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2023 MDLZ Snacking Made Right ESG Report

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2023 MDLZ Snacking Made Right ESG Report

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MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 1

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Summary CEO Letter About Us Our Purpose Our Approach How We Get It Done Materiality ESG Priorities ESG Progress CISO Letter

TABLE OF STRATEGY &

PERFORMANCE
MINDFUL
SNACKING
SUSTAINABLE
SNACKING
COLLEAGUE &
COMMUNITY
GOVERNANCE
CONTENTS
Summary 3 Overview 13 Overview 20 Overview 57 Overview 69
Chairman & CEO Letter 4 Approach & Progress 14 Climate Risks 21 Leadership & Growth Culture 58 Corporate Governance 70
About Us 5 Championing Portions & Mindful 15 Action Toward Net Zero 23 Diversity, Equity & Inclusion (DE&I) 59 Compliance & Integrity Program 74
Behavior
Our Purpose 6 Our Carbon Footprint 24 Advancing Racial Equity & Equality 60 UN Sustainable Development Goals 75
Enhancing Our Ingredient & Nutrient 16
Our Approach 7 Energy 27 Advancing Gender Equity & Equality 61
Profile
How We Get It Done
Materiality
8
9
Providing Consumers with Options
Marketing Responsibly & Inclusively
17
18
Logistics
Water
28
29
Economic Inclusion &
Supplier Diversity (EISD)
62
CLOSING LETTER
Colleague Health & Well-Being 63 Closing Letter 76
ESG Priorities 10 Food Safety 19
Waste 30
Impact Investing 64
ESG Progress 11 Social Sustainability & Human Rights 31

ABOUT THIS
Humanitarian Support 65
Chief Impact & Sustainability Officer 12 More Sustainable Packaging 34
(CISO) Letter Community Impact & 66
REPORT
More Sustainable Ingredients 36
Employee Volunteering
Cocoa 37 Workplace Safety 68
Wheat 47 Overview 77
Dairy 51 About Our ESG Goals 78
Palm Oil 53 Endnotes 80
Hazelnuts 55 Index 82
More Sustainable Sourcing 56 Forward Looking Statements 84

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 2

2023 HIGHLIGHTS
Guided by our ambition to build a more sustainable snacking company, we take a strategic
long-term approach as we strive to meet our Environmental, Social and Governance (ESG)
goals. You can find additional details on our ESG goals under About Our ESG Goals sub-
section within the About This Report section.

MINDFUL SNACKING - CLIMATE & ENVIRONMENT SUSTAINABLE INGREDIENTS PACKAGING DIVERSITY, EQUITY & INCLUSION
CONSUMERS

~100%
Confirmed aim to seek no Nearly
deforestation across primary

~3X
commodities by 2025.
Approximately Employee satisfaction score of

~80
Maintained 4 years of continued

96%
Science Based Targets Initiative Distributed approximately

8,589,000
internal manufacturing sites certified (SBTi)-validated end-to-end carbon Tripled diverse placements from
to food safety schemes that are emissions targets (7). Historically Black Colleges and
benchmarked by the Global Food Universities (HBCUs) to our early career
Safety Initiative (GFSI) of our packaging was designed based on annual global employee program in the U.S. since 2020 (32).
trees to Cocoa Life communities (25). engagement survey. Score is in top
Approximately to be recyclable (11).

~256,000
quartile of external benchmark.

-3.7%
participation % across the workforce
and an all-time high for 2023.

Cocoa Life farms mapped (41).

~62% ~42%
GHG emissions reduction across our Reached total spend of around
value chain (vs. 2018) (7).

$880M
Trained around

net revenue delivered through

mindful portions (1).
Reduced food waste
from distribution by about 225,000 of global management roles
held by women (30).

+17 -69%
farmers in Good Agricultural Practices (25). with minority and
women owned suppliers (17).

percentage points vs. our 2018 baseline.

~99%
of wheat volume needed for our European
Founding investor in a Circulate Capital
initiative in Latin America aimed at
business biscuits production grown under reducing plastic waste.
the Harmony Charter (6). Approximately

29,000
Sourced

~48%
Maintained approximately Co-lead the Consumer Goods Forum’s

100%
Plastic Waste Coalition of Action
Flexibles Working Group, focused on
developing Ethylene Propylene Rubber volunteer hours spent by our people
Electricity at manufacturing sites from (EPL) as a more sustainable source of giving of their time, talents and in
renewables, up from 40% in 2022 (22). Roundtable on Sustainable Palm Oil
flexibles and innovation in packaging.
(RSPO)-certified palm oil sourcing (3). service to their communities.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 3

CHAIRMAN I am incredibly proud of our work in 2023 to people and restore landscapes where cocoa grows as we, and our Driving against our ESG goals is fundamental to enabling our long-
sector more broadly, plan for the future. term growth, holding our leadership position in snacking and
continue meeting evolving consumer advancing a business that will remain resilient for many years to

& CEO LETTER

preferences and delivering strong results while We have prioritized industry and sector-wide collaboration,
come. At the heart of this lies the winning growth culture we
partnerships and advocacy as essential to deliver against our long-
making meaningful progress against our term ambitions. As such, we work in partnership with suppliers and
continue to create in support of our people who lie at the center
Environmental, Social and Governance (ESG) across our value chain, and we play a leadership role in industry
of these efforts.
priorities. We made this progress despite coalitions, including the Consumer Goods Forum (CGF) which I Co- We continue to map our disclosures against existing frameworks,
ongoing global inflation and economic Chair and the World Cocoa Foundation (WCF) which my Chief including the Sustainability Accounting Standards Board (SASB) and
Sustainability & Impact Officer Chairs. Task Force on Climate-Related Financial Disclosures (TCFD), in
uncertainty, a testament not only to the power response to stakeholder feedback, and we continue to assess new
of our iconic brands, but also to our focused and I’m delighted to note that our sustainability efforts have earned
frameworks and conventions for potential adoption.
us high-profile recognition. In 2023, Barron’s placed us on its list
strategic approach to sustainable growth and of the 100 “Most Sustainable U.S. Companies,” and Newsweek In 2024, we remain focused on further empowering people to snack
the passion of our amazing 91,000 colleagues named us one of “America’s Most Responsible Companies.” We right by honing our portfolio, strengthening our brands and
around the world. have earned this recognition while continuing to win the loyalty continuing to execute with excellence and innovation. I believe that
of our consumers. these efforts are setting us up for years of high-quality sustainable
This year we strengthened and refined our portfolio with growth and I remain humbled to advance the important work of
The wide range of choices we offer as part of our Snacking Made
substantial investments in our beloved brands through innovation, Snacking Made Right for generations to come.
Right mission, along with our strategic focus on chocolate, biscuits
renovation and reformulation. This is coupled with acquisitions of and baked snacks – categories we aim to represent 90% of our
companies such as Clif Bar & Company (Clif), whose commitment to portfolio as part of our long-term growth strategy – strongly aligns
well-being and the environment closely aligns with our mission and with current consumer priorities.
supports our purpose of empowering people to snack right.
Furthermore, we continued to advance communication on Mindful Our diverse portfolio and focused categories keep us at the
Snacking and achieved quantifiable progress against the forefront of snacking, where, as leaders, we continue to pave
sustainability goals detailed in this report. the way in proving the resiliency of our brands despite
disruptions, challenges and emerging trends, including the
From reducing our climate impact through tangible actions, like advent of weight-loss drugs. We can confidently say snacking is
transitioning to renewable energy sources across many of our here to stay and believe we are well positioned for long-term
Dirk Van de Put manufacturing facilities, to scaling regenerative agricultural sustainable business growth.
Chairman & CEO, practices across our sustainable ingredient sourcing programs,
we continue to build on progress against our 2025 ESG goals. I am We know there is a continued place for mindful indulgence in a
Mondelēz International
pleased to say this year’s Snacking Made Right report balanced lifestyle. Our chocolate portfolio in particular, including
demonstrates measurable action against our long-term ambitions, beloved brands such as Cadbury, Toblerone and Milka, is well-
including the aspiration to reach gender parity across our attuned to the 85% of consumers polled in 2023 who confirm
business leadership teams and realize a goal of net-zero carbon they are likely to savor an indulgent snack. And our portfolio
emissions by 2050. offers choice, featuring healthier alternatives such as belVita
“We are committed to make snacking right for biscuits and whole-grain snack bars, as well as portion-control
everyone our business touches—from the farmers Particularly amid a dynamic environment that faces rising inflation, products that contain less than 200 calories and now generate
we remain focused on more sustainable sourcing. Prices of cocoa, a nearly 20% of our sales.
and communities that produce our ingredients to the key ingredient for many of our brands at Mondelēz International,
consumers who enjoy our snacks. We are proud to have risen considerably as a result of declining supply of cocoa Our focus on mindful snacking is being applied across our entire
report that we are executing against our clear 2025 over the course of this calendar year, largely due to weather’s portfolio in support of our mission to offer the right snack, for the
impact on crop yield. Our sourcing strategies and our Cocoa Life right moment, made the right way. By 2025 we aim for up to 100%
goals, which put us on the path to pursue our bold of our net revenue from our snacking portfolio through Mindful
signature sustainable sourcing program continue to address these
long-term ambitions.” challenges and build a more resilient supply of this important Portion Snacks, those in either individually wrapped mindful
ingredient. Through Cocoa Life, we have been investing to lift up portion serving sizes or with mindful portion labeling.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 4

ABOUT US (18)
MARKET LEADING ACROSS CORE CATEGORY

Biscuits, Protein/Energy
#1 iN KEY
OUR BRANDS
We aim to deliver a broad range of delicious, high-quality snacks
that nourish life’s moments, made with more sustainably sourced
NET REVENUES BY REGION

2023 Highlights Snack Bars

SNACKS (18) ingredients and delivered in packaging that more consumers can
feel good about. North America Europe
MARKETS
Biscuits, Cakes & Pastries 31% 36%
Our portfolio includes snacking brands such as Milka, Lacta,
LEADING THE FUTURE OF SNACKING Cadbury, Côte D'Or and Toblerone chocolate; Oreo, 7 Days, CLIF,
Chocolate Kinh Do, LU, Ritz, Nabisco and Chips Ahoy! biscuits and baked snacks.
As one of the world’s largest snack Our brands span five product categories and we are optimizing our
companies, we live and breathe snacks – Biscuits portfolio prioritizing our fast-growing core categories of chocolate,
and we want to make them right for biscuits and baked snacks.
people and the planet. Chocolate
BAKED SNACKS INCLUDING

Latin AMEA
NET REVENUES BY CATEGORY America 19%
14%

BISCUITS INCLUDING

73% 61% 39%

Biscuits & Baked
Snacks Chocolate
49% 30%

DEVELOPED EMERGING
NON-U.S.
MARKETS MARKETS

$36B OUR REACH We operate in approximately 80 countries.

2023 NET
REVENUES
Gum

~91K
& Candy Our approximately 91,000 employees bring
12%
our brands to life every day by making and
baking our delicious products.
Cheese & Grocery CHOCOLATE INCLUDING
Beverages 6%

150+
3%
Our products are enjoyed in over 150
countries around the world.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 5

OUR
PURPOSE OUR FOUR STRATEGIC PRIORITIES SUPPORT OUR PURPOSE, MISSION AND VALUES,
AND GUIDE OUR GROWTH STRATEGY.
WHAT DRIVES US
OUR PURPOSE is to empower people to
snack right.

OUR MiSSiON is to lead the future of snacking

by offering the right snack, for the right
moment, made the right way.

OUR VALUES guide how we make snacking GROWTH EXECUTION

right. Across Mondelēz International, we all
strive to: Accelerating Driving Operational
Consumer-centric Growth Excellence
• Love our consumers and our brands. We
deeply know our consumers and understand their desires
for personal well-being and thoughtful care for our
planet. It shapes how we share delightful and sustaining
snacks with them.
• Grow every day. In everything we do, we’re thinking
of one thing – growth. We operate with speed and
efficiency instead of focusing on perfection. Our people
are at the heart of everything we do. They are the driving
force behind our growth.
• Do what’s right. Always. We treat everyone with CULTURE SUSTAINABILITY
care and integrity. Our diverse, inclusive and connected
community makes us stronger and secures our steps Building a Winning Scaling More
forward on the right path. We follow through on our Growth Culture Sustainable Snacking
commitments, doing what is right for our consumers,
right for our partners, right for our brands and right for
the environment.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 6

OUR Our ESG priorities are based on our Snacking

Made Right framework and designed to deliver
Snacking Made Right, alongside our long-term
growth strategy – represented by the four

APPROACH
on our mission: to lead the future of snacking by pillars of growth, execution, culture and
offering the right snack, for the right moment, sustainability – helps us drive innovative,
made the right way. Our strategic approach to sustainable business growth.

PRIORITIZING FOR GREATER IMPACT MORE SUSTAINABLE INGREDIENTS MORE SUSTAINABLE PACKAGING SOCIAL IMPACT

Snacking Made Right focuses on the following

social and environmental areas in which we
believe we can deliver greater long-term
positive impact.

Our strategy and goals in addressing these key

We develop signature sourcing programs across key raw We aim for reducing and evolving packaging and improving We promote human rights across our value chain and help to
focus areas support our growth, and are materials, including cocoa, wheat, and palm oil, to help build systems to support our vision of a more circular pack economy. enable empowered and inclusive communities.
underpinned by our broader focus on greater end-to-end resilience in these supply chains.
promoting a culture of safety, quality, inclusivity
and equity.

CLIMATE DIVERSITY, EQUITY & INCLUSION CONSUMER / MINDFUL SNACKING COLLEAGUE WELL-BEING

We help combat climate change through science-based We champion diversity, equity and inclusion for our colleagues, We aim to empower consumers with contemporary well- We build a culture that focuses on the safety, physical and
targets, using natural resources end-to-end more efficiently culture and communities. being options and choices, Mindful Snacking habits and mental well-being of our colleagues.
and renewably. portion balance.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 7

HOW WE ENSURING STRONG GOVERNANCE INVOLVING OUR PEOPLE CGF: Our Chairman and CEO, Dirk Van de Put, has co-chaired the
CGF at the Board level since June with a two-year mandate
Our comprehensive governance structure provides strong We integrate sustainability into how we do business and empower alongside Frans Muller, President and CEO of Ahold Delhaize. We

GET IT DONE
oversight of our ESG efforts. Our Board of Directors oversees our our employees across every function to play a role. We do this by are an active member of the Forum’s Forest Positive Coalition of
ESG-related risks, strategy, progress, alignment with purpose, providing our colleagues with the information to drive action, the Action. We also co-sponsor the Forum’s Global Food Safety
stakeholder interests and strategic risks and opportunities. It also motivation to make changes and the opportunities to make Initiative, have co-chaired its Human Rights Coalition of Action
reviews progress and challenges on evolving our growth culture sustainability part of every business decision. since June as well as the Plastic Waste Coalition of Action. We are
and our diversity, equity and inclusion (DE&I) goals. Specific poised to support the Forum's work to accelerate its members’
Inform
responsibilities are delegated to our Board committees, which are aspirations to transition to net zero emissions through the newly
composed solely of independent directors. In 2023, we invested in an education program to upskill employees
formed Net Zero Coalition of Action.
more deeply about issues facing the planet, like climate change, and
Our Governance, Membership and Sustainability Committee (GMSC) the changes that need to happen across our business to address In May, our Chief Impact & Sustainability Officer, Christine
oversees our ESG policies and programs related to corporate them. It focused on three key areas: fundamental issues, strategy, Montenegro McGrath, was appointed as WCF’s chairperson.
citizenship, social responsibility and public policy issues that are and execution, alongside education on evolving regulatory Since then, we have further supported the Foundation’s vision to
significant to us. These issues include sustainability and requirements around sustainability. To deliver the program, we catalyze a thriving and equitable cocoa sector that collaborates
environmental responsibility; food labeling, marketing and used a variety of tools, including informational videos, academy to help improve farmer income, reverse deforestation and
packaging; philanthropic and political activities and contributions; training workshops and a dedicated information hub and share a combat child labor.
and the Board’s ESG education and capabilities. variety of ESG-related materials with our customers and suppliers.
The People and Compensation Committee oversees our DE&I Inspire
priorities, as well as workplace safety, employee wellness, pay COMMUNICATING WITH STAKEHOLDERS
We focus on leading where it matters most and driving change
equity, talent sourcing strategies, talent management and
where the world needs it most. Our Global Sustainability Team sits in At Mondelēz International, we communicate to internal and
development programs, and ESG Strategic Progress Indicator (SPI)
a prominent place in the business, within the Corporate & Legal external stakeholders on our environmental, social and governance
goals for incentive plans.
Affairs function. And it collaborates cross-functionally to implement programs through a variety of ESG-related materials. Externally,
The Audit Committee oversees our safety priorities, goals and a range of sustainability programs. Leaders from all functions share our program progress is shared through a variety of ESG reporting
performance, as well as our ESG-related disclosure in SEC filings, information about our sustainability work to engage employees and frameworks and on our website. Internally, employees receive an
including controls and assurance. inspire them to think and work more sustainably. annual Health, Safety and Environmental (HSE) training manual
which covers topics such as human rights, food safety, security and
Our ESG goals are part of our risk and strategic planning Involve
environmental topics. Annually we publish our Human Rights Due
processes and are considered as part of our annual incentive Sustainability touches every part of our business, so we offer Diligence Report made available on our website. Additionally,
compensation program for our leadership. Business leadership initiatives that every employee – from leaders to frontline workers environmental management issues are shared, escalated and solved
teams and our Board regularly reviews progress toward these – can participate in. More than 10,000 colleagues around the world with internal stakeholders through a variety of channels including
programs and priorities. took part in our first Green Week learning and engagement session monthly regional meetings, global forums and through our
in 2023. And our Changemakers community volunteering program sustainability hub team. We continue to seek two-way dialogue
invites each employee to make a pledge that makes a difference with our stakeholders and are completing our Double Materiality
EMBEDDING SUSTAINABILITY INTO OUR across in our ESG focus areas. Assessment in accordance with the EU’s Corporate Social
BUSINESS OPERATIONS Responsibility Directive (CSRD).
Our local-first and consumer-centric business model means that
WORKING IN COLLABORATION
while ESG goals are set in five year increments globally, business
transformation requires a balance across global scale and local Collaboration is essential to transforming our business and ESG REPORTING
operations to deliver progress against these goals. Our GMSC delivering progress against our long-term goals. That’s why we We discuss our ESG goals and programs in detail in our annual
Committee oversees programs to integrate ESG policies and both participate in and lead many industry coalitions, including Snacking Made Right report available on our website. We provide
programs at the local business level across all of Mondelēz the Consumer Goods Forum (CGF) and the World Cocoa an ESG data sheet and are aligned with the SASB and TCFD
International’s business units. Foundation (WCF). reporting frameworks. We also provide our annual CDP Climate
Change, Water Security and Forests disclosure.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 8

DIGGING FOCUSING IN ON PRIORITY TOPICS. SAFETY SUPPLY SECURITY

DEEPER
Some of the processes and materials that guide our ESG strategic
planning and ongoing assessment include: Our Enterprise Risk
Management (ERM) process that we use for identifying, assessing,

INTO OUR
prioritizing, mitigating and monitoring risks; external analysis of
stakeholder and regulatory issues; our Company’s total greenhouse
gas (GHG), land and water footprint; consumer insights data; and

MATERIALITY
publicly available data on societal issues, including statistics and
reports from government authorities, non-governmental
organizations (NGOs) and peer companies.
The social and environmental issues that we believe are among
those that are material to building a successful and sustainable
snacking company include:
We're in the process of our materiality
assessment in line with upcoming regulatory
requirements (laws, regulations, standards and Promote the safety of our people and products. Focus on key agricultural commodities and social challenges in the
supply chain, including more sustainable agriculture and promoting
rules). Results anticipated in due course. human rights within our signature programs and approaches for
cocoa, wheat and palm oil.
Internal and external advisors are helping us review the impact
environmental and societal issues have on our business and shape
our strategic response and action plans. We consider the
materiality of these issues to our business. We consider the
ENVIRONMENTAL & SOCIAL SUSTAINABILITY CONSUMER & COLLEAGUE WELL-BEING
perspectives, priorities and asks of shareholders and other
stakeholders as we shape long-term goals and associated action
plans, and have these goals and plans validated by external
advisors. To advance our disclosure and promote transparency, we
also engage with multiple ESG ratings organizations and indices.
Our two-way dialogue informs our ESG approach, which defines
our assessment of the environmental and social issues most
significant to us.

Aim to reduce environmental and societal impact across operations, Support well-being through portfolio enhancements, Mindful
landscapes and communities including the sourcing of our primary Snacking messaging and community partnerships. Advance a
ingredients, product packaging and manufacturing. diverse workforce and create an inclusive culture for employees
providing equity of opportunity.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 9

OUR ESG MORE SUSTAINABLE

INGREDIENTS
CLIMATE
MORE SUSTAINABLE
PACKAGING
SOCIAL IMPACT

PRIORITIES
We have set clear 2025 goals that put us on the
path to pursue bold long-term ambitions.
100% -35% -5% 100%
Our strategic focus areas, goals and ambitions map to the areas
of our business best positioned to drive progress, and are Goal by 2025: 100% of cocoa volume for Goal by 2030: 35% end-to-end CO2e Goal by 2025: Aim to reduce virgin plastic by Goal by 2025: Aim to cover all Cocoa Life
aligned to what we believe is significant to our long-term chocolate brands sourced through Cocoa emissions reduction by 2030 from 2018 5% and virgin rigid plastic by 25% from 2020 communities in West Africa with Child Labor
business success. They also support our vision to lead the future Life by 2025. baseline. By 2025: 10% absolute water baseline. Goal by 2025: Aim to have Monitoring & Remediation Systems.
of snacking and our aim to reduce our environmental footprint usage reduction in priority sites and 15% approximately 98% or more of our
and have a positive lasting impact on people and communities as food waste reduction in internal packaging designed to be recyclable.
we continue to grow. manufacturing sites from 2018 baselines.

These goals include more sustainable sourcing of key ingredients,

reducing our environmental footprint, promoting the rights of
people across our value chain and evolving our portfolio to offer a
broader range of high-quality snacks that address consumer DIVERSITY, EQUITY CONSUMER / MINDFUL
SUPPLIER DIVERSITY NO DEFORESTATION
needs, while encouraging consumers to snack mindfully. & INCLUSION SNACKING

2X 100% $1B NO
Guided by our ambition to build a more sustainable snacking
company, we take a strategic long-term approach as we strive to
meet our ESG goals. You can find additional details on our ESG
goals under About Our ESG Goals sub-section within the About
This Report section.

DEFORESTATION

Goal by 2024: Aim to double representation Goal by 2025: Aim for up to 100% of net Goal by 2024: Aim to spend $1 billion with Seek no deforestation across our primary
of women in executive leadership roles revenue through Mindful Portion Snacks minority and women owned businesses. commodities following a phased approach
(defined as Mondelēz Leadership Team +1) – those in either individually wrapped that begins with our European Business and
from 2018 base of 18%. Aim to double U.S. mindful portion serving sizes or with rolls out to other regions.
Black representation in management from mindful portion labeling.
2020 base of 3.2%.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 10

OUR ESG PROGRESS Snacking More Mindfully

OUR AIM
Up to 100% of our net revenue through Mindful Portion Snacks, those in either individually wrapped mindful portion serving sizes or with mindful portion
labeling (1)
2023 Performance
62 %

Guided by our ambition to build a more sustainable snacking Sustainable Ingredients 100% cocoa volume for chocolate brands sourced through Cocoa Life by 2025 (2) 85 %
company, we take a strategic long-term approach as we work to Snacking Maintain 100% palm oil volume Roundtable on Sustainable Palm Oil (RSPO) certified (3) 100 %
meet our ESG Goals.
100% cage free eggs globally by 2025 (excluding Russia, Ukraine & Vietnam) (4) (37) 52 %
(5)
Dairy supply sourced from suppliers with formal animal welfare standards 67 %
100% wheat volume needed for Europe business biscuits production grown under the Harmony charter by 2022 (6) 99 %
(7) (38)
Environment 35% end-to-end CO2e emissions reduction by 2030 (vs. 2018) (3.7)%
10% CO₂e emissions reductions across our manufacturing operations by 2025 (vs. 2018) (8) (34)%
(9)
10% absolute water usage reduction in priority sites by 2025 (vs. 2018) (15)%
15% food waste reduction in internal manufacturing sites by 2025 (vs. 2018) (10) (28)%
50% food waste reduction from distribution by 2025 (vs. 2018) (69)%
Packaging Approximately 98% or more of our packaging designed to be recyclable by 2025 (11) (39) 96 %
5% reduction in virgin plastic by 2025 (vs. 2020) (11) (2.3)%
25% reduction in rigid virgin plastic by 2025 (vs. 2020) (11) 9%
5% recycled plastic content by 2025 (11) 1.4 %

Colleague & Social 100% manufacturing sites completed SMETA audit within the past 3 years (12) 91 %
Community 100% prioritized supplier sites completed SMETA audit in past 3 years (13) 90 %
(14)
Child Labor Monitoring & Remediation Systems (CLMRS) cover 100% Cocoa Life communities in West Africa by 2025 75 %
DE&I Double U.S. Black representation in management by 2024 (2020 base of 3.2%) (15) 6.3 %
Double representation of women in executive leadership (defined as Mondelēz Leadership Team + 1) roles by 2024 (2018 base of 18%) (16) 42 %
Spend $1 billion with minority and women owned businesses by 2024 (17) $880M
Workplace Safety Severity and Total Accident Rate (TAR): Continued focus to reduce Severity 1 safety incidents to zero (23)%

We aim to regularly and transparently report our progress. You can find additional details on our ESG goals under About Our ESG Goals sub-section within the About This Report section.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 11

CISO With 2030 on the horizon and 2025 quickly We’ve also made strong progress toward our 2025 environmental
and social goals, some of which we have already achieved or
approaching, I’m genuinely inspired by the exceeded. Some highlights from 2023 I’m particularly proud to

LETTER
progress the Mondelēz International team has share include:
made over the past year to drive our upcoming a. Scaling regenerative agricultural practices across our signature
goals and have a clear plan to achieve our long- sourcing program, Cocoa Life, where our programs continue to
term ambitions. make an impact to help eliminate deforestation and contributes
to our Scope 3 carbon reductions.
Over the past year, we’ve done critical work to reduce our climate b. Sourcing approximately 99% of wheat volume needed for our
impact. This includes developing a time-bound, net-zero carbon European business biscuits production grown under the
emissions roadmap and reduction plan linked to targets Harmony Charter (6).
independently validated by the SBTi, scaling regenerative c. Sourcing nearly half of electricity at manufacturing sites from
agricultural practices across our signature sourcing programs, and renewables, up from more than 40% in 2022 (22).
reducing carbon emissions at scale across our owned operations.
d. Slashing food waste from distribution by an impressive
This work lays the necessary groundwork for Mondelēz
approximately (69)%.
International to make progress against our long-term net-zero
target, an aspiration I am so proud to see our Company deliver This work creates value for our business and helps enable our
measurable progress against. future growth by making our business more resilient. Looking
ahead, we aim to further sharpen, amplify and accelerate our
This important work and the progress detailed in this report would
impact across our priority areas. We are also focused on evolving
not have been possible without our committed people, our
to meet expanding regulatory requirements and remain committed
partnerships with suppliers and NGOs and our collaboration with
to transparency in sharing our progress.
industry coalitions, including the World Cocoa Foundation and
Consumer Goods Forum. We are committed to work in genuine I am grateful for the passion, drive and ownership Mondelēz
partnership to deliver impact. International team members bring to their roles every day. I am
proud to work alongside them and the many others we collaborate
The world is changing rapidly, demanding that we change with it,
Christine Montenegro McGrath with to drive positive impact at scale and continue to make
and we are committed to working on interrelated systemic issues.
progress in 2024.
SVP, Chief Impact & Sustainability Officer, Particularly as supply of cocoa has been hindered this year largely
Mondelēz International due to weather with lower production causing a rise in the price of
this important input, we have continued our focus on our cocoa
Christine Montenegro McGrath
sourcing program, Cocoa Life, to support our goal of a thriving and
equitable cocoa sector that collaborates to combat interrelated SVP, Chief Impact & Sustainability Officer,
system issues like deforestation, farmer poverty and child labor. Mondelēz International

“The world is changing rapidly, demanding that we Through perseverance and diligence, we have built an end-to-end
change with it. We are committed to working carbon emissions reduction roadmap, leveraging both tried-and-
collaboratively on interrelated systemic issues across true programs as well as new pilots associated with SBTi-validated
emissions reductions targets. These efforts are helping us
the sector to deliver impact.” meaningfully reduce our emissions and give us a clear path forward
as we progress against our long-term ambition.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 12

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Overview Championing Portion & Mindful Behavior Enhancing Our Ingredient & Nutrient Profile Providing Consumers with Options Marketing Responsibly & Inclusively Food Safety

MINDFUL SNACKING
OVERVIEW
We believe every snack can be enjoyed in a Through our Mindful Snacking Strategy, we aim to support
consumer well-being on four fronts:
mindful way. As proud makers of chocolate,

1
biscuits and baked snacks loved the world Championing portions and mindful behavior through
individually wrapped pre-portioned packs and mindful
over, we are thoughtful in the way we make portion label information.
and manage our evolving portfolio of brands.
2 Enhancing our ingredient and nutrient profile while
continuing to deliver delightful brand experiences.

“As a snack company dedicated to empowering

people to snack right, the integration of
mindfulness into our brand experiences not only
accentuates the pleasure and satisfaction our
3 Providing options to our consumers that meet their
evolving expectations.

consumers feel when they enjoy our delicious

snacks; it helps our consumers develop a more
balanced approach to snacking and provides
4 Marketing responsibly in line with high ethical standards.

guidance to how we build our brands.”

Our Mindful Snacking Strategy is underpinned by a 2025 Mindful
Jennifer Hull
Portions goal and multiple global and local initiatives. In 2023, we
Senior Director, Global Mindful
Snacking and Category Strategy,
made solid progress on all pillars of our Mindful Snacking
Mondelēz International Strategy, advancing our ambition to help consumers enjoy our
delicious snacks.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 13

OUR APPROACH & PROGRESS

Below is a summary of our four Mindful Snacking Strategy pillars and progress in 2023.

CHAMPIONING PORTIONS AND ENHANCING OUR INGREDIENT AND PROVIDING OUR CONSUMERS WITH OPTIONS MARKETING RESPONSIBLY
MINDFUL BEHAVIOR NUTRIENT PROFILE
To help consumers savor our snacks while they manage their We continually strive to enhance the nutrient and ingredient profile Consumer trends are evolving, and it is vital we keep pace with We recognize the need to provide accurate and appropriate
calorie intake, we are expanding our range of individually wrapped of our snacks portfolio through efforts to reduce sugar, sodium consumers’ changing dietary needs and expectations. We continue information that helps consumers make informed dietary decisions.
Mindful Portion packs of 200 calories or fewer. For products that and saturated fat content and use more whole grains, increasing to grow existing nutrition-forward brands such as belVita, Triscuit,
Our public Responsible Marketing Position reinforces that our
are not pre-portioned, our aim is to provide Mindful Portion fiber and micronutrients as appropriate. We do this while and our snack bars portfolio. In response to consumer trends, we
marketing and labeling not only complies with all regulations and
information on the pack. continuing to deliver delightful brand experiences. also innovate in key spaces including gluten-free and low/no sugar.
standards, but also helps our consumers snack right. We have a
We strive to further embed mindfulness into our brand experiences As part of these efforts, we work independently and with strong global Marketing to Children Policy that applies to every
and to promote broader awareness through our collaborations with partners to advance technologies that support nutrient and market where we do business. We do not advertise our products in
health and nutrition professionals. We also partner with expert ingredient enhancements. any media where 30% or more of the total viewing audience is
organizations, such as the Portion Balance Coalition, British Nutrition under the age of 13.
Foundation, International Food Information Council (IFIC), and non-
As a founding member of the IFBA, we
governmental organizations (NGOs) like Save the Children, whom we 2023 PROGRESS work with others across the industry to
collaborate with on issues such as hunger and food access.
We continued to evaluate and enhance the ingredient and support responsible marketing, including
nutrient profile of our snacks portfolio through renovations to underrepresented communities, and have
our existing products. The percent of volume of our products made a global pledge to the World Health
meeting the International Food & Beverage Alliance (IFBA) Organization (WHO) in the areas of
Pledge is progressing as planned. nutrition and responsible food marketing

• In India, we reduced sugar content by approximately 15% in In addition, we have external and internal food marketing standards
our Bournvita biscuits and by about 5% in Oreo Chocolate. in place that provide additional guidance and are in line with the
International Chamber of Commerce (ICC) Code of Advertising and
• In the Middle East and Africa, we reduced sodium content in
Marketing Communication Practice and the ICC Framework for
Oreo by around 5% in Morocco, and by approximately 30% in 2023 PROGRESS Responsible Food and Beverage Communications.
Saudi Arabia and UAE.
We continued to grow our existing offerings in this space
• In Brazil, we reduced sugar content anywhere from around
through marketing investment and innovation. At the same
22-33% depending on the variety. time, we innovate our brands in areas identified by consumers, 2023 PROGRESS
2023 PROGRESS • In the U.S., the Honey Maid brand now meets the 2025 IFBA such as functional benefits and specific dietary needs. We continue to maintain our high food marketing standards,
Our Mindful Portions goal aims to deliver up to 100% of our sodium pledge due to an approximately 10% reduction in including those set out in our Marketing to Children Policy and
net revenue by the end of 2025 through Mindful Portion sodium on the Honey Maid low fat offering. industry pledges. We participate in local pledges in several
snacks, meaning those in either individually wrapped Mindful • In the U.K., our belVita biscuit offerings have reduced sodium countries including Australia, New Zealand, Belgium, Brazil,
Portion serving sizes of no more than 200 calories or content, including the Honey & Nut variety, which achieved an Canada, France, Germany, India, Malaysia, Mexico, the
featuring Mindful Portion labeling. approximately 75% reduction in sodium, and about 15% Philippines, Singapore, South Africa, Spain, Turkey, UAE, the U.S.
In 2023, approximately 62% of our net revenue came from reduction in sugar, while increasing fiber. and the EU (EU Pledge).
Mindful Portion snacks, and we remain on track to achieve
our 2025 goal (1).

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 14

CHAMPIONING 2025 MINDFUL PORTIONS GOAL

By 2025, we aim to deliver up to 100% of our net revenue through
SIX MINDFUL SNACKING BEHAVIORS
There are six behaviors that can help people
“Through our partnerships with credible science-led organizations
such as the British Nutrition Foundation, we help drive awareness

PORTIONS &
Mindful Portion snacks, those in either individually wrapped snack mindfully and better enjoy their overall around the benefits of mindful snacking including through portions.
Mindful Portion serving sizes of 200 calories or less, or with snacking experience as they aim to achieve a We continue to offer actionable guidance on how snacks can be
Mindful Portion labeling (1). more balanced lifestyle. enjoyed by consumers as they aim to achieve a more balanced

MINDFUL BEHAVIOR 1 Know what you want (emotional

and functional needs).
lifestyle. This is a great example of how we continue to help educate
and empower our consumers.”

Rimi Obra-Ratwatte
European Lead, Nutrition Strategy and Communications,

2
Mondelēz International
Be aware of portion size &
We aim to help consumers enjoy our products moderate it.
more mindfully by empowering them to choose

3
the right snack, for the right moment, made the
Enjoy & appreciate the snack
right way. By inspiring mindful eating, we PARTNERSHIPS FOR INCREASED AWARENESS
with all your senses.
believe people can experience more enjoyment AND UNDERSTANDING

4
and satisfaction in snacking. We’re not alone in our mindful eating journey. We continue to partner
Be present in the moment. with reputable nutrition professionals to help spread awareness and
understanding of the practice and benefits of snacking mindfully.

5
This includes participating in nutrition events centered on eating
WHAT IS SNACKING MINDFULLY? Be aware of your hunger,

~62%
behaviors, as well as publishing summaries of panel discussions or
For many years we have encouraged consumers to apply
fullness & satisfaction level. practical approaches in scientific journals to increase
mindfulness principles to help them enjoy the snacking experience understanding and application of mindful eating amongst the

6
scientific community. We provide nutrition professionals with
as part of a more balanced lifestyle. It is acknowledged that mindful Reflect on your whole educational material on mindful eating for them to use with
snacking is:
eating experience. consumers. We also have volunteer employee programs in place
net revenue delivered through mindful portion snacks, Relevant that share mindful snacking behaviors in various forums.
those in either individually wrapped mindful portion serving More and more people practice mindfulness across multiple facets
sizes or with mindful portion labeling (1). HELPING OUR CONSUMERS SNACK MINDFULLY Specific partnerships include those with science-led organizations
of their lives to help achieve wellness and balance.
including the British Nutrition Foundation and IFIC. We also partner

+17
Our pre-portioned packs encourage people to manage their calorie
Accessible with the Portion Balance Coalition, a multi-sector collaborative
intake while Mindful Portion labeling provides calories-per-portion-
Mindful eating can be practiced by anyone, anywhere and with dedicated to developing and raising awareness of portion
of-product on pack with a visual depiction of one portion, helping
any snack. strategies and innovations to help support more balanced lifestyles.
consumers better understand how to make more informed
Effective snacking choices.
percentage points LOOKING AHEAD
There are multiple benefits of mindful eating, including Brand-inspired tips, digital resources and mindful eating education
increased satisfaction. programs are available on our website. We have also partnered For Mondelēz International, championing portion size and mindful
with renowned mindful eating expert, Dr. Susan Albers, Psy.D., to snacking behavior is not just a goal. It is integral to our Mindful
provide consumer-friendly videos that explain the importance of Snacking Strategy.
snacking mindfully and how to practice it as part of a balanced
We will continue to work with our consumers to identify new
approach to snacking.
insights to help us further embed mindfulness into our future
brand experiences.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 15

ENHANCING GUIDING OUR PORTFOLIO’S NUTRIENT AND

INGREDIENT PROFILE
LEVERAGING ENHANCED INGREDIENTS
Thanks to our baking expertise and research and development ENHANCING THE BENEFITS OF BOURNVITA

OUR INGREDIENT &

As a founding member of the IFBA, we are part of its Global programs, we are well-positioned to bring our consumers the tasty
Bournvita is a cereal-based powdered beverage crafted in
Sodium Reduction Commitment, a groundbreaking collective snacks that they desire with enhanced ingredients like whole
partnership with nutritionists.
pledge made by the food industry in 2021. Through IFBA , we grains, fibers, and micronutrients.

NUTRIENT PROFILE publicly pledged to reduce sodium in key categories of our global In 2023, we launched an enhanced formula
Our iconic brands that already
portfolio by 2025 and 2030. in India that delivers about 50% of the
contain whole grains include
recommended daily allowance of key
We also have category-based nutrition guidelines to guide new Triscuit, CLIF, belVita and Prince.
micronutrients of public health importance
product development and enhancement of existing products. • In 2023 we provided over 8 for children between the ages of 7 and 9.
We also use brand-specific guidance to help drive further nutrition billion servings of whole These include iron, iodine and zinc, as well as
enhancements across our portfolio. grains through biscuits and vitamins A and D. The new formula also
We are thoughtful about how we design and
baked snacks (19). delivers nutrients that help support physical,
make our products, and our efforts to enhance mental and immune well-being, including
MAKING PROGRESS ON OUR NUTRIENT PROFILES We’ve also increased fiber
their nutritional quality. content across multiple brands in 2023:
calcium, magnesium and vitamin C. To
further enhance the nutrition composition,
Through product renovations across the world, we work to reduce
• Approximately 23% of our biscuits and baked snacks contained a the formula has almost 15% less added sugar
levels of ingredients like sugar and sodium.
minimum 3g of fiber per 100g (20). compared to the prior formula.
Below, are some of examples of our efforts to enhance the nutrient
• In the Netherlands we increased the fiber content of our Liga
profile of products across our portfolio in 2023 (19) (20).
Milkbreak brand within a range of around 10 to 20% depending on
• In India we reduced sugar content by approximately 15% in our the product offering.
“We support our consumers to mindfully enjoy snacks as part of a
more balanced lifestyle. Our work to reduce sugar, sodium and
Bournvita biscuits and by about 5% in Oreo Chocolate. ADVANCING TECHNOLOGIES, TODAY AND INTO
• In Brazil three of our belVita biscuit flavors have increased fiber
saturated fat content in our snacks is an important part of our • In the Middle East and Africa we reduced sodium content in Oreo by more than 100%.
THE FUTURE
strategy, and we work to shift, toward more whole grains, fiber by around 5% in Morocco, and by approximately 30% in Saudi With experts in nutrition and scientists in our world-leading
and micronutrients. We strive to enhance the ingredient and Micronutrient fortification is a proven, safe and cost-effective way
Arabia and UAE. research centers in the U.S. and U.K., we focus on identifying next-
nutrient profile of our portfolio while continuing to provide to enhance nutrient content and help support dietary needs. We
• In Brazil we reduced sugar content anywhere from around use this approach to add vitamins and minerals to certain products generation solutions to help drive continuous nutritional
delightful taste experiences for our consumers.” enhancements.
22-33% depending on the variety. expected by our consumers and in accordance with applicable
regulations, general dietary guidance and evidence-based data. In These experts work with world-leading research universities and
Jennifer Sallit • In the U.S. the Honey Maid brand now meets the 2025 IFBA
2023, we enhanced the nutrient profile of certain brands through institutes in the U.S., U.K., Europe and Australia, innovative food-
Vice President, Scientific & Regulatory sodium pledge due to an approximately 10% reduction in sodium
fortification. They include: tech startups and ingredient suppliers to deliver consumer-inspired
Affairs & Nutrition Strategy, on the Honey Maid low fat offering.
Mondelēz International • Kinh Do mini savory cakes now enriched with Vitamin A and Zinc. breakthrough technologies.
• In the U.K. our belVita biscuit offerings have reduced sodium
content, including the Honey & Nut variety, which achieved an • Tang now delivers approximately 100% of the recommended daily We know technology plays a big role in helping to advance this
approximately 75% reduction in sodium, and about 15% reduction allowance of Vitamin C in India and the Philippines. journey. Together with our partners, we are working to discover
in sugar, while increasing fiber. new ways to enhance our brands with nutrient and ingredient
options that delight our consumers while helping to support a
• In Argentina we introduced Tang Balance more balanced lifestyle.
in two flavors (lemonade and orangeade)
without sugar or sweeteners, providing
100% of daily recommended
Vitamins C & D.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 16

PROVIDING OUR ELEVATING OUR BRANDS THROUGH Gourmet Foods – invested approximately $25 million since acquiring
INVESTMENT & INNOVATION the brand to increase production of Olina’s Bakehouse Artisan
crackers range by around 35%, driving demand for Australia-

CONSUMERS WITH
We continuously grow and invest in brands that offer benefits, sourced ingredients.
such as functional ingredients as part of their brand promise.
Grenade – high protein, low sugar snacks that partnered with Oreo

OPTIONS
Mindful that consumers have diverse needs, we constantly to launch an Oreo snack bar variety.
innovate to meet evolving dietary needs and lifestyle choices.
Perfect Snacks – a pioneer in the fresh-snacking category,
In 2023, we did the following across our portfolio of brands: introduced nostalgia with the launch of Perfect Bar Layers in two
classic flavor pairings: Crispy Peanut Butter & Chocolate, and Crispy
Oreo – a brand loved by many, offers reduced-sugar options or
Peanut Butter & Berry.
variants with alternative ingredients in some parts of the world. In
2023, we expanded our U.S. Oreo gluten-free range with a mint CLIF – purposely crafted foods which help energize before or after
OFFERING ALTERNATIVE INGREDIENTS
It’s important to us to offer a broad range of flavor. In China, Oreo Thins Zero (sugar) launched a Dark activity – launched its Spiced Pumpkin Pie and Peppermint White We have worked to develop great-tasting, gluten-free choices
snacks that not only taste good, but provide Chocolate flavor. Chocolate seasonal flavors, bringing consumers more excitement within our popular brands to meet evolving consumer
benefits our consumers are looking for. Some of Triscuit – developed and launched a campaign to celebrate how the throughout the year. demands – from savory to sweet biscuits to new flavor
those benefits include sustenance, functional product “starts with three simple ingredients” highlighting how the launches and snack bar options.
ingredients, or options to help them meet their crackers are baked in the USA with American-grown wheat. Four of our brands – Oreo, Tate’s Bake Shop, Good Thins and
dietary needs. Pacific – which offers a source of fiber to help support digestive LUNA – saw an opportunity to educate consumers during
health, launched Pacific Oats Bite-Sized Cookies, made with 39% November’s Gluten-Free Diet Awareness Month in the US by
whole grain oat. It also launched the Pacific Milk Cookie, specially thoughtfully engaging supermarket dietitians. We also
designed to help provide a rich source of protein (about 13 grams). launched our first-ever comprehensive gluten-free platform
activation: “Gluten-Free, Flavor Full.”
This multi-faceted program included in-store promotions,
such as end-cap displays, sampling and digital campaigns.

STAYING CLOSE TO CONSUMERS TO GUIDE

OUR FUTURE
We take pride in staying close to our consumers. As we look
ahead, our portfolio will continue to cater to their diverse and
evolving needs.
We continue to sharpen our category and brand strategies, our
approach to innovation and renovation, and our thinking on merger
and acquisition opportunities. In doing so, we seek to maintain a
deep and integrated understanding of our consumers’ needs, today
and in the future.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 17

MARKETING NUTRITION LABELING Our communications on packaging and in-store materials are work towards a media environment where hate speech, bullying,
directed to adults, and we have guidelines on the use of premiums and disinformation are challenged, where personal data is
Our nutrition labeling is in line with international standards, and on-pack promotions. We prohibit all in-school marketing in protected and used responsibly, and where everyone, especially

RESPONSIBLY
including Codex Alimentarius (Codex) and as prescribed by both primary and secondary schools (prior to university level) – children, is better protected from harm
applicable law and regulation. We provide nutrition labeling on which is an industry leading practice.
products, displaying the amount per serving and/or per 100 grams

& INCLUSIVELY
(depending upon local regulations) on key nutrients. Labels We have food marketing standards in place that provide
additional guidance and are in line with the ICC Code of LEADING IN RESPONSIBLE AND
usually include the percentage that a nutrient provides of a
person’s recommended daily intake, such as Daily Value or Dietary Advertising and Marketing Communication Practice and the ICC INCLUSIVE MARKETING
Reference Intake. Framework for Responsible Food and Beverage Communications. We continue to support underrepresented communities not only
Additionally, we participate in a number of global and local pledge
We also place calories on FoP on eligible products globally. Unless through our focus on responsible food marketing, but also through
programs that rigorously monitor and report on our processes.
laws and regulations require alternative elements, our FoP calorie our efforts to improve DE&I representation in commercial activities,
Learn more on our website.
Our labeling and marketing helps our labeling depicts calories (energy) per serving or per pack for single both in front of and behind the camera. As a founding member of
the IFBA, we have made global pledges to the WHO in the areas of
consumers to snack right. serve individually-wrapped snacks.
nutrition and responsible food marketing. We also implement
We believe a uniform, industry-wide approach to FoP labels can WORKING TOGETHER internal advertising review systems/processes to make sure our
help consumers make more informed choices and eat mindfully. advertising is aligned with practices supported by the World
We work with industry members to support responsible marketing
We support a common approach that fits local market needs and Federation of Advertisers. This organization, which we are members
and are a founding member of the IFBA.
regulations and gives consumers meaningful information at a of, focuses on creating more effective social ecosystems through
glance. At the same time, we work with industry peers and Along with other IFBA members, we made a global pledge to the cross-sector initiatives such as helping to prevent the monetization
stakeholders to explore effective and pragmatic new labeling World Health Organization (WHO) to either not advertise products of hate speech.
options for consumers. to children under age 13 or only advertise products that meet
People need simple and straightforward information to help specific nutrition criteria to children under age 13 and to monitor To support DE&I within the broader marketing and advertising
them make dietary decisions that they believe are best for We participate in voluntary nutrition information initiatives, such as industries, we participate in the Unstereotype Alliance, which works
those efforts.
them and their families. So, we: Facts Up Front and SmartLabel in the U.S., and Be Treatwise® in the to champion the end of bias in advertising through positive cultural
U.K. and Australia. change, as well as the FREE THE WORK initiative, a talent-discovery
• Provide nutrition labeling on our products across global
platform connecting advertisers with underrepresented talent.
markets, according to applicable local laws and EMPLOYEE TRAINING ON Today, approximately one-third of our U.S. marketing content uses
regulations.
NUTRITION AND HEALTH CLAIMS RESPONSIBLE MARKETING Black, Indigenous and People of Color or female director talent.
• Where space permits and when permitted by law, include Mondelēz International employees are also trained on Please refer to the Our Positions portion of our website for
We base our nutrition and health claims on reliable and sound
information on eight key nutrients: calories (energy), responsible marketing and advertising practices. additional information.
scientific evidence and comply with applicable local laws and
protein, carbohydrates, sugars, fat, saturated fat, fiber,
regulations. For countries where regulatory standards have not • Responsible marketing training includes a multi-part online
and sodium.
been established, we use standards set out by Codex, which serves training module complete with video, case studies and
• Deliver meaningful information at a glance through front- as our baseline when making nutrition and health claims.
REGULAR TRAINING AND REVIEWS
practice scenario evaluation questions.
of-pack (FoP) and calorie labeling on relevant products. We offer employees training on our Advertising and Marketing
• Call for a harmonized approach to food labeling and Policy and Marketing to Children Policy. In addition, training is
collaborate with industry peers, consumers, and RESPONSIBLE MARKETING provided at the local level.
health authorities. Our global Marketing to Children Policy applies to every market PROMOTING DIGITAL SAFETY We also utilize internal advertising review processes to make sure
where we do business. We do not advertise our products in any our advertising is reviewed at the local level for compliance with
We care about brand safety and have consistent principles across
media primarily directed to children under age 13. current policies and applicable laws and regulations.
all digital platforms and media about the environments and
Our policy prohibits any advertising where 30% or more of the total contexts in which we advertise. That’s why we are active
viewing audience is under the age of 13. Our approach applies to participants in the Global Alliance for Responsible Media (GARM), a
advertising in TV, print, radio, Internet (both our own websites and unique partnership of agencies, advertisers, platforms, and trade
third-party websites), digital, advergaming, mobile, word of mouth, organizations that works collaboratively to identify actions and
DVD/video, streaming media, and in cinemas. standards to better protect consumers online. We help to advance

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 18

MAKING REGULAR TRAINING AND REVIEWS CHAMPIONING GLOBAL FOOD SAFETY

In 2023, we continued having a high percentage of our
manufacturers and suppliers certified to food safety schemes that
are benchmarked by the Global Food Safety Initiative (GFSI). This Giving our people ongoing training is an important aspect of We are proud to be part of the GFSI as it continues to benchmark

OUR SNACKS further supports our ability to offer consumers safe, high-quality embedding our standards into our business. In 2023, we trained and raise food safety standards around the world. Since joining the
snacks they can enjoy and feel good about. approximately 8,800 employees and approximately 4,200 suppliers GFSI in 2006, we have implemented its schemes at all of our plants
on issues concerning food quality and safety. And auditors of our and expect our suppliers to do so as well. We promote our

MINDFULLY
manufacturing sites and suppliers alike review training records to participation in GFSI with our stakeholders and across the industry.
confirm that all relevant training is completed and recorded.
2023 PROGRESS We support food safety at the highest level of our organization:
2020 2021 2022 2023
We review our product quality policies every year based on Our Chairman and CEO is currently co-chair of the CGF Food
Internal manufacturing certified GFSI 100 % 100 % 100 % 100 % industry benchmarking and best practices. We also make our own Safety Coalition, which helps steward the food safety agenda
External manufacturing certified GFSI 94 % 97 % 99 % 99 % supplier quality expectations publicly available. across the world.
Raw material supplier certified GFSI 100 % 100 % 100 % 100 %
Our snacks are made safely, responsibly and Food contact packaging suppliers
mindfully. It’s how our consumers can feel certified GFSI 97 % 98 % 97 % 97 % GLOBAL FOOD SAFETY SCIENTISTS
confident that the snacks they consumer and
Many of our food safety scientists are subject matter experts on
enjoy are safe and high quality. the boards of global standard-setting organizations such as the
MAINTAINING HIGH STANDARDS Food Allergy Research and Resource Program (FARRP), European
We design consumer safety into all our products right from the Hygienic Engineering and Design Group (EHDG) and the GFSI.
outset so they are safe for consumption. To do so, we use a
comprehensive quality management system to set standards that
ensure the integrity of our snacks and their ingredients.
This includes advanced, science-based risk identification and
management processes that help us assess and control factors that
could potentially compromise processes and finished products,
covering ingredients and packaging alike.
Our management standards covering raw materials, processes and
end products are of the highest quality. And our food safety
systems are based on the internationally recognized and
recommended Hazard Analysis and Critical Control Point
(HACCP) system.
Altogether, our comprehensive approach to safety means our
consumers can continue to trust our products.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 19

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT

Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

SUSTAINABLE
SNACKING
Understanding and improving our impact on
the environment is important for the long-
term growth and success of our business and
for all our stakeholders. To make snacking
~(34)% CO₂e emissions reductions
across our manufacturing
operations in 2023 (vs. 2018) (8).

more sustainable, we strive to understand

~48%
risks and their potential impact, focus on In 2023, about half of the
electricity used in our
opportunities to lead where we matter most, manufacturing sites was
renewable, compared to 40%
and drive change where the world needs it in 2022 (22).
most. We set goals in these areas – and add
new ones over time – to enhance our

~96%
In 2023, approximately 96% of
ambition, impact and delivery at scale. our packaging was designed to
be recyclable, on track for our
goal of approximately 98% or
more by 2025 (11).

CLIMATE, ENVIRONMENT & COMMUNITIES Key focus areas include helping to build resilient landscapes; taking action on climate change by reducing our carbon
emissions; managing our water and waste more effectively; aiming to make our packaging light and right; and sourcing our
We also consider climate change and how we can go beyond key ingredients more sustainably, so that we can keep making the snacks people love and help to promote social sustainability
We understand how people and planet are inextricably
reducing our own carbon emissions and help contribute to and prosperity in the communities our business touches.
connected. That’s why we’ve designed our strategies to be
resilient landscapes and communities. We aim to use natural
holistic, covering the social, economic and environmental Our approach to delivering progress is two-pronged, it starts with transforming our business operations, including working
resources more efficiently and sustainably, with a specific focus
factors that drive sustainable change. closely upstream and downstream in our supply chain and playing a leadership role in industry and sector partnerships
on sourcing key raw materials in ways that help minimize impact
And it’s why we follow a value stream approach. Starting with and contribute to biodiversity while reducing our use of virgin focused on driving collaboration and collective action.
people and communities as the foundation of positive change, plastic packaging and promoting a circular pack economy. Notably we not only participate in but we chair the CGF and the WCF.
we focus on key issues like social responsibility and human
rights in our value chain.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 20

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT

Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

CLIMATE RISKS CLIMATE RISKS AND RESILIENT COMMUNITIES

For us at Mondelēz International, more sustainable snacking is part
of a future where people and planet thrive together. Operating at
CLIMATE CHANGE-RELATED RISKS THAT INFORM
OUR STRATEGIES
Physical risks include the increasing frequency of extreme weather
OUR CLIMATE RISK STRATEGIES
Key strategies that help to make us more resilient:

global scale means we can have a meaningful positive impact by events and natural disasters, effects on water availability and 1. ENHANCING SOCIAL SUSTAINABILITY AND RESPECTING
encouraging practices that respect land rights and investing in quality, and biodiversity loss. These impacts increase risks to the HUMAN RIGHTS
innovation and technology to increase transparency and measure global food production and distribution system, and to the safety We strive to make sure that the rights of people in our value chain
Our approach to climate change is broad, impact at scale across our supply chain. and resilience of the communities where we live, work and source are respected and promoted, and that the communities where we
interconnecting our goals across areas like our ingredients. They could also further decrease food security for operate are more resilient. To this end, we focus on key areas for
Identifying and managing climate change-related risks is part of
responsible sourcing, social sustainability and our ERM process, enabling us to expand and deepen our communities around the world. Transition risks include increased greater impact, including addressing human rights risks in sourcing
human rights. understanding of our impact on the planet, inform our strategies focus by federal, state and local regulatory and legislative bodies key commodities, and working to improve living wage and due
and ultimately sharpen and enhance our approach. Find out more around the world regarding environmental policies relating to diligence in our own operations.
in Corporate Governance. climate change, regulating GHG emissions (including carbon pricing
Find out more in Social Sustainability & Human Rights.
or a carbon tax), energy policies, disclosure obligations and
Our climate strategy encompasses our goal to decarbonize our sustainability, including single use plastics.
end-to-end supply chain by 2050 in line with the SBTi guidance and 2. OUR APPROACH TO NET ZERO CARBON
following recognized carbon accounting standards (GHG Protocol). For more details please visit our Annual Report. We’ve been on a path to reduce our carbon emissions for several
As such, we are focusing on the reduction of our Scope 1, 2 and 3 years now, and took a key step in 2021 to set our long-term target
GHG emissions. of net-zero GHG emissions across our full value chain by 2050.

Our metrics are aligned with the SBTi requirements across our Most recently, our end-to-end emissions reduction targets of 35%
value chain including Scopes 1,2 and 3 reduction targets as well as by 2030 and net-zero target by 2050 have been validated by SBTi.
breaking emissions out into FLAG (Forest, Land and Agriculture) This follows our submission of a time bound plan within SBTi’s
and non-FLAG related emissions. We report on our metrics and timeframe, consistent with the 1.5ºC protocol which includes
goals annually in our Snacking Made Right report and CDP providing documentation of our carbon accounting, aligning to
Climate disclosure. new standards and guidelines, continuing to transform our
business operations and supply chains, and transparently
Our approach has followed the recommendations set by the TCFD. reporting progress.
We continue to monitor this space so that our approach remains
relevant and transparent, and continue to strive to provide our Find out more in Our Carbon Footprint.
stakeholders with relevant information on climate-related issues.

Our approach also links our carbon emission-reduction goals, our

leadership in sourcing ingredients more responsibly, and our
commitment to social sustainability and human rights across our
value chain. Every element of our approach reinforces the other.
Indeed, our ingredient-sourcing programs are where most of our
carbon emissions-reduction work and social sustainability efforts
live. So as part of our signature sourcing programs for our key
ingredients, such as cocoa and wheat, we are working towards
supporting more resilient landscapes, communities and robust
human rights to help provide lasting economic, environmental and
social benefits for the communities involved.

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Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

3. AIM TO SEEK NO DEFORESTATION ACROSS PRIMARY Palm Oil Pulp and Paper Raw Materials - Dairy
COMMODITIES BY 2025 We’ve been RSPO certified since 2013. We gather information on For pulp and paper, we require the mills and printers that supply us Dairy is an area in which we have limited scale within the
Deforestation doesn’t only contribute to global climate change – it the mills where our direct suppliers source from, which we make to be Forest Stewardship Council (FSC) certified. As part of our industry, but an important focus area in our footprint. To
also has a serious impact on local communities and ecosystems. At public, while at the same time we continue to engage with our strategy implementation by end of 2025, we aim to leverage chain maximize our efforts, we have taken a two-pronged approach to
Mondelēz International we’re aiming for the end of deforestation direct suppliers to help tackle environmental and social challenges of custody certification programs to confirm that the virgin paper help reduce carbon.
across our primary commodities over the next two years. Our in the supply chain. packaging we use is sourced from sustainably managed forests.
Find out more in Dairy.
phased approach means we aim for cocoa, palm, soy, and paper
The Palm Oil Action Plan (POAP) we have in place makes our Ending deforestation needs sector-level transformation. We
materials placed on the market after December 30, 2024 and used
suppliers responsible for preventing deforestation in their own support an approach in which key players along the value chain
by our European business, to be deforestation free – with our goal
operations or supply chains. This requires them to map and monitor work collectively to tackle systemic issues at the industry, country 4. INCREASING REGENERATIVE AGRICULTURAL PRACTICES
for other regions to follow by December 31, 2025. The cutoff date is
all plantations and engage with any that fail to comply. and landscape-level. One example is the CGF FPC. To help improve agricultural resilience, we’re helping to transform
December 31, 2020 in accordance with EU regulations and SBTi
guidance. This is the date after which deforestation is counted in a At Mondelēz International we only account for a small fraction of Find out more in Sustainable Packaging. agricultural production into regenerative systems while reducing
company’s supply chain, meaning that products have to be the total demand for palm oil. To help drive wider change, we’re carbon. We are focusing on agroforestry landscapes, biodiversity
produced on land that has not been subject to deforestation or involved with many other organizations that are also committed to and regenerative practices across our key ingredients, including
forest degradation after 31 December 2020. improving the palm oil supply chain across the world. These include Raw Materials - Cocoa cocoa and wheat. This involves participation in sector-wide
bodies like the Consumer Goods Forum Forest Positive Coalition initiatives and coalitions with multiple stakeholders.
When it comes to deforestation, two of the commodities we source Our signature program, Cocoa Life, was created in 2012 to help
(CGF FPC), the Consumer Goods Forum Human Rights Coalition tackle the complex, interconnected challenges in the cocoa value Find out more in Protecting & Restoring Forests.
– cocoa and palm – are regarded as at-risk. We work closely with
(CGF HRC), the Palm Oil Transparency Coalition (POTC), the Palm Oil chain. In 2023, our Cocoa Life program reached around 243,000
our key cocoa and palm suppliers to supply us with deforestation-
Collaboration Group (POCG) and the Roundtable on Sustainable cocoa farmers (24), and approximately 85% of the cocoa volume for
free cocoa and palm. We also call on our suppliers, including those
Palm Oil (RSPO). our chocolate brands was sourced through the program (2).
of soy, pulp and paper, to take steps to end deforestation in their
own supply chains. Find out more in Palm Oil. Two key elements drive our cocoa emissions reduction: “Our climate strategy builds on the foundation of many years of
Our full deforestation free position is available on our website. agroforestry and farming practices. Conserving the land and community collaboration, as is seen for example in our signature
forests is important for future generations. Forests help stabilize sourcing programs for key raw materials such as Cocoa Life and
Soy the climate: They regulate ecosystems, protect biodiversity, drive Harmony Wheat. It is the combination of social, economic and
Cocoa The comparatively low levels of soy that we buy means we have more sustainable growth – and play an integral part in the carbon environmental objectives that we believe holds the key to success.”
little direct influence over the sector. That said, we apply CGF cycle. We support farming communities with the right on- and off-
It’s been a decade since we launched our signature sustainability
sourcing guidelines to purchasing of this ingredient. farm tree planting activities and apply farm mapping technologies Michael Weber
program, Cocoa Life, which takes an integrated approach to help
and agroforestry techniques to monitor progress. Senior Director, Climate & Environment,
tackle the root causes behind the social, economic and We also track indirect emissions from the dairy industry that arise
Mondelēz International
environmental challenges faced by cocoa farming. We’ve carefully from the use in cattle food of raw ingredients such as soy grown in Building on our work from 2022, we’re continuing to expand our list
monitored its progress, mapping the farms registered and deforested areas. That gives us the insight we need to buy most of of defined customized emission factors that will help us to reduce
partnering with Global Forest Watch to monitor the forests via our dairy ingredients from suppliers whose farmers are selective our carbon emissions intensity. In doing so, we’re using data to
satellite technology. Cocoa Life continues to grow, and we’re about what they feed their cows. It also helps us engage openly translate our interventions in deforestation prevention and
aiming to source all the cocoa volumes we need for our chocolate with our suppliers on the need to provide dairy products based on agroforestry as well as farming practices into custom emission
brands via the program by 2025. deforestation-free cattle feed. factors. In our major sourcing countries, this approach is resulting
in lower emissions per tonne of product than we would obtain with
Cocoa Life isn’t the only example of our leadership in this area. It
generic emission factors.
was in 2015 that Mondelēz International first raised the issue of
cocoa-driven deforestation at COP21 in Paris. Two years later, we Find out more in Protecting & Restoring Forests.
became a founding member – also with the Governments of Côte
d’Ivoire and Ghana and 36 other chocolate and cocoa companies –
of Cocoa and Forests Initiative (CFI). Today, CFI is a leading public-
private partnership to help address deforestation and restore
forests in cocoa growing areas.
Find out more in Cocoa Life.

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Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

OUR 2050 OUR NET-ZERO ROADMAP FOLLOWS THE SBTI

We focus on areas where we believe we can make the greatest Confirm & execute Scale up & expand Drive & adopt Achieve net-zero
positive difference for the long term. This includes aiming to reduce focus areas, geographically, next system change
REDUCTION PATHWAY run pilots generation pilots
our impact on the environment across key focus areas including

NET-ZERO our operations, our supply chain and our communities.

We have signed the SBTi’s Business Ambition for 1.5°C, aligning our
We are implementing the SBTi reduction pathway following
distinct phases.

EMISSIONS GOAL
long-term emissions mitigation targets with the Paris Agreement’s Our near-term goal is to reduce our end-to-end CO2e emissions by
aim of limiting temperature rise. We've also joined the United approximately 35% by 2030 compared to a 2018 baseline, in line
Nations “Race to Zero” campaign to help build momentum toward a with the SBTi’s Net-Zero Standard. Along with our Scope 1, 2 and 3-
decarbonized economy. related goals, this includes the break out of emissions driven by
Forest, Land and Agriculture (FLAG) inline with the SBTi’s FLAG
In April 2024 the SBTi (Science Based Targets initiative) successfully
guidance for land-intense sectors (7).
validated our near-term net-zero target resulting in the approval of
At Mondelēz International, we are part of a our full value chain goal to reduce absolute end-to-end GHG
As we have set a near-term goal by 2030 aligned with our net-zero
emissions 35% by 2030 and net-zero by 2050 from a 2018 base
broad movement across our sector that aims to validated target, we are incorporating the approach and learnings
year. Find out more on SBTi’s website.
bring about more sustainable ways of growing a of our previously validated end-to-end CO2e emissions 2025 goal
Our carbon footprint is assessed end-to-end encompassing into our updated roadmaps.
business. For us, this involves aiming to reduce emissions from field to shelf and we are addressing approximately
our environmental impact while helping to 90% of these emissions in our goal boundary (7).
support resilience across our supply chains and
the communities our business touches.

REDUCING CARBON: THREE KEY DRIVERS

Our near-term 2030 goal vs 2018 base year aims for:

-35%
At Mondelēz International, we focus our strategic efforts on three prominent drivers of carbon emissions at play in the food and beverage sector: the changing use of land, including deforestation; emissions
related to farming; and use of fossil fuels. That’s why we regard deforestation-free, regenerative agriculture and the avoidance of fossil fuels as key focus areas to help cut our emissions.
Today, we’re focused on what really matters: shifting our ingredient supply chains away from sources where deforestation has any role to play; focusing on regenerative agriculture that uses ecological
GHG emissions reduction across our value chain (21). principles to sustain and restore degraded soils; and embracing renewable energy sources and low-impact, more sustainable packaging. To effectively bring these three strategies to life we have identified
our main focus areas and created reduction roadmaps for each.
Our long-term 2050 goal vs 2018 base year aims for:

NET-ZERO
GHG emissions reduction across our value chain (7). Carbon
LAND CONVERSION
Land Conversion driven by
FARM PRACTICES
Cattle digestive emissions, cattle feed,
FOSSIL FUEL USE
Fuels used for combustion (Energy)
Sources agricultural production farming inputs, soil depletion and materials (Pack)

Aim Deforestation Free Regenerative Agriculture Reduce/replace fossil fuels

Focus Areas

Scope 3 3 3 3 3 1,2,3 2 1 3

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Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

OUR CARBON DEFINING OUR SCOPES 1, 2 AND 3 EMISSIONS (7)

For Scope 1, we identify and report on the combustion of fuels
WHERE OUR CARBON FOOTPRINT COMES FROM
Similar to other food manufacturers, we see about 73% of our The remaining approximately 27% are broken out across internal and

FOOTPRINT
taking place in our own facilities and mobile operations, as well as footprint driven by raw materials. Cocoa and dairy are the two external manufacturing, our packaging used to keep our products safe
any fugitive emissions from our sites. largest contributors in our footprint driven by our portfolio and protected during transportation and handling, logistics operations
followed by: palm oil, sugar, wheat, other oils, nuts and all linked to storage and transportation of finished goods, and various
Measuring Scope 2 emissions involves assessing indirect
other ingredients. other categories. Other includes emissions related to investments,
emissions associated with the electricity, heat and steam we buy
external manufacturing raw materials, services, upstream fuel and
for our own facilities.
energy-related activities, business travel and small categories.
And for Scope 3, we measure the indirect emissions generated within
We’ve been applying the principles of the our value chain, such as the emissions generated from materials and
Greenhouse Gas (GHG) Protocol to our business services we buy, emissions generated from activities associated with Carbon Footprint Breakdown: Raw Materials Carbon Footprint Breakdown:

for more than a decade. Drawing on the input of fuel and energy, and emissions generated from finished goods storage Manufacturing
functions throughout the business – including and transportation, as well as business travel and investments. 5% Logistics
Cocoa 35%
4%
Manufacturing and Logistics, Finance and Packaging
Dairy 16%
Procurement – and working with external COMPLETENESS AND CONSISTENCY (7)
5%
Palm Oil 7%
partners and our suppliers toward a framework
To help ensure that our carbon footprint reporting is more Other Sugar 4%
for more consistent carbon reporting across our consistent, we expose our data to external verification and align 13% 3%
Scope 1, 2 and 3 emissions. our internal processes with the GHG Protocol standards. As part of Wheat
this, we published our formalized carbon accounting manual during Raw Materials Other Oils 2%
2023. And we continued to increase the internal processes we use 73%
Nuts 1%
to promote consistency of approach, in the form of a growing
2023 PROGRESS range of Standard Operating Procedures (SOPs). All other ingredients 5%
Approximately We continue to keep our carbon inventory up to date, now
including the recently acquired Clif Bar & Company and excluding

-3.7%
our more recent divestiture in gum. Further, we have updated our
emissions factors to incorporate the most recent World Food Life
Cycle Assessment Database (WFLDB 3.9) and Ecoinvent 3.9, which
led to some updates vs prior year's data. Overall, our emissions Our end-to-end footprint has reduced by approximately (3.7)% Our Scope 3 emissions have decreased by approximately (2.2)%
GHG emissions reduction across our value chain (vs. 2018) (7).
continue to reduce over the years as we continue transitioning our compared to our 2018 baseline or approximately (4.1)% compared to compared to our 2018 baseline, or approximately (3.7)% compared
materials to a number of new customized emissions factors, emissions in the prior year. Our Scope 1 and 2 emissions continue to to emissions in the prior year as we continue to capture the
allowing us to reflect the strategic efforts following our three focus decrease, reflecting our progress in renewable electricity and energy positive effects of our various roadmaps, with the biggest impact
areas to reduce our emissions. Find out more in Reducing Carbon: efficiency. We reduced our Scope 1 and 2 (market-based) emissions coming from Cocoa.
Three Key Drivers. by approximately (31)% compared to our 2018 baseline and
Our carbon reduction strategy is based on our focus areas, which
approximately (14)% compared to emissions in the prior year.
Our end to end emissions are aligned with SBTi guidelines where we each have a distinct roadmap.
focus on our most impactful and actionable GHG emissions across
the value chain (approximately 90% of our end to end CO2e 2023 PROGRESS (7) % change vs % change vs
emissions in base year 2018). 2018 2021 2022 2023 2018 2022
Scope 1 (direct) emissions (CO₂e Metric Tonnes) 904,000 — 862,000 779,000
(31)% (14)%
Scope 2 (energy indirect) emissions (CO₂e Metric Tonnes), market-based 805,000 — 512,000 406,000
Scope 3 (other indirect) GHG emissions (CO₂e Metric Tonnes) 30,469,000 — 30,942,000 29,793,000 (2.2)% (3.7)%
Total Emissions 32,178,000 — 32,316,000 30,978,000 (3.7)% (4.1)%

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Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

REDUCING OUR
CARBON FOOTPRINT MANUFACTURING RAW MATERIALS - COCOA RAW MATERIALS - PALM OIL
We have much less global share in palm compared to cocoa. Our

IN OUR SUPPLY
We’re focusing on increasing both our energy efficiency and our Our signature program, Cocoa Life, was created 11 years ago to help
use of renewable energy (with a focus on electricity), so that we tackle the complex, interconnected challenges in the cocoa value aim to seek no deforestation builds upon the company’s POAP
can go further in reducing our carbon emissions and our costs. In chain. In 2023, our Cocoa Life program reached around 243,000 which was first issued in 2014. It takes into account learnings and

CHAIN
2023, about 48% of the electricity we used in our manufacturing cocoa farmers (24), and approximately 85% of the cocoa volume for experience realized in the company’s efforts to collaborate with
sites was renewable, compared to around 40% in 2022 (22). our chocolate brands was sourced through the program (2). suppliers to source deforestation-free palm oil and applies those
learnings across primary commodities. In the future this plan will
We are also continuing to make adjustments to how we operate. We Two key elements drive our cocoa emissions reduction: also take into account current and impending regulation, as well as
are leveraging improved processing designs for enhanced efficiency. agroforestry and farming practices. Conserving the land and insights from external frameworks such as the SBTi 'and
For example, we are replacing some natural gas baking ovens with forests is important for future generations. Forests help stabilize collaborative organizations such as Consumer Goods Forum Forest
low-carbon fuels or electricity. Find out more in Energy. the climate. They regulate ecosystems, protect biodiversity, drive Positive Collation of Action (CGF FPC) and Palm Oil Collaboration
more sustainable growth – and play an integral part in the carbon Group (CGF POCG). Find out more in Palm Oil.
cycle. We support farming communities with the right on- and off-
farm tree planting activities and apply farm mapping technologies
and agroforestry techniques to monitor progress.
Building on our work from 2022, we’re continuing to expand our
LOGISTICS OPERATIONS
list defining customized emission factors that will help us to
We are working to reduce the emissions across our logistics reduce our carbon emissions intensity. In doing so, we’re using RAW MATERIALS - WHEAT
operations. Efforts include investing in new and energy-efficient data to translate our interventions in deforestation prevention
mobility solutions, as well as switching to renewable energy and agroforestry as well as farming practices into custom Another example of our efforts to help curb our supply chain
sources in our warehouses. We’re also optimizing routes, reducing emission factors. In our major sourcing countries, this approach is footprint is our Harmony sustainable wheat program for our
travel distances and improving the ways in which we use trucks and resulting in lower emissions per tonne of product than we would biscuits in Europe. We started the program 16 years ago with just a
containers. Find out more in Logistics. obtain with generic emission factors. Find out more in Protecting handful of farmers in France for our LU biscuit brand, and today we
& Restoring Forests. collaborate with more than 1,100 farmers, cooperatives and millers
in seven countries in Europe. Our goal is to grow 100% of the wheat
volume needed for our European biscuits production under our
expanded Harmony Regenerative Charter by 2030. Harmony
includes a results-based charter of 20 mandatory practices plus 17
best practices built in close collaboration with agronomic experts,
PACKAGING NGOs and, of course, our wheat supply chain. We have started to
RAW MATERIALS - DAIRY translate those interventions into customized emission factors for
We continue to strive to make our packaging “Light and Right.” This
means working towards reducing the virgin plastic material used in Dairy is an area in which we have limited scale within the industry, our footprint. Find out more in Wheat.
our packaging, while not compromising the quality and integrity of but an important focus area in our footprint. To maximize our
our products. We have deployed more sustainability design efforts, we have taken a two-pronged approach to help reduce
requirements across our global business. These requirements are carbon intensity in dairy: We work directly with farmers supplying
aligned with industry guidelines – such as the CGF’s Golden Design our core brands Cadbury Dairy Milk and Milka, and we closely
Rules – to promote consistency with contemporary good practice. collaborate with strategic processors. Thanks to first tracking their
By designing our packaging to be recyclable, evolving to more CO2e emissions and then developing action plans to reduce them,
sustainable materials and increasing our use of recycled content, some strategic suppliers have successfully completed their
we are working towards improving carbon intensity across our baselines and are delivering lower carbon intensity compared to
portfolio. Find out more in Sustainable Packaging. their base year. Find out more in Dairy.

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Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

PARTNERING AND SUPPLIER PARTNERSHIP PROGRAMS

In the last year, we have continued to build two major partnerships
INNOVATION

INNOVATING TO
that are helping us better understand our broader Scope 3 During 2023, we’ve worked on many areas of innovation,
emissions, while recognizing their level of alignment with our net- which are aimed at helping us reduce our carbon emissions.
zero plans. Key examples include:

HELP REDUCE OUR First, we continue working with EcoVadis, a leading provider of
business sustainability ratings, to better understand, monitor, and
• Cocoa Enhancement: Working with the Alliance of
Biodiversity International and CIAT (Centro Internacional de

CARBON FOOTPRINT
increase transparency of our supply chain sustainability maturity. Agricultura Tropical) in a research collaboration to explore
the feasibility and potential scale of using biochar as a
Second, we are a partner of Supplier Leadership on Climate
carbon dioxide removal technology. Additionally, we are
Transition (Supplier LOCT), a consortium of world-leading
working with CIAT in a program called ‘Landscapes for
businesses aiming to reduce supply chain emissions with an initial
Sustainable Cocoa Livelihoods (C4SL) developing and
focus on our top suppliers to encourage them on their own journey
piloting a scalable community-based Payment for
to Net Zero. For those suppliers we identify as needing additional
Ecosystem Services (PES) model for the conservation of
support, we will be offering access to the courses of the Supplier
forests and ecosystems services in Ghana.
LOCT platform which aims to support them with creating their
Scope 3 footprint, setting CO₂e reduction goals and reporting • Wheat Pilot: Developing a three-year baseline alongside
outcomes in line with the SBTi. Michigan State University Extension to initiate a
regenerative agriculture program in 2024 looking at the use
of regenerative agriculture in wheat for Triscuit recipes.
• Dairy Research: Our R&D organization has collaborated with
the International Farm Comparison Network (IFCN) Dairy
Research Network and the Scienta Group to keep abreast of
developments and help us reach our ambitions for 2030
and beyond.
• EcoDesign Development: R&D colleagues throughout our
business now have access to a digital EcoDesign tool to
help them build reduced environmental impact into
product and process innovations, reformulations and
portfolio shifts. We also use our eQoPack, a packaging
assessment tool developed by Quantis to help us design
more sustainable packaging.
• Reformulation Research: We are piloting a digital dashboard
to help us capture the carbon-reduction potential available
Investment Approach
through reformulation. We’re also funding a project with The
We are always considering our investments looking in particular at National Food Lab, Inc. to test the potential for taking dairy
how these affect our overall carbon footprint and as such reflect ingredients out of selected baked products with no negative
interactions including reduction of holdings in our analysis. impact on cost, taste or nutrition.

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Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

ENERGY
Collaborations are vital to help deliver our carbon reduction goals and
build a more sustainable snacking company and that’s why in 2023 we “Electrification combined with our transition to renewable electricity
continued and increased our efforts to make the shift to renewable are key drivers of our energy efficiency strategy, further expanding
electricity for both on- and off-site, grasping new opportunities as the sustainability of our operations.”
they emerged.
For solar and wind renewable electricity, we are excited to have Ken Sparkman
Driving down our energy emissions is an entered into agreements in several countries where we have invested
Senior Director, Supply Chain Sustainability,
important part of reaching our long-term goal in onsite solar panels in countries like India, Vietnam, Poland, Thailand, Mondelēz International
Egypt, Bahrain, Pakistan and Malaysia. For instance, the electricity
relating to net-zero carbon. And we’re focusing
generated from the solar panel installation at our Skarbimierz plant in
on three key areas to make it happen. Poland is fully consumed by the site. And we continue to maintain
First, we’re working hard to improve energy efficiency within our approximately 100% renewable energy sources for Khon Kaen plant in
internal operations. Thailand and Sucat plant in the Philippines.
Transition to Renewable Electricity and Electrification As part of our focus on increasing the use of renewable electricity,
Next, we’re taking action to electrify our operations and aiming for
all the electricity we’re using across our manufacturing sites by We have been working towards shifting away from fossil fuels as we signed 10 to 12-year PPAs with multiple partners. These included
2030 to be renewable by transitioning from fossil fuels to the primary source of the power we use and transferring to contracts in Spain and in Finland. These will start to deliver GLOBAL LIGHTHOUSE NETWORK IN AMEA
renewable electricity and electrification. Third, we’re increasing our biofuels and renewable electricity. Electrification combined with additional renewable electricity over the next three years. In China, in 2023, three of our four plants joined the
use of renewable electricity. our transition to renewable-sourced electricity are drivers of our
In 2023, we also invested in several programs to improve energy esteemed league of manufacturers recognized as the Global
decarbonization strategy. We implemented onsite solar panels, and
efficiency with a combined total of approximately $140 million in Lighthouse Network by the World Economic Forum (WEF).
2023 PROGRESS signed long-term wind and solar Power Purchase Agreements
2018 2021 2022 2023 our European supply chain network, refurbishing ovens and This prestigious label signifies their status as trailblazers in
(PPAs) in several sites globally supporting new project
Total energy 17,252,000 17,382,000 17,134,000 16,771,000 introducing advanced new alternatives to decrease the impact of implementing Fourth Industrial Revolution technologies
implementation.
consumed (GJ) (22) our outsourced manufacturing activities. This continued to help (4IR). These factories have reached meaningful milestones
Total renewable — 33 % 40 % 48 % Increasing the Use of Renewable Electricity drive reductions in our Scope 1 and Scope 2 emissions during the and demonstrated exceptional ability in amplifying
electricity (%) (22) year as the proportion of electricity from renewable sources productivity, promoting sustainability, and fortifying
We’re working closely with governments and suppliers to promote
Manufacturing CO₂e 1,325,000 1,077,000 1,005,000 871,000 renewable energy wherever we operate – either bought using PPAs continued to grow. resilience, setting them apart as leaders in their field. In
emissions from energy January 2023 Mondelēz Suzhou factory which includes two
(CO₂e market-based or generated on our facilities with onsite solar panels. This
metric tonnes) (8) approach is working. About half of the electricity we used in 2023 plants (East Suzhou and West Suzhou plant) became the
CO₂e emissions — (19)% (24)% (34)% came from various renewable sources, increasing from the world's first “end-to-end lighthouse factory” for the snack
reductions across approximately 40% achieved in 2022 (22). In Bahrain, we have an agreement to utilize thousands of solar biscuit industry, and also achieved a third-party verified
our manufacturing
operations (vs. 2018) (8) panels for both rooftop and carport applications helping our Carbon Neutrality (40). Also in December 2023, Mondelēz
2023 IN REVIEW plant to reduce and offset CO2 emissions. Beijing plant joined the Lighthouse Network implementing
an AI-powered dough-making lights-off workshop and gas
Throughout 2023, we continued to make the important changes In Egypt, we have been reducing our emissions by building consumption optimization with machine learning.
OUR OPERATIONS and measuring an energy management system and
needed to help drive down our energy-related emissions. Our aim
integrating energy efficiency projects and cleaner energy Also, early in 2023 Mondelēz India’s state-of-the-art Sri City
Improving Energy Efficiency to deploy renewable electricity solutions aligns seamlessly with the
projects into operations. factory became one of the first Indian FMCG plants awarded
Focusing in our operations, we are working to make our broader sustainability agenda in our long-term growth strategy by
with the Advanced 4IR Digital Lighthouse Award by the World
manufacturing plants more efficient by continuously investing in driving decarbonization across our manufacturing footprint, In Morocco, we signed an energy agreement in March 2023 to Economic Forum.
advanced energy-management systems and energy efficient making a major step forward in working towards achieving our equip our production site with hundreds of solar panels
technologies. We’re drawing on the “eliminate, substitute, reuse, sustainability goals. supporting Mondelēz Morocco's ambition to utilize more of its
recycle” principles of the circular economy to progressively reduce energy needs.
our operations’ carbon intensity and drive carbon absolute
reduction. Solutions already in place are energy efficiency
improvements to biscuit ovens and steam boilers, including heat
recovery. We also invest in higher-efficiency equipment.

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LOGISTICS

OUR LOGISTICS OPERATIONS

Outbound logistics activities (from manufacturing plants to
customers) represent about 4% of our total company CO2e
emissions. Most of our operations are outsourced, thus partnering
with our suppliers is crucial to help deliver our net-zero emissions
ambition. The main contributor to our emissions is truck We’ve also introduced some innovative mobility concepts across
transportation (about 85% of total logistics emissions). our Indian distribution network, including the use of compressed
At Mondelēz International, we’re working hard to reduce the natural gas, eutectic technologies and pilots of electric
emissions caused by our logistics operations across a range of transportation for urban deliveries. Electric transportation has
activities. Efforts include investing in new and energy efficient also been piloted in a variety of markets, including China, the U.S.
mobility solutions, as well as switching to renewable energy and Brazil.
sources in our warehouses. We’re also aiming to use optimized
distribution routes, reducing travel distances and improving the
ways in which we use trucks and containers.
Mondelēz International in India has been a particularly strong
performer in this area. For example, it has partnered with Indian
Railways and used the coastal waterways network to improve
distribution, enabling the reduction of CO₂e emissions associated
with distributing chocolates and biscuits from our southern
manufacturing cluster. This collaboration additionally helped in
reducing lead time on these lanes.
In India, we made further cuts in our CO₂e emissions by installing
hundreds of solar panels at our largest distribution center there.
In the U.S., we reduced idling time in our Direct Store Delivery
operations and improved the vehicle fill rate across our
In France, by consolidating warehousing and co-packing activities In Europe, we run a program called Design to Transport which aims
distribution networks.
on a single location, we have shortened the distance trucks travel to enhance our transportation efficiency by improving vehicle
over the course of a year from plants to warehouses by hundreds utilization. Three pillars of this program are pallet height
of thousands of kilometers. We’ve also reduced outbound optimization, pallet loading optimization (e.g. double stacking) and
deliveries to our customers by combining Confectionary and our Pack Light Right program, which optimizes truck space
Bakery products in the same trucks, decreasing travel. utilization and drives air reduction in transport. In 2023 this
program eliminated over one thousand trucks transiting between
our manufacturing facilities and distribution centers.

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WATER Today, a growing number of the world’s most 2023 IN REVIEW Our factory in Port Elizabeth, South Africa has implemented a
recycling project to recover water from processing and reuse it in
important water systems are under increasing For the moment, our water management strategy will remain utilities saving thousands of cubic meters of water in 2023.
stress. Many of those that support a range of focused on delivering against our 2025 goal for reducing our water
Our factory in Recife, Brazil implemented several projects on
ecosystems, communities and industries, use at priority sites, located in water-stressed areas.
wastewater treatment focused on recovery of condensation water
including agriculture, are drying up or becoming To that end, we implemented a water efficiency program based on from industrial air conditioning and moisture recovery from
polluted through over-use. Climate change is strategies and initiatives led by our priority sites that allowed us to temperature control systems in cookie dough manufacturing,
reduce our absolute water use at priority sites by approximately saving thousands of cubic meters of water reprocessing per year.
also contributing to the challenge. (15)% in 2023 (vs. 2018) (9).
2023 PROGRESS (9) Our Lad Krabang plant in Thailand achieved reduced water use
2018 2021 2022 2023 The main focus areas of this program include: amid a prolonged dry season due to expanded water
Total incoming water (m3) 10,304,000 9,886,000 9,257,000 9,167,000 • water audits and assessments conservation efforts.
(without borrowed and This is part of the reason why we at Mondelēz International are
rainwater, as per our • installation of water-efficient equipment and technology
current KPI definition) aligned with the United Nations’ Sustainable Development Goals
• investment in enhanced reuse and recycling systems
Total incoming water to 5,992,000 5,621,000 5,121,000 5,092,000 (SDGs), with a special focus on the availability and sustainable FUTURE OUTLOOK
priority sites (m3) management of water for all. Our water position is available on • leak and water-loss prevention
(without borrowed and
our website. • employee education As we deliver against our 2025 goal, we continue to identify at-risk
rainwater, as per our
current KPI definition) watersheds through a process that is informed by our global water
Our business depends on water in multiple ways – from growing • data monitoring and reporting on improvements and
risk assessment and business priorities for our operations and
Absolute water usage — (6.2)% (14.5)% (15)% and sourcing the raw materials we use to operating our facilities. At cost savings
reduction in priority sites supply chain.
(vs. 2018) every stage, clean water helps us keep our people safe, our supplies • benchmarking against industry standards
secure and our products safe. To promote using it more • monitoring and reporting of evolving regulations
In the following years, we aim to develop detailed roadmaps and
responsibly, we need to look beyond our own facilities to help action plans for key basins that involve local stakeholder
Our Salinas plant in Mexico has implemented a reverse osmosis and consultation, to identify and respond to local water risks in
ensure it both irrigates the commodities we use and is available to
water treatment unit to improve water usage efficiency and recycling. watersheds across our end-to-end supply chain.
all in the communities where we operate. To make a positive
“At Mondelēz International we appreciate the importance of water impact, it is important that we partner on water stewardship with Water stewardship will continue to be an important aspect of our
for our planet, communities and as an important ingredient for our the organizations that contribute to the same watersheds as us. governance, with people responsible for realizing our public goals
delicious products. That’s why we continue to invest in efficiency
in areas like Board oversight, public dialogue, compliance and
programs to optimize our water usage across our operations.”
accountability. We’ll also continue to consider future water risks
and impacts in our strategic decision making.
Kevin Akaloo,
Vice President, Global Health, Safety,
and Environment (HSE),
Mondelēz International

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WASTE
Close to a third of all food produced for human consumption is In Brazil, our Curitiba plant drove multiple scrap reduction and In Sweden, we’re also donating surplus products to Matmissionen
lost or wasted. That’s why we’re focused on key actions across compost reprocessing flow optimization projects which have Supermarkets, which are then sold at a reduced price to
our Company-owned manufacturing sites to reduce and together resulted in a reduction of more than hundreds of metric economically vulnerable consumers.
eliminate food waste. tonnes of food waste compared to previous year. Also in Brazil, our
First, we have in place effective governance procedures that help
Recife plant focused on scrap reduction in the wafer and cookie FUTURE OUTLOOK
lines delivering waste reduction.
us identify wastage hot spots and focus on the biggest losses At Mondelēz International, we continue our path towards food
incurred during production. This enables us to create ever-better waste elimination by leveraging our business programs in food
process capabilities for reduction of waste. STOPPING GOOD FOOD GOING TO WASTE
waste prevention and reduction with key collaborators. This
In 2023, our Philadelphia brand focused effort has allowed us to achieve and exceed in 2023 our
We’ve been working for years at Mondelēz We then apply proven Lean Six Sigma practices, using leading
partnered with the innovative Too 2025 goal.
engineering and digital solutions. We continually track
International to keep reducing the levels of performance, enabling us to intervene quickly when corrective Good To Go app to help shoppers in
waste from our operations. We continue to actions are needed. Within our manufacturing teams, we are Austria, Germany, Denmark, Finland,
sharpen our focus on food waste, engaging in continuously working to identify opportunities and course correct Norway, Sweden and Switzerland buy food right before it goes to
our practices. waste. We identified an opportunity and worked together to
initiatives aiming to avoid it. address the uncertainty often caused by the best-before date
(BBD), printing the “Often Good After” logo on our packaging.
2023 IN REVIEW
2023 PROGRESS We also co-created social media videos in Germany
During the last year, we focused our key waste-related
2018 2021 2022 2023 encouraging people to LOOK, SMELL, TASTE before throwing
sustainability initiatives on making our production lines more
Total waste generated in 355,000 270,000 275,000 287,000 away anything unnecessarily.
efficient. We tracked waste trends every month, analyzing them to
internal manufacturing
sites (metric tonnes) (10) identify the best opportunities for reduction across all processes
and geographies.
Total food waste 243,000 169,000 180,000 179,000
generated in internal In addition to our 2025 goal of reducing food waste in internal
manufacturing sites
(metric tonnes) (10) manufacturing by approximately 15% (compared to our 2018
Food waste reduction in — (30)% (27)% (28)% baseline) and individual goals across our regions, our businesses
Internal manufacturing and sites keep us focused on continuous improvement in areas
sites (vs. 2018) (10)
like waste generated, waste treated and waste to landfill. While
Food waste reduction — (68)% (58)% (69)% our primary focus is on food waste, we also analyzed all our
from distribution
(vs. 2018) waste management throughout the year to identify and act on all
major opportunities.
In 2023, this approach drove down food waste at our
manufacturing sites by about (28)%– well ahead of our 2025 goal of
approximately 15%. We also delivered about a (69)% reduction in
food waste from distribution, surpassing our approximately 50%
goal for 2025 (against our 2018 baseline).
For instance, our Sri-City plant in India initiated a multi-pronged
approach with a tight governance mechanism to significantly
reduce food waste. The approach leveraged IL6S methodology to
identify waste generation sources and involved a loss analysis to
improve process performance with reduced variability.
Our Richmond bakery plant in the U.S. achieved food waste
reduction driven by more than 65 productivity projects that
contributed to the improvement in waste reduction.

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SOCIAL
We strive for the rights of people in our value chain to be
respected and promoted, and the communities where we matter PILOTING CHECK-INS
most to be resilient.

SUSTAINABILITY &
We use SMETA (Sedex Members Ethical Trade Audit) as the
To this end, we run human rights due diligence across the value basis of our audit program. While audits are important, we
chain and focus on key areas where we believe we can make a also recognize that their findings are not endpoints, but part

HUMAN RIGHTS
greater impact, including tackling human rights risks in our of a broader diligence process.
sourcing of key commodities.
In 2023 we piloted Human Rights Business Unit Check-ins
In this section, we detail our proactive efforts and evolving metrics across our Middle East, North Africa and Pakistan (MENAP)
to measure our progress as we continue to help to create a more business with the aim of conducting a root cause analysis to
responsible snacking industry. We recognize the journey ahead and access SMETA non-compliances, to hero best practices,
the importance of striving for a brighter future for all those 2023 Sustainability Huddle reduce follow-up audits and drive meaningful dialogue at a
We use the UN Guiding Principles on Business touched by our endeavors. We aim to align our practices with Top Row:
Christine Montenegro McGrath, SVP Chief Impact & Sustainability Officer regional and global level.
evolving regulation, including upcoming changes in legislation.
and Human Rights (UNGPs) as a framework for Thomas Gaengler, Chief Procurement Officer
This new approach complements our audit program by
Amy Corona, VP Global People Lead Supply Chain
minimizing and addressing associated risks, as Our ambition is to implement robust, risk-based human rights due Ian Noble, VP Global Research and Development building capability and embedding HRDD in local Business
diligence (HRDD) across our value chain: Each year, we disclose our Russell Dyer, SVP Chief Communications Officer
detailed in our Human Rights Policy. actions, including progress against these goals, comprehensively
Unit’s business as usual.
Botton Row:
and transparently through our annual HRDD report – you can see Vitus Alig, SVP Global Finance and Treasury The pilot Check-in enabled MENAP to showcase best practices
Peter Seymour, SVP Marketing and Strategy Europe and deep dive into more complex topics. It resulted in findings
the 2022 report here. Justin Parnell, SVP Marketing & Strategy U.S.
Jamie East, Senior Director and Chief Counsel ESG that both regional and global leadership can use to further
2023 PROGRESS Deepak Iyer, EVP and President of AMEA enhance the rigor of our human rights due diligence systems.

~91%
GOVERNANCE AND PRIORITIES In 2024 we will leverage the learnings from the MENAP pilot
to refine our HRDD efforts.
The Mondelēz International Human Rights Working Group (HRWG)
We are dedicated to protecting the integrity of our supply
is a cross-functional team with members drawn from Impact &
Sustainability, Human Resources, Compliance, Procurement, and EMBEDDING HRDD INTO OUR BUSINESS AS USUAL chains and doing what's right. Despite a complex operating
of our manufacturing sites completed a SMETA (Sedex Members environment, our MENAP Business Unit has emerged stronger
Ethical Trade Audit) audit within the past three years(12). Health & Safety functions. Together, the working group defines the Throughout the year, we continued to embed and further and pioneered a process that fosters a proactive commitment
Company’s human rights due diligence strategy and drives its strengthen HRDD as an integral part of our operations. Our teams to ethical practices and a culture of continuous improvement.
implementation to embed it throughout the organization’s own around the world remain focused on our three-year cycle social

~90%
operations and supply chains. audit program as we continue to address challenges caused by the
The Sustainability Huddle is made up of senior functional and COVID-19 pandemic. As a result, they’ve now reached
business unit leaders, including the SVP, Chief Impact & approximately 91% of our manufacturing plants over the past three
Sustainability Officer, the Chief Procurement Officer, VP People years (12). In addition, our teams continued their ongoing efforts to
of our prioritized supplier sites completed a SMETA audit within
Lead Supply Chain, and heads of several key business units. The address potential audit findings promptly and prevent recurrence.
the past three years (13).
group meets bi-monthly to oversee and steer the four pillars of
the Company’s sustainability strategy, including the social

~75%
sustainability pillar.
Throughout the year, key updates and progress related to human
rights are shared with the global executive leadership team. At
of Cocoa Life communities in West Africa are covered by a Child least annually, a comprehensive overview of progress is provided
Labor Monitoring & Remediation System (CLMRS) (14). to the Board of Directors, who review and approve our annual
HRDD report.

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SOCIAL HRDD THROUGH COLLABORATION In the U.S., we took prompt action to

address indications of heightened risk
Tackling complex social issues such of child and forced labor in multiple

SUSTAINABILITY &
as forced and child labor demands a sectors reported by the Department of
multi-actor approach. We work Labor. In line with our Supplier & Partner Code of Conduct, we sent
collaboratively with CGF Human

HUMAN RIGHTS
a letter to U.S. suppliers, spelling out what we expect of them
Rights Coalition (HRC), overall and specific to their human rights and labor practices. In
manufacturing peers and retailers addition, we joined forces with peer manufacturers under the
toward a common goal of helping

SUPPLY CHAIN
umbrella of AIM-Progress to help build the capability of U.S.
to eliminate forced labor from the consumer goods sector’s value suppliers, including external manufacturers and staffing agencies.
chain. This collaborative work is also in line with our 2025 ambition The initiative aims to prevent occurrence of and increase the

SPOTLIGHT
to implement robust and risk-based HRDD across our value chain. identification of potential cases of child labor, promote the
As part of the Coalition, we commissioned third-party human rights provision of remediation and tackle root causes.
experts, twentyfifty, to assess our Brazilian and Mexican
warehousing operations. This study deepened our understanding of
potential risks in our own and our suppliers’ warehouses. On this TAKING ACTION IN KEY INGREDIENT
ADVANCING OUR SUPPLY CHAIN EFFORTS
basis, we partnered with independent auditors Bureau Veritas to SUPPLY CHAINS
pilot a customized social assessment to be rolled out in 2024, which We seek to do business with partners who share the same
2023 PROGRESS
is adapted to the warehousing context and builds on our existing commitment, as laid out in our Supplier & Partner Code of Conduct, Since 2022, we have carried out an annual human rights risk
2020 2021 2022 2023 assessment across our value chain including upstream ingredient
customized Quality & Food Safety program. which is aligned with our Human Rights policy.
Prioritized supplier sites supply chains, using findings to prioritize the following year’s
completed SMETA audit in
past 3 years (13) In 2023, we continued to build the capability of our people by During 2023, we continued our work to improve our tier-1 supplier actions. During 2023, our primary focus, as a result, was cocoa,
— — 87 % 90 %
incorporating human rights training into our mandatory program, completing approximately 90% of the SMETA audits that palm and hazelnuts, addressing risks in the cocoa supply chain via
SMETA audit completed in our
owned manufacturing sites within onboarding trainings for new employees, who can access it online. make up our three-year cycle covering prioritized suppliers (13). The our Cocoa Life program and industry coalitions. And we used
the past 3 years (12) — — 62 % 91 % We also adapted the training for factory-based colleagues, new warehousing pilot program will extend to some of our supplier engagement and industry partnerships to do so in the case
Child Labor Monitoring & delivered in person and in local languages, and will start rolling it supplier-run warehouses in 2024. of palm oil and hazelnuts – see Palm Oil and Hazelnuts sections for
Remediation Systems (CLMRS) out in our snack factories in 2024. further details.
cover 100% Cocoa Life In a recently-launched initiative, we started to focus our efforts in
communities in West Africa We recognize that rising inequalities and poverty are underlying Europe on cross-border road transportation, so that we could
by 2025 (14) — — — 75 %
drivers of other human rights risks. To play our part and help better understand risks, especially for truck drivers. This involved a
address these systemic issues, we aim to pay all our employees a review of our present practices and driver facilities in our own
living wage and will work with our suppliers with the goal of plants and warehouses, as well as partnering with third-party
having all our strategic suppliers engaged on a living wage experts to conduct a pilot assessment within our cross-border road
roadmap by 2030. transportation carriers’ base. We will use what we learn to help
further improve our systems and practices as we expand this work.
In 2023 our Total Rewards Team continued to make progress
against our 2021 commitment to incorporate living wage
benchmarking as a key standard in Mondelēz International’s
regular pay review process. Our last biennial assessment,
conducted in 2022, found that all Mondelēz International direct
employees were paid at or above the living wage for the countries
in which they work.

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SOCIAL COLLABORATING WITH SECTOR STAKEHOLDERS ENGAGING WITH POTENTIALLY Our social audit programs are based on the SMETA protocol, which
AFFECTED RIGHTS-HOLDERS is an industry standard, and we value its worker voice component.
Achieving widespread change across entire supply chains requires Our programs include interviews with workers, including

SUSTAINABILITY &
the work of many organizations, so we collaborate with peer In addition to our involvement in industry and multi-stakeholder contractors, both for our own operations and supply chain.
companies and expert organizations to help us on the journey. initiatives, we continuously seek to engage in two-way dialogue
To provide access to potentially affected rights-holders, our Human
with experts, civil society organizations, NGOs and other

HUMAN RIGHTS
In 2023 Mondelēz International became co-chair of the CGF as well Rights & Environmental Grievance Management Process is
as the CGF’s Human Rights Coalition of Action, demonstrating our stakeholders to inform our approach. We also engage periodically
supported by our Integrity Webline and Helpline. WebLine is
commitment to work collaboratively with peer manufacturers and with potentially affected rights-holders themselves.
available in 35 languages, while HelpLine is offered in more than 150

COLLABORATIONS
retailers to mainstream HRDD and address critical systemic issues languages. This grievance mechanism can be used anonymously
such as child labor. and is open to all third parties, including workers and communities
We also actively contribute associated with our supply chain.
FOCUS ON COCOA LIFE
to several initiatives In 2023, we also explored additional ways of making grievance
specific to cocoa and other Smallholder farmers and their communities are at the heart of mechanisms available in ways that better align with local contexts.
key ingredient sectors. For our Cocoa Life program. We aim to involve farmers and their For example, we worked with Germany’s Due Diligence Fund (DDF)
instance, we partner with communities in the design of the program’s interventions, and to research the feasibility of a sector-wide grievance mechanism in
“We recognize how important it is to engage with stakeholders all industry peers as part of seek their input and feedback as we continuously enhance our the Ivorian cocoa supply chain. We also supported efforts led by the
along the process of human rights due diligence, and how the World Cocoa approach. In 2023 we engaged ICI to conduct an assessment of ICI to leverage grievance mechanisms to help address the risk of
invaluable it is to connect directly with potentially affected rights- Foundation (WCF), which we currently chair. We also serve on the our Child Labor Monitoring & Remediation System (CLMRS) in adult forced labor in the broader West African cocoa supply chain.
holders when possible. Hearing their voices is critical to prioritize board of directors of multi-stakeholder platform International West Africa as part of our continuous efforts to enhance how
Cocoa Initiative (ICI), alongside development NGOs, civil society we help to protect children. In the palm oil sector, we initiated work between the CGF HRC and
our actions where they matter most and to drive maximum positive FPC to develop guidance and procedures to help protect human rights
impact for people who make up our value chain.” experts and representatives of smallholder farmers. Through these
platforms, we also call for industry and governments to collaborate defenders. This work includes consultation with international NGOs
and create comprehensive, systemic solutions that help address the advocating for the rights of human rights defenders and indigenous
Virginie Mahin
root causes of child and forced labor. peoples. The resulting guidance aims to be finalized in 2024.
Senior Director, Social Sustainability
and Stakeholder Engagement,
Mondelēz International

PARTNERING WITH 2012 2016 2018 2020 2021 2023

OTHERS TO HELP DRIVE
MEANINGFUL CHANGE
Mondelēz International steps
Mondelēz International is formed
Mondelēz commences annual Ground-breaking public private Coalition of Global Consumer up to co-lead The Consumer
and joins AIM Progress, the
HRDD Reports to share progress partnership to improve Goods Companies launches Goods Forum Human Rights
Consumer Goods Forum, the World
and transparency quality of education in framework for the implementation Coalition with the aim to
While we are driving change in our Cocoa Foundation and the
Côte d’Ivoire cocoa- of HRDD systems in aligned help drive better outcomes
own business, we know many of the International Cocoa Initiative.
growing region. Approach against forced labor. for people in the FMCG
human rights challenges are
value chain.
systemic and cannot be solved by
any one company alone.
Mondelēz International partners
Collaboration, multi-stakeholder
Cocoa Life launches – Mondelēz with Embode, a human rights Mondelēz International launches
coalitions and dialogue with Mondelēz International Mondelēz International
International begins consultancy, to help address annual comprehensive human rights
stakeholders sit at the heart of our co-commissions assessment of strengthens commitments to
working with child labor in Ghana and Ivory risks assessment of value chain to
human rights approach. issues affecting migrant workers in human rights and endorses call to
smallholder farmers. Coast. prioritize our efforts where
the Palm Oil Sector. action to advance living wages.
they matter most.

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AIMING TO REDUCING PACKAGING EVOLVING PACKAGING

We believe that by continuously improving our packaging and
measuring our performance, we can work towards our long-term
aim of advancing our support for a more circular economy for We remain on track to achieve our 2025 goal of 5% reduction vs 2020 We continue to make meaningful strides in the evolution of our

ADVANCE packaging. For us, this is based around a three-part approach that levels in our use of virgin plastic and are set to see progress in the year packaging material. As of the end 2023 approximately 96% of our
helps us utilize packaging that is both light and right. The three ahead in line with expectations. Thanks to the slowly increasing packaging was designed to be recyclable (11) with many markets now
availability of new materials, such as recycled content for flexible film in close to achieving our ambition and we continued to achieve this

A MORE CIRCULAR
parts are:
key markets, as well as supply chain adjustments and successful line performance while experiencing strong growth of non converted
Reducing Packaging by aiming to utilize packaging that is light, trials across a complex network of manufacturing facilities we continue materials across our portfolio.
safe and, when appropriate, can be reused or recycled. to make progress. In 2023 we were able to reduce our plastic packaging

ECONOMY FOR
We continue working across our markets to recognize local
Evolving Packaging involves evolving our packaging so that it’s footprint by about (2.3)% versus 2020 (11), offsetting the significant
designed to be recyclable, and utilizes recycled plastic content, requirements, educating suppliers on Mondelēz International and
growth that our business has been able to deliver. In our rigid plastic
where appropriate, to help drive down packaging waste. Our key industry standards, and collaborating with our peers amongst

PACKAGING
portfolio we have been working with suppliers to secure new
goal is to use packaging that is designed to be recyclable and other actions. To account for various strategic and operational
innovative materials and planning trials that will enable us to drive scale
continue our use of recycled content. factors including but not limited to our mergers and acquisitions
as we expand these initiatives across markets while continuing to
Improving Systems means supporting the development of strategy and growth, as well as external factors like evolving
maintain our high standards for safety and quality.
infrastructure and capabilities with a goal of being able to collect regulatory requirements, we are updating our goal to: We aim to
as much plastic as we put into the environment. As part of this, Mondelēz International is one of the founding business signatories to have approximately 98% or more of our packaging designed to be
we are supporters of policy development and Extended Producer the Ellen MacArthur Foundation (EMF)’s Global Commitment, which recyclable by 2025 .
Responsibility (EPR) schemes to cover the development of unites organizations behind a common vision of a circular economy for
We work hard to use packaging that does more systems supporting collection of all types of plastic packaging, plastics. Of the 123 businesses that contributed data for the EMF’s 2023
We continue to collaborate within the industry and across sectors
to ensure that the actions we take can have the scaled impact we
than protect our products and delight our and are involved in ongoing collaboration with governments, Global Commitment Progress Report, we were delighted to be singled
peers and others. need to see. In 2023, we became members of the Ocean Plastics
consumers. At Mondelēz International, we strive out as the brand that reported the highest tonnage elimination of
Leadership Network (OPLN), a global multi-stakeholder community
Significant progress has been made across the global business to plastic packaging: over 12,000 metric tonnes. This was achieved by
to continually improve our packaging with the integrate our Global Sustainable Packaging Strategy into our local moving about 71% of our polystyrene (a versatile material that can be
dedicated to ending plastic pollution in our oceans. With OPLN we
long-term aim of advancing our support for a business strategies and roadmaps. Over the past 18 months we rigid or formed) to polyethylene, terepeththalate (a clear, durable and
are working with our peers along the value chain to produce
have worked with our local market teams through bespoke responsible production guidelines for advanced recycling.
more circular economy for packaging. versatile material), eliminating all undetectable black plastic from our
workshops, capability building and training to develop portfolio with a specific focus in North America and resizing products Further, with the CGF we continue to support advancement of the
comprehensive, locally-relevant programs for more sustainable
resulting in reductions in metric tonnes of plastic packaging used. Golden Design Rules, and as co-chairs of the CGF Plastic Waste
packaging that recognize the local market environment.
Coalition of Action’s Flexibles Working Group we work with our peers
We also recognize that cross-functional collaboration is critical to to help advance circularity for flexibles, such as EPR for flexibles.
our success and to our ability to deliver more sustainable solutions “With the launch of the Ellen MacArthur Foundation’s Global
for packaging, now and in the future, especially in the areas of: Commitment, leaders within the plastic packaging industry joined In the U.K. for Christmas 2023, we
• New innovative materials that support increased circularity and
forces to drive action and achieve systems change. Five years later, it is evolved our core Cadbury selection
provide sufficient quality and safety for our products. clear that voluntary action can make meaningful progress, but more boxes to include trays made with
has to be done to end plastics waste and pollution. Despite about 80% rPET – post-consumer
• Sourcing of new technologies such as materials made from outperforming the rest of the market, signatories are expected to miss recycled plastic PET. This material is
recycled plastic waste. some of their 2025 targets. We therefore welcome Mondelēz widely collected as part of household
• Globally consistent support for policy development and
International’s efforts to eliminate problematic or unnecessary plastic recycling and consumers can check
advancement of infrastructure. packaging. In our 2023 Progress Report, Mondelēz International was online whether it is collected near them. This move enabled us to
the brand reporting the highest elimination of plastic packaging, or remove several hundred metric tonnes of virgin plastic contributing
As we continue to build on our strong foundations, we move closer 12,825 metric tonnes. We need more brands to follow their lead.” to our 2025 sustainable packaging goals and as actionable progress
to meeting our goals and advancing our support for a circular toward our U.K. Plastic Pact goals.
economy for packaging. Aisha Stenning
Programme Manager for Plastics In Norway in 2023, we also announced the launch of Kvikk Lunsj
Ellen MacArthur made with recycled plastic packaging. The outer packaging of the
chocolate sold in 3-, 4- and 6-packs now consists of majority ISCC
mass balance certified recycled plastic.

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“Our strategy is based on reducing the amount of packaging we Since the Circulate Capital fund was launched in December 2019
use, simplifying materials so they can be recycled and using and by December 2022 they have invested more than $80MM in
recycled materials where we can. But progress demands much 14 companies, prevented approximately 130,000 tons of plastic
more. I’m proud of the leadership role we’re playing as we continue leakage and reduced or avoided approximately 200,000 tons of
to call for and invest in innovation and partnerships that can Co2e emissions from plastic recycling. The expansion of the fund
create lasting solutions and of the significant collaboration realized to new geographies presents even greater opportunities to
across MDLZ teams to integrate our global strategy into local have a scale impact and help support circularity for packaging.
business roadmaps. Building these capabilities across our business
helps us to go further, faster with comprehensive, locally relevant
programs for more sustainable packaging.”
WORKING TOGETHER
Emma Beard
Vice President, Global Sustainable Packaging, To help create lasting positive impact on the world of
Mondelēz International packaging, we participate in and collaborate closely with many
different organizations, including:
2023 PROGRESS
2020 2021 2022 2023
Packaging designed In 2023 we joined forces with leaders
to be recyclable (11) 94 % 95 % 96 % 96 % in the packaging supply chain to
Paper-based packaging
IMPROVING SYSTEMS further advance a more circular
sustainably sourced (23) 100 % 98 % 99 % 98 % economy for plastic packaging in Australia. Together with Amcor, a
Systems and infrastructure are critical for packaging materials to
Reduction in overall virgin plastic global leader in developing and producing responsible packaging
(vs. 2020) (11)
be recycled in practice. As such, along with local market
— 4% (1.5)% (2.3)% solutions, Mondelēz International is investing in advanced recycling
engagement in policy design and informal and formal development,
Reduction in virgin rigid plastic
CIRCULARITY IN PRACTICE technology pioneer Licella. Our investments aim to help Licella
(vs. 2020) (11) — — 7% 9% we continue to play an active role in the UN Global Treaty for
progress construction of one of the first advanced recycling
Plastic Pollution via the Business Coalition. We are active members
5% recycled plastic content by 2025 (11) — 0.5 % 1.0 % 1.4 % Working towards a circular economy will demand infrastructural facilities in Australia. Licella aims to use its innovative Catalytic
of its policy working group, which aims to harmonize regulation on
development, widespread investment, an enabling policy and Hydrothermal Reactor (Cat-HTR™) technology to recycle end-of-
reduction, circulation and prevention. The group is also part of the
regulatory environment, and cooperation between multiple life plastic back into a crude oil substitute suitable for producing
2023 PACKAGING PORTFOLIO (11)
EMF and World Wildlife Fund’s (WWF) joint working group on
2023 stakeholders over the long term. new food-grade plastic packaging. Mondelēz International has
policy development. In 2024 – a decisive year – the group aims to
already launched Cadbury Dairy Milk packaged with 30% recycled
Corrugated (metric tonnes) 444,000 align on a treaty seeking to end plastic pollution by 2040. There are many challenges, due to the need to develop roadmaps
content in Australia and this partnership is anticipated to enable
Paper (metric tonnes) 254,000 across many countries, shift complex supply chains and source
In the Philippines, meanwhile, we partnered with PCX with a goal further portfolio expansion in the use of recycled content.
Flexible Plastics (metric tonnes) 131,000 highly sought-after and costly materials.
for the recovery and diversion of all of the equivalent of our in-
Rigid Plastics (metric tonnes) 56,000 market yearly plastic packaging output. PCX partners with Collaboration is key, and we are committed to working closely with our
Glass (metric tonnes) 12,000 organizations that collect and divert post-consumer waste in a peers and other stakeholders, particularly on innovation to replace “Investing in the latest technology helps accelerate our transition to
Other Flexibles (metric tonnes) 12,000 credible, traceable, transparent and socially-responsible manner. challenging materials with more sustainable alternatives. Progress via a more circular pack economy. Cadbury in Australia is fueling a
Metals (metric tonnes) 6,500 collaboration isn’t always as rapid as we’d like, but our steady focus on soft plastic increased circularity, now using more recycled
In 2023 we expanded our investment in Circulate Capital beyond
Total Weight of Packaging (metric tonnes) 915,500 advancement together is helping drive positive change across many content.”
Southeast Asia and India to the newly established Latin America
markets.
Fund. The fund aims to enhance focus on the physical collection of
flexible films – lightweight, multi-layer plastics used by the As part of our commitment to working in collaboration with others
Bureau Veritas UK Limited (Bureau Veritas) was engaged by Mondelēz Darren O’Brien
International to provide limited assurance of its 2023 performance on their snacking industry – that have traditionally been more difficult to across the sector, in 2023 we became a Founding Member of the
President, Australia, New Zealand & Japan,
plastics and packaging material consumption and targets included in the collect, sort, recycle and ultimately reuse. Circular Action Alliance (U.S.). In this Alliance, alongside 18 other
Mondelēz International
above chart. This assurance statement can be found in our ESG Reporting & Founding Members, we work together as producers to help
Disclosure Reporting Archive. improve systems consistent with meeting EPR obligations as a step
forward in seeking a more circular pack economy.

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MORE SUSTAINABLE
More sustainable production of our key ingredients also
contributes to our carbon footprint reduction goals while helping OUR 2025 GOAL
protect biodiversity. As a global snacking leader dedicated to

INGREDIENTS making snacking right, we are determined to lead in helping to Our ambition is to source our key ingredients – including cocoa
drive sector-wide transformation for more sustainable sourcing and wheat – more sustainably and support more economically
at scale. and socially resilient communities. These two ambitions
mutually support and reinforce each other, and are at the heart
Enhancing social sustainability and respecting human rights is key
of our aim to create a future where together people and the
to this goal as is a larger focus on helping to promote and restore
planet thrive.
biodiversity across the landscapes our business touches. We focus
A more sustainable supply of key raw materials where we believe we can make the greatest difference and help To this end, we have set the following goals:

100%
such as cocoa, wheat, dairy, and palm oil is tackle the most important issues to help foster security of supply,
critical to the continued growth and success of care for the environment, and support the people and communities
that grow the key ingredients for our well-loved snacks.
our business, to the resilience and prosperity of
the communities producing these raw materials, cocoa volume for chocolate brands sourced through Cocoa Life
and to the protection of the landscapes the by 2025 (sourced, on a mass balance approach through Cocoa
2023 PROGRESS Life).
ingredients are grown in.

~243,000
farmers participated in the
Cocoa Life program in 2023,
compared to about 230,000
in 2022 (24) .
100% “ We have gathered meaningful data confirming our approach is
wheat volume needed for Europe business biscuits production helping to deliver the type of change we’re aiming to scale for
grown under the strengthened Harmony Regenerative charter greater impact. We are actively stepping up using our learnings to
Child Labor Monitoring &
by 2030 (27). expand our approaches. Ingredient sourcing is complex and rapidly

~75%
Remediation Systems
evolving at the intersection of land rights, human rights and
(CLMRS) coverage in West
evolving regulation. Our long-term solutions need to be thoughtful,
African Cocoa Life farming
and flexible to anticipate the changes we’re already seeing.”
communities vs. around 74%
in 2022 (14). STEPPING UP

~100%
Building on work we are already doing in biodiversity we have put Cathy Pieters
Palm oil sourced from suppliers in place a biodiversity risk assessment and will continue to build on Vice President, Sustainable Ingredients,
aligned to POAP. our work in cocoa and wheat. Furthermore we aim to to seek no Mondelēz International
deforestation across primary commodities by 2025. Read our
deforestation position.

We have a distinctive approach to help drive long-term change

for the better at scale. It has a number of key pillars: leading in
more sustainably-sourced key ingredients, pursuing approaches
that holistically help tackle root issues, helping to drive sector-
wide transformation through collaboration, and learning from
impact data assessing the positive progress made by our
programs.

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COCOA MAKING COCOA SOURCING MORE SUSTAINABLE OUR BRANDS

from their cocoa trees and other crops with the aim to improve
farming household livelihoods.
THROUGH COCOA LIFE We are working towards our 2025 goal to source all the cocoa
2. Helping to Support Cocoa Communities, Enhance Child volumes needed for our chocolate brands, on a mass balance
Cocoa is a key ingredient for our chocolate and key to our business. Protection Systems and Improve Access to Quality Education
In 2012, Mondelēz International launched Cocoa Life to help make approach, through Cocoa Life. By the end of 2023, approximately
We facilitate investments in Cocoa Life communities (communities 85% of cocoa volume for Mondelēz International chocolate brands
cocoa sourcing more sustainable. The signature cocoa sustainability
sourcing program focuses on helping tackle the root causes of
engaged through implementing partners where farmers was sourced through Cocoa Life (2). This includes global brands
Particularly as supply of cocoa has been registered or participating in the Cocoa Life Program reside) and Cadbury Dairy Milk, Milka, Côte d’Or, Toblerone, Freia, Marabou, Daim,
complex systemic issues in cocoa farming. These issues include risk
hindered in 2023 largely due to weather with of poverty, farm productivity, farmer livelihoods, gender inequality,
work with governments, NGOs and sector partners on long-term Suchard and the local brand Lacta in Brazil.
lower production causing a rise in the price of initiatives that help protect children and tackle systemic
lack of basic infrastructure, child labor and deforestation. By
challenges. We strive to ensure that our efforts reflect the diverse
this important input, we have continued our helping address these challenges through an integrated approach,
needs of community members.
focus on our cocoa sourcing program, Cocoa Cocoa Life aims to bring dynamic change to communities and
forests where cocoa beans grow. Cocoa Life farmers are farmers 3. Helping to Protect and Restore Forests and Seek No
Life, to support our goal of a thriving and that are registered with Cocoa Life, they are independent and not Deforestation on Cocoa Life Farms
equitable cocoa sector that collaborates to employed by Mondelēz International. Additionally, Mondelēz We support farming communities with tree-planting activities,
combat interrelated system issues. International does not own or operate Cocoa Life farms. agroforestry techniques and farm mapping technologies. We
also implement landscape-wide initiatives to support forest
2023 PROGRESS conservation and restoration and to help reduce carbon emissions.
2020 2021 2022 2023
Farmers registered in the Cocoa 188,043 209,954 230,000 243,000
Life program (24) OUR COCOA LIFE GOALS
Cocoa communities impacted (41) 2,169 2,597 2,900 3,200
• Invest $1 billion from 2012 to 2030
Cocoa volume for chocolate brands 68 % 75 % 80 % 85 % • Increase more sustainable cocoa volume at scale
sourced through Cocoa Life (2)
• Source 100% of cocoa volumes for Mondelēz International’s
chocolate brands through the Cocoa Life program by 2025 (2)
• Cover 100% of Cocoa Life communities in West Africa by a Child
Labor Monitoring & Remediation System (CLMRS) (14)
In 2022, Mondelēz International announced an additional USD $600
million in funding for Cocoa Life through 2030, which would bring
the total investment in the program to USD $1 billion since 2012. We
are using the funds to further increase more sustainable cocoa
TACKLING SYSTEMIC CHALLENGES THROUGH AN volume at scale . To do this, we are focused on catalyzing sector
INTEGRATED APPROACH collaboration to help address systemic environmental and human
rights challenges and help improve the livelihoods of cocoa
Mondelēz International applies an integrated approach to help farmers. In 2023, Cocoa Life scaled up the program and reached
address systemic challenges in three key areas elaborated on in the approximately 243,000 farmers (24). Learn more about our actions
following pages: and latest collaborations on the next pages.
1. Helping to Grow More Profitable Cocoa Businesses for
Communities to Help Increase the Number of Farming
Households Reaching a Living Income
We work with NGOs, suppliers, governments and other partners
both in and beyond the cocoa sector to help farmers earn more

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COCOA LIFE EXPANDING TO CAMEROON AND ECUADOR

In Cameroon and Ecuador, which joined Cocoa Life in 2023,
“Solidaridad and Mondelēz International's decade-long

IMPLEMENTATION
partnership under the Cocoa Life Program exemplifies the power
we started by working with partners to conduct local needs of collaboration in helping drive sustainable change. By
assessments and define core activities to support cocoa prioritizing the needs of cocoa farmers, we have helped promote
communities while we are rolling out on-farm support to farmers. more resilient and thriving cocoa farming communities that aim
to withstand economic, social, and environmental challenges,
OUR IMPLEMENTING PARTNERS while securing the future of cocoa. It is gratifying that our
partnership in 2023 helped enhance financial inclusion for
The Cocoa Life program is now running in We partner with NGOs that have extensive experience working women belonging to more than 800 Village Savings and Loan
with cocoa communities to develop local action plans. Associations and helped uplift the lives of about 15,000 cocoa
nine cocoa-producing countries, up from farmers and their households. Solidaridad is proud of its long-
seven in 2022: Brazil, Cameroon, Côte d’Ivoire, We also partner with cocoa suppliers that have on-the-ground
standing partnership with Mondelēz International, which allows
expertise, as well as government authorities to promote more
Dominican Republic, Ecuador, Ghana, Indonesia, sustainable practices and assess where we can align with national
us to align our interventions with the sustainability efforts
India and Nigeria. strategies. As we increase the program’s reach, we recently began
promoted through Cocoa Life.”
working with two new suppliers: JB Cocoa and Guan Chong Berhad.
Day-to-day, the program is carried out by functional experts and Olive M'Bahia
teams in cocoa producing countries, as well as professionals from Country Representative
procurement, research and development, finance and compliance. Solidaridad Côte d’Ivoire
The program team also includes leaders focused on human rights,
more sustainable ingredients and climate. In 2023, we have been
expanding the Cocoa Life team and dedicating more resources to
the program as we work to scale.

SUPPLY CHAIN TRANSPARENCY

As part of our commitment to enhanced supply chain transparency,
our partners and cocoa suppliers are listed on our Cocoa Life
website, as are our tier 1 and tier 2 suppliers.

“Our suppliers are key partners to implement our sustainability

programs. We align our work with our sourcing principles and
continuously engage with them to help improve their performance
and move the sector forward as a whole. We are thrilled to
welcome new partners JB Cocoa and Guan Chong Berhad.”

Thomas Gaengler
Chief Procurement Officer
Mondelēz International

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COCOA LIFE’S COCOA LIFE EXTERNAL ADVISORY COUNCIL LEADING NEW COLLABORATION AND We are also catalyzing landscape-wide approaches aligning with
SMART INNOVATION our recognition that collective effort is needed to help address the
To develop our strategy and continue to scale the Cocoa Life systemic root causes of cocoa sector challenges.

PARTNERSHIPS
program, we collaborate with a range of sustainability experts from Based on our key lessons learned over more than a decade, we
prominent environmental and human rights groups. focus on catalyzing new collaboration and accelerating innovation
Our External Advisory Council provides strategic advice on the in cocoa production to help professionalize cocoa farming and A snapshot of our collaborations featured in this report:
program direction, challenges us, functions as a sounding board on explore new climate-resilient producing models.
progress made and helps identify opportunities for innovative We are innovating to offer targeted, integrated and individualized
partnerships.The council is chaired by an external advisor. approaches that seeks to put farmers, their families and • Upcoming in 2024 CARE Opportunity Fund
At Cocoa Life, we believe collaboration and In 2023, we launched our new External Advisory Council and are communities first, and recognizes that there are no one-size-fits-all • IDH Farmfit Fund (Sustainable Trade Development)
• Côte d’Ivoire-Ghana-Cocoa-Initiative (CIGCI)
partnership are key to lasting change. That’s proud to be working with: solutions. In doing so, we aim to better address individual • Fairtrade
challenges and needs and deliver individualized support that helps
why we engage in sector collaboration to co-
make a difference.
create new solutions and help make
In the past year, we continued to partner and drive change with
transformational impact. Lilian Mramba
sector platforms, such as World Cocoa Foundation (WCF) and ICI • Child Learning & Education Facility (CLEF)
Chief Investment Officer at Grassroots Business Fund where we serve on the board of directors. In 2023, Christine • Memorandum of Understanding with the Ivorian
Montenegro McGrath, SVP and Chief Impact and Sustainability Ministry of Women, Family and Children
EVALUATION, LEARNING AND VERIFICATION Officer at Mondelēz International, was appointed chair of WCF.
• Climate Resolute Coalition

Independent organizations help us measure and verify our progress Andrew Bovarnick
and understand our impact. Global Head, Food and Agricultural Commodity Systems at
United Nations Development Program
• FLOCERT verifies the flow of cocoa from Cocoa Life communities
into our supply chain. It also confirms that benefits, such as • Cocoa & Forests Initiative
• Asunafo-Asutifi landscape initiative
premium payments, are passed to farmer organizations.
Verification drives learning and reporting transparency. The council will be completed with additional advisors joining
• Ipsos conducts studies that evaluate Cocoa Life’s progress and during 2024. The chair will rotate between the external advisors.
impact in cocoa producing countries. This enables us to
understand our on-the-ground impact and where we can
continue to improve.
“As a member of the advisory council for the Cocoa Life program, I “I am pleased to continue with Cocoa Life’s Advisory Council for its “With Christine Montenegro McGrath’s strong leadership as Chair
am thrilled to contribute to a transformative initiative that not only next phase. I look forward to sharing my experience to help Cocoa on WCF’s Board, we have embedded a strategy that drives us all
supports sustainable cocoa farming but also empowers Life tackle deforestation in the cocoa sector. With over 90% of now at the WCF which is alignment, convening, collaboration and
BUSINESS ALIGNMENT AND INTEGRATION communities. I am passionate about sustainable agriculture and deforestation due to agricultural expansion over the last 20 years, partnership. Mondelēz International as one of its valuable board
Cocoa Life is embedded in the Company’s vision for 2030 and believe that Cocoa Life can be a model for how food companies companies need to step up their efforts with such initiatives that members has played an instrumental part in delivering on WCF’s
funded and managed in close alignment with our business units. In can create a more sustainable future in the cocoa sector.” take a systemic approach to change. My hope is that this advisory vision to be a catalyst for a thriving and equitable cocoa sector,
addition to the program management and implementation team, council provides a unique opportunity to challenge Mondelēz driving our collective efforts and the shared commitments
representatives from business units and functional leaders provide International, provide strategic guidance and help it take necessary for positive change and meaningful cocoa
oversight and strategic advice on the program’s direction, help to Lilian Mramba
leadership in this vital arena.” sustainability impacts.”
integrate Cocoa Life into the Mondelēz International business, Chief Investment Officer at Grassroots Business Andrew Bovarnick Chris Vincent
receive progress updates from the program team, and build Fund and Cocoa Life External Advisor
Global Head, UNDP Food & Agricultural President,
stronger internal awareness about Cocoa Life goals and priorities. World Cocoa Foundation (WCF)
Commodity Systems and Cocoa Life
External Advisor

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HELPING TO GROW Poverty and low incomes are root causes for many additional income generating activities. By the end of 2023,
we have provided training to approximately 360,000
challenges cocoa farming communities face. That’s community members in jobs outside of cocoa growing (25).
INNOVATING FARMER CLIMATE RISK

MORE PROFITABLE
why the Cocoa Life program is focused on ◦ Encouraging community members to participate in Village
INSURANCE IN INDONESIA AND GHANA
developing ways to help strengthen cocoa farming Savings & Loan Associations (VSLAs). By the end of 2023, Cocoa As part of our ambition to strengthen farmer resilience, we

COCOA BUSINESSES
households’ income. We aim to help increase Life had helped to establish about 5,600 VSLAs (25), which now work with partners to design climate insurance packages
farming households earning a living income – one serve approximately 374,000 community members (25). for farmers.
◦ We designed and are launching the Opportunity Fund in
that enables a decent standard of living for all In Indonesia, we are partnering with Blue Marble to design,

FOR FARMING
partnership with CARE. (See: CARE Opportunity Fund: implement and scale-up insurance solutions to help
members of a household and takes into account Unlocking Female Entrepreneurship.) financially protect Cocoa Life farmers from the impact of
essential needs and provision for unexpected • We piloted climate risk insurance packages in Ghana and

COMMUNITIES
adverse weather conditions. Insurance can be a mechanism
events. Indonesia in 2023. (See: Innovating Farmer Climate Risk Insurance to incentivize farmers in our supply chain to adopt Good
in Indonesia and Ghana.) Agricultural Practices and explore revenue protection to help
In recent years, the global agricultural and commodities • We pay loyalty premiums to farmers organizations who then Cocoa Life farmers manage climate and price shocks.
environment faced a number of pressures that were particularly pass it to their members - these amounts are verified by
challenging within the cocoa sector. In addition to global economic This year, we helped establish a weather index insurance
FLOCERT. To help cocoa farmers plan ahead and understand
challenges, major cocoa-producing countries struggled with high project to provide cocoa farmers with automatic payouts at
purchasing expectations, Cocoa Life registered farmer
inflation and an unprecedented low cocoa crop yield world-wide the end of every crop phase based on predefined extreme
2023 PROGRESS (25) organizations know in advance of the year the cocoa volumes
due to weather and crop disease. Meanwhile, market pressures climate triggers, like drought, flood, heat or cyclones. We
2023 that can be expected and premiums they will receive. These
continue to impact the effective implementation of some piloted this project in Indonesia with around 1,000 farmers in
Farmers trained, coached or having a farm development plan 225,000 volumes and premiums are verified by FLOCERT. With select
on Good Agricultural Practices (GAP) to increase yield and government-led and multi-stakeholder-backed initiatives, including 2023. Based on results and learnings, we are exploring
suppliers, we have started to work towards longer-term
protect the environment
the Living Income Differential, which we support. Making sustained including more farmers in 2024.
planning against premiums and volumes.
Community members and farmers trained on Good 498,000 progress in spite of macro pressures will need enhanced sector- In parallel, we have partnered with Pula for a similar project
Environmental Practices
wide efforts. WORKING TOGETHER TO HELP IMPROVE in Ghana that aims to provide crop insurance to up to about
Community members involved in additional Income 360,000 FARMER LIVELIHOODS 10,000 cocoa farmers. The project receives funding support
Generating Activities from the State Secretariat for Economic Affairs SECO
TRAINING, INCENTIVES AND We continue to engage with partners in producing countries to through the SWISSCO Innovation Programme and is run in
Community members participating in Village Savings and Loan 374,000
Associations (VSLAs) PURCHASING PRACTICES better understand the situation of and potential risks to farming close collaboration with farmer unions. The project has
Village Savings and Loan Associations (VSLAs) operational 5,600 At Cocoa Life, we believe that profitable farming businesses can families. For approximately 10 years, Cocoa Life has worked with already resulted in learnings on communicating with cocoa
lead to more financial resilience. We work with suppliers and NGOs independent partners to help measure, track and better understand farmers about insurance, product design and involving
to help farmers improve cocoa productivity and generate income farmers’ incomes from cocoa and other sources in our supply farmer unions.
from additional businesses. Our support includes farmer trainings, chain. This allows us to help mitigate the challenges and contribute
Both projects will contribute to greater understanding on
incentives and purchasing practices. toward solutions. We have also conducted research with technical
crop insurance in cocoa farming, its relevance for farmer
support from François Ruf, agricultural researcher (formerly with
• We have provided training on Good Agricultural Practices (GAP) livelihoods, and the right stakeholder involvement,
CIRAD). The aim was to find ways to improve field level
to around 225,000 farmers through the end of 2023. These including government.
interventions leading to higher adoption rates of good agricultural
trainings aim to improve farm productivity (25). practices and the effective implementation of farm development
• We have implemented a targeted GAP project since 2016 to plans. We are working to integrate the results into our support
coach farmers and co-create individually-tailored Farm package to farmers in the Cocoa Life program.
Development Plans. The program also informs interventions
The magnitude of the challenge, however, means going beyond
with suppliers and NGOs.
single supply chains. Stabilizing and increasing farming incomes will
• We encourage income diversification for men and women need a structural approach through collaboration within and
from additional non-cocoa businesses by: outside the cocoa sector, in partnership with NGOs, stakeholders
◦ Training community members on cocoa-related enterprises and governments.
and business management and encouraging

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COLLABORATING CARE OPPORTUNITY FUND: UNLOCKING “For over 10 years, CARE and Mondelēz International have worked

FOR MORE
SOME OF OUR COLLABORATIONS FEMALE ENTREPRENEURSHIP together to improve the lives and livelihoods of cocoa farmers and
communities and enhance women’s empowerment.
Côte d’Ivoire-Ghana-Cocoa-Initiative (CIGCI) To foster greater income diversification for cocoa farming
CARE’s savings group model (VSLAs) has been a key platform to

PROFITABLE
We support the common vision of the Côte d’Ivoire-Ghana-Cocoa- households we encourage entrepreneurship, with a focus
Initiative (CIGCI) to hasten the move toward living incomes for achieve this impact, and with this experience we know we can go
on women. One example is our support for Village Savings
cocoa farmers. In 2022, we, together with industry peers, signed a further. CARE is incredibly proud to now be spearheading The
and Loans Associations (VSLAs), which can help tackle

COCOA BUSINESSES
statement of intent with the CIGCI toward an economic pact for Opportunity Fund initiative alongside Mondelēz International, to
gender inequalities and build financial resilience and
more sustainable cocoa. The pact is a joint framework of action and convene collaborative partnerships in the sector and drive
household income through savings and small loans to
a tool to achieve the realization of a common vision. Last year, we powerful enterprise development in cocoa communities.”
individuals in Cocoa Life communities. The majority of VSLA

AND COMMUNITIES
contributed to technical working groups alongside industry members are women, who play a critical role in cocoa
representatives and other experts to help the CIGCI secretariat production and rural development. Helen McEachern
make recommendations to its Steering Committee, the
Mondelēz International is partnering with CARE International Chief Executive Officer,
organization’s highest decision-making body. CARE International UK
through a new initiative, the Opportunity Fund, to unlock new
profitable and viable business opportunities for VSLAs.
Farmfit Fund Drawing on CARE’s entrepreneurship experience and
Mondelēz International, via Cocoa Life, has invested in the IDH expertise, we will develop, test and roll out an industry best-
Farmfit Fund, one of the world’s biggest public-private impact fund in-class approach to entrepreneurship in cocoa communities,
for smallholder farmers. The Fund’s innovative financing model considering solutions to support, link and finance these new
aims to help drive sustainable impact by lowering risks and costs businesses. To maximize the long term impact in Cocoa Life
for both farmers and investors. The Fund supports projects in and communities and beyond, CARE International, with the
beyond our supply chain, such as one that provides technical support of Mondelēz International, will seek to mobilize multi-
assistance to one of the cooperatives for Cocoa Life-registered stakeholder collaborations with peers, suppliers, public and
farmers, in its ongoing journey to become a successful licensed donor organizations.
cocoa buying company. We will begin developing this model in Cocoa Life communities
in Côte d’Ivoire and Ghana in 2024 and aim to broaden its reach
Fairtrade over time in other cocoa-growing communities and markets.
Since 2016, Cocoa Life has partnered with Fairtrade to support farmers
and farmer organizations in Ghana through climate mitigation
programs; work to strengthen their organizations and incomes
diversification initiatives. Fairtrade has also been further commissioned
by Mondelēz International in 2023 to research farmer livelihoods.
Building on experience, Cocoa Life and Fairtrade are co-designing the
next phase of our partnership.

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COLLABORATING ENGAGING IN THE CHILD “Research consistently shows that providing children access to

ACROSS COCOA
SOME OF OUR COLLABORATIONS LEARNING AND EDUCATION quality education enhances well-being and is crucial for effective
child protection. Tackling this complex challenge demands
FACILITY (CLEF) INITIATIVE
Helping to lift cocoa communities needs a collaborative process of collaborative and holistic strategies. This is why we take pride in

COMMUNITIES
partnership with governments, suppliers, communities, NGO our partnership with Mondelēz International, as exemplified
partners, peer companies, and multi-sector partners. That’s why we In seeking to improve access to education in cocoa through the multi-stakeholder initiative Child Learning and
engage with them in multi-stakeholder initiatives to help empower communities, Mondelēz International’s goal is to facilitate Education Facility (CLEF) in Côte d’Ivoire, uniting Government,
women, protect children and improve access to education in cocoa assistance that is adapted to local contexts, and relevant and philanthropy, and visionary leaders from the cocoa and
growing regions. effective for children in their community environment. In Côte chocolate industry. With bold partners like Mondelēz
d’Ivoire, we are partners in the multi-stakeholder initiative International, we are confident in our ability to bring about
We are also joining forces with peers, suppliers and local child
Child Learning and Education Facility (CLEF). meaningful change in educational opportunities for children in
protection authorities to implement area-based landscape
cocoa regions and beyond.”
approaches, under the umbrella of the ICI. CLEF is an active and growing coalition that brings together
the Government of Côte d’Ivoire, 16 cocoa and chocolate Fabio Segura
In Indonesia, we are working with other leading international food
companies, and 2 philanthropic foundations, as of November Co-CEO at Jacobs Foundation
and agriculture companies, Save the Children, and governmental
2023, with the vision to transform the education landscape in
agencies to help improve child well-being in cocoa-growing
cocoa-growing regions of Côte d'Ivoire. Our partnership goal
communities across the country.
is to provide every child in these areas with access to quality
education. By constructing schools (a goal of over 30 to be
constructed in 2024), training teachers, and involving parents,
we're striving to create a brighter future for over 4 million
NEW MEMORANDUM OF UNDERSTANDING children. Led by the Ivorian government, the initiative offers a
WITH CÔTE D’IVOIRE’S MINISTRY OF WOMEN, potential blueprint for public-private partnerships that can be DRIVING CLIMATE PROGRESS WITH A FOCUS
FAMILY, AND CHILDREN replicated in other countries. ON GENDER EQUITY
Mondelēz International signed a Memorandum of Understanding Inspired by this groundbreaking landscape-wide initiative in Mondelēz International was the first industry member to
(MoU) with Côte d’Ivoire’s Ministry of Women, Family, and Children Côte d’Ivoire, we support the development of a similar join the Climate Resolute Coalition, a cross-industry effort
in August 2023 to strengthen joint efforts on child protection via initiative in Ghana. to drive climate progress by focusing on gender equity and
the company’s cocoa sustainability program Cocoa Life and work women’s leadership, and how progress on climate in turn
towards the common vision of a child labor free cocoa sector. can support gender equity.
Signing the agreement was a milestone moment in our ongoing
efforts to help protect children in cocoa communities. It brought to The Climate Resolute Coalition is organized by The Mara
life our Strategy to Help Protect Children and reflects our ambition Partners and Kite Insights and launched in November
to scale up Cocoa Life in alignment with national strategies to help 2021 at COP26 in Glasgow. We joined the coalition to share
tackle systemic issues in the cocoa supply chain. learnings and discuss how we can advance progress in
driving gender equity and women's leadership in
companies’ supply chains. The group is comprised of
supply chain practitioners, and collaborates with experts,
donors and governments. Over time, members will be
able to contribute to a field-building research agenda,
establish new business cases for gender and climate
action, and leverage the power of global supply chains to
unlock environmental gains and economic opportunities
for women.

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HELPING TO Cocoa Life’s integrated approach promotes both We have already seen how women act as impact amplifiers, In the process of scaling CLMRS within communities in Côte
especially in forest protection. We’ve witnessed, for example, the d’Ivoire, Ghana, and Nigeria, we have continued to support
social and economic resilience in cocoa farming emergence of Green VSLAs led by women who are becoming community-centered activities that may include community

LIFT COCOA
communities, as well as human rights for farmers. community champions, sparking initiatives that help protect the sensitization. Community sensitization efforts may include, for
We aim to help enhance child protection systems environment and earn them additional income. instance, training on identification surveys, raising child labor
awareness, and building community support, where appropriate.

COMMUNITIES
and improve access to quality education in Cocoa
CHILD PROTECTION & EDUCATION As part of community sensitization, we also have set up and
Life communities by 2030.
Our Strategy to Help Protect Children sets out our approach to help supported Community Child Protection Committees (Ghana and
enhance child protection systems and improve access to quality Côte d’Ivoire), as well as household monitoring to help identify child
labor and to help with remediation. By the end of the year,
COMMUNITY EMPOWERMENT education in Cocoa Life communities. The strategy targets our ultimate
approximately 75% of Cocoa Life communities (or approximately
vision to collaborate with others to help work toward a cocoa sector
As part of Cocoa Life, we believe that a more sustainable cocoa 2,100 communities) in West Africa were covered with a CLMRS, on
that is free of child labor. Our strategy uses a systems approach and
supply begins with empowered cocoa farming households. When a track towards our goal to cover all West African Cocoa Life
involves working holistically with communities to tackle the
new community joins our program, our NGO partners conduct a communities with a CLMRS by the end of 2025 (14).
interconnected causes of child labor. It focuses on three primary areas
community assessment on areas such as community dynamic and of response, which mirror UNICEF’s international child protection In addition, we partnered with the International Cocoa Initiative to
needs, as well as potential labor risks, which include forced and system strengthening standards: perform an assessment of our CLMRS in Côte d’Ivoire and Ghana
2023 PROGRESS child labor. Based on this assessment and with support from our and identify opportunities to further enhance systems

~75%
partners, we encourage and support community members to 1. Prevention Efforts: To help prevent child labor and support children implementation and help develop standards for household
develop a Community Action Plan (CAP). The plan provides a at risk of it, our approach seeks to help combat the underlying causes monitoring and identification, in line with emerging sector
detailed roadmap for community development planning and helps of child labor, with a particular focus on helping to empower practices. The assessment highlighted strengths of the Cocoa Life
enable communities to advocate for what they need, secure communities. We encourage CAPs, work to improve farmer net income CLMRS, such as the child-rights centered approach and the
of Cocoa Life communities in West Africa are covered by a funding and drive positive change. Our partners then help from cocoa and other sources, help to improve access to quality development of Child Protection Committees anchored in farming
Child Labor Monitoring & Remediation System (CLMRS) (14). implement a range of activities that address identified issues and education and help to empower women. communities (in Côte d’Ivoire and Ghana). Building on the sector’s
take actions to inspire change within Cocoa Life communities. We learnings, the assessment also helped identify ways that could
also support VSLAs, which are key drivers of financial 2. Monitoring and Remediation: Beyond our efforts to help
further harmonize and enhance implementation.We are working
empowerment, especially for women. As part of a VSLA, people can prevent child labor, we engage in monitoring to help identify cases
with our implementing partners in West Africa to operationalize
save money together and take small loans from those savings. In of child labor and children at risk with a goal for them to be able to
findings, including by setting a monitoring cycle for the
addition to helping strengthen community members’ savings receive support and remediation through community-based Child communities with the goal that each community is monitored at
culture, financial literacy and management skills, VSLAs help Labor Monitoring & Remediation Systems (CLMRS). This includes: least every other year.
empower women economically; many VSLA participants are women
• Awareness-raising activities about issues related to 3. Enabling Systemic Solutions: We focus on collaboration with
who choose to invest in their own farms and additional businesses,
child protection others to strengthen the systems that help combat the underlying
as well as their children’s education.
• Community Child Protection Committees (CCPCs) form an integral root causes of child labor. Working to enable systemic solutions
part of our CLMRS, building the capacity of communities to help involves strategic partnerships with local and national
WOMEN’S EMPOWERMENT identify, support, and protect vulnerable children governments. It also consists of working in collaboration with other
industry partners to amplify funding and contributions to
We believe that when women rise, cocoa thrives. In cocoa-growing • CLMRS cover farming families in Cocoa Life communities and structural change, such as improving access to quality education.
communities, women farmers typically have lower incomes and less focus on needed support, with the goal of (i) identification of This includes:
access to financing, inputs and land ownership than men. To children in or at risk of child labor, (ii) remediation for children
address gender inequality, Cocoa Life partners with NGOs that have identified as vulnerable and families identified as at risk of child • Supporting government policy and action
technical expertise in gender-based issues to implement women’s labor, and (iii) follow-up and monitoring of children who have • Advocacy for international, national, and local initiatives to help
empowerment initiatives. These activities include gender received support improve child protection
sensitization training, efforts to improve women’s access to
• Engaging all levels of government through partnership, capacity
farming and financial training, and support for Village Savings and In the course of 2023, as we continued to scale the program, we building, and system support
Loans Associations. VSLAs can be an important tool for expanded the Cocoa Life program in West Africa by approximately
encouraging women’s financial empowerment. By the end of 2023, 12% (over 300 communities). In parallel, we continued our efforts to
71% of community members participating in VSLAs were women. enhance the quality of implementation of our CLMRS.

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PROTECTING Climate change remains one of the biggest

challenges facing our planet, its people – and
PROMOTING AGROFORESTRY
Carbon removals are key to meeting our carbon objectives as we
UNDERSTANDING OUR IMPACT ON FORESTS
We work with Satelligence, a remote sensing company, to

& RESTORING
businesses – and the cocoa sector has a key role cannot rely only on carbon reduction. That’s why we have started understand Cocoa Life farmers and communities impact on
in helping to tackle this issue. Developing a more to focus on a carbon booster project focusing on carbon removals natural forests. The company applies satellite imagery to detect
to help sequester carbon from the atmosphere and have a bigger forest cover changes that can indicate likely deforestation

FORESTS
sustainable, scaled and thriving cocoa supply positive climate impact. This project focuses on agroforestry and in events. It uses machine-learning to measure deforestation rates.
chain can help us to reduce our total GHG particular tree planting to sequester carbon. We look at deforestation signals starting in 2018 until the latest
footprint and in turn, work towards our long- Agroforestry provides a wide range of environmental, social and
available data (2023), in alignment with our Cocoa & Forest
term goal to realize net-zero CO₂e emissions by Initiative ambitions. This year the analysis focused on our impact
economic ecosystem services:
on forests in Ghana, Côte d'Ivoire and Nigeria.
2050, further detailed in the Climate section of • Income diversification for farmers: Trees planted are usually a mix
this report. The results show near no deforestation on or closely around Cocoa
2023 PROGRESS
of fruit and timber trees. If the tree is a source of income it is less
Life registered farms in West Africa since 2018 (approximately 0.9%
2023 likely the farmer will cut it down for wood
We engage with key suppliers to promote sourcing of in West Africa (26), 0.7% in Ghana, 1.1% in Côte d'Ivoire, 1.8% in
Cocoa Life registered farms mapped and monitored (41) 256,000 • Soil conservation (improves soil quality and reduce soil erosion, Nigeria).
(25)
deforestation-free cocoa, and have updated our deforestation increase soil fertility)
Economic shade trees distributed 8,589,000
position, which is available on our website. These results indicate that only a small number of Cocoa Life farms
• Biodiversity preservation
have any likely deforestation events. However, where there are
As part of Cocoa Life, we believe in conserving the land and forests • Natural barrier to pests (when planting along the borders of
occurrences, we will prioritize our engagements with supply chain
for today and for tomorrow. That’s why Cocoa Life is focused on the plot) partners to share information, help identify the potential high-risk
helping protect and restore forests and works with partners and • Helps crops become more resilient to climate change and areas, help prevent future deforestation, and help rehabilitate
governments to help farmers grow more resilient farms through extreme climatic events impacted areas as appropriate.
agricultural practices, such as promoting agroforestry techniques
As part of this project, we started to plant trees in Côte d'Ivoire
and planting non-cocoa trees to protect crops from excessive sun
Ghana, India, Indonesia and Brazil in 2023. While we continue to
and heat. These trees also promote biodiversity and can provide
plant trees, we also see climate challenges – low rainfalls in India or
farmers with additional income. By the end of 2023, we distributed
El Niño in Brazil pose a higher risk of tree mortality.
over, 8.59 million non-cocoa trees to farmers (25). “Through Cocoa Life’s PES project, we were trained in tree nursery
As we scale tree planting in the coming years, we intend to assess production. We were able to sell our plants and use profits to
A way in which we protect forests is by applying farm mapping
how to monitor tree survival to confirm they are still sequestrating start other activities that help us earn money.”
technologies to monitor deforestation-for communities. Farm
carbon and to what extent remote sensing can support this.
mapping enables us to identify problem areas and gain a deeper
understanding of farming community needs and farm boundaries. Yao Ahou Brigitte
As new farmers and cooperatives join the Cocoa Life program, we INNOVATIVE FINANCIAL INCENTIVES TO Cocoa Life registered farmer,
continue to expand mapping for communities, even in hard-to- RESTORE FORESTS Côte d’Ivoire
reach areas. By the end of 2023, we have mapped more than
256,000 Cocoa Life farms (41). We help communities understand the importance of forest
protection and provide incentives for community members to
adopt our programs. For example, our innovative Payment for
Ecosystem Services (PES) program pays farmers a combination of
financial and in-kind incentives to plant non-cocoa trees on their
farms. Our program was the first of its kind to be introduced in the
cocoa sector starting in 2018. The PES program helps to balance
environmental priorities with economic realities. It also
acknowledges that forest-friendly practices and innovations must
be tailored to local needs and include farmer incentives. With our
partners, we have introduced the PES program to cocoa farmers in
Côte d'Ivoire, Ghana and Indonesia.

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COLLABORATING A MULTI-STAKEHOLDER LANDSCAPE INITIATIVE TO

PROTECT FORESTS IN GHANA COCOA AND FORESTS INITIATIVE 2.0 INNOVATING AGROFORESTRY IN INDIA

FOR FORESTS
Collaborative action and working in partnership is important for In 2017, Mondelēz International became a founding member of Our heritage in India dates back to the 1960s when Cadbury
facilitating our projects in cocoa landscapes. In the Ahafo Region of CFI alongside the Governments of Côte d’Ivoire and Ghana and introduced the first cocoa tree to the country. Over the years.
Ghana we have been co-leading the Asunafo-Asutifi landscape other chocolate and cocoa companies to help address has led to cocoa growing communities calling it the Cadbury
initiative in partnership with the cocoa industry, farming deforestation. Through Cocoa Life, we implemented ambitious tree. Over the years, Mondelēz India has supported rural
communities and local partners. The initiative seeks to address action plans that helped scale farmer training, tree distribution, communities in cocoa-growing regions, distributed planting
deforestation in what is known as the Asunafo-Asutifi Hotspot farming mapping and innovative Payments for Environmental materials and piloted a training app. We’re working with local
Intervention Area (HIA). About 10% of national cocoa output comes Services (PES) in three countries. partners to implement programs that focus on inter-cropping
from this area, which suffers from deforestation as a result of models, Good Environmental Practices and Good Agricultural
In 2023, we announced our CFI phase two action plans in Côte
expansive agriculture, along with mining and illegal logging. Practices. In 2023, Cocoa Life launched an agroforestry
d’Ivoire and Ghana from 2022 to 2025. We aim to connect key
SOME OF OUR COLLABORATIONS project in India with the aim of improving biodiversity,
Despite its high cocoa productivity levels compared to other stakeholders to pilot and scale landscape-wide environmental
providing additional income to farmers and enhancing their
regions of Ghana, the landscape’s productivity potential is declining initiatives, and to drive ‘smart innovations’ through farm
As we seek no deforestation, we work with due to moribund and diseased farms, as well as an aging population mapping technology, agroforestry techniques and on and off-
farm’s capacity to store carbon.
farming communities, peers, sector partners, of farmers with small-scale cultivation and low yields. farm tree planting. The program will focus on scaling up what The project distributed fruit, timber and spices saplings to
our external advisory council and governments In 2020, eight cocoa and chocolate companies came together to
works, working collaboratively in landscapes and identifying farmers across cocoa-producing villages in Kerala, Karnataka,
to drive solutions on a landscape level: new partnership opportunities with the ambition to make Tamil Nadu and Andhra Pradesh.
collectively support the landscape at a pre-competitive level. The
transformational impact.
WCF facilitated the effort, while Mondelēz International leads The first phase of implementation involved identifying
project governance as the industry representative. farmers and teaching them about the importance of using
“As a founding company of the Cocoa & Forests Initiative (CFI), we different sampling methods to assess biodiversity in cocoa
The goal of the project is to establish a governance structure that
are pleased that it brought key sector stakeholders together to crops. We then registered farmers, distributed sapling
will work with key stakeholders including regulators and private
create new collaborations, such as the Asunafo-Asutifi landscape materials and encouraged them to cultivate saplings by
sector companies in managing the landscape more sustainably.
initiative in Ghana, that aim to help build more resilient landscapes highlighting their benefits.
in cocoa-producing countries. Together with our partners , we look So far, the initiative has completed socio-economic and ecological
Participating farms were geotagged, enabling us to
forward to driving forest-positive initiatives that can help create assessments to establish baselines and formulate support activities.
accurately monitor their progress. We regularly visited
dynamic change in the landscapes where cocoa grows.” Priorities include cocoa rehabilitation and agroforestry, landscape
farms to assess the mortality rate of the saplings and
restoration and conservation, and improvements to governance
monitor their growth and development. If plants died, we
and farmer livelihoods.
Christine Montenegro McGrath
generally took measures to replace them with healthy plants
In 2023, the project distributed trees to improve cocoa farm tree to maintain the agroforestry system.
SVP & Chief Impact & Sustainability Officer,
Mondelēz International & Chair of World stock, built a rural service center and community resource
Cocoa Foundation management area (CREMA) office, developed a draft monitoring
framework for landscape reporting, and initiated an ongoing
carbon assessment.

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MOVING COCOA “Over the last year, sector discussions have often focused on the

FURTHER, FASTER
implementation of upcoming regulations. While we each need to
ensure the regulations remain relevant and are properly executed,
as a sector we should align on a vision that goes beyond

TOGETHER
compliance. This will require candid discussion and collaboration to
find enhanced solutions. Based on our learnings and scale-up over
more than 10 years, we do know that cross-sector partnerships
focused on farmer needs remain critical to help tackle the systemic
challenges. This work also requires continued innovation and
better collaboration. This is why we invite others to join us in the
CARE Opportunity Fund and to continue to share learnings on
PARTNERING FOR SYSTEMIC CHANGE innovations and approaches taken.”

As we continue to expand into new countries to support more Cédric van Cutsem
cocoa farming communities, we remain focused on tackling the Senior Director, Cocoa Life,
root causes of systemic challenges. Solutions should go beyond Mondelēz International
compliance and continue to address sector-wide systemic solutions
to help improve livelihoods in cocoa households and communities.
Our experience implementing the program in diverse geographies
for more than a decade has underscored the reality that changing
systems takes time and requires ambitious collaboration that
prioritizes the needs of cocoa farmers and their communities.
These solutions remain urgent despite current market conditions RAISING AWARENESS ABOUT OUR SUPPORT
driving high farmgate prices. Structural changes will increase
stability for farmers when the market corrects. That’s why we
FOR COCOA FARMERS IN BRAZIL
continue to engage with the Côte d’Ivoire-Ghana-Cocoa-Initiative In September 2023, Lacta Brazil launched a film series to shed
and similar efforts with the aim to help sustainably improve farmer light on how cocoa is made. Cocoa Life: The Future is in Every
incomes while introducing innovative partnerships. Little Piece streamed for free on the country's leading media
conglomerate, Globo, and shared moving stories about the
We encourage others in the cocoa sector and beyond to embrace
people behind the production of chocolate.
ambitious public-private partnerships and other collaborations that
center on the needs of farmers. The brand partnered with Rodrigo Hilbert, a renowned
Brazilian TV host known for his involvement in social causes.
In the series, Hilbert discussed the history of cocoa with
cocoa farming experts, the importance of more sustainable
sourcing and social responsibility, while conveying the care
we have for one of our main raw material.

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WHEAT HARMONY WHEAT

Through our Harmony wheat
sustainability program, we are
MAKING WHEAT SOURCING MORE SUSTAINABLE
We created the Harmony program 16 years ago with just a handful
of farmers to help reduce our environmental impact and deliver
COUNTRIES WITH HARMONY FARMERS
Harmony wheat is grown as close as possible to our biscuit factories in
Europe to keep ingredient miles and transport to a minimum. The
quality wheat for our biscuits. We are now collaborating with all program includes more than 1,100 farmers in seven countries.
changing the way wheat is our wheat chain partners in Europe, including more than 1,100
grown and harvested across farmers, cooperatives and millers, as well as agronomists,
As one of the world's leading biscuit
Europe to more sustainable environment specialists and NGOs, in an effort to seek
manufacturers, we remain focused on sourcing commitments from local wheat farmers to follow more sustainable
practices. In 2023, we kick started Harmony
wheat that is grown more sustainably with a practices. Our Harmony program champions practices that aim to
Ambition 2030, the next chapter of our long- improve soil health, reduce carbon emissions, protect biodiversity,
focus on scaling up regenerative agricultural
standing program. Our goal is to grow 100% of advance regenerative agriculture practices and preserve water. The
practices across our wheat sourcing. program is present in Belgium, the Czech Republic, France,
the wheat volume needed for our European
Hungary, Italy, Poland and Spain, uniquely combining scale with a
business biscuits production under our signature local partnership approach.
strengthened Harmony Regenerative charter (27).
Harmony has developed a strong and unique data reporting system
2023 PROGRESS
2020 2021 2022 2023 on farming practices ensuring full traceability from Harmony wheat
storage to factory. Our aim is to calculate and monitor a set of
Harmony wheat surface (Ha) – est. 49,800 55,830 57,000 57,000
economic and agro-environmental performance indicators, such as
Melliferous area surface (Ha) – est. 1,450 1,810 1,800 1,800
nitrogen use efficiency, GHG emissions and pesticides use. Key
results are shared with our wheat chain to fuel a continuous
improvement approach and our charter is reworked to further
reduce our environmental footprint.
Our goal for our European business is to have 100% of the
To confirm our Harmony-labeled products comply with
wheat volume needed for our biscuit production grown under
requirements of the charter, certified third-party organizations
the strengthened Harmony Regenerative Charter by 2030 while
(SGS, Bureau Veritas) conduct annual verifications. All mills and
we continue to learn from our North American wheat
storage bodies as well as about 10% of partner farmers are audited
sustainability programs (27).
every year with over 270 audits performed in 2023.
Across Europe and North America, we focus on sourcing Harmony Farming Regions
the wheat we need for our biscuits in more sustainable ways.
We do this through sourcing programs that allow us to work 2023 PROGRESS Mondelēz International Biscuit Factories in Europe
with wheat farmers to help implement advanced agronomy

99%
and regenerative agriculture practices that help conserve
water, care for the soil, protect and promote biodiversity,
and reduce GHG emissions. We also engage with governments
and NGOs as part of our commitment to progress, transparency
and continuous improvement. At the end of 2023, — of the volume of wheat needed to
produce our biscuits across our Europe business was grown
under the Harmony charter.
Wheat volume needed for Europe business biscuits
production grown under Harmony charter (6):

2020 2021 2022 2023

76 % 91 % 98 % 99 %

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HARMONY WHEAT EXPANDING OUR IMPACT IN 2023 OUR HARMONY AMBITION 2030
1. Environment

Approximately 99% of the wheat volume needed for our Europe

We are implementing a strengthened charter of farming practices FIRST ACHIEVEMENTS

PROGRESS
that aims to help reduce GHG emissions from Harmony wheat
business biscuits production was grown under the Harmony We kick started Harmony Ambition 2030 in
fields. For example, we will ask our partner farmers to introduce
charter by the end of 2023. We had the aim to reach 100% by the 2022 with a test-and-learn model in France.
legumes in their crop rotations to help optimize fertilizer use, the
end of 2023 but, despite booking additional volumes in 2021-2022, Participating farmers sowed Harmony
main source of GHG emissions in wheat farming. We will also take a
we missed by 1 percentage point because of unfavorable climatic wheat under our new Regenerative charter
more ambitious approach to biodiversity protection in European
conditions in the last two years lowering down wheat harvest for harvest in 2023. Our aim is to apply
wheat farming by extending action from Harmony plots to whole
quantity, combined with an increase of volume demand in learnings from this pilot to a wider
farms, and from pollinators to overall wildlife. Harmony farmers
European biscuit production versus our forecast. To hedge against European roll-out over the coming years, starting with Belgium in
will aim to eliminate use of the most damaging pesticides.
potential climatic disruptions and evolving needs in our factories, 2023, Central Europe in 2024, followed by Spain in 2025.
we have continued to book additional wheat volumes in the 2. Farmers
2023-2024 wheat cycle to help to secure 100% wheat needs To support Harmony farmers in their transition to regenerative
coverage in the future. agriculture, we are working to provide farmers with a holistic HARMONY ACADEMY TOUR
Since protecting local biodiversity, especially pollinators, is key to package of digital and on-the-ground training through our
Harmony Academy platform. We will also aim to equip farmers with Last June and November, we organized the two first steps of our
help ensure resilience of farm ecosystems and our food security, Harmony tour in the south and west of France for more than 140 of
we have quadrupled the surface of melliferous fallows – those digital tools to record farming practices, calculate environmental
impact KPIs and improve the reporting efficiency. our wheat chain partners. The tour consisted of a full-day workshop,
planted with bee-friendly plants – over the past decade. As of 2023, including on-field training on soil fertility. The Harmony tour is part
this land now exceeds 1,800 hectares across Europe and is home to 3. Consumers of our Harmony Academy roadmap: a key pillar of our Ambition 2030
an estimated 16 million bees and 29 butterfly species. to create a center of excellence for wheat that supports our partner
To help consumers engage in sustainability and biodiversity
To emphasize the importance of our Harmony program to protection, in 2023 we launched our first consumer initiative to help farmers in their transition to regenerative agriculture through
consumers, we run TV, digital, in-store and PR campaigns that preserve the population of wild bees and drive positive business resources and opportunities to foster community.
explain how we take care of wheat and help to preserve impact for our local biscuit brands. A separate pioneering program,
biodiversity and the environment while supporting farmers. run by Mondelēz International’s expert research team, will also aim
to show the benefits of more sustainable practices on wheat quality. HARMONY ACADEMY PLATFORM
In France, we launched a new mobile app in November 2023 - called
ACCELERATING OUR PROGRESS WITH HARMONY

~16 MiLLiON BEES

Harmony Academy - to empower farmers to learn, share progress
AMBITION 2030 VIA REGENERATIVE AGRICULTURE and measure their environmental impact. We aim to support future
“I am excited to start the next chapter of our Harmony program
Harmony Ambition 2030 is centered around regenerative with our new Harmony Ambition 2030, anchored in regenerative sustainable decision making and foster community within the

~29 BUTTERFLY
agriculture: a holistic approach to farming that aims to produce agriculture. This ambition is a key pillar within our Company’s wheat chain.
high-quality crops while also restoring the natural rhythm of our sustainability agenda and we believe it will help our progress as we
surrounding ecosystem (27). The initiative aims to help contribute to strive to reduce our impact on the environment and protect

SPECiES
mitigating climate change from Harmony wheat production and biodiversity. To reach this goal, we are working at engaging all the HARMONY COUNCIL
reverse biodiversity loss, while supporting all Harmony farmers in stakeholders in the value chain, from farm to fork – a truly
transitioning to regenerative practices. In November 2023, we held our first Harmony Council, a gathering
collaborative approach.”
of specialists from diverse backgrounds aimed at helping Mondelēz
These goals align with Mondelēz International’s Snacking Made International set up a more sustainable wheat supply chain from an
Right mission to lead the future of snacking by offering snacks Vanessa Harrer
Biodiversity Observed in Harmony Fallows estimated environmental, social and economic perspective. Our inaugural
made the right way. They also contribute to the company’s global Senior Director, Sustainability, Europe,
at Harvest 2023. Council brought together a panel of independent scientific experts
Mondelēz International
goal of net-zero GHG emissions across its value chain by 2050. from organizations including Arvalis, a French technical institute
Harmony Ambition 2030 aims to accelerate the Harmony run by farmers; INRAE, a world leading research organization
program’s progress since 2008 through an across-the-board focused on agriculture, food and environment; and biodiversity
embrace of regenerative agriculture that focuses on making a NGOs Noé and BirdLife, which together provided recommendations
lasting impact in three key areas: to support our commitment to regenerative agriculture.

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Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

HARMONY WHEAT’S INVESTING IN A PIONEERING PILOT PROJECT TO

EXPAND OUR IMPACT
ENGAGING CONSUMERS IN CHAMPIONING MORE
SUSTAINABLE WHEAT

EXPANDING IMPACT
To modernize our biscuit wheat portfolio and promote more farmer Insects play an important role in agricultural pollination: three-
support for Harmony Ambition 2030, we kicked off an on-field quarters of global food crops producing fruits or seeds for
initiative in 2022 called Soft Wheat Future. This was based at two human use as food depend, at least in part, on pollinators yet
Harmony cooperatives, Terrena and Vivadour, which are active in about 40% of their species – especially bees and butterflies – are
the south and west of France. The initiative involves screening threatened with extinction, mainly because of dwindling food
biscuit wheat varieties based on their optimal environmental, sources and habitat destruction (28).
technological and farmer profitability performance at multiple sites.
The Harmony program already addresses their lack of food sources
Following promising results from participants' 2023 harvest, we through its biodiversity efforts. The charter requires, for example,
plan to conduct the initiative again in 2024. The objective is to test that each participating farmer sets up at least one action in favor of
the best varieties from this experiment at mill and through the biodiversity, with a specific focus on pollinators. This might mean
Mondelēz International-plant level for an efficient and robust dedicating a small portion of a Harmony wheat field to honey
validation at all levels of the value chain. fallow flowers or implementing hedges. “I am delighted to welcome this beautiful piece at the heart of my
farm. It complements the various infrastructures already present in
We are now focusing on enhancing biodiversity through a
my territory and completes the approximately 3 kilometers of
consumer initiative to help protect wild bees through our local
hedges already planted in 10 years. That is also what being a
“As a long-term partner with Harmony, we are participating in the heritage brands.
farmer is: always working a little more for biodiversity while
Soft Wheat Future pilot project in Vic-Fezensac, France. This pilot Aiming to tackle habitat loss, in 2023 we installed more than 30 bee feeding the people on the planet.”
aims to find the best combination between wheat variety and hotels near the Harmony melliferous fallows in Spain, Italy, France
nitrogen use to help reduce greenhouse gas emissions, answer and the Czech Republic. These bee hotels, which were handcrafted Emeric Duchesne
Mondelēz International’s quality requirements and tackle farmers’ in France using natural materials, have been designed specifically Harmony farmer
expectation in terms of profitability. Trials are going well, and we for wild bees, with the support of biodiversity NGO Noé. With
are expecting promising results. Innovative projects like this one thousands of holes made of varied materials, the bee hotels allow
are key to raise cooperatives’ and farmers' awareness about many potential insects to nest and reproduce.
sustainability and ensure we are all aiming to reduce our impact
on wheat production.” Results from our 2023 bee hotel campaign were very promising, so
we plan to produce more than 40 additional bee hotels in 2024 and
Joelle Messon extend our action to the U.K. and Hungary. This initiative will be “Private companies should aim to cover food demand and the
Agronomic pole expert, supported by our local heritage brands and through digital, in-store economic performance of farmers and industries, while helping to
Vivadour and PR campaigns. address adaptation and mitigation of climate change, biodiversity
restoration and quality of soils, air and water. This is what
sustainability is: working for today and tomorrow. Thanks to a
strong commitment, the Harmony charter is striving to help
provide economic security and social visibility to this compulsory
transition, from farm to fork. Farmers can be proud of their
involvement in this major paradigm shift.”

Christian Huygues
Scientific Director Agriculture,
INRAE

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NORTH AMERICA DRIVING IMPACT Inspired by the positive feedback received, the brand plans to share
“We are proud that Triscuit crackers on shelves in grocery stores have more about how the wheat for Triscuit crackers is grown. The brand
wheat in them that could have been grown right here on our farm in In 2023, Triscuit has focused on supporting bio-diversity, promoting

WHEAT
also plans to continue working closely with the farmers, celebrating
the Thumb of Michigan.” agricultural education, and sharing the story of Triscuit wheat with
their accomplishments and helping to equip them with the
customers and consumers.
resources they need to produce more sustainably sourced wheat
Joel Gremel
Communicating our story and efforts with customers for brands like Triscuit.
Member of the Cooperative Elevator Co. and consumers.
Fourth-generation family farmer
– that grows Triscuit white winter wheat Triscuit has also increasingly showcased the farmers that grow soft
winter wheat in the thumb of Michigan, some of whom have adopted “It has been great to see our seeds of positive change start to take
TRISCUIT SUPPORTS MONDELĒZ INTERNATIONAL’S regenerative agriculture practices, specifically, conservation tilling, shape. Over the past year, Triscuit has taken steps to integrate
SUSTAINABILITY AMBITIONS THROUGH use of cover crops, and crop rotation. Triscuit as arranged farm visits US Triscuit more deeply into Mondelēz International’s greater
DONATIONS, OUTREACH TO FARMERS for customers like the Kroger Co. of Michigan which produced a video sustainability ambitions and begun sharing our endeavors with
USING A SCIENCE-BASED TOOL TO about some of the farm and farmers that are part of the Cooperative consumers. These efforts are just the beginning of an inspiring
Farmers of the Cooperative Elevator Co., a 120-year-old agricultural TRACK PROGRESS Elevator Co. Triscuit also produced a video explaining the journey of journey toward Mondelēz International’s goal of a more
cooperative based in the thumb of Michigan, today grow and harvest wheat found in Triscuit from field to shelf. sustainable tomorrow.”
Since 2020, participating farms have used the Field to Market’s
the primary ingredient in Triscuit crackers: whole grain wheat. Today,
Fieldprint platform, a U.S. agriculture analytical tool, with the
these farms are playing an important role in supporting Triscuit’s Caitlin Schell
ultimate goal of identifying opportunities to help optimize their
efforts to research and encourage the adoption of certain regenerative OUR WORK TO ADVANCE ORGANIC ACREAGE Director, Marketing for Triscuit,
agricultural practices. The data (including yields, nutrient
agricultural practices. For the last eight years, more than 100 growers Mondelēz International
management and cover crop adoption) is collected through the
have shared data about their farming practices with the Mondelēz Clif’s sustainable ingredient work includes expansion of organic
Fieldprint Platform and has helped establish an on-the-ground
Michigan Wheat Project. The project’s long-term aim is to improve acreage across priority crops. This work to expand organic
baseline, and refine the goals of the Mondelēz Michigan Wheat
measurement of certain environmental impacts arising from wheat acreage is supported by Clif’s investments in organic research at
Project relating to the environmental footprint of the wheat we
farming, such as GHG emissions. Using information gathered from leading land grant universities, including Tuskegee University in
source for Triscuit crackers.
farms, the project provides advice to farms on regenerative agricultural Alabama. This work brings agricultural resilience services to the
practices, which, if implemented, could increase wheat yields, improve The project has identified a group of common agricultural U.S. Southeast together with Dr. Kokoasse Kpomblekou Research
soil health, or reduce carbon emissions. The project is run in practices that have been shared by the Cooperative Elevator Co.’s Professor of Plant and Soil Sciences at Tuskegee University
collaboration with Michigan State University and Field to Market, a agronomy team as recommendations with all its growers with a College of Agriculture, Environment & Nutrition Sciences.
group focused on sustainable agriculture production. goal of promoting the adoption of certain regenerative
techniques and methods.
While some participating farms have already adopted practices that
could help protect soil health, increase wheat yields, and reduce
carbon emissions (conservation tilling, use of cover crops, and crop
rotation), the project provides each farm with individualized reports
that track year-over-year performance, as well as benchmarks SUPPORTING THE 4-RS
against peer farms. Each year, the project shares aggregated data
and environmental results with participants at a meeting, where We support our supplier Cooperative Elevator Co.'s 4-R
farmers are invited to ask questions and can learn more about fertilizer placement strategy, whereby trained, certified
Mondelēz International’s corporate goals, sustainability agenda, and dedicated agronomists determine the Right Source,
and ambitions. Right Rate, Right Time, and Right Place for a specific
operation. The aim is to be the best stewards of the
land, to help ensure fields are farmable and can feed Right Source Right Rate Right Time Right Place
the world for years to come. To learn more, visit the Matches Matches Makes nutrients Keeps nutrients
Cooperative Elevator Co. website. fertilizer type to amount of available when where crops can
crop needs. fertilizer to crops need them. use them.
crop needs.

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DAIRY ENABLING DRIVING DOWN CARBON EMISSIONS

FROM DAIRY
Animal welfare is linked to the climate impact of dairy farming:
EUROPE AT THE HELM
Our European Business Unit is spearheading Mondelēz
International’s dairy sustainability ambition. In 2023, we have
“Our direct milk sourcing model for Cadbury Dairy Milk in Australia
sets us apart from our competitors. We’re proud to be working
with our farmers on a pathway forward to ensure the
healthy productive animals produce lower emissions. We are focused on building knowledge and capability across the sustainability of the industry and our iconic brand.”
therefore working with farmers to help decrease emissions and organization through investment in internal resources and
improve animal welfare. external consultation.
Amber Beaumont
Currently, dairy accounts for approximately 16% of our overall We are working with several of our dairy suppliers in Europe on Senior Manager, Corporate and Government
carbon footprint (7), and we are focused on driving this down. By ambitious farm-level GHG reduction programs with the goal of AMEA, Mondelēz International
2030, our near-term goal is to to reduce our end-to-end CO₂e reducing CO₂e emissions from baselines that Mondelēz
emissions by about 35% compared to 2018, to which dairy International began establishing in 2018. On farm visits, we have
contributes. We are working with our suppliers to reduce CO₂e heard directly from farmers about strategies they are adopting to
emissions at farm level focusing on a variety of practices reduce their carbon footprint and have seen first-hand the ways
including feed sources, fertilizers, slurry usage, herd health and they are implementing animal welfare and sustainable practices. WORKING TOWARD FUTURE PROOFING THE DAIRY
yield from forage. Our goal is to gain a clear picture of GHG emissions and SUPPLY CHAIN
sustainability efforts across our shared value Through a collaborative approach with our dairy supply chain
chain. We work with dairy suppliers, industry partners progress is being achieved to source this key ingredient
HELPING IMPROVE ANIMAL WELFARE experts, and our carbon accounting partner, more sustainably. Key achievements of this collaboration includes
Quantis, to review the tools and methodologies used for measuring
Our animal welfare position sets clear expectations with our improvements in the annual auditing of greenhouse gas output for
GHG emissions. This ensures we can accurately assess our baseline
suppliers and incorporates feedback from external experts to drive individual producers within the milk pool, and the implementation
and measure progress. A robust baseline, based on farm-level data,
continuous improvement. To reinforce expectations, we maintain a of the benefits of incentivized reduction goals. Notably, grant
highlights environmental hotspots and solutions most relevant for
management process that tracks and reviews suppliers and ensures funding for projects that increase efficiencies has supported
our supply chain.
specific topics, such as dehorning and antibiotic management progress against GHG reduction goals in our dairy supply chain.
procedures, are addressed. Each year, we carry out a dairy supplier In 2023, we validated the baselines and emissions data of strategic Annual meetings with representatives from both our company and
sustainability survey, which gathers the percentage of dairy dairy suppliers for our Philadelphia, Cadbury and Milka brands to our suppliers have enabled our suppliers to learn more about the
product covered by formal animal welfare schemes. The survey also support continuous improvement. This is an important milestone ever-evolving topic of sustainability and collaborate on projects like
captures whether farms are subject to third-party animal welfare and ensures that all the good progress our suppliers make can be tree and hedge row planting. Building our sustainability goals into
audits, which welfare schemes and standards suppliers apply, and fairly recognized in Mondelēz International’s reported footprint future contracts aids our long-term strategy.
what policy they have for antibiotic use. To gather information results. We plan to extend this baseline assessment to other brands
about general herd health, the survey asks for the average moving forward.
arithmetic somatic cell count.
By collaborating with producers, processors, and buyers like
“As a supply group, we recognize the importance of these activities
ourselves, we hope to support a more sustainable future for dairy.
and are 100% engaged with Mondelēz International. We are
2023 PROGRESS extremely optimistic about delivering a more efficient and more
sustainable supply chain and the most recent reduction results are
In 2023, approximately AUSTRALIA ON ITS WAY an illustration of this.”

67%
Australia has commenced its dairy emissions-reduction journey,
partnering directly with Cadbury dairy farmers in Tasmania to Rob Allen
baseline their on-farm carbon footprint. From here, reduction Managing Director of Selkley Vale UK Milk Group
of our dairy supply was sourced from suppliers following strategies can be identified for the short-, medium-, and long- term.
Supplying fresh milk to Mondelēz International in
formal animal welfare standards (5). the UK and acting as a main ingredient of Cadbury
Dairy Milk

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DAIRY EMERGING TECHNOLOGIES AND INNOVATIONS

Our Research & Development (R&D)
EXPANDING SDP IN BRAZIL
In the fourth quarter of 2023, we were APPLYING ANIMAL WELFARE BEYOND DAIRY

& EGGS
organization has collaborated with proud to join an effort with other SAI TO CAGE-FREE EGGS
IFCN Dairy Research Network and Platform members to scale the adoption
We use eggs as ingredients in a few of our products. We are
the Scienta Group to keep abreast of the SDP in Latin America. The project,
striving for virtually 100% of our egg supply globally to be
of developments and help us reach recognized and supported by the
cage-free by 2025 (excluding Russia, Ukraine and Vietnam)
our ambitions for 2030 and beyond. Brazilian Government, aims to support
to have a positive impact on animal welfare while
Our work with IFCN Dairy Research Network helped us identify sustainability strategies in the supply
maintaining food safety and quality standards. As we
high-potential emerging technologies that Mondelēz International chain of global dairy buyers active in
continue to build demand for cage-free eggs in Vietnam, we
R&D investments could accelerate. It also gave us insights into Brazil (the fifth largest dairy producer globally). Its initial goal is to
are updating our previous goal, which excluded Russia and
different approaches the dairy supply chain could take to reduce help two out of the top 10 Brazilian processors to adopt the SDP as
Ukraine, to this evolved goal.
its carbon footprint. a reporting tool and it intends to target more processors in the
future. The objectives of the first phase of the project include: At the end of 2023, approximately 52% of eggs supplied
Our work with the Scienta Group
globally were cage-free (4).
focused on exploring the longer- term • Identifying a national tool to perform carbon measurements.
technical landscape, identifying • Identifying national and local priorities. We are part of a joint industry call to the EU Commission
implementation readiness and efficacy and members of the EU Parliament, seeking a phase out of
• Setting baselines from selected dairy processors with all data
of existing technologies, as well as new areas to explore through the use of cages in animal farming, and a revision of animal
monitored, reported and verified.
academic and industry collaboration opportunities. welfare legislation to ban the use of cages in animal farming
• Ensuring all processors have a roadmap to reach their
across the EU. In other countries and regions where cage-
reduction targets.
free supplies are more challenged and consumer demand is
COLLABORATING ACROSS THE SECTOR lower, we engage in dialog with suppliers, governments and
other stakeholders to encourage the availability of viable
We are continuing to work with cage-free supplies.
industry partners, platforms and
trade associations to collectively Building Capability and Demand for Cage-Free Practices in
help tackle our shared dairy Southeast Asia
sustainability challenge. In 2023, We are working to build demand for cage-free eggs in
we continued our partnership Vietnam and our goal is to be cage-free in that market by
with the Sustainable Agriculture 2030. Mondelēz Vietnam is one of the companies piloting use
Initiative Platform (SAI Platform) and its Sustainable Dairy of cage-free eggs in its region. In 2023 we launched products
Partnership (SDP) to collaborate within the industry. Through the that used 100% CFE (for instance Solite Nature).
SDP, we have worked to promote sector alignment on the
We have continued to supply to Green Connect (GC) with
reporting of sustainability topics and continuous improvement on
food waste (organic food waste and egg shells) since
material dairy issues. Along with industry peers, processors and
February 2023 and aim to have CFE supply from GC in 2024.
national programs (altogether representing about 30% of the global
dairy volume), we are working to raise the bar in dairy Besides our cooperation with GC, Mondelēz International is
sustainability. By recognizing existing programs, we are striving to working with other suppliers to build the capabilities and
avoid duplicating efforts, allowing more resources to help create spread the cage-free practice among producers in the region.
positive impact at farm level.

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Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

PALM TRANSITIONING TO MORE SUSTAINABLE PALM OIL

We remain focused on sourcing palm oil more sustainably – from
DRIVING SUSTAINABILITY IN OUR SUPPLIERS’
SUPPLY CHAINS “Improving the livelihoods of smallholder farmers is a shared

OIL
ambition that requires contributions from all parts of the value
protecting human rights to working toward our aim of seeking no In our initial POAP, we called on our suppliers to make efforts to chain. Through our partnership with Mondelēz International, we
deforestation across our primary commodities. end deforestation in their supply chains, beyond what they sell to have been able to expand the reach of GAR's Sawit Terampil
When produced and sourced responsibly, we believe palm oil has us. The same principle is part of the CGF FPC’s theory of change program, providing coaching and individual assistance to palm oil
the potential to benefit people and nature, thanks to its high and we continue to report on progress toward this goal through farmers in Indonesia. This initiative supports independent
efficiency and contribution to socioeconomic progress in the rural the coalition. smallholders to implement good agricultural practices, contributing
locations where it is grown. Our Palm Oil Action Plan (POAP) sets to lower costs and enhanced productivity, while preparing them to
out our broad approach to realizing this potential, working with our meet Indonesian Sustainable Palm Oil (ISPO) and Roundtable on
suppliers and through industry-wide transformation. Since TRANSFORMING PRODUCTION LANDSCAPES Sustainable Palm Oil (RSPO) certifications”
publishing the plan in 2014, we have worked within our supply
We continue to invest in transformation toward forest positive
chain, with our suppliers’ supply chains and across industry to help
production landscapes and are finalizing work on calculating our Alwi Hafiz
accelerate improvements.
Malaysian and Indonesian production footprint through our Head of Strategic Partnerships at GAR
partnerships with Satelligence and PCU. These production footprints (supplier to Mondelēz International)
can help inform future production landscape investments.
DRIVING SUSTAINABILITY IN OUR SUPPLY CHAIN
Land Rights
We require our suppliers to report on traceability to mill and We firmly believe in Free Prior and Informed Consent (FPIC) for
plantation and assess them through the Palm Oil Transparency expansion of industrial agriculture. We also believe in the resolution
Coalition’s (POTC) Trader & Supplier Assessment and annual of disputes through peaceful means that promote dignity and
supplier questionnaires. In partnership with the Peterson Control respect the rights of Indigenous people and local communities. As ACCELERATING TRANSFORMATION
Union (PCU), we have also added a layer of third-party verification laid out in our POAP, we expect our suppliers to share this Looking ahead, we are focused on compliance with upcoming
of supplier-reported information that monitors adoption and commitment. When suppliers or civil society organizations raise regulations, including the European Union’s Deforestation
implementation of No-Deforestation, No-Peat and No-Exploitation issues related to land rights, we follow our grievance procedure to Regulation, enhancing third-party verification of traceability
(NDPE) commitments. Looking ahead, we are planning to adopt process, manage and respond to them. We investigate and address to mill, deepening our understanding of our production
NDPE’s Implementation Reporting Framework (IRF) and require our each situation, which may include engagement with direct footprint, championing NDPE IRF as the preferred industry
suppliers to submit NDPE IRF profiles annually, which will be suppliers, time-bound action plans, suspension and engagement, or approach, and continuing to pursue collective action to help
verified by our partner PCU moving forward. monitoring and engagement. We work on this issue with peers and address systemic challenges.
2023 PROGRESS When issues of potential deforestation, conversion of natural retailers through the CGF Task Force on Indigenous People & Local
Community, and with the broader sector through the Palm Oil Our sights are also set on collaborating with a third-party on
ecosystems or exploitation are raised, our robust third party-
Last year we made consistent progress on our key metrics: Collaboration Group Social Issues Working Group. addressing prominent grievances and accelerating resolutions in
supported grievance process ensures they are investigated. For
collaboration with peers and suppliers. We plan to extend
• Maintained 100% Roundtable on Sustainable Palm Oil (RSPO)- significant breaches, we adopt the “suspend and engage” principle
Mondelēz International’s forest footprint and scale up our
certified palm oil sourcing (3). and publish our list of suspended suppliers. Only suppliers that
landscape initiatives in important palm areas based on the outcome
• Approximately 100% suppliers aligned with our Palm Oil demonstrate alignment with our expectations are re-entered after
of our forest footprint analysis.
Action Plan (POAP). a third party-supported process. For further transparency, we
require suppliers to share the list of mill crushers active in our
• More than 99% traceable to mill.
shared supply chains and publish this data, following verification, in
• Approximately 90% traceable to plantation. an annually updated mill list.
• Nearly 97% traceable to forest monitored in our supply chain.
For increased visibility, we worked with Satelligence to design a
grievance tracker that is connected to a satellite monitoring. The
tracker provides an extended view of environmental grievances
raised against suppliers within the monitored geographical scope.

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PALM SECTOR-WIDE COLLABORATION ADDRESSING RISKS The project offers two complementary programs open to all
palm oil suppliers with operations in Malaysia – including
Since we account for only about 0.5% of global demand for palm Research has shown, including the Fair Labor Association report,
Mondelēz International’s direct and indirect suppliers. The first

OIL SECTOR
oil, we recognize that we alone cannot advance a more sustainable that forced labor is a risk in Malaysia’s palm oil sector. In line with
is a series of collaborative workshops about how to address
supply. We therefore participate in a number of global our sourcing principles, our POAP requires our suppliers to respect
risks. This year, workshops focused on remediation and
organizations focused on supply chain improvements, including the the human rights of all workers, including migrant workers, within

COLLABORATION
repayment of recruitment fees, as well as integrating worker
Palm Oil Collaboration Group (POCG) and the RSPO. As a member their operations and supply chains. It also requires them to embed
voices in human rights assessments. The second offers tailored
of the CGF, we also co-chair the Palm Oil Working Group (POWG) the CGF’s Priority Industry Principles against forced labor in their
advisory services to strengthen supplier management systems
of the FPC and the Human Rights Coalition (HRC). operations and in their engagement with third-party suppliers. To
for responsible recruitment.
support the mainstreaming of robust due diligence practices, we
Forest Positive Coalition have joined forces with peers and retailers in the CGF’s People The project, which brings together key actors from the Malaysian
As part of the FPC, we set an ambitious roadmap for more Positive Palm Project. The project aims to foster collective action palm oil sector, is reinforced by joint advocacy toward
sustainable palm oil, which includes the implementation of and advocacy on key issues – including understanding, addressing stakeholders, including the Malaysian Government.
common supplier standards and a consistent approach to and preventing recruitment fees – with support from the Remedy
deforestation monitoring and response. Through our role within Project, Fair Labor Association (FLA) and the International
the coalition’s POWG, we have worked toward aligning industry Organization for Migration (IOM).
reporting methodologies, published guidance and collaborated
with external stakeholders.
Human Rights Coalition
At the HRC, we are leading work with industry peers and
stakeholders to detect, investigate and collectively help to address
human rights risks within the palm oil supply chain and their impact
on cross-commodity supply chains.

TOWARD FOREST POSITIVE LANDSCAPES

In the last few years, Mondelēz International has invested in To increase the number of licensed HCV assessors able to Its activities include the development of baseline data on
projects that promote forest-positive palm oil production in manage and protect critical landscapes, the initiative has offered smallholder mapping; strengthening of smallholder capacity
Malaysia and Indonesia through our work with the CGF FPC a five-day, in-person training of key stakeholders had attended. on Best Management Practices, Good Governance and
Production Landscapes group. Utilizing mapping and traceability tools like WWF's Hamurni, the sustainability standards; and preparation of smallholders
initiative also enhances supply chain transparency. for Cultivation Registration Certification (STDB) and
Since 2021, we partnered with Conservation International and Sustainable Palm Oil Certification (IPSO). In No-Go Areas,
Coalition Sustainable Livelihood and together initiated an Since the end of 2023, we have invested in a new landscape
the initiative promotes alternative livelihoods through
agroforestry study project in North Sumatra and Aceh. The initiative in Indonesia in partnership with the Sustainable Trade
restoration. At the provincial level, the initiative works to
project aims to enhance social agroforestry practices. It also Initiative (IDH), PT Smart Tbk (a subsidiary of Golden Agri
strengthen the role of a sustainable palm oil multi-
seeks to guide future sustainable palm oil landscape investment. Resources, or GAR), and the North Sumatra Sustainable Supply
stakeholder platform for policy coordination.
This initiative involves about 120 stakeholders spanning two Chain Initiative. The project buffers a significant part of the Leuser
priority landscapes. Ecosystem in Northern Sumatra. This ecosystem is known for its Beyond this initiative, we are exploring the feasibility of cocoa
extraordinary biological diversity and clean water. The initiative agroforestry development as a means of restoring landscapes
In the Malaysian state of Sabah, we have partnered with the aims to protect its critical forest and improve the productivity and generating alternative incomes for smallholders in Langkat,
WWF’s global palm oil team to empower plantation stakeholders and sustainability of at least 2,100 targeted smallholders. as well as the Indonesian regency of Aceh, in collaboration with
to assess High Conservation Value (HCV) areas, safeguard Hatfield and IDH.
landscapes and promote responsible production.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 54

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT

Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

HAZELNUTS
Capacity Building
Enhancing national and local governments capacity to identify and
support children at risk of child labor in seasonal hazelnut harvesting.
Awareness Raising
Building knowledge of child labor risks and children’s rights among
workers and their families, and more broadly in the community
Most of the world’s hazelnut production occurs among teachers, school principals, employers and others.
in Turkey. The country’s hazelnut sector relies on
The project’s activities are not limited to the harvest period.
migrant workers, who often travel to hazelnut- Children of seasonal agricultural families who return to their home
growing regions with their families during the province are monitored throughout the year through periodic
harvest season. Research, including studies phone calls and school visits aimed at ensuring school attendance.
conducted by the U.S. Department of Labor and Despite challenges following the February earthquakes in Turkey,
the Fair Labor Association, has noted the risk of this initiative achieved strong results in 2023, with children
child labor in the sector. benefiting from intervention in five key hazelnut-producing
provinces. Last year, the initiative also provided approximately
1,800 children with educational services and other cultural
activities, including English classes and lessons on children’s rights.
COLLABORATION WITH KEY SUPPLIER
We witnessed these activities and the impact they have on
To help address this risk, last year we continued our children’s development first-hand in August 2023 when we
collaboration with a key hazelnut supplier in a sustainable visited Turkey’s Ordu and Samsun regions as part of a three-day
sourcing program aimed at helping tackle social issues in field visit, organized by the ILO for the CAOBISCO delegation.
hazelnut agriculture in Turkey. The program aims to create better Regular field visits, regional planning and coordination meetings
living and working conditions for migrant workers, remove continued to strengthen the capacity of local authorities,
children from farms, empower women, map and register labor hazelnut producers and farm owners, and encourage constant
contractors, and improve recruitment practices. It has funded dialog between these key stakeholders.
projects, including two summer schools and numerous safe
spaces for children, and has trained over 1,000 seasonal migrant
workers on good social practices, seasonal agricultural work
contracts and labor contract certification.

“Our thanks goes to the CAOBISCO members for their unwavering

MULTI-STAKEHOLDER INITIATIVE support in the ILO public-private partnership against child labor in
seasonal agriculture. We marked the 11th year of collaboration
We have also joined forces with peer companies, the International between the ILO and CAOBISCO, the project has benefited thousands
Labour Organization (ILO) and the Turkish Government in a multi- of children and has strengthened national and local capacities.”
stakeholder program coordinated by the Association of Chocolate,
Biscuit and Confectionery Industries of Europe (CAOBISCO). The Nejat Kocabay
public-private partnership, which we co-chair, is implemented by Senior Program Officer,
ILO and local NGO Pikolo. It focuses on three pillars of action: International Labour Office for Turkey

Direct Intervention
Providing safe spaces and educational opportunities for the
children of workers during harvest season, and providing
appropriate support to any found in child labor.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 55

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT

Overview Climate Risks Social Sustainability & Human Rights Sustainable Packaging Sustainable Ingredients Cocoa Wheat Dairy Palm Oil Hazelnuts Sustainable Sourcing

MORE SUSTAINABLE EQUIPPING OUR BUYERS AND SUPPLIERS

At Mondelēz International, we are inspired to go the extra mile to
SUPPLIER COLLABORATION
To track supplier sustainability and support supplier capability
BUILDING MORE SUSTAINABLE SUPPLY CHAINS
Through working with suppliers and other key external experts and

SOURCING AT
lead the future of snacking around the world. On this journey of building, in 2022 we partnered with EcoVadis and Guidehouse’s industry bodies, we have fostered a greater understanding of the
empowering people to snack right, we focus on building strong and Supplier Leadership on Climate Transition (Supplier LOCT) program, key challenges farmers face. This is leading us to explore innovative
mutually beneficial partnerships including with our suppliers. As a a collaboration of global companies committed to helping reduce options that can help us partner to mitigate risks surrounding the

MONDELĒZ
dynamic and innovative Global Procurement organization, our goal supply chain emissions. In 2023, our Procurement Sustainability transition to more sustainable agriculture. Having a highly
is to ensure the highest standards of ethics, safety, quality and Team leveraged these partnerships to create a supplier adaptable and customizable suite of tools and practices is a
collaboration within our supply chain, which includes our sustainability program that aims to inform our buyers’ strategic meaningful way to give farmers the power to deliver genuine

INTERNATIONAL sustainability agenda. We, therefore, equip our buyers with tools
and training to help them both understand and prioritize key
sustainability topics with their suppliers.
engagement with suppliers. We are currently piloting this initiative
with our logistics procurement function at Mondelēz International
with the intention of then rolling it out to other spend areas.
solutions that address the real needs and concerns of growers,
consumers and the environment.
We will continue working with EcoVadis to better understand and
With our global presence, we place a high value on helping protect The program builds on our strategic sourcing playbook and the track our supply chain sustainability maturity. With Supplier LOCT,
the communities where we live and operate. Working closely with guidance and resources buyers of all goods and services already we can support key suppliers to develop the knowledge and skills
our suppliers is believed to be an important contributor to our have to assess supply chain sustainability risks and exposures. needed to measure their Scope 3 emissions, conduct foot printing,
success. Our Procurement Policy and our expenditure approval These resources direct them to recommended sources, such as set goals, identify opportunities for abatement and disclose
process are among the internal controls set in place to ensure our Global Forest Watch, and are complemented by our in-house information in alignment with the SBTi.
buyers act to deliver value for money, security of supply and supply risk management training.
More sustainable sourcing is an ongoing and evolving pillar in our
compliance with good practice. In return, we expect and encourage
procurement community, and we are committed to working with
our suppliers to follow our public policies and guidelines, including North America Wheat Example
suppliers to develop more sustainable and resilient supply chains.
our Supplier Code of Conduct and our Corporate Social Our Sustainable Ingredients Lead worked with our local buyers to We look forward to sharing more in future reports.
Responsibility Requirements. Our supplier information center identify critical flour and grain suppliers for our North America
provides existing and prospective suppliers with clear expectations production facilities. These suppliers were then contacted for early
about performance and conduct, as well as environmental and discussions on more sustainable farming and regenerative
social responsibilities. These expectations are then formalized agriculture. Preliminary conversations were held to understand our
through our contracting process. From the earliest stages of suppliers' current practices and gauge their interest to engage in
sourcing and supplier selection through the review and approval regenerative agriculture practices.
process, our teams focus on business priorities, such as economic
inclusion, supplier diversity, sustainability and supplier Today, those informal conversations have helped our Sustainable
performance, alongside cost of goods, quality and service. Ingredients Team focus ongoing engagement where appetite
among suppliers is strongest and see them move from learning and
Our Sourcing Recommendation Committee (SRC) is an essential beginning to applying practices. Some suppliers have been inspired
component of our sourcing selection process. In addition to our to go further and engaged with industry platforms, such as SAI
procurement policy and our expenditure approval process, our SRC platform and Field to Market, and have started to adopt tools to
provides an opportunity for our strategic and impactful spend help them advance their regenerative agriculture journey and
decisions to be brought before our leadership team on a weekly monitor and track progress.
basis. The committee is comprised of our procurement leaders,
including leads for both sustainability and EISD. All buyers are
invited to attend SRC to learn more about the committee’s
expectations and best practices throughout the organization.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 56

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Overview Leadership & Diversity, Equity & Advancing Racial Advancing Gender Economic Inclusion & Colleague Health & Impact Humanitarian Community Impact & Workplace
Growth Culture Inclusion (DE&I) Equity & Equality Equity & Equality Supplier Diversity (EISD) Well-Being Investing Support Employee Volunteering Safety

COLLEAGUE &
COMMUNITY
Snacking Made Right begins with putting our COLLEAGUES

~42%
people first. This means making sure we have a of those in global management
positive long-term impact on our colleagues positions are women. Defined as
management positions globally
who are at the heart of advancing our at Director and above (30).
business, and the communities our business
serves. As such, we are committed to building CULTURE
a thriving and engaged growth culture, Employee satisfaction score is
championing diversity, equity and inclusion based on annual global

~80
employee engagement
(DE&I), prioritizing employee well-being, and survey. Score is in top quartile
of external benchmark.
using our scale and resources to support and Participation % across the
advance communities around the world. workforce and an all-time
high for 2023.

COMMUNITY

~$880M
Spent in 2023 with (minority
and women owned
businesses towards our $1B
goal by 2024 (17).

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 57

LEADERSHIP BUILDING FUTURE GROWTH CAPABILITIES THRIVING AND ENGAGED ORGANIZATION

To support this priority, we focus on maintaining a strong pipeline
of internal talent, building future growth capabilities, promoting a
thriving culture of engagement and fostering impactful feedback We invest in the continued professional growth of our employees We believe a culture in which employees feel heard and leaders

& GROWTH that drives performance and career development. through training and development programs, on-the-job take action is key to building a highly-engaged and thriving
experiences, coaching and – for a majority of employees in the workforce. Our employee listening strategy includes regular,
United States – tuition reimbursement. We also provide technical confidential surveys of our global workforce and targeted action

CULTURE
and leadership programs across the organization that enable plans at the global, regional, and managerial levels based on the
DEVELOPING OUR TALENT PIPELINE
colleagues to grow skills and capabilities that will help drive future results of these surveys.
Maintaining a robust pipeline of talent is crucial to our ongoing business growth.
Our latest global engagement survey found that:
success and is a key aspect of succession planning efforts across
For example, we continue to expand participation in our General
the organization. Our leadership and people teams are • Employees are making their voices heard. Nearly 90% of
Manager Academy to enhance end to end business leadership and
responsible for attracting and retaining top talent by facilitating colleagues participated in the annual survey.
commercial excellence across our developed and developing
an environment where employees feel supported and
Building a winning culture across Mondelēz markets. And we continue to build critical capabilities in areas such • Employees are satisfied. The Satisfaction score of around 80 is in
encouraged in their professional and personal development. We the top ten percentile based on external global benchmarks.
International is one of the four strategic do this through our:
as revenue growth management, advanced analytics, integration of
business acquisitions, and execution of business divestitures • Leaders are taking action. Managers at Mondelēz International
priorities guiding our long-term business • Strategic Talent Review process, which we use to build through digital and experiential learning opportunities. exceed external global benchmarks in taking action, based on
growth strategy. We focus on fueling the development plans for critical roles and provide clear internal survey results, and working to continuously improve the way
Last year, we also launched a capability
organization with the talent to achieve our succession plans for the business. In 2023 we expanded our
marketplace that allows leaders to access
work gets done.
growth, creating opportunities for our people review process to reach more than 10,000 colleagues globally,
skills outside their immediate team by
• Employees feel like they belong and are excited about the future.
including workshops for leaders to deliver high quality Employee sentiment on both belonging and prospects for the
to support our commitment to Snacking development conversations.
inviting colleagues from other areas of the
Company’s future exceed external global benchmarks.
Made Right. business to take on short-term “gigs.” The
• Leadership development programs that are broad-based, marketplace, called “Match & Grow”, offers
accelerated and designed to equip managers at all levels of the opportunities for employees to build their
organization to build a winning growth culture. For new skills and for leaders to develop internal FOSTERING IMPACTFUL FEEDBACK
leaders, our “Essentials” and “Inspire” programs focus on talent. In 2023, about 50% of filled gigs provided cross-functional We have expanded the robustness of our formal Performance
fundamentals, including giving and receiving feedback. For experiences for employees. Management approach to help employees deliver against our
more experienced leaders, our “Grow” and “Elevate” programs Strategic Plan and organizational priorities. This approach begins
cover topics such as developing sustainability-focused business with objective setting to help drive accountability and ensure our
strategy. In 2023, around 64% of eligible managers completed colleagues see how performance contributes to organizational
one of our leadership programs. priorities, and is followed by a Mid-Year and Year-End performance
• Enhanced employee onboarding experiences, such as our new discussion. The process includes continuous feedback, coaching
Onboarding Portal launched in 2023 and now deployed in more and one-to-one meetings on a regular basis. This allows managers
than 40 countries, that helps new hires feel engaged, welcomed, and employees the opportunity to reflect and openly engage on
connected and informed, while supporting managers with personal development plans, as well as individual and
simplified and automated onboarding processes. organizational goals.

Together, these efforts are driving development and promotability,

and have resulted in an increased share of executive leadership
(Mondelēz Leadership Team (MLT+1)) prepared to take on larger
roles or increased responsibility within their current roles. These
efforts have also helped us to fill most of our business leadership
team roles with internal talent, while still bringing in external talent
to complement internal capabilities.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 58

DIVERSITY, EQUITY OUR DE&I STRATEGY EMPLOYER AWARDS ACROSS THE WORLD
Inclusive Bias-Free Workplace
We believe that an inclusive, winning growth culture will help
Active & Purposeful DE&I Community Our efforts to build a diverse workforce supported by a culture

& INCLUSION
promote higher employee engagement and better business
Building a global DE&I community will better inspire, connect and of inclusivity is positioning Mondelēz International as an
performance. As such, Mondelēz International inclusivity training is
recognize colleagues around the world, and reflect the diverse employer of choice in many of the markets in which we operate.
provided for senior people managers to build inclusive leadership
These efforts are also recognized externally. Examples of our

(DE&I)
global needs and perspectives of our consumers and practices and develop greater cultural competencies. We also
our colleagues. awards from 2023 include:
recognize our colleague’s commitment to inclusivity through our
Mondelēz International Employee Resource Groups (ERGs) provide annual DE&I Impact Awards. In the U.S., for example, over 120 • TOP Employer Awards for excellence in employee conditions in
spaces for employees to connect with senior-level sponsors, colleagues and teams were nominated for their work to build a over 30 Markets, including first-year awards in Colombia
contribute to a community of colleagues, and build leadership culture of recognition for inclusive leadership, an increase of about • Canada’s Top 100 Employers
capabilities that enhance our growth culture. These groups include 35% from 2022.
• Employee Experience Gold Award for Thailand - Best Women in
the Mondelēz International African Ancestry Council, the Rainbow Leadership Program
We believe that a diverse workforce with a Council (LGBTQ+), the Veterans Council, Women’s Sales Leadership • Human Rights Campaign LGBTQ+ Best Places to Work - Mexico
range of experiences and perspectives, Network, the Latino Employee Council, the Asian-American IN THE U.K., CADBURY MAKES IMPACT WITH
• Bronze Brandon Hall Award for Brazil - Disability Inclusion
supported by a culture of inclusivity, is a Employee Council, Supply Chain Women Network, and the “MISSING OUT” FILM
Strategy in Mondelēz International Brazil - Best Diversity, Equity &
Mondelēz International Multi-Generation Alliance.
significant driver of sustainable innovation and The Cadbury Fingers Brand Team collaborated with the National Deaf Inclusion Strategy.
growth. We strive to champion diversity, Children's Society in the U.K. on a campaign that set out to help more
inclusion, and economic empowerment for our people be part of shared moments and more inclusive of deaf
individuals. The “Sign with Fingers Big & Small” campaign encouraged
colleagues, culture and communities. the nation to learn and use simple conversation starters in British
Sign Language (BSL). The entire Brand Team and their agency
partners were trained in BSL before going on shoot days, ensuring
2023 WORKFORCE HIGHLIGHTS there was representation both in front of and behind the camera.
2020 2021 2022 2023 The result was a powerful film called “Missing Out,” featuring a deaf
% of our Executive management team 34 % 39 % 40 % 42 % teenager explaining how it feels to miss out on everyday moments
who are women (Mondelēz Leadership
Team + 1) (16) by removing sound and obscuring subtitles to showcase for hearing
people how it feels to be left out. The campaign resulted in a more
% of our management positions 38 % 39 % 41 % 42 %
globally who are women (defined as than 32% increase in people who strongly believe Cadbury Fingers is a
Director and above) (30) brand that brings people together.
% of U.S. Black representation 3.2 % 5.1 % 5.5 % 6.3 % Diversity in Leadership
in management (15)
% of U.S. Persons of Color (POC) — — 34 % 36 %
As part of our Vision 2030, we aspire to increase diversity across
representation in management (31) our management team and within our business leadership teams.
“When MDLZ talks about DE&I, we use a very wide lens in valuing all
This includes continued progress in our aspirations to increase the
human dimensions of diversity across all global geographies. It’s a key
percent of Executive and Management positions held by women
contributor to building a strong winning culture where our differences
globally. It also includes our aspiration to increase the percentage
2024 BOARD OF DIRECTORS are celebrated to make relationships more productive and make the
of Management positions held by Persons of Color (POC) in the U.S.
DIVERSITY 2020 2021 2022 2024 workplace more creative, innovative, equitable and spirited.”
and Management positions held by employees who identify as
% of our Board of directors who 25 % 25 % 33 % 36 % Black in the U.S. and Brazil. Robert Perkins
are women (29)
Chief Diversity, Equity and Inclusion Officer,
Mondelēz International

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 59

ADVANCiNG RACiAL EQUAL PAY FOR EQUAL WORK Increase the number of placements from Historically Black
Colleges and Universities (HBCUs) in our Early Careers program

EQUiTY & EQUALiTY ~3X

We are committed to equal pay for equal work, regardless of
gender, race or ethnicity. To deliver on that commitment, we
benchmark and set pay ranges based on market data and factors
such as an employee’s role and experience, job location and
since 2020 (32).
performance. We also regularly review our compensation practices
to promote fair and equitable pay.
With the support of an independent third-party expert, we conduct Increase in U.S. Black management
Mondelēz International is committed to global pay equity reviews that compare employees in the same pay representation from 3.2% in 2020 to

~6.3%
advancing racial equity and inclusion among our grade within a country or area to identify any unsupported pay
colleagues, within our culture and in our distinctions between employees of different genders and, in the
United States, races (as permitted by local country law). Multi-year signature partnership with
communities, and to transparently report on our in 2023 (15). Boys & Girls Clubs of America
progress. We have established short and long- For the third consecutive year, our pay gap between male and
term aspirations and are engaged in advancing
the cause of DE&I and racial equality on
female employees was less than 1% in 2023. Additionally, in the U.S.,
our 2023 pay equity analysis found no systemic issues and no
negative pay gap between non-white and white employees
~$4.5M
numerous fronts. performing substantially similar work. invested since 2021 to help foster a new generation of leaders
to live in and lead a diverse global economy.

RACIAL EQUITY AUDIT Fund signature multi-year scholarship program for

2023 PROGRESS In 2022, we voluntarily commissioned a third party to conduct a underrepresented youth in the U.S.

~$4M
Non POC (31) POC (31) racial equity audit covering U.S. and Canadian aspects of our
U.S.-based: Senior Executives 57 % 44 % business. The audit focused on marketing, philanthropy, political
U.S.-based: Management positions (defined as 64 % 36 % contributions, supplier diversity, internal workforce efforts, and
Director and above) environmental considerations. A copy of the report can be found invested over five years, beginning in 2021, to the
U.S.-based: New Hires - Management 61 % 39 % on our website under Racial Equity Journey Thurgood Marshall College Fund (TMCF)
U.S.-based: All Mondelēz 57 % 44 %

Increase in U.S. Hispanic management Increase in Brazil Black management representation

representation from 11% in 2021 to from 8.9% in 2022 to

~14% ~11%
in 2023 (33). in 2023 (34) .

Increase in U.S. Asian management Launch mentoring and leadership development programs
representation from 12% in 2021 to focused on accelerating development.

~13% ~1000+
in 2023 (33). participants in our multiple mentorship programs since 2021

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 60

ADVANCING GENDER ADVANCING GENDER EQUALITY DRIVING CHANGE IN MIDDLE EAST, NORTH AFRICA,
in both the plants and the offices, underlining the broad
AROUND THE WORLD adherence to the requirements of the standard and the solid
AND PAKISTAN
monitoring of the KPIs.

EQUiTY & EQUALiTY In April 2013, we signed the UN Women’s Empowerment Principles
to express support for advancing equality between women and
men. In alignment with the principles, we have aspired to:
Mondelēz Italy chose to join this certification and undergo the audit
process on a voluntary basis to demonstrate our genuine and
ongoing interest in promoting a positive working environment and
In 2023, Mondelēz International’s Middle East, North Africa, and
Pakistan (MENAP) business unit took important steps toward its
vision of making a positive impact on the lives of women in the
communities they serve:
• Bring the broadest pool of talent to our endeavors. a fairer society.
• In Bahrain, an on-job training program for our contracted women
• Further our companies' competitiveness. workers helped increase female hires at our Bahrain
We advocate for the full participation and • Meet our corporate responsibility and sustainability manufacturing plant.
equitable treatment of women in our enterprises commitments. BRIDGING THE GENDER GAP IN INDIA • In the UAE, our Mondelēz colleagues donated hundreds of hours
and communities. As a core part of our • Model behavior within our companies that reflects the society we
In India, one in every five girls drops out of school and women
to mentoring, giving career talks and provided work shadowing
commitment to DE&I, we are advancing gender would like for our employees, fellow citizens and families. opportunities to females from National Emirati schools.
represent only about 1/5 of the workforce. To enhance a
• Encourage economic and social conditions that provide • In Saudi Arabia, Mondelēz employees partnered with Female
equity at Mondelēz International, from frontline opportunities for women and men, girls and boys.
sense of belonging and offer networking and growth
University to provide coaching sessions to hundreds of female
recruitment through senior levels of leadership: • Foster more sustainable development.
opportunities for women, in September 2023, we launched
students, according to the curriculum and the need of the university.
the Women of Mondelēz International (WoM) community, a
for the third consecutive year, our pay gap We also support the UN Global Compact and the seven steps laid safe space for about a hundred employees in India. In the first
between male and female employees was less out in the UN’s business-focused extension to its Women’s three months, the employee resource group facilitated nearly
than 1% in 2023. Empowerment Principles, Equality Means Business. The steps offer 100 mentoring journeys led by over 50 senior mentors and BUILDING THE NEXT GENERATION OF SUPPLY
businesses and other private sector entities more tailored guidance three capability building sessions. In addition to this group, CHAIN LEADERS
on advancing and empowering women. We encourage business our employees in India have access to four other employee
Maintaining a strong internal pipeline of diverse Manufacturing and
2023 WOMEN IN LEADERSHIP (31) leaders to use the UN principles to inform actions in the workplace, resource groups for women in sales, commercial, R&D and
Supply Chain talent is key to fueling the growth of our business. We
marketplace and community aimed at empowering women and business services.
encourage our local teams to expand on our global leadership and
benefiting our companies and societies.
These efforts, along with our work over the last decade, led development programs to support an inclusive mix of current and
C-Suite ~25% In the U.K., as required by law, we publish a gender pay gap report by our DE&I Council and supported by leadership, have helped future leaders. In 2023, for example, Mondelēz International’s
that helps us demonstrate how we are making work fair for us maintain a ranking on the list of 100 Best Companies for Southeast Asia business unit undertook efforts to increase
Senior Vice everyone, regardless of gender. Women in India for six consecutive years. participation in accelerated development plans and mentoring
President/Vice ~35% programs by high potential female leaders in Supply Chain roles.
President In the United States, the 2022 EEO-1 Report is currently available
under our ESG reporting archive and our 2023 EEO-1 report will be
Senior Director/ posted there as it becomes available.
~43%
Director
For the third consecutive year, our pay gap between male and
female employees was less than 1% in 2023
Manager ~48%

GENDER EQUALITY CERTIFICATION

Entry Level ~44%
In Italy, Mondelēz International obtained the prestigious UNI/PdR
125:2022 compliance certification in 2023. We are among the first
players in the food industry to obtain this recognition at Group
level including offices and plants.
The achievement of this certification is the result of a rigorous
audit process conducted simultaneously across all the Italian sites.
This process revealed the concrete application of equal standards

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 61

ECONOMIC DRIVING A MORE INCLUSIVE SUPPLY CHAIN

Mondelēz International is committed to driving a more inclusive
PARTNERING WITH DIVERSE SUPPLIERS
As part of our Snacking Made Right initiatives, we are working to
BUILDING ON SUCCESS
We are determined to deepen our DE&I values and advance our

INCLUSION &
supply chain by striving to identify, attract, and support qualified take a more considerate approach to integrating qualified diverse goal of supporting locally-relevant organizations and
diverse suppliers across the globe in the communities we live, work, suppliers into our supply chain. To do this, we have partnered with underrepresented communities through all of our partnerships.
and snack in. Through our Economic Inclusion & Supplier Diversity WEConnect International, the U.S.-based National Minority Supplier Creating a more inclusive and diverse supply chain is ultimately

SUPPLIER
(EISD) program, we strive to create mutually beneficial business Development Council, and Minority Supplier Development United good for both supplier communities and our business, driving more
relationships with suppliers that strengthen communities and Kingdom, and other leading supplier diversity advocacy innovative and high-quality products and solutions, and
deliver value to our consumers and colleagues. organizations. These groups help us develop our diverse suppliers empowering our consumers to snack right.

DIVERSITY SPEND WITH PURPOSE

to promote a supply base that reflects the communities we serve.
We also encourage our sourcing and procurement colleagues to
identify qualified diverse suppliers and service providers in the
procurement process. “As a women-owned business in the realm of EISD, our journey is
By 2024, we aim to spend $1 billion globally with minority and women illuminated by the transformative power of collaboration. Partnering
owned businesses . We made great progress in 2023, reaching a total with Mondelēz International isn't just a business endeavor; it's a
spend of approximately US$880M with minority and women owned testament to the strength that arises when diversity meets
2023 PROGRESS
businesses supporting the communities we serve (17). innovation. In this alliance, we shape not only technological
2022 2023
landscapes but a future where the unique perspectives of women
Total EISD spend (minority and women $510M $880M
owned businesses) (17) propel us toward unparalleled success.”

Roné Luttig
General Manager, Marketing,
Savannah Chemicals
Sandra Boyce
OUR ASPIRATION
General Manager, Operations,

$1B
Savannah Chemicals

with minority and women owned businesses by 2024 (17).

“As a leading minority-owned supplier of food ingredients, Harris &
Ford expresses deep gratitude for the ongoing collaboration with
Mondelēz International. Beyond a mere customer, Mondelēz
International is a valued partner, which we are dedicated to jointly
addressing global supply chain challenges. It is with great pride
that we contribute to the success of your products. Our 10-year
partnership underscores the importance of supplier diversity, and
we look forward to continuing this impactful journey together.
With our successful partnership we can positively impact
underserved communities around the world.”

Tim Harris
President,
Harris & Ford

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 62

COLLEAGUE HEALTH RECOGNIZING OUR WELL-BEING COMMITMENTS

In 2023 our local teams received multiple awards recognizing

& WELL-BEING
Mondelēz International’s commitment to supporting employee
health and well-being. A few of our local awards include:
• Great Place to Work for Flexible Working in Brazil
• Employee Experience Gold Awards
◦ Best Work-Life Harmony in Malaysia
◦ Excellence in Workplace Well-being in Thailand
We believe the strength of our workforce is a
significant contributor to our success as a global
company that leads with purpose. So, we are
deeply committed to promoting the physical and
emotional health and well-being of our
colleagues around the world.

“As 2023 marked the end of a global public health emergency, we

leveraged key insights to elevate our standards for workplace
health. Aligned with our commitment to continuous improvement
and dedication to our workforce, we have rolled out a pandemic
preparedness plan. This plan is strategically crafted to promote a
healthy workplace and environment, ensuring impact in the OUR PROGRAMS EMPLOYEE BENEFITS
present, and to support our resilience to future challenges. We also offer numerous health and well-being benefits, based on
We’ve developed a holistic employee well-being program, The Right
Concurrently, we actively refine our strategy for Vision 2030 for employee location, including:
You, that addresses employees’ changing needs across three
health to enhance its relevance and effectiveness. I am proud of
dimensions: Mind, Body and Connection. • Health insurance
our teams working to build and reinforce the foundation for health
protection, promotion, and preparedness.” Through The Right You program, employees can access locally • Dental insurance
relevant well-being information, programs and resources such as: • Vision insurance
Anh T. Tran, MD, MPH, FACOEM
• Mental health, resiliency and resourcefulness, emotional balance, • Paid time off
Global Health Senior Director,
harmony and financial health. • Parental leave
Health, Safety, and Environment (HSE)
Mondelēz International • Personal health including healthy habits, fitness, nutrition and • Adoption assistance
sleep and preventative health. • Short-term flexible work arrangements
• Personal and professional social interactions, community We monitor external workforce trends to inform changes to our
involvement, hybrid and flexible work, and technology and employee health and well-being strategies, and survey our
digital connections. employees to ensure our efforts are successful.
• We continue to maintain our goal of providing access to our
Employee Assistance Programs for 100% of our employees. In
addition, we shared tools, tips and 1:1 coaching opportunities with
more than 8,000 managers. These efforts aimed at helping
support their teams with their local Employee Assistance
Program and remote/hybrid working practices.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 63

IMPACT FOCUSING ON SUSTAINABLE FUTURES Flash Forest: Accelerating Reforestation Through Pack2Earth: Funding a Fully Compostable and Bio-Based
Innovative Technology Packaging Material
Through our Sustainable Futures impact

INVESTING
At the beginning of 2023, Sustainable Sustainable Futures invested in
investment platform, we provide catalytic capital Futures made its first direct equity Pack2Earth, an advanced materials
for innovative social ventures and build investment to support Flash Forest, a company in Spain, to support the
partnerships to help create lasting positive impact reforestation company, in its scale up and company on its mission to replace approximately 60,000 metric
on people and the planet. business expansion. The Canada-based tons of plastic packaging with its home compostable materials by
We launched Sustainable Futures in 2020 to company leverages drones, artificial intelligence, geographic 2028. Pack2Earth’s bio-based materials are a more sustainable
incubate and finance systemic solutions to social and information systems and a unique seedpod technology to alternative to single-used plastics, including flexible packaging. The
As part of our efforts to drive positive impact environmental challenges. Common themes include self-sustaining accelerate reforestation – a mission that aligns with Mondelēz resulting compost is toxin free and leaves behind no microplastics;
solutions that address climate change and packaging circularity, International priorities. They had a phenomenal 2023, planting over it can sustain new plant life; and the packaging can be disposed of
and work toward a better future for our planet,
and that help build thriving communities where we live and work. a million trees, and are now getting ready for next year to continue in organic waste garbage along with food waste. Mondelēz
Mondelēz International supports innovations to scale up its reforestation activities! International will support the company to accelerate their product
focused on social and environmental solutions We aim to support social entrepreneurs through seed funding, development and explore options to introduce the materials in its
growth capital, and strategic assistance that helps them nurture
that align with our Snacking Made Right and scale their ideas.
packaging for an anticipated positive environmental impact –
fossil-based plastic waste reduction.
mission. To date, we have seen encouraging
results from the portfolio companies we
support through our Sustainable Futures impact NEW INVESTMENTS IN 2023
investment platform, and have gathered Circulate Capital: Financing Waste Collection and Recycling in
important learnings from our partnerships with Latin America and Caribbean
social entrepreneurs and inventors working Last year, we became a founding investor in a Circulate Capital fund
to help address plastic waste challenges in Latin America and the
alongside us to forge a better future. Caribbean. Our investment builds on our support for Circulate
Capital’s South East Asia-focused Ocean Fund, and aims to bolster
regional infrastructure for plastic collection and recycling. The Latin
America and Caribbean fund will help Circulate Capital support
scalable business solutions designed to improve the collecting,
sorting and recycling of plastic waste, including flexible films –
lightweight, multi-layer plastics used by the snacking industry that
have historically been difficult to recycle and reuse. “In 2023, we continued to advance Sustainable Futures impact
investments and saw positive results from our portfolio companies.
We also learned from our partnerships with investees and co-
investors as we jointly work toward a more sustainable future.”

Susanne Alig-Mathis
Senior Director, Global Impact and Sustainability,
Mondelēz International

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 64

HUMANITARIAN
Pakistan Flood Relief hospitals, rehabilitation centers and other health facilities, and
In response to historic floods that devastated parts of Pakistan in provided 17 incubators to hospitals in nine Ukrainian cities. ]

SUPPORT
2022, Mondelēz International and Mondelēz Family Members have Beyond these efforts, we’ve also been focused on rebuilding. In
contributed approximately $100,000 along with in-kind donations 2023, we helped repair the roof of a kindergarten in Trostyanets
to Pakistan Flood Relief to support families in rebuilding their damaged from shelling. In Stari Petrivtsi, a village near Kyiv, we
homes and livelihoods. To ensure that our contributions have been helped repair a kindergarten and build a sports yard at the local
given to impacted people, Mondelēz Pakistan Limited has partnered school. In response to requests from the Petrivtsi community, we
with Akhuwat and the Pakistan Red Crescent Society (PRCS), both funded the installation of two air raid shelters in local kindergartens.
leading institutions working to help affected people in Pakistan.
Beyond financial donations, Mondelēz Pakistan employees donated Together with our partners, Ukrainian NGOs and local communities,
more than 100 volunteer hours to send teams to visit people we continue our work to identify areas where we can have greater
affected by floods in the Sujawal region as part of the recently impact in supporting the people of Ukraine during these
INTERNATIONAL AID announced Employee Volunteerism Program. devastating times.
Our Ukrainian colleagues have inspired us all through their work
As a global company, we believe it is important under such difficult conditions and dedication to local communities.
to respond to global disasters and do this As volunteers, Mondelēz Ukraine employees took an active part in
through donations to leading humanitarian 2023 supporting those in need through everything from packaging
several thousand product kits for disadvantaged people to helping
organizations and NGOs. Since 2011, we have children in orphanages.
made an annual donation to the International UKRAINE SUPPORT
Federation of the Red Cross and Red Crescent As the war in Ukraine continues, Mondelēz International and the
Societies’ Disaster Response Emergency Fund. Mondelēz International Foundation have increased their joint
financial support for humanitarian efforts in the country to $15
We have similarly donated each year to the million over the past few years. A significant portion of this fund
American Red Cross. To amplify our support, we Morocco Earthquake In-Kind Donation has been directed towards international and local NGOs specifically
offer local employees matching opportunities In response to the earthquake that destroyed homes and schools in focused on communities affected by the war, especially in locations
and in-kind donations. Morocco’s Al Haouz Province in 2023, Mondelēz Morocco donated where we have manufacturing sites, such as Trostyanets and
biscuit products to NGOs. Vyshhorod.

Donation to New Zealand’s North Island Flood Relief Efforts We condemn the brutal aggression and continue supporting our
Ukrainian employees and local communities during this incredibly
Flooding from Cyclone Gabriel caused severe damage to land and
property across the upper North Island of New Zealand. In devastating time.
response, Mondelēz New Zealand contributed approximately
$30,000 to the New Zealand Red Cross disaster relief fund set up to Our direct and targeted assistance has been focused on supporting
help impacted communities. social institutions, including health facilities, schools, kindergartens
and orphanages, providing in-kind donations and other humanitarian
Product Donation to People Impacted by Maui Wildfires support for people in the affected areas.
In August 2023, a fast-moving wildfire on Hawaii’s island of Maui
With our local partnering NGO, Charity fund Blagomay, we
nearly destroyed the beautiful town of Lahaina. Mondelēz
launched a project, “Protecting Childhood,” that provided clothes,
International acted swiftly in partnership with the Maui Food Bank
shoes and other necessities to more than 20,000 children in 2023
to safely deploy approximately 20 pallets of much-needed food to
deprived of parental care. Together, we have also continued our
residents within days of the start of the wildfires.
efforts to improve access to critical healthcare services for
thousands of Ukrainians. As part of the $15 million commitment, we
contributed funds to provide medical equipment to 15 Ukrainian

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 65

COMMUNITY IMPACT MORE SUSTAINABLE INGREDIENTS CLIMATE MORE SUSTAINABLE PACKAGING

& EMPLOYEE Mondelēz International Changemakers in Spain organized an Mondelēz Southeast Asia’s recycling program, Trash Right,
raises awareness across Malaysia, Indonesia, Vietnam,

VOLUNTEERING
activity with the Spanish Ornithological Society (SEO/
Birdlife) to support the conservation of biodiversity. Local Philippines, and Thailand about the right approach to
Mondelēz volunteers dedicated their time and service to recycling in support of a more circular pack economy,
planting native species of trees, shrubs and smaller plants in empowers colleagues to volunteer for recycling events and
support of conservation. practice the 3Rs (reduce, reuse, recycle) in their daily lives, and
promotes local recycling and upcycling initiatives.

Mondelēz International is dedicated to making a

positive impact on the communities we live and
work in aligned with our strategic Snacking
Made Right focus areas and associated goals.
Mondelēz International employees in China together with the
Our Mondelēz International Changemakers China Youth Development Foundation and China Environment
program enables our people to play a direct and Publishing Group invited students from Suzhou to the
impactful role in their communities by creating company’s Lighthouse Plant to foster awareness on green
opportunities for them to give their time, talents and sustainable development supporting the environment.
and service.

In the U.S. Clif has partnered with American Forests for Clif employees helped remove thousands of pounds of trash
2023 PROGRESS
2020 2021 2022 2023 approximately 20 years donating over USD $700K and from the shoreline of the Ohio River. This Clif-led volunteering
planting over 700,000 trees by the end of 2023. program – In Good Company – accomplished this by
Total hours of volunteering 20,000 15,000 19,000 29,000
organizing a weeks-long effort with long time partner, In
Total number of volunteers 6,190 4,000 10,000 8,000
Living Lands & Waters. The work supports Mondelēz
Cash and in-kind donations (USD) $93M $50M $54M $56M
International’s strategy, goals and long-term ambition of
Mondelēz International building a more circular economy for packaging.
Mondelēz India launched a project in the cocoa villages of colleagues in México
Kerala, Karnataka, Tamil Nadu and Andhra Pradesh with the donated their time and
aim of improving biodiversity and providing additional income service to reforest land in
to farmers, while helping to sequester carbon from the two Mexican states to
atmosphere and drive positive climate impact. promote ecosystem
conservation.

Our Central European team activated hundreds of volunteers

who, along with partners, planted tens of thousands of trees
in local communities across the region.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 66

SOCIAL IMPACT DIVERSITY, EQUITY & INCLUSION CONSUMER / MINDFUL SNACKING EMPLOYEE WELL-BEING

In India, we invested to improve approximately 200 In Brazil, our Professional Advice program for early-career Mondelēz International launched unlimited and free outpatient
Government Health & Wellness Centres (HWCs) at the village youth – which focuses on supporting Black youth – mentored department (OPD) consultations in Central Europe with our
level between 2021 and 2023 in collaboration with the hundreds of participants who were then prioritized in the hiring vendors for a number of colleagues who also have access to free
Government’s Ayushman Bharat Health & Wellness initiative. of apprentices. unlimited diagnostic tests prescribed by participating doctors. We
also introduced free unlimited online consultations for employees
and a select number of dependents with specialist doctors.

In the U.K., our Health for Life™ program has invested millions
into efforts promoting healthy lifestyles across the city of
Birmingham including funding the program’s next community
Mondelēz International in Central Europe has organized
food growing space and green gym open to locals. To date, this
Smash the Stigma sessions as part of the company’s Central
program brings well-being services to several hundred
European Mental Health Roadmap to raise awareness of this
thousands people.
important topic. To date hundreds of employees have
participated in the workshops.

Several trainings enabled

In 2023 Mondelēz International’s European Supply Chain Team hundreds of volunteers to Our Mondelēz International Trade Marketing Team in Argentina
In Columbia, we joined forces with RECON, an NGO in continued on a journey to Creating a Culture of Belonging for share and educate tens of worked with EcoHouse at a local natural reserve to remove
Columbia, to seek social enterprises that provide solutions to all our colleagues. This includes a training program focused thousands of Generation Z garbage and plant native trees. This team building activity
economic and socio-environmental problems to positively on exchanging best practices from different markets and beneficiaries on the benefits enabled colleagues to contribute to our environment, while
impact communities. Interested social enterprises plants which has inspired many new ways of working. of Mindful Snacking. strengthening team bonds.
participated in six categories, each of which has different
sponsors. The participation categories are: poverty and
inequalities reduction, environment and sustainable
development, sustainable peace and human rights, efficient
use of resources, health and well-being and tech for good.
More than 600 applications were received and the category
with the highest number of applications is Environment and
Sustainable Development.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 67

WORKPLACE STRIVING TO ENSURE WORKPLACE SAFETY

Mondelēz International is committed to meeting or exceeding
WORKPLACE SAFETY PROGRESS.
In 2023, our continued focus on leadership, capability building and

SAFETY
applicable Health and Safety regulations, investing in our people HSE assessments has driven improvements across most of our
and facilities, and maintaining a strong Health and Safety culture in safety performance indicators.
our ambition to achieve an accident-free work environment. We
Over the past four years, since introducing Severity as a primary
continuously strive to improve work processes, tools and metrics,
metric, we have reduced our Total Severity Incidents by around
invest in training and communication, and regularly conduct Health,
(23)% and our life altering incidents (Severity 1) by about 72% vs
Safety and Environment (HSE) assessments to evaluate our
2022 across our operations.
progress in embedding HSE throughout Mondelēz International.
At Mondelēz International, we are committed to The global benchmark for a world-class Total Incident Rate (TIR) is
addressing issues related to health, safety and We maintain and consistently reinforce comprehensive HSE
0.5. We continue to perform well below the 0.5 level, ending 2023
policies, standards and our nonnegotiable to support the
the environment. An important part of that improvement in compliance and culture.
with an approximate 0.14 TIR. We also tracked an approximate 0.09
effort involves engaging and empowering our LTIFR level across our operations this year.

colleagues to live safely, both inside and outside Our ongoing focus on Safety culture and Total Safety, including
the workplace. WORK, PLAY, LIVE, SAFE emergency preparedness procedures, has resulted in more than
75% reduction in Total Recordable Incidents across operations over
Our Work, Play, Live, Safe program encourages safe practices, the past 10 years.
environments and ways of working through guiding principles for
2023 PROGRESS everyday actions: 2023 was a progressive year, however we unfortunately also
2020 2021 2022 2023 experienced some High Severity incidents, Near Misses and Gaps
Total Recordable Incidents (10)% 17 % (5)% (35)% • Nothing we do is worth getting hurt for. from our HSE Assessments and are prioritizing the following
(year-on-year) • All injuries and occupational illnesses can, and must, be prevented. opportunities in 2024:
Total Incident Rate (TIR) (5)% 17 % (5)% (30)% • We will continually strive for zero incidents.
(year-on-year) High Severity Incidents: Implementing solutions to further
• Everyone is responsible for safety; leaders are accountable. improve behaviors, controls and capabilities across manufacturing
Lost Time Incidents (LTI) (15)% 30 % (8)% (18)%
(year-on-year) • Working safely is a condition of employment. and commercial operations.
Lost Time Injury Frequency Rate (9.1)% 30 % (8)% (25)% Priority Standards: Increasing our focus on high risk gap closure.
(LTIFR) (year-on-year)
Improving protection and prevention systems.
Work-Place Related Total Severity — (21)% 3% (23)% BUILDING A STRONG WORKPLACE SAFETY CULTURE
Incidents (year-on-year) (TAR) M&A Integration: Improving resourcing and capabilities to
Total Recordable Accidents (28)% (25)% (12)% (12)% Our goal is to build a strong safety culture that reduces risks across support the application of Mondelēz International standards and
(year-on-year) (35) four key areas: work processes.
Total Recordable Accidents for (33)% (29)% 19 % (14)%
Contractors (year-on-year) (35) Occupational Health: Safeguarding our employees against long- Commercial Safety: Revising policies and standards to further
term workplace-related health issues. improve our operations related to warehouses, offices and
Personal Safety: Embedding safe work practices and standards vehicle fleet.
that promote the personal safety of every person in our Company.
Process Safety: Improving the design, implementation,
management and control of identified hazardous processes within
our operations.
Vehicle Safety: Improving driver safety and vehicle-related
activities in all of our functions and operations.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 68

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Overview Corporate Compliance & UN Sustainable
Governance Integrity Program Development Goals

GOVERNANCE

~36%
Strong governance provides an essential Women on our Board of
foundation for our sustainable impact and Directors in 2024 (29).
continued good growth and underpins our
approach to Snacking Made Right. Our
comprehensive governance structure, focus on
transparency and accountability, and
~52,000 Colleagues trained via web-based
compliance trainings in 2023.

commitment to Board diversity support our

efforts to drive longstanding and enduring
positive change in the world and in the ~160 Live & interactive compliance
training sessions in 2023.

communities in which we operate. In 2023, we In the following pages we provide updates on our
were proud to use enhanced internal overall approach to governance of our ESG priorities
procedures and controls on our ESG Reporting and programs and our work to ensure compliance with
our high standards both within our operations and in
Standards to meet evolving requirements and our supply chain. We also detail how we are helping to
keep our stakeholders informed about our drive progress toward the UN Sustainable Development
ongoing work to make snacking right. Goals that we believe we can most positively impact.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 69

CORPORATE GOVERNANCE PROGRESS • Management Responsibilities: Management is Responsible for We use tools and third-party consultants to assess the potential
the day-to-day management and oversight of crucial financial impact of climate risk in the short-term, medium-term and
To ensure we continue to enhance our reporting to meet evolving sustainability programming strategy development, in addition to long-term horizons. We also conduct frequent quantitative

GOVERNANCE
requirements around the world, in 2022 we enhanced our internal regular progress reviews. scenario analysis to understand the future-scenario based financial
procedures and controls on ESG Reporting Standards. impact of climate risk. We supplement the analysis with ongoing
◦ SVP, Chief Impact & Sustainability Officer (Chief Impact

STRUCTURE
site-level engineering assessments to consider plant-level
Officer): Leads our sustainability strategy development and
exposures, taking into consideration risk mitigation measures
oversees our sustainability strategy through implementation,
COMPREHENSIVE GOVERNANCE STRUCTURE already in place.
as well as our long-term sustainability vision. Our Chief
We have a comprehensive governance structure that provides Impact Officer and our EVP, Corporate & Legal Affairs - The MRCC assigns ownership of specific risks to the Mondelēz
strong oversight of our ESG efforts. General Counsel and Corporate Secretary regularly report on Leadership Team. As owners of each specific risk, Mondelēz
sustainability matters to the Board and the Governance, Leadership Team members are responsible for overseeing that
Board Oversight: Our Board Oversees our ESG-related risks,
Membership and Sustainability Committee. appropriate mitigation controls, monitoring and response systems
Led by our Board, we are committed to living our strategy, progress, alignment with purpose, stakeholder interests,
are in place. With support from the global ERM team, Mondelēz
and strategic risks and opportunities, including reviewing progress ◦ Sustainability Steering Committee: Chaired by our Chief
values and doing business the right way. Our International develops a robust risk assessment, prioritization, and
and challenges on evolving our growth culture and our DE&I goals. Impact Officer and composed of leaders from our key global
strong governance underpins this commitment. functions and businesses, this Committee focuses on our
mitigation plan. This plan is based on our ERM risk rating criteria
Board Committee Responsibilities: Specific responsibilities are which includes risk impact, velocity, likelihood and management
environmental and social sustainability-related strategies
delegated to our Board committees, which are composed solely of preparedness. The risks are then added to a global risk register,
independent directors. which is used to monitor enterprise risks.
EXECUTIVE PAY ALIGNED TO SHAREHOLDER INTERESTS
CEO 2021 2022 2023 • Governance, Membership and Sustainability Committee: IDENTIFYING AND ASSESSING CLIMATE RISK
Base Salary 10 % 10 % 9% Oversees our ESG policies and programs related to significant
corporate citizenship, social responsibility, and public policy Climate risk management is covered by our Enterprise Risk MANAGING, MITIGATING AND MONITORING RISK
Annual Incentive 18 % 20 % 16 % Management (ERM) process for identifying, assessing, managing,
issues. These include sustainability and environmental The management and monitoring of enterprise risks, including
Equity 72 % 70 % 75 % and monitoring enterprise risks. We have a Risk and Compliance
responsibility; food labeling, marketing, and packaging; climate risks, is reviewed annually by the global ERM team, while
Pay at Risk 90 % 90 % 91 % philanthropic and political activities and contributions; and the Committee (MRCC), co-led by our SVP & Global Chief Ethics and
the implementation of mitigation plans and the monitoring of risk
Board’s ESG education and capabilities. Compliance Officer (Chief Ethics & Compliance Officer) and SVP,
KPIs are ongoing at the global, regional or business level, where
OTHER NAMED EXECUTIVE OFFICERS Chief Audit & Controls Officer (Chief Audit & Controls Officer) and
• People and Compensation Committee: Oversees our DE&I required. Based on the specific risk drivers and prioritization, we
Base Salary 20 % 17 % 17 % composed of leaders from the Finance, Accounting, Legal,
priorities; workplace safety and employee wellness; pay equity; Compliance, Internal Audit and People functions. The MRCC develop and implement our risk response strategies, which can be
Annual Incentive 18 % 18 % 18 %
talent sourcing strategies; talent management and development provides broad oversight of our enterprise risks and ERM process. either mitigation (action plans), transfer (insurance), avoidance, or
Equity 62 % 65 % 65 % programs; strategic performance indicators for incentive plans. The MRCC meets regularly and, through consultation with senior acceptance. We monitor performance against our risk response
Pay at Risk 80 % 83 % 83 % We aim to ensure alignment of pay to performance and incentive leaders and other managers with subject matter expertise, strategies using risk KPIs that are tracked by the respective risk
Strategic Key Progress Indicators 20 % 20 % 20 % plans aligned to shareholder interests. Our Strategic Key periodically assesses the key risks facing the Company, works with owner and reported to the global ERM team.
Progress Indicators for incentive plans include performance those risk owners responsible for managing each specific risk, and
against ESG priorities. The global ERM team is enhancing the integration of climate risk
reviews mitigation actions and the status of the annual enterprise
management into the overall ERM strategy and process.
• Audit Committee: Oversees our safety priorities, goals and risk assessment. Our Chief Ethics & Compliance Officer and Chief
performance, and our ESG-related disclosure and control Audit & Controls Officer regularly report to the Audit Committee to
processes in connection with filings within the U.S. Securities and provide updates on the status of the ERM process, which the Audit
Exchange Commission (SEC). Committee Chair reports to the full Board.
The identification of emerging climate risks is informed by external
scans of megatrends, consultancy and industry reports, peer CDP
disclosures, TCFD reports, annual reports and 10-Ks. For new and
emerging climate risks, relevant internal stakeholders are engaged
to review and rank the identified risks based on magnitude of
potential impact and Mondelēz International strategic priorities.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 70

FOCUSED ON TRANSPARENCY AND BOARD OF DIRECTORS DIVERSITY (36)

ACCOUNTABILITY GENDER DIVERSITY 2024

We take a disciplined approach to our sustainability initiatives and Male 7

remain transparent and proactive about our progress. We track, Female 4
report on, and hold management accountable for achieving our
goals, and we include ESG goals in the annual compensation plan ETHNIC DIVERSITY
for executives. White 7
Black 3
To ensure we continue to enhance our reporting to meet evolving
requirements around the world, in 2022 we began to enhance our Asian 1
internal procedures and controls on ESG Reporting Standards and
have continued to progress this work in 2023. This process AGE DIVERSITY
provides enhanced clarity for our reporting as we continue to focus 50's 3
on keeping our stakeholders informed of our ongoing journey to 60's 7
make snacking right. 70's 1

TENURE DIVERSITY
STRENGTH IN DIVERSITY 0-3 6
The Board values diversity, equity and inclusion, and the Board’s 4-9 3
diversity is an important aspect of the director recruitment and 10+ 2
nomination process. The Board also embraces and encourages the
Company’s DE&I culture and is a signatory to the Board Diversity
Action Alliance, which seeks to increase representation of racially
and ethnically diverse leaders on Boards of corporations. Our
directors bring a diversity of gender, race, national origin, thought,
and global experiences that promote informed decision making.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 71

CORPORATE WORKING IN PARTNERSHIP OUR WAY OF DOING BUSINESS We undertake practical, proactive, and ongoing human rights due
diligence to identify, mitigate, and reduce the likelihood of potential
As part of our goal of promoting accountability, many of our long- Mondelēz International is committed to creating a positive impact and actual human rights impacts within our own operations, and

GOVERNANCE:
term public goals and associated action plans are developed in on the world while driving business performance. With a strong work with our business partners in our supply chain to help them
partnership with external advisors. We consider perspectives from foundation of beloved iconic brands, stakeholder partnerships and achieve the same objectives. We strive to embed these due
our ongoing engagement with shareholders and other purposeful signature programs, we’re well-positioned to lead the

APPROACH
diligence practices at a central level, as well as at a local level in
stakeholders, and we actively engage with multiple ESG ratings future of snacking. collaboration with our business units.
organizations and indices as we advance our disclosure and
We continue our efforts to drive progress against our core Our Human Rights efforts include our signature programs Cocoa
promote transparency. This two-way dialogue informs our ESG
initiatives in sustainable and mindful snacking. Growing our Life and Harmony, through which we strive to make a positive
approach, which defines our assessment of the environmental and
business by making our snacks the right way is at the core of what impact on the communities and environment where our most
social issues most significant to us. Materials and processes that
we do. Authenticity, integrity and transparency guide us in every important raw materials – cocoa and wheat – are grown.
guide our assessment include our Enterprise Risk Management
aspect of our business to create meaningful, lasting impact for all
(ERM) program for identifying, assessing, prioritizing, mitigating, Since 2012, we have leveraged Cocoa Life, our holistic sustainability
of our stakeholders around the world.
and monitoring enterprise risks. program which we have backed with an approximately $400 million
As one of the world’s largest snacking companies, we are investment during the first 10 years with an additional $600 million to
confronting some of the largest societal issues of our time. We be invested by 2030 to help address human rights risks associated
remain focused on driving longstanding and enduring positive with labor in the cocoa supply chain. To learn more about our
change in the world and in the communities in which we operate. ingredient supply chain see our Sustainable Ingredients section.
We are committed to treating people fairly, through our
Compliance & Integrity program, where we ensure the availability
CODE OF CONDUCT
of accessible grievance mechanisms (e.g., Integrity HelpLine and
The Mondelēz International Code of Conduct (“Code”) is a key part WebLine) for our own employees, contractors and subcontractors
of our compliance and integrity program. It includes a set of to use for raising any concerns.
employee policies that cover ethical and legal practices for our
To read more about our commitments and actions toward
business. It focuses on the personal responsibility each employee
identifying and mitigating potential and actual Human Rights
has to conduct business legally and ethically. The Code is available
impacts within our own operations, see:
online and has been translated into more than 30 languages and
distributed around the world. Mondelēz International colleagues • Our annual Human Rights Due Diligence report.
are trained on the Code on an annual basis and are required to • The Colleague and Community Well-Being section of this report.
read, understand and comply with the Code, which they
• Our Human Rights Policy.
acknowledge in writing.

CORPORATE RESPONSIBILITY GUIDELINES

Our mission is to lead the future of snacking by offering the right
snack, for the right moment, made the right way. We call this
Snacking Made Right.
We are committed to making our snacks the right way, protecting
the planet and respecting the human rights of people in our value
chain. Our Human Rights Policy uses the United Nations Guiding
Principles on Business and Human Rights (UNGPs) as a framework
for preventing and mitigating human rights risks. The Policy is
aligned with our Code of Conduct and Supplier Code of Conduct.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 72

CORPORATE CORPORATE RESPONSIBILITY EXPECTATIONS FOR 2. CONTRACTING: TERMS AND CONDITIONS 4. WORKING TOGETHER: SUPPLY CHAIN TRANSPARENCY
DIRECT SUPPLIERS Once we determine a good fit with a supplier or business partner, AND LABOR PRACTICES

GOVERNANCE:
with suppliers and partners we develop a contract that not only As awareness and advocacy efforts around human trafficking and
We work with thousands of suppliers, consultants, and business provides the core commercial terms but specifically incorporates slavery grow among governments, NGOs, and investors, so do
partners around the world and this work has a direct impact on mandatory terms and conditions in areas such as Corporate Social expectations for businesses to demonstrate how they address this
the communities we serve and live in. Ideally, Mondelēz

SUPPLY CHAIN
Responsibility, ethics, integrity, and safety. issue within their supply chains.
International and our Suppliers and Partners will have comparably
high standards of conduct. Of course, we cannot – and do not In addition to complying with all laws and regulations, suppliers must The Mondelēz International Human Rights Policy guides our
presume to – control how they run their businesses. But, as comply with Mondelēz International’s expectations in terms of: approach. In line with the California Transparency in Supply Chains
described below, we take five pragmatic steps to align what they Act (SB 657) and the U.K. Modern Slavery Act 2015, our annual
a. Forced Labor
do for us – and how they do it – with our own standards of fair Human Rights Due Diligence & Modern Slavery Report provides
b. Child Labor
and honest dealings. more detail on our efforts to help make a difference in our
c. Diversity and Inclusion
operations and those of our suppliers.
In addition, to summarize our position and commitment to ethics, d. Harassment and Abuse
respect and fairness, we established a Supplier & Partner Code of e. Safety and Health Our purchasing contracts require suppliers to comply with all laws
Conduct, underlining our desired ethical human and business f. Third-Party Representation and support Mondelēz International’s policies on child and forced
practices. We encourage all our suppliers and partners to g. Working Hours and Compensation labor. We have various tools to address non-compliance, which may
familiarize themselves with the Code of Conduct, ask us about it h. Disciplinary Procedures include but are not limited to, a corrective action plan. If the supplier
and strive to align with it. i. Business Integrity does not resolve the issues of concern in a timely and satisfactory
j. Environment and Sustainability manner, Mondelēz International reserves the right to take further
1. SELECTION AND RISK ANALYSIS k. Anti-bribery action, such as termination of the business arrangement.
We begin with the selection process. As we evaluate suppliers, we As part of our supplier agreements and embedded in our Purchase Suppliers working with Mondelēz International are also expected to
want to be familiar with their own codes of conduct and Orders, our suppliers understand and acknowledge that they will abide by our:
reputations, as well as their ability to deliver quality, service, and adhere to our Supplier Code of Conduct.
• Supplier Performance Expectations
total value to Mondelēz International.
3. ASSESSING CORPORATE RESPONSIBILITY • Supplier Quality Expectations
We conduct due diligence across our business relationships, which THROUGH “PROGRESS”
includes screening potential suppliers against restricted party lists
We are not alone in our approach, as most major companies have 5. VERIFICATION AND IMPROVEMENT: COMPLIANCE AUDITS
from authorities worldwide and media scans, which may include
supplier corporate responsibility requirements. Yet most companies For our own operations and tier 1 suppliers, on an ongoing basis we
information applicable to other risks, such as human rights.
are both suppliers and customers, leading to a proliferation of seek to identify potential human rights issues and monitor
Our Supplier & Partner Code of Conduct is available on our codes of conduct and assessment requests. We supported the compliance with our policies and our corporate responsibility
Mondelēz International website for all our current and future creation of a superior approach for society called PROgram for expectations through independent audits. We use the SMETA audit
business partners to consult. RESponsible Sourcing (PROGRESS). This industry initiative allows a protocol to evaluate our internal manufacturing sites and direct
supplier to provide common information to its customers, so each suppliers against a common set of Corporate Social Responsibility
customer can independently reach business decisions in standards developed for the consumer goods industry.
accordance with its own corporate responsibility standards.
In addition, we strive to address potential negative social and
We are currently rolling out PROGRESS to our suppliers and environmental impacts in our value chain, including our cocoa and
business partners. This is an ambitious global effort that will take palm oil supply chains, through our sustainability initiatives and
several years to complete. When dealing with such an important multi-stakeholder collaboration with suppliers, industry peers, civil
issue as corporate responsibility, we have taken a long-term society and governments. More information on our sustainability
approach that we are confident puts us on the right path. framework and strategy is available in the Snacking Made Right
section of this report.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 73

COMPLIANCE & OUR COMPLIANCE PROGRAM LISTENING, INVESTIGATING, ACTING

Our global eLearnings target our broad employee base, while live
sessions are targeted to risks specifically relevant to employee
Our global Compliance program helps guide our employees to role and/or geography and are also included for part-time In 2023, our business integrity group received more than 2,600

INTEGRITY
adhere to all applicable laws and regulations while conducting personnel. Code training is mandatory and deployed annually, contacts from around the world through our “Speaking Up”
business around the world. It also emphasizes conduct consistent while other mandatory compliance training programs generally channels. These contacts included questions about our compliance
with our commitment to act with integrity, as well as make ethical policies and program or matters that we referred to other

PROGRAM
follow a bi-annual cycle. Apart from formal training, we deploy
decisions for our business, our shareholders, our employees and global awareness campaigns on a quarterly basis to keep departments for handling. We received reports of misconduct that
our consumers, because their trust and confidence is critical to Compliance and ethical decision making fresh in our employees’ required investigation. Some of these matters resulted in
our success. minds. These compliance awareness campaigns are intended to disciplinary action, including the separation of people from the
supplement our core trainings and respond to our evolving Company when appropriate.
compliance risk landscape.
COMPLIANCE RISK ASSESSMENTS AND AUDITS
Audit & Risk Advisory regularly audits the Company’s internal
We are focused on ensuring compliance with REPORT TO MANAGEMENT AND THE BOARD
TRAINING-CONTACT-ACTION – MAKING COMPLIANCE AND controls and processes in consideration of evolving risks across
our high standards and robust policies and INTEGRITY PART OF OUR CULTURE markets in which we operate. To make sure that senior management and the Board of Directors
processes throughout the company and our We have a dedicated Compliance Team around the world (including are aware of any potentially significant matters, our Compliance
regional Compliance leads and subject matter experts) who work group reports investigations to members of our executive team and
supply chain.
with senior management to implement our program. Our SPEAKING UP AND BEING HEARD the Audit Committee of the Board of Directors.
Compliance Team helps ensure our employees know what is
We expect and encourage employees to ask questions and raise
expected of them and how to make the right decisions, especially
concerns about business practices when they see something they
when faced with difficult or complex situations. Our live and online EXTERNAL REPORTS OF WRONGDOING
2023 PROGRESS training programs are deployed to employees on a rotating basis to
think might be wrong. There may be times when employees are not
comfortable speaking with their supervisors, Compliance, Legal or People outside of the Company can bring instances of suspected
In 2023, we continued to provide compliance training to many reinforce core policies. The objective of our training is to help
human resources contacts, or simply wish to remain anonymous. wrongdoing to our attention in four ways:
colleagues across the business: employees understand legal and ethical business practices via
Consistent with applicable local law, we have a toll-free, and in
periodic global eLearnings (approximately four annually) and other • By mail: Business Integrity Department
some countries a collect call/reverse charge telephone HelpLine

~52,000
region/market-led training sessions. Our global learning and Mondelēz International, Inc.
and an online version WebLine so our employees can confidentially
awareness platform includes: 905 West Fulton Market, Suite 200
and, if they wish, anonymously report instances of suspected
• Code of Conduct
Chicago, IL 60607 USA
wrongdoing or ask questions about compliance matters. Our
Colleagues trained via web-based compliance trainings. • Anti-bribery HelpLine operates in more than 90 countries. Employees can find • By e-mail: [email protected]
• Anti-discrimination/harassment toll-free numbers and dialing instructions by selecting the country
• Through our Integrity HelpLine: Our Integrity HelpLine is a toll-
they are calling from on the Integrity WebLine webpage

~160
• Fair competition free and/or reverse charge service operated for Mondelēz
• Data privacy International by a third-party. The HelpLine is accessible 24 hours
• Conflicts of interest & gifts
a day, every day, and language interpreters are available. These
toll-free numbers and dialing instructions can be found on the
Live & interactive compliance training sessions. • Sanctions compliance
Integrity WebLine page.
• Customs & trade laws
• Through our Integrity WebLine: Our Integrity WebLine is an

~2,600
• Anti-money laundering
online version of the HelpLine. It is operated by a third-party
• Insider trading for Mondelēz International and is accessible 24 hours a day.
The website, www.mdlzethics.com, offers access to the
New hires are mandated to complete eLearnings across these Integrity WebLine.
Total contacts to the Compliance Team reporting channels. important topics, which are provided in local languages.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 74

UN Top Tier: Priority SDGs where our impact is most closely linked

SUSTAINABLE
DEVELOPMENT
GOALS End hunger, achieve food
security and improved
nutrition and promote
Ensure healthy lives and
promote well-being for all
at all ages.
Ensure availability and
sustainable management
of water and sanitation for
Promote sustained,
inclusive and sustainable
economic growth, full and
Ensure sustainable
consumption and
production patterns.
Take urgent action to
combat climate change and
its impacts.
sustainable agriculture. all. productive employment
and decent work for all
As we work together to make snacking right, we MONDELĒZ • Ingredients • Mindful snacking • Environmental • Safety • Packaging • Ingredients
directly support several of the United Nations INTERNATIONAL • Community • Community • Ingredients • Environmental • Environmental
• Social • ESG reporting
Sustainable Development Goals (SDGs). PROGRAM
ALIGNMENT
To live up to our purpose to empower people to snack right and
deliver on our sustainability strategy, goals and long-term
ambitions, we focus where we believe we can make a bigger Additional Tier: We seek to positively impact all other SDGs
difference and deliver greater long-term positive impact.
Through signature programs and close collaboration inside and
outside Mondelēz International, we are focusing on more
sustainable snacking – more sustainable sourcing of key
ingredients, lowering climate impact, respecting human rights, and
reducing packaging waste. We are building our pool of deep and
diverse talent, making strong progress in our global DE&I ambitions
for our colleagues, culture, and communities. We are evolving our MONDELĒZ • Ingredients (Cocoa Life) • Ingredients (Cocoa Life) • Ingredients • Environmental • Environmental • Social
portfolio to meet a range of consumer nutrition and well-being INTERNATIONAL • Community • Diversity and Inclusion
choices, while promoting mindful portions and active lifestyles. We PROGRAM
are also supporting social sustainability and human rights. ALIGNMENT

In so doing, we directly impact a number of SDGs. The infographic

highlights the SDGs that we are most closely aligned with – the
ones where we believe we can have the biggest impact. It also
shows how our programs contribute to the other SDGs, reflecting
our aim to positively impact all 17.

MONDELĒZ • Community • Ingredients • Social • Ingredients • All

INTERNATIONAL • Packaging
PROGRAM
ALIGNMENT

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 75

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT

CLOSING Amid increasing macroeconomic and In addition to our commitment to keep increasing our positive
impact, we also aim to keep enhancing our reporting to build
geopolitical uncertainty, it remains crucial for trust with and ensure accountability to our stakeholders.

LETTER
our team at Mondelēz International to ensure Receiving validation from SBTi for our net-zero carbon emissions
our execution aligns with our continued mission roadmap and reduction plan is an important example of this
to lead the future of snacking. commitment in action.
We are committed to not only remaining focused on making
progress set by our purpose but also to encouraging everyone to
Events in recent years—from the COVID-19 pandemic, war in join us in this snacking made right journey.
Ukraine and conflict in the Middle East to an increase in natural
disasters, a polarizing political climate, and rising inflation—have
highlighted our increasingly complex and uncertain world. Amid Laura Stein
this backdrop, our ESG priorities are based on a strategically
focused long-term approach, our Snacking Made Right framework, EVP, Corporate & Legal Affairs
and designed to deliver on our mission: to lead the future of General Counsel and Corporate Secretary,
snacking by offering the right snack, for the right moment, made Mondelēz International
the right way.
Our approach to Snacking Made Right, alongside our long-term
growth strategy – represented by the four pillars of growth,
execution, culture and sustainability – helps us drive innovative,
sustainable business growth. In other words, our vision to lead the
future of sustainable snacking and to have a lasting impact on people
and communities is closely aligned with our corporate priorities.
Throughout this report, we have aimed to shed a light on some of
the most important actions we have taken—from combating
climate change through science-based targets and our signature
Laura Stein Cocoa Life sourcing program to the advances we are making in
encouraging our consumers to snack more mindfully, championing
EVP, Corporate & Legal Affairs
DE&I and prioritizing collaboration to deliver progress against our
General Counsel and Corporate Secretary,
long-term goals.
Mondelēz International
Importantly, our comprehensive governance structure provides
strong oversight of our sustainability efforts. To keep us on track,
our Board of Directors and key Board committees provide robust
“Our approach to Snacking Made Right, alongside our long-term risk oversight of our enterprise ESG strategy and the action plans,
strategy – represented by the four pillars of growth, execution, programs and roadmaps to help deliver progress across our
culture and sustainability – helps us drive innovative, sustainable environmental and social areas of focus.
shareholder value. In other words, our vision to lead the future of
sustainable snacking and to have a lasting impact on people and
communities is closely aligned with our corporate priorities.”

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 76

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Overview About Our ESG Goals Endnotes Index Forward Looking Statements

ABOUT
We hope you enjoyed the Snacking Made Right ABOUT OUR ESG GOALS
Report. We aimed to show how we bake more Information about our ESG goals, unless otherwise stated, (i) covers
sustainable growth into our business, and how the annual reporting period from January 1 to December 31 of the
we continue to improve on the recipe to make it stated year, (ii) includes manufacturing facilities under our direct

THIS
and indirect control, (iii) excludes acquisitions since 2018, (iv)
better and better. excludes Venezuela, and (v) excludes developed-market gum
brands, which were divested as of October 1, 2023, in the United
ABOUT THIS REPORT States, Canada and Europe. Where quantitative goals are linked to
This annual Snacking Made Right Report is part of our wider goal to revenue, information is for Mondelēz International revenue

REPORT
provide transparent and measurable information for our (excluding acquisitions since 2018 unless stated otherwise) except
stakeholders on our goals, policies, initiatives, and programs Venezuela, for which results are excluded from our consolidated
through ESG reporting. To ensure we keep enhancing our reporting financial statements. Where quantitative goals are linked to
to meet evolving requirements around the world, in 2022 we operations, information is for operations under the control of our
enhanced our internal procedures and controls on ESG Reporting integrated supply chain function (excluding acquisitions since 2018
Standards. This process provides enhanced clarity for our reporting unless stated otherwise); unless stated otherwise, data for external
as we continue to focus on keeping our stakeholders informed of manufacturing includes estimates. Due to rounding, numbers
our ongoing journey to make snacking right. presented in this report may not add up precisely to the totals
provided and percentages may not reflect the absolute figures.
Website references throughout this document are provided for Although the numbers presented in this report for this year’s
convenience only. performance are rounded, some of the prior years’ numbers were
We assume no liability for any third-party content contained on the not rounded. Estimation is used in the reporting of some ESG data
referenced websites. points, e.g., external manufacturing. The development of ESG
reporting requires the use of estimates, judgments and
assumptions that may affect the reported figures at the date of
publication during the reporting period. Historical, current and
forward-looking sustainability related information and statements
may be based on standards for measuring progress that are still
developing, internal controls and processes that continue to evolve,
and assumptions that are subject to change in the future. The
Company’s goals are aspirational in nature. We caution you that
this information is approximate, that these statements and
information are not guarantees of future performance, nor
promises that our goals will be met, and are subject to numerous
and evolving risks and uncertainties that we may not be able to
predict or assess. In some cases, we may determine to adjust our
commitments or goals or establish new ones to reflect changes in
our business, operations or plans.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 77

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Overview About Our ESG Goals Endnotes Index Forward Looking Statements

ABOUT OUR ESG GOALS

OUR AIM Endnotes
Up to 100% of our net revenue through Mindful Portion Snacks, those in either individually wrapped (1) This goal and reported information for the period from January 1, 2023 to December 31, 2023 measures the percentage of net revenue that comes
mindful portion serving sizes or with mindful portion labeling (1) from products that are either individually wrapped mindful portion units (≤200 calories) or have a mindful portion label/information per stock
Snacking More Mindfully keeping unit, and includes any products with verified product specifications within biscuits and baked snacks, chocolate, and candy categories, and
does not include Halls products, semi-final products not sold to consumers, bulk products for wholesale, beverages, meals, gums, seasonal or
festive products, licensing/royalty revenue, private label products and products with small printable areas.

Sustainable Ingredients 100% cocoa volume for chocolate brands sourced through Cocoa Life by 2025 (2) (2) Goal and reported information for cocoa volume sourced is based on a mass balance approach, which means that the equivalent volume of cocoa
needed for the products sold under our chocolate brands is sourced from the Cocoa Life program. Reported information for the period from
Snacking January 1, 2023 to December 31, 2023 includes volumes from cocoa producing countries Brazil, Côte d’Ivoire, Dominican Republic, Ecuador, Ghana,
Indonesia, India, and Nigeria unless otherwise stated (which differs from prior years). Excludes markets where Mondelēz International does not sell
chocolate brands. Reported information based on latest estimate; independent, third-party verification in-progress. Any updates, if needed, will be
included in the ESG Datasheet.

Maintain 100% palm oil volume Roundtable on Sustainable Palm Oil (RSPO) certified (3) (3) Excludes palm oil procured by third-party external manufacturers & co-packers for use in manufacturing Mondelēz International finished goods.

100% cage free eggs globally by 2025 (excluding Russia, Ukraine & Vietnam) (4) (37) (4) Goal and reported information excludes Russia, Ukraine and Vietnam. Russia and Ukraine to be determined, Vietnam by 2030. Cage-free egg goals
exclude eggs procured by third-party external manufacturers; co-packers for use in manufacturing Mondelēz International finished goods. The
term “egg(s)” means egg(s) produced by hens (female chickens).

(37) This goal has been updated; for more details see the Dairy section.
Dairy supply sourced from suppliers with formal animal welfare standards (5) (5) Excludes materials procured by third-party external manufacturers & co-packers for use in manufacturing Mondelēz International finished goods.
100% wheat volume needed for Europe business biscuits production grown under the Harmony charter by (6) Goal and reported information for wheat volume sourced under Harmony is partially based on a mass balance approach, which means that, for a
2022 (6) portion of our wheat flour volume needed to produce products under our biscuit brands in Europe, the equivalent volume of wheat needed for
that portion is grown under the Harmony program.

Environment 35% end-to-end CO2e emissions reduction by 2030 (vs. 2018) (7) (38) (7) Reported information following Science Based Targets initiative (SBTi) guidelines for near-term 2030 target excludes Capital Goods, Upstream
Transportation and Distribution of Raw Materials, Business Travel Accommodation, Employee Commuting, Downstream Transportation at
Customer, Consumer Use of Sold Products and End of Life Treatment. The long-term 2050 target excludes these same categories, except for Capital
Goods, Upstream Transportation and Distribution of Raw Materials and Employee Commuting. The footprint includes all acquisitions and
divestitures to date except for Chipita and Ricolino (subject to future data integration).

In the reporting year 2023, our annual GHG emissions were accounted following the GHG Protocol Corporate Standards and using the operational
control approach. We have recalculated our base year 2018 and most recent years 2022 and 2023 inventory following the GHG Protocol Corporate
Standards. For more details, please see the Carbon Accounting Manual. Reported information based on latest estimate; independent, third-party
verification in-progress. Any updates, if needed, will be included in the ESG Datasheet. Once completed, SGS verification can be found in our ESG
Reporting & Disclosure Reporting Archive.

(38) This goal has been updated; for more details see the Action Towards Net Zero section.

10% CO₂e emissions reductions across our manufacturing operations by 2025 (vs. 2018) (8) (8) Please see the Carbon Accounting Manual for conversion factors applied. Reported information excludes developed-market gum brands, which
were divested as of October 1, 2023 (which differs from previous years). We have recalculated our base year 2018 (where applicable) and most
recent years 2021, 2022 and 2023 for year-over-year comparison. Reported information based on latest estimate; independent, third-party
verification in-progress. Any updates, if needed, will be included in the ESG Datasheet. Once completed, SGS verification can be found in our ESG
Reporting & Disclosure Reporting Archive.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 78

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Overview About Our ESG Goals Endnotes Index Forward Looking Statements

OUR AIM Endnotes

(9)
Sustainable Environment 10% absolute water usage reduction in priority sites by 2025 (vs. 2018) (9) Priority sites are defined as sites that are located in a high or extremely high water risk zone defined as of 2021. This metric is measured in
accordance with our internal Water Supply Management Health Safety and Environment System for priority sites. Reported information excludes
Snacking developed-market gum brands, which were divested as of October 1, 2023 (which differs from previous years). We have recalculated our base year
2018 (where applicable) and most recent years 2021, 2022 and 2023 for year-over-year comparison. Reported information based on latest
estimate; independent, third-party verification in-progress. Any updates, if needed, will be included in the ESG Datasheet. Once completed, SGS
verification can be found in our ESG Reporting & Disclosure Reporting Archive.
15% food waste reduction in internal manufacturing sites by 2025 (vs. 2018) (10) (10) Reported information excludes developed-market gum brands, which were divested as of October 1, 2023 (which differs from previous years). We
have recalculated our base year 2018 (where applicable) and most recent years 2021, 2022 and 2023 for year-over-year comparison. Reported
information based on latest estimate; independent, third-party verification in-progress. Any updates, if needed, will be included in the ESG
Datasheet. Once completed, SGS verification can be found in our ESG Reporting & Disclosure Reporting Archive.
50% food waste reduction from distribution by 2025 (vs. 2018)
Packaging Approximately 98% or more of our packaging designed to be recyclable by 2025 (11) (39) (11) Reported information covers the period from November 1, 2022 through October 31, 2023.
(39) This goal has been updated; for more details see the Sustainable Packaging section.
5% reduction in virgin plastic by 2025 (vs. 2020) (11) (11) Reported information covers the period from November 1, 2022 through October 31, 2023.
25% reduction in rigid virgin plastic by 2025 (vs. 2020) (11) (11) Reported information covers the period from November 1, 2022 through October 31, 2023.
(11)
5% recycled plastic content by 2025 (11) Reported information covers the period from November 1, 2022 through October 31, 2023.
Colleague & Social 100% manufacturing sites completed SMETA audit within the past 3 years (12) (12) Excludes closed manufacturing sites. Reported information includes our manufacturing sites for developed market gum brands that were divested
as of October 1, 2023.
Community
100% prioritized supplier sites completed SMETA audit in past 3 years (13) (13) Prioritized supplier sites are defined as Tier-1 Direct material supplier sites, and excludes suppliers that are not registered on Sedex, have not yet
received a risk score or received a risk score other than High Risk, or have not yet made audit results available to Mondelēz International.
Registration and Mondelēz International visibility to applicable supplier sites on Sedex is the responsibility of and provided by suppliers.
Child Labor Monitoring & Remediation Systems (CLMRS) cover 100% Cocoa Life communities in West Africa (14) Reported information for the period from January 1, 2023 to December 31, 2023 includes a Cocoa Life community in Ghana, Côte d'Ivoire, or
by 2025 (14) Nigeria as covered by CLMRS if one or more household(s) in the community were visited and interviewed to identify children, if any, in or at risk of
child labor, at least once over the last 2 years (January 1, 2022 through December 31, 2023), even if any appropriate remediation and post-
remediation follow-up has not yet occurred. CLMRS data is collected and provided to MDLZ by third parties. An independent, third-party assurance
process is underway, and any subsequent findings may result in changes to reported information if the underlying criteria, estimates, or available
evidence change, as we continue to enhance our processes. Any updates, if needed, will be included in the ESG Datasheet.

DE&I Double U.S. Black representation in management by 2024 (2020 base of 3.2%) (15) (15) Management is defined as Director and above. Reported information against our Black management representation goal in the U.S. includes
acquisitions/ventures in the U.S., which were announced in 2021 or earlier, and is based on self-identification by employees for diversity and
inclusion metrics. The Company’s representation goals are aspirational in nature; Mondelēz International will continue to hire and promote the
best qualified candidates through employment practices that are consistent with applicable laws. Reported information for 2023 excludes
employees from the total population who did not self-identify (which were included in prior years and would result in a difference of 0.1pp in the
2020 base).
Double representation of women in executive leadership (defined as Mondelēz Leadership Team +1) roles (16) Reported information includes acquisitions/ventures globally, which were announced in 2021 or earlier, and is based on self-identification by
by 2024 (2018 base of 18%) (16) employees for diversity and inclusion metrics. The Company’s representation goals are aspirational in nature; Mondelēz International will continue
to hire and promote the best qualified candidates through employment practices that are consistent with applicable laws. Reported information
for 2023 excludes employees from the total population who did not self-identify (which were included in prior year). Mondelēz Leadership Team
+1 comprises of CEO, Executive Positions directly reporting to the CEO, and positions reporting to these Executives.
Spend $1 billion with minority and women owned businesses by 2024 (17) (17) Reported information from January 1, 2023 to December 31, 2023 includes the following acquisitions: Chipita, Enjoy Life Foods, Give & Go, Perfect
Foods, Tates, and EPTA America-7 Days. Also includes Clif (which was not included in prior years). Reported information includes businesses that
are majority owned and controlled by women, racial/ethnic minorities, LGBTQ+ individuals, individuals with disabilities, and veterans.

Workplace Severity and Total Accident Rate (TAR): Continued focus to reduce Severity 1 safety incidents to zero
Safety

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 79

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Overview About Our ESG Goals Endnotes Index Forward Looking Statements

ENDNOTES
(1) This goal and reported information for the period from January 1, 2023 to December 31, 2023 measures the percentage of net (10) Reported information excludes developed-market gum brands, which were divested as of October 1, 2023 (which differs from
revenue that comes from products that are either individually wrapped mindful portion units (≤200 calories) or have a mindful previous years). We have recalculated our base year 2018 (where applicable) and most recent years 2021, 2022 and 2023 for
portion label/information per stock keeping unit, and includes any products with verified product specifications within biscuits year-over-year comparison. Reported information based on latest estimate; independent, third-party verification in-progress.
and baked snacks, chocolate, and candy categories, and does not include Halls products, semi-final products not sold to Any updates, if needed, will be included in the ESG Datasheet. Once completed, SGS verification can be found in our ESG
consumers, bulk products for wholesale, beverages, meals, gums, seasonal or festive products, licensing/royalty revenue, private Reporting & Disclosure Reporting Archive.
label products and products with small printable areas.
(11) Reported information covers the period from November 1, 2022 through October 31, 2023.
(2) Goal and reported information for cocoa volume sourced is based on a mass balance approach, which means that the equivalent (12) Excludes closed manufacturing sites. Reported information includes our manufacturing sites for developed market gum brands
volume of cocoa needed for the products sold under our chocolate brands is sourced from the Cocoa Life program. Reported that were divested as of October 1, 2023.
information for the period from January 1, 2023 to December 31, 2023 includes volumes from cocoa producing countries Brazil,
Côte d’Ivoire, Dominican Republic, Ecuador, Ghana, Indonesia, India, and Nigeria unless otherwise stated (which differs from (13) Prioritized supplier sites are defined as Tier-1 Direct material supplier sites, and excludes suppliers that are not registered on
prior years). Excludes markets where Mondelēz International does not sell chocolate brands. Reported information based on Sedex, have not yet received a risk score or received a risk score other than High Risk, or have not yet made audit results
latest estimate; independent, third-party verification in-progress. Any updates, if needed, will be included in the ESG Datasheet. available to Mondelēz International. Registration and Mondelēz International visibility to applicable supplier sites on Sedex is the
responsibility of and provided by suppliers.
(3) Excludes palm oil procured by third-party external manufacturers & co-packers for use in manufacturing Mondelēz International
finished goods. (14) Reported information for the period from January 1, 2023 to December 31, 2023 includes a Cocoa Life community in Ghana, Côte
d'Ivoire, or Nigeria as covered by CLMRS if one or more household(s) in the community were visited and interviewed to identify
(4) Goal and reported information excludes Russia, Ukraine and Vietnam. Russia and Ukraine to be determined, Vietnam by 2030. children, if any, in or at risk of child labor, at least once over the last 2 years (January 1, 2022 through December 31, 2023), even if
Cage-free egg goals exclude eggs procured by third-party external manufacturers; co-packers for use in manufacturing Mondelēz any appropriate remediation and post-remediation follow-up has not yet occurred. CLMRS data is collected and provided to
International finished goods. The term “egg(s)” means egg(s) produced by hens (female chickens). MDLZ by third parties. An independent, third-party assurance process is underway, and any subsequent findings may result in
(5) Excludes materials procured by third-party external manufacturers & co-packers for use in manufacturing Mondelēz International changes to reported information if the underlying criteria, estimates, or available evidence change, as we continue to enhance
finished goods. our processes. Any updates, if needed, will be included in the ESG Datasheet.
(6) Goal and reported information for wheat volume sourced under Harmony is partially based on a mass balance approach, which (15) Management is defined as Director and above. Reported information against our Black management representation goal in the
means that, for a portion of our wheat flour volume needed to produce products under our biscuit brands in Europe, the U.S. includes acquisitions/ventures in the U.S., which were announced in 2021 or earlier, and is based on self-identification by
equivalent volume of wheat needed for that portion is grown under the Harmony program. employees for diversity and inclusion metrics. The Company’s representation goals are aspirational in nature; Mondelēz
International will continue to hire and promote the best qualified candidates through employment practices that are consistent
(7) Reported information following Science Based Targets initiative (SBTi) guidelines for near-term 2030 target excludes Capital with applicable laws. Reported information for 2023 excludes employees from the total population who did not self-identify
Goods, Upstream Transportation and Distribution of Raw Materials, Business Travel Accommodation, Employee Commuting, (which were included in prior years and would result in a difference of 0.1pp in the 2020 base).
Downstream Transportation at Customer, Consumer Use of Sold Products and End of Life Treatment. The long-term 2050 target
excludes these same categories, except for Capital Goods, Upstream Transportation and Distribution of Raw Materials and (16) Reported information includes acquisitions/ventures globally, which were announced in 2021 or earlier, and is based on self-
Employee Commuting. The footprint includes all acquisitions and divestitures to date except for Chipita and Ricolino (subject to identification by employees for diversity and inclusion metrics. The Company’s representation goals are aspirational in nature;
future data integration). Mondelēz International will continue to hire and promote the best qualified candidates through employment practices that are
consistent with applicable laws. Reported information for 2023 excludes employees from the total population who did not self-
In the reporting year 2023, our annual GHG emissions were accounted following the GHG Protocol Corporate Standards and using identify (which were included in prior year). Mondelēz Leadership Team +1 comprises of CEO, Executive Positions directly
the operational control approach. We have recalculated our base year 2018 and most recent years 2022 and 2023 inventory reporting to the CEO, and positions reporting to these Executives.
following the GHG Protocol Corporate Standards. For more details, please see the Carbon Accounting Manual. Reported (17) Reported information from January 1, 2023 to December 31, 2023 includes the following acquisitions: Chipita, Enjoy Life Foods,
information based on latest estimate; independent, third-party verification in-progress. Any updates, if needed, will be included Give & Go, Perfect Foods, Tates, and EPTA America-7 Days. Also includes Clif (which was not included in prior years). Reported
in the ESG Datasheet. Once completed, SGS verification can be found in our ESG Reporting & Disclosure Reporting Archive. information includes businesses that are majority owned and controlled by women, racial/ethnic minorities, LGBTQ+ individuals,
(8) Please see the Carbon Accounting Manual for conversion factors applied. Reported information excludes developed-market gum individuals with disabilities, and veterans.
brands, which were divested as of October 1, 2023 (which differs from previous years). We have recalculated our base year 2018 (18) Reported information includes wholly owned and majority owned subsidiaries, except our Venezuelan subsidiaries that were
(where applicable) and most recent years 2021, 2022 and 2023 for year-over-year comparison. Reported information based on deconsolidated in 2015. Source: Euromonitor 2023.
latest estimate; independent, third-party verification in-progress. Any updates, if needed, will be included in the ESG Datasheet.
Once completed, SGS verification can be found in our ESG Reporting & Disclosure Reporting Archive. (19) Reported information includes any products with verified product specifications within biscuits and baked snacks category, and
does not include semi-final products not sold to consumers, bulk products for wholesale, licensing/royalty revenue and private
(9) Priority sites are defined as sites that are located in a high or extremely high water risk zone defined as of 2021. This metric is label products. 3g per 100g is a minimum recommended requirement as defined in Codex Alimentarius Guidelines for Use of
measured in accordance with our internal Water Supply Management Health Safety and Environment System for priority sites. Nutrition and Health Claims.
Reported information excludes developed-market gum brands, which were divested as of October 1, 2023 (which differs from
previous years). We have recalculated our base year 2018 (where applicable) and most recent years 2021, 2022 and 2023 for (20) Reported information includes any products with verified product specifications within biscuits and baked snacks category, and does
year-over-year comparison. Reported information based on latest estimate; independent, third-party verification in-progress. not include semi-final products not sold to consumers, bulk products for wholesale, licensing/royalty revenue and private label
Any updates, if needed, will be included in the ESG Datasheet. Once completed, SGS verification can be found in our ESG products. Serving definition aligned to the Whole Grains Council where 1 serving of whole grain equals 16 grams of whole grain.
Reporting & Disclosure Reporting Archive.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 80

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Overview About Our ESG Goals Endnotes Index Forward Looking Statements

(21) Our new near-term goal aligns with the latest standards and guidelines including the SBTi Net-Zero Standard and the SBTi FLAG (40) Carbon neutrality is 3rd party verified and includes carbon offsets. Carbon offsets are excluded from the corporate end to end
(Forest, Land and Agriculture) Guidance by setting near-term targets in line with limiting warming to 1.5°C. CO2e footprint inline with the Greenhouse Gas Protocol Standard.
(22) Reported information excludes developed-market gum brands, which were divested as of October 1, 2023 (which differs from (41) Reported information for the period from January 1, 2023 to December 31, 2023 covers Brazil, Cameroon, Côte d’Ivoire,
previous years). We have recalculated our base year 2018 (where applicable) and most recent years 2021, 2022 and 2023 for Dominican Republic, Ecuador, Ghana, Indonesia, India, and Nigeria unless otherwise stated (which differs from prior years).
year-over-year comparison. Reported information based on latest estimate; independent, third-party verification in-progress. Reported information based on latest estimate; independent, third-party verification in-progress. Any updates, if needed, will be
Any updates, if needed, will be included in the ESG Datasheet. Once completed, SGS verification can be found in our ESG included in the ESG Datasheet.
Reporting & Disclosure Reporting Archive.
(23) Reported information covers the period from November 1, 2022 through October 31, 2023 and is based on the number of paper
mills and convertors site that are third-party certified. Excludes external manufacturing.
(24) Reported information for the period from January 1, 2023 to December 31, 2023 covers Brazil, Cameroon, Côte d’Ivoire,
Dominican Republic, Ecuador, Ghana, Indonesia, India, and Nigeria unless otherwise stated (which differs from prior years). This
data is provided by third parties. Reported information based on latest estimate; independent, third-party verification in-
progress. Any updates, if needed, will be included in the ESG Datasheet.
(25) Reported information for the period from January 1, 2023 to December 31, 2023 covers Brazil, Cameroon, Côte d’Ivoire,
Dominican Republic, Ecuador, Ghana, Indonesia, India, and Nigeria unless otherwise stated (which differs from prior years).
(26) Reported information for the period from January 1, 2023 to December 31, 2023 for West Africa includes Côte d’Ivoire, Nigeria
and Ghana.
(27) Regenerative Agriculture is a holistic approach to farming which aims to produce high-quality crops while also restoring the
natural rhythm of our surrounding ecosystem.
(28) Source: Food and Agriculture Organization of the United Nations, Why bees matter, May 2018.
(29) Four out of the eleven Director nominees for the 2024 Annual Meeting of Shareholders are women (See Notice of 2024 Annual
Meeting of Shareholders and Annual Proxy Statement).
(30) Reported information includes acquisitions/ventures globally announced in 2021 or earlier and is based on self-identification by
employees for diversity and inclusion metrics.
(31) Reported information in the U.S. includes acquisitions/ventures in the U.S., which were announced in 2021 or earlier, and is
based on self-identification by employees for diversity and inclusion metrics.
(32) Reported information for early career programs in the U.S. includes acquisitions/ventures in the U.S. announced in 2021 or
earlier.
(33) Reported information for U.S. Hispanic and U.S. Asian management representation includes acquisitions/ventures in the U.S.,
which were announced in 2021 or earlier and is based on self-identification by employees for diversity and inclusion metrics. The
Company’s representation goals are aspirational in nature; Mondelēz International will continue to hire and promote the best
qualified candidates through employment practices that are consistent with applicable laws.
(34) Reported information for Brazil Black management representation includes acquisitions/ventures, which were announced in
2021 or earlier and is based on self-identification by employees for diversity and inclusion metrics. The Company’s representation
goals are aspirational in nature; Mondelēz International will continue to hire and promote the best qualified candidates through
employment practices that are consistent with applicable laws.
(35) Total Recordable Accidents include first aid cases.
(36) This chart reflects the slate of eleven Director nominees for the 2024 Annual Meeting of Shareholders (See Notice of 2024 Annual
Meeting of Shareholders and Annual Proxy Statement).
(37) This goal has been updated; for more details see the Dairy section.
(38) This goal has been updated; for more details see the Action Towards Net Zero section.
(39) This goal has been updated; for more details see the Sustainable Packaging section.

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 81

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Overview About Our ESG Goals Endnotes Index Forward Looking Statements

INDEX
A Circularity 34, 64 E G Innovation 3, 4, 14, 15, 17, 19, 21,
34, 38, 40, 44, 51, 62, 64
Advertising 18 Clif, Clif 4, 5, 16, 24, 50, 66 Economic Inclusion 56, 62 Gender Equity, Gender 10, 40, 60, 61,
Climate Change 7, 8, 20, 21, 29, 31, 44, Equality 66, 70 Integrity 6, 19, 31, 70, 74
Agroforestry 21, 24, 44 Ecuador 38
48, 64, 75, 76 Italy 47, 48, 61
Animal Welfare 51 Education 8, 15, 29, 31, 37, 38, 40, Ghana 21, 24, 31, 38, 40, 43, 44
Climate Risks 21, 70 43, 50, 55, 70 Global Food Safety 3, 19
Annual Report 21, 70
Cocoa 3, 4, 8, 9, 10, 11, 12, 21, Initiative (GFSI)
24, 31, 36, 37-46, 55, 66,
Eggs, Cage-Free Eggs 11, 52 L
70, 75, 76 Electric Transportation 28 Gluten-Free 14, 17
Lacta 5, 37, 44
B Cocoa Life 3, 4, 8, 9, 10, 11, 12, 21, Electricity 3, 12, 20, 24, 27 Governance 3, 21, 29, 30, 31, 44, 53,
69, 70, 76 Leadership 4, 8, 10, 11, 20, 21, 31,
Bahrain 24, 31, 36, 37, 38, 70, Emissions 3, 4, 11, 12, 20, 21, 23, 34, 37, 40, 56, 58, 59,
Baked Snacks 4, 5, 16 75, 76 24, 27, 28, 34, 37, 44, Greenhouse Gas (GHG) 3, 4, 11, 12, 20, 21, 23, 60, 61, 68, 70
47, 50, 51, 56 24, 27, 28, 34, 37, 44,
belVita 4, 14, 16 Cocoa Volume 10, 11, 21, 24, 36, 37, 40 47, 48, 50, 51, 56 Learning 8, 27, 31, 36, 38, 40, 56,
Biodiversity 21, 24, 36, 44, 47, 48, 66 Code of Conduct 31, 56, 70, 74 Emissions Reduction 3, 10, 11, 12, 20, 21, 23, 58, 74
24, 27, 76 Grievance, Grievance 31, 53, 70
Biscuit 4, 5, 11, 12, 14, 16, 24, Community Impact 66 Mechanism Living Income 37, 40
27, 28, 36, 47, 48, 65 Employee Engagement 3, 59 Living Wage 21, 31
Compliance 18, 29, 31, 38, 44, 53, Growth Culture 3, 4, 8, 57, 58, 59, 70
Board Of Directors 8, 31, 38, 59, 70, 74, 76 56, 61, 68, 70, 74 Employee Resource 59, 61 Logistics 24, 28, 56
Groups
Brazil 14, 16, 28, 29, 30, 44, Compost, Compostable 30, 64 LU 5, 24
51, 59, 60, 63, 66 Consumer 4, 6, 8, 9, 13, 14, 15, 16,
Energy Efficiency 24, 27
H
17, 18, 34, 48, 50, 51, Energy Management 27
Harmony Charter 3, 11, 12, 47, 48
56, 59, 62, 66, 75, 76 System
M
C Consumer Goods 4, 8, 19, 20, 21, 24, 31, Enterprise Risk 9, 21, 70 Hazelnuts 31, 55
Malaysia 14, 27, 53, 63, 66
Forum (CGF) 34, 53 Management (ERM) Health 14, 16, 17, 18, 63, 65, 75
Cadbury 4, 5, 24, 34, 37, 44, 51, Materiality 8, 9
59 Environment, 3, 4, 6, 7, 8, 9, 10, 11, 12, Health, Safety and 8, 63, 68
Cameroon 38 Côte d'Ivoire 21, 31, 38, 43, 44 Environmental (HSE) Mexico 59
Environmental 13, 21, 23, 29, 31, 34,
Carbon Emissions 3, 4, 11, 12, 20, 21, 23, Culture 6, 58, 66 37-46, 47, 48, 50, 51, 53, Milka 4, 5, 24, 37, 51
Human Rights 7, 8, 9, 20, 21, 31, 36, 37,
34, 37, 44, 47, 50, 51 55, 56, 62, 64, 65, 66, 38, 43, 53, 59, 70, 75
70, 75, 76, Mindful Portion 4, 10, 11, 13, 14, 15
Carbon Footprint 21, 23, 24, 36, 51
Carbon Intensity 24, 27 D ESG Priorities 7, 10, 69, 70, 76
Human Rights Due
Diligence (HRDD)
31 Mindful Snacking 4, 7, 9, 13, 14, 66
Dairy 21, 23, 24, 31, 36, 51 Morocco 14, 16, 27, 65
Careers 58, 60, 61, 66 Humanitarian Support 65
Dairy Milk 24, 34, 37, 51
Chief Impact & 8, 12, 31, 38, 44, 70
F
Sustainability Officer Deforestation 3, 8, 10, 11, 12, 21, 23, N
(CISO) 24, 36, 37, 38, 44, 53 Factory 27, 29, 31, 47, 70 I Net Zero 4, 8, 12, 21, 23, 24, 28,
Child Labor, Child Labor 8, 10, 12, 31, 36, 37, 43, Distribution 3, 11, 12, 21, 28, 30, 44 Fiber 14, 16, 17, 18 Impact Investment 64 44, 48, 76
Monitoring And 55, 70 Diversity, Equity & 3, 8, 10, 11, 18, 57, 59, Food Safety 3, 8, 19, 31, 52
Remediation Systems India 14, 16, 27, 28, 30, 34, Nigeria 38, 43, 44
Inclusion (DE&I) 60, 61, 62, 70, 75, 76 Food Security 21, 48, 75 44, 61, 66
(CLMRS) Nutrients 16, 18, 50
Dominican Republic 38 Food Waste 3, 10, 11, 12, 30, 52, 64 Indonesia 38, 40, 44, 53, 66
Chocolate 4, 5, 10, 14, 16, 17, 21, Nutrition 14, 15, 16, 18, 63, 75
24, 28, 34, 37, 55 Donations 50, 65, 66 Front-of-Pack (FoP), 18 Ingredients, 3, 4, 5, 7, 9, 10, 11, 16,
Labeling Nutrition Labeling 18
Sustainable Ingredients 17, 19, 21, 24, 31, 36,
Circular Economy 27, 34, 66
Fuel 23, 27, 24 38, 51, 56, 62, 66, 70, 75

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 82

STRATEGY & PERFORMANCE MINDFUL SNACKING SUSTAINABLE SNACKING COLLEAGUE & COMMUNITY GOVERNANCE ABOUT THIS REPORT
Overview About Our ESG Goals Endnotes Index Forward Looking Statements

O S U
Oreo 5, 14, 16, 17 Saturated Fat 14, 16, 18 Ukraine 11, 52, 65, 76
Saudi Arabia 14, 16, 61 United Arab Emirates 14, 16, 61
SBTi, Science Based 3, 11, 12, 21, 23, 24, 56, (UAE)
P Targets 76 United Nations Guiding 31, 70
Packaging Waste 34, 75 Scope, Scopes 1,2 & 3 12, 21, 23, 24, 27, 31, Principles (UNGP)
Palm Oil 3, 7, 9, 11, 21, 23, 24, 31, 53, 56, 76 UN Sustainable 29, 75
36, 53 SMETA, Sedex 11, 31, 70 Development Goals
(SDGs)
Parental Leave 63 Snacking 4, 5, 6, 7, 13, 15, 31, 36,
Pay Equity 8, 60, 70 56, 62, 64, 70, 75, 76
Performance
Management
58 Social Sustainability 9, 20, 21, 31, 36, 70, 75
V
Sodium 14, 16
Value Chain 3, 4, 7, 10, 20, 21, 23, 24,
Philadelphia 30, 51 Soil Health 47, 50 31, 34, 48, 51, 53, 70
Plastic Packaging 20, 34 Solar Panel 27, 28 Vietnam 11, 27, 52, 66
Plastic Pollution 34 Sourcing, Sustainable 4, 10, 36, 55, 56, 75 Vision 7, 10, 34, 38, 40, 43, 52,
Plastic Waste 3, 8, 34, 64 Sourcing 59, 61, 76
Policy 8, 14, 18, 31, 34, 43, 51, Succession Planning 58 Volunteering 3, 8, 17, 65, 66
53, 56, 70 Sugar 14, 16, 17, 18, 24, 31
Portfolio 4, 5, 9, 13, 14, 16, 17, 24, Supplier Diversity 10, 56, 60, 62
34, 47, 64, 75
Supply Chain 7, 9, 21, 23,24, 27, 29, W
Protein 5, 17, 18 31, 34, 38, 40, 43, 44, Waste 3, 8, 10, 11, 30, 34, 64,
51, 53, 56, 62, 66, 70 75
Supply Chain 38, 70 Waste Reduction 10, 11, 30, 64
Q Transparency
Water 8, 9, 10, 11, 20, 21, 28,
Quality 4, 16, 19, 21, 34, 47, 48, Sustainable Agriculture 9, 38, 50, 51, 56, 75 29, 31, 47, 48, 53, 66, 75
56, 70 Sustainable Packaging 21, 23, 24, 34 Water Risks 29
Sustainable Palm Oil 3, 11, 21, 53 Water Usage 10, 11, 29
R Sustainable Wheat 24, 47, 48 Watershed 29
Racial Equity, Racial 3, 10, 57, 59, 60, 66, 70 Well-Being 4, 6, 7, 9, 13, 16, 40, 57,
Equality 63, 66
T West Africa 10, 11, 31, 36, 37, 43, 44
Recyclable, Recycling 3, 10, 11, 20, 24, 29, 34,
64, 66 Tang 16 Wheat 3, 7, 9, 11, 12, 17, 21, 24,
Task Force On Climate- 4, 21, 70 36, 47, 48, 50, 56, 70
Regenerative 9, 23, 24, 38, 47, 48, 50,
Agriculture 51, 56, 75 Related Financial Whole Grain 14, 16, 17, 50
Disclosures (TCFD)
Regulation 9, 14, 16, 18, 21, 24, 29, Women’s 40, 43, 61
34, 36, 53, 68, 70, 74 Toblerone 4, 5, 37 Empowerment
World Cocoa 4, 8, 12, 31, 37, 44
Renewable Electricity 24, 27 Transportation 24, 28, 31 Foundation (WCF)
Renewable Energy 4, 11, 23, 24, 27, 28 Travel Distance 24, 28 Workforce 3, 9, 57, 58, 59, 60, 61,
Triscuit 14, 16, 17, 24, 50 63
Responsible Marketing 13, 14, 18
Responsible Sourcing 21, 70 Turkey 14, 55 Workplace Safety 8, 11, 68, 70
Russia 11, 52

MONDELĒZ INTERNATIONAL Snacking Made Right 2023 ESG Report 83

FORWARD-LOOKiNG STATEMENTS
This report contains forward-looking statements. All statements other than statements of historical fact are “forward-looking statements”
for purposes of federal and state securities laws, including any statements of the plans, strategies and objectives of management; any
statements regarding our environmental, social and governance and sustainability strategies, goals, policies, initiatives and programs; any
statements concerning proposed new products, services or developments; any statements regarding future economic conditions or
performance; any statements of belief or expectation; and any statements of assumptions underlying any of the foregoing or other future
events. Forward-looking statements may include, among others, the words, and variations of words, “will,” “may,” “expect,” “would,” “could,”
“might,” “intend,” “plan,” “believe,” “likely,” “estimate,” “anticipate,” “objective,” “predict,” “project,” “drive,” “seek,” “aim,” “target,” “potential,”
“commitment,” “outlook,” “continue,” “strive,” “ambition” or any other similar words. Although we believe that the expectations reflected in
any of our forward-looking statements are reasonable, actual results or outcomes could differ materially from those projected or assumed
in any of our forward-looking statements. Our future financial condition and results of operations, as well as any forward-looking
statements, are subject to change and to inherent risks and uncertainties, many of which are beyond our control. Please also see our risk
factors, as they may be amended from time to time, set forth in our filings with the U.S. Securities and Exchange Commission (SEC),
including our most recently filed Annual Report on Form 10-K and subsequent Quarterly Reports on Form 10-Q. There may be other factors
not presently known to us or which we currently consider to be immaterial that could cause our actual results to differ materially from
those projected in any forward-looking statements we make. We disclaim and do not undertake any obligation to update or revise any
forward-looking statement in this report, except as required by applicable law or regulation. The information included in, and any issues
identified as material for purposes of, this report may not be considered material for SEC reporting purposes. In the context of this
disclosure, the term “material” is distinct from, and should not be confused with, such term as defined for SEC reporting purposes.

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