STRATEGIC

UPDATE MEETING
31 MARCH 2021
IMPORTANT INFORMATION

Presentation
The condensed consolidated unaudited financial statements of JDE Peet’s N.V. (the Company) There are a number of factors that could affect the Group’s future operations and could cause
and its consolidated subsidiaries (the Group) are prepared in accordance with International those results to differ materially from those expressed in the forward-looking statements
Financial Reporting Standards as adopted by the European Union (IFRS). In preparing the including (without limitation): (a) competitive pressures and changes in consumer trends and
financial information in these materials, except as otherwise described, the same accounting preferences as well as consumer perceptions of its brands; (b) fluctuations in the cost of green
principles are applied as in the consolidated special purpose financial statements of the Group coffee, including premium Arabica coffee beans, tea or other commodities, and its ability to
as of, and for, the year ended 31 December 2019 and the related notes thereto. All figures in secure an adequate supply of quality or sustainable coffee and tea; (c) global and regional
these materials are unaudited. In preparing the financial information included in these economic and financial conditions, as well as political and business conditions or other
materials, most numerical figures are presented in millions of euro. Certain figures in these developments; (d) interruption in the Group's manufacturing and distribution facilities; (e) its
materials, including financial data, have been rounded. In tables, negative amounts are shown ability to successfully innovate, develop and launch new products and product extensions and
in parentheses. Otherwise, negative amounts are shown by "-" or "negative" before the on effectively marketing its existing products; (f) actual or alleged non-compliance with
amount. applicable laws or regulations and any legal claims or government investigations in respect of
the Group's businesses; (g) difficulties associated with successfully completing acquisitions
Non-IFRS Measures and integrating acquired businesses; (h) the loss of senior management and other key
These materials contain non-IFRS financial measures (Non-IFRS Measures), which are not personnel; and (i) changes in applicable environmental laws or regulations. The forward-
liquidity or performance measures under IFRS. These Non-IFRS Measures are presented in looking statements contained in these materials speak only as of the date of these materials.
addition to the figures that are prepared in accordance with IFRS. The Group's use of Non- The Group is not under any obligation to (and expressly disclaim any such obligation to) revise
IFRS Measures may vary significantly from the use of other companies in its industry. The or update any forward-looking statements to reflect events or circumstances after the date of
measures used should not be considered as an alternative to profit (loss), revenue or any other these materials or to reflect the occurrence of unanticipated events. The Group cannot give any
performance measure derived in accordance with IFRS or to net cash provided by operating assurance that forward-looking statements will prove correct and investors are cautioned not to
activities as a measure of liquidity. For further information on Non-IFRS Measures, see the place undue reliance on any forward-looking statements. Further details of potential risks and
definitions in the press release and adjusted EBIT as described in segment information in the uncertainties affecting the Group are described in the Company’s filings with the Netherlands
condensed consolidated unaudited financial statements. Authority for the Financial Markets (Stichting Autoriteit Financiële Markten).

Forward-looking Statements Market and Industry Data

These materials contain forward-looking statements as defined in the United States Private All references to industry forecasts, industry statistics, market data and market share in these
Securities Litigation Reform Act of 1995 concerning the financial condition, results of materials comprise estimates compiled by analysts, competitors, industry professionals and
operations and businesses of the Group. These forward-looking statements and other organisations, of publicly available information or of the Group's own assessment of its markets
statements contained in these materials regarding matters that are not historical facts involve and sales. Rankings are based on revenue, unless otherwise stated.
predictions. No assurance can be given that such future results will be achieved. Actual events
or results may differ materially as a result of risks and uncertainties facing the Group. Such .
risks and uncertainties could cause actual results to vary materially from the future results
indicated, expressed or implied in such forward-looking statements.

2
STRATEGIC UPDATE
JDE PEET‘S: A SUSTAINABLE GROWTH STORY
Fabien Simon, CEO

31 March 2021
COFFEE & TEA IS A VERY LARGE CATEGORY
AT HOME & AT WORK ARE THE MOST POPULAR PLACES TO DRINK COFFEE & TEA
Pre-COVID
Value Cups
EUR 380 bn CAGR 3.1 trillion
(15-19) The most popular places to drink coffee & tea are:
~120 bn

At-Home 4.4%
~260 bn
2020: +7%
1 At home ~80%

AFH 6.0% 2 At work

~20%
2020: -23%
Incl. at Work &
at coffee stores 3 In coffee stores
Note: *Market sizes are Pre-COVID numbers (2019)
Source: Euromonitor
Strictly confidential 4
AT-HOME COFFEE & TEA IS HIGHLY ATTRACTIVE

Global retail Coffee and Tea market of EUR 122 bn1 …

…with growth outpacing most adjacent categories at 4.4% p.a.2
7.5% 4.4% 4.0% 3.7% 3.4% 3.1% 1.3%
Bottled water Coffee & Tea Carbonated Staple foods Sports drinks Beer Juice
Soft Drinks

Coffee & Tea category has promising dynamics:

Addresses increasingly growing Proven to be

health trend inflation resilient

Cups of coffee are premiumizing3 High margins

~5c ~7c and healthy cash flows
2010 Today

Note: (1): 2020 RSV; (2): Retail sales value (2015-2019) at fixed 2020 exchange rate (with current prices); Numbers scope for (1) and (2) is B2C consumer packaged goods (CPG) sales at retail sale prices
(RSP) and total volume, including direct to consumer; excluding Ready to drink and Out of Home; (3): Price of coffee cup is average RSP per cup from 2010 - 2019. | Source: Euromonitor 5
INSTANT AND R&G STILL MAKING UP MAJORITY OF COFFEE VALUE POOL,
SINGLE SERVE & BEANS OUTGROWING
Value Cups % of total cups consumed within market
CAGR R&G ~5c per cup* Instant ~6c per cup*
EUR 75 bn (15-19)
4.2%
53% 49% 46%
Beans 6.7% 29%
SiSe 7.8%
Developed E Emerging D l d E E
Developed

R&G 2.6% SiSe ~30c per cup* Beans ~8c per cup*

Instant 3.5% 10% 8%

1% 4%
Developed E Emerging D l d E EEmerging
Developed

Note: Currencies are €cents; (*) price per cup is Retail Sales Price. Market sizes are Pre-COVID numbers (2019). Scope is 103 selected ERM countries, B2C consumer
packaged goods (CPG Retail) sales at retail sale prices (RSP), including direct to consumer. Excluding Away-From-Home and RTD. Developed markets include Western 6
Europe, North America, Australia, New-Zealand and CEE. // Source: Euromonitor
 BARRIERS TO ENTRY ARE HIGH & INCREASING

Omni-channel
capabilities 2014 2020
#1 + #2 players combined market share:

Coffee
29% 36%
Technology range Requirements Local and
and expertise to Win global scale
Tea
13% 13%

Wider
portfolio of brands

Note: Numbers include Mondelez (2014) /JDEP (2020) and Nestlé in Coffee; Numbers include Unilever and Associated British Foods (2014) /Tata consumer products (2020) in Tea.
Source: Euromonitor 7
 JDE PEET’S HAS BUILT A STRONG PLATFORM WITH UNIQUE CAPABILITIES

World’s largest C&T pure-player (Scale & focus)

268 years of history

Diversified portfolio across categories and geographies

EUR 6.7 bn at 19.2% Mastery of all coffee technologies (incl. RTD with partnerships)
Sales Adj. EBIT

Omni-channel with CPG/office center of gravity (75% in-home)

140 bn at 7.6c in >100
cups per cup* countries Support of 380,000 farmers through Common Grounds

Note: Currencies are €cents; (*) price per cup is Retail Sales Price.

8
JDE PEET’S HAS KEY LEADERSHIP POINTS OF DIFFERENTIATION
World largest pure-player,
78% of revenue with #1 or #2 share position

Over-indexed to, Largest owner of coffee

and gaining shares in, and tea brands globally
fastest growing categories

Leadership through innovation and expertise

Instant Coffee Single Serve Beans & Other

• #1 in freeze-dried within existing footprint • Global leader in Aluminium capsules in modern trade • World Largest craft roaster (Peet’s)
• Unique Proprietary liquid technology • Largest appliance park in EU - with most affordable & • Diversified R&G and Beans offer, with
sustainable offering (Senseo) locally anchored brands
• #1 brand in white coffee • 2nd largest appliance park in EU for base beverage (Tassimo) • Strong and growing portfolio in Tea

9
WE HAVE A GROWTH- & PURPOSE-LED STRATEGY TO INCREASE BOTH OUR
BUSINESS PERFORMANCE AND THE POSITIVE IMPACT ON OUR ECOSYSTEM
We
unleash the possibilities
of Coffee & Tea, to create a better future
SERVE MORE CUPS MASTER EXECUTION GROW TOGETHER

Penetration Quality Talent

Diversity & Inclusion

Premiumisation Efficiency ESG

Globalisation Operational leverage Partner of Choice

10
IN 2020, WE HAVE REALISED FURTHER IN-HOME GROWTH (+9.1%) ON THE
BACK OF ACCELERATED CONSUMER TRENDS
Long-term consumer trends that are still relevant today Consumer trends recently accelerated by COVID

Café culture is here to stay Home recast as the new coffee shop
JDEP In-Home growth +9%
JDEP Single Serve growth +18%
Convenient quality Health and Hygiene as priorities

Consumers abandon middle ground Online leapfrog

JDEP Online growth +71%

Emerging markets, emerging growth Sustainable and local consciousness

11
THE STRENGTHS OF IN-HOME DID OFFSET THE UNPRECEDENTED DECLINE OF
AWAY FROM HOME IN 2020
AFH RESHAPED FOR EXTENDED RECOVERY
ORGANIC SALES GROWTH 2020: -0.2%

Permanent closure of 88 Stores (from 574

pre-COVID)
+9.1%
(30.0%)
Organisational & cost adjustments across
In-Home Away-From-Home
geographies

ORGANIC SALES GROWTH – AWAY-FROM-HOME

Mobile order and delivery
Q1 20 Q2 20 Q3 20 Q4 20

(7%) Reshaping customer contracts, and future

(30%) (30%) increase of Liquid & Single Serve offerings
(50%)

12
2020 HIGHLIGHTED INCREMENTAL IN-HOME GROWTH OPPORTUNITIES
ACROSS GEOGRAPHIES & CHANNELS
Geography U.S. Greater China
Strong premiumisation within growing, under- Strong penetration growth with accelerated
penetrated, Single-Serve segment premiumisation across categories
~25% Of global premiumisation captured in the US ~11 Low average yearly cups/capita in China

~12% U.S. SiSe % of total cups (vs +17% in EU) ~100 Rapidly emerging hotspots (e.g. Shanghai)

Channel Digital Commerce Appliances (Single Serve)

Enabling consumers to buy anywhere, anytime Significant penetration potential remaining, leveraging
partnerships
3Y+ Equivalent years of penetration gain realised ~10% L5Y global SiSe market growth p.a.
over last 6 months
~25pp Penetration1 delta within large EU markets
(i.e. France vs Germany, Spain)

Note: (1): Estimated based on difference in % of total SiSe Coffee cups; Source: Euromonitor; 13
WE WILL INVEST AHEAD OF THE CURVE TO CAPTURE THESE GROWTH
OPPORTUNITIES
2021 Ambition over next 3 years
U.S. Greater China
• Accelerate Peet’s ambition to become in-home • Turbo-charge Peet’s retail store expansion
Coffee powerhouse in the U.S. • Invest behind our Premium brand equity for In Home
• Invest behind new growth opportunities across • Innovation for & by China
channels • Build out our existing partnership with Hillhouse
Capital, on the back of Philips DA sale
Drive investments
Digital Commerce Others
back to 2019 levels
• Double our dedicated capabilities and invest in • Speed up our appliance's innovation rhythm
A&P spend (esp. Working automated systems • Office reopening & reinvention
Media) • Double the weight of digital media spend • Emerging Markets talent & capability
Appliance investment • ESG as a growth enabler

14
OUR AMBITION: ATTRACTIVE VALUE CREATION YEAR OVER YEAR

2021 2022 & Beyond

“A normalized year” “A pure player algorithm”

Organic Sales Growth Organic Sales Growth
3 – 5% 3 – 5%
Organic Adjusted EBIT Growth Organic Adjusted EBIT Growth
Low-Single-Digit, with A&P catch-up Mid-Single-Digit
Leverage FCF conversion
< 3x ~70%

Proposed dividend Intended dividend

€0.70 Stable to growing over time
15
KEY TAKE-AWAYS: JDE PEET’S – A SUSTAINABLE GROWTH STORY

One of the strongest growing Incremental growth opportunities from

categories in F&B recently accelerated consumer trends

JDE Peet’s has the assets to win & capture these opportunities

Largest global C&T Fuelled by a Strong Cash Flow to fuel Attractive return
pure-player Powerful Purpose organic & inorganic growth and earnings profile

16
PEET’S COFFEE
A FRESH GROWTH STORY
Shawn Conway, President Peet’s

31 March 2021
PREMIUM POSITION & UNIQUE MODEL IN THE WORLD‘S LARGEST MARKET
Pre-COVID

The “Big Bang” of In-Home

US Speciality Coffee ~50% of sales

329 CUPS PER CAPITA

vs 556 in Western Europe

Now the World’s Largest

+7% Away-from-Home
Craft Roaster Sales $
CAGR
~50% of sales
2015-2020

Source: Euromonitor for cups per capita. CAGR growth per company data same scope as 2020.
18
AWAY-FROM-HOME BUSINESS RESHAPED FOR EXTENDED RECOVERY
COMPANY OWNED STORES OUT OF HOME VENUES

19
CONTINUED PLATFORM INVESTMENTS POSITION US WELL FOR THE FUTURE
MOBILE ORDER AHEAD LOYALTY REWARDS PROGRAM DELIVERY

>40% OF ORDERS >55% OF TRANSACTIONS

20
IN-HOME SUCCESS: FASTEST GROWING PREMIUM CPG COFFEE BRAND
Robust consistent share growth Super premium pricing strategy
Peets’s market share in the CPG premium segment Peet’s brand price vs average CPG premium segment (9-13 OZ bags)1

6.3% $8.48
5.8%
5.0% $6.71

2016 2019 2020 Premium Segment Peet’s Coffee

Freshness is key, that’s why we are Direct Store Distribution (DSD)

• Only national DSD Network
• 650+ routes
• 17,000+ stores
• 90-day shelf life
• Selling, Merchandising & Marketing system
Source: NielsenIQ Total US xAOC (eXtended All Outlet Combined), CY ending 2016, 2019, 2020 CPG premium segment = premium bags, K-cups, Capsules only
1 Based on 9-13 OZ bags sales
21
LEVERAGING E-COMMERCE INVESTMENTS AND OUR FRESHNESS MODEL
Amazon, E-Retailers and E-Grocercy Peets.com: Direct-to-Consumer

• Coffee ships within 24

• Peet’s is #4 hours of roasting
brand on
Amazon.com • Maximum variety and
unique offerings

• Growing 2x
category • Doubled sales in 2020

• >40% subscriptions

22
MAJOR HEADROOM AHEAD
Plenty of room to keep growing household penetration 32.0
Household Penetration of US brand (2016-20)
26 pts
14.7

5.4 6.1
3.9

2016 2019 2020

Initiatives & Investments to capture the growth opportunity

GROW THE CORE ADD NEW PRODUCTS ACCELERATE E-COMMERCE

• Supply chain expansion • Expand Aluminum capsule portfolio • Digital & Performance marketing
• K-Cup, R&G extensions • New technologies • Building Amazon expertise
• Continued ESG progress • Ready-to-drink • Supply chain evolution
• Systems and organization

Source: Shopper Explorer, rolling L52 weeks ending 12.26.2020 23

OUR ESG FRAMEWORK
AN ENABLER FOR GROWTH
Daniel Martz, Corporate Affairs Director
Laurent Sagarra, Global Technical Solutions Director

31 March 2021
OUR ESG PRINCIPLES

Strengthening JDE Peet’s RESILIENCE through the

efficient use of resources and cost reduction

Enhancing CONSUMER RELEVANCE by

leveraging investments through product quality
and brand credentials

Meeting SHORT-TERM AND LONG-TERM

expectations of our stakeholders

25
OUR ESG STRATEGYIS COMPREHENSIVE & AMBITIOUS
WE UNLEASH THE POSSIBILITIES OF
COFFEE & TEA TO CREATE A BETTER FUTURE

COMMON GROUNDS MINIMISED FOOTPRINT CONNECTED PEOPLE

Addressing the priority issues Reducing our environmental Engaging our employees
in our supply chain impact step-by-step and our communities

Selected KPI: Selected KPI: Selected KPI:

100% responsibly sourced 100% recyclable, compostable Targeting gender balanced
green coffee, tea and palm oil management positions by
by 2025 or reusable packaging by 2025 2025

GOOD GOVERNANCE, ETHICS & PARTNERSHIPS

2020 DEMONSTRATED SIGNIFICANT PROGRESS AGAINST AMBITIONS

27
OUR RESPONSIBLE SOURCING COMMITMENTS

Coffee 29% 40%

21%
2019 2020 2025 target

31% 100%
Palm oil 11%
2019 2020 2025 target

Farmers 380,000 500,000

reached 300,000
2019 2020 2025 target

28
WE INCREASED OUR REACH BY 80,000 SMALLHOLDER FARMERS IN 2020

29
PACKAGING SUSTAINABILITY – ENHANCED COMMITMENT

By 2025, JDE Peet’s will: Priorities

Tea
Convert to industrial compostable
material & eliminate box overwrap

Reflex (R&G/Beans)
Converting all flexible materials to
SAVE DESIGN USE specifications designed for recycling
15.000 100% 35% Tassimo discs
TONNES OF OF OUR PACKAGING TO BE REUSABLE, RECYCLED CONTENT
Develop recyclable solution for T-disc
PACKAGING RECYCLABLE OR COMPOSTABLE IN OUR PACKAGING
WHERE ALLOWED
Single-serve end-use
Develop pre-competitive
post-consumer recycling

30
ADDRESSING CLIMATE CHANGE WITH A NEW SBTi COMMITMENT
Our GHG emissions GHG Emissions reduction – Proposed Target

SCOPE I • Signed up to SBTi in March 2021

Emissions from assets owned • Release of our climate strategy to reduce GHG emissions
or operated by the company across the value chain later this year

< 10% Renewable electricity / energy

Scope I+II Energy efficiency & waste / water reduction
SCOPE II reduction levers
Sustainable fleet
Emissions from
purchased energy Green coffee sustainability
Sustainable packaging
Scope III
SCOPE III reduction levers Low-carbon logistics
Emissions from all other value chain
> 90%
Other areas (e.g. nutrition, etc.)
activities and end-use of products
31
GÄVLE OUR FIRST FACTORY TO ACHIEVE
CARBON NEUTRALITY IN 2021

32
CONNECTED PEOPLE – ADVANCING D&I AND SUPPORT FOR COMMUNITIES
TARGETING GENDER-BALANCED
ENGAGING OUR COMMUNITIES
MANAGEMENT POSITIONS BY 2025

Executive 30% 36%

Committee
2019 2020

Global
Leadership 34% 36%
Team 2019 2020

All Employees 39% 42%

2019 2020
45 MILLION CUPS
OF COFFEE AND TEA DONATED FOR
COVID FRONTLINE WORKERS
33 33
COMING SOON….

Gevalia Reset Farmers Initiative Peet’s Anniversary Blend

• Recyclable packaging • EUR 0.25 per product donated • 100% women-produced coffee
• Low-carbon manufacturing to Common Ground projects • Donates to Women’s Center
• 4C & Rainforest Alliance • Rainforest Alliance certification for Entrepreneurship in Huila,
certification Colombia

34
CAPITAL ALLOCATION AND CAPITAL STRUCTURE
TO FACILITATE GROWTH
Scott Gray, CFO

31 March 2021
AGENDA

CAPITAL ALLOCATION PRIORITIES

CAPITAL STRUCTURE

36
CAPITAL ALLOCATION PRIORITY #1 – REINVEST IN THE BUSINESS

#1 - Investing behind the organic growth opportunities within our existing business to support growth

Investments to support strategic growth priorities at geography, category and brand levels
• Brand investments
• Capabilities
• CAPEX for capacity and productivities
• ESG

Recent examples
• Drive A&P investments back to pre-COVID-19 sufficiency levels in 2021
• EUR 110 m to expand our manufacturing capacity for aluminum capsules
• Expansion of our freeze-dried instant coffee capacity

37
CAPITAL ALLOCATION PRIORITY #2 – DELEVERAGING

#2 - We target an optimal leverage of around 2.5x

Pro-Forma JDE Peet’s
4.4X
4.2X
3.7X
3.4X 3.2X Strong track record of deleveraging
3.1X
in EUR bn
6.5 Well positioned to reach a leverage ratio of below 3.0x in
5.7
PEET’S
5.6 the course of 2021, as we move towards our optimal
5.2
5.1 leverage of around 2.5x
IFRS16

Dec 17 Dec 18 Dec 19 Jun 20 Dec 20

38
CAPITAL ALLOCATION PRIORITY #3 – M&A

#3 - We will continue to pursue inorganic growth opportunities, but always in line with our highly selective
business and financial criteria. While our leverage is above our optimal leverage, we will not prioritize
transformational cash or debt funded acquisitions
Partnership

Partnership

2015 2016 2017 2018 2019 2020 2021

39
CAPITAL ALLOCATION PRIORITY #3 – M&A

#3 - We will continue to pursue inorganic growth opportunities, but always in line with our highly selective
business and financial criteria. While our leverage is above our optimal leverage, we will not prioritize
transformational cash or debt funded acquisitions

Bolt-on M&A focused on the core of our growth strategy

Strategic Partnerships

40
CAPITAL ALLOCATION PRIORITY #4 & #5 – RETURN CASH TO SHAREHOLDERS

#4 - We expect our excess cash to contribute to shareholder remuneration through stable dividend flows,
sustainably growing over time

#5 - We will not consider share repurchase while leverage is above our optimal leverage of 2.5x

41
CAPITAL ALLOCATION PRIORITIES GUIDE JDE PEET’S STRATEGIC AGENDA

REINVEST IN THE BUSINESS

DELEVERAGING

M&A

DIVIDENDS

SHARE REPURCHASE

We believe in financial discipline and adherence to our capital allocation framework

42
AGENDA

CAPITAL ALLOCATION PRIORITIES

CAPITAL STRUCTURE

43
CAPITAL STRUCTURE – EUR 6.5 BN DEBT SECURED AT INVESTMENT GRADE TERMS

Effective March 30, we established a single capital structure for JDE Peet’s at attractive terms
New credit agreements signed for EUR 6.5 bn
New

RCF EUR 1.5 bn Mar 26 + 2y • Holistic capital structure without structural subordination

New
• No financial covenants
TERM LOAN EUR 1.0 bn Mar 25
• Investment grade documentation
New
• Investment grade margins
TERM LOAN EUR 0.3 bn Mar 23
• Strengthened and refocused relationship bank group
Amended

TERM LOAN EUR 3.7 bn Nov 23 • Financial flexibility and access to the bond market

An oversubscribed book of EUR 11 bn+ as a testament of our strong business and credit profile

44
THE NEW FINANCING IMPROVES OUR DEBT STRUCTURE AND LIQUIDITY PROFILE

EUR 6.0 bn – Debt Maturity Profile – 31 Dec 2020 EUR 6.5 bn – Debt Maturity Profile – 31 Mar 2021
in EUR bn
0.5
AVERAGE *
0.3
COST OF
DEBT
2.4% 1.8%
4.0
3.7

1.5
1.0 1.0

0.5

2021 2022 2023 2024 2025 2026 2027 2028 2021 2022 2023 2024 2025 2026 2027 2028

New financing provides a permanent capital structure with additional liquidity of EUR 0.5 bn (EUR 1.6 bn pro forma
Dec 20) and bond market access
* Pro forma FY20 average cost of debt at new financing terms

RCF TERM LOAN WITH NON-RELATIONSHIP LENDERS TERM LOAN WITH RELATIONSHIP BANKS TERM LOAN WITH CORE RELATIONSHIP BANKS 45
OUR ESG STRATEGY HAS BEEN INCORPORATED INTO OUR NEW BANK FACILITIES

EUR 2.5 bn of our new facilities are linked to our Sustainability Ambitions
We have agreed with our core banks on a framework and KPIs that link the pricing of our RCF and 2025 Term Loan to
our journey towards our 2025 ESG goals.

COMMON GROUNDS MINIMISED FOOTPRINT

Responsible sourcing of coffee & Recyclable, compostable or reusable
palm oil packaging

Smallholder farmers reached GHG emissions/SBTI

46