8-K

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 8-K

CURRENT REPORT

PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

Date of Report (Date of earliest event reported): January 30, 2012

Commission file number: 1-2207

THE WENDY’S COMPANY

(Exact name of registrant as specified in its charter)

Delaware	38-0471180
(State or other jurisdiction of incorporation or organization)	(I.R.S. Employer Identification No.)
One Dave Thomas Blvd., Dublin, Ohio	43017
(Address of principal executive offices)	(Zip Code)

(614) 764-3100

(Registrant’s telephone number, including area code)

(Former name or former address if changed since last report)

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions:

o Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

o Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

o Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))

o Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

Item 7.01. Regulation FD Disclosure.

On January 30, 2012, The Wendy's Company (the “Company”) hosted an institutional investor meeting (“Investor Day”) beginning at 10:30 a.m. at the NASDAQ MarketSite in New York's Times Square, at which management provided investors with an overview of the Company's business. The Investor Day presentation materials are attached hereto as Exhibits 99.1 - 99.6 and incorporated herein by reference.  These materials may also be used by the Company at one or more subsequent conferences with analysts and investors.

The information contained in the attached presentation materials is summary information that is intended to be considered in the context of the Company's Securities and Exchange Commission filings and other public announcements.  The Company undertakes no duty or obligation to publicly update or revise this information, although it may do so from time to time.

The information in this Current Report on Form 8-K, including the exhibits furnished pursuant to Item 9.01, shall not be deemed “filed” for the purposes of Section 18 of the Securities Exchange Act of 1934 or otherwise subject to the liabilities under that section.  Furthermore, the information in this Current Report on Form 8-K, including the exhibits furnished pursuant to Item 9.01, shall not be deemed to be incorporated by reference into the filings of the Company under the Securities Act of 1933.

Item 9.01. Financial Statements and Exhibits.

(d)     Exhibits

Exhibit No.	Description
99.1	Introduction - Slide presentation by John D. Barker, Senior Vice President and Chief Communications Officer
99.2	Corporate Overview - Slide presentation by Emil J. Brolick, President and Chief Executive Officer
99.3	Operations Overview - Slide presentation by Stephen D. Farrar, Chief Operating Officer
99.4	Product Development Overview - Slide presentation by Gerard C. Lewis, Senior Vice President - New Product Development
99.5	Strategy Overview - Slide presentation by Emil J. Brolick, President and Chief Executive Officer
99.6	Financial Overview - Slide presentation by Stephen E. Hare, Senior Vice President and Chief Financial Officer

SIGNATURE

Pursuant to the requirements of the Securities Exchange Act of 1934, the Registrant has duly caused this report to be signed on its behalf by the undersigned hereunto duly authorized.

	THE WENDY’S COMPANY
Dated: January 30, 2012	By:/s/ Dana Klein
	Dana Klein
	Senior Vice President - Corporate and Securities
	Counsel, and Assistant Secretary

EXHIBIT INDEX

Exhibit No.	Description
99.1	Introduction - Slide presentation by John D. Barker, Senior Vice President and Chief Communications Officer
99.2	Corporate Overview - Slide presentation by Emil J. Brolick, President and Chief Executive Officer
99.3	Operations Overview - Slide presentation by Stephen D. Farrar, Chief Operating Officer
99.4	Product Development Overview - Slide presentation by Gerard C. Lewis, Senior Vice President - New Product Development
99.5	Strategy Overview - Slide presentation by Emil J. Brolick, President and Chief Executive Officer
99.6	Financial Overview - Slide presentation by Stephen E. Hare, Senior Vice President and Chief Financial Officer

X

EX-99.1

INVESTOR DAY New York City January 30, 2012 ©2012 Oldemark LLC

JOHN BARKER CHIEF COMMUNICATIONS OFFICER

TODAY’S AGENDA The Wendy’s Company Welcome and Opening John Barker Wendy’s Recipe to Win Emil Brolick Hospitality, Image Activation, Breakfast Steve Farrar Wendy’s: It’s All About Honest Food Gerard Lewis Bringing the Wendy’s Brand to Life Emil Brolick Lunch Financial Update and Model for Growth Steve Hare Q&A Session Dave Poplar

Forward-Looking Statements and Non-GAAP Financial Measures This presentation, and certain information that management may discuss in connection with this presentation, contains certain statements that are not historical facts, including 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 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 news release issued on Jan. 30, 2012 and in the “Special Note Regarding Forward-Looking Statements and Projections” and “Risk Factors” sections of our most recent Form 10-K / 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 adjusted earnings before interest, taxes, depreciation and amortization, or adjusted EBITDA, and Adjusted Earnings Per Share. Adjusted EBITDA and Adjusted Earnings Per Share exclude certain expenses, net of certain benefits. Reconciliations of non-GAAP financial measures to the most directly comparable GAAP financial measures are provided in the Appendix to this presentation, and are included in our news release issued on Jan. 30, 2012 and posted on www.aboutwendys.com. The Wendy’s Company

TODAY’S DISCLOSURE News release issued before market open Preliminary Q4 and 2011 results 2012 and long-term outlook The Wendy’s Company The Wendy’s Company plans to issue audited results and file Form 10-K on March 1, 2012.

Q4 2011 HIGHLIGHTS The Wendy’s Company Wendy’s North America Company-Operated Same-Store Sales +5.1% Adjusted EBITDA* $80.9 million 10.5% increase vs. Q4 2010 *See reconciliation of Adjusted EBITDA (earnings before interest, taxes, depreciation and amortization) , which is a non-GAAP financial measure, to GAAP results, below.

EX-99.2

EMIL BROLICK PRESIDENT & CHIEF EXECUTIVE OFFICER

RECONNECTED, ENERGIZED, COMMITTED & CONFIDENT  Reconnected with Franchise Community; Supportive and Financially Solid  Clear Brand Vision – A CUT ABOVE  Clear RECIPE TO WIN  Building People Capability  General Counsel – Scott Toop  Chief Marketing Officer – Close  Chief People Officer – Early in Process The Wendy’s Company

RECONNECTED, ENERGIZED, COMMITTED & CONFIDENT  Understand Challenge/Opportunity  Significantly Raising the Bar on Standards  People – “Five-Star Athletes”  Operations – Functional…to Functional & Emotional  Marketing – “Real” Campaign to Evolve  Food – Core & Innovation  Poised to Leverage Significant Growth Opportunities …Reimaging…Dayparts The Wendy’s Company

ICONIC BRAND Significant Latent Equities The Wendy’s Company

RESETTING RELATIONSHIP WITH INVESTMENT COMMUNITY The Wendy’s Company Move to deliver what we promise Move from significant adjustments and restructuring charges to a clear business and financial model for growth Move to confidence in North America business as growth driver and International as promising future growth platform  Move to a period of significant reinvestment…contemporize Wendy’s brand driving SSS and profit growth

NORTH AMERICA THE OPPORTUNITY TODAY 6,244 Restaurant Base

THE WORLD THE OPPORTUNITY TOMORROW 350 Restaurant Base

A HUGE MARKET WITH REAL GROWTH Grocery + Foodservice = $1.2 trillion The Wendy’s Company Grocery 52% 48% Foodservice Source: USDA/Economic Research Services

Food at Home vs. Food Away from Home…An Opportunity The Wendy’s Company 67% 61% 57% 53% 52% 33% 39% 43% 47% 48% 1970 1980 1990 2000 2010 Food at Home Food Away from Home Source: USDA/Economic Research Services % Total Food $ Spend 1970 – 2010

U.S. Restaurant Supply in Decline…A Positive The Wendy’s Company 1.9% 0.9% 0.8% -0.3% -1.1% 1.5% 1.4% 0.2% -2.4% 0.7% 2007 2008 2009 2010 2011 Supply (Store Counts) Demand (Traffic) Source: NPD CREST and ReCount; YE March

The Decline of “Independents” Continuing QSR Opportunity 2.6% 1.5% -1.5% 0.4% 1.6% 0.8% -1.3% -0.6% -1.8% 2.6% -1.1% -1.2% -3.9% -0.6% -5.0% Major QSR Chains Small QSR Chains Independent 2007 2008 2009 2010 2011 The Wendy’s Company Traffic PCYA – Year-end October Source: NPD CREST

DEMOGRAPHICS…A POSITIVE VIEW AGE CHG ‟09-‟19 QSR $ SHR 65+ 30% 50 - 64 +34% +12% 35 - 49 -1% 26% 25 - 34 +11% 18% 18 - 24 +1% 10% 13 - 17 0 - 12 +5% +9% 16% Source: NPD CREST The Wendy’s Company

QSR STEALING SHARE Traffic Share The Wendy’s Company 76% 24% 12% QSR FSR - Midscale 11% - Quick Casual 1% - Fine Dining 78% 22% 10% 11% 1% +2 (2) (2) _ _ 2006 2011 CHG Source: NPD CREST

QSR STEALING SHARE Traffic Share The Wendy’s Company 76% 24% 12% QSR FSR - Midscale 11% - Quick Casual 1% - Fine Dining 78% 22% 10% 11% 1% +2 (2) (2) _ _ 2006 2011 CHG QSR GAINED 181,000,000 VISITS Source: NPD CREST

The Wendy’s Company QSRs POSITIONED FOR SUCCESS Convenience & Value – The Driving Force

Hamburger/Sandwich Well Positioned within QSR 42.4% 16.0% 10.2% 43.8% 16.8% 11.5% +1.4 +0.8 +1.3 Hamburger/Sandwich Retail Coffee/Donut/Bagel Traffic Share The Wendy’s Company 2006 2011 CHG Source: NPD CREST

The Wendy’s Company Competitive context has changed significantly! YES…BUT

Traffic CAGR: YE October „06 vs. October „11 Quick Casual and Retail Driving QSR Growth 6.7% 1.1% -0.4% QUICK CASUAL “NEW QSR” RETAIL ALL OTHER QSR Source: NPD CREST The Wendy’s Company

Quick Casual Visit Drivers: Food Quality, Healthy Choices & Environment Source: NPD CREST The Wendy’s Company I Like it There Quality of Food Special Taste/Craving Went for Specific Menu Item Good Variety of Foods to Choose Healthy Choices Quick Casual Traditional QSR

I Like it There Quality of Food Special Taste/Craving Went for Specific Menu Item Good Variety of Foods to Choose Healthy Choices Quick Casual Visit Drivers: Food Quality, Healthy Choices & Environment Source: NPD CREST The Wendy’s Company Convenient Location Good Price Quick Casual Traditional QSR Traditional QSRs win on Convenience and Price

However…Quick Casual Check Higher Average Eater Index Source: NPD CREST The Wendy’s Company 100 100 100 144 138 150 LUNCH SUPPER PM SNACK Hamburger Category Quick Casual

QUICK CASUAL “NEW QSR” TRADITIONAL QSR QSR RETAIL “C STORES”

QUICK CASUAL “NEW QSR” TRADITIONAL QSR QSR RETAIL “C STORES” MUST AVOID GETTING CAUGHT IN THE MIDDLE

RECIPE TO WIN The Wendy’s Company

A CUT ABOVE Foundation of Recipe to Win BRAND VISION 1969

The Wendy’s Company E X P E R I E N C E P R IC E WENDY’S 2000 HIGH LOW FUNCTIONAL EMOTIONAL “X” “Y”

The Wendy’s Company E X P E R I E N C E P R IC E Wendy‟s Failed to Evolve, Grow in Relevance HIGH LOW FUNCTIONAL EMOTIONAL “X” “Y” NEW QSRs

The Wendy’s Company E X P E R I E N C E P R IC E HIGH LOW FUNCTIONAL EMOTIONAL “X” “Y” NEW QSRs WENDY’S TOMORROW

A CUT ABOVE Why it will work! Reimaging the Restaurants Reimaging the People Reimaging the Experience Reimaging the Food The Wendy’s Company

A CUT ABOVE Why it will work! Reimaging the Restaurants Reimaging the People Reimaging the Experience Reimaging the Food The Wendy’s Company REFRAMING THE COMPETITION

A CUT ABOVE Imagine… A Quick Casual Experience at a QSR Price! The Wendy’s Company

RECIPE TO WIN  2-3% SSS Growth  Reimaging Restaurant/ Experience  Consumer  Economic Model  New Restaurant Growth  Test New In-line The Wendy’s Company GROWTH PLATFORMS  Growing Brand Access/ Convenience  Morning Meal (Breakfast)  Late Night  Temporarily Raising Company Ownership  International Growth  Financial Strategies

The Wendy’s Company TOOL S P RICE P RODUCT P ROMOTION P LACE P ERFORMANCE P EOPLE RECIPE TO WIN

RECIPE TO WI N Our greatest asset… Our greatest source of difference… P EOPLE

RECIPE TO WI N P EOPLE CULTURE – DAVE’S VALUES R E S U L T S HIGH LOW LOW HIGH ATHLETES The Wendy’s Company

Same Product Lower Price Superior Product Competitive Price Only two ways to deliver superior value RECIPE TO WI N P RICE The Wendy’s Company

Quick Casual Stealing Premium Occasions Distribution of Traffic YE October 2011 Excluding AM Meal The Wendy’s Company 23 8 33 13 28 25 7 15 10 38 HAMBURGER NEW QSRs 17% 56% 53% 21% EATER AVG CHK $8.00> $7.00-7.99 $5.00-7.00 $3.00-5.00 $3.00<

CORE INNOVATION RECIPE TO WI N P RODUCT…Honest Food The Wendy’s Company Hamburgers Chicken Salads Sides Beverages Protect, Grow & Build Equity Innovate & Regain Share Own It! Grow Leadership Leverage Unique Items Avoid “Me Too”

STEP-CHANGE INNOVATION RECIPE TO WI N P RODUCT…Honest Food The Wendy’s Company Growth Areas Leverage Unique Capabilities Lead the Pack Honest Food… Honest Ingredients… Honest Preparation

RECIPE TO WI N P ERFORMANCE The Wendy’s Company #1 THRESHOLD #2 PERFORMANCE #3 EXCITEMENT Minimize Dissatisfaction Build Brand Satisfaction Secure Brand Preference FUNCTIONAL EMOTIONAL Kano Model Mindset

Win/win… consumer… franchisee Contemporizing Wendy’s is key to growth Makes other Ps work better RECIPE TO WI N P LACE The Wendy’s Company

RECIPE TO WI N P ROMOTION Message Creative Media The Wendy’s Company

INTERNATIONAL FUTURE GROWTH DRIVER

% of World’s Population Outside of North America 95% 5% % of Wendy’s Restaurants Outside of North America The Wendy’s Company

Numbers reflect June 2011 potential update 350 622 546 699 1,206 4,741 >8,000 UNDER DEVELOPMENT AGREEMENTS "TARGETED" FOR CURRENT FRANCHISEES UNDER NEGOTIATION REMAINING POTENTIAL TOTAL POTENTIAL CURRENT STORE COUNT UNDER JV AGREEMENT ENERGIZING THE INTERNATIONAL FLYWHEEL The Wendy’s Company

RECONNECTED, ENERGIZED, COMMITTED & CONFIDENT  Iconic brand, latent equities  Clear brand vision… A CUT ABOVE Well-defined growth platforms We have the RECIPE TO WIN Franchisees prepared to invest time, people & money  Building team of “Five-Star Athletes” The Wendy’s Company

The Wendy’s Company Gerard Lewis Senior Vice President Culinary Innovation Steve Farrar Chief Operating Officer of North America

EX-99.3

STEVE FARRAR CHIEF OPERATING OFFICER OF NORTH AMERICA

RECIPE TO WIN Create the best total customer experience. The Wendy’s Company

A CUT ABOVE Activating people Evolving service experience Reimaging restaurants The Wendy’s Company

The Wendy’s Company Internal Scorecards OPS IMPROVEMENT

RESTAURANT OPERATING LEVELS U.S. Company and Franchise Restaurants The Wendy’s Company 32.5% 24.8% 83.5% 0.6% 2008 2011 2008 2011 A & B LEVEL F LEVEL

The Wendy’s Company Customer Feedback OPS IMPROVEMENT

20% 25% 45% 55% 80% Minutes Hours Days Weeks Months Source: Forum Corporation Complaint Response Time vs. Customers Returning % of Customers Who Will Not Buy Again The Wendy’s Company

$1,200,000 $1,300,000 $1,400,000 $1,500,000 $1,600,000 $1,700,000 20% 30% 40% 50% 60% 70% 80% 90% 100% E S TI M A TE D ANN U A L S A L E S CUSTOMER SCORE Actual Company Restaurant Sampling High Customer Scores = High Sales The Wendy’s Company

$1,200,000 $1,300,000 $1,400,000 $1,500,000 $1,600,000 $1,700,000 20% 30% 40% 50% 60% 70% 80% 90% 100% E S TI M A TE D ANN U A L S A L E S CUSTOMER SCORE Actual Company Restaurant Sampling High Customer Scores = High Sales Each point increase results in $5,000 incremental annual sales The Wendy’s Company

“My Wendy’s” Reimages Customer Satisfaction 53% 58% 62% Not Implemented 1-3 months 12+ months Customer Scores After Implementation The Wendy’s Company

The Wendy’s Company

PEOPLE REBOOT In each Image Activation restaurant:  Re-interviewed entire staff  Kept only “Five-Stars”/hired exceptional new employees  Changed GMs and DMs as needed The Wendy’s Company

The Wendy’s Company SUPERIOR SERVICE

Win with “Five-Star Athletes”

The Wendy’s Company IMAGE ACTIVATION

1969…Wendy’s The Wendy’s Company

TODAY…New QSRs The Wendy’s Company

TODAY…Wendy’s Outdated Designs The Wendy’s Company

TODAY…Functional, not Competitive The Wendy’s Company

TODAY…Bold, Innovative…A CUT ABOVE The Wendy’s Company

“This CAN’T be Wendy’s!” The Wendy’s Company

“This CAN’T be Wendy’s! I’m telling all my friends.” The Wendy’s Company

The Wendy’s Company

TRADITIONAL ULTRA-MODERN URBAN CONTEMPORARY

DRIVEN BY CUSTOMER EXPECTATIONS

HIGH-LEVEL RESULTS SALES UP IN ALL DAYPARTS CONSISTENTLY HIGH SALES The Wendy’s Company

HIGH-LEVEL RESULTS DINING ROOM SALES DRIVING 50% OF SALES GROWTH The Wendy’s Company

The Wendy’s Company

Manhattan In-Line Design Prototype

The Wendy’s Company Where do we go from here?

TRADITIONAL ULTRA-MODERN URBAN CONTEMPORARY

The Wendy’s Company

FINALIZING DESIGNS Validating consumer impact and sustainability of sales Optimizing cost while retaining sales-driving power Maximizing ROI The Wendy’s Company

IMAGE ACTIVATION Highest returns Lowest cost Most durable finishes Remain relevant to customers The Wendy’s Company

IMAGE ACTIVATION – 2012 All company remodels and most new builds will be new designs 50 more remodels 20 new stores The Wendy’s Company

The Wendy’s Company IMAGE ACTIVATION

The Wendy’s Company

Media Launch AVERAGE WEEKLY BREAKFAST SALES Kansas City, Phoenix, Pittsburgh The Wendy’s Company Net Gross Coupon Rate % 7/10 9/10 11/10 1/11 3/11 5/11 11/11 1/12 Anniversary Launch 7/11 9/11

GAINING FRANCHISEE SUPPORT Breakfast The Wendy’s Company CUSTOMERS OPERATIONS FINANCIAL

The Wendy’s Company Question: How would you rate breakfast at Wendy’s on the following…* Variety 9.0 Taste 9.2 Freshness 9.2 Quality 9.2 Convenience 9.3 Location 9.2 Price 9.0 Value 9.1 * Rating on a 10-point scale STRONG CONSUMER SCORES

What Makes Wendy’s Breakfast Special FRESH INGREDIENTS AND FRESH PREPARATION DIFFERENTIATED MENU OFFERINGS SANDWICHES BEVERAGES SIDES BAKERY The Wendy’s Company VALUE

STRONG FINANCIAL PERFORMANCE The Wendy’s Company Continued positive sales Focus on producing sustainable P&L for system Long-term incremental investment in marketing

The Wendy’s Company OPERATIONALLY SUCCESSFUL

The Wendy’s Company New market in Northeast  Adding breakfast to company remodels and new builds  50 remodels  20 new stores  Sustain long-term performance of existing test markets BREAKFAST EXPANSION – 2012

The Wendy’s Company DAYPART EXPANSION

The Wendy’s Company LATE NIGHT

24-HOUR OPERATIONS The Wendy’s Company

Founded on innovation Driven by execution The Wendy’s Company

The Wendy’s Company

The Wendy’s Company

The Wendy’s Company A CUT ABOVE ACTIVATING PEOPLE EVOLVING SERVICE EXPERIENCE REIMAGING RESTAURANTS

EX-99.4

GERARD LEWIS SENIOR VICE PRESIDENT, CULINARY INNOVATION

The Wendy’s Company ©2012 Oldemark LLC A CUT ABOVE

FOOD TRENDS

HAMBURGERS CUSTOMIZATION FRESH INGREDIENTS The Wendy’s Company

The Wendy’s Company ©2012 Oldemark LLC A CUT ABOVE

The Wendy’s Company HONEST FOOD SIGNATURE ITEMS MENU INNOVATION

The Wendy’s Company HONEST INGREDIENTS HONEST PREPARATION FOOD THAT LOVES YOU BACK

The Wendy’s Company

The Wendy’s Company

All natural, fully-cooked pork sausage Pork, Water, Salt, Spices, Dextrose, Sugar Leading Competitor Sausage Patty Pork, whey protein concentrate, water, salt, corn syrup solids, sugar, spices, dextrose, monosodium glutamate, spice extractives, caramel color, BHA and BHT and propyl gallate and citric acid (preservatives) CONTAINS MILK The Wendy’s Company

The Wendy’s Company

The Wendy’s Company ©2012 Oldemark LLC A CUT ABOVE

WE COOK AT WENDY’S The Wendy’s Company

SIGNATURE ITEMS The Wendy’s Company

The Wendy’s Company ©2012 Oldemark LLC A CUT ABOVE

The Wendy’s Company CORE MENU STEP-CHANGE INNOVATION PROMOTIONAL PRODUCTS

The Wendy’s Company

The Wendy’s Company ©2012 Oldemark LLC STEP-CHANGE INNOVATION

The Wendy’s Company

The Wendy’s Company

#1 The Wendy’s Company

The Wendy’s Company

The Wendy’s Company ©2012 Oldemark LLC A CUT ABOVE

The Wendy’s Company

The Wendy’s Company

The Wendy’s Company

The Wendy’s Company

The Wendy’s Company

The Wendy’s Company ©2012 Oldemark LLC A CUT ABOVE

The Wendy’s Company

The Wendy’s Company ©2012 Oldemark LLC A CUT ABOVE

The Wendy’s Company

The Wendy’s Company BLACK LABEL SEASONAL FAVORITE NEW NEWS ON A CLASSIC NEW TWIST ON RUSSETT FRIES

The Wendy’s Company ©2012 Oldemark LLC A CUT ABOVE

EX-99.5

EMIL BROLICK PRESIDENT & CHIEF EXECUTIVE OFFICER

RECIPE TO WIN The Wendy’s Company Close-In Opportunities for Positive Impact

P RICE P RODUCT P ROMOTION Close-In Opportunities Aggressive but Responsible Functional…Functional/Emotional “Five-Star Athletes” RECIPE TO WIN P LACE P ERFORMANCE P EOPLE

PRICE…Customer Friendly…Check Building The Wendy’s Company Rebalancing Barbell Strategy TODAY LOW HIGH FUTURE

The Wendy’s Company Wendy’s Transaction Check Distribution PRICE…Customer Friendly…Check Building 37% 21% 18% 24% $8.00> $6.01-8.00 $4.01-6.00 $4.00<

The Wendy’s Company Wendy’s Transaction Check Distribution PRICE…Customer Friendly…Check Building 37% 21% 18% 24% $8.00> $6.01-8.00 $4.01-6.00 $4.00< Every 10¢ increase in average check equals a 1.57% increase in sales

The Wendy’s Company 2011 SALES DISTRIBUTION 2011 CHECK INDEX Pick-Up Window 67% 110 Carry-Out 14% 100 Dine-In 19% 123 PRICE…Customer Friendly…Check Building

Dine-In 47% Carry-Out 37% Pick-Up Window 16% The Wendy’s Company Eight U.S. Image Activation Restaurants Distribution of Sales Growth PRICE…Customer Friendly…Check Building

The Wendy’s Company 2011 CARRYOVER PRICE PRICE…to Offset Commodity Inflation 2012 COMMODITY INFLATION + + 2012 PRICE =

SHIFT TO ZONE PRICING VS. THREE REGION PRICING The Wendy’s Company Significantly Raise the Science of Pricing Optimized for: Maximum Sales Maximum Profits Stable Customer Counts ASSIGNED TO 1 OF 9 ZONES INDIVIDUAL RESTAURANTS IMMEDIATE TRADE AREA Transactions Price/Cost Promotion Data Pricing Day/Evening Pop. H H Income Competitive Intensity

The Wendy’s Company INTEGRATING MESSAGE & PRODUCT INNOVATION “FIVE-STAR QUALITY – THREE-STAR PRICE” CORE INNOVATION Hamburgers Chicken Salads Sides Beverages Protect, Grow & Build Equity Innovate & Regain Share Own It! Grow Leadership Leverage Unique Items Avoid “Me Too”

The Wendy’s Company INTEGRATING MESSAGE & PRODUCT INNOVATION “FIVE-STAR QUALITY – THREE-STAR PRICE” STEP-CHANGE INNOVATION Growth Areas Leverage Unique Capabilities Lead the Pack Honest Food… Honest Ingredients… Honest Preparation

PROMOTION…Creative Ad Campaign Chronology…There was Dave and then… 24 Ads 30 Ads 55 Ads 50 Ads 9 Ads 700+ Ads 2nd Qtr New Campaign 1989-2002 2004 2005-2006 2007 2008-2009 2009-2011 2012 Dave Mr. Wendy Do What Tastes Right Red Wig/ That’s Right Waaaay Better You Know When It’s Real Code Name: RED The Wendy’s Company 2003 Town of Dublin 15 Ads

NEW CAMPAIGN SUCCESS CRITERIA GOAL Win the Hearts and Minds of Consumers  Competing for share of mind, not just selling products HOW Tactically and Strategically Brilliant  Creates emotional connection to “Big Brand,” gains trial of promoted idea  Unique look, tone and feel…you will know it is Wendy’s The Wendy’s Company

National Marketing Calendar TODAY – “ELEVEN NATIONAL PILLARS” PROMOTION…Message IMPACT SCHEDULING LATE 2012 PROMOTIONAL SCHEDULING E Q U I T Y C O N T I N U I T Y P R I C E / V A L U E C O N T I N U I T Y The Wendy’s Company

R EC EN T D IG ITA L W IN S

R EC EN T D IG ITA L W IN S Created Twitter’s first-ever game show 400,000 consumer interactions & millions of impressions

R EC EN T D IG ITA L W IN S Most retweeted of 2011: a promoted Tweet by DTFA raised $50,000 for foster children.

WRAP-UP THOUGHTS Wendy’s Iconic Brand with Significant Latent Brand Equities  Clear brand vision… A CUT ABOVE  Clear RECIPE TO WIN  Growth platforms to deliver results  Committed to delivering what we promise  Move from significant adjustments and restructuring charges to a clear business and financial model for growth  Franchise community committed and engaged The Wendy’s Company

EX-99.6

STEVE HARE CHIEF FINANCIAL OFFICER

FINANCIAL OVERVIEW Preliminary Q4 & 2011 Results 2012 and Long-Term Outlook International Update The Wendy’s Company

Q4 2011 FINANCIAL HIGHLIGHTS Consolidated Revenues: $615.0 million Increase of 5.6% vs. $582.6 in Q4 2010 Wendy’s North America Company-Operated Same-Store Sales: +5.1% Best quarterly SSS growth since Q2 2004 Company-Operated Restaurant Margin: 15.0% Increase of 100 bps vs. 14.0% in Q4 2010 Gains from pricing, positive sales leverage and insurance adjustments were partially offset by commodity increases of 170 bps The Wendy’s Company

The Wendy’s Company Adjusted EBITDA* $80.9 million 10.5% increase vs. Q4 2010 *Earnings per share and Adjusted Earnings Per Share references in this release reflect earnings per share from continuing operations and Adjusted Earnings Per Share from continuing operations. See reconciliation of Adjusted EBITDA (earnings before interest, taxes, depreciation and amortization) and Adjusted Earnings Per Share, which are non-GAAP financial measures, to GAAP results, below. Q4 2011 FINANCIAL HIGHLIGHTS Adjusted EPS* $0.04 compared to $0.03 in Q4 2010

Wendy’s Q4 2011 Company SSS Q4 2011 N.A. Same-Store Sales Company-owned +5.1% Franchise +4.2% Systemwide +4.4% Company Restaurant Margin Q4 2011 15.0% Q4 2010 14.0% +100 bps Significant Margin Variances +220 bps sales leverage/pricing +90 bps insurance -170 bps increased commodities DEC NOV OCT

2011 FINANCIAL HIGHLIGHTS Consolidated Revenues: $2.43 billion Increase of 2.4% vs. $2.38 billion 2010 Wendy’s North America Company-Operated Same-Store Sales: +2.0% Positive transactions for the first year since 2002 Company-Operated Restaurant Margin: 14.0% Decrease of 80 bps vs. 14.8% in 2010 140 bps of commodity increases The Wendy’s Company

The Wendy’s Company 2011 FINANCIAL HIGHLIGHTS Adjusted EPS* $0.15 Adjusted EBITDA* $331.1 million *Earnings per share and Adjusted Earnings Per Share references in this release reflect earnings per share from continuing operations and Adjusted Earnings Per Share from continuing operations. See reconciliation of Adjusted EBITDA (earnings before interest, taxes, depreciation and amortization) and Adjusted Earnings Per Share, which are non-GAAP financial measures, to GAAP results, below.

COMPANY SAME-STORE SALES Q4 was strongest quarter of SSS since Q2 2004 0.2% -2.9% -3.1% -0.9% -1.7% -0.9% 2.3% 1.8% 5.1% 2.0% Q1 Q2 Q3 Q4 Full Year 2010 2011

2011 FINANCIAL HIGHLIGHTS Capital expenditures of $147 million Includes 20 new restaurants and 75 remodels (10 Image Activation) Dividends of $32 million Share repurchases of $157 million Share repurchases of $402 million since 2009 The Wendy’s Company Balanced re-investment and return to stockholders

2011 FINANCIAL HIGHLIGHTS The Wendy’s Company Entering 2012 with significant financial flexibility Cash & Cash Equivalents $472 Total Debt $1,357 Net Debt $885 Net Debt/Adjusted EBITDA* 2.7x $ IN MILLIONS Y/E 2011 *Earnings per share and Adjusted Earnings Per Share references in this release reflect earnings per share from continuing operations and Adjusted Earnings Per Share from continuing operations. See reconciliation of Adjusted EBITDA (earnings before interest, taxes, depreciation and amortization) and Adjusted Earnings Per Share, which are non-GAAP financial measures, to GAAP results, below.

2011 SUMMARY Completed sale of Arby’s Moved HQ back to Dublin, Ohio Announced consolidation of both Restaurant Support Centers The Wendy’s Company

2012 AND LONG-TERM OUTLOOK

K EY L O N G -TE R M GR O W TH D R IVE R S The Wendy’s Company Int’l* Financial Strategies Breakfast Image Activation: New Image Activation: Remodels North America Business Improvement * International Growth (outside of North America)

2012 OUTLOOK The Wendy’s Company Company-Operated Same-Store Sales 2 to 3% Commodity Basket Increase 115 to 145 bps Company-Operated Restaurant Margin Flat to +50 bps Adjusted EBITDA $335 to $345 million

2012 PROJECTED EBITDA GROWTH Organic growth and margin improvement significantly offset by commodity cost increases and investments in strategic initiatives Note: All numbers except 2011 adjusted EBITDA reflect the midpoint of the expected range for 2012. 2012 adjusted EBITDA is expected to be between $335 - $345 million. *Earnings per share and Adjusted Earnings Per Share references in this release reflect earnings per share from continuing operations and Adjusted Earnings Per Share from continuing operations. See reconciliation of Adjusted EBITDA (earnings before interest, taxes, depreciation and amortization) and Adjusted Earnings Per Share, which are non-GAAP financial measures, to GAAP results, below. $331 $340 $28 $14 $11 $6 ($4) ($30) ($16) 2011 Adjusted EBITDA* Core Growth Margin Improvement Franchise Revenue Image Activation Commodity Impact G&A Int'l G&A 2012E Adjusted EBITDA $ IN MILLIONS The Wendy’s Company

2012 OUTLOOK The Wendy’s Company Commodities will continue to pressure restaurant-level margins Wendy’s commodity basket will be up 4 to 5 percent (115 to 145 bps) 2010 2011 2012E (Commodity Basket Increase) 2.2% 5.0% 4.0 to 5.0%

2012 FINANCIAL OUTLOOK The Wendy’s Company Commodities will continue to pressure restaurant-level margins 19% 18%63% Beef Chicken Other2010 2011 2012E Beef 9.9% 9.6% 10.9% Chicken (5.8%) (3.1%) 5.0% Wendy’s Commodities as a % of Total Food and Paper Cost

2012 OUTLOOK The Wendy’s Company Company North America Franchised North America International Investing to increase long-term shareholder value DEVELOPMENT GROWTH At least 20 new restaurants 50 remodels (Image Activation) 40 new restaurants 55 franchised and JV restaurants

2012 CAPITAL EXPENDITURES The Wendy’s Company Investing to increase long-term shareholder value New Units $40 Remodels 40 Restaurant Equipment/Maintenance 65 Product Development 20 Technology 30 Other 30 Total Estimated Capex $225 $ IN MILLIONS

2012 OUTLOOK The Wendy’s Company Image Activation targets Investment $750 - $850K Sales Lift > 25% ROI > 15%

LONG-TERM REMODELING VISION PROVIDES PLATFORM FOR GROWTH % of Wendy’s System (~6,600 units) 80 restaurants will have full Image Activation by end of 2012 The Wendy’s Company 70% 5% 5% 10% 10% Image Activation Recent New & Remodeled Units Refresh Close/Relocate  International

IMAGE ACTIVATION The Wendy’s Company

2012 OUTLOOK The Wendy’s Company Company/Franchise Ownership Model Company 21.5% Franchise 78.5% Current Restaurant Ownership • Evaluate strategic purchases of franchised restaurants • Drive system Image Activation and new unit development in selected acquisition markets • Over long-term, balance purchases with profitable refranchising to current and new franchisees

2012 OUTLOOK INVEST IN STRATEGIC INITIATIVES TO DRIVE LONG-TERM RETURNS The Wendy’s Company Leverage strength of balance sheet to elevate brand Image Activation Remodels & New Unit Development POS Technology Enhancement Product Innovation

2012 OUTLOOK The Wendy’s Company Impact of Wendy’s Restaurant Support Center consolidation to Dublin, Ohio Estimated one-time costs of $23 million from office consolidation in 2012 excluded from outlook Includes office consolidation, relocation, recruiting, training, severance and retention Excludes staffing overlap during transition period

2012 OUTLOOK 10% Notes callable in summer 2012  Call date: July 15, 2012  Call price: 107.5  Potential to lower overall effective borrowing rate Anticipate tax rate between 40% and 42%  NOLs of $283 million, plus tax credits of $78 million, will provide a cash flow benefit in 2012 and beyond The Wendy’s Company Financial Strategies

K EY L O N G -TE R M GR O W TH D R IVE R S The Wendy’s Company Int’l* Financial Strategies Breakfast Image Activation: New Image Activation: Remodels North America Business Improvement * International Growth (outside of North America) 2012 Low-single digit Adjusted EBITDA growth 2013 & Beyond High-single to low-double digit Adjusted EBITDA growth

INTERNATIONAL UPDATE

International Update 2011 Overview and Accomplishments Opened 35 stores & increased same-store sales 4.3% The Wendy’s Company Restaurants 350 Markets 26 AUVs $1.3 million System Sales $430 million Inte rn ational Snapsh ot

International Update D eve lopment S tr ateg y International business will grow aggressively, yet responsibly EXISTING MARKETS • Optimize current development agreements • Sign new development agreements • Transition franchisee ownership in stagnant markets ADJACENT MARKETS • Expand with current franchisees • Target franchisees of Western QSRs • Target large local QSRs NEW MARKETS • Target franchisees of western QSRs and large local QSRs • Augment Development team with in-country advisors • Consider equity business model for high potential countries The Wendy’s Company

International Update International business will grow aggressively, yet responsibly The Wendy’s Company

International Update A CUT ABOVE – New Store Designs JAPAN ARGENTINA The Wendy’s Company

International Update A CUT ABOVE – Menu Choices JAPAN ARGENTINA

International Update Continue to build momentum in 2012 for contributions in long-term The Wendy’s Company 2012 PRIORITIES •Translate and activate A CUT ABOVE in all markets •Achieve 4% SSS growth •Open 55 new restaurants •Enter 4 to 5 new countries

K EY L O N G -TE R M GR O W TH D R IVE R S The Wendy’s Company Int’l* Financial Strategies Breakfast Image Activation: New Image Activation: Remodels North America Business Improvement * International Growth (outside of North America) 2012 Low-single digit Adjusted EBITDA growth 2013 & Beyond High-single to low-double digit Adjusted EBITDA growth

APPENDIX

Reconciliation of Adjusted EBITDA to Income from Continuing Operations The Wendy’s Company

Reconciliation of Adjusted Income from Continuing Operations and Adjusted Earnings per Share to Income from Continuing Operations and Earnings per Share The Wendy’s Company