exhibit99-1_030410.htm

Fourth Quarter and Full-Year 2009
Earnings Call

March 4, 2010

Opening Comments

John Barker
SVP and Chief Communications Officer

§ Business Highlights - Roland Smith

− Fourth quarter

− Full-year 2009

§ Financial Results - Steve Hare

− Fourth quarter consolidated financial overview

− Full-year 2009 results

− G&A synergies

− Cash flow and debt capitalization

− Dividend and stock repurchase program

§ 2010 Overview - Steve Hare & Roland Smith

§ Q&A

Agenda

Wendy’s/Arby’s Group Reported Today:

§ Fourth Quarter and Full-Year 2009 Results

− Q4 2009

− Full-year 2009 is not comparable to 2008 due to the merger

§ Balance Sheet Highlights

§ Adjusted EBITDA Compared to Pro-forma Adjusted EBITDA

§ Selected Financial Highlights for Each Brand

§ Form 10-K

Fourth Quarter 2009

Forward-Looking Statements and
Regulation G

This presentation, and certain information that management may discuss in connection with this
presentation, may contain statements that are not historical facts, including, importantly,
information concerning possible or assumed future results of our operations. Those statements
constitute “forward-looking statements” within the meaning of the Private Securities Litigation
Reform Act of 1995 (the “Reform Act”). For all our forward-looking statements, we claim the
protection of the safe harbor for forward-looking statements contained in the Reform Act.

Many important factors could affect our future results and could cause those results to differ
materially from those expressed in or implied by our forward-looking statements. Such factors,
all of which are difficult or impossible to predict accurately, and many of which are beyond our
control, include but are not limited to those identified under the caption “Forward-Looking
Statements” in our most recent earnings press release and in the “Special Note Regarding
Forward-Looking Statements and Projections” and “Risk Factors” sections of our most recent
Form 10-K and subsequent Form 10-Qs.

In addition, this presentation and certain information management may discuss in connection
with this presentation reference non-GAAP financial measures, such as earnings before
interest, taxes, depreciation and amortization, or EBITDA. Reconciliations of non-GAAP
financial measures to the most directly comparable GAAP financial measure are in the
Appendix to this presentation, and are included in the earnings release and posted on the
Investor Relations section of our website.

Fourth Quarter and
Full-Year 2009 Highlights

Roland Smith
President & Chief Executive Officer

§ Delivered Strong Earnings Growth

– Adjusted EBITDA* increased 16%

§ Produced Margin Improvement at Wendy’s

– 330 basis point improvement in company-operated stores

– Ahead of schedule on improving Wendy’s restaurant margins by 500
basis points by end of 2011

§ Achieved Cost Savings Ahead of Schedule

§ Repositioned Wendy’s Brand

§ Drove Product Innovation at Both Brands

§ Implemented Improved Value Strategies at Both Brands

§ Formed Wendy’s Purchasing Co-op

§ Delivered Strong Cash Flow and Financial Flexibility

*See Appendix.

2009 Key Accomplishments

§ Adjusted EBITDA* Grew 39% to $103.3 Million,
Including Effect of Additional Week in the Quarter

§ Strong Margin Improvement at Wendy’s

− 420 basis points improvement in company-operated stores

§ Sales and Margins Declined at Arby’s

− Expanded Everyday Value platform in Company units

*See Appendix.

2009 Q4 Business Overview

Wendy’s 2009 Q4 Results

§ North America Systemwide Same-Store Sales Declined 3%

− SSS among strongest in the industry

− Impacted by challenging economic trends and strong Q4 2008
SSS of +3.7%

§ 420 bps Margin Increase Driven by Operations, Pricing and
Favorable Commodities

* Excludes the effect (-1.0%) of fewer restaurants serving breakfast.

Wendy’s Full-Year 2009 Results

§ North America Systemwide Same-Store Sales Declined 0.7%

− Among the best in the industry during a challenging year

§ Strong Margin Increase of 330 bps Driven by Operations
Improvements and Pricing with No Impact from Commodities

* Excludes the effect (-1.4%) of fewer restaurants serving breakfast.

110

Arby’s 2009 Q4 Results

§ North America Systemwide Same-Store Sales Declined 11%

− Impacted by significant competitor discounting and challenging
economic trends

§ Margin Decreased Due to Sales Deleveraging

* Restaurant Margin includes benefit of vacation policy
standardization (150 bps)

Arby’s Full-Year 2009 Results

* Restaurant Margin includes benefit of vacation policy
standardization (40 bps)

§ North America Systemwide Same-Store Sales Declined 9%

− Impacted by competitor discounting and lack of a value menu
offering

§ Margins Decreased Driven by Deleveraging

Financial Overview

Steve Hare
Chief Financial Officer

2009 Q4 Consolidated
Operating Results

*See Appendix.

2009 Q4 EBITDA and
Adjusted EBITDA*

2009 Consolidated Operating Results

*See Appendix.

2009 EBITDA and Adjusted EBITDA*

Wendy’s Contributes Majority of Adjusted EBITDA

Wendy’s

82%

Arby’s

18%

% of Consolidated Adjusted EBITDA

*See Appendix.

2009 Adjusted EBITDA* by Brand

2008

2009

2010

2011

2009 Actual

$62 million

Plan

$60 million

Merger

Achieved Targeted G&A
Synergies Ahead of Schedule

Strong Cash Flow - 2009

(1)Adjusted EBITDA for 2008 is pro-forma. See appendix.

Debt Capitalization

§ Board Increased Stock Repurchase Authorization to
$200 Million

– Company purchased $120.2 million of common stock as
of February 26, 2010

– 26.1 million shares for approximately $4.61 per share

– Company may repurchase additional shares as market
conditions warrant through January 2, 2011

§ Quarterly Cash Dividend

– $0.015 per share

– Payable on March 15, 2010 to stockholders of record as
of March 1, 2010

Recent Board Actions

2010 Overview

Source: Bureau of Labor Statistics.

Unemployment rate

remains high at 9.7%

No job growth in

the U.S.

Consumer Confidence Continues to
Run Below Healthy Economic Levels

Source: The Conference Board

Consumer confidence

fell 10 points to a

10-month low

Consumer Confidence Index

Consumers Continue to Pay Down Debt
Causing Less Consumer Spending

Source: Federal Reserve

Consumer Revolving Credit Outstanding:

% Change vs. Year Ago

§ Anticipate Weak Economic Conditions to Continue

– High unemployment

– Weak consumer confidence

§ Positive SSS at Wendy’s

§ Negative SSS at Arby’s, but Improving Year-over-Year

§ Total Capital Expenditure of $165 Million

– Open 12 new Wendy’s

– Remodel 100 Wendy’s and 100 Arby’s

§ Low-to-Mid Single Digit Growth in Adjusted EBITDA

– Excludes effect of 53rd week ($14 million in 2009)

– Excludes investment spending on Wendy’s breakfast
($9 million in 2010)

Financial Outlook 2010

2010 Brand Overview

Roland Smith
President & Chief Executive Officer

Wendy’s Brand

§ Drive Positive Same-Store Sales

– Balance premium and value

– Continue product innovation

– Reinforce “Real” brand positioning

– Strategic pricing project

§ Continue Margin Improvement

§ Optimize New Purchasing Co-op

§ Re-Launch Breakfast Program and Expand to New Market

§ Execute Remodeling Program

Wendy’s Initiatives in 2010

Wendy’s 1st Quarter Calendar

January

February

March

99¢

Premium

Cod

Wendy’s Strategic Pricing

§ Implementing a Strategic Pricing Initiative to Drive
Same-Store Sales and Margins

§ History:

– Wendy’s priced on a national basis

– Over the past two years, moved to regional pricing

§ New strategy will price on a store-by-store basis

– Expect benefit in 2011 and beyond

§ 2009: Goal was 160 to 180 bps Improvement

Achieved 330 bps Improvement

§ 2010: Goal is to Continue Margin Expansion of 90 to 110 bps
(excluding incremental breakfast investment)

§ 2011: Goal is a Total Increase of 500 bps to 16.6%

330 bps 2009

15.8%-16.0%

Wendy’s Margin Improvement

§ Steady Improvement in Operations

– Number of “A” and “B” stores increased by 35 points

Continue to Improve Wendy’s

Restaurant Operations

Q1 2008

Q4 2009

Optimize Wendy’s New
Purchasing Co-op

§ Formed National Supply Chain Co-op in January 2010

§ Co-op is Managing Food and Related Product Purchases as
Well as Distribution Services

§ Offers Cost Savings Opportunities While Maintaining the
Quality of the Wendy’s Brand

§ 2010 Plan:

– Introduce new menu and program in 3 existing markets

– Expand into additional company and franchise markets

• $9 million incremental investment spend

Introduce Wendy’s New Breakfast
Program and Expand

§ 2009: 90 Remodels Complete

§ 2010: 100 Remodels Planned

Curv
e

Tower

Wendy’s Remodeling Plan

Arby’s Brand

§ Recruit Experienced Brand President

§ Execute Turnaround Plan:

– Expand value strategy

– Increase media efficiency

– Validate brand positioning

– Improve advertising effectiveness

– Revitalize product innovation

– Launch a three-year remodeling program

Arby’s 2010 Initiatives

Arby’s Unique Selling Proposition

§ Quality Food Positioning

§ Unique, Slow-Roasted and Freshly Sliced Roast Beef
Sandwiches

§ A Menu that’s an Alternative to Traditional Fast Food

Arby’s Has One of the Highest
Check Averages in QSR

Arby’s Rated Lowest in

“Worth What You Pay for It”

Value is Arby’s Biggest Issue

Source: Millward Brown, Brand Tracking Study; represents % of consumers who agree “Worth What You Pay for It”

STARTING

§ National Advertising for $1 Value begins in April

Arby’s - Value Strategy

Arby’s Media Efficiency and
Advertising Effectiveness

§ Increase National Media Weight

§ Franchisees Approved National Media Rate Increase from
1.2% to 2.5% Effective April 1

§ New Advertising Campaign begins in March

§ National Advertising on New Value Menu Starts in April

§ 56% of Arby’s System is “Pinnacle”

§ Remodel Program

– 3-Year Plan to Invest ($75-100M)

– Goal is 75% as Pinnacle Image

§ 100 Remodels in 2010

Launching Arby’s Three-Year
Remodel Program

Pinnacle Remodel

New Pinnacle

International

§ 2009:

– Contractual commitments for more than
300 new restaurants

§ 2010:

– Targeting development agreements for
approximately 400 restaurants

• Expand existing markets

• Enter 4 new countries

• Identify a new partner for Japan

– New openings

• 35-45 new franchise units

• First dual-branded unit opening in Dubai
in Q2

§ Long-Term:

– Potential for 8,000 restaurants outside of
North America

Singapore 1st Store Grand Opening

Artist rendering of first dual-branded unit in the Middle East

International Growth

§ Invest in Future Growth

– Breakfast expansion

– Remodeling

– International

§ Drive Positive Same-Store Sales and Continue Margin
Improvement at Wendy’s

§ Turnaround Arby’s and Improve Same-Store Sales

§ Continue to Identify G&A Efficiencies

§ Leverage Purchasing Power of Both Brands

§ Deliver Low-to-Mid Single Digits Growth in 2010
Adjusted EBITDA

§ Expect to Return to Mid-Teens Adjusted EBITDA
Growth in 2011

2010 Summary

www.wendysarbys.com

Q&A

Appendix