2022 ESG Report 
Together at the Table
Engaging our stakeholders to meet our global sustainability goals

FORWARD-LOOKING STATEMENTS
This report contains forward-looking statements as defined under U.S. federal securities 
laws, including, but not limited to, statements, estimates, and projections relating to 
our business and long-term strategy; our ESG strategy; our ambitions, goals, targets, 
and commitments; the sourcing of raw materials; our activities, efforts, initiatives, and 
programs, and our investments in such activities, efforts, initiatives, and programs; and 
projected or expected timing, results, achievement, and impacts. Forward-looking 
statements generally can be identified by words such as “aim,” “anticipate,” “believe,” 
“continue,” “could,” “estimate,” “expect,” “intend,” “may,” “plan,” “project,” “should,” 
“strive,” “target,” “will,” and variations of such words and similar future or conditional 
expressions. These statements are based on management’s beliefs, expectations, 
estimates, and projections at the time they are made and are not guarantees of future 
performance. Such statements are subject to a number of risks and uncertainties, many 
of which are difficult to predict and beyond our control, which could cause actual results 
to differ materially from those indicated in the forward-looking statements. Those factors 
include, but are not limited to, decreased agricultural productivity; increased consumer 
demand for food products or changes in consumer preferences; economic and political 
conditions in the United States and other places where we do business or source raw 
materials; climate change, legal or regulatory responses thereto, and our compliance 
with such laws; our dependence on technology and the reliability of such technology, 
including the pace of changes in technology and potential damage to or interruptions in 
technology; costs of resources and raw materials; adverse weather conditions and natural 
disasters; labor strikes; the ability to attract, hire and retain qualified personnel; and our 
future financial and operating performance within and relative to our industry, as well as 
the other risks found in this report and the risk factors set forth in Kraft Heinz’s filings with 
the U.S. Securities and Exchange Commission, including our most recently filed Annual 
Report on Form 10-K and subsequent reports on Forms 10-Q and 8-K. We disclaim and 
do not undertake any obligation to update, revise, or withdraw any forward-looking 
statement in this report, except as required by applicable law or regulation, and make no 
representation, express or implied, that the information is still accurate or complete.
2
Together at the Table: Kraft Heinz 2022 ESG Report                 
2
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

TABLE OF CONTENTS
About This Report ...................................................................................................................................................................... 4
A Letter from the CEO................................................................................................................................................................. 5

About The Kraft Heinz Company................................................................................................................................................ 6
                   
ESG Governance ........................................................................................................................................................................ 9
          ESG Materiality and Stakeholder Engagement ............................................................................................................... 11
          Ethics and Compliance .................................................................................................................................................... 13 
          ESG Strategy and Goals................................................................................................................................................... 15
Healthy Living and Community Support.................................................................................................................................. 18
          Diversity, Inclusion & Belonging...................................................................................................................................... 19
          Employee Health & Wellness........................................................................................................................................... 24
          Working to Alleviate Global Hunger................................................................................................................................ 27
          Supporting Communities in Need.................................................................................................................................. 31
          Product Health................................................................................................................................................................  33
          Infant Nutrition...............................................................................................................................................................  39
          Food Safety & Quality.....................................................................................................................................................  40
          Responsible Marketing.................................................................................................................................................... 41
          Transparency & Labeling.................................................................................................................................................  42
          Healthy Living Recipes....................................................................................................................................................  43
          A Track Record of Safety..................................................................................................................................................  44
Environmental Stewardship ...................................................................................................................................................  45
          Sustainability Goals in Manufacturing ..........................................................................................................................  46
          Water Use & Conservation .............................................................................................................................................. 47
          Energy Use & Conservation ............................................................................................................................................  50
          Renewable Electricity Sourcing ....................................................................................................................................... 51  
          Net Zero and Science Based Targets ..............................................................................................................................  52        
          Waste Reduction ............................................................................................................................................................  53
          Sustainable Packaging ...................................................................................................................................................  55
          Designing for Recyclability.............................................................................................................................................  57
Responsible Sourcing..............................................................................................................................................................  60
          Supplier Guiding Principles............................................................................................................................................. 61
          Human Rights.................................................................................................................................................................  62
          Sustainable Sourcing.......................................................................................................................................................63
          Animal Welfare...............................................................................................................................................................  65
          Sustainable Agriculture..................................................................................................................................................  69

ESG Metrics.............................................................................................................................................................................  73
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

ABOUT THIS REPORT
This 2022 Environmental Social Governance Report (“Report”) is the fourth Environmental Social Governance (ESG) 
report issued by The Kraft Heinz Company (“Kraft Heinz” or “the Company”). This Report reflects our commitment to 
transparency and provides details for our stakeholders on progress to date against our ESG goals and objectives, which 
are based on our most significant ESG issues. These issues were reviewed and updated based on our ESG Materiality 
assessment. 
This Report does not include details on our financial performance. Details on our financial performance can be found in our 
public filings with the U.S. Securities and Exchange Commission (“SEC”) and on our investor relations website. Materiality 
as used in this report, sometimes referenced as “ESG materiality,” and our ESG materiality review process, are intended 
to reflect priority ESG issues and do not have the same meaning as materiality under U.S. securities laws, in our filings with 
the SEC, or under similar laws in other jurisdictions. Issues deemed material for purposes of this Report and for purposes of 
determining our ESG strategies may not be considered material for other purposes, including our SEC or other reporting.
Unless otherwise noted, this Report covers initiatives and performance metrics associated with our global operations from 
January 1 through December 31, 2021. Kraft Heinz anticipates issuing an ESG Report annually. 
We have utilized the United Nations Sustainable Development Goals (SDGs) as a guiding framework in the development of 
our ESG initiatives. This Report also serves as our Communication on Progress as a signatory to the United Nations Global 
Compact and CEO Water Mandate. 
Kraft Heinz supports the SDGs, which represent a universal call to action to end poverty, protect the planet and ensure 
prosperity for all. As such, we considered the SDGs when developing Kraft Heinz’s global ESG strategy and goals. The 
global ESG strategy of Kraft Heinz supports all 17 SDGs in varying degrees. We have identified the main places in this 
Report to demonstrate the key ways our initiatives work towards the targets aligned with the SDGs. This is represented by 
the appropriate icons preceding those correlating sections throughout the report. 
This Report was prepared utilizing the Global Reporting Initiative (GRI) Sustainability Standard. We have also aligned this 
Report to the general principles of the Sustainability Accounting Standards Board (SASB) for food and beverage companies, 
as well as the Task Force on Climate-related Financial Disclosure (TCFD). Separate downloads of our ‘GRI’, ‘SASB’, and 
‘TCFD’ disclosures are available on our website. 
Kraft Heinz engaged with Bureau Veritas and SGS United Kingdom Ltd. to provide limited assurance in relation to specific 
2021 environmental data. Details on our assurance activities are available in the appendix of this Report and on our website. 
We welcome feedback on our ESG strategy and goals. To share questions or comments, please contact 
ESG@kraftheinz.com.
4
Together at the Table: Kraft Heinz 2022 ESG Report                 
4
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

A LETTER FROM THE CEO
Anyone who knows me well knows how passionate I am about good food and cooking. For me, both are all about 
relationships. Preparing a meal and creating special moments with those I cook for are among my favorite things.
That’s why, as the CEO and Board Chair for a global food company with a delicious heritage, the work I do is so 
personal. I’m incredibly proud that our employees work each day to bring special moments to life for people 
across the globe. We at Kraft Heinz help feed the world through products that line store shelves and make their 
way to countless kitchens and restaurants. It all comes Together at the Table. 
One of our Company Values is We do the right thing, and everything we do grows from there. But we can only 
drive progress and achieve our Environmental Social Governance goals by collaborating across our Company and 
with external stakeholders.
In fact, our 2022 ESG Report is a testament to the power of partnerships.
There is a saying that I love: “If you want to go fast, go alone. If you want to go far, go together.” The concept of 
partnership and teamwork is essential – especially when it comes to our ESG efforts.
Within this Report, we’re proud to share the progress we are making when it comes to achieving our strategic ESG 
priorities – thanks in large measure to the alliances we’ve built. It’s all about bringing these internal and external 
groups together at the Kraft Heinz table. That means our customers and suppliers, nonprofit partners, and 
importantly, our dedicated employees across the globe. 
That is what Together at the Table is all about. 
At Kraft Heinz, we take a cross-functional approach to ESG, integrating socially responsible and sustainable 
practices throughout our business and value chain as we work to deliver on our goals by the year 2025. For us, 
ESG is not a nice-to-do; it is important to how we operate as a company and to the success of our long-term 
business strategy. Our ESG goals and priorities fall under three broad Pillars: Healthy Living & Community 
Support, Environmental Stewardship, and Responsible Sourcing. We believe in focusing on high-priority issues 
in areas that matter most – and where we as a company can make the greatest impact. 
When it comes to ESG, we are on a long journey. While we celebrate the progress we are making toward our 
goals and Aspirations, we humbly acknowledge we have much work still to do. But despite these challenges, our 
teams have remained agile. They are working together to make real progress across our key metrics. And they are 
doing it all while prioritizing a more diverse and inclusive workplace.
This annual Report serves as our Communication on Progress as part of our commitments to the United Nations 
Global Compact and CEO Water Mandate. I encourage you to visit our ESG website, where you’ll find more 
about our ESG progress and highlights of our achievements, goals, and Aspirations.  
I invite ALL of you to join us –to come Together at the Table – as we continue this journey of transforming our 
world for the better. There is room for all of us!
Miguel Patricio
Chief Executive Officer and Chair of the Board of Directors
The Kraft Heinz Company
5
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

A GLOBAL FOODS POWERHOUSE
Formed in 2015 through the merger of Kraft Foods Group, Inc. and H.J. Heinz Holding Corporation, The Kraft Heinz Company is 
a globally trusted producer of high quality, great tasting and nutritious food and beverages. Kraft Heinz is co-headquartered 
in Chicago and Pittsburgh. At the end of the 2021 fiscal year, Kraft Heinz operated 79 manufacturing and processing facilities, 
approximately 5,550 ingredient and packaging suppliers, approximately 210 external manufacturers, and 
approximately 36,000 employees around the world.
$26B 
    in net sales (2021)
One of the largest food 
and beverage companies 
in the world
40+
countries with 
dedicated Kraft Heinz 
employees (2021) 
Unparalleled portfolio 
of iconic and new brands 
in retail and foodservice 
channels
~440M
meals donated to 
combat food insecurity 
globally with partners 
(2021)
Together at the Table: Kraft Heinz 2022 ESG Report                 
6
Information on this page (excluding meal donation numbers) is reflective of the 2021 fiscal year end.
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

OUR PURPOSE, VISION, & VALUES 
To sustainably 
grow by delighting more 
consumers globally.
We are 
consumer 
obsessed.
We dare 
to do better 
every day.
We 
champion 
great 
people.
We 
demand 
diversity.
We do 
the right 
thing.
We 
own it.
OUR PURPOSE 
Our Purpose is our call to action, our reason to exist – reminding each of us why the 
work we do each day matters.
OUR VISION 
Our Vision is an internal declaration of what we aspire to do. It points the way to 
where we want to go as a Company, and what we plan to achieve in the years ahead. 
It makes our ambition clear.
OUR VALUES 
Our Values represent our beliefs and define our shared culture. They reflect what we stand for and who we want to be. 
We walk in our Purpose by living our Values.
7
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

~36,000* EMPLOYEES WORLDWIDE
Our Vision and Values invite every employee to play an active role in our Company’s journey. We embrace diversity, inclusion, and belonging, and we strive to be the best 
in everything we do, including corporate citizenship. We strive to make positive impacts in our communities and the environment, improving our collective world and being 
transparent about our challenges and progress.
Global Employees by Gender
Women.......................................................................37%
Men............................................................................63%
Nonbinary................................................................ < 1%
Not Disclosed........................................................... < 1%
Executive Leadership Team 
African American or Black......................................... 10% 
Hispanic or Latino..................................................... 70%
White ........................................................................ 20%

Women ..................................................................... 30% 
Men .......................................................................... 70%
Employees by Race/Ethnicity 
(White Collar)** 
People of Color in the U.S. ........................................ 26% 
White in the U.S. ....................................................... 70%
Not Disclosed in the U.S. .............................................3%

Ethnic Minorities in the U.K. ...................................... 11%
Pretos e Pardos (Black & Two or More Races) 
in Brazil .................................................................... 30%
Global Women in Management Roles  
Total....................................................................39%
Global Employees by Type
Full Time.................................................................... 98%
Part Time......................................................................2%
8
* Note that Kraft Heinz has additional temporary, seasonal and student workers in addition to regular full-time employees. 
** Includes salaried employees only.
Data on this page is as of December 31, 2021. Full details and footnotes to all metrics are available on pages 80-81. 
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Board of Directors 
Comprised of diverse, experienced and qualified leaders with 
strong credentials, our Board of Directors establishes corporate 
policies, sets strategic direction and oversees management, which 
is responsible for our day-to-day operations. Guided by our 
Corporate Governance Guidelines, the Board aims to foster the 
Company’s long-term success and provides strategic direction 
to help us achieve meaningful results worldwide. The Board of 
Directors helps establish and oversee our global ESG objectives 
and framework, including matters related to operations, our supply 
chain, animal welfare, climate change, the environment, nutrition 
and well-being, and social issues. The Board of Directors reviews 
all significant ESG policies, processes and goals, and receives 
regular updates from the ESG team on progress against key 
performance indicators and other relevant developments.
Executive Leadership Team 
Our Executive Leadership Team provides oversight and 
executional leadership for our global ESG strategy. The Executive 
Leadership Team is led by Chief Executive Officer, Miguel 
Patricio, and includes 9 other executives representing a variety 
of disciplines, including Finance, Sales, Operations, Procurement, 
Marketing, Research and Development, Human Resources, Legal/ 
Ethics & Compliance, Communications, and Corporate Affairs. The 
team receives quarterly progress reports from the ESG team.
ESG Team and Steering Committee
Accountable to the Board of Directors and in partnership with 
the Executive Leadership Team, the ESG Team directs the design, 
development, execution and continuous improvement of our 
ESG strategy, goals and initiatives. The ESG Team engages with 
key stakeholders regularly, including consumers, customers, 
stockholders, employees, NGOs and community leaders, and 
leads the ESG Steering Committee. 
The ESG Steering Committee is comprised of leaders in various 
functions around the globe. Team leaders are responsible for 
mobilizing the organization and collaborating across departments 
to lead the development, implementation, continuous 
improvement and measurement of relevant ESG policies, 
procedures and programs. The ESG Steering Committee has 
subcommittees that meet regularly in the following areas: Product 
Health; Sustainable Agriculture; Responsible Sourcing; Sustainable 
Manufacturing; Sustainable Packaging; Animal Welfare; Corporate 
& Government Affairs; and Communications. 
These practices are designed to ensure alignment with business 
strategies and operational objectives. The CEO and key 
leadership, along with various other team members, hold ESG 
key performance metrics linked to compensation associated 
with all ESG initiatives. 
Please visit http://ir.kraftheinzcompany.com and/or our Proxy 
Statement filed with the U.S. Securities and Exchange Commission 
on March 25, 2022 to learn more about our Company’s corporate 
governance structure and leadership. We are also proud to 
disclose certain ESG progress and achievements in our proxy 
statements. Kraft Heinz has also increasingly integrated and 
disclosed environmental related financial exposure that feeds 
into various reporting frameworks, such as Sustainalytics, the Dow 
Jones Sustainability Index, and CDP (Climate, Water and Forest 
questionnaires).
ESG Governance 
The Kraft Heinz Company is committed to responsible corporate governance. We have 
designed our governance structure to enable us to live our Vision and Values.
9
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Board of Directors
PROVIDES OVERSIGHT
Oversees our global ESG strategy and objectives, including our activities and opportunities, as well as related risks. 
Engages at least annually with management to review all significant policies, processes, and commitments, with additional updates and engagement as necessary.
In July 2021, ESG oversight responsibilities shifted from the Operations and Strategy Committee, which was dissolved, to the full Board. We believe the full Board’s responsibility for consideration and 
oversight of critical ESG issues enhances our sustainability efforts, which are a critical component of our overall enterprise strategy.
Chief Executive Officer
  PROVIDES EXECUTIVE SUPPORT
Collaborates with members of the Executive Leadership Team on oversight and executional leadership on strategies. 
Has an annual performance goal that tracks our ESG performance.
Executive Vice President, Global General Counsel, and Chief Sustainability and Corporate Affairs Officer 
Oversees global ESG strategy, reports to the Chief Executive Officer, and collaborates with our ESG Team to establish and lead plan implementation.
Has an annual performance goal that tracks our ESG performance.
Quarterly Business Reviews
Quarterly Business Review meetings with the Executive Leadership Team.
ESG Steering Committee – SteerCo 
Provides cross-functional, upper-level management input on ESG practices and policies.
ESG Steering Committee Subcommittees
Provide high-touch engagement, track emergent issues, and drive collaboration, transparency, and continuous improvement toward initiatives. 
Holds monthly workgroups in the following areas: Product Health; Sustainable Agriculture; Responsible Sourcing; Sustainable Manufacturing; 
Sustainable Packaging; Animal Welfare; Corporate & Government Affairs; and Communications. 
ESG Team
Directs the design, development, execution, and continuous improvement of our global ESG strategy, goals, and initiatives. 
Engages with key stakeholders and leads the ESG Steering Committee.
Corporate Responsibility and Sustainability Governance
10
Together at the Table: Kraft Heinz 2022 ESG Report                 
10
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

ESG Materiality* and Stakeholder Engagement  
To inform and continuously improve upon our ESG strategy, we engage a wide variety of stakeholders for input. Participating in an ongoing, two-way dialogue 
with our stakeholders strengthens our understanding of important environmental, social and governance issues, which helps us set associated priorities 
to make respective impacts.
Our global stakeholder network includes both the internal and external people and parties whose support is important to the long-term success of our 
business, or who are materially impacted by our business operations. The table below lists these groups and summarizes our engagement activities with them.
STAKEHOLDERS
Investors
Customers
Employees
NGOs
Industry  
Associations
Government/ 
Regulatory
Consumers
Suppliers
Philanthropic  
Partners
TYPE OF ENGAGEMENT
•	 Annual Meeting of Stockholders
•	 Quarterly earnings presentations
•	 Regular meetings, both in-person     
  and via phone 
•	 Customer surveys
•	 Regular meetings with  
	 customer teams
•	Global employee  
 engagement survey
•	Global employee ESG survey
•	Senior leadership ESG survey 
•	Intranet/KetchApp (internal social 	
 communication platform)
•	Business Resource Groups
•	Ongoing proactive and  
 reactive engagement
•	In-person meetings  
 on select issues
•	Industry engagement via    	
	
	meetings and conference  
 calls on key issues
•	Board participation
•	Direct engagement with 
government officials on public 
policy issues
•	Indirect advocacy through 
coalitions and trade groups
•	Support of candidates for public 
office through The Kraft Heinz 
Political Action Committee
•	Consumer call center
•	Corporate and brand  
	social media
•	Consumer insights
•	Supplier Guiding Principles
•	Supplier surveys
•	Supplier audits
•	Meeting with select suppliers
•	Donations
•	Partner collaboration 
•	Participation on partner Boards 
SUBJECT AREAS DISCUSSED
•	Governance
•	Climate Change
•	Sustainable sourcing
•	Health and wellness
•	Human Rights
•	Operational impact on  
  environment
•	Transparency/external reporting
•	Innovation
•	Animal welfare
•	Sustainable sourcing
•	Operational impact on  
 environment
•	Community impact/food security 
•	Nutrition and health
•	Climate change
•	Sustainable sourcing
•	Operational impact on  
 environment
•	Community impact/food security 
•	Nutrition and well-being
•	Workplace health and safety
•	Transparency
•	Climate change
•	Sustainable sourcing
•	Water stewardship
•	Operational impact on  
 environment
•	Animal welfare
•	Packaging sustainability
•	Human rights
•	Nutrition and well-being
•	Transparency
•	Nutrition and well-being
•	Animal welfare
•	Food safety
•	Sustainable and regenerative 
agriculture
•	Tax
•	Trade
•	Nutrition and well-being
•	Labeling
•	Regulatory issues related to ESG
•	Animal welfare
•	Packaging sustainability
•	Sustainable sourcing
•	Operational impact on  
 environment
•	Nutrition and well-being
•	Community impact/food security 
•	Transparency
•	Climate
•	Sustainable sourcing
•	Animal welfare
•	Packaging sustainability
•	Human rights
•	Food safety 
•	Food waste
•	Innovation
•	Global hunger alleviation
•	Community impact/food security
•	Bottom pyramid empowerment
•	Sustainable agriculture   
•	Food waste
Focusing on Material ESG Issues
11
Together at the Table: Kraft Heinz 2022 ESG Report                 
11
* Materiality and its relevant definition as used in this report, sometimes referenced as “ESG materiality,” and our ESG materiality review process, is different than the definition used in the context of filings with the 
SEC. Issues deemed material for purposes of this Report and for purposes of determining our ESG strategies may not be considered material for SEC reporting purposes.  
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

ESG Materiality Assessment 
To inform our ESG strategy and goal-setting, Kraft Heinz conducts a comprehensive ESG materiality 
assessment every three to five years, with respective smaller interim updates as appropriate. This 
assessment allows us to identify and prioritize the environmental, social and governance issues that 
are of greatest concern to our stakeholders and relevant to the success of our business. We reevaluate 
these results on an ongoing basis to reflect any substantial changes in standing on these priority 
issues and allow for the inclusion of new or emerging issues. We treat our ESG materiality matrix as a 
living assessment based on participant input. We continue to evaluate material ESG issues to our key 
stakeholders and the respective impact on our business operations across dynamic global markets. 
Material issues are monitored regularly by a variety of internal stakeholders including Kraft Heinz 
leadership, ESG and the Corporate and Government Affairs ESG Subcommittee.  
In 2022, we updated our ESG materiality assessment using Datamaran’s cloud-based AI software 
platform. Datamaran’s patented technology provides our ESG Steering Committee with real-time data 
analysis to identify and monitor new or emerging issues that may impact Kraft Heinz, including regular 
insight into our Company’s unique strategic, regulatory, and reputational risks and opportunities. The 
assessment includes signals from across a variety of different sources, including corporate annual filings, 
mandatory regulations, voluntary policy initiatives, online news and media, as well as a cross-functional 
employee survey. Through this tech-enabled, dynamic and data-driven approach, we have strengthened 
our strategy and governance process to meet the rise of stakeholder demands at Kraft Heinz.
Enterprise Risk Management
Kraft Heinz has an established, comprehensive approach to Enterprise Risk Management (ERM). 
Annually, senior management evaluates changes and required updates to the top enterprise risks. 
The ERM process covers a broad spectrum of risks across several dimensions: ESG, strategic, financial, 
operational, legal and regulatory, human capital, and hazard/catastrophic. Senior management 
prioritizes the risks and develops the Kraft Heinz risk profile, which is shared with the Audit Committee of 
the Board of Directors annually. Each risk owner provides regular updates to the Audit Committee of the 
Board of Directors.
12
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Employee Code of Conduct 
The Kraft Heinz Company and our employees are expected to 
conduct business in an ethical manner, guided by our Vision, Values 
and an unwavering commitment to integrity and transparency. 
All employees, officers and directors are required to abide by 
the company’s global Code of Conduct, which addresses each 
aspect of our business including anti-corruption, anti-competitive 
behavior, data protection and human rights. The global Code of 
Conduct sets high standards for conducting business in a legal 
and ethical manner and serves as the foundation of our corporate 
policies and procedures. To ensure compliance with the global 
Code of Conduct’s tenets, Kraft Heinz regularly provides training, 
communications, and guidance to our employees around the 
world. Further, employees are required to annually certify that 
they have read and will follow the global Code of Conduct. The 
document is available in 14 languages and can be accessed here: 
Kraft Heinz global Employee Code of Conduct.
Ethics and Compliance Training
All new Kraft Heinz employees receive ethics and compliance 
training to familiarize themselves with our Code of Conduct. To 
ensure compliance with the global Code’s tenets, Kraft Heinz 
regularly provides training, communications, and guidance to our 
employees around the world. Employees are required to annually 
certify that they have read and will follow the Code of Conduct and 
complete compulsory trainings on issues such as conflict of interest, 
whistleblowing, IT security and due diligence matters. All training is 
monitored and tracked by the Ethics and Compliance team. 
Reporting a Concern 
To help employees report potential misconduct, the Company 
provides several ways to report this, including through managers, 
Human Resources, Legal and the Ethics & Compliance team. In 
addition, we have a confidential Ethics & Compliance Helpline 
for reporting an ethics or compliance concern. The Helpline has 
multilingual staff available 24 hours a day. It is accessible globally 
by a toll-free phone call or online at KraftHeinzEthics.com. We do 
not tolerate retaliation against an employee who reports potential 
misconduct in good faith.
Supplier Guiding Principles 
Kraft Heinz developed a set of Global Principles applicable to its 
supply chain referred to as the Supplier Guiding Principles. In 2021, 
Kraft Heinz launched our updated Supplier Guiding Principles in 
accordance with our commitment for improved efficacy and due 
diligence with our valued suppliers around sustainable business 
practices. The Supplier Guiding Principles apply to all suppliers 
(including external manufacturers), and we have plans to include 
joint venture partners in the near future. Read more about our 
Supplier Guiding Principles on page 61.
Political Contributions and Lobbying Activity 
As part of the Company’s ongoing engagement in the communities 
where our employees live and work, we engage in the political 
process to help shape public policies that impact our business 
around the world. Our goal is to ensure issues that impact 
our value chain, including employees, suppliers, customers, 
consumers and shareholders are fairly represented at all levels of 
government. For more information on our political contributions 
and lobbying activity, please visit https://www.kraftheinzcompany.
com/contributions.html. Kraft Heinz engages responsibly in the 
political process in the communities where our employees live 
and work. Our goal is to ensure public officials representing our 
people, products and manufacturing facilities understand the 
issues that impact our business. We adhere to the local laws and 
regulations governing interactions with government officials, 
and participate in the political process through issue advocacy 
and political contributions. Kraft Heinz has put in place effective 
compliance procedures for, and oversight of, lobbying activities, 
corporate contributions and The Kraft Heinz Political Action 
Committee (Kraft Heinz PAC) expenditures. The Kraft Heinz Code 
of Conduct requires all employees to maintain honest, forthright 
and transparent relationships with government officials.
Ethics & Compliance
13
Together at the Table: Kraft Heinz 2022 ESG Report                 
13
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Public Disclosure
Kraft Heinz believes that an important aspect of engaging in the 
political process is transparency and disclosure. Kraft Heinz files 
information as required by federal and state campaign finance 
and disclosure laws. The Kraft Heinz PAC reports its contributions 
to the Federal Election Commission (FEC), the details of which 
are publicly available on the FEC internet site. All Kraft Heinz PAC 
and Company political contributions since 2012 are listed on our 
website. This includes contributions to ballot initiatives and 501(c)
(4) organizations where funds may be utilized for political purposes. 
This information is updated semi-annually. In addition, Kraft Heinz 
partners with outside counsel to conduct an annual internal audit of 
all lobbying practices and reporting.
Lobbying Activity
Kraft Heinz prepares and files reports with the Secretary of the 
U.S. Senate and the Clerk of the U.S. House of Representatives 
quarterly, which detail lobbying activities and expenditures. These 
reports are available here. The Company also files lobbying reports 
with many U.S. state and municipal governments as required by 
law. These reports are publicly available through the websites of 
the jurisdictions where they are filed.
Trade Association Membership
Kraft Heinz believes that trade association membership and 
participation provides a number of benefits to our business and 
employees, including the ability to remain engaged on relevant 
issues and as a forum for sharing ideas and information. The 
Company’s involvement with trade associations does not include 
engaging in political activity. Kraft Heinz instructs trade associations 
that our dues must only be used on issues of importance to our 
business and none may be provided to support or oppose political 
candidates. Find language sent to trade associations here.
Center for Political Accountability 
Kraft Heinz has proudly doubled its score since 2015 on the 
“CPA-Zicklin Index,” a rating developed by the Center for Political 
Accountability in conjunction with the Carol and Lawrence Zicklin 
Center for Business Ethics Research at The Wharton School, 
University of Pennsylvania. The full report can be found here.
14
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

In support of our Vision To sustainably grow by delighting more consumers globally, we are committed to responsible, sustainable practices extending to 
each facet of our business. The Kraft Heinz ESG strategy prioritizes the issues that matter most to the Company business and stakeholders, focusing on areas 
that have the greatest impact. It includes three key pillars: Healthy Living & Community Support, Environmental Stewardship and Responsible Sourcing. 
Our goal is to build value among our Company’s broad set of stakeholders by incorporating socially responsible business practices within our own operations 
and across every stage of our supply chain. We’re setting ambitious environmental goals, sourcing sustainably, improving the products we sell and making 
impactful advancements in communities – all with a commitment to transparency and two-way dialogue. This continues to be our way forward.
ESG Strategy
Environmental 
Stewardship
Environmental stewardship begins with our 
operational footprint, where we actively strive 
to conserve water and energy, reduce emissions, 
minimize waste and make our 
packaging sustainable. 
Our manufacturing sites can consume substantial 
amounts of resources, and are controlled 
by us, so we focus significant efforts around 
environmental stewardship inside of our walls.
Healthy Living 
& Community Support
A key part of our corporate strategy is a 
commitment to people, to nutrition and health, 
and to making life delicious all at once. Some 
of the actions we are taking to support this 
commitment include ongoing improvements to 
the nutrition of our product portfolio, transparent 
and responsible marketing and communications, 
and alignment with credible science and public 
health goals.
Through these actions, we aim to contribute 
to the key priorities and target achievements 
outlined by the World Health Organization’s 
Global Action Plan for the Prevention and Control 
of Noncommunicable Diseases, and the United 
Nation’s Sustainable Development Goals.
Responsible 
Sourcing
At Kraft Heinz, we not only believe in striving 
to be better every day within our own operations, 
but we aspire to work with our entire value 
chain to continually improve on social and 
environmental factors. 
We are dedicated to responsible sourcing 
and related impacts in critical areas to Kraft Heinz 
and our stakeholders. These include areas of 
focus such as human rights, deforestation, animal 
welfare and sustainable agriculture. We are also 
committed to strengthening our due diligence 
and management programs, while keeping the 
needs of our suppliers and our customers 
a top priority.  
15
15
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

PROGRESS
COMPLETE: 100%
2021 Progress on ESG Goals 
Environmental Stewardship
Healthy Living 
& Community Support
Responsible Sourcing
Reduce energy use intensity by 15% across our 
manufacturing facilities by 2025 (per metric ton of product made).	
Improve product health & nutrition by achieving 
85% compliance with Kraft Heinz Global Nutrition 
Targets by 2025.
Reduce total sugar in our products by more than 60 
million pounds across our global portfolio by 2025. 
Reduce sodium by an additional 5% in our BBQ Sauce 
and Kraft Salad Dressings in North America by 2025.
Improve use and transparency of simpler 
ingredients by 2025.
Increase our plant-based offerings.
Provide 1.5 billion meals to people in need 
by 2025 against our 2019 baseline.
50% of our global management positions will be 
filled by women by 2025.
30% of our salaried U.S. employee population 
will identify as people of color by 2025.
Procure majority of electricity from renewable 
sources by 2025. 
Source 100% of eggs globally from cage-free 
or better* hens by 2025.	
Source 100% of eggs in Europe from free-range 
hens.	
Purchase 100% sustainably-sourced Heinz 
Ketchup tomatoes by 2025.
Purchase 100% sustainable palm oil by 2022.	
Purchase 100% traceable palm oil to the mill 
by 2022.
Improve broiler chicken welfare in the U.S. by 2024 
and  European chicken commitment by 2026.
Continue to work with animal welfare experts and 
suppliers on best practices to eliminate painful 
procedures and promote sustainable practices.	
Reduce water use intensity by 20% in high-risk 
watershed areas by 2025  (per metric ton of product made).	
Reduce water use intensity by 15% across our 
manufacturing facilities by 2025 (per metric ton of product made).	
Reduce waste to landfill intensity by 20% across our 
manufacturing facilities by 2025 (per metric ton of product made).	
Aim to make 100% recyclable, reusable 
or compostable packaging by 2025.
Create a fully circular Heinz Tomato Ketchup Bottle 
in Europe by 2022.	
Achieve Net Zero carbon emissions by 2050, 
halving same by 2030. 
PROGRESS
PROGRESS
PROGRESS
PROGRESS
PROGRESS
PROGRESS
PROGRESS
PROGRESS
PROGRESS
PROGRESS
PROGRESS
COMPLETE
PROGRESS
PROGRESS
PROGRESS
ON TRACK: — 5.1%
ON TRACK: 67.7%
ON TRACK: 16%
EARLY STAGE
ON TRACK
ON TRACK
ON TRACK: 52%
ON TRACK: 39%
ON TRACK: 26%
ON TRACK: 7%
ON TRACK: 64%
COMPLETE: 100%
ON TRACK
ON TRACK
COMPLETE: 100%
ON TRACK
ON TRACK: — 12.2%
ON TRACK: — 4.4%
ON TRACK: — 14.7%
ON TRACK: 84%
COMPLETE
EARLY STAGE
* Kraft Heinz defines “cage-free or better” eggs as sourced from laying hens that come from cage-free, free-range, pasture-raised, or similar natural or open housing settings.
16
PROGRESS
PROGRESS
PROGRESS
PROGRESS
PROGRESS
Together at the Table: Kraft Heinz 2022 ESG Report                 
PROGRESS
PROGRESS
PROGRESS
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Accountability 
We will continue to maintain ESG oversight with the Board of Directors. Our CEO, key leadership and respective  
team members lead and support our ESG goals and have linked key performance metrics embedded.
Communicate Transparently and Authentically
We will continue to publish annual, third-party verified ESG reports, aligned to industry best reporting frameworks.  
We will report climate, forests and water information on an annual basis to CDP and engage with stakeholders  
on material ESG issues.
Market Our Products Responsibly
We will continue to market and advertise our products in a responsible and suitable manner to all audiences.
Promote Workplace Health and Safety
We will continue to provide a healthy, safe and secure workplace. We improved safety Key Performance Indicators (KPIs)  
over last year, representing some of the best results among our food and beverage industry peers.
Operate Ethically
We will continue to conduct business in an ethical manner and unwavering commitment to integrity and transparency.
Promote Diversity, Inclusion, and Belonging
We will continue to demand and promote diversity, inclusion, and belonging  
in all aspects of our Company.
Governance Commitments 
17
Together at the Table: Kraft Heinz 2022 ESG Report                 
17
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

18
Kraft Heinz has a diverse portfolio of products to suit a vast array of eating occasions and lifestyle choices. 
A key part of our corporate strategy is naturally a commitment to people, to nutrition and health, and to 
live our purpose ‘Let’s Make Life Delicious.’ Some of the actions we are taking to support this commitment 
include ongoing improvements to the nutrition of our product portfolio, transparent and responsible 
marketing and communications, and alignment with credible science and public health goals. Through 
these actions, we aim to contribute to the key priorities and target achievements outlined by the World 
Health Organization’s Global Action Plan for the Prevention and Control of Noncommunicable Diseases, 
as well as several of the United Nation’s Sustainable Development Goals (SDGs). We aim to promote 
responsible production and consumption as well as overall health and well-being. We are specifically 
targeting achievement of the SDG Zero Hunger through our partnership with organizations such as Rise 
Against Hunger, Heifer International and Feeding America, and through our operational food donation 
programs. Our communities are the foundation of our society, and reflect what’s best in us as we lean 
in and support their everyday needs. Moreover, during challenging times, whether from impacts from 
catastrophic weather events, social inequity unrest, or a devastating pandemic, Kraft Heinz strives to rise 
to the occasion and provide relief wherever we can.
Healthy Living & 
Community Support
18
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

2021 AWARDS 
& RECOGNITION
USA

100% on the Corporate Equality Index (CEI) for the 3rd year in 
a row. CEI rates corporate policies and practices for LGBTQI+ 
inclusion. Also received the designation: Best Place to Work 
for LGBTQ Equality 
Canada 

2021 Forbes Canada’s Best Employers
2020-2021 Fortune Great Place to Work Certified
International Zone 

Fortune Great Place to Work Certified – Russia, Brazil, Italy, 
Netherlands, Spain
LinkedIn Top Companies List 2021 – Brazil, China
Excellence in Women’s Leadership Development – China 
100 Employer Excellence of China
Third Sector Business Charity Awards: Charity Partnership - 
Consumer Goods/Food & Beverage Winner for Heinz 
Magic Breakfast
Work with Pride Gold 2021 – Japan 
Excellence in Women’s Leadership Development Award 
2021 by 51job – China
Recognized by Lidl & Korn Ferry for our gender-balanced 
remuneration policy – Poland
19
Diversity, Inclusion, 
& Belonging 
Corporate Highlights
At Kraft Heinz we choose to welcome everyone at our table. We choose to be 
inclusive because diverse backgrounds and perspectives make us stronger, more 
thoughtful, and more innovative. We believe that our Diversity, Inclusion, and 
Belonging (DI&B) work helps us to walk in our Company Purpose: Let’s Make 
Life Delicious, and this will make a lasting impact for our employees and the 
marketplace for generations to come. That is why We demand diversity and 
commit to not only listening but to truly working to hear different points of view.
We aggregate these different points of view along with various data points in this 
space. Hence, data-driven plans continue to be established for our leaders to drive diversity, inclusion, and belonging in their teams. 
We have established strategies to ensure diverse hiring, retention, development, and advancement. We will continue to build upon our 
foundation of awareness by delivering programming that advances communication skills and inclusive daily habits. 
We provide learning and training opportunities to increase understanding and dialogue, including the module in our global program: 
The Heart of Kraft Heinz, focused on our We demand diversity value. We’ve provided training for managers on interrupting bias in 
our Organizational People Review (OPR) process and specific learning experiences for hiring managers. We’ve continued inclusive 
leadership sessions for our leadership teams globally.
Since 2015, we have established a solid foundation of awareness 
across the organization and celebrated numerous impactful 
achievements in the diversity, inclusion, and belonging space. 
We have been steadfast in educating and training our leaders to 
be inclusive, creating a nurturing community. We’ve spotlighted 
exemplary leaders from all backgrounds and expanded a team 
of practitioners across our global footprint. We have made 
significant progress, and we are energized for the long journey 
ahead of us.
Leading the way is our Global Inclusion Council, chaired by our CEO, Miguel Patricio. The Council comprises executive leadership 
from across the Company and members of our Board of Directors. The Council creates strategic accountability for results, and provides 
governance, oversight, and reporting on diversity efforts and initiatives. The Council is also a critical driver in fostering real organizational 
change, establishing priorities, managing integrated and cross-functional initiatives, and thoughtfully considering how to fully live our 
Company Values.
We strengthened our commitment to a 
diverse workforce by targeting employee 
representation that reflects the diversity of 
the communities in which we operate.
Together at the Table: Kraft Heinz 2022 ESG Report                 
50% of our global management positions will be 
filled by women by 2025.
30% of our salaried U.S. employee population 
will identify as people of color by 2025.
PROGRESS
PROGRESS
ON TRACK: 39%
ON TRACK: 26%
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

20
Diversity, Inclusion, & Belonging (cont.) 
In 2021, the work continued. As we continued efforts to collect 
data to fuel the creation of global aspirations, we also created 
governance to ensure data privacy.  It is important to us that 
our employees know that we are using data solely to support 
the creation of a diverse and inclusive workplace. The Global 
Inclusion Council heard directly from Business Resource Group 
(BRG) leaders. We joined the Human Rights Campaign - Business 
Coalition for the Equality Act, and the Civil Alliance, both in the US, 
and the MOVER Movement in Brazil. We signed the Workplace 
Pride Declaration of Amsterdam in the Netherlands and spoke out 
against Anti-Asian violence. We also participated in the Women in 
the Workplace Study sponsored by McKinsey and LeanIn.Org and 
the global Bloomberg Gender Equality Index.
Our engagement 
survey results related 
to diversity, inclusion, 
and belonging will be 
in the top quartile
We are on our way to our goal of 
placing in the top quartile as 
compared to our peers. In 2021, 
employee scores improved by 
1 point compared to 2020 for 
‘feeling a sense of belonging’ 
and 2 points for ‘feeling like their 
opinions count’.  Scores 
remained ﬂat for ‘leaders valuing 
different perspectives’. 
50%
30%
of our global 
management positions 
will be ﬁlled 
by women
of our salaried U.S.
employee population 
will identify as people 
of color
Achieved 39% 
at the end of 2021
(+2 percentage points 
compared to 2020) 
Achieved 26% 
at the end of 2021
(+2 percentage points 
compared to 2020)
2025 Aspirations
New Aspirations Set in 2021 
17%
of our salaried UK
employee population 
will identify 
as ethnic minorities
11% at the end 
of 2021 
(This is on our journey towards 
our ultimate aspiration of 31%. 
National average of population 
who identify as ethnic minorities 
is 14% across the U.K. and 40% 
within London. The aspiration is 
based on a weighted average of 
the split between our 
populations in our London ofﬁce 
and our U.K factories.)
40%
of our salaried Brazil
employee population 
will identify as 
Pretos e Pardos
30% at the end 
of 2021 
(This is on our journey towards 
our ultimate aspiration of 56%, 
which is the national average. 
Pretos e Pardos translates to 
Black & two or more races 
respectively.)
We know a truly inclusive culture allows our people to contribute 
their unique perspectives and ideas, execute with excellence, 
and grow great careers. We continue to work toward our stated 
aspirations, as we know that they are critical to our diversity, 
inclusion, and belonging journey while increasing accountability. 
By year end we had achieved our 2021 objectives, increasing by 
two percentage points respectively for both our Global Women in 
Management Aspiration and our US Race/Ethnicity Aspiration. We 
improved our global engagement score for the “Opinions Count” 
driver and the “Belonging” driver, moving us closer to our 2025 
goal of placing in the top quartile as compared to our peers.
In 2021, we added additional demographic aspirations in the 
UK and Brazil, a result of collecting self-disclosed data across our 
global footprint. We will continue to develop more aspirations for 
countries in which we operate after similar data collection efforts. 
Regarding our inclusion aspiration, we will seek to qualify these 
values and metrics with internal confirmation through our regular 
engagement surveys, and also through supplemental external 
recognition.
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

21
Diversity, Inclusion, & Belonging (cont.) 
Creating and Executing 
a Global Strategy
Following a year of transformational growth in 2020, aligned with our value, We demand diversity, 
in 2021 we created our multi-year DI&B strategy which identified four key areas: Representation, 
Communication & Learning, Culture, and Communities.  
Annual Day of Service
June 18, 2021, marked our second annual Kraft Heinz Day of 
Service – now a part of our annual calendar. The Day of Service 
commemorated and honored the importance of the Juneteenth 
holiday, providing opportunities for employees to participate in 
virtual and in-person service and educational events. In Canada, 
we hosted an Indigenous Day of Learning to honor the first 
National Day for Truth and Reconciliation. Our International Zone 
hosted multiple Days of Service to contribute locally across our 
global reach. 
Employee Development
To continue to support the development 
of our Black employees in the United 
States, the Black BRG Mentoring Program 
continued in 2021. We also continued our 
WeLead Accelerator Program. WeLead 
was designed to drive accelerated career 
growth for our employees of color and 
those who identify as two or more races 
at the individual contributor level. During 
this five-month immersive program, 34 
participants in the second cohort learned 
critical business and communication skills, built connections, 
and activated our Values through our leadership principles. 
Launched in 2020, The WE Network, a global leadership 
accelerator for women at the Associate Director level, graduated 
it’s second cohort of 31 participants in October 2021.
Additionally, 50 globally nominated women participated in 
Linkage’s Women in Leadership Conference. This four-day 
conference equipped leaders with strategies to overcome the 
hurdles women often face in the workplace. During this immersive 
leadership development experience, participants learned from 
expert facilitators, engaged in skilled building sessions and 
workshops, and completed an assessment to identify their areas of 
opportunity. These insights provided participants with actions they 
can immediately apply to accelerate their careers at Kraft Heinz.
Community Support
In our EAST Region (Poland, Russia, the Middle East, and our 
Distributors and Exporters across Eastern Europe), employees 
participated in a Step Challenge raising $100,000 for the 
protection, gender, and inclusion initiatives of The International 
Federation of Red Cross and Red Crescent Societies.
In partnership with transgender author Nick 
North Canada’s Kraft Peanut Butter released a 
limited-edition children’s book on pronoun use 
for Transgender Awareness Week. Along with 
the book, Kraft Peanut Butter made a $15,000 
donation to Rainbow Railroad, a charity that 
helps persecuted LGBTQ+ people get to 
safety. 
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

22
Diversity, Inclusion, & Belonging: Creating and Executing a Global Strategy  (cont.) 
In the US, our Business Resource Groups (BRGs) partnered with 
some of our biggest brands, Kraft Mac & Cheese, Heinz, and 
Oscar Mayer, raising over $100,000 to donate to the community 
organization of their choice. Specifically, we celebrated Pride by 
raising $34,000 for the Brave Space Alliance, a Black- and 
Trans-led non-profit on the south side of Chicago dedicated to 
helping and serving the LGBTQ+ community. The Sabor BRG 
supported Delimex in raising $8,000 on a fundraising campaign to 
benefit Heifer International, which allows women and youth farmers 
in Mexico to have access to education focused on entrepreneurial 
skills related to selling cage-free eggs, coffee, and honey. In 
addition, the Black BRG ran a United Negro College Fund (UNCF) 
campaign raising over $58,000.
Recruiting 
We remain committed to strengthening our partnerships with 
organizations that support diversity recruitment. The Kraft Heinz 
Talent Attraction Team reviewed its partnerships in 2021 to ensure 
that each alliance was focused to support our goal of hiring talent 
from diverse backgrounds. Some examples include: 
Lime Connect: The largest network of high-potential university 
students and professionals – including veterans – who have 
disabilities in the world. Lime Connect also provided Kraft Heinz 
people managers with training about creating inclusive team 
environments for employees with disabilities. 
National Urban League: An organization committed to finding 
meaningful employment for underserved Americans.
Lutheran Social Services: Supporting refugee resettlement by 
connecting newcomers to employment opportunities at Kraft Heinz 
plants close to refugee centers.
Wounded Warriors Project: Hosted a hiring event for veterans at 
our Jacksonville plant.
Finger Lakes Youth Apprenticeship Program: Through a 
partnership with our Avon plant, Kraft Heinz is now an employer of 
choice for this apprenticeship supporting youth in skilled trades.
Fairshake National Partnership: Demonstrating our commitment 
to consumer rights, Kraft Heinz is a sponsor and advertises in 
Fairshake publications nationwide.
WISE (Women in Sales Everywhere):  We are the first CPG 
company to become a networking partner with this organization, 
developing the next generation of female sales leaders. Our 
partnership was established in late 2021. 
Fostering Inclusion 
We celebrated cultural diversity through educational opportunities. 
Various events were held throughout the year, including global 
celebrations for International Women’s Day and Global Pride. 
For the first time, we observed International Day for Persons with 
Disabilities, championing our support for the disabled community. 
Annually, our BRGs engage in a range of events honoring key 
dates, including Black History Month, Asian Heritage Month, Latin 
American/Hispanic Heritage Month, and more.
In Europe, we recommitted to the LEAD Network by signing the 
CEO pledge for another three years. This renewed commitment 
works toward attracting, retaining, and advancing women in the 
consumer goods industry. Since first signing the pledge in 2019, we 
have made positive progress and increased women in leadership 
positions in Europe by 10 percentage points. Additionally, we 
became members of Workplace Pride, a not-for-profit foundation 
dedicated to improving the lives of LGBTQ+ people in workplaces 
worldwide.
Business Resource Groups (BRGs)
Our BRGs are a cornerstone of our Diversity, Inclusion, and 
Belonging efforts. Entirely employee driven, these groups provide 
invaluable education, insight, and community at Kraft Heinz. 
As a highlight this year, our International Zone piloted a new 
BRG Leadership journey, where we aim to further support our 
employee networks with personal and professional development 
opportunities. The pilot cohort consisted of leaders from our UK 
and Netherlands BRGs.
Our BRGs in the US Zone include:
•	 Asian Pacific American (APA) BRG
•	 Black BRG
•	 Pride BRG
•	 Sabor BRG (for Latino/a/x & Hispanic employees)
•	 Veterans BRG
•	 Women’s BRG
Our BRGs in the Canada Zone include:
•	 The DI&B Committee, which has four sub-committees 	 	
    supporting Gender Diversity, Race/Ethnicity, Pride, 
    and Inclusion

Our BRGs in the International Zone include: 
•	 Gender Equality Network (GEN) 
•	 The 57 (general cultural awareness and employee connection) 
•	 Proudz (supporting LGBTQ+ employees) 
•	 Reconciliation Reconciliation Working Group - an Australian
    BRG dedicated to building and delivering a RAP (Reconciliation
    Action Plan), with the aim to strengthen relationships between
    Aboriginal and Torres Strait Islanders and non-Indigenous 
    Australians. 
Our Value, We demand diversity, continues to guide our efforts across 
our global footprint and our employees are excited for the opportunity 
to bring this value to life in new ways. The increase in BRG participation 
is one of many powerful indicators that our employees are engaged in 
our diversity, inclusion, and belonging efforts. As a global organization, 
we are looking forward to continuing to create a diverse environment 
where all employees feel included, recognized, and supported, with a 
sense of belonging at Kraft Heinz.
Learning
Our Ownerversity learning experiences include opportunities for 
employees to learn more about diversity, inclusion and belonging.  
We also deliver several offerings designed to empower employees, 
develop inclusive leaders, interrupt bias, and foster inclusion and 
belonging. We offer unique programs, such as The WE Network, 
a leadership accelerator for women at the associate director level, 
to ensure we are developing a diverse leadership pipeline. We also 
collaborate with our Business Resource Groups across the globe to 
deliver compelling programming that connects employees, increases 
allyship, and elevates diversity, inclusion, and belonging across Kraft 
Heinz.
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Brand Spotlights
Reinvigorating Oscar Mayer
Oscar Mayer was founded more than 100 years ago on the principle that all people should have access to quality meat – 
signified by the yellow ribbon on every product as a band of quality. With this focus on inclusivity rooted in our DNA, we 
kicked off 2021 by delving into consumer insights and re-evaluating our creative work, and determined that the brand’s 
marketing and advertising needed to better reflect our increasingly diverse consumers.
With that, we started on a journey to increase representation and transform Oscar Mayer into a more contemporary brand. 
We launched a new brand platform and mantra, “Keep It Oscar,” rooted in our legacy of sparking unexpected smiles and 
bringing levity and fun to everyday experiences. 
The first year of “Keep It Oscar” focused on our approach to creative work. We shifted our advertisements to a Pop Art style 
– one that is inherently accessible and rooted in the principle that art can be drawn from any source. In tandem, we made sure 
the brand’s marketing and advertising represented the diversity of our consumers – both in front of and behind the camera. 
This included working with filmmaker Calmatic to direct our “Yum Choir” TV spot that featured a diverse cast, partnering with 
animation producer Tracey LaGuerre for our “Sandwich Ghost” TV spot, engaging with photographer Justin Bridges to shoot 
our new line of Street Meat apparel with a diverse group of models, and working with artist Jiaqi Wang to design a custom 
billboard for our Los Angeles-based fans.
While our journey’s just begun, we’re proud of the representation in our creative work over the past year and how it signals 
how we will continue to grow as a brand. And we’re just getting started! 
Heinz partners with The Lee 
Initiative to Help Preserve 
Black-Owned Restaurants’ 
Cultural Legacy
In 2021, Heinz partnered with The LEE 
Initiative and Southern Restaurants for Racial 
Justice (SRRJ) in a collective effort to preserve 
the legacy of Black-owned restaurants 
through a grant program and other resources 
to help sustain long-term business health and 
success. The grants offered through this program are part of a purposeful, 
multiyear partnership that will grow and evolve over time. 
Oscar Mayer worked with popular filmmaker Calmatic 
to direct its “Yum Choir” TV spot, sparking smiles with 
its upbeat musical tune.
Animation producer Tracey LaGuerre invoked fun and 
levity into an Oscar Mayer Cold Cuts TV spot with her 
“Sandwich Ghost” creation.
Oscar Mayer brought a contemporary look to its 
Hotdogger apparel, debuting its “Street Meat” collection 
featuring a diverse group of models shot by famed 
photographer Justin Bridges.
Artist Jiaqi Wang brought a taste of #KeepItOscar pop art 
to Los Angeles with a custom mural billboard.
23
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

24
Employee 
Health & Wellness
24
Since 2018, Kraft Heinz has expanded its LiveWell health and wellness platform across the global 
business units. Our mission is to support and inspire a well-being lifestyle for our employees, so 
that they can make healthy life choices within and outside of the workplace. Today, LiveWell at Kraft 
Heinz continues to amplify our commitment to help employees achieve optimal wellbeing physically, 
emotionally, socially, and financially. Throughout the year, we raise awareness on health and wellbeing. 
We focus on key topics through speaker series, global and local events, and targeted initiatives on 
physical fitness, mental health, family and community, and financial education. Our global LiveWell 
hub provides employees easy access to relevant external resources and internal programs available in 
their local countries. We continue to champion the LiveWell program’s holistic approach to 
wellbeing in response to COVID-19 with enhanced programs, including healthcare 
benefits, disability and employee assistance initiatives.  With lifted COVID-19 
mandates and varying stages of our return to office, LiveWell has provided 
additional resources on navigating change for re-entry and safety protocols 
that are top of mind for employees.
At Kraft Heinz, we have worked to address the stigma attached 
to discussing and supporting mental health and well-being in the 
workplace. In 2021, we expanded our Mental Health First Aiders 
program in the International Zone and Canada with over 120 trained 
colleagues. We will launch a similar effort in the U.S. in 2022. We 
also enhanced our Employee Assistance Plans, with programs 
now available in 31 countries. Late 2021, we initiated the LiveWell 
Ambassadors program represented by a group of cross-geography 
and cross-functional employees to collaborate and champion our 
local and global LiveWell efforts. 
Together at the Table: Kraft Heinz 2022 ESG Report                 
24
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Through Ownerversity, employees have access to custom Kraft 
Heinz training, learning and development materials as well as 
external resources, like LinkedIn Learning and Harvard Business 
Review. Our learning and development offerings enable employees 
to live our Value, We dare to do better every day, and own their 
own learning and development. This empowers employees to 
execute with excellence in their current role, accelerate their 
learning curve and grow a great career. Ownerversity has learning 
opportunities for everyone, as represented by our ten academies, 
which inspire and grow talent within Kraft Heinz while developing 
employees’ capabilities to help them navigate their career journey. 
The Leadership and Culture Academy is for all Kraft Heinz 
employees and focuses on leadership development, manager 
excellence, and provides opportunities for employees to learn how 
to live our Purpose and Values every day.
The nine Functional Academies target employees within a specific 
function, providing a learning home for everyone at Kraft Heinz. 
Each Functional Academy helps facilitate the development of 
functional capabilities for employees and their teams to thrive 
in their roles, which delivers value to Kraft Heinz. The Functional 
Academies focus on Finance, IT, Legal, Marketing, Operations, 
People, Procurement, R&D, and Sales. 
25
Ownership
Learn Like an Owner
Seek out high-impact learning experiences.
Commit to a regular learning practice, 
even if it’s just a few minutes a day.
Encourage others to do the same. 
Contribute to a culture of learning.
Performance
Execute with Excellence
Apply what you have learned to achieve 
your goals and targets. 
Meritocracy
Grow Great Careers
Accelerate your learning curve. 
Prepare yourself to take advantage 
of the opportunities that exist 
at Kraft Heinz to grow a great career. 
The Learning & Development Value Proposition
What we expect from you... and what’s in it for you.
Together at the Table: Kraft Heinz 2022 ESG Report                 
Learning programs from the Global Functional Academies include 
learning experiences for audiences across all zones and levels 
including, partnerships with universities, functional and capability 
focused learning, custom eLearning development, and Ownerversity 
Academy home curation.
Learning & Development
Ownerversity is the Company’s trusted source for learning for all employees, whether they are 
attending a live or virtual learning experience or accessing digital resources. 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Learning & Development
 RELEVANT 
Learning Experience: 95% favorable for “relevant content with 
examples or activities that helped employees learn how to apply 
the takeaways to their job”
EFFECTIVE
Effectiveness:  92% favorable for ‘acquiring new knowledge and 
skills’ and 86% favorable for ‘gaining insights that will improve job 
performance’
VALUABLE
Value:  92% favorable for ‘this learning experience was a valuable 
use of my time’
Together at the Table: Kraft Heinz 2022 ESG Report                 
26
In September 2019, we launched the #LearnLikeAnOwner Challenge to the entire company and invited employees to join leadership 
in this movement to encourage a culture of continuous learning, bold creativity, and intellectual curiosity. The movement is truly global 
as anyone can learn anywhere and at any time.
Employees not only #MakeTimeForLearning, they also share what they learn with other employees through a Kraft Heinz internal 
communications platform called KetchApp. Employee participation in the #LearnLikeAnOwner Challenge continued to grow in 2021, 
with over 1,300 employees making a commitment and logging approximately 36,000 hours of learning.
Since Ownerversity’s inception in 2016, the global and zone learning teams have expanded the Kraft Heinz library to include custom 
Kraft Heinz learning experiences and curated playlists to help employees find training more easily. In 2020, there were over 479,500 
registrations in the Ownerversity platform. The overall Ownerversity usage was 14 average learning hours per employee (both office 
professionals and production workers). These numbers increased further in 2021, with 537,938 registrations accounting for a total of 
14.4 average learning hours per employee. The most attended programs across all Kraft Heinz were our #LearnLikeAnOwner Speaker 
Series followed by Ownerversity Day, our 24-hour event designed to bring the entire Kraft Heinz family together around learning.
Google Analytics has shown the Ownerversity platform draws a sizable number of visitors year over year, with totals from 2019 and 
2020 being fairly consistent (45,151 and 43,494 visitors respectively), and 2021 showing a significant increase (57,781 visitors). In 
addition to adoption and increased visitors to the platform, for all content overall in Ownerversity for 2021, the results by key measures 
were very favorable with increases ranging from 1 - 2 percent in effectiveness and value. 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

27
The Kraft Heinz Company Foundation (Kraft Heinz Foundation) pursues its 
mission through strategic partnerships with organizations that have programs 
aligned with hunger relief, nutrition support and self-sustaining food sources. 
Kraft Heinz employees from all corners of the world have passionately joined 
the Foundation through volunteer efforts towards our goals, highlighting the 
critical nature and immediacy of our work in helping to alleviate world hunger. We are proud that we achieved our original goal to provide 
1 billion nutritious meals to those in need by 2021. At the end of 2021, through a combination of financial support and product donations, 
we have provided nearly 1.2 billion meals to those in need since 2016. In 2021 alone, we provided approximately 440 million meals to people 
in need – From 2019 through 2021, we’re now more than halfway to our 2025 goal of providing 1.5 billion meals to those in need.
Working to Alleviate 
Global Hunger
We have aligned our current key partners towards this goal:
The Kraft Heinz 
Micronutrient 
Campaign
The Kraft Heinz Micronutrient Campaign, established by 
the H. J. Heinz Company in 2001, aims to use the skills 
and compassion of our employees to provide a nutritional 
supplement to promote healthy growth and development 
of those in hunger in developing regions around the 
world. 
Understanding that nutrition and food are pivotal in the 
growth and success of a child, and especially significant 
for malnourished children across the globe, Kraft Heinz 
developed this micronutrient sachet with essential vitamins 
and minerals, to be mixed in with more readily available 
food without all these benefits.
Provide 1.5 billion meals to people in need 
by 2025 against our 2019 baseline. 
PROGRESS
ON TRACK: 52%
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

28
28
Rise Against Hunger 
The Kraft Heinz Foundation (and prior to that, the H.J. Heinz Holding Corporation) have been a partner 
of Rise Against Hunger since 2013. Originating from the desire to provide nutritious and efficient meals 
to those facing hunger across the world, our partnership with Rise Against Hunger now impacts a wide 
variety of issues ranging from addressing global hunger through localized, urgent needs, to wider 
systemic, long-term projects. Today, we are Rise Against Hunger’s largest partner.
28
In July 2021, the Kraft Heinz Foundation committed to a $12 million donation, dispersed over the following three years, to support Rise 
Against Hunger’s global efforts to end world hunger.  This commitment will support Rise Against Hunger’s sustainable agriculture projects, 
local procurement efforts and the packaging and distribution of Rise Against Hunger meals, including the supplying of Kraft Heinz 
micronutrient sachets. These sachets, added to Rise Against Hunger’s meal bags, include 18 essential vitamins and minerals. Kraft Heinz’s 
micronutrient sachets have fortified over 400 million Rise Against Hunger meals to date.  
During the first year of this commitment, Rise Against Hunger was able to reach over 2.7 million people, and, through food distribution, 
local procurement and sustainable agriculture projects, supply them with the equivalent of approximately 253 million meals.  

Key Highlights from 2021: 
Sustainable Agriculture
Participants in Rise Against Hunger’s sustainable agriculture 
projects, supported by Kraft Heinz, in Malawi, Mali, South Sudan, 
Senegal and Zimbabwe produced 14,340 metric tons of food. This 
was equivalent to more than 214,067,750 meals. These projects, 
which Rise Against Hunger implements with local partners, support 
long-term food security through a variety of initiatives, including 
sustainable agricultural training, microenterprise loan programs to 
support small business, installations of water wells and solar pumps, 
and more.
Nourishing Lives Through Meals
Rise Against Hunger also works to strengthen food and nutrition 
security through safety-net food assistance programs in chronically 
food insecure regions, such as Nicaragua, Tanzania, Timor-Leste 
Indonesia and India. Many of these meals and locally procured 
food are distributed in educational settings to also support 
children’s education.
Together at the Table: Kraft Heinz 2022 ESG Report                 
Photo Credit: Rise Against Hunger
Photo Credit: Rise Against Hunger Partner, Convoy of Hope 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

29
29
29
LAUNCH Project
Implemented by Rise Against Hunger and its in-country partner Development in Gardening, the Leveraging 
Agriculture to Unite Communities and Hospitals (LAUNCH) project has been working to improve food security 
for at-risk populations in southern Senegal. The sustainable agriculture project establishes community gardens 
and supports participants as they set up home gardens. In 2021, approximately 2,394 pounds of crops were 
harvested by LAUNCH participants in community gardens, homes and demonstration gardens. To date, 20 
community gardens and 16 facility gardens have been established, each averaging 30 varieties of produce, in 
Ziguinchor, and 948 people have been trained on sustainable agriculture practices.     
Fatou, a farmer from Casamance, Senegal, is one of the LAUNCH project participants. Before joining the 
project, Fatou used traditional techniques on her farm. Due to the dry climate and lack of water for irrigation, 
this limited her to a small selection of crops she could plant. Through the project, Fatou learned new gardening 
techniques and water conservation practices, like gardening in tires as well as diversifying her garden to increase 
her vegetable production. She has now been able to increase her farming yields by almost 40 percent, allowing 
to her to meet her family’s financial and household needs. 
Together at the Table: Kraft Heinz 2022 ESG Report                 
Project Spotlights
Pandemic Relief in Indonesia
During Indonesia’s COVID-19 lockdowns in 2021, many Indonesian families 
struggled to get the food and nutrition that they needed. Rise Against 
Hunger’s Malaysia office, along with partner HOPE Worldwide Indonesia, 
designed and distributed shelf-stable food boxes that included rice, mung 
beans, oil, flour and sugar to ensure that families continued to receive 
adequate sustenance during this time. The initiative reached seven major 
cities across Java, Indonesia’s most populous island, benefitting over 16,700 
individuals. 
Photo Credit: Keenan Hairston
Recipients of the LAUNCH Project
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

30
30
Heifer International 
The Kraft Heinz Foundation partnered with Heifer International in 2020 and 2021 to increase access 
to healthy food. Working to end hunger and poverty in a sustainable way across 21 countries, Heifer 
International partners with farmers and their communities, providing agricultural inputs and training, 
while also investing in farmer-focused infrastructure and market system development.
Since launching in 1944, Heifer International has assisted more than 39 million families. Its Passing on the 
Gift® model means that for each family supported, many more benefit, turning project participants into 
donors and building stronger food secure communities.
30
“With rising food insecurity around the world, Heifer International is committed to its mission of ending global hunger and poverty in 
a sustainable way. Our life-saving work reaches more than a million families globally every year and would not be possible without 
the support of dedicated partners like Kraft Heinz. We are grateful for Kraft Heinz’s continued support as we work with farmers and 
their communities to build long-term, sustainable solutions to the hunger crisis.” 
– Pierre Ferrari, President and CEO, Heifer International
Environmental 
Sustainability 
Guiding and supporting farmers 
as they integrate climate-smart 
agricultural practices on their 
farms to increase resilience 
and crop production, while 
protecting the planet. 
Food Security 
and Nutrition
Working with farmers to 
improve productivity and 
diversify their businesses so 
they can provide quality food for 
themselves and their families.
Risk Mitigation and 
Resilience
Supporting individuals 
and communities to forge 
connections so that they can 
shift from subsistence to 
sustainability – from reliance on 
others to resilience. 
Women’s 
Empowerment and 
Social Capital 
Investing in women 
and building stronger 
communities to end 
hunger and poverty 
for whole families and 
communities.
Economic 
Empowerment
Working with communities to 
identify sustainable income-
generating opportunities, 
building inclusive, resilient 
economies with farmers at the 
center.
The following are key areas of focus in Kraft Heinz’s strategic partnership with Heifer International:
Kraft Heinz and Heifer International 
2021 STATISTICS
148.6M 
Meals Produced
5 Countries 
 Bangladesh, Ecuador, Honduras, 
Nepal, Rwanda
110B
Calories produced
196,882
Active participants in Heifer International’s 
projects in Bangladesh, Ecuador, Honduras, 
Nepal, Rwanda in 2021
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Feeding America
Feeding America® is a nationwide network 
of 200 foodbanks and 60,000 food pantries 
with meal programs that serve every county in 
America. In Feeding America’s words, “to end 
hunger, we have to make hunger unacceptable,” and that is why 
the organization encourages everyone to take action in the fight to 
end hunger – an issue that impacts one in nine of our neighbors. 
Our relationship with Feeding America dates back to Kraft 
Foods Group. Inc., as one of the original groups to provide the 
organization with financial support in the 1980s. 
Today, Kraft Heinz helps Feeding America achieve its mission in 
a three-pronged approach. First, we help member food banks 
meet immediate hunger needs through food donations from our 
corporate operations. In 2021, we donated just under 15 million 
pounds of food to the Feeding America network through 33 local 
member food banks aligned with our U.S. manufacturing sites, 
bringing our total since 2016 to more than 117 million pounds 
of food donated. Second, through The Kraft Heinz Foundation’s 
philanthropic giving we are able to significantly amplify food 
donations to families in need on a planned basis. Third, we further 
partner with Feeding America through cause marketing and 
volunteerism, all aimed at our shared mission to end hunger.
“Hunger is an issue that impacts every community in our country, and at Feeding 
America, we work hard every day to help people who may not know where 
they will find their next meal.  We are incredibly grateful for our longstanding 
partnership with Kraft Heinz and for its generous support of our network.  Through 
monetary and food donations, along with volunteer engagement, Kraft Heinz has 
helped us provide more meals to our neighbors when they need it most.”  
– Casey Marsh, Chief Development Officer, Feeding America
Share our Strength: No Kid Hungry Campaign
No child should go hungry in America but in the wake of 
the coronavirus pandemic, 1 in 6 kids could face hunger. In 
2021, the Kraft Heinz Foundation made another significant 
investment in No Kid Hungry’s efforts to end childhood hunger 
and bringing No Kid Hungry one step closer to their goal to make sure that every child 
gets three meals a day. The Foundation’s grants support No Kid Hungry’s efforts to 
launch and improve critical programs that help ensure kids have consistent access to 
food. These grants can help provide up to 2.5 million meals to kids across the U.S.*
“Kraft Heinz Foundation’s continued partnership with No Kid Hungry is a 
strong indication of their deep understanding of the issues that contribute to 
childhood hunger in the US. And as we continue to navigate the impact of the 
pandemic on families and the schools and community organizations that were 
their lifeline for consistent access to food, partners like Kraft Heinz Foundation 
ensure we are able to help programs reach as many kids as possible. We are so 
grateful for this partnership.” 
– Jill Davis, Chief Revenue Officer, No Kid Hungry
* Meal equivalency varies during COVID-19 relief.
Red Cross
Vision Statement: The American Red Cross, through its 
strong network of volunteers, donors and partners, is always 
there in times of need. 
Through a network of about 250 chapters in the U.S., the American Red Cross 
provides relief to victims of disaster and helps people prevent, prepare for and 
respond to emergencies. As a member of the organization’s Disaster Responder 
Program, The Kraft Heinz Foundation is part of a select group of forward-thinking 
organizations that provide the highest level of year-round support to Red Cross 
disaster relief and preparedness efforts. The advance commitment – before disaster 
strikes – empowers the Red Cross to be ready to help disaster survivors at a moment’s 
notice, while also preparing people and communities for crises yet to come.
“The American Red Cross is part of nearly every community in the U.S., which 
means our work before, during and after disasters is never finished. We are 
extremely thankful to The Kraft Heinz Company Foundation for their year-round 
support as a Disaster Responder Program member.  This forward-thinking 
commitment enables us to prepare communities for the unexpected and rush 
immediate relief to people affected by disasters whenever and wherever they 
strike.” 
– Jennifer Pipa, Vice President, Disaster Programs, American Red Cross
Supporting Communities in Need
Disaster
Responder Program
Together at the Table: Kraft Heinz 2022 ESG Report                 
31
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

32
Greater Pittsburgh Community Food Bank
“Across southwestern Pennsylvania one in seven 
people don’t have enough to eat. With the tremendous 
partnership of the Kraft Heinz Foundation through our 
Grow, Share, Thrive campaign, we will be able to ensure our neighbors have access 
to the food they need today, tomorrow and for a lifetime. Thank you!”
– Lisa Scales, President and CEO, Greater Pittsburgh Community Food Bank 
Greater Chicago Food Depository
“The Kraft Heinz Company, co-headquartered here in 
Chicago, remains a leading supporter of the Greater 
Chicago Food Depository and our more than 700 
community partners across Cook County. Since 2016, 
Kraft Heinz has donated the equivalent of nearly 5 million meals to its neighbors 
facing food insecurity – 750,000 meals in the last year alone. We are so grateful 
for this relationship, especially as we continue to respond to an elevated need for 
food assistance. Companies like Kraft Heinz help us create a truly Greater Chicago.”
– Kate Maehr, Executive Director and CEO, Greater Chicago Food Depository
Grow Pittsburgh
“Our partnership with Kraft Heinz has helped people 
throughout the Pittsburgh region grow thriving gardens 
and share meals with their families and neighbors. Thank 
you for bolstering food security and food sovereignty in our community.” 
– Denele Hughson, Executive Director, Grow Pittsburgh
The Lunchbox Fund
“Our partnership with Kraft Heinz has been 
transformative to so many children’s lives.  As a result 
of the company’s support, we’re now able to provide over 1,500 extra daily 
breakfast meals in-school to children from very poor families who typically do not 
have access to food before school.  This essential first meal of the day supports 
the children’s ability to learn, leading to better educational performance. These 
nutrition-rich meals also act as a critical incentive to encourage students to be 
punctual and stay in school, broadening their educational opportunities and 
increasing their lifetime income potential.  These breakfasts are, quite literally, 
life-changing.”
– Topaz Page-Green, Founder, Lunchbox Fund  
Pantry Day and Food Banks Canada
In conjunction with World Food Day, Kraft Heinz 
Canada held its second annual Kraft Heinz Pantry 
Day. Canadians joined the fight against food 
insecurity by purchasing a participating Kraft Heinz product in-store 
or online, which was then matched with a donation to Food Banks 
Canada. Participating products included any variety of Kraft Peanut 
Butter, Philadelphia Cream Cheese, Kraft Salad Dressing, Kraft 
Dinner, Classico Pasta Sauce, Heinz by Nature, Maxwell House 
Coffee or Heinz Ketchup.
The initiative, which is part of a larger 5-year, $20-million product 
donation to Food Banks Canada is helping connect the 4.4 million 
Canadians affected by food insecurity across the country with 
the meals they need. Since 2020, the company has contributed 
3,281,900 pounds in high-quality food donations to food banks 
across the country in response to the COVID-19 pandemic. 

Child Aid
“In 2021, the Kraft Heinz Foundation continued its important support of 
Guatemalan children and their families as part of Child Aid’s White Flag Hunger 
Relief Campaign by awarding a second $75,000 grant (approximately 579,600 
meals) for emergency food relief. Since the onset of the global pandemic, the 
foundation has provided more than one million meals to starving families in the 
northern highlands of Guatemala. The continued spread 
of COVID-19 continues to challenge families in a nation 
already crippled by poverty, inflation and climate change. 
Through Child Aid and the Kraft Heinz Foundation, hungry families received boxes 
of emergency supplies meant to keep hunger at bay for approximately three 
weeks. Each emergency box contains one pound of beans, one pound of rice, one 
liter of oil, one pound of noodles, powdered milk, salt, sugar, hand sanitizer and 
children’s vitamins.”
– Nancy Press, Chief Executive Officer, Child Aid
Supporting Communities in Need  (cont.) 
Together at the Table: Kraft Heinz 2022 ESG Report                 
Magic Breakfast
2021 marked the third year of our partnership with Magic 
Breakfast, a charity that provides healthy school breakfasts 
to hungry and malnourished children in disadvantaged 
areas of the U.K. We increased the number of schools 
we supported with our No Added Sugar Heinz Beanz 
from 150 to 300 and pledged over 16 million meals for 
children at risk of hunger in the U.K. 2021 also saw the 
continuation of Kraft Heinz employees mentoring the 
Magic Breakfast team, including the pilot of a new work 
experience programme at Leeds City Academy, and 
virtual mentoring programmes with school children. In 
February 2021, Magic Breakfast, Kraft Heinz, and think 
tank Pro Bono Economics collaborated to release new 
research illustrating the cost effectiveness of a government 
funded school breakfast provision in the U.K., where every 
£1 invested by the government would generate £50 for 
the local economy across a child’s lifetime. Building on this 
profile-raising work, Magic Breakfast and Kraft Heinz later 
collaborated to release a limited-edition Heinz Beanz can 
in Tesco to highlight the importance of Magic Breakfast’s 
great work in ensuring no child is too hungry to learn. 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

33
Global Nutrition Guidelines

The Kraft Heinz Global Nutrition Guidelines identify nutrient targets 
for our products, with a focus on limiting sugar, sodium, saturated 
fat and calories. In addition, we continue to be committed to 
increase positive nutrients, offering delicious products with 
improved nutrition profiles. 
As part of this process, the Kraft Heinz Global Nutrition Group 
identified upper limits for calories, sodium, sugar and saturated 
fat across 50 categories that represent our total global portfolio. 
Products that meet these nutrition guidelines align with globally 
recognized dietary recommendations from the World Health 
Organization, the National Academies of Sciences, Engineering 
and Medicine, and the European Food Safety Authority. 
Progress on Healthy Living Goals 
Compliance* with Kraft Heinz’s Global Nutrition Targets (GNTs) fell 
from 74.7 percent in 2020 to 67.7 percent in 2021. This decrease 
resulted from two main contributory factors:
•	Inclusion of expanded regional data 
•	Updated nutritional information
In 2021, efforts focused on improving the quality of data and 
transparency within regions that had not previously been 
measured. Expanded assessed regions included China, Indonesia, 
Brazil, and the Middle East, which increased global data volume 
assessed by 15 percent. We continue to improve data quality and 
nutrition profiles in regions which are early in their nutrition target 
compliance journey.   
Product Health
The fall in GNTs compliance was also impacted by updated sodium 
nutritional information for Heinz tomato ketchup in North America; 
this was not the consequence of changes to the formulation. In 
addition, Kraft Heinz normalized serving sizes to 100 grams for all 
category targets globally to help ensure a consistent and common 
baseline. 
Further to our GNTs, we successfully reduced just under 10 million 
pounds of total sugar across our portfolio in 2021, 16 percent 
towards our goal of reducing 60 million pounds of total sugar 
across our global portfolio by 2025. This reduction was primarily 
driven by our ABC brand in Indonesia in combination with multiple 
initiatives across Asia, Australia, and Europe. We are confident that 
we will reach our goal and have an ambitious roadmap, including 
significant sugar reductions in our beverages as well as other global 
initiatives. In 2021, there was no progress on our North America 
sodium reduction goal but we are implementing plans to help 
ensure achievement by 2025. 
* Inclusive of all countries with measurable data where Kraft Heinz operates, which was expanded to include volumes from China, Indonesia, Brazil, and the Middle East in 2021. 
Kraft Heinz Foodservice, Kraft Heinz Ingredients and infant/toddler categories are not included in the overall metric. Kraft Heinz Foodservice and Kraft Heinz Ingredients items do 
not have specific nutrition targets and infant/toddler product targets are based on local guidelines. 
We recognize the magnitude of effort required and remain 
committed to achieving 85 percent compliance with our 
GNTs by 2025.
Improve product health & nutrition by achieving 
85% compliance with Kraft Heinz Global Nutrition 
Targets by 2025.
Reduce total sugar in our products by more than 60 
million pounds across our global portfolio by 2025. 
Reduce sodium by an additional 5% in our BBQ Sauce 
and Kraft Salad Dressings in North America by 2025.
Improve use and transparency of simpler 
ingredients by 2025.
PROGRESS
PROGRESS
PROGRESS
PROGRESS
ON TRACK: 67.7%
ON TRACK: 16%
EARLY STAGE
ON TRACK
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

34
Innovating New 
Health and Consumer 
Conscious Products
Increase our plant-based offerings.
PROGRESS
ON TRACK
Innovation Partnerships
At Kraft Heinz, we see challenges as opportunities for innovation 
and a way to provide better products for consumers. We aim to 
create innovations that satisfy consumer demand for new and 
health-conscious brands that they can feel good about. We do that 
by constantly researching, developing and launching products that 
reflect modern tastes, leading trends, and consumer preferences. 
Our focus is on incremental volumes and mix improvement coming 
from new products.
Plant-based 
The Heinz brand has been making high quality, plant-based 
products for over 150 years. Below are some examples of our 
plant-based launches in 2021.
In conjunction with Veganuary, Heinz launched vegan versions of 
several of its well-loved products. The brand also launched three 
varieties of ‘Beanz Burgers’, each containing 10 grams of protein 
and packed full of beans. These tiny parcels of superpower make 
a great range of nutritionally rich meat-free products packed with 
all of the goodness of beans & veggies.
In select regions, Heinz launched a fully vegan mayo range, 
including flavors such as original, smoky chili and garlic aioli. 
In addition, the brand also introduced a vegan alternative to its 
fan favorite Heinz Salad Cream. This vegan alternative has the 
same deliciously zingy taste of Heinz Salad Cream we all know and 
love, but is suitable for vegans while also being gluten free and 
containing no artificial colors, flavors or preservatives.
Organic 
To offer consumers choices that help them meet their lifestyle and 
wellness goals, we have brands with organic offerings that we are 
constantly looking to expand. 
United States: In the United States, our certified organic 
products adhere to the U.S. Department of Agriculture’s National 
Organic Program standards and regulations. Our organic certified 
products include certain Capri-Sun juices, Heinz tomato ketchup 
products and Classico sauces. Our organic labelled products are 
designed to ensure that all agricultural products contained 
within them meet organic criteria and less than 5 percent of the 
total product contains allowable non-organic ingredients. 
Canada: In Canada, our organic products comply with the 
Canadian Organic Standards as required by the Canadian Organic 
Regime (COR). Examples include our Kraft Dinner organic Original 
Macaroni & Cheese, Heinz organic tomato ketchup, Classico 
organic pasta sauces, and Heinz organic baby foods and cereals. 
Europe: In Europe, we offer Heinz tomato ketchup with 
100 percent organic tomatoes to meet the needs of consumers. 
In the U.K., we also offer our delicious Heinz baked beans and 
cream of tomato soup with organically grown beans and tomatoes.
Stepping Up to the Plate: Kraft Heinz 2021 ESG Report                 
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Innovating New Health and Consumer Conscious Products...  (cont.) 
35
SPOTLIGHT
Plant Protein 
Innovation Center 
Kraft Heinz is proud to be a Partner-level member of The Plant Protein Innovation Center, an 
interdisciplinary research center dedicated to studying plant and alternative proteins.  The PPIC 
mission is to bring together researchers and industry partners to produce and study nutritious and 
functional plant protein ingredients and products. 
Goals of PPIC include:
•	 Creating an active platform to study and promote plant proteins
•	 Gaining the involvement of key industry players
•	 Developing research programs that address industry-identified challenges and opportunities
•	 Developing and disseminating a wealth of interdisciplinary knowledge and technologies 
	 to advance plant proteins
•	 Fostering partnerships, scientific exchange, and interdisciplinary interactions
•	 Addressing the consumer desire for nutritious and healthy food
•	 Having a positive impact on the environment
•	 Providing additional protein sources for the growing population
As a Partner, Kraft Heinz has direct R&D involvement on the PPIC Technical Committee to contribute to the development of the 
center’s research priorities, review of research proposals, and has access to plant-based scientific workshops and training courses.
The Plant Protein Innovation Center research efforts are headquartered at the University of Minnesota Saint Paul campus.  
https://ppic.cfans.umn.edu/
Together at the Table: Kraft Heinz 2022 ESG Report                 
35
SPOTLIGHT
APC Microbiome Ireland 
APC Microbiome Ireland has been a strong 
partner of Kraft Heinz since 2020. Throughout 
2021, we continued our partnership aimed at 
discovering new, natural cultures for fermented 
foods that could unlock the ultimate natural 
and clean label opportunities for product 
development. While the health benefits of fermented natural cultures 
(such as probiotics) are important to Kraft Heinz, our collaboration with 
APC Microbiome Ireland largely focuses on the discovery of novel bioactive 
and functional compounds derived from traditional food cultures. The 
technologies that we will develop as a result of this strategic partnership 
will align with the growing demand for cleaner, consumer-friendly 
ingredients and products.
Microbiome
Ireland
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

36
Master Low Salt Weijixian Soy Sauce
In 2021, Our Master brand launched Master Low Salt Weijixian Soy 
Sauce. The product was developed to stand out by not only reducing 
salt by 28 percent, but by adding high quality dried scallops to elevate 
taste, creating a heathier and superior umami taste. This product is of 
one of the many examples of our brands stepping up to create healthy 
and delicious products for consumers in China.
Sugar Reductions in Central and South America
Across various regions, we have strived to reduce sugar content across 
our baby food line. In Venezuela and Mexico, we implemented a 
10 percent sugar reduction across our Heinz and Polly brands wet baby 
foods. While in Costa Rica we implemented a 1 percent sugar reduction 
across the same product range. We aim to continue to prioritize 
reductions across more categories in the coming years. 
Philadelphia Lactose Free Brick Cream Cheese 
Philadelphia Original Brick Cream Cheese blends the creamy goodness 
of Philly with real milk and cream, now available in Lactose Free! It’s a 
great addition to any meal, from appetizers to desserts. Our delicious 
cream cheese contains no artificial colors or flavors and is also available 
in tub format.
Plasmon Biscuits 
Plasmon has always been attentive to the needs of children. In 2021, 
we developed a version of our well-loved children’s biscotto in Italy with 
30 percent less sugar (compared to the classic Plasmon biscuit) still, 
with that unmistakable Plasmon taste. The biscuit also contains calcium, 
selected B vitamins and iron which contributes to normal cognitive 
development and the immune system. 
Heinz Veg Hoops 
This everyday favorite gives you the same great taste of the original 
Heinz Spaghetti Hoops that families have been enjoying for years 
but with 30 percent EXTRA veg. This tasty new plant powered recipe 
launched in the UK, uses pasta hoops made from carrot and cauliflower, 
served in a smooth and delicious tomato and sweet potato sauce. 
What’s more, they’re 100 percent plant-based, meaning they’re suitable 
for vegans, vegetarians, and anyone looking to enjoy more plant-based 
everyday meals.
Heinz Beanz Protein Pot
Heinz in the U.K. launched a microwavable breakfast pot that contains 
its signature beans but also sausage, spinach and scrambled egg. The 
Beans Protein Pots – which come in at 235 calories each – are also a 
great source of protein with 14.6g per serving, and are high in fiber and 
low in sugar. 
2021 Key Healthy Living Product Launches
Innovating New Health and Consumer Conscious Products...  (cont.) 
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

37
Other Key Global Product Launches and Improvements 
Kraft Heinz has a long-standing commitment to improve the nutrition of its beloved brands and products, and we aim to consistently deliver the 
quality ingredients and products that consumers are asking for. Our current priorities across our product categories include removing artificial 
colors, flavors and preservatives; reducing sodium and sugar, and offering more gluten-free and organic choices.
PRODUCT
ACTION
MARKET
Kraft vegan mac & cheese
Launched Kraft vegan mac & cheese. It is vegan certified, gluten free and has no artificial flavors or colors.
Australia 
Bare Bones gravy
Launched Bare Bones ready to use gravies and finishing sauces. Delicious flavors made from simple, premium ingredients and no 
artificial colors or flavors.
Australia and New 
Zealand 
Wattie’s infant no added sugar custards
Launched Wattie’s no added sugar fruity custards. Sweetened with only naturally occurring sugars from milk and fruit.
New Zealand 
Wattie’s Infant salmon meals
Launched Wattie’s savory infant salmon meals which provide a source of Omega-3 from salmon.
New Zealand 
Heinz seriously good vegan mayo & aioli
Launched Heinz seriously good vegan mayo and aioli. Vegan certified. No artificial flavors or colors.
Australia and New 
Zealand 
Crave line extensions
Launched Crave frozen meals oven baked chicken and ham macaroni & cheese, pesto ravioli with Italian sausage, double sausage & 
bacon loaded tots, steak n' eggs with roasted potatoes that meet no artificial colors, flavors or sweeteners.
Canada
Kraft Dinner flavor boost
Launched five flavors of KD flavor boost (Poutine, butter chicken, buffalo, jalapeno, ghost pepper) with no artificial flavors, colors, or 
preservatives.
Canada
Kraft Dinner unicorn
Launched a limited-edition Kraft Dinner unicorn shapes box with no artificial flavors, colors, or preservatives.
Canada
Philadelphia lactose free cream cheese
Launched two Philadelphia original cream cheese with lactose-free claim and no artificial flavors or colors for brick and soft versions.
Canada
Heinz dip cups
Renovated three Heinz shelf stable dip cups to remove artificial colors, flavors and preservatives.
Canada Foodservice
Heinz TrueSoups frozen soups
Renovated Heinz TrueSoups frozen soups to replace 16 ingredients across 16 SKUs, such as artificial colors, flavors and preservatives.
Canada Foodservice
Philadelphia cream cheese 
Launched Philadelphia plain, herb & garlic , strawberry flavors with no artificial preservatives, flavors or colors for foodservice.
Canada Foodservice
Private label frozen soups
Renovated three private label soups for Foodservice to remove artificial flavors and colors.
Canada Foodservice
Golden label light soy sauce
Salt reduction for Golden label light soy sauce.
China
Heinz tomato ketchup
Removed high fructose corn syrup.
China
Heinz tomato paste
Launched tomato paste with reduced added salt. 
Egypt
Heinz classic mayo
Launched our classic mayo in glass jar with less fat and 45% less saturated fats using cage free eggs.
Egypt & Middle East
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

38
Other Key Global Product Launches and Improvements (cont.)
Together at the Table: Kraft Heinz 2022 ESG Report                 
ABC sauces
Reduced sugar by 10 percent in mantaap sweet soy sauce, reduced sugar by 30 percent in extra hot chili formula, and reduced sugar by 
8 percent in original chili formula.
Indonesia
Ready to drink mungbean
Reduced sugar by 20 percent
Indonesia
Ready to drink soy milk
Reduced sugar by 18 percent 
Indonesia
Honig soup mixes
Reduced salt in select soup and meal mixes
Netherlands
Heinz BBQ & teriyaki sauces
Launched sauces with reduced sugar & salt with same great taste
Russia
Heinz infant cereals
Removed sugar in infant cereals and utilized natural grain flour in recipes
Russia
Heinz plant based soups 
Launched Heinz plant based soup range
U.K.
Heinz no salt added ketchup
Renovated Heinz No Salt Added Ketchup to replace high fructose corn syrup with sugar.
U.S.
Oscar Mayer natural fully cooked bacon
Launched Oscar Mayer natural fully cooked bacon that meets no artificial ingredients, minimally processed, smoked with real wood. 
U.S.
Philadelphia cheesecake crumble
Launched Philadelphia cheesecake crumble in original, strawberry, and cherry that meet no artificial preservatives, flavors, or dyes.
U.S.
Primal Kitchen gravy
Launched Primal Kitchen no dairy classic gravy and mushroom gravy with no gluten, grains, or soy and organic.
U.S.
Kraft Heinz ingredients dehydrated 
marshmallow bits
Launched three naturally colored dehydrated marshmallow bits.
U.S. and Europe
Heinz TrueSoups frozen soups
Renovated Heinz TrueSoups portfolio consisting of 43 soups to meet no artificial flavors, preservatives, or dyes.
U.S. Foodservice
PRODUCT
ACTION
MARKET
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

39
Infant Nutrition
Infant and Young Children Product Improvement 
We are committed to providing better products based on nutrition science, taking into account nutrient requirements specific to this life 
stage. We aim to provide more natural products, more fruits and vegetables and smaller serving sizes, and are focused on including important 
nutrients. Kraft Heinz products are designed to comply with applicable laws in the country of manufacture and marketing. If national legislation 
is not available, Kraft Heinz products are designed to adhere to the Codex Alimentarius (Codex), a collection of international food standards, 
codes of practice and guidelines.
Together at the Table: Kraft Heinz 2022 ESG Report                 
39
Heinz for Baby Pulses
Our Heinz for baby pulses range launched three savory plant-based baby food options -  Saucy Pasta Stars 
with Beans & Carrot, Potato Bake with Green Beans & Sweet Garden Peas, and Risotto with Chickpeas & 
Pumpkin. All three options are free of added sugar and salt. They also count towards the recommended five 
daily servings of fruit and vegetables. 
Whānau Āwhina Plunket Partnership
Whānau Āwhina Plunket is New Zealand’s largest provider of support services for the health and well-being 
of children under five. Kraft Heinz’s Wattie’s for Baby® and Plunket have an ongoing partnership, which has 
supported New Zealand babies and new parents for over 30 years. Wattie’s has a range of baby feeding 
guides covering topics from starting solids, to fussy eating, to support parents on their feeding journey. The 
Wattie’s for Baby careline nutritionists are also available to help with feeding and nutrition information for 
babies.
Plasmon Nutrimune
Kraft Heinz continues to leverage innovation through science-supported-evidence and clinical trials. 
Nutrimune, utilized in milk formula in Italy, offers a unique ingredient derived from a proprietary Lactobacillus 
paracasei strain that, pending completion of clinical studies, we believe can help support a healthy immune 
system in infants and young children.
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

40
Food Safety & Quality
Kraft Heinz is a globally trusted producer of delicious foods. We take our responsibility with respect to 
food safety and quality very seriously, and we will not compromise on it. We all want to have confidence 
in the food on our plates.  
We implement a consistent, comprehensive food safety and 
product quality management process across our global supply 
chain. Through this, Kraft Heinz is committed to meeting regulatory 
compliance with industry standards. Our food safety and product 
quality management process has been designed by us for us. We 
utilize leading methodologies to ensure food is manufactured 
safely, complies with local regulations and meets or exceeds the 
quality standards we’ve set for our products.
Compliance with our own internal food safety and product quality 
management system helps ensure our owned factories are also 
compliant with Global Food Safety Initiative (GFSI) recognized 
certification (e.g. FSSC 22000). Many of our factories undergo 
third party audits and achieve third party 
certification to demonstrate this. Kraft 
Heinz also serves on the GFSI Steering 
Committee (alongside major producers 
and retailers), working through challenges 
to enable the GFSI objectives, including governance & technical 
working groups.
In addition to complying with our internal food safety and product 
quality management system, we also monitor other external 
metrics including product recall, serious incidents and factory 
related consumer complaints. 
Together at the Table: Kraft Heinz 2022 ESG Report                 
40
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Similarly, in Canada, Kraft Heinz participates in the Canadian 
Children’s Food and Beverage Advertising Initiative (CAI), which 
requires participants to commit that 100 percent of advertising 
directed primarily to children under the age of 12 promotes only 
products that represent healthy dietary choices, or to commit to 
not advertising directly to children under age 12. Our company 
does not advertise to children under the age of 12 in Canada as set 
out in the CAI report. 
In Europe, we adhere to clear guidelines and requirements, 
including the U.K.’s OFCOM and Advertising Standards Authority, 
as well as the Netherlands Code of Conduct on Kids Marketing. 
In Australia and New Zealand, we adhere to self-regulatory codes 
including the New Zealand ASA Children and Young People’s 
Advertising Code and the Australian AANA Food & Beverages 
Advertising Code.
41
Responsible Marketing
Kraft Heinz is committed to marketing and advertising its products in a responsible and suitable and 
transparent manner, particularly products marketed and advertised to children under the age of 12.
Employees responsible for creating, approving or placing 
marketing materials for Kraft Heinz have primary responsibility 
for compliance with Company guidelines, and such marketing 
team members are formally trained regarding requirements and 
expectations pursuant to various marketing policies, including a 
Marketing to Kids Pledge. 
In the United States, Kraft Heinz abides by a comprehensive set 
of marketing to children standards: Children’s Food & Beverage 
Advertising Initiative (CFBAI), Children’s Online Privacy Protection 
Act (COPPA) and Children’s Advertising Review Unit (CARU). 
As noted in our Pledge and CFBAI’s Core Principles, Kraft Heinz’s 
commitments relating to marketing to children include: 
•	 No advertising directed to children under 6 years of age; 
•	 Only qualified products which meet CFBAI’s uniform 
nutrition criteria may be marketed to children ages 6 to 11; 
•	 Guidelines apply to media (e.g. TV, internet, radio, etc.) that 
is primarily directed to children; and 
•	 No in-school marketing below the university level.
Guidelines for Marketing 
Breast Milk Substitutes
Kraft Heinz recognizes the importance of breast-milk in 
feeding infants. Kraft Heinz also recognizes the breadth 
of diversity and variety of circumstances globally that can 
predicate the need to provide formulation nourishment to 
certain individuals that would otherwise not receive it. 
The Company complies with the World Health 
Organization (WHO) International Code for Marketing of 
Breast-Milk Substitutes and subsequent relevant World 
Health Assembly (the decision-making body of WHO) 
resolutions as implemented by international legislation or 
codes of practice. 
To further demonstrate our positions and approach on 
the manufacture and marketing of breast-milk substitutes, 
Kraft Heinz has established and published its Policy on 
Breast-Milk Substitutes. We will continue to review our 
internal policy in line with the latest recommendations of 
the WHO.
Representation of the above logos does not necessarily indicate endorsement of Kraft Heinz or any of our statements by their respective organizations.
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

42
Transparency & Labeling
We have a responsibility to communicate information about our products to ensure that consumers can 
feel good about what they are feeding their families. At Kraft Heinz, we’re committed to being transparent 
and helping consumers make informed food and beverage choices, whether at home or at the grocery 
store.
Front of Pack Nutrition Labeling
Consumers consistently say they want more information on how 
their food is made and what it contains. To address this need, 
we are voluntarily making our nutrition information easier for 
consumers to find by providing nutrition information on the front of 
our product packaging in certain markets.  
Facts Up Front: U.S. 
We have widely implemented the Facts Up Front program for key 
Kraft Heinz products to help consumers plan nutritious meals for 
their family. This voluntary program was developed in the U.S. in 
2011 to increase nutrition transparency and access by displaying 
calories, saturated fat, sugar and sodium on the front of each 
package. The visual informs consumers about the nutrients in each 
product and how they fit into a balanced and healthy diet as part of 
the federal daily dietary advice.
Health Star Rating: Australia & New Zealand 
Kraft Heinz supports the voluntary Health 
Star Rating front-of-pack labelling system in 
Australia and New Zealand. The Health Star 
Rating system rates the overall nutritional profile 
of packaged foods using a strict calculation 
and assigns a rating from ½ a star to 5 stars.  
The heath star rating is an easy way to help consumers compare 
the nutrition of similar packaged foods and make healthier 
food choices. The independent Health Star Rating system was 
developed in 2014 by governments in collaboration with public 
health experts, the food industry and consumer groups. Kraft Heinz 
continues to support and implement Health Star Ratings 
on a number of our packaged food products in Australia and 
New Zealand. 
SmartLabel®
In the U.S. and Canada, we provide product information through 
the SmartLabel website. Responding to the information needs of 
today’s consumer, the SmartLabel™ initiative enables Kraft Heinz 
to provide consumers with the detailed information they seek 
about our products. More than 2,700 Kraft Heinz products have 
been listed on smartlabel.org, including Boca, Capri Sun, Classico, 
Gevalia, Mio, Jell-O, and many others, with plans to add more for 
both the U.S. and Canada. See http://www.smartlabel.org/products 
to find Kraft Heinz products.
Traffic Light: United Kingdom
Our journey toward more transparency 
involves listening to our stakeholders. By 
participating in the Traffic Light program in 
the U.K., we hope to provide consistency 
in labeling to U.K. consumers. Under the 
traffic-light system, food and drink labels 
show whether levels of sugar, salt and fat are high, medium or low 
using red, amber and green traffic light colors – and is based on 
the amount per 100g.
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

As part of our continuous efforts to support the needs of today’s 
consumers to prepare, serve and enjoy delicious snacks and 
meals, our culinary teams are developing new and innovative 
recipes. Our internal dietitians and nutritionists have established 
criteria to help consumers identify recipes which fit within relevant 
guidelines for healthy eating. 
United States and Canada: Our websites in the United States 
(My Food and Family) and Canada (Kraft Canada) offer consumers 
the ability to find recipes tailored to their specific tastes and 
dietary needs. Our Healthy Living recipe collection features 
recipes that meet nutritional guidelines established by our 
registered dietitians. We plan to continue expanding our content 
to meet the diverse and changing needs of consumers. 
43
Healthy Living Recipes 
Europe: The Kraft Heinz Nutrition Recipe Guidelines provide 
guidance in developing nutritious and balanced meals using Kraft 
Heinz products, while minimizing less desirable ingredients and 
promoting responsible portion sizes. 
New Zealand: Our Food in a Minute platform is one of New 
Zealand’s most popular recipe sites reaching half the population 
every year. Focused on becoming the go-to resource for foodies 
and beginner cooks alike, developing trend and insight driven 
recipes that hero our products. With hundreds of recipes for every 
occasion, from quick dinner ideas to meals for special occasions, 
Food in a Minute has something for everyone. 
43
Together at the Table: Kraft Heinz 2022 ESG Report                 
43
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

44
A Track Record of Safety
Safety in the Workplace 
Kraft Heinz is committed to providing a healthy, safe and secure 
workplace for employees, contractors and all people who visit our 
facilities. Safety Management is built into our fully integrated Kraft 
Heinz Management System (KHMS), combining best-practice 
safety principles with other operational functions in a continuous 
improvement framework. KHMS states clear expectations 
and practical steps to manage risk and avoid injuries, and 
requirements are expected to be followed in every Kraft Heinz 
Facility. We track and measure implementation through internal 
audits, with results reflected in Management-by-Objectives KPIs 
and Factory Championship rankings. Due to robust site-level 
implementation, Kraft Heinz improved its safety KPIs over the last 
year, representing some of the best results among our food and 
beverage industry peers.
In response to the emergence of COVID-19 in early 2020, 
we provided enhanced benefits and implemented additional 
workplace safety programs and processes in all our manufacturing 
facilities, many of which have continued through 2021. In 2021, 
we also began a limited return to office for our global office 
populations with heightened in-office health and safety protocols 
that followed local regulations. As the circumstances and 
impacts of COVID-19 continue to evolve, we regularly evaluate 
our response to adapt and protect the health and safety of our 
employees, while supporting consumers and our communities.
Total Recordable Incident Rate 
Our compiled worldwide Total Recordable Incident 
Rate (TRIR) is a medical incident rate based on the 
U.S. Occupational Safety and Health Administration 
(OSHA) record-keeping criteria (injuries per 200,000 
hours). 2021 saw continued progress in our 
Worldwide Safety Performance, resulting in a 0.62 TRIR, improving 
approximately 16 percent as compared to 2020. Kraft Heinz is 
proud of its safety track record, having delivered year-over-year 
incident reductions since its inception.
44
Together at the Table: Kraft Heinz 2022 ESG Report                 
44
2021 TRIR
0.62
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

45
Stepping Up to the Plate: Kraft Heinz 2021 ESG Report                 
At Kraft Heinz, environmental stewardship begins with our operational footprint, where we 
actively strive to conserve water and energy, reduce emissions, minimize waste and make our 
packaging sustainable. From there it extends to initiatives in our supply chain and takes shape 
as collaborative projects with customers at the other end of the spectrum. Notwithstanding, our 
manufacturing sites can consume substantial amounts of resources, and are controlled by us, so 
we focus significant efforts around environmental stewardship inside of our walls.
Environmental Stewardship
45
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

46
46
Kraft Heinz is committed to reducing its operational environmental footprint. We have prioritized 
projects across our global manufacturing network in the areas of water conservation, energy use and 
greenhouse gas emissions (GHGs), waste reduction and packaging.
In 2021, we made positive progress towards all of these goals compared to our 2019 baseline. 
Sustainability Goals 
in Manufacturing
Kraft Heinz Management System
The Kraft Heinz Management System (KHMS) standard practices are 
organized into eight pillars, each with its specific function but simultaneously 
interconnected to drive sustainable efficiency improvements.  Since adopting 
this framework, we have completed many innovative and impactful projects 
across the world, making significant positive progress toward our ESG goals. 
The following pages describe our progress and examples of successful 
projects across each of our environmental goals. 
In 2021, we made positive progress towards all of these goals compared to our 2019 baseline. We reduced water use intensity by 
4.4 percent for all sites, and by 12.2 percent in high-risk watershed areas. We also reduced the intensity of energy use by 
5.1 percent, and waste by 14.7 percent. We are confident we have set up the proper management systems (read more about our 
Kraft Heinz Management system to the right) and governance structure, while leveraging appropriate resources to keep us on course 
toward full achievement of our manufacturing goals by 2025.
We continue to recognize the significant environmental impacts an ever-growing world can have, and we remain steadfast to 
balance production processes that can meet global food demand with efficient operation. Through thorough assessment and 
strong management processes and routines, we see opportunities for improvement at various stages of our operations, and we 
will learn from external perspectives, as well as ourselves by continuously fostering efficiency improvements in an environment of 
collaboration, ownership, and innovation. The Kraft Heinz Management System (KHMS) is a set of standard practices and routines, 
tailored to advance our operational excellence journey. KHMS is one of the key drivers of our sustainable manufacturing strategy as 
it guides the implementation of practices to reduce water use, energy use, GHG emissions and waste output. These practices help 
guide our manufacturing teams to continuously challenge themselves toward our strategic goals and learn better ways of working to 
improve and sustain their results.
15% 
Decrease in water use 
intensity across our 
manufacturing facilities 
(cubic meter per metric ton 
production)
15%
Decrease in energy 
use intensity 
(kilowatt hour per metric ton 
production)
20% 
Decrease in waste 
intensity
 (kilogram per metric ton 
production)
20% 
Decrease in water use 
intensity in high-risk 
watershed areas 
(cubic meter per metric ton 
production)
Together at the Table: Kraft Heinz 2022 ESG Report                 
46
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

47
47
47
Water Use 
& Conservation
Water is fundamental to all life and business either directly or indirectly. Making high-quality products requires that we begin with 
high-quality ingredients of which fresh quality water is a key input. Kraft Heinz is committed to water stewardship in each aspect of 
our business, from our quality controls to the relationships we have with our growers and suppliers. As a food and beverage company, 
having access to sufficient amounts of quality fresh water, both now and in the future, is critical to our business. Water is used in many 
areas of our value chain. It is a vital input for growing various agricultural ingredients we use in our products. We also use water as a 
direct ingredient in many of our products and as a key utility in our manufacturing, cleaning and sanitation processes. Access to high 
quality water is pivotal for us to achieve our high standards of food safety and quality. High-quality water will continue to be a vital 
component throughout our value chain.
We aim to decrease water use intensity by 20 percent by 2025 at our water stressed sites. In 
2021, we reduced water use intensity by 12.2 percent as compared to our 2019 baseline.
We aim to decrease water use intensity by 15 percent in all manufacturing facilities 
by 2025. In 2021, we reduced overall water use intensity by 4.4 percent as compared 
to our 2019 baseline.
Water Goal Progress (High-risk watershed sites)
Water Goal Progress (All Sites)
Conserving Water Through 
Innovation
Our Christchurch, New Zealand facility is a key manufacturer of our 
Wattie’s brand that offers a wide variety of frozen and packaged 
fruit, vegetables, and other customer favorites. In 2021, the facility 
successfully reduced water use intensity by 21 percent. The facility 
achieved this through a series of efficiency improvements, including 
water recycling systems and increased water usage visibility through 
better sensor technology, and the use of portable flow meters 
throughout the facility.
Our Christchurch facility created an innovation to address the large 
volume of water used to de-ice its blast freezer tunnels and bulk 
freezer stores. The new process feeds water through its de-superheater 
system. This heated water makes the de-icing process more efficient as 
compared to using room temperature water. The upgraded system also 
ensures that the water is collected, filtered, and used in a secondary 
process.
Reduce water use intensity by 20% in high-risk 
watershed areas by 2025  (per metric ton of product made).	
ON TRACK: — 12.2%
Reduce water use intensity by 15% across our 
manufacturing facilities by 2025 (per metric ton of product made).	
PROGRESS
ON TRACK: — 4.4%
PROGRESS
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

48
48
48
Partnership with Ecolab
Over the past few years, Kraft Heinz 
and Ecolab have partnered closely 
to help achieve our environmental 
goals. Together, we have adopted 
a comprehensive approach to sustainability that includes hundreds 
of operational efficiency projects at manufacturing sites across 
North America. – These projects target reduction of the company’s 
water and emissions footprints while ensuring product quality 
and compliance.  Through water reuse, cleaning efficiency and 
optimization projects, we have conserved millions of gallons 
of water. These efforts have helped ensure that Kraft Heinz has 
sufficient water for its operations, while reducing its intake of local 
freshwater. 
Nalco Water is an Ecolab company that has created a unique 3D 
TRASAR™ Technology. This technology has played a major role 
in boosting water and energy efficiency in critical utility systems, 
while our Clean in Place (CIP) programs have helped optimize 
cleaning efficiency to improve cleaning turn-around time, reduce 
water and energy use and increase production. In addition, 
Ecolab and Kraft Heinz are working closely to conduct Total Plant 
Assessment (TPA) audits. These TPA audits provide a holistic, 
end-to-end review of a Kraft Heinz facility’s water and energy use, 
followed by recommendations for mitigation. This enables Ecolab 
and Kraft Heinz to continuously identify and drive operational and 
environmental improvement projects. Four TPAs were conducted 
in 2021 at Kraft Heinz manufacturing sites. As a result of these 
projects Kraft Heinz was able to save 193 thousand cubic meters of 
water, 410 megawatts of electricity and 170 metric tons of carbon 
dioxide equivalent. 
Partnership with Suez Water Technologies & 
Solutions 
We have been working with Suez Water Technologies & Solutions 
(Suez WTS) over the years to decrease water and energy use across 
multiple sites.
Starting with a thorough water and energy assessment, we 
identified areas with leakages, excess water use, energy 
inefficiencies and opportunities for water reuse. 
In 2021, we prioritized the following:
•	Water mapping for cooling systems in Northgate, Australia: 	
Improved system knowledge and control, reducing water 
losses of approximately 4 million gallons of water annually (the 
equivalent to approximately six Olympic swimming pools or the 
annual water consumption of more than 2,000 households in 
Northgate). 
•	Optimization of boiler units across multiple facilities: Instituted 
better control on water quality and asset management of boilers 
to enhance efficiency, resulting in a direct reduction of CO2 
emissions to the atmosphere.
•	Digitalization initiatives in Christchurch, New Zealand: Invested 
in better control and automation of our utilities. For example, 
we increased the performance of our cooling systems to save 
approximately 3.5 million gallons of water annually.
Water Use & Conservation  (cont.) 
We recognize the significant role we can play as a global food 
manufacturer in our own operations and through our supply chain in 
being good water stewards. Kraft Heinz is a proud signatory to the CEO 
Water Mandate. As we continue to assess and improve in this critical area 
to our business, and in collaboration with various stakeholders throughout 
our value chain, we look forward to continue to report out on our water 
stewardship initiatives and benchmarks now and in the future.
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

49
49
49
Water Risk Assessment
In early 2018, we completed a water risk assessment of our global manufacturing operations. This work was completed by Antea Group, a 
leading global sustainability consulting firm and provider of water resource expertise to the food and beverage sector who is also certified 
by CDP. The assessment leveraged both WRI’s (World Resources Institute) Aqueduct data and methodology along with the subject 
matter expertise of our consulting partner. We then evaluated our watershed conditions from a business perspective in order to validate 
economic scarcity factors not fully addressed by the database indicators. The completed assessment resulted in identification of physical, 
reputational/ social and quality water risks, as well as composite scores for each area associated in our direct manufacturing operations. In 
2020, we updated our water risk assessment . Of the total 81 sites that we operated in, we completed a watershed risk assessment of 79 
sites. Water use from these 79 sites derived from 66 percent municipal, 25 percent bore and nine percent surface. 
After an internal expert committee evaluation, it was determined that 19 of the 79 sites evaluated had some degree of elevated 
water stress. In addition to our water reduction targets, we have also developed a plan that focuses on these high-risk water areas to 
drive improvements and mitigate risks, and to provide updates into our risk evaluation on an ongoing basis. Moreover, we will evaluate any 
interim mitigation strategies as needed.
Escalon, California 
Fresno, California  (2 sites)
San Diego, California
Irvine, California 
Guadalajara, Mexico
Neropolis, Brazil
Nova Goias. Brazil
Lowville, New York
Seclin, France
Latina, Italy
Cairo, Egypt
Karawang, 
Indonesia
Northgate, Australia
Wagga Wagga, Australia
Hastings, New Zealand
Tomoana, New Zealand
Qingdao, China
Shanghai, China
2021 Kraft Heinz Water Stressed Sites
Stepping Up to the Plate: Kraft Heinz 2021 ESG Report                 
Restoring Local Wetlands 
Our Alfaro, Spain site, while not a water stressed site, is surrounded by a 
unique wetland nature reserve, ‘Carrizal de Cofin’. The reserve is home 
to a variety of important native bird species. Without responsible water 
stewardship, these wetlands run the risk of drying out and putting the 
local ecosystem at risk. The local government of La Rioja region saw an 
opportunity for restoration and enlisted the help of our Alfaro facility to 
help irrigate the reserve using treated wastewater from our site. Our facility 
produces approximately 200,000 cubic meters of wastewater per year 
(equivalent to 80 Olympic-sized swimming pools). We treat this wastewater 
to the highest of standards and return it to the environment.. This initiative 
transformed approximately 142 hectares of the nature reserve from dry land 
into a lush, green functioning resource for the local ecosystem. 
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

50
50
50
Energy Use 
& Conservation
Manufacturing our products to finished packaged goods and maintaining our highest standards around safety, quality, and sanitation, all 
while providing a comfortable and secure environment for our employees to work, can consume significant amounts of energy. In this type 
of interdependent environment, we know many opportunities exist to reduce energy consumption through operational optimization. We are 
on a journey of continuous improvement to identify our opportunities in this area and capitalize on them.
Our Kraft Heinz manufacturing facilities across the globe have been undergoing a significant digital transformation to 
improve the tracking and efficiency of our energy and other utility usage onsite. For example, in 2021 our Kirksville 
facility in the U.S. conducted a steam trap digital monitoring pilot to improve energy efficiency by better detecting 
any steam track failures, which are commonplace at 
the site. The new digital, infra-red system solution 
helped technicians spot steam failures early and 
better utilize their time on other critical plant needs 
instead of manually troubleshooting any failures. The 
pilot successfully improved energy efficacy and the Company is looking to 
expand this pilot to other high-use steam facilities. 

Another key example of our energy saving initiatives 
is at our Cairo facility. Approximately 24 percent 
of the facility’s electricity consumption comes from 
its compressed air usage. Teams on the ground 
worked to implement an air compressor scorecard 
to monitor energy consumption and also built better 
monitoring devices. Over the course of 2021, the 
facility was able to save approximately 15 percent of 
overall electricity consumption. 
As a leading global food and beverage company, our scale provides a unique ability to 
test concepts at various sites, learn from ourselves, prove outcomes, and then implement 
successful energy savings initiatives across our business.
We aim to decrease energy use intensity by 15 percent by 2025. In 2021, we 
reduced energy use intensity by 5.1 percent as compared to our 2019 baseline.
Energy Goal Progress
PROGRESS
Reduce energy use intensity by 15% across our 
manufacturing facilities by 2025 (per metric ton of product made).	
PROGRESS
ON TRACK: — 5.1%
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

51
51
51
Renewable Energy
Kraft Heinz is committed to operating responsibly and doing its part in the critical global efforts to reduce the harmful impacts of climate 
change. A big component of that commitment is both reducing how much energy we consume, and thereby reducing the associated 
emissions where applicable, as well as rethinking our energy sources. 
Decarbonizing our Operations at Kitt Green U.K.
In 2021, we signed a Memorandum of Understanding with HyNet, 
a leading decarbonization project in the U.K., that will supply low 
carbon hydrogen to fuel our Kitt Green facility. Kitt Green is one of 
Europe’s largest food processing facilities, producing more than 1 
billion cans of food per year.
Switching to low carbon hydrogen is a critical piece of the Net Zero 
puzzle and will enable a switch away from fossil fuels starting in 
2025. From 2025, HyNet and North Wales will produce, store and 
distribute low carbon hydrogen, as well as capture and safely store 
carbon dioxide (CO2). 
Procure majority of electricity from renewable 
sources by 2025. 
PROGRESS
ON TRACK: 7%
Together at the Table: Kraft Heinz 2022 ESG Report                 
Long- Term Renewable Energy Sale 
and Purchase Agreement
Kraft Heinz entered into a multiyear virtual power purchase agreement 
(VPPA) with Repsol. The VPPA, entered into in 2021, is linked to one 
of the Delta II wind farms, Repsol’s largest renewable project to date, 
which is already under development and, once completed, will have 
a total capacity of 860 MW distributed among 26 wind farms located 
in Aragon, Spain. This wind farm is expected to start operations in 
early 2025. Once completed, Kraft Heinz is expected to source the 
equivalent of approximately 90 percent of its European manufacturing 
sites electricity needs through this renewable energy agreement. The 
VPPA is expected to generate enough renewable electricity to power 
approximately 25,000 average EU households per year at its peak.
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

52
52
52
Net Zero and Science 
Based Targets
In 2021 we announced our pledge to achieve net zero greenhouse 
gas (“GHG”) emissions across our operational footprint (Scope 
1 and Scope 2) and entire global value chain (Scope 3) by 2050, 
establishing our major commitment to contribute to global efforts 
to reduce the ongoing threat of climate change. As a milestone on 
our path to achieve net zero emissions, we will target a near-term 
emissions reduction of 50 percent by 2030 across all three scopes. 
We anticipate submitting and receiving approval of our quantitative 
goals from the Science Based Targets Initiative over the next year. 
Key focus areas of our net zero program include:
•	Promoting regenerative and sustainable practices across the 
Company’s agricultural supply chain through its Sustainable 
Agricultural Practices Manual, which guides efforts to source 100 
percent of Heinz ketchup tomatoes sustainably by 2025.
•	Transitioning to more circular and recyclable consumer 
packaging.
•	Procuring a majority of the Company’s electricity from renewable 
sources by 2025, and continuing to transition key on-site 
manufacturing facilities to renewable energy sources. 
A considerable portion of our total carbon footprint is produced 
from our Scope 3 emissions, and more specifically originate in our 
supply chain (see graphs to the right for emissions breakdown). 
Agriculture related emissions are particularly significant and 
provide the greatest opportunity for reduction through increased 
collaboration. 
Overall, our highest impact Scope 3 categories in order of 
magnitude, are: 
•	Ingredients 
•	Packaging 
•	Upstream and downstream transportation 
•	Use of sold products 
•	End-of-life 
We will remain focused on optimizing our immediate operational 
footprint to lessen our impact on the climate, while we increasingly 
investigate joint initiatives with our suppliers to help ensure the 
highest quality products are produced. We expect to share more 
details on our Scope 3 reduction strategy in future reports.
Greenhouse Gas Emissions Progress
2021 Scope 3 Emissions Breakdown
Achieve Net Zero carbon emissions by 2050, 
halving same by 2030. 
EARLY STAGE
PROGRESS
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
Please refer to page 74 for detailed Scope 1, 2, and 3 data.

53
53
53
Waste Reduction
At Kraft Heinz, we think about waste holistically. To source, produce and package food and beverage products requires several inputs and 
outputs related to ingredients and byproducts, material flows and end-of-life packaging considerations. When we think about materials and 
food-related flows, detailed waste evaluations help us identify where we can ‘prevent, reduce, repurpose and recycle.’ In fact, our global 
owned manufacturing sites divert more than 90 percent of our solid waste to recycling or byproducts usage. 
In 2021, five new Kraft Heinz manufacturing facilities achieved zero waste-to-landfill 
status, bringing our total to 16 facilities across the world. These new sites include 
Shanghai (China), Kaiping (China), Pudliszki (Poland), Yangjiang (China), Pasuruan 
(Indonesia) and Wagga Wagga (Australia).
Diverting Waste at Guadalajara 
Our facility in Guadalajara, Mexico 
embarked on a series of projects to divert 
waste from being sent to the landfill. The 
site primarily achieved this by sending any 
leftover packaging to undergo pyrolysis. 
This process allows for any unsaleable 
product to be treated and turned into fuel, 
increasing the circularity of our waste. The 
site also began a program to divert sludge 
waste destined for the landfill to be utilized for composting. In total, the 
site was able to reduce its waste by approximately 900 tons in 2021.
Waste to Landfill Goal Progress
Together at the Table: Kraft Heinz 2022 ESG Report                 
Reduce waste to landfill intensity by 20% across our 
manufacturing facilities by 2025 (per metric ton of product made).	
ON TRACK: — 14.7%
PROGRESS
We aim to decrease waste to landfill intensity by 20 percent iacross our 
manufacturing facilities by 2025. In 2021, we waste to landfill intensity 
by 14.7 percent as compared to our 2019 baseline.
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

54
54
54
Reducing Food Waste
According to the United Nations Environmental Program, it is 
estimated that approximately 931 million tons of food waste were 
generated in 2019, suggesting that 17 percent of global food 
production may be going to waste. Beyond this, food waste is 
detrimental to our environment, leading to wasted resources like 
energy, water and land. As our population grows, the pressure 
on our water, land and energy to feed all those people will only 
increase. It is also estimated that 8 – 10 percent of our greenhouse 
gases are associated with food that is not consumed1.
Therefore, when we think of food waste at Kraft Heinz, we think of 
it in terms of our highest priorities. We focus on the entire value 
chain in terms of where food waste can be reduced. This includes 
sourcing, production, transportation, shelf life, use and end-of- life. 
We analyze and test how processes, products and packaging can 
be optimized. We investigate where unneeded byproducts or 
unwanted finished products can find other uses versus going to 
landfill, such as beneficial land application and product donations 
to those in need. 
For example, our Mount Royal facility in Canada has implemented 
new segregation of organic waste initiatives on the production line. 
We send organic waste to an anaerobic digester cell and, in 2021, 
have succeeded in diverting approximately 600 tons of organic 
waste.
Kraft Heinz has joined together with industry peers to eliminate 
food waste globally. Kraft Heinz Canada and Kraft Heinz United 
Kingdom both joined national commitments to reduce food waste. 
U.K.: In the U.K., Kraft Heinz is a member of the Food Waste 
Reduction Roadmap (FWRR) initiative. Hundreds of food-related 
organizations have committed to supporting this initiative, which 
aims to reduce food waste in the U.K. by 50 percent by 2030. The 
initiative is run by IGD (a food research and training organization) 
and WRAP (a nonprofit focused on sustainability) to verify data and 
encourage best practices. Kraft Heinz committed to setting a target 
for food waste reduction across our own operations towards the 
broader goal, and to also work in partnership with suppliers and 
consumers to that end. WRAP committed to report results in 2019, 
2022, 2026 and issue a final report in 2031 against the 50 percent 
reduction goal. 
Canada: In Canada, Kraft Heinz has joined seven other companies 
in a pledge to reduce food waste in operations by 50 percent by 
2025. In 2021, we reduced waste by 25 percent as compared to 
2017. Kraft Heinz will use the globally recognized Food Loss and 
Waste Accounting and Reporting Standard to report our progress. 
Kraft Heinz Canada is also a member of Loblaw’s 10x20x30 
Initiative, a key effort of the Consumer Goods Forum’s global Food 
Waste Coalition of Action. 
Together at the Table: Kraft Heinz 2022 ESG Report                 
 1  UNEP Food Waste Index Report 2021 https://www.unep.org/resources/report/unep-food-waste-index-report-2021
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

55
55
55
Sustainable Packaging
Our Approach to Sustainable Packaging 
Our comprehensive approach to packaging seeks to meet 
extensive packaging regulations, aims to cut waste, conserve 
natural resources, ensure food safety and quality, and satisfy 
our consumers. Our team of experts collaborates with suppliers 
and external packaging specialists to design better packaging 
that incorporates more recycled and recyclable materials. We 
furthermore partner with a variety of leading organizations and 
coalitions to explore technical, end-of-life and infrastructure 
solutions. 
In 2018, Kraft Heinz announced a goal to aim to make 100 percent 
of our packaging globally recyclable, reusable or compostable 
by 2025. We’ve partnered with environmental consultancy group 
Packaging waste can have a significant detrimental impact on the environment and is an industrywide 
challenge that we must all do our part to address. That’s why Kraft Heinz is committed to taking steps 
to reduce our operational packaging impacts, as well as to support the move toward a more circular 
economy and the use of more sustainable materials.
Lorax EPI to better understand how much of our packaging 
is recyclable, reusable and compostable. The majority of our 
packaging is paper-based, glass or metal materials that are 
recyclable. The other portion of our packaging is mostly made up 
of flexible plastic films or rigid plastic containers. Through 2021, 
84 percent* of our global packaging portfolio was recyclable, 
reusable or compostable. We continue to pursue technical 
alternatives and more sustainable packaging across key areas of 
our portfolio.
Aim to make 100% recyclable, reusable 
or compostable packaging by 2025.*
ON TRACK: 84%
PROGRESS
Create a fully circular Heinz Tomato Ketchup Bottle 
in Europe by 2022.	
COMPLETE
PROGRESS
* Based on weight of consumer and traded packaging materials. Includes materials that are recyclable (81.28 percent of total), widely recyclable – check locally (2.47 percent of total) and other – store drop off 
    or TerraCycle programs (0.39 percent of total). 2021 calculation covers global packaging and select external manufacturing data. Data from Primal Kitchen is not included at this time.
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Designing 
Better Packaging 
We consider the appearance, functionality, cost and environmental 
impact of packaging design, focusing on product integrity through 
production, distribution, shelf life and end-of-life. 
In the U.K., we launched a nationwide roll-out of the Heinz 
eco-friendly sleeve multipack, a new, convenient, super skinny 
paperboard sleeve for all its multipack canned products in 
September 2021. The Programme for the Endorsement of Forest 
Certification (PEFC) paperboard used in the Heinz Eco-Friendly 
Sleeve, is fully recyclable and comes from sustainably managed 
forests. The innovative wrap design uses no glue and 50 percent less 
material than a fully enclosed wrap-around. In addition, the Heinz 
Eco-Friendly Sleeve 4-pack design has a nearly 20% lower CO2 
footprint compared with the equivalent shrink-wrap design. 
Stepping Up to the Plate: Kraft Heinz 2021 ESG Report                 
Heinz innovative, eco-friendly packaging solution is  part of a three-
year, £25 million investment and installation at the Heinz Kitt Green 
facility. It’s designed to provide convenience and value to shoppers, 
while offering a more sustainable solution to single-use plastic shrink-
wrap packaging. The design underwent rigorous consumer and pack 
performance testing to ensure it’s comfortable, secure and convenient 
for shoppers while also reducing the amount of material to the 
absolute minimum required. 
Together at the Table: Kraft Heinz 2022 ESG Report                 
Developing and Testing 
Recyclable Fiber-Based 
Microwavable Cup
In 2021, Kraft Mac & Cheese, a beloved American staple, began developing 
and testing the brand’s first-ever recyclable fiber-based microwavable cup.  
The intent of the design change from plastic to fiber is to reduce plastic 
use and to be both recyclable and compostable in industrial composting 
facilities. The innovative cup,  slated for a pilot launch in 2022, will also 
eliminate the plastic label through new direct print technology. Kraft is 
working with outside partners to certify and incorporate the appropriate 
recycling labeling to help consumers know exactly what to do with the 
packaging after they have enjoyed their meal.
Once achieved, we anticipate our fiber-based Kraft Mac & Cheese cups will 
save 60 million KwH of energy per year, the equivalent amount of energy 
it would take to microwave nearly 1 billion Mac & Cheese meals, while 
saving the equivalent emissions of driving a typical passenger vehicle 
120 times around the Earth. We anticipate the Kraft Mac & Cheese cups 
will also eliminate approximately 10 million pounds of plastic per year, or 
approximately a garbage truckload every day.
56
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

57
57
57
Designing for Recyclability
In Italy, our Plasmon brand launched a fully recyclable baby food 
pouch in partnership with Gualapack, a leading Italian company 
specialized in high-performance pouch packaging. The 100 percent 
fruit snack designed to be good for children, is now also good for 
the environment. The pouch is designed to be easily recycled in 
its respective recycling stream, certified by independent institutes 
HTP Cyclos and Interseroh Dienstleistungs GmbH. This means that 
after use, pouches can be collected and turned into new non-
food products within a Circular Economy framework. Through this 
initiative, Plasmon successfully reached 97 percent fully recyclable 
packaging for its Italian market. Annually, we estimate giving new 
life to over 270 tons of plastic, which will become new containers, 
caps, textile fibers, components for cars and household appliances, 
laboratory equipment and much more.
Kraft Heinz also became a member and supporting partner of the 
Composting Consortium. Managed by the Center for the Circular 
Economy at Closed Loop Partners, the Composting Consortium is 
a multi-year collaboration across the entire compostable packaging 
value chain to pilot industry-wide solutions and build a roadmap 
for investment in technologies and infrastructure that enable 
the recovery of compostable food packaging and food scraps. 
Launched in November 2021, the consortium brings together 
leading voices in the composting ecosystem in the United States 
to identify the best path forward to increase the recovery of 
compostable food packaging and drive toward circular outcomes.
In 2020, Kraft Heinz completed a pilot project to demonstrate 
the use of roof board made from recycled flexible film packaging, 
installing roofing at two Kraft Heinz manufacturing plants. The 
pilot was made possible through our collaboration with Materials 
Recovery For the Future (MRFF), a non-profit research collaborative 
that set out to determine the technical and economic feasibility 
to collect, sort, bale and recycle flexible 
plastic packaging. In 2021, we installed 
more roof board at our Granite City, 
Illinois facility, increasing the use of post-
consumer recycled packaging by 15 times 
as compared to our 2020 pilot. We look 
forward to exploring additional ways at 
scaling innovative packaging solution 
initiatives like these. Moreover, at Kraft 
Heinz we are committed to engaging in industry-wide efforts to 
promote packaging circularity, aiming to strengthen the demand 
for recycled plastics throughout the supply chain. As such, we are 
proud inaugural members of the Association of Plastic Recycler’s 
Residential Film Demand Champion Program. 
Final installation of recycled roof at the Kraft Heinz site 
in Holland, Michigan
57
Together at the Table: Kraft Heinz 2022 ESG Report                
A More Sustainable Cap
The Heinz brand released an innovative and more sustainable cap for 
its squeezy sauce bottles, made to be fully circular. The unique new 
cap – made of an innovative single type of material – was created after 
we invested significant research and development, involving more than 
185,000 hours to find a suitable replacement cap for our convenient 
and extremely popular squeezy bottles, which sold one billion units 
globally in 2020.
We created 45 different designs in total on the mission to create the new 
cap, which were printed in-house using a state-of-the-art 3D printer. After 
creating the prototypes, we then followed a rigorous testing procedure 
to make sure the cap met the highest quality standards. To date, Heinz 
sauce bottles have used a flexible valve, which had been designed 
to deliver the ideal portion of sauce per squeeze but was typically 
challenging to recycle. The new innovative cap has been designed 
to provide the same perfect squeeze of your favorite Heinz Tomato 
Ketchup using a single, rigid and more recyclable material. This resulted 
in the cap - and the Heinz Tomato Ketchup bottle – being easily and 
conveniently recycled alongside other household curbside recycling. 
The first Heinz varieties to get the new cap will be the world’s most-loved 
ketchup, Heinz Tomato Ketchup, and the popular Heinz BBQ Sauce. The 
cap is expected to be rolled out globally from 2022, starting in Europe.
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

58
58
58
Association of Plastic Recyclers (APR) | United States, Canada, Mexico
Member of the following sub-groups:
•	APR Film Reclamation Committee
•	APR PET Tech Committee 
•	APR Residential Film Demand Champion Program
Closed Loop Partners
Member and Supporting Partner of the Composting Consortium; Active Participant in 
the Consortium’s three Working Groups
Sustainable Packaging Coalition | United States and Canada
Participating member in: 
•	Compostable Packaging Collaborative 
•	Flexible Packaging Recovery Collaborative
•	Member of: How2Recycle | North American & Canada
 
Material Recovery for the Future | North America
Partner for the first scaled flexible film recycling pilot
 
The Recycling Partnership | United States
Member of the following sub-groups:
•	Film & Flexibles Recycling Coalition Steering Committee
•	Film & Flexibles Recycling Coalition Design Guide Subcommittee
•	Circular Economy Committee
U.S. Department of Energy lab (NREL) 
Participant in the BOTTLE consortium that develops chemical upcycling strategies 
and redesign plastics for recyclability. 
Canada Plastics Pact | Canada
Founding Signatories, Co-Chair of Advisory Council and participant in multiple 
working groups working collaboratively to create a circular economy for plastics 
packaging in Canada.
PAC Global | North America
Founding Member (1950) and Member of Board of Directors 
At Kraft Heinz, we believe that collaboration is the backbone of driving ESG progress. Many of our internal subject matter experts within the 
organization take on leadership roles in global, industry-wide coalitions to drive circularity across the packaging value chain.
Global Packaging Industry Partnerships and Collaborations
The National Zero Waste Council | Canada
Member of Board of Directors and participant in multiple working groups working 
collaboratively to advance waste prevention and the circular economy in Canada.
Circular Materials | Canada
Founding Member and Chair of the Board of Directors of a national 
not-for-profit producer responsibility organization (PRO) that serves, represents and 
supports producers in building more efficient recycling systems across Canada. 
Circular for Flexible Packaging (CEFLEX) | European Union
Kraft Heinz is an active stakeholder in the CEFLEX initiative. 
Holy Grail 2.0 | Europe
Full member of the Digital Watermarks Initiative Holy Grail 2.0
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

The Packaging Forum | New Zealand
Member of the Soft Plastic Recycling Scheme
Petcore Europe | Europe
Member and participant in initiatives to increase the volumes of PET recycling and to 
develop and promote new solutions around PET circularity.
RECOUP | United Kingdom & Europe	
Member and participant in initiatives to improve recyclability in the U.K. RECOUP provide 
expertise and guidance across the plastics recycling value chain.
Redcycle | Australia	
Member and participant to improve recovery of post-consumer soft plastic in Australia.
RECOUP | United Kingdom & Europe	
Member and participant in initiatives to improve recyclability in the U.K. RECOUP provide expertise 
and guidance across the plastics recycling value chain.
Global Packaging Industry Partnerships and Collaborations (cont.)
59
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

One of our six Values at Kraft Heinz is We Do the Right Thing – and we take responsibility for 
contributing to improvements which protect our planet, drive responsible business practices, and 
support communities where we live and work. Please visit our supplier hub for the latest policies 
on our responsible sourcing program. 
Responsible Sourcing
60
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Supplier Guiding Principles
At Kraft Heinz, we recognize our suppliers as partners and want to bring them to the table to advance the 
sustainability agenda. Our Supplier Guiding Principles (SGPs), which we strengthened in August 2021, 
apply to our upstream supply chain and clearly define both our minimum requirements, as well as our 
aspirational destinations, for the conduct and sustainable operation of our supplier network.
Our SGPs are more robust than ever before. The Principles will help us to drive sustainable growth within the organization, mitigate risk and 
bring value to an array of important stakeholders, while we ensure that we are all doing our parts to create a better, more just world. These 
principles continue to be included in our standard contract language and are publicly available in 26 languages through our supplier hub. 
Our SGPs were developed using industry best practices and internationally 
recognized standards, including the United Nations Guiding Principles on 
Business and Human Rights, the International Bill of Human Rights, and the 
principles set forth in the International Labor Organization’s (ILO) Declaration 
on Fundamental Principles and Rights at Work. In 2021, Kraft Heinz also 
launched a supplier facing version of its Ownerversity e-learning platform 
which includes supplier-specific training on the new SGPs. This training is 
a foundational resource in developing existing suppliers and onboarding 
new suppliers into the Kraft Heinz ecosystem. The training is available in 6 
languages. 
Together at the Table: Kraft Heinz 2022 ESG Report                
61
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
Due Diligence Program 
Our supply chain spans globally and touches the lives of communities 
around the world.  It is our responsibility to make sure the impact of 
our operations remains a positive one. We take a risk-based approach 
to Due Diligence aligned with the UN Guiding Principles. This model 
complements our SGPs and defines how and when risk will be monitored, 
assessed, and managed. Compliance to our ESG due diligence program, 
including our right to audit, is a contractual obligation for Kraft Heinz 
suppliers globally.
We continue to assess risk levels for our key sourcing categories and will 
continue to increase our audit capabilities and scope over the next few 
years. Progress on this program will be covered in future reports. 
In 2021, Kraft Heinz joined as a member of Sedex and EcoVadis in an 
effort to align its supplier ESG requirements with industry standards and 
recognize existing supplier efforts to manage ESG risks. We value impact-
driven action and are actively developing our Responsible Sourcing 
program in a way that harmonizes supplier requirements and reduces 
administrative burdens on our suppliers – allowing our teams to focus 
resources on driving ESG improvements in areas that need it most. 
61

Human Rights
In 2019, Kraft Heinz released a Global Human Rights Policy, which 
is guided by internationally recognized standards, including the 
United Nations Guiding Principles on Business and Human Rights, 
the International Bill of Human Rights and the principles set forth in 
the International Labor Organization’s Declaration on Fundamental 
Principles and Rights at Work. 
As part of the Global Human Rights Policy, Kraft Heinz requires all 
employees and related entities, suppliers and business partners to 
strictly adhere to our human rights standards, which, in summary:  
•	Prohibit child and underage employment 
•	Prohibit trafficking, forced or involuntary prison labor 
•	Prohibit all and any forms of abuse, bribery, harassment and 
discrimination 
•	Recognize and respect the rights of freedom of association 
and collective bargaining 
•	Recognize and respect fair, legal and equitable work 
timeframes, working conditions (including health and safety) 
and wages 
•	Recognize land rights, natural resources and ensure all 
workers’ rights to clean water and adequate sanitation 
facilities 
•	Require all labor recruitment and employment procedures to 
be carried out in a legal and ethical manner 
Following the release of the Global Human Rights Policy, Kraft 
Heinz undertook a global human rights risk assessment with third 
party assistance. This exercise highlighted relative risk factors by 
commodity type overlaid with associated geographical risk. The 
evaluation also included economic and social criteria to determine 
points in our value chain where risk is highest, and where we 
could make the greatest impact. The scope of the assessment 
was all-encompassing – rather than only evaluating specific 
commodities, we assessed nearly all our ingredient food purchases. 
This assessment is influencing our plans to continuously develop 
and improve our due diligence and management programs. 
We began to develop plans to roll out our two prong approach, 
working collaboratively with our value chain toward proactive 
capacity building, identifying areas where we can collectively 
make improvements, as well as targeting specific elevated-risk 
procurement categories, with enforcement actions if necessary and 
segmentation based on: 
•	Type of supplier (Strategic, Core or Transactional)
•	Risk categories and materiality
•	Geographic risk integrated with other risk categories
As a result of this assessment, we updated our Supplier Guiding 
Principles in 2021, strengthening the human rights sections, 
including new risk areas such as land rights, migrant workers, 
minimum age of employment, fair wages and ethical business 
practices. In addition to this, we established the ESG Due Diligence 
and Management Program. This program helps us monitor our 
supply chain for potential human rights risks and non-compliances 
with the help of Sedex (direct suppliers) and EcoVadis (indirect 
suppliers). 
Kraft Heinz values all life. We have a zero-tolerance approach to human rights violations across 
our entire value chain. 
Together at the Table: Kraft Heinz 2022 ESG Report                
62
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
62
Supplier Diversity Program
The Kraft Heinz Supplier Diversity program was launched in 2021 as an 
important step in embedding our company values into our supplier base 
to better reflect the communities that we serve. Starting with the U.S., the 
program is intended to play a critical role in addressing systemic barriers which 
may stand between under-represented groups and the opportunity to be a 
supplier to Kraft Heinz. Kraft Heinz is committed to the fair inclusion of diverse 
suppliers in procurement activities and will partner with diverse suppliers that 
are at least 51 percent owned, operated, and managed by women, people of 
color, LGBTQ+ people, persons with disabilities, veterans and other recognized 
minorities, with a goal of tripling spend with such companies by 2025. The 
company will continue to partner with small businesses and those suppliers 
certified by the U.S. Small Business Administration’s HUBZone program, which 
fuels small business growth in historically underutilized business zones. 
62

Palm Oil
Kraft Heinz recognizes that unsustainable palm oil production 
is one of the largest drivers of deforestation globally. We have 
taken active steps to address these issues in our supply chain. We 
(including through legacy Heinz prior to 2015) have been a proud 
member of the Roundtable on Sustainable Palm Oil (RSPO) since 
2007, a multi-stakeholder nonprofit aimed at uniting all aspects 
of the palm industry to minimize the negative impacts of palm oil 
cultivation. 
The baseline risk assessment of our direct global palm oil 
supply chain conducted in 2017 allowed us to identify potential 
deforestation risks, as well as peatland/biodiversity hotspot 
encroachment concerns. Direct suppliers were additionally asked 
to provide information on the country of origin of their palm raw 
materials, as well as their sustainable/ responsible sourcing policies. 
Details on their sustainable palm oil objectives and progress were 
also shared. Suppliers were also asked to provide traceability data 
for all palm oil mills in their supply chain. The mills’ geographical 
location in conjunction with a global satellite mapping tool 
incorporated potential deforestation and other environmentally 
related risks in the mill sourcing regions. The information obtained 
from this exercise informed our Global Sustainable Palm Oil Policy, 
and allowed us to engage our suppliers to discuss any identified 
risks and develop action plans to manage them. 
2007: H.J. Heinz Holding Corporation becomes a member of the 
Roundtable on Sustainable Palm Oil. 
2014: Kraft Foods Group, Inc. becomes a member of the 
Roundtable on Sustainable Palm Oil. 
2015: Kraft Heinz becomes a member of the Roundtable on 
Sustainable Palm Oil. 
2017: Kraft Heinz became a founding member of The North 
American Sustainable Palm Oil Network.
2018: Kraft Heinz worked with The Rainforest Alliance to expand 
the scope of our deforestation risk assessment to include global 
external manufacturing partners. 
2019: Kraft Heinz initiates corrective action phase, engaging direct 
suppliers to address identified risks in their supply chains. 
In 2021, we continued to evaluate our supply chain to assess 
our direct suppliers and evaluate their sustainable palm oil 
policies, track their progress towards 100 percent traceability 
to the mill and make sure that they maintain RSPO certification 
for the products we purchase from them. Moving forward, Kraft 
Heinz will continue to engage with direct suppliers, external 
manufacturers, and indirect suppliers to advance our sustainable 
and traceable palm oil supply. In 2022, Kraft Heinz is committed 
to advancing our responsible sourcing program to include a no 
deforestation roadmap, underpinning our slated 2022 release of 
our Global No Deforestation Policy. We look forward to working 
with our stakeholders on our policy and expectations, maintaining 
accountability and increasing transparency. 
63
4-0020-07-100-00
COMPLETE: 100%
COMPLETE: 100%
Purchase 100% sustainable palm oil by 2022.	
Purchase 100% traceable palm oil to the mill 
by 2022.
COMPLETE
COMPLETE
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Our Plasmon brand from Italy is a leader in baby food with a strong 
ESG mission. The 119-year-old brand sells a range of products, 
including homogenized baby food, pasta and fruit compote for 
babies. However, it is best known for its infant biscuits made 
with powdered milk, vitamins and minerals. Its manifesto, “We 
grow together, the future of Italy” has been a guiding force in its 
evolution. 
Across its value chain, Plasmon has initiated several sustainability 
projects. Also of note, in 2019 the brand signed a program-
based Memorandum of Understanding with the Italian Ministry 
of Agriculture, Food and Forestry to drive better traceability of 
its supply chain and food safety transparency. Included in the 
memorandum was a commitment to certify the Plasmon supply 
chain as 100 percent traceable and target 25,000 tons of product 
to be sourced from Italy by 2025. In 2021, Plasmon increased it 
supply of Italian raw materials to 20,100 tons. This represented 
approximately 84 percent of its goal, up from 16,000 tons in 2020, 
even as it dealt with business impacts of COVID-19. This success 
was made possible with the collaboration of suppliers and partners 
such as Inalca, Orogel, Milini Spigadoro, Mila and Coldiretti, who 
have worked in innovative ways to ensure a steady supply of 
ingredients for the brand.
Plasmon, Growing Through 
Local Sourcing and Traceability
64
Together at the Table: Kraft Heinz 2022 ESG Report                
RAW MATERIALS
Created comprehensive sustainability 
pillars for suppliers to ensure sustainable 
farming practices are utilized, including the 
protection of beneficial insects. 
Conducting a pilot with X-Farm to give 
our suppliers the tools to measure their 
carbon impact and address hotspots, while 
increasing traceability.
PRODUCTION
Developed detailed carbon and 
environmental  management tools 
in Plasmon factories to measure and 
manage their environmental footprint 
related to the product.
LOGISTICS
Created tools to measure the impacts of 
Tier 1 and 2 transportation impacts and 
successfully reduced Italian inter-network 
transportation by 70 percent.
CONSUMERS
Achieved 97 percent recyclability 
for Plasmon packaging.
Accessible interactive maps on 
ingredient traceability.
FEATURE STORY
Other Key Plasmon Achievements Along its Value Chain in 2021:
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Animal Welfare
Kraft Heinz believes that animals deserve a good quality of life and to 
be treated humanely. We have an unwavering commitment to the care 
of animals in our supply chain. Although we neither own nor manage 
farms, we align with our suppliers in requiring their animals be treated 
with care, understanding and respect.
Kraft Heinz believes that good animal welfare includes three elements 
which guide our animal welfare policies and initiatives: 
•	Health and Productivity: healthy animals that are provided with 
quality shelter, feed, and water 
•	Emotional Well-Being: negative experiences minimized and 
positive experiences enhanced 
•	Naturalness: animals perform important species-specific behaviors 
This concept of animal welfare builds upon the internationally 
recognized “Five Freedoms” of animal welfare which include the 
fundamental principles of 1) freedom from hunger and thirst, 2) 
freedom from physical and thermal discomfort, 3) freedom from pain, 
injury or disease, 4) freedom to express normal behaviors, and 
5) freedom from fear and distress. 
We support housing designs that allow animals to perform species-
specific behaviors. Examples include, but are not limited to, cage-
free housing with perches and nest boxes for laying hens and 
group housing for gestating sows. When painful procedures need 
to be performed, we encourage pain mitigation, such as the use 
of anesthetics or analgesics. Kraft Heinz expects its suppliers to 
implement practices and pursue continuous improvement consistent 
with the Five Freedoms and good animal welfare.
65
Source 100% of eggs globally from cage-free 
or better* hens by 2025.	
Source 100% of eggs in Europe from free-range 
hens by 2020.	
Improve broiler chicken welfare in the U.S. by 2024 
and  European chicken commitment by 2026.
PROGRESS
PROGRESS
PROGRESS
ON TRACK: 64%
ON TRACK
Continue to work with animal welfare experts and 
suppliers on best practices to eliminate painful 
procedures and promote sustainable practices.	
PROGRESS
ON TRACK
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
* Kraft Heinz defines “cage-free or better” eggs as sourced from laying hens that come from cage-free, free-range, pasture-raised, or similar natural or open housing settings.
COMPLETE: 100%

66
Public interest in farming and animal care is increasing and 
consumers desire farming practices that match their values and 
expectations. Good animal welfare, environmental sustainability, 
and healthy people form an interconnected system; and well 
managed farms reduce waste and provide a safe, nutritious food 
supply. Knowing this, we integrate science and societal ethics in our 
animal welfare decisions. In 2021, we released our updated Global 
Animal Welfare Policy and our inaugural Supplier Implementation 
Guide which are available on our Supplier Hub.
Animal Welfare Outreach and Education 
In 2021, we worked with Dr. Kurt Vogel at the University of 
Wisconsin, River Falls to establish an undergraduate research 
internship program. The students in this program worked with 
academic and industry experts to develop supplier questionnaires 
on dairy calf management, broiler transport, and their swine welfare 
programs. Our animal welfare specialist partners with suppliers 
on animal welfare improvement projects, such as developing a 
customized turkey load-out and transport audit. They serve on the 
animal welfare committees of the North American Meat Institute 
and the National Turkey Federation. Within Kraft Heinz, our 
specialist provides training on farm animal production and welfare 
to cross-functional team members and leads our ESG Steering 
Group Subcommittee on Animal Welfare.
Our Supply Partners
Our suppliers are our partners in humane animal care and its 
continuous improvement. We expect suppliers to maintain strict 
standards of animal care and raise animals in accordance with the 
laws and ordinances in their locale. We require our suppliers to 
have a zero-tolerance policy for animal abuse and neglect, and to 
train all individuals working with or around live animals accordingly. 
In addition to the Global Animal Welfare Policy, animal welfare 
expectations are delineated in the Kraft Heinz Ingredient Supplier 
Quality Expectations Manual and product specifications. When 
evidence of non-compliance exists, Kraft Heinz may suspend the 
supplier until corrective actions have been implemented. Suppliers 
who do not align with the requirements or do not make continuous 
and positive improvements to meet them risk losing Kraft Heinz as 
a customer.
A Culture of Animal Welfare  (cont.) 
66
Together at the Table: Kraft Heinz 20212 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
66

Animal Health & Management
Laying Hens 
The ability to engage in normal behaviors such as walking, nesting, 
and dust-bathing is important to laying hen welfare. Therefore, by 
2025 we are globally committed to purchasing only cage-free eggs or 
better. Kraft Heinz defines “cage-free or better” eggs as sourced from 
laying hens that come from cage-free, free-range, pasture-raised, or 
similar natural or open housing settings. Hens in both cage-free and 
free-range housing are provided with litter, perches and nest boxes. 
In 2021, 64 percent of the eggs and egg products* we purchased 
globally were cage-free or better. Whereas in previous years our 
reporting was limited to internal manufacturing only, for the first time 
for 2021, we are reporting on progress at both internal and external 
manufacturing plants that make egg-containing products for us. In 
Europe, we achieved our goal to exclusively purchase free-range eggs 
at internal plants by the end of 2020. In the U.S., 100 percent of our 
cage-free egg supply was certified by American Humane Certified or 
Certified Humane.
Pigs 
In accordance with our three elements of animal welfare, we believe 
that pregnant sows should be safely housed in social groups with 
enough space to perform normal behaviors. The industry faces 
challenges to meet the demand, especially for pork that complies 
with strict regional legislation. Kraft Heinz is working with our pork 
suppliers to transition pregnant sows from gestation stall housing to 
group, pen housing. In 2021, 25 percent of our global and 98 percent 
of our European pork supply came from sows housed in pen gestation 
systems.
Broiler Chickens 
We have committed to improving broiler welfare by 2024. We continue 
to incorporate leading science into our assessment of broiler welfare, 
while we engage with the industry at-large as it redefines its guidelines 
for enhanced broiler welfare. We will incorporate a combination 
of outcome-based and practice-based metrics that are shown to 
demonstrably increase animal welfare. Targets include stocking density, 
litter quality, enrichment provision, and controlled atmosphere stunning 
and will incorporate supplier verification, such as auditing. We continue 
to engage with our United States supply partners in meeting enhanced 
broiler chicken welfare standards.
European Chicken Commitment 
In late 2019, Kraft Heinz expanded its animal welfare commitments 
to improving chicken welfare by 2026 as part of the European 
Chicken Commitment. Kraft Heinz continues to assess and work 
to transition its European supply chain accordingly. Though this 
commitment faces some challenges related to supply, we remain 
steadfast in our commitment to require 100 percent of the fresh, 
frozen and processed chicken in our European supply chain to 
meet this standard. We look forward to continued engagement 
with our suppliers toward this objective.
Dairy Cattle
We require our U.S. suppliers to follow the National Milk Producers 
Federation’s Farmers Assuring Responsible Management (FARM) 
Animal Care guidelines. This program establishes best on-farm animal 
management practices and includes second-party evaluations and 
third-party verification. 66 percent of our dairy supply comes from U.S. 
farms. Our Canadian suppliers follow the National Farm Animal Care 
Council’s Code of Practice for the Care and Handling of Dairy Cattle. 
Third-party audits are required to ensure that the U.S. and Canadian 
programs’ guidelines are followed.
Humane Endings
We believe animals should be provided a respectful and humane 
death. Compromised animals must be euthanized in a timely manner 
that aligns with the American Veterinary Medical Association (AVMA) 
or World Organisation for Animal Health’s (WOAH) guidelines. 
Similarly, slaughter should also align with these guidelines. Efficient 
stunning prior to slaughter is important for animal welfare. 100 percent 
of our U.S. Oscar Mayer product suppliers report that they comply with 
our product specifications which require an annual third-party humane 
slaughter audit and regular internal animal welfare audits.
Antimicrobials
Disease prevention strategies such as husbandry, hygiene, and 
vaccinations must be the primary defenses against animal disease. 
However, even with excellent care, farm animals sometimes become 
ill. When this occurs, antimicrobial treatment (including antibiotics) 
can be an important component of humane animal care. Therapeutic 
67
antimicrobials should only be used after careful review by a veterinarian 
and treatment limited to ill and at-risk animals, treating the fewest animals 
possible. Alongside good farm management, responsible antimicrobial 
use can help protect food quality and enhance safety.
In the United States, where the majority of Kraft Heinz meat ingredients 
are purchased, we require our suppliers to meet or exceed the AVMA or 
WOAH guidelines for the judicious use of antimicrobial agents. Our meat 
and dairy products meet or exceed government regulations related to the 
use and administration of antimicrobials, including compliance with bans 
on antibiotics for growth promotion.
Hormones
While studies conclude hormone supplements in cattle are safe for 
animals and for humans, we support ongoing research efforts to further 
demonstrate the safety and usefulness of supplemental hormones. For 
example, recombinant bovine somatotropin (rbST) is a hormone that can 
increase milk production in dairy cattle. Globally its usage varies widely 
in accordance with government regulations. In the United States, for 
example, hormones (including rbST) are not allowed to be used for growth 
promotion in pigs or poultry. In some countries, growth hormones are 
approved for use in beef and dairy cattle. We do not restrict their use in 
those instances. However, we support wider, industry initiatives to eliminate 
rbST from the supply.
Testing of Food Ingredients
Kraft Heinz does not support or condone the use of animals for research 
that is not essential to food safety, and we do not maintain any testing 
facilities. When required by governmental agencies, ingredient safety 
testing is completed by accredited third-party facilities following 
appropriate animal welfare guidelines. We do not support unnecessary 
testing and are advocates for replacing animal testing with other validated 
research methods.
Together at the Table: Kraft Heinz 2022 ESG Report                
 * Kraft Heinz does not directly purchase any shell eggs.
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Annually, all Kraft Heinz suppliers of animal and animal-derived products are requested to complete an animal welfare risk self-assessment. The assessment was 
developed by a cross-functional internal panel that included animal welfare, procurement and quality team members and was reviewed by an external team of animal 
welfare scientists. The assessments review suppliers’ strengths and weaknesses on animal welfare policies, personnel training, transportation, stunning methods and 
auditing. Kraft Heinz’s animal welfare team works with lower performing suppliers, which make up a small percentage of our total supply chain. Together, they create 
action plans to develop policies and procedures that improve animal welfare. Low performing suppliers unwilling or unable to improve animal welfare may jeopardize 
their status as Kraft Heinz suppliers.
Results of our 2021 assessment are listed below and more details can be found on page 76. In 2021, we also began to develop a robust farm-level animal welfare audit 
program across our key animal commodities in line with industry leading frameworks. 
68
POULTRY
PORK
CATTLE
Turkeys
(88% response rate)
Broiler Chickens
(76% response rate)
Laying Hens
(76% response rate)
Pigs
(61% response rate)
Dairy Cattle
(46% response rate)
Beef Cattle
(54% response rate)
KEY WELFARE ISSUES AND STATUS
•	99% of our respondents exhibited accepted 
species-specific mobility parameters
•	The average mortality rate was 0.5%
•	Average transport time** among our 
respondents was 1.6 hours
•	Maximum transport time** was 12 hours
•	100% of our respondents pre-slaughter 
stunned
•	61% of our respondents did not have snoods 
removed
•	65% of our respondents did not have toes 
clipped
•	87% of our suppliers had a 3rd party animal 
welfare audit at the processing plant
•	96% of our respondents exhibited acceptable 
species-specific mobility parameters
•	The average mortality rate was 0.5%
•	Average transport time** was 2.6 hours
•	Maximum transport time** was 12 hours
•	99.9% of our respondents pre-slaughter 
stunned
•	94% of our respondents had a 3rd party 
animal welfare audit at the processing plant
•	83% of our respondents exhibited acceptable 
species-specific mobility parameters
•	The average mortality rate was 0.5%
•	Average transport time** was 3.2 hours
•	Maximum transport time** was 11.5 hours
•	80% of our respondents exhibited acceptable 
species-specific mobility parameters
•	The average mortality rate was 0.8%
•	Average transport time** was 3.1 hours
•	Maximum transport time** was 28 hours
•	93% of our respondents had a 3rd party animal 
welfare audit at the processing plant
•	88% of our respondents exhibited acceptable 
species-specific mobility parameters
•	The average mortality rate was 0.4%
•	Average transport time** was 7.0 hours
•	Maximum transport time** was 28 hours
•	82% of our respondents do not tail dock
•	92% of our respondents do not have hock injuries
•	88% of our dairy respondents are free from moderate 
or severe lameness.
•	99.5% of our respondents exhibited acceptable 
species-specific mobility parameters 
•	The average mortality rate was 1.5%
•	Average transport time** was 4.1 hours
•	Maximum transport time** was 36 hours
•	96% of our respondents had a 3rd party 
animal welfare audit at the processing plant
Together at the Table: Kraft Heinz 2022 ESG Report                
* Figures displayed in the table above are average percentage based on supplier self-reporting though Kraft Heinz Animal Welfare Risk Assessment and are not weighted by volume.
** Transport time refers to the time traveled between farm and processing plant. 
2021 Animal Welfare Global Risk Assessment Key Findings*
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
Animal Welfare Risk Assessments

Sustainable Agriculture
As a food and beverage company, we recognize 
the importance of sustainable agriculture in all of 
our products. Through the work of our experienced 
agronomists and procurement teams, we are proud 
to work with our suppliers to advance sustainable 
agriculture practices, knowing that these commodities are integral to our business and to the well-being 
of our consumers and communities in which we operate. 
At Kraft Heinz, we have a long history of working with growers to promote sustainable agricultural practices, such as implementing 
rotational crops to promote multigenerational fields, to increase yield at the field and in processing, adoption of next generation breeding 
through our seed business, and finding ways to help increase water efficiency. 
Through thorough research in our laboratories and with experienced agronomist teams on the ground, we strive to stay at the forefront 
of sustainable agriculture, applying what we learn through trialing and demonstration to additional parts of our business. The Kraft Heinz 
Sustainable Agriculture Practices Manual forms the foundation of  our engagement strategy with growers, as we work towards our 2025 
goal to source 100 percent of tomatoes for Heinz Tomato Ketchup sustainably. We aim to dig deep in our roots to use 150 years of 
forward-looking, responsible agricultural and human rights practices to build on our agricultural legacy with our farmers. We are committed 
to further building on our strong sustainability heritage, as Henry J. Heinz (founder of the H.J. Heinz Company) famously noted, “Protect 
the consumer by owning the product all the way from the soil to the table.”
69
Purchase 100% sustainably-sourced Heinz 
ketchup tomatoes by 2025.
ON TRACK
PROGRESS
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

Sustainable Agricultural 
Practices Manual
Sustainable farming practices do more than save important natural resources. They also have the potential 
to considerably increase crop yields and provide growers and their families with greater economic 
opportunity. Kraft Heinz has taken significant steps to strengthen our Sustainable Agriculture Practices 
Manual (SAP) and is working in partnership with growers to implement those practices.
In 2021, we launched our Sustainable Agricultural Practices Manual with suppliers and growers in both 
Spain and California, key growing regions for Heinz tomatoes. In the coming years, we plan to roll out 
audit programs to ensure supplier compliance with these standards and will be expanding the scope of 
our sustainable agricultural program to navy beans. 

Building the Regenerative Capacity of Agriculture Through a Global, Farmer-Centered, 
Industry-led Initiative.
The long-term resilience of agriculture now depends on how quickly we can develop regenerative practices that benefit soil health, 
biodiversity, water supply, climate resilience and livelihoods.
In late 2021, Kraft Heinz, along with approximately 30 companies from across the agricultural value chain, became a founding 
member of SAI Platform’s new Regenerative Agriculture Programme. The purpose of the program is to build industry alignment, 
reduce duplication and amplify impact through the creation of a universal framework with locally implementable indicators, to 
ensure accessibility and applicability of regenerative agriculture principles, practices and outcomes on farm. The program will work 
to scientifically validate regenerative principles, engage with farmers and develop a mechanism for corporations to verify and 
communicate regenerative targets to external stakeholders. 
“As we develop and define new regenerative agriculture approaches, it is the farmer’s inherent knowledge of the land, its constraints and opportunities, that is critical 
to ensuring successful social and environmental outcomes based on solid economic foundations.”
– Martina Henry, Director, Agriculture Sustainability, Kraft Heinz and SAI Platform Regenerative Agriculture Programme Steering Committee Co-chair 
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
FSA 3.0 Benchmark Equivalence 
for Sustainable Agriculture 
Practices Manual
In 2021, our Sustainable Agricultural Practices Manual was benchmarked 
against SAI Platform’s Farm Sustainability Assessment (FSA) 3.0 and 
received ‘Silver Level equivalence’. This was the first sustainability program 
successfully benchmarked against the updated  FSA 3.0 which was 
released in April 2021.
We believe this benchmark will help us and our suppliers in our journey 
towards purchasing 100 percent sustainably-sourced Heinz ketchup 
tomatoes by 2025. It provides a pathway for growers to demonstrate 
compliance with our requirements, while also offering a single, industry-
aligned tool that reduces duplication and audit-fatigue. This allows 
growers to focus on improving their operations and continuing to grow 
the quality, sustainable ingredients we rely on to produce our brands.
“FSA 3.0 marks a step-up in the benchmarking program’s integrity, yet 
it is even more straightforward and easier to get started. It is great to see 
The Kraft Heinz Company getting the most out of their membership 
with Sustainable Agriculture Initiative (SAI) Platform by using the FSA to 
refine, communicate and scale their program. We congratulate them on 
this achievement!”
– Joe Rushton, FSA Director at SAI Platform
70

Together at the Table: Kraft Heinz 2022 ESG Report                
71
Sustainable Dairy Partnership
Kraft Heinz is a proud, engaged member 
of SAI Platform’s Sustainable Dairy 
Partnership (SDP). Developed through a 
multi-stakeholder process that included 
dairy processors, industry associations, and dairy buyers, SDP was 
created with the goal of driving continuous improvement in dairy 
sustainability. To achieve this goal, the SDP allows processors to 
leverage work already being done as part of industry sustainability 
initiatives, national programs, voluntary certifications and regulatory 
compliance. This drives greater efficiency and avoids duplication 
of effort. As a member of this organization, we are committed 
to engaging and learning more, in order to continue to drive 
sustainability within our dairy supply chain.
Celebrating the Tomato with the Community 
at our Pudliszki Facility 
Our Pudliszki, Poland facility revived its 
annual Grower Open Day in 2021, having 
pivoted to an online format at the start of 
the COVID-19 pandemic. This event brought 
together 500 growers and their families from 
across the region, along with other industry 
stakeholders. The event showcased the 
results of large-scale variety trials of both 
Heinz and non-Heinz seeds, to share industry 
best-practices through demonstrations and 
field trials. Grower Open Day also included 
a presentation of best-in-class agricultural practices through its 
celebration of the tomato, with community competitions for best 
tomato fruits and tomato-based meals, firmly placing Pudliszki at 
the center of the local community.  
The Pudliszki facility was also separately recognised as the Best 
Processor in 2021 by BASF’s Nunhems® 
brand and the Polish Tomato Producer’s 
Association’s Agro Academy Awards. We 
received this award for our strong focus 
on innovation, large-scale tomato trials in 
Poland, close relationships with growers and 
for implementing better soil preparation 
practices to increase resilience during drought 
conditions. In addition, Elwira and Leszek 
Chudziak, tomato producers for our Pudliszki 
facility, won the award for most innovative 
grower based on their improvements to 
the nursery and farm operations. Elwira and 
Leszek’s farm was first started with the support 
of Kraft Heinz’s lead agronomist for Pudliszki, Slawomir Paszkier.
Example of a mixed cereal crop (wheat, barley 
and oats) which is knocked down while still green 
and incorporated into the soil. The cover crop 
then breaks down, providing organic matter and 
structure to the soil.
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
Key Initiatives
Kraft Heinz Grower 
Open Day presentations 
in Poland.
Supporting Farm Resilience 
in California
As part of our ongoing commitment to continuous improvement on farm, 
in 2021 we introduced a pilot cover crop program with our California 
tomato growers. The objective of the pilot is to incentivize the adoption 
of cover crops as a practice that can help promote soil health, enhance 
water-holding capacity, reduce reliance on chemical inputs, and support 
biodiversity while increasing yields. In 2021, 2,279 acres of cover crops 
were planted by our California growers and we have a target to grow this 
to more than 5,000 acres in 2022.
71
Lezek Chudziak. Elwira 
Chudziak and Slowomir 
Pazkier (L-R) accepting the 
award for Most Innovative 
Grower in 2021.

72
At Kraft Heinz, we recognize that we cannot succeed in our ESG 
journey alone. Therefore, we are committed to bringing bold, 
innovative, and like-minded partners ’Together at the Table’ to help 
lead the way.
Bowles Farming Company is a key global tomato supplier for 
many of our well-loved brands, including the iconic Heinz tomato 
ketchup. As a 160-year-old family-run farm, Bowles understands 
the importance of sustainable and regenerative agriculture. Their 
philosophy centers around stewardship and farming with the 
natural world in focus.
Bowles is adjacent to the second largest contiguous wetland in the 
U.S. To help preserve this area of great biodiversity value, they own 
and manage 650 acres of wetland within their boundary and work 
with a wide range of stakeholders to maintain these lands. These 
initiatives include native plant cultivation to help pollinators and 
beneficial insects thrive around the farm. Recognizing a shortage 
SUPPLIER SPOTLIGHT
Bowles Farming Company
Together at the Table: Kraft Heinz 2022 ESG Report                
of native materials in their community, Bowles also 
set up the Great Valley Seed company to ensure that 
local communities have access to these essential 
seeds. Today, they grow over 50 species that can 
be used in restoration and pollinator support 
programs. The farm also operates drip irrigation 
systems powered by their on-site solar farm and 
composting projects utilizing feedstock from their 
local communities to further increase farm resilience 
and circularity.
In addition to caring for the environment, farm 
leadership actively supports the safety, health and 
education of their employees and the surrounding 
community. Most notably, Bowles implemented the BF Scholars 
program in 2015 to support the educational journeys of their 
employees’ children.
As a proud customer, we applaud Bowles Farm’s leadership in 
advancing sustainable agriculture. We are excited to continue bringing 
them and other like-minded suppliers ‘Together at the Table’ to drive 
ESG progress.
“From our vantage point here on the farm, we see the word “sustainability” 
widely used but not often backed up with strong evidence. We value collaborative 
relationships with supply chain partners that want to provide consumers with true 
stories of sustainable production that consumers can trust and feel good about. Kraft 
Heinz is one of those key partners who take the time to visit the farm and partner in 
our journey to produce products in a way that authentically supports people and the 
planet. We value our relationship with Kraft Heinz and admire their leadership in true 
sustainability.”
– Cannon Michael, President and CEO, Bowles Farming Company
Bowles receives organic waste from their local communities that is then converted into certified 
organic compost. They use most of this compost on their farm, which improves soil quality and 
water retention, and reduces the amount of nitrogen fertilizer needed in its operations.
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
Bowles on-site solar 
farm produces over 1.5 
megawatts of energy 
which significantly offsets 
their on-site energy 
demand.

Appendix: ESG Metrics
73
Together at the Table: Kraft Heinz 2022 ESG Report                 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION

ESG Metrics
As of 2021 Calendar Year End
Metric
Unit
2019
2020
2021
GRI
SASB
TCFD
Notes
Environmental Stewardship
Energy
Goal metric: Reduction of energy use intensity using 2019 baseline
Percentage
Goal made in 
2020
-2.2%
-5.1%
302-4
Metrics and Targets (a)
Goal metric: Percentage of electricity from renewable sources
Percentage
Goal made in 
2020
Not reported 
7.0%
302-1
Metrics and Targets (a)
Total energy use *
MWh 
5,102,921
4,945,251
4,809,802
302-1
FB-PF-130a.1 
Metrics and Targets (a)
Energy use intensity *
kWh per Metric Ton of
Product
654
628
621
302-3
Metrics and Targets (a)
Total purchased electricity 
MWh 
1,565,580
1,546,046
1,497,450
302-1
FB-PF-130a.1 
Metrics and Targets (a)
Total purchased electricity generated onsite 
MWh 
Not reported
Not reported
3,085
302-1
FB-PF-130a.1 
Metrics and Targets (a)
Total consumption of fuel (excluding feedstock)
MWh 
3,262,568
3,285,281
3,189,915
302-1
FB-MP-110a.1 
Metrics and Targets (b)
Greenhouse Gas Emissions 
Gross scope 1 emissions*
Metric Tons CO2e 
634,916
605,606
586,455
305-1
FB-MP-110a.1 
Metrics and Targets (b)
Gross scope 2 emissions (location-based)*
Metric Tons CO2e 
712,674
694,907
645,247
305-2
FB-MP-110a.1
Metrics and Targets (b)
Gross scope 2 emissions (market-based)*
Metric Tons CO2e 
Not reported
704,689
616,650
305-2
FB-MP-110a.1
Metrics and Targets (b)
Outside of scopes (biogenic emissions)
Metric Tons CO2e 
77,186
92,955
79,898
305-3
FB-MP-110a.1
Metrics and Targets (b)
Emissions associated with biomass use at 
select facilities
Scope 1 & 2 intensity
Metric Tons CO2e per 
Metric ton of product
0.17
0.16
0.16
305-4
FB-MP-110a.1
Metrics and Targets (b)
Total scope 3 emissions* 
Metric Tons CO2e 
23,277,493
25,026,531
43,940,811
305-3
Metrics and Targets (b)
2019 data was not  externally verified
Category 1: Purchased goods and services*
Metric Tons CO2e 
18,282,750
18,537,494
36,341,444
305-3
Metrics and Targets (b)
2019 data was not  externally verified
Category 2: Capital goods*
Metric Tons CO2e 
397,604
351,878
447,491
305-3
Metrics and Targets (b)
2019 data was not  externally verified
Category 3: Fuel and energy-related activities*
Metric Tons CO2e 
717,229
711,945
680,325
305-3
Metrics and Targets (b)
2019 data was not  externally verified
Category 4: Upstream transportation and distribution*
Metric Tons CO2e 
1,366,415
1,748,423
1,587,200
305-3
Metrics and Targets (b)
2019 data was not  externally verified
Category 5: Waste generated in operations*
Metric Tons CO2e 
52,066
55,658
35,961
305-3
Metrics and Targets (b)
2019 data was not  externally verified
Category 6: Business travel*
Metric Tons CO2e 
18,988
4,383
3,324
305-3
Metrics and Targets (b)
2019 data was not  externally verified
Category 7: Employee commuting*
Metric Tons CO2e 
105,897
93,618
82,101
305-3
Metrics and Targets (b)
2019 data was not  externally verified
Category 9: Downstream transportation and distribution*
Metric Tons CO2e 
1,307,392
1,339,067
1,459,452
305-3
Metrics and Targets (b)
2019 data was not  externally verified
Category 11: Use of sold products*
Metric Tons CO2e 
Not Reported
1,102,744
1,090,765
305-3
Metrics and Targets (b)
2019 data was not  externally verified
Category 12: End of life treatment of sold products*
Metric Tons CO2e 
1,029,152
1,081,321
2,212,748
305-3
Metrics and Targets (b)
2019 data was not  externally verified
74
*Indicates metrics that have undergone limited level assurance by a third-party associate for 2021 data. Review full 2021 and historical assurance statements at https://www.kraftheinzcompany.com/esg/verifications.html.
Please note that some historical data may have been updated from previous reports due to better data accuracy and due diligence. 
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
Together at the Table: Kraft Heinz 2022 ESG Report                
Select 2021 Scope 3 data have been amended. Please refer to our latest ESG report for the most accurate figures

75
ESG Metrics (cont.)
75
Together at the Table: Kraft Heinz 2022 ESG Report                
Metric
Unit
2019
2020
2021
GRI
SASB
TCFD
Notes
Water
Goal metric: Reduction of water intensity (all facilities) using 2019 
baseline
Percentage
Goal made in 
2020
-2.8%
-4.4%
303-3
FB-PF-140a.1
Metrics and Targets (b)
Goal metric: Reduction of water intensity (high-risk watershed areas) 
using 2019 baseline
Percentage
Goal made in 
2020
-5.2%
-12.2%
303-3
FB-PF-140a.1
Metrics and Targets (b)
Total water withdrawals (all facilities)*
Thousand Cubic Meters
41,921
41,470
39,778
303-3
FB-PF-140a.1
Metrics and Targets (b)
Total water withdrawals (high-risk watershed areas)*
Thousand Cubic Meters
13,033
12,391
11,532
303-3
FB-PF-140a.1
Metrics and Targets (b)
Water use intensity (all facilities)*
Cubic Meters Per Metric 
Tons of Product
5.38
5.26
5.14
303-3
FB-PF-140a.1
Metrics and Targets (b)
Water use intensity (high-risk watershed areas)*
Cubic Meters Per Metric 
Tons of Product
7.73
7.34
6.79
303-3
FB-PF-140a.1
Metrics and Targets (b)
Waste
Goal metric: Reduction of waste to landfill Intensity using 2019 baseline
Percentage
Goal made in 
2020
-6.0%
-14.7%
306-4
Total waste to landfill*
Metric Tons
100,595
92,856
82,617
306-3
Waste to landfill intensity *
Metric Tons Waste per 
Metric Tons of Product
0.013
0.012
0.011
306-5
Responsible Sourcing
Material
Goal metric: Percentage that is recyclable, reusable, and/or compostable 
(as a percent-age of total weight of all packaging)
Percentage
70%
83%
84%
FB-PF-410a.1
Includes materials that are recyclable, widely 
recyclable - check locally and other - store 
drop off or TerraCycle. 2021 calculation 
covers global packaging and select external 
manufacturing data. Data from Primal Kitchen 
is not included at this time. 2019 value based 
on estimate.  
Total weight of all packaging 
Metric Tons
Not reported
1,143,000
1,145,000
FB-PF-410a.1
Percentage made from recycled and/or renewable materials  (as a per­
cent-age of total weight of all packaging)
Percentage
Not reported
22%
22%
FB-PF-410a.1
Based on industry average of recycled content
Total weight of all plastic packaging
Metric Tons
Not reported
271,000
231,392
Non-renewable materials used to produce or package primary products
Metric Tons
Not reported
679,000
719,000
301-1
Renewable materials used to produce or package primary products
Metric Tons
Not reported
465,000
422,000
301-1
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
*Indicates metrics that have undergone limited level assurance by a third-party associate for 2021 data. Review full assurance statements at https://www.kraftheinzcompany.com/esg/verifications.html.
Please note that some historical data may have been updated from previous reports due to better data accuracy and due diligence.

76
76
Together at the Table: Kraft Heinz 2022 ESG Report                
Metric
Unit
2019
2020
2021
GRI
SASB
TCFD
Notes
Palm Oil
Goal metric: Percentage of direct suppliers (tier 1) suppliers with RSPO 
certification
Percentage
100%
100%
100%
FB-PF-440a.2
Goal metric: Percentage of direct supply chain traceable to the mill
Percentage
99.30%
98.50%
100%
FB-PF-440a.2
Percentage of direct suppliers with  sustainable palm oil sourcing policies 
in place
Percentage
100%
100%
100%
FB-PF-440a.2
A sustainable sourcing policy is defined as 
either a publicly available Sustainable Palm 
Oil Policy or RSPO Certification
Percentage of external manufacturers' suppliers with RSPO certification
Percentage
84%
91%
100%
FB-PF-440a.2
Percentage of external manufacturers' suppliers with sustainable sourcing 
policies in place 
Percentage
40%
91%
100%
FB-PF-440a.2
A sustainable sourcing policy is defined as 
either a publicly available sustainable palm 
oil policy or RSPO certification
Tomatoes
Goal metric: Percentage of sustainability sourced Heinz ketchup tomatoes
Percentage
Goal made in 2020
On Track
FB-PF-440a.2
Animal Welfare
Turkeys
Percentage of supplier respondents that exhibited accepted 
species-specific mobility parameters
Percentage
Not reported 
Not reported 
99%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. 
Average mortality rate
Percentage
Not reported 
Not reported 
0.5%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. 
Average transportation time
Hours
Not reported 
Not reported 
1.6
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. 
Maximum transportation time 
Hours
Not reported 
Not reported 
12
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. 
Percentage of supplier respondents that pre-slaughter stunned
Percentage
Not reported 
Not reported 
100%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. 
Percentage of supplier respondents that had a 3rd party animal welfare 
audit at the processing plant
Percentage
Not reported 
Not reported 
87%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. 
Percentage of supplier respondents that do not have snoods removed
Percentage
95%
100%
61%
FB-MP-410a.3
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. Data prior to 2021 only 
included U.S. suppliers.
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
*Indicates metrics that have undergone limited level assurance by a third-party associate for 2021 data. Review full assurance statements at https://www.kraftheinzcompany.com/esg/verifications.html.
Please note that some historical data may have been updated from previous reports due to better data accuracy and due diligence. 
ESG Metrics (cont.)

*Indicates metrics that have undergone limited level assurance by a third-party associate for 2021 data. Review full assurance statements at https://www.kraftheinzcompany.com/esg/verifications.html.
Please note that some historical data may have been updated from previous reports due to better data accuracy and due diligence. 
77
77
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
Metric
Unit
2019
2020
2021
GRI
SASB
TCFD
Notes
Percentage of supplier respondents that do not have toes clipped
Percentage
98%
100%
65%
FB-MP-410a.3
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. Data prior to 2021 only 
included U.S. suppliers.
Percentage of supplier respondents that have annual animal welfare 
audits  at the plant
Percentage
100%
100%
87%
FB-MP-410a.3
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. Data prior to 2021 only 
included U.S. suppliers.
Broiler Chickens
Percentage of supplier respondents that exhibited accepted 
species-specific mobility parameters
Percentage
Not reported 
Not reported 
96%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Average mortality rate
Percentage
Not reported 
Not reported 
0.5%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Average transportation time
Hours
Not reported 
Not reported 
2.6
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Maximum transportation time 
Hours
Not reported 
Not reported 
12
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Percentage of supplier respondents that pre-slaughter stunned
Percentage
Not reported 
Not reported 
99.9%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Percentage of supplier respondents had a 3rd party animal welfare audit 
at the processing plant
Percentage
Not reported 
Not reported 
94%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Laying Hens
Goal metric: Percentage of global eggs that are cage-free or better 
Percentage
70%
66%
64%
FB-MP-410a.3
Kraft Heinz defines “cage-free or better” 
eggs as sourced from laying hens that come 
from cage-free, free-range, pasture-raised, or 
similar natural or open housing settings. Hens 
in both cage-free and free-range housing are 
provided with litter, perches and nest boxes. 
Data does not include Primal Kitchen at this 
time. In 2021, we expanded our boundary to 
include external manufacturing sites."
Goal metric: Percentage of European eggs from free-range farms
Percentage
30%
51%
99.9%
FB-MP-410a.7
When required by law or recommended by 
a veterinarian or other trusted animal health 
expert, free-range hens may be temporarily 
kept indoors to prevent illness and promote 
animal well-being.
Data does not include Primal Kitchen at this 
time. In 2021, we expanded our boundary to 
include external manufacturing sites. 
ESG Metrics (cont.)

78
78
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
*Indicates metrics that have undergone limited level assurance by a third-party associate for 2021 data. Review full assurance statements at https://www.kraftheinzcompany.com/esg/verifications.html.
Please note that some historical data may have been updated from previous reports due to better data accuracy and due diligence. 
Metric
Unit
2019
2020
2021
GRI
SASB
TCFD
Notes
Percentage of U.S. eggs that are cage-free or better 
Percentage
69%
75%
70%
FB-MP-410a.4
Data does not include Primal Kitchen at this 
time. In 2021, we expanded our boundary to 
include external manufacturing sites. 
Percentage of U.S. eggs certified by American Humane Certified, Certified 
Humane, or United Egg Producers
Percentage
100%
100%
100%
FB-MP-410a.5
Data does not include Primal Kitchen at this 
time. In 2021, we expanded our boundary to 
include external manufacturing sites. 
Percentage of Latina America eggs that are cage-free or better 
Percentage
Data not 
available
4%
11%
FB-MP-410a.6
Data does not include Primal Kitchen at this 
time. In 2021, we expanded our boundary to 
include external manufacturing sites. 
Percentage of Europe, the Middle East and Africa eggs that are cage-free 
or better 
Percentage
Data not 
available
77%
77%
FB-MP-410a.8
Data does not include Primal Kitchen at this 
time. In 2021, we expanded our boundary to 
include external manufacturing sites. 
Percentage of Canada eggs that are cage-free or better 
Percentage
3%
0%
2%
FB-MP-410a.9
Data does not include Primal Kitchen at this 
time. In 2021, we expanded our boundary to 
include external manufacturing sites. 
Percentage of Asia Pacific eggs that are cage-free or better 
Percentage
Data not 
available
31%
40%
FB-MP-410a.10
Data does not include Primal Kitchen at this 
time. In 2021, we expanded our boundary to 
include external manufacturing sites. 
Percentage of supplier respondents that exhibited accepted 
species-specific mobility parameters
Percentage
Not reported 
Not reported 
83%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Average mortality rate
Percentage
Not reported 
Not reported 
0.5%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Average transportation time
Hours
Not reported 
Not reported 
3.2
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Maximum transportation time 
Hours
Not reported 
Not reported 
11.5
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Pigs
Percentage of global pork supply from sows housed in group pens during 
gestation.
Percentage
16%
19%
25%
FB-MP-410a.1
Data does not include Primal Kitchen and 
external manufacturing sites at this time.
Percentage of European pork supply from sows housed in group pens 
during gestation.
Percentage
100%
100%
98%
FB-MP-410a.1
Data does not include Primal Kitchen and 
external manufacturing sites at this time.
Percentage of supplier respondents that exhibited accepted 
species-specific mobility parameters
Percentage
Not reported 
Not reported 
80%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. 
Average mortality rate
Percentage
Not reported 
Not reported 
0.8%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. 
Average transportation time
Hours
Not reported 
Not reported 
3.1
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. 
ESG Metrics (cont.)

79
79
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
*Indicates metrics that have undergone limited level assurance by a third-party associate for 2021 data. Review full assurance statements at https://www.kraftheinzcompany.com/esg/verifications.html.
Please note that some historical data may have been updated from previous reports due to better data accuracy and due diligence. 
Metric
Unit
2019
2020
2021
GRI
SASB
TCFD
Notes
Maximum transportation time 
Hours
Not reported 
Not reported 
28
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. 
Percentage of supplier respondents with annual animal welfare audits at 
the plant
Percentage
100%
100%
93%
FB-MP-410a.1
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. Data prior to 2021 only 
included U.S. suppliers.
Dairy Cattle
Percentage of supplier respondents that exhibited accepted species-spe­
cific mobility parameters
Percentage
Not reported 
Not reported 
88%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Average mortality rate
Percentage
Not reported 
Not reported 
0.4%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Average transportation time
Hours
Not reported 
Not reported 
7
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Maximum transportation time 
Hours
Not reported 
Not reported 
28
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Percentage of suppliers that do not tail dock
Percentage
95%
100%
82%
FB-MP-410a.3
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. Data prior to 2021 only 
included U.S. suppliers.
Percentage of dairy supplier respondents that do not have hock injuries
Percentage
98%
100%
92%
FB-MP-410a.4
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. Data prior to 2021 only 
included U.S. suppliers.
Percentage of suppliers respondents that are free from moderate or 
severe lameness
Percentage
98%
100%
88%
FB-MP-410a.5
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. Data prior to 2021 only 
included U.S. suppliers.
Beef Cattle
Percentage of supplier respondents that exhibited accepted 
species-specific mobility parameters
Percentage
Not reported 
Not reported 
99.5%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Average mortality rate
Percentage
Not reported 
Not reported 
1.5%
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
ESG Metrics (cont.)

80
80
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
*Indicates metrics that have undergone limited level assurance by a third-party associate for 2021 data. Review full assurance statements at https://www.kraftheinzcompany.com/esg/verifications.html.
Please note that some historical data may have been updated from previous reports due to better data accuracy and due diligence. 
Metric
Unit
2019
2020
2021
GRI
SASB
TCFD
Notes
Average transportation time
Hours
Not reported 
Not reported 
4.1
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Maximum transportation time 
Hours
Not reported 
Not reported 
36
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume.
Percentage of supplier respondents that have annual animal welfare 
audits at the plant
Percentage
100%
100%
96%
FB-MP-410a.3
2021 values are average percentage based 
on supplier self-reporting though Kraft Heinz 
Animal Welfare Risk Assessment and are not 
weighted by volume. Data prior to 2021 only 
included U.S. suppliers.
Healthy Living & Community Support 
Goal metric: Percentage compliance with Kraft Heinz Global Nutrition 
Targets
Percentage
76.00%
74.70%
67.7%
FB-PF-260a.2
Inclusive of all countries with measurable 
data where Kraft Heinz operates, which was 
expanded to include volumes from China, 
Indonesia, Brazil, and the Middle East in 
2021. Kraft Heinz Foodservice, Kraft Heinz 
Ingredients and infant/toddler categories are 
not included in the overall metric. Kraft Heinz 
Foodservice and Kraft Heinz Ingredients items 
do not have specific nutrition targets and 
infant/toddler product targets are based on 
local guidelines. 
Goal metric: Amount of sugar reduced in products 
Pounds
Goal made in 
2020
253,774
9,540,000
FB-PF-260a.2
Goal metric: Amount of sodium reduced in BBQ sauce and Kraft salad 
dressings in North America
Percentage
Goal made in 
2020
Not reported
0
FB-PF-260a.2
In 2021, we did not make progress on our 
North America sodium goals but are planning 
actions to ensure achievement by 2025. 
Goal metric: Meals provided to people in need
Number of meals
139,000,000
206,162,788
439,987,354
Workplace Metrics
Global Employees 
Goal metric: Women in management roles 
Percentage of employees 
in management roles
34%
37%
39%
405-1
Goal metric: People of color (U.S. employees only)
Percentage of total 
employees
Not Reported
24%
26%
405-1
Data for 2021 may differ slightly from Kraft 
Heinz 10-K filings due to selected reporting 
period and rounding.
Goal Metric: Ethnic Minorities in the U.K.
Percentage of total em­
ployees in the U.K.
Goal made in 
2021
Goal made in 
2021
11%
405-1
The aspiration is based on a weighted average 
of the split between our populations in 
London office and our factories.
Goal Metric: Pretos e Pardos (Black & Two or More Races) in Brazil
Percentage of salaried 
employees in Brazil
Goal made in 
2021
Goal made in 
2021
30%
405-1
ESG Metrics (cont.)

81
81
Together at the Table: Kraft Heinz 2022 ESG Report                
APPENDIX
ENVIRONMENTAL STEWARDSHIP
RESPONSIBLE SOURCING
HEALTHY LIVING & COMMUNITY SUPPORT
APPENDIX
INTRODUCTION
*Indicates metrics that have undergone limited level assurance by a third-party associate for 2021 data. Review full assurance statements at https://www.kraftheinzcompany.com/esg/verifications.html.
Please note that some historical data may have been updated from previous reports due to better data accuracy and due diligence. 
We define the Executive Leadership Team (ELT) as individuals who were members of the ELT as of fiscal year end plus any individuals who were members of the ELT for 9 months or more of the fiscal year.
Metric
Unit
2019
2020
2021
GRI
SASB
TCFD
Notes
Total employees
Number of employees
38,757
38,744
37,821
405-1
Total employees include temporary, seasonal 
and student workers in addition to regular 
full-time employees. Note that all reported 
global employee metrics do not include 
employees that joined the Company as part of 
acquisitions that closed in the fourth quarter 
of 2021, which represent approximately 1 
percent of our total employees globally as of 
December 31, 2021. 
Full-time employees
Percentage of total 
employees
98.60%
98.60%
98.42%
405-1
Part-time employees
Percentage of total 
employees
1.40%
1.40%
1.58%
405-1
Women
Percentage of total 
employees
37%
36%
37%
405-1
Men
Percentage of total 
employees
63%
63%
63%
405-1
Nonbinary 
Percentage of total 
employees
Not reported
< 1%
< 1%
405-1
Gender not disclosed
Percentage of total 
employees
Not reported
< 1%
< 1%
405-1
White (U.S. employees only) 
Percentage of total 
employees
Not Reported
73%
70%
405-1
Ethnicity not available (U.S. employees only) 
Percentage of total 
employees
Not Reported
3%
3%
405-1
Executive Leadership Team
African American or Black
Percentage of executive 
leadership team
18%
18%
10%
405-1
We define the Executive Leadership Team 
(ELT) as individuals who were members of the 
ELT as of fiscal year end plus any individuals 
who were members of the ELT for 9 months or 
more of the fiscal year.
Hispanic or Latino
Percentage of executive 
leadership team
64%
64%
70%
405-1
White
Percentage of executive 
leadership team
18%
18%
20%
405-1
Women
Percentage of executive 
leadership team
27%
27%
30%
405-1
Men
Percentage of executive 
leadership team
73%
73%
70%
405-1
Safety Metrics
Total Recordable Incident Rate (TRIR)
Rate
0.84
0.74
0.62
FB-MP-320a.1
Learning & Development Metrics
Average learning hours per employee
Hours
36
14
14.4
ESG Metrics (cont.)

KRAFT HEINZ CO-HEADQUARTERS

CHICAGO 
 Aon Center 200 East Randolph Street  Chicago, IL 60601

PITTSBURGH 
 1 PPG Place Pittsburgh, PA 15222
 

Connect with Kraft Heinz: KraftHeinz.com