2020 Omnibus Incentive Plan, which was adopted by our Board on March 25, 2026. | | | | | | THE BOARD RECOMMENDS A VOTE FOR PROPOSAL 3. | MORE ON PAGE 84 |

  12. DIRECTOR NOMINEES AT A GLANCE

    We are asking our stockholders to approve The Kraft Heinz Company Amended and Restated 2020 Omnibus Incentive Plan (the “2026 Plan”). The Board believes the 2026 Plan will continue to align the interests of employees with those of our stockholders. 3

  13. DIRECTOR NOMINEES AT A GLANCE

    | | RATIFICATION OF SELECTION OF INDEPENDENT AUDITORS Ratify the selection of PricewaterhouseCoopers LLP (“PwC”) as our independent auditors for the fiscal year ending on December 26, 2026. | | | | | | THE BOARD RECOMMENDS A VOTE FOR PROPOSAL 4. | MORE ON PAGE 94 |

  14. DIRECTOR NOMINEES AT A GLANCE

    Taking into consideration the quality of services provided by PwC and the factors described in the Audit Matters section of this Proxy Statement, the Audit Committee and the Board have determined that the retention of PwC as our independent auditors continues to be in the best interests of the Company and our stockholders. The Audit Committee believes that PwC’s tenure as the Company’s auditor lends PwC valuable experience with the Company and knowledge of our business that are a benefit to the quality and effectiveness of PwC’s audit. This experience enables PwC to develop and implement efficient and innovative audit processes with respect to Kraft Heinz, focus on the risks that are significant to the Company and its industry, and provide services for fees the Audit Committee considers competitive.

  15. DIRECTOR NOMINEES AT A GLANCE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  16. YEAR-ROUND ENGAGEMENT

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  17. COMPENSATION

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  18. OUR 2026 DIRECTOR NOMINEES

    OUR 2026 DIRECTOR NOMINEES The nominees represent diverse backgrounds, experiences, and skills, coupled with strong independence, judgment, and integrity, and embody the qualifications relevant to Kraft Heinz’s global operations and long-term strategic vision. Among the nominees, three identify as women, seven identify as men, two identify as People of Color, and eight identify as White.

  19. DIRECTOR NOMINEE QUALIFICATIONS

    DIRECTOR NOMINEE QUALIFICATIONS

  20. DIRECTOR NOMINEE QUALIFICATION HIGHLIGHTS

    DIRECTOR NOMINEE QUALIFICATION HIGHLIGHTS

  21. DIRECTOR NOMINEE QUALIFICATION HIGHLIGHTS

    | 90% Independent | TENURE | AGE | ENGAGEMENT |

  22. DIRECTOR NOMINEE QUALIFICATION HIGHLIGHTS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  23. DIRECTOR NOMINEE SKILLS AND EXPERTISE

    DIRECTOR NOMINEE SKILLS AND EXPERTISE The following highlights the key skills and expertise that, together with other factors, led the Governance Committee and the Board to recommend the director nominees for election. The matrix is intended to depict notable areas of experience and expertise for each director nominee. The lack of a mark does not mean that the nominee does not possess that qualification or skill.

  24. DIRECTOR NOMINEE SKILLS AND EXPERTISE

    | | | Cahill | Cahillane | Alfonso | Cox | Fouché | Gherson | Kelley | Leoni Sceti | Palmer | Pope | | | CPG OR RELATED INDUSTRY Experience in the consumer packaged goods or similar consumer-focused industry provides important insight into trends and best practices in manufacturing, marketing, and selling food and beverage products. | | | | | | | | | | | | | BRAND BUILDING Experience in strategic portfolio management and brand strategy, marketing, and sales supports our ambitious innovation strategy in identifying new product areas, platforms, and technologies. | | | | | | | | | | | | | STRATEGIC TRANSACTIONS Experience in complex strategic acquisitions, divestitures, or other transactions provides perspective with respect to our transformation and long-term strategy. | | | | | | | | | | | | | FINANCIAL AND ACCOUNTING Experience in and an understanding of accounting and financial reporting processes, capital structure, and complex financial transactions is critical to oversight of our performance and compliance with our reporting obligations as a U.S. publicly traded company. | | | | | | | | | | | | | GLOBAL BUSINESS AND EMERGING MARKETS Experience in global business, markets, and supply chains or emerging markets, or familiarity with culture, trends, and issues outside of the United States supports our key strategic initiatives for growth as a global company. | | | | | | | | | | | | | ENTERPRISE LEADERSHIP Experience in oversight and operations as a chief executive officer, chief operating officer, or other senior-level officer, particularly in a public company or other complex global organization, provides a range of practical insights into the operation of large organizations like ours. | | | | | | | | | | | | | HUMAN CAPITAL AND SUSTAINABILITY Experience in human capital management, environmental stewardship, sustainability, nutrition and wellness, and social responsibility strengthens the Board’s oversight of long-term value creation through a responsible and sustainable business model. | | | | | | | | | | | | | DIGITAL AND TECHNOLOGY Experience in technological innovation, trends, and implementation, artificial intelligence, and oversight of cybersecurity risk provides insight to support our navigation of emerging technologies to reach modern consumers. | | | | | | | | | | | | | RISK MANAGEMENT Experience with oversight and management of various strategic, financial, operational, and commercial risks facing the Company enables robust oversight of our efforts to mitigate risk and promote compliance. | | | | | | | | | | | | | REGULATORY AND PUBLIC POLICY Experience in a highly regulated industry or public policy in the United States or globally provides valuable insight as our business operates in a continuously evolving global regulatory landscape. | | | | | | | | | | |

  25. DIRECTOR NOMINEE SKILLS AND EXPERTISE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  26. DIRECTOR NOMINEE BIOGRAPHIES

    DIRECTOR NOMINEE BIOGRAPHIES The director nominee biographies that follow summarize the key experience and expertise the director nominees bring to the Board.

  27. DIRECTOR NOMINEE BIOGRAPHIES

    | John T. Cahill Independent Chair Mr. Cahill brings to the Board extensive experience in the food and beverage industry, business finance and financial statements, global markets, and executive leadership of public companies. | Age: 68 Director Since: July 2015 Chair Since: January 2026 Committees: Audit, Governance Other Current Public Company Boards: • Colgate-Palmolive Company (since 2005) • American Airlines Group (since 2013) • Autodesk, Inc. (since December 2024) | Key Skills: • CPG or Related Industry • Strategic Transactions • Financial and Accounting • Global Business and Emerging Markets • Enterprise Leadership • Risk Management | | | Career Highlights Kraft Heinz • Vice Chair of the Board (2015 to January 2026) Kraft Foods Group, Inc. (“Kraft”), one of our predecessor companies • Chief Executive Officer (2014 to 2015) • Executive Chairman (2012 to 2014) Mondelēz International, Inc. (“Mondelēz”), a food and beverage company and former parent of Kraft • Executive Chairman Designate, North American Grocery (2012) Ripplewood Holdings LLC, a private equity firm • Industrial Partner (2008 to 2011) PepsiCo, Inc., a global food and beverage company, and affiliates • Various executive and senior financial positions (1989 to 2007) Other Boards and Experiences Kraft Foods Group, Inc. (2012 to 2015) Legg Mason, Inc., a financial services holding company (2010 to 2014) | |

  28. DIRECTOR NOMINEE BIOGRAPHIES

    | Steve Cahillane Kraft Heinz CEO Mr. Cahillane brings to the Board deep consumer packaged goods and brand-building expertise, strong expertise in global markets, and invaluable insight from leading the successful separation of Kellogg Company into two independent, publicly traded consumer goods companies, WK Kellogg and Kellanova. | Age: 60 Director Since: January 2026 Committees: None Other Current Public Company Boards: • Colgate-Palmolive Company (since 2023) | Key Skills: • CPG Related Industry • Brand Building • Strategic Transactions • Financial and Accounting • Global Business and Emerging Markets • Enterprise Leadership • Human Capital and Sustainability | | | Career Highlights Kellanova, a global snacking, international cereal and noodles, and North American frozen foods company • Chairman, President and Chief Executive Officer (October 2023 to December 2025) Kellogg Company, a multinational food manufacturing company • Chairman (March 2018 to October 2023) and Chief Executive Officer (October 2017 to October 2023) Nature’s Bounty Co., a global manufacturer, marketer and specialty retailer of health and wellness products • President and Chief Executive Officer (2014 to 2017) The Coca Cola Company, a global beverage company • President, Coca Cola Americas (2013 to 2014) • President and Chief Executive Officer, Coca-Cola Refreshments (2010 to 2012) • President, Coca-Cola Enterprises, North America (2008 to 2010) • President, Coca-Cola Enterprises, Europe (2007 to 2008) Anheuser-Busch InBev SA/NV (“AB InBev”), a multinational drink and brewing holdings company • A range of senior executive roles (1999 to 2007) Other Boards and Experiences Kellanova (October 2023 to December 2025) Kellogg Company (October 2017 to October 2023) | |

  29. DIRECTOR NOMINEE BIOGRAPHIES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  30. DIRECTOR NOMINEE BIOGRAPHIES

    | Humberto P. Alfonso Independent Mr. Alfonso brings to the Board deep financial management and public company accounting experience, as well as valuable experience in the CPG industry, public company leadership, strategy, and international experience. | Age: 68 Director Since: May 2023 Committees: Audit Other Current Public Company Boards: • Eastman Chemical Company (since 2011) | Key Skills: • CPG Related Industry • Strategic Transactions • Financial and Accounting • Global Business and Emerging Markets • Enterprise Leadership • Risk Management | | | Career Highlights Information Services Group, Inc., a global technology research and advisory firm • Executive Vice President and Chief Financial Officer (2021 to August 2023) Yowie Group Ltd. (“Yowie Group”), a global brand licensing company specializing in children’s consumer products • Chief Executive Officer, Global (2016 to 2018) The Hershey Company, a global confectionery and snack products company • President, International (2013 to 2015) • Executive Vice President and Chief Financial Officer (2007 to 2013) • Vice President, Finance North America (2006 to 2007) Cadbury Schweppes PLC, a multinational confectionery company • Various senior and executive financial positions (2003 to 2006) Pfizer, Inc., a global pharmaceutical company • Vice President and Chief Financial Officer, Adams Brands (2000 to 2003) Warner-Lambert Company, a pharmaceutical company (acquired by Pfizer, Inc. in 2000) • Various financial positions (1983 to 2000) Other Boards and Experiences Yowie Group (2017 to 2018) | |

  31. DIRECTOR NOMINEE BIOGRAPHIES

    | L. Kevin Cox Independent Mr. Cox brings to the Board more than three decades of valuable human resources experience, leading large-scale, complex change at some of the world’s largest corporations. | Age: 62 Director Since: October 2025 Committees: Governance (Chair) Other Current Public Company Boards: None | Key Skills: • CPG or Related Industry • Strategic Transactions • Global Business and Emerging Markets • Enterprise Leadership • Human Capital and Sustainability • Regulatory and Public Policy | | | Career Highlights LKC Advisory, LLC, a leadership advisory firm • President (Since April 2024) GE Aerospace, a global aerospace propulsion, services and systems company • Chief Administrative Officer (June 2023 to April 2024) General Electric Company, a multinational conglomerate • Senior Vice President and Chief Human Resources Officer (February 2019 to April 2024) American Express Company, a global premium payments and lifestyle brand • Chief Human Resources Officer (2005 to January 2019) The Pepsi Bottling Group, Inc., a bottler of Pepsi-Cola beverages • Executive Vice President, Chief Human Resources Officer (2004 to 2005), responsibilities included strategy, business development, and technology • Chief Human Resources Officer (1999 to 2004) Other Boards and Experiences Corporate Executive Board (acquired by Gartner in 2017), a member-based advisory firm (2010 to 2017) Kraft Foods Group, Inc. (2012 to 2015) Chefs’ Warehouse, Inc., a specialty food distributor (2011 to 2012) Virgin Mobile USA, Inc. (acquired by Sprint Nextel Corporation in 2009), a provider of wireless communications services (2007 to 2009) | |

  32. DIRECTOR NOMINEE BIOGRAPHIES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  33. DIRECTOR NOMINEE BIOGRAPHIES

    | Lori Dickerson Fouché Independent Ms. Fouché brings to the Board seasoned financial expertise, deep experience in the financial services industry, and valuable leadership, operating, and marketing experience. | Age: 56 Director Since: May 2021 Committees: Audit, Governance Other Current Public Company Boards: • Hippo Holdings Inc. (since May 2021) • Aegon Ltd. (since June 2025) | Key Skills: • Brand Building • Financial and Accounting • Enterprise Leadership • Risk Management • Regulatory and Public Policy | | | Career Highlights TIAA, a financial services firm • Senior Executive Vice President and Advisor to the Chief Executive Officer (June to December 2020) • Senior Executive Vice President and Chief Executive Officer, TIAA Financial Solutions (2018 to June 2020) Prudential Financial, Inc., a financial services firm • Group Head of Individual Solutions (2017 to 2018) • President of Prudential Annuities (2015 to 2017) • Chief Executive Officer, Prudential Group Insurance (2014 to 2015) Other Boards and Experiences Gusto Inc., a private payroll, benefits, and human resource management software provider (since October 2021) Princeton University Board of Trustees (2015 to June 2019 and since September 2021) | |

  34. DIRECTOR NOMINEE BIOGRAPHIES

    | Diane Gherson Independent Ms. Gherson brings to the Board extensive experience leading enterprise transformation and AI implementation at scale, with expertise in workforce culture transformation, as well as other human resources domains. | Age: 69 Director Since: November 2022 Committees: Compensation (Chair) Other Current Public Company Boards: None | Key Skills: • Strategic Transactions • Global Business and Emerging Markets • Enterprise Leadership • Human Capital and Sustainability • Digital and Technology • Risk Management | | | Career Highlights Boston Consulting Group, Inc., a management consulting firm • Senior Advisor (since July 2023) Harvard Business School • Senior Lecturer (July 2021 to June 2023) International Business Machines Corporation (IBM), a global technology company • Senior Vice President and Special Advisor to the Chief Executive Officer (September to December 2020) • Senior Vice President and Chief Human Resources Officer (2017 to August 2020) • Senior Vice President, Human Resources (2013 to 2017) • Various senior leadership positions in human resources, talent, and compensation and benefits (2002 to 2013) Willis Towers Watson, a global professional services and human resources consulting company • Principal and Global Compensation and Performance Practice Leader (1997 to 2002) • Principal (1994 to 1997) Other Boards and Experiences Centivo, a health care plan for employers (since January 2022) TechWolf, an AI startup for enterprise workforce management (since November 2023) National Academy of Human Resources (January 2019 to December 2025) Ping Identity Holding Corp. (now private), a cybersecurity software company (February 2021 to October 2022) | |

  35. DIRECTOR NOMINEE BIOGRAPHIES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  36. DIRECTOR NOMINEE BIOGRAPHIES

    | Mary Lou Kelley Independent Ms. Kelley brings to the Board exceptional retail, e-commerce, and brand marketing leadership experience, having been a respected leader in retail, e-commerce, and technology for over 25 years. | Age: 65 Director Since: October 2025 Committees: Governance Other Current Public Company Boards: • YETI Holdings, Inc. (since February 2019) • Finning International (since January 2018) | Key Skills: • CPG Related Industry • Brand Building • Global Business and Emerging Markets • Enterprise Leadership • Digital and Technology | | | Career Highlights Best Buy Co., Inc., a specialty consumer electronics retailer • President, E-Commerce (2014 to 2017) Chico’s FAS, Inc., a women’s clothing and accessories retailer • Senior Vice President, E-Commerce (2010 to 2014) L.L.Bean, Inc., a multichannel merchant of outdoor gear and apparel • Vice President, Retail Real Estate and Marketing (2006 to 2009) Other Boards and Experiences Vera Bradley, Inc., a luggage and handbag design company (2015 to February 2025) | |

  37. DIRECTOR NOMINEE BIOGRAPHIES

    | Elio Leoni Sceti Independent Mr. Leoni Sceti brings to the Board deep experience in the consumer goods sector, operations, marketing, product development, and disruptive innovation. | Age: 60 Director Since: May 2020 Committees: Compensation Other Current Public Company Boards: None | Key Skills: • CPG or Related Industry • Brand Building • Strategic Transactions • Financial and Accounting • Global Business and Emerging Markets • Enterprise Leadership • Human Capital and Sustainability | | | Career Highlights The Craftory, a global investment house for purpose-driven CPG challenger brands • Co-Founder, Chief Crafter, and Chairman (since 2018) Active investor in and advisor to early-stage tech companies (since 2010) Iglo Group, a frozen food company whose brands include Birds Eye, Findus, and Iglo • Chief Executive Officer (2013 to 2015) EMI Group, a global music company • Chief Executive Officer (2008 to 2010) Reckitt Benckiser Group plc, a home, health, and personal care products company • Various marketing and management positions (1992 to 2008) Procter & Gamble Company, a CPG company • Various marketing positions (1988 to 1992) Other Boards and Experiences AB InBev (2014 to April 2023) Barry Callebaut AG, a global chocolate and cocoa products manufacturer (2017 to December 2023) LSG Holdings Limited, an investment management company (since 2011) Various portfolio companies of The Craftory (since 2018) Room to Read, UK Board, a charitable organization promoting literacy and gender equality (since April 2019) One Young World, Board of Trustees, a global forum for young leaders from over 190 countries (since 2011) | |

  38. DIRECTOR NOMINEE BIOGRAPHIES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  39. DIRECTOR NOMINEE BIOGRAPHIES

    | Tony Palmer Independent Mr. Palmer brings to the Board broad-based consumer packaged goods experience and a record of accelerating growth and profitability at leading consumer brands. He also brings expertise in product innovation and marketing, and international operations. | Age: 66 Director Since: October 2025 Committees: Compensation Other Current Public Company Boards: • Brambles Limited (since November 2024) | Key Skills: • CPG Related Industry • Brand Building • Strategic Transactions • Global Business and Emerging Markets • Enterprise Leadership • Human Capital and Sustainability • Digital and Technology | | | Career Highlights One Rock Capital Partners LLC, a private equity firm • Operating Partner (March 2022 to present) TropicSport LLC, a private company that produces a mineral based eco-friendly sunscreen and skin care line • Founder and Chief Executive Officer (2019 to 2022) Kimberly-Clark Corporation, a multinational personal care company • President, Global Brands and Innovation (2012 to 2019) • Chief Marketing Officer (2006 to 2012) Kellogg Company, a multinational food manufacturing company • Managing Director, Kellogg UK and Ireland (2005 to 2006) • President, Natural and Frozen Foods/Warehouse Club (2003 to 2004) • Vice President, Innovation (2003) The Coca-Cola Company, a global beverage company • Regional Director, Australasia (1999 to 2000) • Vice President and Managing Director, Kids Beverages, Minute Maid (1996 to 1999) Other Boards and Experiences The Hershey Company (2011 to May 2025) | |

  40. DIRECTOR NOMINEE BIOGRAPHIES

    | John C. Pope Independent Mr. Pope brings to the Board extensive accounting and financial expertise, as well as valuable leadership, operating, marketing, and international experience. | Age: 76 Director Since: July 2015 Committees: Audit, Compensation, Governance Other Current Public Company Boards: None | Key Skills: • CPG or Related Industry • Strategic Transactions • Financial and Accounting • Global Business and Emerging Markets • Enterprise Leadership • Risk Management • Regulatory and Public Policy | | | Career Highlights Kraft Heinz • Lead Director (January 2021 to January 2026) PFI Group LLC, a financial management firm • Chairman and Chief Executive Officer (since 1994) United Airlines, a U.S.-based airline, and its parent, UAL Corporation • Various executive positions in operations, finance, and marketing (1988 to 1994) Other Boards and Experiences Talgo S.A., a railcar manufacturer (2015 to April 2025) Waste Management, Inc., a provider of waste management services (1997 to May 2024) R. R. Donnelley & Sons Company, a marketing and business communication company (1996 to February 2022) Kraft Foods Group, Inc. (2012 to 2015) Kraft Foods Inc. (now Mondelēz) (2001 to 2012) Con-way, Inc., a multinational freight transportation and logistics company (2003 to 2015) Dollar Thrifty Automotive Group, Inc., a car rental company (1997 to 2012) | |

  41. DIRECTOR NOMINEE BIOGRAPHIES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  42. BOARD MEMBERSHIP CRITERIA

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  43. Robust Director Selection Process

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  44. BOARD LEADERSHIP STRUCTURE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  45. COMMITTEES OF THE BOARD

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  46. COMMITTEES OF THE BOARD

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  47. COMMITTEES OF THE BOARD

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  48. COMMITTEES OF THE BOARD

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  49. DIRECTOR TIME COMMITMENTS POLICY

    DIRECTOR TIME COMMITMENTS POLICY The Board believes that service on the boards of other public companies provides directors with knowledge and experience in governance and leadership that is valuable to Kraft Heinz. The Board also recognizes that public board service requires significant time and effort and that it is critical to the success of the Company that directors have the ability to dedicate sufficient time and attention to their Kraft Heinz Board responsibilities. The Board’s policy, which is included in our Corporate Governance Guidelines:

  50. DIRECTOR TIME COMMITMENTS POLICY

    | • Limits directors’ service on the boards of other public companies to three or, for directors who are chief executive officers of public companies, one (each in addition to Kraft Heinz) • Requires that the Board determine whether simultaneous service on more than two other public company audit committees (in addition to Kraft Heinz) impairs a director’s ability to serve effectively on our Audit Committee • Establishes an expectation that directors consult with the Chair, the Lead Director, and the Chair of the Governance Committee before accepting an offer to serve on another public company board or as a member of the audit committee of another public company • Requires the Governance Committee to take into account the nature and extent of a director’s other commitments when determining whether it is appropriate to nominate that director for re-election • Requires directors’ service on the boards and committees of other organizations to be consistent with our conflict of interest policies | DIRECTOR Maximum of 3 other public company boards | | | PUBLIC COMPANY CEO Maximum of 1 other public company board | | | AUDIT COMMITTEE Maximum of 2 other public company audit committees |

  51. DIRECTOR TIME COMMITMENTS POLICY

    Mr. Cahill currently serves on the audit committee of three other public companies and the Board has determined that such simultaneous service does not impair his ability to effectively serve on the Company’s Audit Committee. In making this determination, the Board considered Mr. Cahill’s exceptional Committee and Board attendance record, his valued contributions to the Audit Committee, and his professional background and significant financial experience as the former CEO of Kraft Foods Group, Inc. and CFO of The Pepsi Bottling Group, Inc. As of March 16, 2026, all directors and director nominees are in compliance with the policy. The Governance Committee reviews our director time commitments policy as part of its annual review of our Corporate Governance Guidelines. We also review the policies of our institutional investors on an ongoing basis and discuss such policies during our investor engagement calls.

  52. DIRECTOR TIME COMMITMENTS POLICY

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  53. DIRECTOR ORIENTATION AND EDUCATION

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  54. ANNUAL BOARD AND COMMITTEE EVALUATIONS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  55. ENTERPRISE RISK MANAGEMENT

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  56. ROLE OF THE BOARD AND COMMITTEES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  57. HUMAN CAPITAL OVERSIGHT

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  58. SUSTAINABILITY GOVERNANCE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  59. RELATED PERSON TRANSACTIONS POLICY

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  60. DIRECTOR COMPENSATION PROGRAM

    DIRECTOR COMPENSATION PROGRAM Our director compensation program includes a combination of cash compensation and an annual grant of deferred stock. The Compensation Committee reviews our director compensation program regularly and recommends changes, if any, to the Board for its approval. For our 2025 fiscal year, our non-employee directors received:

  61. 2025 DIRECTOR COMPENSATION

    2025 DIRECTOR COMPENSATION

  62. 2025 DIRECTOR COMPENSATION

    | 2025 Annual Compensation | | |

  63. 2025 DIRECTOR COMPENSATION

    | 2025 Additional Retainers | | | | Board Chair | $60,000 | CASH* | | | $120,000 | STOCK | | Lead Director | $30,000 | CASH | | Committee Chairs: | | | | Audit | $25,000 | CASH | | Compensation | $20,000 | CASH | | Governance | $20,000 | CASH |

  64. 2025 DIRECTOR COMPENSATION

    If a director serves as Chair of multiple Committees, the director will only receive one additional cash retainer. Directors do not receive meeting fees. * The Chair may elect to receive this cash retainer as equity. Cash retainers are paid on a quarterly basis. In lieu of the annual cash retainer, pursuant to the Amended and Restated Deferred Compensation Plan for Non-Management Directors, directors may elect to receive shares of deferred stock annually payable in arrears. Deferred stock awards are granted effective immediately following each annual meeting of stockholders. Shares of deferred stock are eligible to receive dividends when paid that are accrued and issued at the dividend payment date in the form of dividend equivalent units (“DEUs”). DEUs are subject to the same terms as the original grant of the underlying deferred stock. All deferred stock awards and DEUs accrued are distributed to a director in the form of shares of common stock six months following the date they cease to serve on the Board.

  65. 2026 CHANGES TO DIRECTOR COMPENSATION

    2026 CHANGES TO DIRECTOR COMPENSATION Effective for the 2026 fiscal year, non-employee directors may elect to receive their annual cash retainer and annual stock award as deferred stock or restricted stock units (“RSUs”). Deferred stock awards must be held until the director ceases to serve on the Board (the six month post-separation hold requirement that previously applied has been eliminated). RSU awards are subject to a one-year vesting period. RSU awards, like deferred stock awards, are eligible to receive DEUs.

  66. 2026 CHANGES TO DIRECTOR COMPENSATION

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  67. DIRECTOR STOCK OWNERSHIP GUIDELINES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  68. 2025 DIRECTOR COMPENSATION TABLE

    2025 DIRECTOR COMPENSATION TABLE The table below summarizes the compensation and stock awards paid or granted to our non-employee directors. Mr. Abrams-Rivera, who was our CEO during the 2025 fiscal year, did not receive payment for his service as a director in 2025.

  69. 2025 DIRECTOR COMPENSATION TABLE

    | Name | Fees Earned or Paid in Cash(1) ($) | Stock Awards(2) ($) | All Other Compensation ($) | Total ($) | | Humberto P. Alfonso | 100,000 | 185,014 | — | 285,014 | | John T. Cahill | 116,957 | 185,014 | — | 301,971 | | L. Kevin Cox(3) | 21,467 | — | — | 21,467 | | Lori Dickerson Fouché | 100,000 | 185,014 | — | 285,014 | | Diane Gherson | 110,824 | 185,014 | — | 295,838 | | Mary Lou Kelley(3) | 18,478 | — | — | 18,478 | | Timothy Kenesey(4) | 46,484 | 185,014 | — | 231,498 | | Alicia Knapp(4) | 38,736 | 185,014 | — | 223,750 | | Elio Leoni Sceti | 100,000 | 185,014 | — | 285,014 | | Tony Palmer(3) | 18,478 | — | — | 18,478 | | James Park | 100,000 | 185,014 | — | 285,014 | | Miguel Patricio | 140,000 | 305,042 | 1,599,992(5) | 2,045,034 | | John C. Pope | 155,000 | 185,014 | — | 340,014 | | Debby Soo | 100,000 | 185,014 | — | 285,014 |

  70. 2025 DIRECTOR COMPENSATION TABLE

    (1) Includes the value of retainers earned or paid in cash for 2025, including the value of cash retainers for 2024 deferred to equity pursuant to the Kraft Heinz Deferred Compensation Plan for Non-Management Directors. (2) The amounts shown in this column represent the full grant date fair value of the deferred stock awards granted in 2025, excluding any retainer fees deferred in exchange for shares, as computed in accordance with Financial Accounting Standards Board Accounting Standards Codification (“ASC”) Topic 718 based on the closing price of Kraft Heinz common stock on the grant date ($28.49 on May 8, 2025). The following table summarizes the stock options held by non-employee directors as of December 27, 2025:

  71. 2025 DIRECTOR COMPENSATION TABLE

    | Name | Grant Date | Number of Securities Underlying Unexercised Options Exercisable (#) | Number of Securities Underlying Unexercised Options Unexercisable (#) | Option Exercise Price ($) | Option Expiration Date | | John T. Cahill | 8/16/2019 | 500,000 | — | 25.41 | 8/16/2029 |

  72. 2025 DIRECTOR COMPENSATION TABLE

    (3) Mr. Cox, Ms. Kelley, and Mr. Palmer were appointed to the Board effective October 22, 2025. (4) Mr. Kenesey and Ms. Knapp stepped down from the Board effective May 20, 2025. The amounts shown in this column represent the grant award value and salary Mr. Patricio received related to his appointment as Executive Chair effective September 2, 2025. Mr. Patricio stepped down from his role as Executive Chair effective December 31, 2025.

  73. DIRECTORS AND OFFICERS

    DIRECTORS AND OFFICERS The following table shows the number of shares of our common stock beneficially owned as of March 16, 2026 by each current director, director nominee, and NEO, as well as by all of our current directors and executive officers as a group. There were 1,185,762,305 shares of our common stock issued and outstanding as of March 16, 2026. Unless otherwise indicated, each of the named individuals has, to Kraft Heinz’s knowledge, sole voting and investment power with respect to the shares.

  74. DIRECTORS AND OFFICERS

    | Name of Beneficial Owner | Shares Owned | Shares Acquirable within 60 Days(1) | Deferred Stock(2) | Total | Percentage of Common Stock | | Current Directors | | | | | | | Humberto P. Alfonso | — | — | 22,484 | 22,484 | * | | John T. Cahill | 152,178(3) | 500,000 | 46,756 | 698,934 | * | | Steve Cahillane | 1,541(4) | — | — | 1,541 | * | | L. Kevin Cox | 313(5) | — | — | 313 | * | | Lori Dickerson Fouché | — | — | 25,008 | 25,008 | * | | Diane Gherson | — | — | 15,887 | 15,887 | * | | Mary Lou Kelley | — | — | — | — | * | | Elio Leoni Sceti | 40,000(6) | — | 44,659 | 84,659 | * | | Tony Palmer | — | — | — | — | * | | James Park | 596 | — | 19,368 | 19,964 | * | | Miguel Patricio | 1,202,719(7) | — | 20,375 | 1,223,094 | * | | John C. Pope | 10,098 | — | 60,110 | 70,208 | * | | Debby Soo | — | — | 6,807 | 6,807 | * | | Named Executive Officers (NEOs) | | | | | | | Carlos Abrams-Rivera | 507,065 | 92,747 | — | 599,812 | * | | Andre Maciel | 275,895 | 44,506 | — | 320,401 | * | | Pedro Navio | 121,144 | 119,874 | — | 241,018 | * | | Cory Onell | 72,458 | 3,503 | — | 75,961 | * | | Angel Willis | 4,631 | — | — | 4,631 | * | | Current directors and executive officers as of March 16, 2026 as a group (21 persons) | 2,039,141 | 594,651 | 261,454 | 2,895,246 | * |

  75. DIRECTORS AND OFFICERS

    * Less than 1%. (1) Includes shares issuable upon settlement of RSUs, including related DEUs accrued, that will vest within 60 days of March 16, 2026 and pursuant to stock options exercisable within 60 days of March 16, 2026. (2) Includes related DEUs accrued. For a description of our deferred stock, see Director Compensation—Director Compensation Program. (3) Includes 37,735 shares held indirectly in an irrevocable trust for the benefit of Mr. Cahill’s children, of which Mr. Cahill’s spouse serves as the trustee. (4) Includes 1,541 shares held indirectly in a 401(k) plan by Mr. Cahillane’s spouse. (5) Includes (i) 133 shares held directly in a revocable trust, of which Mr. Cox is the trustee and beneficiary; (ii) 120 shares held indirectly in a revocable trust for the benefit of Mr. Cox’s children, of which Mr. Cox’s spouse serves as the trustee; and (iii) 60 shares held indirectly in an irrevocable trust for the benefit of Mr. Cox’s children, of which Mr. Cox’s spouse serves as the trustee. (6) Includes 40,000 shares owned directly by Elma Investments Ltd., which is wholly owned by Elma Trust. Mr. Leoni Sceti is a beneficiary of Elma Trust. Includes 561,817 shares held indirectly in a revocable trust, of which Mr. Patricio and his spouse are co-trustees and Mr. Patricio, his spouse, and his children are beneficiaries and 558,488 shares held in a grantor retained trust.

  76. DIRECTORS AND OFFICERS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  77. 2025 COMPENSATION HIGHLIGHTS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  78. 2025 COMPENSATION HIGHLIGHTS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  79. COMPENSATION DISCUSSION AND ANALYSIS CONTENTS

    | 46 | Our NEOs | | 47 | Compensation Structure and Goals | | 47 | Compensation Governance Best Practices | | 48 | Total Rewards Philosophy and Objectives | | 49 | Year-Round Executive Compensation-Setting Process | | 52 | 2025 Executive Compensation Program | | 54 | 2025 NEO Compensation Snapshots | | 57 | Base Salary | | 57 | Annual Cash-Based Performance Bonus Plan (PBP) | | 61 | Bonus Investment Plan | | 63 | Annual Equity Awards | | 66 | Benefits and Perquisites | | 66 | Other Compensation Policies and Practices | | 66 | Officer Stock Ownership Guidelines | | 67 | Change in Control Severance Plan | | 67 | Clawback Policy | | 67 | Impact of Tax and Accounting Policies | | 68 | Human Capital and Compensation Committee Report |

  80. COMPENSATION DISCUSSION AND ANALYSIS CONTENTS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  81. OUR NEOS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  82. COMPENSATION GOVERNANCE BEST PRACTICES

    | | WHAT WE DO | | WHAT WE DO NOT DO | | | Proactive year-round engagement with stockholders on executive compensation | | No excessive risk taking that would threaten the reputation or sustainability of Kraft Heinz | | | Strong alignment between pay and performance with robust incentive plan performance goals | | No excise tax gross ups | | | Base pay increases on merit and market alignment | | No guaranteed salary increases or bonuses | | | Rigorous stock ownership requirements to align executives’ interests with stockholders | | No single-trigger change in control provisions | | | Maintain a robust clawback policy | | No hedging transactions, short-selling, or transacting in puts, calls, or other derivatives on Kraft Heinz securities | | | Use double-trigger change in control provisions | | No pledging or holding Kraft Heinz securities in a margin account as collateral for a loan | | | Compensation Committee engages an independent compensation consultant, who performs no other work for the Company, to advise on executive compensation matters | | No non-qualified deferred compensation programs for executives | | | Retain independent consultant to perform risk assessment of executive and broad-based annual compensation programs | | No enhanced benefit programs for executives |

  83. COMPENSATION GOVERNANCE BEST PRACTICES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  84. TOTAL REWARDS PHILOSOPHY AND OBJECTIVES

    | | PAY FOR PERFORMANCE | ✓ | Approximately three-quarters of our executive compensation is at-risk and performance-driven with metrics aligned to our long-term growth strategy and reflecting our strong pay-for-performance philosophy. Kraft Heinz performance is evaluated by: | | | | | (1) | Our performance, including results against short- and long-term growth targets, as approved by the Compensation Committee | | | | | (2) | Total return to our stockholders relative to our peers | | | | | | | | | | | | Charts illustrate mix of performance-driven, at-risk compensation as a percent of target total direct compensation. We consider the Bonus Investment Plan Matching RSUs performance-driven because the match amount is determined based on achievement under the Performance Bonus Plan and at-risk because they remain subject to vesting and their value is subject to the long-term performance of our common stock. | | | | | | * Reflects 2025 compensation for Mr. Abrams-Rivera. | | | | ALIGN WITH STOCKHOLDER INTERESTS | ✓ | Our compensation programs are designed to align our executives’ interests with those of our stockholders. | | | | | ✓ | Approximately three-quarters of our executive compensation is tied to Kraft Heinz performance. | | | | | ✓ | Our stock ownership guidelines strengthen alignment of our executive officers’ interests with those of our stockholders. | | | | DRIVE LONG- TERM PROFITABLE GROWTH | ✓ | We are driven by our Values We dare to do better every day, We own it, and We champion great people. | | | | | ✓ | We reward and invest in attracting, engaging, and retaining world-class talent with the highest potential to drive sustainable, long-term growth and profitability. | | | | RECOGNIZE INDIVIDUAL PERFORMANCE | ✓ | Individual performance consistent with our Values is also taken into consideration. | | | | | ✓ | We recognize and reward demonstrated skills while supporting continued development. | | | | | ✓ | We see non-financial performance metrics, such as our sustainability targets, as a key element of the long-term success of our business and reflective of our external responsibility as global leaders, and we believe they add value for our stockholders and other stakeholders. | |

  85. TOTAL REWARDS PHILOSOPHY AND OBJECTIVES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  86. OCTOBER TO DECEMBER

    OCTOBER TO DECEMBER • Completed risk assessment of compensation programs • Undertook search for Chief Executive Officer successor • Benchmarked compensation programs and pay opportunities versus the compensation and performance peer groups • Reviewed and approved Committee advisor and independence assessment • Reviewed progress against talent, leadership, and culture strategies • Reviewed incentive plan status against established metrics and targets • Reviewed performance measures for inclusion in compensation program design for 2026 • Discussed stockholder engagement efforts and feedback The Compensation Committee oversees our executive compensation program and plans to align them with our strategy, goals, and stockholder interests. In making 2025 compensation decisions, the Compensation Committee considered a number of factors, including:

  87. OCTOBER TO DECEMBER

    | | | | | | | | Compensation programs at peer companies | Kraft Heinz’s performance over the last three years | Our financial plan as part of our growth strategy and long-term outlook | Realized pay from our historical compensation programs | Methods of aligning executive compensation with stockholder returns | Individual responsibilities and performance, leadership, years of experience, and long-term growth potential |

  88. OCTOBER TO DECEMBER

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  89. ROLE OF INDEPENDENT CONSULTANT

    ROLE OF INDEPENDENT CONSULTANT Since 2022, the Compensation Committee has engaged Meridian Compensation Partners LLC (“Meridian”) as its independent compensation consultant. Meridian is hired by and reports directly to the Compensation Committee. Meridian attends meetings and executive sessions of the Committee at which compensation matters are considered and advises and provides guidance and analysis to the Compensation Committee on matters pertaining to executive and non-employee director compensation, including CEO and executive compensation plans and design, executive compensation-related regulatory matters and governance best practices, and competitive market studies. Meridian provides guidance and performs various analyses for the Compensation Committee, including peer group benchmarking and analyses regarding pay and performance alignment, incentive plan performance measures and TSR correlation, and the rigor of performance goals. Meridian does not provide any other services to Kraft Heinz or any of our affiliates and may not be engaged to provide any other services to us without the approval of the Compensation Committee. The Compensation Committee reviews Meridian’s performance periodically and reviews Meridian’s independence under SEC and Nasdaq rules for compensation consultants. The Compensation Committee has concluded that Meridian is independent and has no conflicts of interest relating to its engagement by the Committee.

  90. ROLE OF PEER GROUPS

    ROLE OF PEER GROUPS We continuously review and assess our compensation programs to create alignment with our strategies and philosophy. We believe it is important to understand the compensation programs and practices of companies with which we compete for talent, consumers, and investors. The Compensation Committee uses two peer groups: the compensation peer group is used to benchmark executive compensation and compensation design, and the performance peer group is used to measure our relative performance, including for determining relative performance in our PSU awards. We review the selection criteria and companies in both peer groups regularly. For 2025, the Compensation Committee did not make any changes to the peer groups indicated below.

  91. ROLE OF PEER GROUPS

    | | | | | | | | | | Archer-Daniels-Midland Company | Colgate-Palmolive Company | Kimberly-Clark Corporation | The Procter & Gamble Company | | | | Campbell Soup Company Conagra Brands, Inc. General Mills, Inc. Hormel Foods Corporation | Kellanova* Keurig Dr Pepper Inc. McCormick & Company, Incorporated | Mondelēz International, Inc. PepsiCo, Inc. The Coca-Cola Company | The Hershey Company The J. M. Smucker Company Tyson Foods, Inc. |

  92. ROLE OF PEER GROUPS

    * Kellanova was acquired on December 11, 2025 by Mars, Incorporated. As a result of the acquisition, Kellanova was no longer publicly traded and was removed from the peer group.

  93. COMPENSATION PEER GROUP

    COMPENSATION PEER GROUP The Compensation Committee, in consultation with the compensation consultant, reviews compensation data from the compensation peer group of companies as a reference point to benchmark and evaluate the compensation of our NEOs, including our CEO, and compensation plan designs. The compensation peer group is based on publicly traded, U.S.-based organizations in the Consumer Staples Industry (under the Global Industry Classification Standard (GICS)) with revenue and market capitalization of approximately half to double Kraft Heinz’s net sales. We consider the organizations in this industry to be peers in competition for talent, consumers, and investors.

  94. COMPENSATION PEER GROUP

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  95. PERFORMANCE PEER GROUP

    PERFORMANCE PEER GROUP We established the performance peer group in 2021 with the introduction of our TSR performance metric to compare our long-term incentive compensation to the delivery of results relative to the performance peers, which we consider our performance peer group. We selected a subset of Fast-moving Consumer Goods (FMCG) and Consumer Goods (CG) peers from our compensation peer group for the performance peer group. We view these companies particularly to be impacted by similar external and market factors and to similar degrees as us. We believe measuring our results relative to this performance peer group supports our pay-for-performance philosophy and aligns with stockholder interests.

  96. CONSIDERATION OF SAY-ON-PAY VOTE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  97. 2025 EXECUTIVE COMPENSATION PROGRAM

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  98. 2025 EXECUTIVE COMPENSATION PROGRAM

    | | Element | Performance Metric | Description | Strategy Alignment | | | Base Salary | ― | Ongoing base cash compensation based on the executive officer’s role and responsibilities, individual job performance, experience, and market. | Recruitment and retention Market competitive | | | Performance Bonus Plan (PBP) | PBP Adjusted Operating Income (50%) PBP Organic Net Sales (30%) PBP Free Cash Flow Conversion (20%) | Annual cash incentive with actual cash payouts linked to achievement of key annual Kraft Heinz performance targets and individual performance targets, with equity investment opportunity under our Bonus Investment Plan. | Drive top-tier performance Incentivize and reward performance With Bonus Investment Plan, tie short-term compensation with our long-term strategy and stockholders’ interests | | | Bonus Investment Plan | ― | RSUs awarded to match an employee’s investment of a portion of their PBP payout in Kraft Heinz stock in lieu of cash and vest based upon continued employment. Matching RSUs vest 50% on the second anniversary and 50% on the third anniversary based upon continued employment. | Recruitment and retention Drive top-tier performance Align with stockholders’ interests Long-term value creation | | | PSUs | Three-year relative TSR (40%), three-year Organic Net Sales compound annual growth rate (CAGR) (30%), and three-year cumulative Free Cash Flow (30%) | Linked to achievement of long-term profitability goals, vest subject to continued employment and the achievement of the performance metrics, and may be awarded through an annual award or performance award. | Recruitment and retention Drive top-tier performance Align with stockholders’ interests Long-term value creation Incentivize achievement of specific performance goals and long-term strategy Drive long-term profitable growth | | | RSUs | ― | Vest 75% on the third anniversary and 25% on the fourth anniversary based upon continued employment and may be awarded through an annual award or performance award. | Recruitment and retention Drive top-tier performance Align with stockholders’ interests Long-term value creation | | | Stock Options | We view stock options to be performance-based as their value is tied to Kraft Heinz performance and our stock price. | Generally vest in full after three years based on continued employment and may be awarded through a performance award. | Recruitment and retention Drive top-tier performance Align with stockholders’ interests Link realized value entirely to stock appreciation Drive long-term profitable growth | | | Benefits and Perquisites | ― | We do not offer enhanced benefits or significant perquisites to our NEOs. Limited types of non-wage compensation provided in addition to base salary, short-term incentives, and long-term incentives. | Market competitive |

  99. 2025 EXECUTIVE COMPENSATION PROGRAM

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  100. 2025 NEO COMPENSATION SNAPSHOTS

    | | CARLOS ABRAMS-RIVERA* CEO | TARGET | | | | | | As CEO, Mr. Abrams-Rivera was responsible for managing execution of the Company’s long-term strategy, driving key new business opportunity developments and financial performance, and setting the tone for Company culture, ethics, and compliance. | | | | | | | | | | | BASE SALARY | PERFORMANCE BONUS PLAN | BONUS INVESTMENT PLAN MATCH | ANNUAL EQUITY AWARD | | | | ACTUAL | $1,100,000 | $1,520,310 | $938,344 | $5,950,000 PSUs | | | | | | | | $2,550,000 RSUs | | 2025 CHANGES No compensation changes for Mr. Abrams-Rivera were made for 2025. | | | | | | |

  101. 2025 NEO COMPENSATION SNAPSHOTS

    | | ANDRE MACIEL EVP AND GLOBAL CHIEF FINANCIAL OFFICER | TARGET | | | | | | Mr. Maciel has primary responsibility for management of our financial condition, capital allocation, system of internal controls, financial reporting, investor relations, acquisitions and divestitures, capital market transactions, and information technology. | | | | | | | | | | | BASE SALARY | PERFORMANCE BONUS PLAN | BONUS INVESTMENT PLAN MATCH | ANNUAL EQUITY AWARD | | | | ACTUAL | $725,000 | $725,000 | $421,925 | $3,084,375 PSUs | | | | | | | | $1,321,875 RSUs | | 2025 CHANGES No compensation changes for Mr. Maciel were made for 2025. | | | | | | |

  102. 2025 NEO COMPENSATION SNAPSHOTS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  103. 2025 NEO COMPENSATION SNAPSHOTS

    | | PEDRO NAVIO* EVP AND PRESIDENT, NORTH AMERICA | TARGET | | | | | | Mr. Navio led the Company’s U.S. and Canadian operations, driving business growth through consumer-first marketing, innovation, and people development. | | | | | | | | | | | BASE SALARY | PERFORMANCE BONUS PLAN | BONUS INVESTMENT PLAN MATCH | ANNUAL EQUITY AWARD | | | | ACTUAL | $650,000 | $583,538 | $234,532 | $3,018,750 PSUs | | | | | | | | $1,293,750 RSUs | | 2025 CHANGES The Compensation Committee approved increasing Mr. Navio’s PBP target award opportunity for the annual cash bonus from 175% to 200%, effective February 2, 2025, to better align with market practice. | | | | | | |

  104. 2025 NEO COMPENSATION SNAPSHOTS

    | | CORY ONELL EVP AND CHIEF OMNICHANNEL SALES AND ASIAN EMERGING MARKETS OFFICER | TARGET | | | | | | Mr. Onell is responsible for unlocking growth through distribution channels, as well as leading the Company’s Asia emerging markets strategy, including the Company’s Asia businesses outside of Japan and South Korea. | | | | | | | | | | | BASE SALARY | PERFORMANCE BONUS PLAN | BONUS INVESTMENT PLAN MATCH | ANNUAL EQUITY AWARD | | | | ACTUAL | $575,000 | $257,370 | $159,170 | $1,452,500 PSUs | | | | | | | | $622,500 RSUs | | 2025 CHANGES No compensation changes for Mr. Onell were made for 2025. | | | | | | |

  105. 2025 NEO COMPENSATION SNAPSHOTS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  106. 2025 NEO COMPENSATION SNAPSHOTS

    | | ANGEL WILLIS EVP, GLOBAL GENERAL COUNSEL AND CORPORATE AFFAIRS OFFICER | TARGET | | | | | | Ms. Willis is responsible for leading the Company’s legal and corporate affairs function, including corporate governance and securities, corporate and commercial transactions, regulatory, intellectual property, litigation, labor and employment, and government affairs and communications. | | | | | | | | | | | BASE SALARY | PERFORMANCE BONUS PLAN | BONUS INVESTMENT PLAN MATCH | ANNUAL EQUITY AWARD | | | | ACTUAL | $620,000 | $483,600 | $51,531 | $1,134,000 PSUs | | | | | | | | $486,000 RSUs | | 2025 CHANGES No compensation changes for Ms. Willis were made for 2025. | | | | | | |

  107. 2025 NEO COMPENSATION SNAPSHOTS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  108. ANNUAL CASH-BASED PERFORMANCE BONUS PLAN (PBP)

    ANNUAL CASH-BASED PERFORMANCE BONUS PLAN (PBP) The PBP is designed to motivate and reward employees who contribute positively toward our near-term business strategy and achieve their annual individual performance objectives. To support our continued evolution, in 2025 we made a key change to our bonus plan by introducing the PBP scorecard. The PBP scorecard helps us measure and reward progress towards our annual and long-term business goals and provides a clear and transparent way to track individual and collective performance and ensure we are on track to deliver results. The scorecard is comprised of 50% company performance, 30% entity performance, and 20% team or individual performance. Our Value, We own it, lets us lean into our culture of meritocracy, where every role – regardless of level or function – contributes to our collective success. The formula for determining a PBP participant’s annual bonus payout is:

  109. BASE SALARY

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  110. COMPANY PERFORMANCE

    COMPANY PERFORMANCE We continue to evolve our performance management and Performance Bonus Plan approach to drive profitable growth by creating a stronger link to enterprise value creation and emphasizing greater collaboration. The company performance is comprised of three weighted metrics. Each of these metrics is based upon achievement of the threshold, target, or maximum level for each executive, including our NEOs. For our 2025 fiscal year, the Company used a weighted average of three metrics (PBP Adjusted Operating Income (50%), PBP Organic Net Sales (30%), and PBP Free Cash Flow Conversion (20%)) for our company performance. Each of these metrics can achieve a score that ranges from 50% at threshold, to 100% at target, and 120% at maximum based on achievement against the established targets. Our maximum payout opportunity of 120% is designed to be below market practice (which market practice generally provides for payout up to 200% of target). We believe PBP Adjusted Operating Income, PBP Organic Net Sales, and PBP Free Cash Flow Conversion more clearly reflect key aspects of our performance, including revenue growth, expense control, and efficient use of capital. The Compensation Committee believes these three metrics appropriately reflect our focus on successful management of our core operations—growing our business and driving sustained increases in profit—in turn, aligning the interests of our NEOs with those of our stockholders. PBP Adjusted Operating Income, PBP Organic Net Sales, and PBP Free Cash Flow Conversation are defined below under Company Performance Metrics. For 2025, the Compensation Committee approved the achievement of the three Company Performance metrics as follows:

  111. COMPANY PERFORMANCE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  112. COMPANY PERFORMANCE METRICS

    COMPANY PERFORMANCE METRICS PBP Adjusted Operating Income is defined as net income/(loss)before interest expense, other expense/(income), provision for/(benefit from) income taxes; in addition to these adjustments, we exclude, when they occur, the impact of foreign currency fluctuations by maintaining the exchange rates established in our Annual Operating Plan (“AOP”), restructuring activities, deal costs, separation costs, unrealized gains/(losses) on commodity hedges, impairment losses, and certain non-ordinary course legal and regulatory matters. In cases where zone achievement is 100% or lower, we adjust for higher or lower incentive compensation compared with what we established in our AOP. PBP Organic Net Sales is defined as total external revenue minus discounts and allowances. It also excludes, when they occur, the impact of foreign currency fluctuations by maintaining the exchange rates established in our AOP. PBP Free Cash Flow Conversion is defined as Free Cash Flow divided by Adjusted Net Income/(Loss). Free Cash Flow is defined as net cash provided by/(used for) operating activities less capital expenditures. It excludes, where they occur, the impact of foreign currency by maintaining the exchange rates established in our AOP. We may adjust the threshold, target, and maximum metrics to incorporate the impact of acquisitions and divestitures.

  113. INDIVIDUAL PERFORMANCE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  114. INDIVIDUAL PERFORMANCE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  115. INDIVIDUAL PERFORMANCE

    | | • | Generate Long- Term Sustainable Growth | – | Achievement of North America Onmichannel objectives | 5 | | | | | | – | Achievement of Geo Whitespace objectives | 10 | | | | • | Strategic Priority Focus on Sales Excellence | – | Achievement in global sales excellence objectives | 5 | | | Ms. Willis | • | Deliver Kraft Heinz Financial Results | – | Achievement of PBP Adjusted Operating Income, PBP Organic Net Sales, and PBP Free Cash Flow Conversion | 50 | 52.00% | | | • | Deliver Kraft Heinz Profitability | – | Achievement of global PBP Adjusted Gross Margin Percent | 10 | | | | • | Generate Long- Term Sustainable Growth | – | Achievement of portfolio transformation objectives | 10 | | | | • | Strategic Priorities | – | Achievement of key legal initiatives | 10 | | | | | | – | Achievement of risk management excellence objectives | 10 | | | | | | – | Achievement of key communications evolution objectives | 10 | |

  116. PBP PAYOUT EARNED

    PBP PAYOUT EARNED In our 2025 fiscal year, the Compensation Committee approved the following PBP payouts earned for each of our NEOs:

  117. PBP PAYOUT EARNED

    | Name | Base Salary for PBP Calculation ($) | Target Award Opportunity (%) | Total PBP Scorecard Achievement (%) | PBP Payout Earned(a) ($) | | Mr. Abrams-Rivera | 1,100,000 | 300% | 46.07% | 1,520,310 | | Mr. Maciel | 725,000 | 200% | 50.00% | 725,000 | | Mr. Navio | 650,000 | 200% | 45.36% | 583,538 | | Mr. Onell | 575,000 | 150% | 29.84% | 257,370 | | Ms. Willis | 620,000 | 150% | 52.00% | 483,600 |

  118. PBP PAYOUT EARNED

    (a) Payout calculations are interpolated between minimum, target, and maximum.

  119. BONUS INVESTMENT PLAN

    BONUS INVESTMENT PLAN As part of our commitment to fostering an ownership mentality and to align employees’ interests with stockholders’ interests and drive stockholder value, we offer certain employees, including our NEOs, the opportunity to participate in our voluntary, annual Bonus Investment Plan. Our Bonus Investment Plan plays an important role in aligning our employees’ goals with our stockholders, and, through the equity match feature, tying short-term compensation with our long-term growth and strategy. It also operates as an employee retention tool since participants must hold their purchased shares for the three-year vesting period of the matching shares. This unique program is designed to drive performance and aligns with our belief in meritocracy and commitment to offering competitive compensation. There are two key components under the plan; (1) Employee Investment: eligible employees can invest a portion of their earned annual PBP bonus toward the purchase of shares of Company stock (“Investment Shares”) and (2) Company Match: the Company will then grant a matching contribution in the form of Restricted Stock Units (“Matching RSUs”).

  120. EMPLOYEE INVESTMENT

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  121. COMPANY MATCH

    COMPANY MATCH The number of Matching RSUs a participant receives is calculated as the product of the participant’s gross PBP payout earned, the participant’s election percentage (35% for our NEOs), and a multiplier that is associated with the participant’s level in the organization, divided by the closing price of our stock on the plan effective date: The Matching RSUs will cliff vest 50% on the second anniversary of the grant date and 50% on the third anniversary of the grant date, subject to the employee’s continued employment with Kraft Heinz and the retention of the Investment Shares as described below. Matching RSUs are eligible to receive dividends when paid that are accrued and issued at the dividend payment date in the form of DEUs. DEUs are subject to the same terms as the original grant of the underlying Matching RSUs. If a participant sells or otherwise transfers Investment Shares before the related Matching RSUs are vested, he, she, or they will immediately forfeit: • if 50% or less of the Investment Shares are sold or transferred, an amount of Matching RSUs and accrued DEUs equal to two times the percentage of Investment Shares sold or transferred • if more than 50% of the Investment Shares are sold or transferred, 100% of the Matching RSUs and accrued DEUs In 2025, our eligible NEOs participated in the Bonus Investment Plan as follows, based on 2024 PBP payouts earned:

  122. COMPANY MATCH

    | Name | Investment Amount ($) | Investment Shares (#) | Matching RSUs (#) | | Mr. Abrams-Rivera | 281,519 | 9,167 | 30,555 | | Mr. Maciel | 126,587 | 4,122 | 13,739 | | Mr. Navio | 70,387 | 2,292 | 7,637 | | Mr. Onell | 47,785 | 1,556 | 5,183 | | Ms. Willis | 15,478 | 504 | 1,678 |

  123. COMPANY MATCH

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  124. ANNUAL EQUITY AWARDS

    ANNUAL EQUITY AWARDS Our long-term incentive programs, including annual equity awards and the Bonus Investment Plan, play an important role in our total reward and recognition strategy enabling our pay-for-performance philosophy and our ownership and meritocracy culture. The Compensation Committee believes that PSUs and RSUs incentivize long-term performance and provide additional alignment between the NEOs’ interests and those of our stockholders, while also providing a significant retention incentive, because the underlying value of the awards is tied to our stock price and the performance of the Company. In March 2025, in order to further retain, engage, and motivate top talent and align the interests of management with those of our stockholders, we issued PSUs and RSUs to employees at the Director level and above, including each of our NEOs. The equity award was granted using a mix of 70% PSUs and 30% RSUs, which vest 75% on the third anniversary and 25% on the fourth anniversary of the grant date. To define the size of an individual total annual equity award we take into consideration an NEO’s individual performance, relevant market data, and the NEO’s total direct compensation opportunity (including base salary, PBP, Bonus Investment Plan Matching RSUs, assuming the NEO will elect to participate in the program, and the baseline equity award, which is determined by the NEO’s job level and their annual base salary).

  125. ANNUAL EQUITY AWARDS

    | Name | PSU Award At Target ($) | RSU Award ($) | Total Annual Award At Target(a) ($) | | Mr. Abrams-Rivera | 5,950,000 | 2,550,000 | 8,500,000 | | Mr. Maciel | 3,084,375 | 1,321,875 | 4,406,250 | | Mr. Navio | 3,018,750 | 1,293,750 | 4,312,500 | | Mr. Onell | 1,452,500 | 622,500 | 2,075,000 | | Ms. Willis | 1,134,000 | 486,000 | 1,620,000 |

  126. ANNUAL EQUITY AWARDS

    (a) Under The Kraft Heinz Company 2020 Omnibus Incentive Plan and related award agreements, (i) performance share units granted less than 24 months prior to an executive’s separation date are forfeited in full and (ii) restricted stock units granted less than 12 months prior to an executive's separation date are forfeited in full.

  127. PSUs

    PSUs The number of PSUs that will vest will be based on a performance period from December 29, 2024, the first day of our 2025 fiscal year, through December 25, 2027, the last day of our 2027 fiscal year, for achievement against the below metrics:

  128. PSUs

    | Weight | Measure | Payout | | 40% | 3-year average annual Company Total Shareholder Return (TSR) performance relative to the performance peer group | Threshold: 25% Target: 100% Maximum: 150% | | 30% | 3-year Organic Net Sales compound annual growth rate (CAGR) | Threshold: 25% Target: 100% Maximum: 150% | | 30% | 3-year Cumulative Free Cash Flow | Threshold: 25% Target: 100% Maximum: 150% |

  129. PSUs

    Our maximum performance opportunity of 150% is designed to be below market practice (which market practice generally provides for payout up to 200% of target) in recognition of the notional values of the PSU award and the targets relative to market median.

  130. PSUs

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  131. PSUs

    The Company will compare achieved TSR over the performance period versus the companies identified in the performance peer group described above using the following calculation. We calculate TSR using average stock price and dividends paid in (i) the last three fiscal months at end of the assessed period and (ii) three fiscal months in the period immediately preceding the beginning of assessed period. The relative TSR achieved performance and the respective number of PSUs earned is based upon the Company’s relative rank among the peer companies at the end of the performance period, calculated on a linear basis.

  132. PSUs

    | Relative Rank | 80th Percentile | 60th Percentile(a) | 25th Percentile | Below 25th Percentile | | Percent of Granted PSUs Earned | 150% | 100% | 25% | 0% |

  133. PSUs

    (a) TSR achievement capped at target in the event of a negative TSR result at the end of the performance period. In 2025, select employees critical to delivering the long-term strategy, including the NEOs, were awarded a higher maximum opportunity to increase focus on baseline plan financial metrics and incentivize extraordinary performance above expectations. Recipients are eligible to earn an additional one-time award of shares if the Company achieves above 100% on Free Cash Flow, equal/above 40th percentile on relative TSR, and above a predefined absolute stock price, for a maximum award opportunity of 450% of the target PSUs awarded. Payout of this one-time award is subject to achievement and a total 5-year vesting period (including a 3-year performance period and an additional two year vesting window). There will be no additional funding if the Company does not achieve 100% of its baseline financial goals.

  134. RSUs

    RSUs RSUs are eligible to receive dividends when paid that are accrued and issued at the dividend payment date in the form of DEUs. DEUs are subject to the same terms as the original grant of the underlying RSUs.

  135. RSUs

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  136. PSU PERFORMANCE

    PSU PERFORMANCE

  137. 2023 PSU PERFORMANCE CONDITIONS CERTIFIED

    2023 PSU PERFORMANCE CONDITIONS CERTIFIED The number of PSUs earned under the grants made on March 1, 2023 (the “2023 PSUs”) were based on achievement of relative TSR (40%), Organic Net Sales CAGR (30%), and Cumulative Free Cash Flow (30%) targets over a three-year performance period. The Company compared achieved TSR over the performance period versus the companies identified in the performance peer group. In February 2026, the Compensation Committee certified that the performance conditions for the 2023 PSUs had been met as follows. The 2023 PSUs earned vested 75% on March 1, 2026, and will vest 25% on March 1, 2027, subject to continued service through such date.

  138. 2023 PSU PERFORMANCE CONDITIONS CERTIFIED

    | Performance Indicator | Achievement Against Target | PSUs Earned | | TSR relative rank versus 2023 performance peer group (40%) | 42.9% | 17.2% | | Organic Net Sales CAGR (30%) | 0% | 0% | | Cumulative Free Cash Flow (30%) | 147.8% | 44.3% | | Total PSUs Earned | | 61.5% |

  139. 2024 AND 2025 PSU PERFORMANCE STATUS

    2024 AND 2025 PSU PERFORMANCE STATUS The number of PSUs earned under the grants made on March 1, 2024 (the “2024 PSUs”) and March 1, 2025 (the “2025 PSUs”) will be based on achievement of relative TSR (40%), Organic Net Sales CAGR (30%), and Cumulative Free Cash Flow (30%) targets over a three-year performance period. The Company will compare achieved TSR over the performance period versus the companies identified in the performance peer group. The levels of TSR performance for the awards, calculated based upon an ending date of December 27, 2025, were:

  140. 2024 AND 2025 PSU PERFORMANCE STATUS

    | Relative TSR Rank Percent PSUs earned | 80th Percentile 150% | 60th Percentile 100% | 25th Percentile 25% | | 2024 PSUs | | | | | Performance Period: | | | | | January 2024- December 2026 | | | |

  141. 2024 AND 2025 PSU PERFORMANCE STATUS

    | Relative TSR Rank Percent PSUs earned | 80th Percentile 150% | 60th Percentile 100% | 25th Percentile 25% | | 2025 PSUs | | | | | Performance Period: | | | | | January 2025- December 2027 | | | |

  142. 2024 AND 2025 PSU PERFORMANCE STATUS

    Achievement below the 25th percentile results in no earned PSUs. The percent of PSUs earned for achievement above the 80th percentile is capped at 150%.

  143. TIMING OF EQUITY AWARDS

    TIMING OF EQUITY AWARDS The Company has a practice of granting annual equity awards to eligible employees, including NEOs, which may include PSUs, stock options and time-based RSUs, typically in the first quarter of each year. Interim equity grants, such as grants made to new hires, are generally made at the time of the next annual grant, although these practices may in the future be varied. During 2025, the Compensation Committee did not consider material nonpublic information when determining the timing or terms of equity awards for the NEOs, and the Company did not time the disclosure of material nonpublic information for the purpose of affecting the value of executive compensation. The Compensation Committee did not grant stock options to any NEO in 2025.

  144. TIMING OF EQUITY AWARDS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  145. RETENTION EQUITY AWARDS

    RETENTION EQUITY AWARDS In September 2025, in connection with the announcement of the proposed separation, in order to retain, engage, and motivate top talent working on the transaction, we issued retention equity awards to key employees, including some of our NEOs. The retention equity award consisted of 100% RSUs, which vest 100% on the 18-month anniversary of the grant date.

  146. RETENTION EQUITY AWARDS

    | Name | Total Award(a) ($) | | Mr. Maciel | 1,449,992 | | Mr. Navio | 650,009 | | Mr. Onell | 575,009 | | Ms. Willis | 930,001 |

  147. RETENTION EQUITY AWARDS

    (a) Under The Kraft Heinz Company 2020 Omnibus Incentive Plan and related award agreements, restricted stock units granted less than 12 months prior to an executive’s separation date are forfeited in full.

  148. OFFICER STOCK OWNERSHIP GUIDELINES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  149. CHANGE IN CONTROL SEVERANCE PLAN

    CHANGE IN CONTROL SEVERANCE PLAN We maintain The Kraft Heinz Company Change in Control Severance Plan (the “CIC Plan”) to better align the Company’s benefits plans to be more consistent with peers and market practice. Under the CIC Plan, executive officers, including the CEO, and certain other senior-level employees who experience a qualifying termination in connection with a change in control, as defined under the CIC Plan, in the three months prior to, or the 24 months following, a change in control will be eligible to receive severance payments and benefits as follows: • Severance pay equal to two times the sum of annual base salary and target PBP payout for the CEO and one-and-a-half times the sum of annual base salary and target PBP payout for the other executive officers and certain other senior-level employees; • PBP payout for the current year at target and prorated for service; • Health and welfare benefits continued for 24 months following the qualifying termination for the CEO and 18 months following the qualifying termination for our other executive officers and certain other senior-level employees, as defined by the CIC Plan; • Outplacement services to assist covered employees with their transition to new employment; and • Vesting (including acceleration of vesting) of outstanding equity awards in accordance with the applicable award agreement and plan. Change in control is defined under the CIC Plan as (i) any change in beneficial ownership of more than 50% of the combined voting power of the Company’s outstanding stock is acquired by a person or company, directly or indirectly, (ii) as result of a merger or consolidation, (iii) a change in the majority of the Board over a defined period, or (iv) sale or transfer of substantially all assets, or complete liquidation of the company. In order to receive severance payments and benefits under the CIC Plan, recipients must agree to a non-revocable release of claims and continued compliance with restrictive covenants including non-competition and non-solicitation obligations that run for a number of months following termination of employment equal to the number of months used in the calculation of severance pay.

  150. CLAWBACK POLICY

    CLAWBACK POLICY We maintain a clawback policy that applies to our employees (including our NEOs and other executive officers). Effective October 2, 2023, the clawback policy was updated to include mandatory recoupment of excess incentive-based compensation received by a covered executive (including the NEOs) on or after October 2, 2023 in the event of a restatement of the Company’s financial statements due to material non-compliance with any financial reporting requirement under federal securities laws, as required by Nasdaq listing standards implementing Exchange Act Rule 10D-1. In addition, under the policy, in certain circumstances, including misconduct, stock options, PSUs, RSUs (including Matching RSUs), payments under the PBP and similar short-term incentive bonus plans, and any proceeds or other benefits an NEO may receive may be subject to forfeiture and/or repayment to us at the discretion of the Compensation Committee or to the extent required by applicable laws or rules. Further, if an NEO receives any amount in excess of what he, she, or they should have received under the terms of any award for any reason (including without limitation by reason of a financial restatement, mistake in calculations, or administrative error), all as determined by the Compensation Committee, then such NEO may be required to promptly repay any such excess amount to us, at the discretion of the Compensation Committee.

  151. IMPACT OF TAX AND ACCOUNTING POLICIES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  152. HUMAN CAPITAL AND COMPENSATION COMMITTEE REPORT

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  153. SUMMARY COMPENSATION TABLE

    SUMMARY COMPENSATION TABLE

  154. SUMMARY COMPENSATION TABLE

    | Name and Principal Position | Year | Salary ($) | Bonus ($) | Stock Awards(1)(2) ($) | Option Awards(1) ($) | Non-Equity Incentive Plan Compensation(3) ($) | Change in Pension Value and Nonqualified Deferred Compensation Earnings ($) | All Other Compensation(5) ($) | Total Compensation ($) | | Carlos Abrams-Rivera | 2025 | 1,100,000 | — | 8,102,609 | — | 1,520,310 | — | 25,891 | 10,748,810 | | Chief Executive Officer | 2024 | 1,100,000 | — | 6,533,365 | — | 1,340,495 | — | 25,524 | 8,999,384 | | | 2023 | 800,000 | — | 5,155,982 | — | 2,257,373 | — | 488,026 | 8,701,381 | | Andre Maciel | 2025 | 725,000 | — | 5,585,731 | — | 725,000 | — | 28,215 | 7,063,946 | | EVP and Global Chief Financial Officer | 2024 | 725,000 | — | 4,246,487 | — | 602,783 | — | 87,281 | 5,661,551 | | | 2023 | 713,462 | — | 3,736,930 | — | 1,466,974 | — | 363,103 | 6,280,469 | | Pedro Navio | 2025 | 650,000 | — | 4,519,387 | — | 583,538 | — | 168,688 | 5,921,613 | | EVP and President, North America | 2024 | 647,596 | 80,000 | 3,543,036 | — | 335,064 | — | 364,983 | 4,970,679 | | Cory Onell | 2025 | 575,000 | — | 2,483,158 | — | 257,370 | — | 25,288 | 3,340,816 | | EVP and Chief Omnichannel Sales and Asian Emerging Markets Officer | 2024 | 573,881 | — | 2,155,686 | — | 227,424 | — | 24,930 | 2,981,921 | | Angel Willis | 2025 | 620,000 | 250,000(4) | 2,346,983 | — | 483,600 | — | 141,888 | 3,842,471 | | EVP, Global General Counsel and Corporate Affairs Officer | | | | | | | | | |

  155. SUMMARY COMPENSATION TABLE

    (1) The amounts shown in this column include the aggregate grant date fair value, computed in accordance with ASC Topic 718, of Matching RSUs, PSUs, RSUs (all Stock Awards), and stock options (Option Awards), as applicable. For a discussion of the assumptions made in the valuation of these awards, see Note 11, Employees’ Stock Incentive Plans, under Item 8, Notes to Consolidated Financial Statements in our 2025 Annual Report. For a discussion of the terms applicable to the Matching RSUs, PSUs, RSUs, and stock options, as well as vesting, forfeiture, and other terms, see above under — Compensation Discussion and Analysis—2025 Executive Compensation Program. (2) The amounts reported for stock awards represent the aggregate grant date fair value of stock awards in accordance with the accounting guidance on share-based payments. For a discussion of the assumptions and methodologies used in calculating the grant date fair value of these awards, see Note 11, Employees’ Stock Incentive Plans, under Item 8, Notes to Consolidated Financial Statements in our 2025 Annual Report. For 2025, the amounts reported in this column represent the grant date fair value of PSU awards. The maximum grant recipients may earn is up to 150% of the target number of PSUs granted. In 2025, for certain PSUs granted to specified employees, recipients will be eligible to earn an additional one-time award of shares if the Company delivers above 100% of aggregate financial metrics, additional detail included in Grants of Plan Based Awards table and footnotes. The maximum for Mr. Abrams-Rivera is $15,157,033; Mr. Maciel is $7,857,133; for Mr. Navio is $7,690,034; for Mr. Onell is $3,700,134; for Ms. Willis is $2,888,808. (3) The 2025 amounts shown in this column reflect compensation earned for 2025 performance under our PBP. The bonuses were paid to each NEO in the first quarter of 2026 in cash or shares of stock pursuant to our Bonus Investment Plan. (4) The amount shown in this column includes the final payment of a hiring bonus for Ms. Willis. (5) The following table sets forth a detailed breakdown of the items that comprise “All Other Compensation” for 2025:

  156. SUMMARY COMPENSATION TABLE

    | Year | Matching Contribution to Kraft Heinz 401(k) ($) | Insurance Coverage(a) ($) | Relocation Expenses ($) | Commuting Expenses ($) | Tax Support and Payments ($) | Total ($) | | Mr. Abrams-Rivera | 24,500 | 1,391 | — | — | — | 25,891 | | Mr. Maciel | 24,500 | 994 | — | — | 2,721 | 28,215 | | Mr. Navio | 11,500 | 891 | — | — | 156,297 | 168,688 | | Mr. Onell | 24,500 | 788 | — | — | — | 25,288 | | Ms. Willis | 22,727 | 850 | 100,000 | 18,311 | — | 141,888 |

  157. SUMMARY COMPENSATION TABLE

    (a) Reflects basic life and accidental death and dismemberment insurance coverages.

  158. SUMMARY COMPENSATION TABLE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  159. GRANTS OF PLAN-BASED AWARDS

    GRANTS OF PLAN-BASED AWARDS The following table sets forth information regarding the grant of plan-based awards for each of the NEOs in our 2025 fiscal year.

  160. GRANTS OF PLAN-BASED AWARDS

    | | | | Estimated Future Payouts Under Non-Equity Incentive Plan Awards | | | Estimated Future Payouts Under Equity Incentive Plan Awards | | | All Other Stock Awards: Number of Shares of Stock | All Other Option Awards: Number of Securities Underlying | Exercise Price of Option | Grant Date Fair Value of Stock and Option | | Name | Grant Date | Grant Type | Threshold ($) | Target ($) | Maximum ($) | Threshold (#) | Target (#) | Maximum (#) | or Units (#) | Options (#) | Awards ($/Share) | Awards ($) | | Mr. Abrams Rivera | | PBP(1) | 1,650,000 | 3,300,000 | 3,630,000 | | | | | | | | | | 3/01/2025 | Matching RSUs | | | | | | | 30,555 | | | 938,344 | | | 3/01/2025 | PSUs(2) | | | | 48,437 | 193,746 | 871,871 | | | | 4,614,229 | | | 3/01/2025 | RSUs | | | | | | | 83,036 | | | 2,550,036 | | Mr. Maciel | | PBP(1) | 725,000 | 1,450,000 | 1,595,000 | | | | | | | | | | 3/01/2025 | Matching RSUs | | | | | | | 13,739 | | | 421,925 | | | 3/01/2025 | PSUs(2) | | | | 25,109 | 100,436 | 451,962 | | | | 2,391,934 | | | 3/01/2025 | RSUs | | | | | | | 43,044 | | | 1,321,881 | | | 9/03/2025 | Retention RSUs(3) | | | | | | | 53,843 | | | 1,449,992 | | Mr. Navio | | PBP(1) | 650,000 | 1,300,000 | 1,430,000 | | | | | | | | | | 3/01/2025 | Matching RSUs | | | | | | | 7,637 | | | 234,532 | | | 3/01/2025 | PSUs(2) | | | | 24,575 | 98,300 | 442,350 | | | | 2,341,064 | | | 3/01/2025 | RSUs | | | | | | | 42,129 | | | 1,293,782 | | | 9/03/2025 | Retention RSUs(3) | | | | | | | 24,137 | | | 650,009 | | Mr. Onell | | PBP(1) | 431,250 | 862,500 | 948,750 | | | | | | | | | | 3/01/2025 | Matching RSUs | | | | | | | 5,183 | | | 159,170 | | | 3/01/2025 | PSUs(2) | | | | 11,825 | 47,298 | 212,841 | | | | 1,126,426 | | | 3/01/2025 | RSUs | | | | | | | 20,272 | | | 622,553 | | | 9/03/2025 | Retention RSUs(3) | | | | | | | 21,352 | | | 575,009 | | Ms. Willis | | PBP(1) | 465,000 | 930,000 | 1,023,000 | | | | | | | | | | 3/01/2025 | Matching RSUs | | | | | | | 1,678 | | | 51,531 | | | 3/01/2025 | PSUs(2) | | | | 9,232 | 36,927 | 166,172 | | | | 879,435 | | | 3/01/2025 | RSUs | | | | | | | 15,826 | | | 486,016 | | | 9/03/2025 | Retention RSUs(3) | | | | | | | 34,534 | | | 930,001 |

  161. GRANTS OF PLAN-BASED AWARDS

    (1) Payments are based on achievement of individual and financial performance goals. The company performance metric was calculated based upon PBP Adjusted Operating Income, PBP Organic Net Sales, and PBP Free Cash Flow Conversion for 2025 PBP awards, which has a Threshold payout level of 50%, and Maximum payout level of 120%. Threshold amounts also reflect a minimum individual performance score of 10%, while Target amounts reflect an individual performance score of 100%, and Maximum amounts reflect a company performance score of 120% and an entity and individual performance score of 100%. Annual incentive award payments were made in cash to each NEO after the end of 2025 based on actual results achieved. Actual amounts earned are reflected in the Summary Compensation Table. (2) Granted under the 2020 Omnibus Incentive Plan. The performance metric was approved by the Compensation Committee on February 4, 2025. The Target number of shares shown in the table reflects the number of shares of common stock that will be earned if each of the performance metrics are achieved at target levels by December 25, 2027. Actual shares awarded will vest 75% on the third anniversary of the grant date and the final 25% will vest on the fourth anniversary of the grant date. The performance target is based on achievement of relative TSR (40%), Organic Net Sales CAGR (30%), and Cumulative Free Cash Flow (30%) targets over a three-year performance period. The Company will compare achieved TSR over the performance period versus the 13 companies identified in the performance peer group. Dividends are not earned on the PSUs. (3) In September 2025, in connection with the announcement of the proposed separation, in order to retain, engage, and motivate top talent working on the transaction, we issued equity retention awards to key employees, including some of our NEOs. The equity retention award consisted of 100% RSUs, which vest 100% on the 18-month anniversary of the grant date. In 2025, for certain PSUs granted to specified employees critical to delivering the long-term strategy, including the NEOs, to increase focus on baseline plan financial metrics and incentivize extraordinary performance above expectations, recipients will be eligible to earn an additional one-time award of shares if the Company delivers above 100% of aggregate financial metrics, relative TSR at or above median, and a predefined absolute TSR target, for a maximum additional award opportunity of up to 300% of target. Payout of this one-time award is subject to achievement and a total 5-year vesting period (including a 3-year performance period and an additional two year vesting window). There will be no additional funding if the Company does not achieve 100% of aggregate of its baseline financial goals.

  162. GRANTS OF PLAN-BASED AWARDS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  163. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END The following table sets forth each NEO’s outstanding equity awards as of the end of our 2025 fiscal year.

  164. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | | | | Option Awards | | | Stock Awards | | | | | | Name | Grant Date | Grant Type | Number of Securities Underlying Unexercised Options Exercisable (#) | Number of Securities Underlying Unexercised Options Unexercisable (#) | Option Exercise Price ($) | Option Expiration Date | Number of Shares or Units of Stock That Have Not Vested (#) | Market Value of Shares or Units of Stock That Have Not Vested(1) ($) | Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#) | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested(1) ($) | | Mr. | 3/1/2025 | Matching RSUs | | | | | 32,455(2) | 783,139 | | | | Abrams-Rivera | 3/1/2025 | PSUs | | | | | | | 193,749(3) | 4,675,163 | | | 3/1/2025 | RSUs | | | | | 88,198(4) | 2,128,218 | | | | | 3/1/2024 | Matching RSUs | | | | | 50,092(2) | 1,208,720 | | | | | 3/1/2024 | PSUs | | | | | | | 112,084(5) | 2,704,587 | | | 3/1/2024 | RSUs | | | | | 53,496(6) | 1,290,858 | | | | | 3/1/2023 | Matching RSUs | | | | | 32,480(2) | 783,742 | | | | | 3/1/2023 | PSUs | | | | | | | 82,033(7) | 1,979,456 | | | 3/1/2023 | RSUs | | | | | 40,917(8) | 302,807 | | | | | 3/1/2022 | PSUs | | | | | | | 7,756(9) | 187,152 | | | 3/1/2022 | RSUs | | | | | 11,817(10) | 285,144 | | | | | 3/1/2022 | Stock Options | 5,171 | | 38.68 | 3/1/2032 | | | | | | | 3/1/2021 | Stock Options | 5,393 | | 37.09 | 3/1/2031 | | | | | | | 6/1/2020 | Stock Options | 82,183 | | 30.42 | 6/1/2030 | | | | | | Mr. Maciel | 3/1/2025 | Matching RSUs | | | | | 14,593(2) | 352,129 | | | | | 3/1/2025 | PSUs | | | | | | | 100,436(3) | 2,423,521 | | | 3/1/2025 | RSUs | | | | | 45,720(4) | 1,103,224 | | | | | 9/3/2025 | Retention RSUs | | | | | 55,576(11) | 1,341,049 | | | | | 3/1/2024 | Matching RSUs | | | | | 32,551(2) | 785,456 | | | | | 3/1/2024 | PSUs | | | | | | | 72,855(5) | 1,757,991 | | | 3/1/2024 | RSUs | | | | | 34,772(6) | 839,048 | | | | | 3/1/2023 | Matching RSUs | | | | | 19,556(2) | 471,886 | | | | | 3/1/2023 | PSUs | | | | | | | 62,094(7) | 1,498,328 | | | 3/1/2023 | RSUs | | | | | 30,972(8) | 747,354 | | | | | 3/1/2022 | PSUs | | | | | | | 3,878(9) | 93,576 | | | 3/1/2022 | RSUs | | | | | 6,278(10) | 151,488 | | | | | 3/1/2022 | Stock Options | 2,586 | | 38.68 | 3/1/2032 | | | | | | | 3/1/2021 | Stock Options | 2,562 | | 37.09 | 3/1/2031 | | | | | | | 8/16/2019 | Stock Options | 39,355 | | 25.41 | 8/16/2029 | | | | | | | 3/1/2016 | Stock Options | 19,315 | | 77.66 | 3/1/2026 | | | | |

  165. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  166. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | | | | Option Awards | | | | Stock Awards | | | | | | Name | Grant Date | Grant Type | Number of Securities Underlying Unexercised Options Exercisable (#) | Number of Securities Underlying Unexercised Options Unexercisable (#) | Option Exercise Price ($) | Option Expiration Date | Number of Shares or Units of Stock That Have Not Vested (#) | Market Value of Shares or Units of Stock That Have Not Vested(1) ($) | Equity Incentive Plan Awards: Number of Unearned Shares, Units or Other Rights That Have Not Vested (#) | | Equity Incentive Plan Awards: Market or Payout Value of Unearned Shares, Units or Other Rights That Have Not Vested(1) ($) | | Mr. Navio | 3/1/2025 | Matching RSUs | | | | | 8,112(2) | 195,743 | | | | | | 3/1/2025 | PSUs | | | | | | | 98,300 | (3) | 2,371,979 | | | 3/1/2025 | RSUs | | | | | 44,749(4) | 1,079,793 | | | | | | 9/3/2025 | Retention RSUs | | | | | 24,914(11) | 601,175 | | | | | | 3/1/2024 | Matching RSUs | | | | | 19,848(2) | 478,932 | | | | | | 3/1/2024 | PSUs | | | | | | | 66,005 | (5) | 1,592,701 | | | 3/1/2024 | RSUs | | | | | 31,504(6) | 760,192 | | | | | | 3/1/2023 | Matching RSUs | | | | | 11,888(2) | 286,857 | | | | | | 3/1/2023 | PSUs | | | | | | | 34,180 | (7) | 824,763 | | | 3/1/2023 | RSUs | | | | | 17,050(8) | 411,417 | | | | | | 3/1/2022 | PSUs | | | | | | | 2,908 | (9) | 70,170 | | | 3/1/2022 | RSUs | | | | | 4,706(10) | 113,556 | | | | | | 3/1/2022 | Stock Options | 1,939 | | 38.68 | 3/1/2032 | | | | | | | | 3/1/2022 | Stock Options | 64,633 | | 38.68 | 3/1/2032 | | | | | | | | 3/1/2021 | Stock Options | 977 | | 37.09 | 3/1/2031 | | | | | | | | 3/1/2018 | Stock Options | 52,325 | | 66.89 | 3/1/2028 | | | | | | | Mr. Onell | 3/1/2025 | Matching RSUs | | | | | 5,506(2) | 132,860 | | | | | | 3/1/2025 | PSUs | | | | | | | 47,298 | (3) | 1,141,301 | | | 3/1/2025 | RSUs | | | | | 21,532(4) | 519,567 | | | | | | 9/3/2025 | Retention RSUs | | | | | 22,039(11) | 531,801 | | | | | | 3/1/2024 | Matching RSUs | | | | | 17,392(2) | 419,669 | | | | | | 3/1/2024 | PSUs | | | | | | | 36,366 | (5) | 877,512 | | | 3/1/2024 | RSUs | | | | | 17,357(6) | 418,824 | | | | | | 3/1/2023 | Matching RSUs | | | | | 11,801(2) | 284,758 | | | | | | 3/1/2023 | PSUs | | | | | | | 33,948 | # | 819,165 | | | 3/1/2023 | RSUs | | | | | 16,935(8) | 408,642 | | | | | | 3/1/2022 | PSUs | | | | | | | 2,908 | # | 70,170 | | | 3/1/2022 | RSUs | | | | | 4,706(10) | 113,556 | | | | | | 3/1/2022 | Stock Options | 1,784 | | 38.68 | 3/1/2032 | | | | | | | | 3/1/2021 | Stock Options | 1,719 | | 37.09 | 3/1/2031 | | | | | | | Ms. Willis | 3/1/2025 | Matching RSUs | | | | | 1,783(2) | 43,024 | | | | | | 3/1/2025 | PSUs | | | | | | | 36,927 | (3) | 891,049 | | | 3/1/2025 | RSUs | | | | | 16,809(4) | 405,601 | | | | | | 9/3/2025 | Retention RSUs | | | | | 35,645(11) | 860,114 | | | |

  167. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    (1) The market value of the shares that have not vested is based on the closing price of $24.13 for Kraft Heinz common stock on December 27, 2025, the last trading day of our fiscal year. (2) Total includes DEUs that are subject to the same terms as the original grant. The Matching RSUs vested or are scheduled to vest on: March 1, 2026 for awards granted on March 1, 2023; March 1, 2027 for awards granted on March 1, 2024; and 50% on March 1, 2028 and 50% on March 1, 2029 for awards granted on March 1, 2025. (3) These awards are scheduled to vest 75% on March 1, 2028 and 25% on March 1, 2029 based upon achievement of performance conditions for the 2025 PSUs. (4) Total includes DEUs that are subject to the same terms as the original grant. These awards are scheduled to vest 75% on March 1, 2028 and 25% on March 1, 2029. (5) These awards are scheduled to vest 75% on March 1, 2027 and 25% on March 1, 2028 based upon achievement of performance conditions for the 2024 PSUs. (6) Total includes DEUs that are subject to the same terms as the original grant. These awards are scheduled to vest 75% on March 1, 2027 and 25% on March 1, 2028. These awards are scheduled to vest 75% on March 1, 2026 and 25% on March 1, 2027 based upon achievement of performance conditions for the 2023 PSUs

  168. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  169. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    These awards are scheduled to vest 75% on March 1, 2026 and 25% on March 1, 2027 based upon achievement of performance conditions for the 2023 PSUs. (9) The Compensation Committee has certified that the achievement of the performance conditions for these awards has been met. The outstanding portion of these awards is scheduled to vest on March 1, 2026. (10) Total includes DEUs that are subject to the same terms as the original grant. The outstanding portion of these awards is scheduled to vest on March 1, 2026. Total includes DEUs that are subject to the same terms as the original grant. These awards are scheduled to vest March 3, 2027.

  170. OUTSTANDING EQUITY AWARDS AT FISCAL YEAR END

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  171. OPTION EXERCISES AND STOCK VESTED

    OPTION EXERCISES AND STOCK VESTED The following table sets forth option exercises and stock vested for each of our NEOs as of the end of our 2025 fiscal year.

  172. OPTION EXERCISES AND STOCK VESTED

    | | Option Awards | | Stock Awards(1) | | | Name | Number of Shares Acquired on Exercise (#) | Value Realized on Exercise ($) | Number of Shares Acquired on Vesting (#) | Value Realized on Vesting ($) | | Mr. Abrams-Rivera | — | — | 121,078 | 3,718,305 | | Mr. Maciel | — | — | 60,274 | 1,851,015 | | Mr. Navio | — | — | 33,858 | 1,039,779 | | Mr. Onell | — | — | 56,431 | 1,732,996 | | Ms. Willis | — | — | — | — |

  173. OPTION EXERCISES AND STOCK VESTED

    (1) The following table provides details of the stock awards that vested and value realized:

  174. OPTION EXERCISES AND STOCK VESTED

    | Name | Grant Date | Vesting Date | Number of Shares | Stock Price on Vesting Date ($)(2) | Value Realized on Vesting ($) | Description | | Mr. Abrams- | 3/1/2021 | 3/1/2025 | 10,111 | 30.71 | 310,509 | Shares underlying an award of PSUs, the remaining 25% vested | | Rivera | 3/1/2021 | 3/1/2025 | 8,118 | 30.71 | 249,304 | Shares underlying an award of RSUs, including DEUs accrued, the remaining 25% vested | | | 3/1/2022 | 3/1/2025 | 5,171 | 30.71 | 158,801 | Shares underlying an award of PSUs, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 23,268 | 30.71 | 714,560 | Shares underlying an award of PSUs, of which 75% vested | | | 3/1/2022 | 3/1/2025 | 11,817 | 30.71 | 362,900 | Shares underlying an award of RSUs, including DEUs accrued, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 27,139 | 30.71 | 833,439 | Shares underlying an award of RSUs, including DEUs accrued, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 35,454 | 30.71 | 1,088,792 | Shares underlying an award of RSUs, including DEUs accrued, 75% of which vested | | Mr. Maciel | 3/1/2021 | 3/1/2025 | 4,044 | 30.71 | 124,191 | Shares underlying an award of PSUs, the remaining 25% vested | | | 3/1/2021 | 3/1/2025 | 3,250 | 30.71 | 99,808 | Shares underlying an award of RSUs, including DEUs accrued, the remaining 25% vested | | | 3/1/2022 | 3/1/2025 | 2,586 | 30.71 | 79,416 | Shares underlying an award of PSUs, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 11,634 | 30.71 | 357,280 | Shares underlying an award of PSUs, of which 75% vested | | | 3/1/2022 | 3/1/2025 | 5,908 | 30.71 | 181,435 | Shares underlying an award of RSUs, including DEUs accrued, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 15,129 | 30.71 | 464,612 | Shares underlying an award of RSUs, including DEUs accrued, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 17,723 | 30.71 | 544,273 | Shares underlying an award of RSUs, including DEUs accrued, 75% of which vested | | Mr. Navio | 3/1/2021 | 3/1/2025 | 3,033 | 30.71 | 93,143 | Shares underlying an award of PSUs, the remaining 25% vested | | | 3/1/2021 | 3/1/2025 | 2,435 | 30.71 | 74,779 | Shares underlying an award of RSUs, including DEUs accrued, the remaining 25% vested | | | 3/1/2022 | 3/1/2025 | 1,939 | 30.71 | 59,547 | Shares underlying an award of PSUs, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 8,726 | 30.71 | 267,975 | Shares underlying an award of PSUs, of which 75% vested | | | 3/1/2022 | 3/1/2025 | 4,431 | 30.71 | 136,076 | Shares underlying an award of RSUs, including DEUs accrued, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 13,294 | 30.71 | 408,259 | Shares underlying an award of RSUs, including DEUs accrued, of which 75% vested | | Mr. Onell | 3/1/2021 | 3/1/2025 | 4,044 | 30.71 | 124,191 | Shares underlying an award of PSUs, the remaining 25% vested | | | 3/1/2021 | 3/1/2025 | 8,059 | 30.71 | 247,492 | Shares underlying an award of RSUs, including DEUs accrued, the remaining 50% vested | | | 3/1/2021 | 3/1/2025 | 3,250 | 30.71 | 99,808 | Shares underlying an award of RSUs, including DEUs accrued, the remaining 25% vested | | | 3/1/2022 | 3/1/2025 | 1,784 | 30.71 | 54,787 | Shares underlying an award of PSUs, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 8,726 | 30.71 | 267,975 | Shares underlying an award of PSUs, of which 75% vested | | | 3/1/2022 | 3/1/2025 | 4,075 | 30.71 | 125,143 | Shares underlying an award of RSUs, including DEUs accrued, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 13,199 | 30.71 | 405,341 | Shares underlying an award of RSUs, including DEUs accrued, 100% of which vested | | | 3/1/2022 | 3/1/2025 | 13,294 | 30.71 | 408,259 | Shares underlying an award of RSUs, including DEUs accrued, the remaining 25% vested |

  175. OPTION EXERCISES AND STOCK VESTED

    (2) Represents the closing price of Kraft Heinz common stock on the applicable vesting date.

  176. OPTION EXERCISES AND STOCK VESTED

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  177. PENSION BENEFITS

    PENSION BENEFITS None of our NEOs participate in any defined benefit pension arrangements.

  178. NONQUALIFIED DEFERRED COMPENSATION

    NONQUALIFIED DEFERRED COMPENSATION None of our NEOs participate in any nonqualified deferred compensation arrangements.

  179. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL The table, footnotes, and narratives below reflect the assumption that a hypothetical termination of employment and/or change in control occurred on the last business day of our 2025 fiscal year.

  180. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    | Name | Element | Involuntary Termination without Cause(1) ($) | Termination upon Change in Control(2) ($) | Termination due to Death or Disability(3) ($) | Termination due to Retirement(4) ($) | | Mr. Abrams-Rivera | Salary | 2,200,000 | 2,200,000 | — | — | | | Bonus | — | 6,600,000 | 1,520,310 | 1,520,310 | | | Intrinsic Value of Accelerated Equity | 2,731,415 | 17,031,171 | 17,031,171 | 6,740,064 | | | Health and Wellness Benefits(5) | 42,886 | 42,886 | — | — | | | Outplacement Assistance | 4,000 | 4,000 | — | — | | | TOTAL | 4,978,301 | 25,878,057 | 18,551,481 | 8,260,374 | | Mr. Maciel | Salary | 1,087,500 | 1,087,500 | — | — | | | Bonus | — | 2,175,000 | 725,000 | 725,000 | | | Intrinsic Value of Accelerated Equity | 1,908,955 | 11,565,051 | 11,565,051 | 4,587,137 | | | Health and Wellness Benefits(5) | 32,165 | 32,165 | — | — | | | Outplacement Assistance | 4,000 | 4,000 | — | — | | | TOTAL | 3,032,620 | 14,863,716 | 12,290,051 | 5,312,137 | | Mr. Navio | Salary | 975,000 | 975,000 | — | — | | | Bonus | — | 1,950,000 | 583,538 | 583,538 | | | Intrinsic Value of Accelerated Equity | 1,158,985 | 8,787,277 | 8,787,277 | 2,945,887 | | | Health and Wellness Benefits(5) | 32,165 | 32,165 | — | — | | | Outplacement Assistance | 4,000 | 4,000 | — | — | | | TOTAL | 2,170,150 | 11,748,442 | 9,370,815 | 3,529,425 |

  181. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  182. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    | Name | Element | Involuntary Termination without Cause(1) ($) | Termination upon Change in Control(2) ($) | Termination due to Death or Disability(3) ($) | Termination due to Retirement(4) ($) | | Mr. Onell | Salary | 862,500 | 862,500 | — | — | | | Bonus | — | 1,293,750 | 257,370 | 257,370 | | | Intrinsic Value of Accelerated Equity | 1,048,305 | 5,737,824 | 5,737,824 | 2,534,784 | | | Health and Wellness Benefits(5) | 32,165 | 32,165 | — | — | | | Outplacement Assistance | 4,000 | 4,000 | — | — | | | TOTAL | 1,946,970 | 7,930,239 | 5,995,194 | 2,792,154 | | Ms. Willis | Salary | 930,000 | 930,000 | — | — | | | Bonus | — | 1,395,000 | 483,600 | 483,600 | | | Intrinsic Value of Accelerated Equity | — | 2,199,787 | 2,199,787 | — | | | Health and Wellness Benefits(5) | 32,165 | 32,165 | — | — | | | Outplacement Assistance | 4,000 | 4,000 | — | — | | | TOTAL | 966,165 | 4,560,952 | 2,683,387 | 483,600 |

  183. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    (1) As of the last day of our 2025 fiscal year, in the event of a termination by the Company other than for cause (as defined in the Severance Plan, which is described below), our Severance Plan generally provides for vesting (including acceleration of vesting) of outstanding equity awards or eligible equity awards in accordance with the applicable award agreement and plan, 24 months of base salary for the CEO and 18 months of base salary for senior executives, payable in a lump sum as soon as possible after termination, and Company-paid COBRA for U.S.-based employees for the severance period and outplacement services, for senior executives with a signed and not revoked release of claims who comply with any applicable post-employment obligations.

  184. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    | ‒ | 2023 RSUs vest 50%; 2023 Matching RSUs vest 66.66%; 2023 PSUs vest 50%; 2024 RSUs vest 25%; Matching RSUs vest 33.33%; and | | ‒ | 2022 merit RSUs; 2022 merit PSUs; 2024 PSUs; 2025 RSUs (including Matching and Retention RSUs); and 2025 PSUs are forfeited. |

  185. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    Amounts reflect the intrinsic value of shares underlying options that would vest, calculated as the difference between $24.13, the closing price of Kraft Heinz common stock on December 27, 2025 (the last trading day of our fiscal year), and the exercise price of the options. (2) As of the last day of our 2025 fiscal year, in the event of a qualifying termination during the change in control period (as defined in the CIC Plan), our CIC Plan generally provides for vesting (including acceleration of vesting) of outstanding equity awards in accordance with the applicable award agreement and plan and a payment equal to (i) 1.5 times the sum (for NEOs other than the CEO) and two times the sum (for the CEO) of annual rate of regular pay and target PBP bonus, payable in a lump sum as soon as possible after the change in control, (ii) a pro-rated PBP bonus for the year of termination at target level of achievement, payable at the same time as other performance bonuses are paid, and (iii) Company-paid COBRA for U.S.-based employees for the severance period and outplacement services, for NEOs (including the CEO) with a signed and not revoked release and restrictive covenant agreement.

  186. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    | ‒ | 2021, 2022 merit RSUs; 2021, 2022 merit PSUs; 2022 RSUs; 2023, 2024, 2025 RSUs (including Matching RSUs); and 2022, 2023, 2024, 2025 PSUS fully vest. |

  187. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    Amounts reflect the intrinsic value of shares underlying options that would vest, calculated as the difference between $24.13, the closing price of Kraft Heinz common stock on December 27, 2025 (the last trading day of our fiscal year), and the exercise price of the options. (3) As of the last day of our 2025 fiscal year, in the event of a death or disability:

  188. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    | ‒ | 2021, 2022 merit RSUs; 2021, 2022 merit PSUs; 2022 RSUs; 2023, 2024, 2025 RSUs (including Matching RSUs); and 2022, 2023, 2024, 2025 PSUS fully vest. |

  189. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    Amounts reflect the intrinsic value of shares underlying options that would vest, calculated as the difference between $24.13, the closing price of Kraft Heinz common stock on December 27, 2025 (the last trading day of our fiscal year), and the exercise price of the options. (4) As of the last day of our 2025 fiscal year, in the event of a termination due to retirement:

  190. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    | ‒ | 2022 merit RSUs; 2022 merit PSUs;2023 RSUs (including Matching RSUs); 2023 PSUs; and 2023, 2024 RSUs(including Matching RSUs) fully vest; and | | ‒ | 2024, 2025 PSUs; and 2025 RSUs (including Matching and Retention RSUs) are forfeited. |

  191. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    Amounts reflect the intrinsic value of shares underlying options that would vest, calculated as the difference between $24.13, the closing price of Kraft Heinz common stock on December 27, 2025 (the last trading day of our fiscal year), and the exercise price of the options. Amount reflects medical and dental benefit coverage continuation under COBRA, less the executive premium contribution.

  192. POTENTIAL PAYMENTS UPON TERMINATION OR CHANGE IN CONTROL

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  193. EQUITY AWARDS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  194. PAY RATIO DISCLOSURE

    PAY RATIO DISCLOSURE In accordance with SEC rules, we disclose the annual total compensation of Mr. Abrams-Rivera, our CEO for our 2025 fiscal year, and our median employee, as well as the ratio of the annual total compensation of Mr. Abrams-Rivera relative to the annual total compensation of our median employee. For our 2025 fiscal year: [pending median employee final Championship eligibility]

  195. PAY RATIO DISCLOSURE

    | | Annual Total Compensation ($) | Pay Ratio Estimate | | CEO | 10,748,810 | 170:1 | | Our median employee | 63,053 | |

  196. METHODOLOGY

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  197. PAY VERSUS PERFORMANCE DISCLOSURE

    PAY VERSUS PERFORMANCE DISCLOSURE As required by Section 953(a) of the Dodd-Frank Wall Street Reform and Consumer Protection Act, and Item 402(v) of Regulation S-K, we are providing the following information about the relationship between executive compensation actually paid (“CAP”) and certain financial performance of the Company. Unless the context requires otherwise, references to years below mean our fiscal years.

  198. PAY VERSUS PERFORMANCE TABLE

    PAY VERSUS PERFORMANCE TABLE

  199. PAY VERSUS PERFORMANCE TABLE

    | | | | | | Value of Initial Fixed $100 Investment Based On: | | | | | Year | Summary Compensation Table (SCT) Total for CEO(1) ($) | Compensation Actually Paid (CAP) to CEO(2) ($) | Average SCT Total for Non-CEO NEOs(3) ($) | Average CAP to Non-CEO NEOs(4) ($) | Total Shareholder Return (TSR)(5) ($) | Peer Group TSR(6) ($) | Net Income(7) ($ in millions) | Adjusted Operating Income(8) ($ in millions) | | 2025 | 10,748,810 | 6,953,641 | 5,386,817 | 3,605,899 | 86.97 | $201.42 | (5,848) | 4,745 | | 2024 | 8,999,384 | 4,758,413 | 4,021,616 | 3,099,815 | 104.46 | $171.35 | 2,746 | 5,360 | | 2023 | 11,359,250 | 8,155,888 | 6,765,828 | 5,379,052 | 120.16 | $135.03 | 2,846 | 5,297 | | 2022 | 7,098,246 | 11,036,341 | 5,609,580 | 9,451,924 | 126.55 | $106.92 | 2,368 | 4,989 | | 2021 | 8,605,599 | 6,901,200 | 6,259,577 | 7,248,556 | 105.08 | $129.44 | 1,024 | 5,268 |

  200. PAY VERSUS PERFORMANCE TABLE

    (1) The dollar amounts reported are the amounts of Total Compensation reported in the Summary Compensation Table for each corresponding fiscal year. Mr. Abrams-Rivera served as our CEO during 2024 and 2025 and Mr. Patricio served as our CEO during 2021, 2022, and 2023. (2) The dollar amounts reported represent the amount of CAP calculated in accordance with SEC rules. The amounts do not reflect the actual amount of compensation earned by, or paid during, the applicable year. To calculate CAP, the following amounts were deducted from and added to Total Compensation reflected in the Summary Compensation Table: RECONCILIATION OF SCT TOTAL FOR CEO TO CAP TO CEO:

  201. PAY VERSUS PERFORMANCE TABLE

    | CAP to CEO | 2025 | 2024 | 2023 | 2022 | 2021 | | Summary Compensation Table (SCT) Total(i) | 10,748,810 | 8,999,384 | 11,359,250 | 7,098,246 | 8,605,599 | | (Less), value of Stock Awards and Option Awards reported in SCT(ii) | 8,102,609 | 6,533,365 | 6,264,792 | 2,875,162 | 3,743,976 | | Plus, year-end fair value of outstanding and unvested equity awards granted in the year(iii) | 6,213,320 | 5,388,537 | 6,295,041 | 3,026,056 | 3,558,241 | | Plus, fair value as of vesting date of equity awards granted and vested in the year(iv) | — | — | — | — | — | | Plus (less), year over year change in fair value of outstanding and unvested equity awards granted in prior years(iii) | (2,396,704) | (3,116,715) | (730,077) | 2,843,969 | (4,612,721) | | Plus (less), change in fair value from the prior year-end through the vesting date of equity awards granted in prior years that vested in the year(iii) | 13,397 | (384,603) | (2,503,534) | 1,654,310 | 3,094,057 | | Less, prior year-end fair value for any equity awards forfeited in the year(iii) | — | — | — | (711,078) | — | | Plus, value of dividends paid on unvested awards during applicable fiscal year prior to vesting(iv) | 477,427 | 405,176 | — | — | — | | CAP to CEO(a)(b)(c) | 6,953,641 | 4,758,413 | 8,155,888 | 11,036,341 | 6,901,200 |

  202. PAY VERSUS PERFORMANCE TABLE

    (i) In 2024 and 2025 Mr. Abrams-Rivera did not receive a cash bonus other than his PBP payout reflected in Non-Equity Incentive Compensation. In 2021, 2022 and 2023, Mr. Patricio did not receive a cash bonus other than his PBP payout reflected in Non-Equity Incentive Compensation. (ii) Deductions include the total grant date fair value of awards as reported in the Summary Compensation Table for each applicable fiscal year. (iii) Additions include the aggregate sum of: increase by fair value of awards granted during the applicable year that remain unvested as of the applicable fiscal year end, determined at the applicable fiscal year end; increase or decrease by change in fair value of outstanding unvested prior year awards that remain unvested at the applicable fiscal year end as compared to the fair value as of the prior fiscal year end; increase or decrease by the change in fair value of prior fiscal awards that vested during the applicable year as of the vesting date as compared to the fair value as of the prior fiscal year end; deduction of fair value of the prior year awards as of the prior fiscal year end that were forfeited during the applicable year; increase by the amount of dividends paid on unvested awards during the applicable year prior to the vesting date; increase by incremental fair value of stock options modified during the applicable year. (iv) In 2021, 2022 and 2023 dividends were included in the All Other Compensation column of the Summary Compensation Table. (v) In 2021, 2022, 2023, 2024, and 2025 we did not grant any awards that vested in the same year they were granted. (vi) In 2019, Mr. Patricio was granted new hire awards of PSUs and RSUs in the aggregate amount of $35 million, conditioned on his investment of $20 million to purchase shares of the Company stock, with a four-year holding requirement. He was not eligible to receive additional equity awards in 2020, 2021, and 2022, other than matching RSUs that may be granted to Mr. Patricio through his participation in our Bonus Investment Plan. (vii) Mr. Patricio was also granted a new hire award of PSUs based on the achievement of certain Company stock price targets. As of fiscal year-end 2022, the target had not been met. (viii) In 2023, Mr. Patricio became eligible to receive equity awards.

  203. PAY VERSUS PERFORMANCE TABLE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  204. PAY VERSUS PERFORMANCE TABLE

    The dollar amounts reported represent the average of the amounts reported for the Company’s NEOs as a group (excluding our CEO) under Total Compensation column of the Summary Compensation Table in each applicable year. Our non-CEO NEOs included for purposes of calculating the average amounts in each applicable year:

  205. PAY VERSUS PERFORMANCE TABLE

    | ‒ | 2025: Mr. Maciel, Mr. Navio, Mr. Onell, and Ms. Willis; | | ‒ | 2024: Mr. Maciel, Mr. Lima, Mr. Navio, Mr. Onell, and Ms. La Lande; | | ‒ | 2023: Mr. Maciel, Mr. Abrams-Rivera, Ms. La Lande, and Mr. Oliveira; | | ‒ | 2022: Mr. Basilio, Mr. Maciel, Mr. Abrams-Rivera, Ms. La Lande, and Mr. Oliveira; and | | ‒ | 2021: Mr. Basilio, Mr. Abrams-Rivera, Ms. La Lande, and Mr. Oliveira. |

  206. PAY VERSUS PERFORMANCE TABLE

    Mr. Oliveira’s compensation was paid in British pounds (£). The amounts used for the NEO Average SCT Total Compensation for Other NEOs are based on the 12-month average exchange rate for the calendar year as reported in the Summary Compensation Table for the applicable year. For Mr. Oliveira, the applicable exchange rates were $1 to £0.80 for 2023, $1 to £0.85 for 2022, and $1 to £0.73 for 2021. (4) The dollar amounts reported represent the average amount of CAP to the NEOs as a group (excluding our CEO), as computed in accordance with SEC rules. The dollar amounts do not reflect the actual average amount of compensation earned by or paid to the NEOs as a group (excluding our CEO) during the applicable fiscal year. In accordance with the SEC rules, the following adjustments were made to average total compensation for the NEOs as a group (excluding our CEO) for each year to determine the CAP, using the same methodology described above in Note 2. To calculate the CAP, the following amounts were deducted from and added to the Summary Compensation Table total compensation: RECONCILIATION OF AVERAGE SCT FOR NON-CEO NEOS TO AVERAGE CAP TO NON-CEO NEOS:

  207. PAY VERSUS PERFORMANCE TABLE

    | CAP to Non-CEO NEOs | 2025 | 2024 | 2023 | 2022 | 2021 | | Summary Compensation Table (SCT) Total(i)(ii) | 5,386,817 | 4,021,616 | 6,765,828 | 5,609,580 | 6,259,577 | | Less, value of Stock Awards and Option Awards reported in SCT(iii) | 3,159,891 | 1,351,927 | 3,057,950 | 2,479,584 | 1,902,553 | | Plus, year-end fair value of outstanding and unvested equity awards granted in the year(iv) | 2,526,307 | 1,867,990 | 3,127,635 | 2,666,378 | 1,616,112 | | Plus, fair value as of vesting date of equity awards granted and vested in the year(v) | — | — | — | — | — | | Plus (less), year over year change in fair value of outstanding and unvested equity awards granted in prior years(iv) | (1,129,190) | (1,478,651) | (681,776) | 3,238,765 | 712,113 | | Plus (less) change in fair value from the prior year-end through the vesting date of equity awards granted in prior years that vested in the year(iv) | (212,944) | (124,758) | (774,685) | 416,784 | 619,857 | | Less, prior year-end fair value for any equity awards forfeited in the year(iv) | — | — | — | — | (56,550) | | Plus, value of dividends paid on unvested awards during applicable fiscal year prior to vesting(v) | 194,799 | 165,545 | — | — | — | | CAP to Non-CEO NEOs(a)(b)(c) | 3,605,899 | 3,099,815 | 5,379,052 | 9,451,924 | 7,248,556 |

  208. PAY VERSUS PERFORMANCE TABLE

    (i) In 2020, the summary compensation table average is impacted by new hire bonuses and new hire awards. (ii) In 2021, 2022, and 2023, no non-CEO NEOs received a cash bonus other than their PBP payout reflected in Non-Equity Incentive Compensation. In 2024, Mr. Navio received the third and final installment of a cash bonus in connection with his elevation to Business Unit President, U.S. Zone in January 2022. (iii) Deductions include the total grant date fair value of awards as reported in the Summary Compensation Table for each applicable year. (iv) Additions include the aggregate sum of: increase by fair value of awards granted during the applicable fiscal year that remain unvested as of the applicable fiscal year end, determined at the applicable fiscal year end; increase or decrease by change in fair value of outstanding unvested prior fiscal year awards that remain unvested at the applicable fiscal year end as compared to the fair value as of the prior fiscal year end; increase or decrease by the change in fair value of prior fiscal year awards that vested during the applicable fiscal year as of the vesting date as compared to the fair value as of the prior fiscal year end; deduction of fair value of the prior fiscal year awards as of the prior fiscal year end that were forfeited during the applicable fiscal year; increase by the amount of dividends paid on unvested awards during the applicable fiscal year prior to the vesting date; increase by incremental fair value of Options modified during the applicable fiscal year. (v) In 2021, 2022 and 2023 dividends were included in All Other Compensation in the Summary Compensation Table. (vi) In 2021, 2022, 2023 2024 and 2025 we did not grant any awards that vested in the same year they were granted. (a) For the valuation of stock options, we used the Hull-White I lattice model, under which vested options are expected to be exercised once the stock-to-strike ratio has been achieved, based on a settlement assumption that was derived from the grant-date valuation of the options. All other assumptions were estimated using the same methodology as used to determine the grant date fair value of the options, as disclosed in our 2025 Annual Report. (b) The estimated fair values of the Company’s unvested relative TSR PSU awards were valued using a Monte Carlo simulation as of each relevant measurement date for fiscal years 2022 to 2025.

  209. PAY VERSUS PERFORMANCE TABLE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  210. PAY VERSUS PERFORMANCE TABLE

    (c) The Non-dividend Protected PSU fair value was estimated by discounting the fair value of the PSUs based on the dividend yield. Dividend yield was estimated using the quarterly dividend divided by the three-month average stock price, annualized and continuously compounded. The grant date fair value of PSUs is amortized to expense on a straight-line basis over the requisite service period for each separately vesting portion of the awards. We adjust the expense based on the likelihood of future achievement of performance metrics. (5) Based on an initial fixed investment of $100 on December 26, 2020, the last day of our 2020 fiscal year. (6) Represents the S&P Consumer Staples Food and Soft Drink Products, which we consider to be our peer group under Regulation S-K Item 201(e), as presented in our 2025 Annual Report. Based on an initial fixed investment of $100 on December 24, 2020, the last day of our 2020 fiscal year. TSR is weighted according to each peer company’s stock market capitalization at the beginning of each period for which a return is indicated. (7) The dollar amounts reported represent the amount of net income reflected in the Company’s financial statements for the applicable year. Our Company selected measure selected was PBP Adjusted Operating Income, our highest weighted measure. Our 2025 financial metrics are defined above under —Compensation Discussion and Analysis —2024 Executive Compensation Program—Annual Cash-Based Performance Bonus Plan (PBP)—Financial Measure.

  211. PAY VERSUS PERFORMANCE TABLE

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  212. TSR COMPARISON

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  213. COMPENSATION ACTUALLY PAID

    COMPENSATION ACTUALLY PAID

  214. CAP VERSUS FIVE-YEAR CUMULATIVE ADJUSTED OPERATING INCOME

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  215. CAP VERSUS FIVE-YEAR CUMULATIVE ADJUSTED OPERATING INCOME

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  216. Expected Share Pool Duration

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  217. Shares Available for Awards

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  218. Options

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  219. Performance Awards

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  220. Assignability

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  221. Incentive Stock Options

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  222. Excess Parachute Payments

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  223. New Plan Benefits

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  224. MATTERs

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  225. MATTERs

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  226. PRE-APPROVAL POLICY

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  227. INDEPENDENT AUDITORS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  228. WHAT ARE THE PROPOSALS TO BE VOTED ON AT THE ANNUAL MEETING, AND HOW DOES THE BOARD RECOMMEND I VOTE?

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  229. WHAT IS THE DIFFERENCE BETWEEN REGISTERED HOLDERS AND BENEFICIAL HOLDERS?

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  230. HOW IS KRAFT HEINZ DISTRIBUTING PROXY MATERIALS?

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  231. WHAT VOTE IS NEEDED TO APPROVE EACH OF THE PROPOSALS?

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  232. ARE MY VOTES CONFIDENTIAL?

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  233. HOW CAN I SUBMIT QUESTIONS?

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  234. STOCKHOLDER PROPOSALS

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  235. ORGANIC NET SALES

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  236. ADJUSTED OPERATING INCOME

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  237. ADJUSTED EPS/ADJUSTED NET INCOME

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  238. FREE CASH FLOW/FREE CASH FLOW CONVERSION

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  239. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  240. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  241. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  242. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  243. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  244. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  245. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  246. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  247. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  248. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  249. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  250. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  251. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  252. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  253. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  254. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  255. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  256. Amended and Restated 2020 Omnibus Incentive Plan

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |

  257. Exhibit A

    | Company Overview | Voting Roadmap | Stockholder Engagement | Our Board | Governance | Director Compensation | Beneficial Ownership | Executive Compensation | Audit Matters | Other Information | Appendix A Non-GAAP | Appendix B A&R Plan |