categories rather than by geographies or brand groups.

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3 Campbell is organized and managed in three divisions structured principally by product categories rather than by geographies or brand groups. Americas Simple Meals and Beverages, the largest division, includes Campbell s current U.S. Retail and foodservice businesses, Plum Organics, and the company s simple meals and shelf stable beverage businesses in Canada, Mexico and Latin America. Global Biscuits and Snacks unifies the Pepperidge Farm, Arnott s and Kelsen businesses into a fully integrated global biscuits and snacks portfolio. The company s simple meals and beverage businesses in Asia Pacific and Asia, including its soup and broth business in Hong Kong and China, and Pepperidge Farm s U.S. bakery business, also operate within this division. Campbell Fresh includes Bolthouse Farms portfolio of fresh carrots, super premium beverages and salad dressings; Garden Fresh Gourmet, the number one branded refrigerated salsa in the United States and a maker of hummus, dips and tortilla chips; as well as Campbell s retail refrigerated soup business. Our Global Supply Chain includes 28 manufacturing plants and a network of over 70 co manufacturing facilities 3

4 Real food that matters for life s moments is our company motto. The food we provide to the people is made with care to meet or exceed their expectations. Real food has roots:recognizable, desirable ingredients Real food is prepared with care: Ethical sourcing and sustainable practices Real food should be accessible to all: Delicious, safe and availability These are the principles that guide our real food philosophy. 4

5 Real food that matters for life s moments is our company motto. The food we provide to the people p is made with care to meet or exceed their expectations. Real food we are proud to serve Real food has roots: Recognizable, desirable ingredients Real food is prepared with care: Ethical sourcing and sustainable practices Real food should be accessible to all: Delicious, safe and availability These are the principles that guide our real food philosophy. We are helping to interpret tthese pillars for the organization through h the work that t we are doing. 5

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7 We work across the value chain on sustainability and responsible practices from farm to fork. Products Expanded explains what goes into our food, how we make our food and choices behind ingredients we use in our food. Planet Eliminated 2.2 million pounds of raw material used for packaging in FY2016 cumulative reduction of 140 million pounds since our base year. Energy, Water, Waste reduction projects across manufacturing sites People Human rights, safety, volunteer projects & food donations 7

8 Year over year, we are recognized for all of the good work we do as a company in corporate responsibility, sustainability and community engagement. Our teams certainly do not do this alone. We work to highlight and emphasize the contributions of employees across Campbell s. Corporate Responsibility (CR) Magazine s 100 Best Corporate Citizens For the eighth consecutive year, Campbell placed among the Top 20 of all large cap Russell 1000 companies on CR Magazine s annual 100 Best Corporate Citizens i List, regarded ddas the top Corporate Responsibility ranking based on publicly available information. In 2017, we were ranked #5. Dow Jones Sustainability Indices Campbell was named to the 2016/2017 Dow Jones Sustainability Indices (DJSI). This is the eighth year Campbell was named to the North America index and the seventh year our company was named to the World index. The DJSI was launched in 1999 and represents the top 10 percent of the world s largest companies in terms of CR and sustainability performance. Human Rights Campaign 2017 Corporate Equality Index Campbell was proud to receive a perfect score of 100 percent on the 2017 Corporate Equality Index (CEI), a national benchmarkingsurvey and report on corporate policies and practices related to LGBT workplace equality, administered by the Human Rights Campaign Foundation. Produce for Better Health Role Model Campbell was a 2016 Role Model award recipient for the Produce for Better Health s highest level of recognition. This recognition is a result of our many efforts, such as social 8

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11 Newest sustainabilitytargets targets for utility and waste streams within the manufacturing process. Absolute targets. Pause for journey. 11

12 Through the hard work of local teams around the country, Campbell s has been able to install over 17.9 megawatts of renewable energy and utilize clean technologies like combined heat and power. Napoleon plant 9.8 megawatt solar field, with more than 24,000 solar panels installed in 2012 The system generates approximately 15% of the plant s electricity Bloomfield plant 1 megawatt (MW) solar array installed in 2014 generates the equivalent of 15% of the bakery s annual electricity demand. 2,720 solar panels The two fuel cells, combined with the onsite solar array generate 100 percent of the plant s electricity it demand. d Toronto, Canada plant In 2016, a co-generation unit was installed that satisfies 93% of the steam and 95% of the plant s electricity needs. 12

13 Largestsolar solar arrayincityof Camden. Partnershipw/ BNBRenewable EnergyHoldings, SunPower Corp, ORIX USA, PSE&G 13

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15 Before the treatedwater went down the drain. This savings was an combined effort of plant personnel and vendors. Tomato Growers Drip works by installing (under the soil surface) a highly engineered tube with holes spaced every few inches. An embedded filter at each hole allows it to release water at an even rate right where the roots need it. We ve seen 22% reductions in irrigation water from di drip irrigated i tomatoes and 41% water use reductions in our tomato processing plants (per ton of tomato). In 2016, 69% of the tomato acres grown for Campbell used drip irrigation. Drip systems also reduce greenhouse gas emissions in tomato fields significantly by delivering fertilizer more efficiently. 15

16 Adopted Champions 12.3 goal Part of the UN Sustainable Development Goals Each year, an estimated one third of all food produced equivalent to 1.3 billion tonnes worth around $1 trillion ends up rotting in the bins of consumers and retailers, or spoiling due to poor transportation and harvesting practices (UN Sust. Development Goals Goal 12) Member of Food dwaste Rd Reduction Alliance, Consumer Goods Form Food dwaste working group & US Food Loss & Waste 2030 Champions (USDA & EPA). 16

17 Defining the framework towards our food loss + waste accounting and reporting protocol waste reduction commitment 17

18 Identifyingand promoting projects around Campbell s to drive our Food Loss & Waste Challenge 18

19 This is an example to show that we are determinedinreducingthe reducing the waste Food Recovery Project Just Peachy (blemished peaches and turn into Peach Salsa Portion of the proceeds go to the Food Bank of South Jersey s hunger relief programs. 42,000 Jars sold at local markets, saving 80,000 lbs of waste peachy salsa fighting hunger jars time/ 19

20 In fiscal year 2014, the asset recovery team sold or reused almost 2.7 million pounds of used equipment and generated nearly $3.2 million in revenue from the sale of used equipment. Partner with various asset recovery programs to market and/or purchase used equipment from other companies. 20

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