UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
SCHEDULE 14A
Proxy Statement Pursuant to Section 14(a) of
the
Securities Exchange Act of 1934
(Amendment No. )
Filed by the Registrant ☒
Filed by a Party other than the
Registrant ☐
Check the appropriate box:
☐ Preliminary Proxy Statement
☐ Confidential, for Use of the Commission Only
(as permitted by Rule 14a-6(e)(2))
☐ Definitive Proxy Statement
☒ Definitive Additional Materials
☐ Soliciting Material under §240.14a-12
MONDELĒZ INTERNATIONAL, INC.
(Name of Registrant as Specified In Its
Charter)
(Name of Person(s) Filing Proxy Statement, if
other than the Registrant)
Payment of Filing Fee (Check all boxes that
apply):
☒ No fee required
☐ Fee paid previously with preliminary
materials
☐ Fee computed on table in exhibit required by Item
25(b) per Exchange Act Rules 14a-6(i)(1) and 0-11

SHAREHOLDER ENGAGEMENT
Spring 2022

FORWARD-LOOKING
STATEMENTS This presentation contains a number of forward-looking
statements. Words, and variations of words, such as “will,”
“expect,” “may,” ”position” and similar expressions are intended to
identify our forward-looking statements, including, but not limited
to, statements about: our future performance, including our future
revenue growth; our strategy to accelerate consumer-centric growth,
drive operational excellence and create a winning growth culture;
and our environmental, social and governance strategies, goals and
initiatives. These forward-looking statements involve risks and
uncertainties, many of which are beyond our control, and many of
these risks and uncertainties are currently amplified by and may
continue to be amplified by the COVID-19 pandemic, including the
spread of new variants of COVID-19 such as Omicron. Important
factors that could cause our actual results to differ materially
from those described in our forward-looking statements include, but
are not limited to, the impact of ongoing or new developments in
the war in Ukraine, related current and future sanctions imposed by
governments and other authorities, and related impacts on our
business, growth, reputation, prospects, financial condition,
operating results (including components of our financial results),
cash flows and liquidity; uncertainty about the effectiveness of
efforts by health officials and governments to control the spread
of COVID-19 and inoculate and treat populations impacted by
COVID-19; uncertainty about the reimposition or lessening of
restrictions imposed by governments intended to mitigate the spread
of COVID-19 and the magnitude, duration, geographic reach and
impact on the global economy of COVID-19; the ongoing, and
uncertain future, impact of the COVID-19 pandemic on our business,
growth, reputation, prospects, financial condition, operating
results (including components of our financial results), cash flows
and liquidity; risks from operating globally including in emerging
markets; changes in currency exchange rates, controls and
restrictions; volatility of commodity and other input costs and
availability of commodities; weakness in economic conditions;
weakness in consumer spending; pricing actions; tax matters
including changes in tax laws and rates, disagreements with taxing
authorities and imposition of new taxes; use of information
technology and third party service providers; unanticipated
disruptions to our business, such as malware incidents,
cyberattacks or other security breaches, and our compliance with
privacy and data security laws; global or regional health pandemics
or epidemics, including COVID-19; competition and our response to
channel shifts and pricing and other competitive pressures;
promotion and protection of our reputation and brand image; changes
in consumer preferences and demand and our ability to innovate and
differentiate our products; the restructuring program and our other
transformation initiatives not yielding the anticipated benefits;
changes in the assumptions on which the restructuring program is
based; management of our workforce and shifts in labor
availability; consolidation of retail customers and competition
with retailer and other economy brands; changes in our
relationships with customers, suppliers or distributors; compliance
with legal, regulatory, tax and benefit laws and related changes,
claims or actions; the impact of climate change on our supply chain
and operations; strategic transactions; significant changes in
valuation factors that may adversely affect our impairment testing
of goodwill and intangible assets; perceived or actual product
quality issues or product recalls; failure to maintain effective
internal control over financial reporting or disclosure controls
and procedures; volatility of and access to capital or other
markets, the effectiveness of our cash management programs and our
liquidity; pension costs; the expected discontinuance of London
Interbank Offered Rates and transition to any other interest rate
benchmark; and our ability to protect our intellectual property and
intangible assets. There may be other factors not presently known
to us or which we currently consider to be immaterial that could
cause our actual results to differ materially from those projected
in any forward-looking statements we make. We disclaim and do not
undertake any obligation to update or revise any forward-looking
statement in this presentation except as required by applicable law
or regulation. ABOUT OUR ESG GOALS Reported performance against our
quantitative ESG goals covers the period from January 1, 2021 to
December 31, 2021, and includes manufacturing facilities under our
direct and indirect control, and excludes acquisitions since 2018,
unless stated otherwise. Where quantitative goals are linked to
revenue, coverage is for all Mondelēz Internation al revenue
(excluding acquisitions since 2018) except Venezuela, for which
results are excluded from our consolidated financial statements.
Where quantitative goals are linked to operations, coverage is for
all operations under the control of our integrated supply chain
function (excluding acquisitions since 2018); data for external
manufacturing includes estimations. Our 2015 acquisition of Enjoy
Life Foods is included only in our reporting for our packaging
innovation goal. In addition, historical, current and
forward-looking sustainability- related statements may be based on
standards for measuring progress that are still developing,
internal controls and processes that continue to evolve, and
assumptions that are subject to change in the future. The
information included in, and any issues identified as material for
purposes of, this document may not be considered material for SEC
reporting purposes. In the context of this disclosure, the term
“material” is distinct from, and should not be confused with, such
term as defined for SEC reporting purposes. NON-GAAP FINANCIAL
MEASURES All results shared with this presentation are non-GAAP
unless noted that we are referring to our results on a GAAP basis.
Please see GAAP to non-GAAP reconciliations at the end of this
presentation for comparable GAAP measures. Refer to the definitions
of these measures in our earnings release for Q1 2022 located at
www.mondelezinternational.com/investors. 2

MONDELĒZ
INTERNATIONAL TO LEAD THE FUTURE OF SNACKING We are one of the
world’s largest snack companies, with a strong portfolio of brands
enjoyed in over 150 countries 1 2021 BUSINESS OVERVIEW REVENUE BY
MARKET AND CATEGORY North America Europe Cheese & Beverages
Grocery 4% 28.9% 38.8% 9 global brands and 60+ local jewel brands
7% Gum & Candy 10% Biscuits ~79,000 employees worldwide $28.7B
47% 2021 NET REVENUES Latin America AMEA Snacking is a $1.2T
consumer behavior 9.8% Chocolate 22.5% 32% OUR STRATEGY HAS
TRANSFORMED MONDELĒZ INTERNATIONAL INTO A HIGHER GROWTH, MORE AGILE
COMPANY CULTURE GROWTH EXECUTION We are accelerating
consumer-centric We are driving operational excellence in We are
building a winning growth culture growth by taking a broader
approach to sales execution, marketing, and supply chain that
leverages local commercial expertise, snacking, balancing our
investment across and generating continuous cost and quality
invests in talent and key capabilities while both global and local
brands, transforming improvement across the business enabling the
business to move with greater our marketing and investing in key
markets speed and agility 3 1 Revenue breakdowns are based on 2021
net revenues.

CONSISTENT
RESULTS DEMONSTRATE SUSTAINABLE LONG-TERM GROWTH Effective
execution of our consumer-led growth strategy led to a strong 2021,
positioning Mondelēz International for continued and accelerated
growth 1 OVER 4% ORGANIC NET REVENUE CAGR FROM 2018 THROUGH 2021
TOTAL SHAREHOLDER RETURN 18.2% VOLUME-LED PROFiTABLE GROWTH
LOCAL-FiRST APPROACH 14.2% Pivoting from a cost and percentage
Simplifying model to make decisions margin focus to a volume-led
growth closer to the consumer to increase and profit dollar focus
clarity and accountability 8.0% CONSUMER-CENTRiC FOCUS ALiGNED
INCENTiVES Developing a culture that is consumer- Better aligning
our incentives to our strategy to stimulate growth-driving centric
and increasingly agile MDLZ Performance Peer S&P 500 behaviors
and a winning culture 2 Group Median 4 1 Annualized total
shareholder return during Dirk Van de Put’s tenure (11/20/2017 –
12/31/2021). 2 See 2022 Proxy Statement for companies in the
Performance Peer Group.

PROPOSAL 1: ELECTiON OF THE TEN DiRECTOR NOMiNEES DIVERSE
PERSPECTIVES AND EXPERTISE ENABLE STRONG BOARD OVERSIGHT Our
director nominees’ considerable leadership experience at global
companies and diverse backgrounds enable highly effective,
independent Board oversight and rigorous decision making Lewis W.K.
Booth Charles E. Bunch Ertharin Cousin Lois D. Juliber Jorge S.
Mesquita Joined 2016 Joined 2012 Joined 2022 Joined 2007 Joined
2012 Retired Exec. Former EVP & CFO, Founder, President Former
Vice Chairman Former CEO, BlueTriton Chairman, Ford Motor Company
and CEO, Food Systems & COO, Colgate- Brands PPG Industries For
The Future Institute Palmolive Company Patrick T. Siewert Jane
Hamilton Christiana S. Shi Michael A. Todman Dirk Van de Put Joined
2012 Nielsen Joined 2017 Joined 2016 Joined 2020 1 Lead Director
Joined 2021 Former President, Former Vice Chairman & CEO, COO
and CFO, Managing Director & Direct-to-Consumer, Chairman,
Whirlpool Mondelēz International Ralph Lauren Partner, The Carlyle
Nike, Inc. Corporation Group 2 2 TENURE DIVERSITY AGE DIVERSITY
GENDER DIVERSITY ETHNIC DIVERSITY 3 3 3 60s Female Black 6 2 4 1 1
50s 6 8 3 0-3 4-6 7-9 10 Male White years years years years+ 70s 5
1 Mr. Siewert will become Lead Director following the Annual
Meeting. 2 As of March 14, 2022.

PROPOSAL 1: ELECTiON OF THE TEN DiRECTOR NOMiNEES ROBUST BOARD
OVERSIGHT OF E&S RISKS AND OPPORTUNITIES • Reviews ESG strategy
and progress, including environmental and social sustainability at
least twice annually • Reviews progress against Diversity, Equity
& Inclusion goals at least twice annually DiRECTORS • Receives
reports from Board committees, including on the topics outlined
below WORLD-CLASS ENVIRONMENTAL & SOCIAL World-Class HUMAN
CAPITAL MANAGEMENT SAFETY AND SECURITY SUSTAINABILITY Safety
Overseen by People & Overseen by Audit Committee Overseen by
Governance, Membership Compensation Committee & Sustainability
Committee The Audit Committee oversees the pursuit of a zero
incident, zero defect safety The People & Compensation
Committee The Governance, Membership & culture, as well as
information security and oversees talent sourcing, employee
Sustainability Committee oversees our ESG cybersecurity risk
management development and diversity policies framework Key
initiatives and progress include: Key areas of safety and security
risk The Committee oversees policies and oversight include:
programs related to corporate citizenship, Published EEO-1
disclosure & environmental & social sustainability, and 1
DE&I goals public policy including: 1 Occupational health
Implementing gender equality 2 Sustainability & environmental
initiatives throughout business 1 2 Personal safety responsibility
Developing diverse “early 3 2 Food labeling, marketing &
packaging career stage” talent 3 Process safety Appointed Chief
Global Information technology and 4 3 Philanthropic & political
activities 4 Diversity Officer cybersecurity 6

PROPOSAL 2: ADViSORY VOTE TO APPROVE EXECUTiVE COMPENSATiON FOR OUR
LiSTED OFFiCERS INCENTIVE COMPENSATION PROGRAMS TARGET STRETCH
PERFORMANCE PAY ELEMENT VEHICLE 2021 PERFORMANCE METRICS 2021
OUTCOMES Cash Market competitive to retain key talent Our 2021
Incentive Plan outcomes reflect BASE SALARY our Board’s approach to
setting targets as stretch goals, which would also reflect 80%
Financial Performance Metrics above average performance within •
Organic Volume Growth (15%) +/- 30pp our industry if achieved •
Organic Net Revenue Growth (15%) market • Defined Gross Profit
Dollars (30%) ANNUAL share • Defined Operating Income (20%) 100%
At-Risk Cash overlay • Free Cash Flow (20%) • Financial Performance
Metrics earned INCENTIVE at 89% of target 20% Strategic Key
Progress Indicators (KPIs) • Includes sustainability/recyclability
and other metrics • Strategic KPIs earned at 100% related to
growth, execution and culture (corporate), 125% (Europe), 133%
(AMEA) of target • 25% Organic Net Revenue Growth 75% Performance
Share Units • Total annual incentive (for CEO and 3-year cliff vest
• 25% Adjusted EPS Growth NEOs) earned at 91%-149% 1-year holding
requirement post vest • 50% Relative Total Shareholder Return 25%
Stock Options LONG-TERM 2019-2021 PSUs earned at 160% of target,
3-year ratable vest reflecting: Stock Price 1-year holding
requirement after INCENTIVE • Above target Organic Net Revenue
exercise Growth • Above target Adj. EPS growth • Cap PSU payout at
target if TSR is negative at end of performance period th • Above
median performance (55 percentile) to achieve target payout on
Relative TSR • 67th percentile annualized relative TSR Annual KPIs
– Growth Annual KPIs – Execution Annual KPIs – Culture ALIGNMENT
WITH • Priority Market Share • Pricing to Offset COGS • Depth of
Talent • Productivity • Women in Leadership • Growth Channel
Progress STRATEGY • Well-being Revenue Growth •
Recyclability/Sustainability • Employee Engagement 7

PROPOSAL 4: PROPOSAL ON RACiAL EQUiTY AUDiT OUR COMMITMENT TO
DIVERSITY, EQUITY AND INCLUSION (DEI) Mondelēz International takes
seriously our commitment to advancing racial equality and
diversity, equity and inclusion among our colleagues, culture and
communities. We believe our well-established process and framework
to address racial equality and DEI already fulfill the objectives
of this proposal o Recently completed third-party Diversity &
Inclusion Advisory Review in the US to assess progress (see slide
11 for details) Continuously evolving and o Established history of
programs addressing racial justice across operations, including 10
years of our Cocoa Life program, which enhancing our approach helps
improve the livelihoods of cocoa farmers o Board conducts bi-annual
reviews of DEI strategy with Chief Global Diversity Officer o
Directors have strong DEI skillsets, including a new director with
extensive experience in food equity Strong Board oversight o Robust
shareholder engagement, including on DEI topics, with regular Board
updates on feedback o Disclosure of our racial and gender
representation goals and progress, as well as our consolidated
EEO-1 statement Transparent reporting o Regular review and
disclosure of gender pay equity globally and racial pay equity in
US on our progress o Each business unit maintains short- and
long-term goals on three strategic DEI pillars o Founding member of
International Food & Beverage Alliance, with global commitments
to the World Health Organization on Leading in responsible and
nutrition and responsible food marketing inclusive marketing o
Board oversight of efforts to promote responsible marketing and
improve representation in marketing o In 2021, contributed $2.7
million to scholarships, internships and community support to
advance racial equality through Supporting communities through
diversity and inclusion initiatives philanthropy and volunteering o
Colleagues encouraged to engage and drive change through Employee
Resource Groups o Working with The Recycling Partnership since 2021
to focus on improving recycling practices in communities through
education Direct investment in research and direct action; in
addition, joined the Film and Flexible Coalition of the
organization to expand focus into flexible packaging o Our
partnership will expand further through the TRP Inclusion Fund
where we join their strategic efforts to deliver an equitable and
education recycling system with a goal of providing Black people
and people of color equal access to recycling services 8

PROPOSAL 4: PROPOSAL ON RACiAL EQUiTY AUDiT BOARD-LEVEL DEI
OVERSIGHT AND KEY INITIATIVES Our Board values diversity, equity
and inclusion, and together our Board and People and Compensation
Committee provide robust oversight of our DEI strategy BOARD-LEVEL
OVERSIGHT FULL BOARD OVERSIGHT ROLE OF PEOPLE AND COMPENSATION
COMMITTEE • Review of key human resources policies and practices
related to our objectives and • Review of DEI strategy, stakeholder
interests, risks and programs for diversity progress with our Chief
Global Diversity Officer at least • Review of our performance
against our DEI initiatives twice annually • Oversight of DEI
priorities, including talent acquisition and development practices
and pay equity matters • Embrace and encourage our DEI culture,
including as a • Oversight of the incorporation of specific DEI
metrics in our executive compensation signatory to the Board
Diversity Action Alliance program • Ensure our Board continues to
benefit from the diversity of perspectives provided by directors
from ROLE OF GOVERNANCE, MEMBERSHIP AND SUSTAINABILITY COMMITTEE
diverse backgrounds by actively seeking out women and minority
director candidates • Monitor issues, trends and internal and
external factors and relationships, including related to racial
equity, that may affect our public image and reputation KEY
INITIATIVES $1 Billion Goal <1% 100% Goal Progressing on our
goal of $1 billion in Less than 1% difference in pay between men
Driving human rights due diligence system diverse supplier spend
with minority and and women according to our 2021 global pay
coverage in own operations & tier-1 suppliers 1 women-owned
businesses globally by 2024 equity analysis; pay for white and
non-white with goal of 100% by 2025 employees in the U.S. is at
parity 9 1 2021 global pay equity analysis conducted with the
support of a third-party expert and encompassed 81 countries and
over 32,000 salaried employees.

PROPOSAL 4: PROPOSAL ON RACiAL EQUiTY AUDiT BUILDING A DIVERSE
WORKFORCE We are committed to a workplace that reflects the
diversity of our consumers and aims to attract, develop and nurture
1 diverse talent. In response to investor feedback, we published
for the first time our consolidated EEO-1 Report in May 2021 OUR
GOALS 2X% 2X% Include specific DEI metrics as a part of By 2024,
double % U.S. Black the strategic scorecard within our Annual By
2024, double % of women in representation in management, over 2020
Incentive Plan for our CEO and other leadership roles, over 2018
base base senior leaders At the end of 2021, Black employees At the
end of 2021, women held 39% of In 2021 our leadership team
continued held 5.1% of U.S. management roles executive leadership
roles to work on building a winning culture, (defined as Director
and above) as (defined as the Mondelēz Leadership achieving
performance ahead of compared to 3.2% at the end of 2020, a Team
plus one level below) expectations on DEI in leadership KPIs 1.9
percentage point increase 10 1 Note that the EEO-1 categories are
not necessarily representative of how our industry or workforce is
organized. 2021 PROGRESS

PROPOSAL 4: PROPOSAL ON RACiAL EQUiTY AUDiT REVIEW OF DIVERSITY
& INCLUSION AT MONDELĒZ US Third-party review of Mondelēz US
Diversity & Inclusion (D&I) program, commissioned by
Internal Audit The review found that we have built a strong D&I
framework and roadmap and excel within the consumer packaged goods
(CPG) industry in terms of Women in Leadership and Black Management
representation. Overall, MDLZ was assessed at the ‘Established’
maturity level in line with the CPG industry average US D&I
PROGRAM MATURiTY ASSESSMENT 2021 2022+ CURRENT STRENGHTS KEY
OPPORTUNITIES Basic Developing Established Advanced Leading
GOVERNANCE & OPERATiNG MODEL GOVERNANCE & OPERATiNG MODEL
Overall D&I • Evaluate D&I resource needs • Robust D&I
governance framework Function • Further enable People Managers to •
Leadership support and alignment with Governance & advance
progress on D&I priorities D&I roadmap Operating Model
TALENT MANAGEMENT • D&I goals established across talent
lifecycle • Continue to set and track D&I objectives Talent
Acquisition TALENT MANAGEMENT • Consider expanding D&I
objective setting to all managerial levels • Leading D&I
programs in place (e.g., D&I Talent • Assess for potential
equity barriers, if Management impact awards) any, in talent
lifecycle LEARNiNG & DEVELOPMENT Learning & METRiCS &
REPORTiNG Development • Quality training content through the
D&I • Enhance processes & controls for KPI learning hub
calculation & reporting Metrics & METRiCS & REPORTiNG
Reporting • Develop strategy to encourage self- reported data
collection • Quarterly reporting of D&I KPIs Mondelez Current
CPG Industry Average based on Refinitiv ranking 11

PROPOSAL 4: PROPOSAL ON RACiAL EQUiTY AUDiT EMPOWERING PEOPLE TO
SNACK RIGHT We define our ESG goals and progress, including those
related to DEI, through the lens of Snacking Made Right and are
pursuing our ambition of building a more sustainable snacking
company BUILDING A MORE SUSTAINABLE SNACKING COMPANY 1 More
sustainably sourced ingredients In May 2022, we plan to publish the
2021 edition of our Snacking Made Right 1 from empowered
communities Report, highlighting how our differentiated approach to
ESG drives global progress and creates long-term value 2 We are
constantly evaluating the impact that major societal issues such as
5 Decreasing impact safety, supply security, environmental
footprint and consumer well-being have on climate on our business
and use them to shape our strategic initiatives Net zero &
landscape packaging As we continue building a more sustainable
snacking company, we remain waste focused on: 6 • More sustainably
sourced ingredients from empowered communities Strong Governance •
Decreasing impact on climate and landscape • Diversity, equity and
inclusion for colleagues, culture and communities • Products that
meet evolving consumer snacking needs • Net zero packaging waste
and circular pack economy In September, we successfully launched
our first green bond, the largest ever in the Packaged and Consumer
Good industry at the time of issue. We intend to allocate proceeds
to eligible projects that further our sustainability objectives 4 3
Products meeting We are tracking adoption of standards such as
those published by SASB and evolving snacking needs Diversity,
equity & TCFD, and we disclose alignment indexes to SASB and
TCFD on our website inclusion for colleagues, culture &
communities 1 Through Cocoa Life Program. 12

PROPOSAL 4: PROPOSAL ON RACiAL EQUiTY AUDiT MORE SUSTAINABLE GROWTH
THE RIGHT WAY FOR PEOPLE & PLANET Our purpose-led innovative
approach, including our DEI goals, is integrated within our
business strategy. We prioritize where we can have greater impact
and focus on long-term more sustainable outcomes ENViRONMENTAL
SOCiAL REDUCiNG ENViRONMENTAL iMPACT & SOURCING SUSTAINABLY
PROMOTiNG RiGHTS, COMMUNiTiES & WELL-BEiNG DiVERSiTY, EQUiTY
CONSUMER EMPLOYEE iNGREDiENTS CLIMATE PACKAGING SOCiAL iMPACT &
INCLUSiON WELL-BEING WELL-BEiNG Signature sourcing Combat climate
Strive for net zero Empower programs: Cocoa Promote human Champion
Build a culture change through waste packaging consumers with Life,
Harmony rights across our diversity, equity & which enhances
end-to-end through less and contemporary Well- Wheat and value
chain and inclusion for our the safety, approach to our better
packaging being options and sustainable Palm enable Colleagues,
physical & mental goal to reach net and improved choices,
mindful Oil building empowered Culture & well-being of our zero
emissions systems aiming for snacking habits and resilient
communities Communities colleagues across scopes 1, 2 a circular
pack portion control landscapes & and 3 by 2050 economy supply
chains GOVERNANCE: PROMOTING ACCOUNTABiLiTY, STRONG BOARD
OVERSiGHT, TRANSPARENCY, STAKEHOLDER ENGAGEMENT, ALIGNED iNCENTiVES
13

PROPOSAL 4: PROPOSAL ON RACiAL EQUiTY AUDiT 2021 SUSTAINABILITY
PERFORMANCE DASHBOARD Building on our strong 2020 results, we
continued to make good progress on our sustainability goals in 2021
as we work toward our 2025 goals and develop plans and goals for
2030 2021 Actual 2025 Target -10% in end-to-end 1 In process • CO
Emissions Reduction in end-to-end CO e emissions 2 2e CO2e
emissions vs 2018 Environmental Impact -28% -15% vs 2018 • Waste
Reduction in food waste in internal manufacturing -6.4% -10% vs
2018 • Water Reduction in absolute water usage in priority sites
95% • 100% packaging designed to be recyclable Net Zero Packaging
designed to be recyclable • -5% virgin plastic vs 2020 • Packaging
Packaging Waste In process • -25% rigid virgin plastic vs 2020 • 5%
recycled content Cocoa volume for chocolate brands sourced through
2 75% 100% • Cocoa Cocoa Life Sustainable Ingredients Maintain 100%
Palm Oil 100% • Palm Oil Maintain 100% RSPO certification volume
RSPO certified Social Child Labor Monitoring & Remediation
Systems (CLMRS) 61% • Human Rights 100% coverage in Cocoa Life
communities in West Africa Sustainability 1 Target of -10% includes
all Scopes 1/2/3; we have reduced Scopes 1 & 2 by -23% in 2021
vs. 2018; we are in the process of incorporating and validating our
Scope 3 14 interventions into our carbon model for future
reporting. 2 +7pp vs 2020.

PROPOSAL 4: PROPOSAL ON RACiAL EQUiTY AUDiT COMPREHENSIVE PACKAGING
STRATEGY TO ADDRESS SYSTEMIC CHALLENGES MONDELĒZ INTERNATiONAL
PACKAGiNG OVERViEW Our ambition is to reduce our overall packaging
footprint, design our packaging to be recyclable and support the
development of infrastructure to physically recycle our packaging.
Many of our snacks use lightweight protective plastic packaging.
This results in us using 60% less packaging per 1 point of revenue
than our peer average. It also brings benefits such as helping
reduce transportation emissions and prolonging food shelf-life.
MONDELĒZ INTERNATiONAL GLOBAL SUSTAiNABLE WORKiNG WiTH iNDUSTRY
PARTNERS TO PACKAGiNG STRATEGY DRiVE SYSTEMiC CHANGE Industry-wide
collaboration is needed to achieve scalable impact. We work with
multiple partners to identify solutions, and advocate for complete
infrastructure development. PARTNERSHiP EXAMPLES • Working together
with The Recycling Partnership (TRP) to help communities improve
recycling practices • Supporter of TRP’s Inclusion Fund to help
provide people of color equal access to recycling by researching
potential barriers and solutions, and providing recycling
infrastructure and education resources • US and Canadian Plastics
Pact founding members • Establishing new goals, driving innovation
and industry partnerships, advocating for infrastructure
establishment and inclusion of flexibles • Joined with focus on
proactive engagement in public policy on infrastructure development
in US • Development of legislative solutions; industry coalition
advocating for legislative change 1 Source: EMF Global Commitment
2021 report, 2020 data metric tons plastic, public data on 2020
revenue. Peer 2018 EMF large FMCG founding members. 15

PROPOSAL 4: PROPOSAL ON RACiAL EQUiTY AUDiT DEEP CORPORATE AND
BRAND PARTNERSHIPS AND ALLIANCES Actively engaged with leading
organizations; third-party recognition for diversity and inclusion,
transparency and accountability 2021 CPA-ZICKLIN TRENDSETTER
16

PROPOSAL 5: PROPOSAL REQUiRiNG iNDEPENDENT CHAiR OF THE BOARD
STRONG INDEPENDENT LEAD DIRECTOR WITH ROBUST RESPONSIBILITIES
Maintaining flexibility in Board leadership structure is in Patrick
T. Siewert the best interest of shareholders Independent Lead
Director (following the 2022 AGM) ü By-Laws provide necessary
flexibility for Board to make thoughtful decisions about
appropriate leadership structure Managing Director & Partner,
The Carlyle Group ü Robust Lead Director role with substantive
leadership responsibilities Director Since 2012 ü Corporate
governance structures and processes consistent with best practices
that promote effective oversight and accountability ü Continued
strong performance under existing leadership structure As part of
our thoughtful succession process, the Board voted to appoint
Patrick Siewert as Independent Lead Director following the Annual
Meeting Lead Director’s significant authority and responsibilities
protect shareholder interests by promoting strong management
oversight and accountability ü Serves as a liaison between the
independent directors and the Chairman and CEO ü Seeks input from
independent directors and advises Chairman and CEO on schedule,
agenda topics and content of related briefing materials for Board
meetings ü Reviews and approves meeting agendas and content of
Board briefing materials ü Reviews and approves allocation of time
between Board and committee meetings ü Presides at Board meetings
at which the Chairman and CEO is not present, including executive
sessions of the independent directors ü Calls meetings of the
independent directors or of the Board as needed ü Facilitates
effective communication and interaction between the Board and
management ü Serves as an ex officio non-voting member of all Board
committees ü Provides input into the design of the annual Board,
committee and director self-evaluation process ü Works with the
Governance Committee to develop recommendations for committee
structure, membership, rotations and chairs ü Available for
consultation and direct communication with our major shareholders ü
Performs such other duties as the Board may delegate from time to
time 17

WE REQUEST
YOUR CONTINUED SUPPORT The Board values the trust that you place in
us when you invest in Mondelēz International and we are committed
to delivering on your expectations. We encourage you to vote with
us at the 2022 Annual Meeting ELECTION OF DIRECTOR NOMINEES –
RECOMMEND FOR ü Our Board’s extensive and diverse experience
enables robust, independent oversight ü Demonstrated commitment to
refreshment ensures our Board is equipped to create long-term value
SAY ON PAY – RECOMMEND FOR ü Our compensation structure is closely
aligned with our strategy and reflects shareholder feedback ü Pay
outcomes reward long-term value creation and progress against our
KPIs SHAREHOLDER PROPOSAL – RECOMMEND AGAINST PROPOSAL ON RACIAL
EQUITY AUDIT X Our Board and leadership are committed to advancing
racial equality and diversity, equity and inclusion X Our existing
actions to address racial equality and DEI internally and
externally already fulfill the objectives of Z this proposal
SHAREHOLDER PROPOSAL – RECOMMEND AGAINST PROPOSAL REQUIRING
INDEPENDENT CHAIR X Current By-Laws provide flexibility for our
Board to make thoughtful decisions about the appropriate leadership
structure for the Company X Our Lead Director role is robust and
includes substantive leadership responsibilities 18

GAAP TO
NON-GAAP RECONCILIATION Net Revenues to Organic Net Revenue (in
millions of U.S. dollars) (unaudited) For the Twelve Months Ended
December 31 2019 2020 2021 3 Year CAGR Reported (GAAP) $ 25,868 $
26,581 $ 28,720 Divestitures (55) - (35) Acquisitions (88) (445)
(254) Currency 1,154 637 (462) Organic (Non-GAAP) $ 26,879 $ 26,773
$ 27,969 For the Twelve Months Ended December 31 2018 2019 2020
Reported (GAAP) $ 25,938 $ 25,868 $ 26,581 Divestitures (126) (55)
- Organic (Non-GAAP) $ 25,812 $ 25,813 $ 26,581 % Change Reported
(GAAP) (0.3)% 2.8 % 8.0 % 3.4 % Organic (Non-GAAP) 4.1 % 3.7 % 5.2
% 4.3 % 19 19

BUILDING A
MORE SUSTAINABLE SNACKING COMPANY Strong Promoting DEI, Robust
board Impactful DEI & financial oversight & sustainability
rights, communities performance governance agenda & well-being
practices 20
Mondelez (NASDAQ:MDLZ)
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From Jul 2022 to Aug 2022
Mondelez (NASDAQ:MDLZ)
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From Aug 2021 to Aug 2022