-----BEGIN PRIVACY-ENHANCED MESSAGE----- Proc-Type: 2001,MIC-CLEAR Originator-Name: webmaster@www.sec.gov Originator-Key-Asymmetric: MFgwCgYEVQgBAQICAf8DSgAwRwJAW2sNKK9AVtBzYZmr6aGjlWyK3XmZv3dTINen TWSM7vrzLADbmYQaionwg5sDW3P6oaM5D3tdezXMm7z1T+B+twIDAQAB MIC-Info: RSA-MD5,RSA, FgdpM8oZ3XpbkVO9PinGyK+mXJbq0dUfgVKWSITqn/FbE6ojZoRyJB+yCWCpzhkn JY++dl9Ocu02ME46afytTw== 0000950117-06-002709.txt : 20060622 0000950117-06-002709.hdr.sgml : 20060622 20060622171938 ACCESSION NUMBER: 0000950117-06-002709 CONFORMED SUBMISSION TYPE: DFAN14A PUBLIC DOCUMENT COUNT: 22 FILED AS OF DATE: 20060622 DATE AS OF CHANGE: 20060622 EFFECTIVENESS DATE: 20060622 SUBJECT COMPANY: COMPANY DATA: COMPANY CONFORMED NAME: HEINZ H J CO CENTRAL INDEX KEY: 0000046640 STANDARD INDUSTRIAL CLASSIFICATION: CANNED, FROZEN & PRESERVED FRUIT, VEG & FOOD SPECIALTIES [2030] IRS NUMBER: 250542520 STATE OF INCORPORATION: PA FISCAL YEAR END: 0430 FILING VALUES: FORM TYPE: DFAN14A SEC ACT: 1934 Act SEC FILE NUMBER: 001-03385 FILM NUMBER: 06920426 BUSINESS ADDRESS: STREET 1: 600 GRANT ST CITY: PITTSBURGH STATE: PA ZIP: 15219 BUSINESS PHONE: 4124565700 MAIL ADDRESS: STREET 1: P O BOX 57 STREET 2: P O BOX 57 CITY: PITTSBURGH STATE: PA ZIP: 15230 FILED BY: COMPANY DATA: COMPANY CONFORMED NAME: Trian Fund Management, L.P. CENTRAL INDEX KEY: 0001345471 IRS NUMBER: 203454182 STATE OF INCORPORATION: DE FILING VALUES: FORM TYPE: DFAN14A BUSINESS ADDRESS: STREET 1: 280 PARK AVENUE STREET 2: 41ST FLOOR CITY: NEW YORK STATE: NY ZIP: 10017 BUSINESS PHONE: 212-451-3000 MAIL ADDRESS: STREET 1: 280 PARK AVENUE STREET 2: 41ST FLOOR CITY: NEW YORK STATE: NY ZIP: 10017 DFAN14A 1 a42216.htm TRIAN FUND MANAGEMENT, L.P.

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 S

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
S	Soliciting Material Pursuant to Section 240.14a-12

H. J. Heinz Company

(Name of Registrant as Specified In Its Charter)

Trian Partners GP, L.P.

Trian Partners General Partner, LLC

Trian Partners, L.P.

Trian Partners Master Fund, L.P.

Trian Partners Master Fund (Non-ERISA), L.P.

Trian Partners Parallel Fund I, L.P.

Trian Partners Parallel Fund I General Partner, LLC

Trian Partners Parallel Fund II, L.P.

Trian Partners Parallel Fund II GP, L.P.

Trian Partners Parallel Fund II General Partner, LLC

Trian SPV (SUB) I, L.P.

Trian Fund Management, L.P.

Trian Fund Management GP, LLC

Nelson Peltz

Peter W. May

Edward P. Garden

Castlerigg Master Investments Ltd.

Sandell Asset Management Corp.

Castlerigg International Limited

Castlerigg International Holdings Limited

Thomas E. Sandell

Gregory J. Norman

Peter H. Rothschild

Michael F. Weinstein

(Name of Person(s) Filing Proxy Statement, if other than the Registrant)

Payment of Filing Fee (Check the appropriate box):

S		No fee required.
£		Fee computed on table below per Exchange Act Rules 14a-6(i)(4) and 0-11.
	(1)	Title of each class of securities to which transaction applies:
	(2)	Aggregate number of securities to which transaction applies:
	(3)	Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined):
	(4)	Proposed maximum aggregate value of transaction:
	(5)	Total fee paid:
£		Fee previously paid with preliminary materials.
£		Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing.
	(1)	Amount Previously Paid:
	(2)	Form, Schedule or Registration Statement No.:
	(3)	Filing Party:
	(4)	Date Filed:

On June 22, 2006, Trian Fund Management, L.P. issued a press release, a copy of which is filed herewith as Exhibit 1. The press release was also posted to http://www.enhanceheinz.com.

On June 22, 2006, a presentation entitled “Trian Fund Management, L.P. Discussion Materials Regarding H. J. Heinz Company,” was posted to http://www.enhanceheinz.com. A copy of the presentation is filed herewith as Exhibit 2. The presentation updates the presentation posted on June 13, 2006.

The following information was added to the “Trian Nominees” section contained on such website:

“Peter H. Rothschild. Mr. Rothschild has been the Managing Member of Daroth Capital LLC, an investment bank, since its founding in October 2001, and also the President and Chief Executive Officer of its wholly owned subsidiary, Daroth Capital Advisors LLC, since March 2002.

Prior to founding Daroth Capital, Mr. Rothschild was a Managing Director and Co-Head of the Leveraged Finance and Industrial Finance groups at Wasserstein Perella, an investment bank and the predecessor company to Dresdner Kleinwort Wasserstein, and was with the organization from 1996 to 2001. From 1990 to 1996, Mr. Rothschild was a Senior Managing Director and Head of the Natural Resources Group at Bear, Stearns & Co. Inc., an investment bank, and was one of the founders of the firm’s Leveraged Finance and Financial Buyer Coverage groups. From 1984 to 1990, Mr. Rothschild was also a Managing Director and Head of the Industrial Group at Drexel Burnham Lambert, an investment bank.

Mr. Rothschild is a director of Wendy's International, Inc. and Deerfield Triarc Capital Corp. He also serves on the board of directors and advisory boards of several non-profit organizations.

Mr. Rothschild graduated from Tufts University, summa cum laude, with a Bachelor of Science Degree in Mechanical Engineering and from the Harvard Business School with an MBA.”

“Thomas E. Sandell. Mr. Sandell has been a founder, Principal and Chief Executive Officer of Sandell Asset Management Corp., an asset management firm, since December 1997 and its Chief Executive Officer since September 1998. Mr. Sandell also has been a director of Castlerigg Master Investments Ltd., an investment fund, since December 1997. Prior thereto, in May 1989, Mr. Sandell was hired by Bear Stearns & Co. to establish a new, proprietary international risk arbitrage operation. Mr. Sandell was, at the time of his departure from Bear Stearns, a Senior Managing Director and was second in command in the risk arbitrage department.

Mr. Sandell began his career as a securities analyst for Atlantic Finance in Paris from May 1986 to May 1987 where he was primarily responsible for equity research on French and European food, retail and leisure companies. Following his tenure at Atlantic Finance, he was head of equity research at Group Delphi in Paris. Mr. Sandell is a founding Board Member of The New Leader’s Group of the Institute of International Education, the administrator of the United States Government’s Fulbright Program. He is also a Trustee of Friends of ARK (Absolute Return for Kids), a charity focused on supporting a variety of initiatives that fight disease, abuse and poverty afflicting children around the globe.

Mr. Sandell was born and raised in Sweden and resides in New York City. He holds a Bachelor of Science in International Business Administration and Economics from Uppsala University in Sweden and an MBA in Finance from the Columbia Business School.”

The following information was also added to the timeline contained on such website:

“06/22/06

Trian files a preliminary proxy statement and updated discussion materials regarding Heinz with the SEC.”

In addition, the following information was added to the welcome screen, “Important Notice” and “Terms of Use” sections contained on such website:

“TRIAN FUND MANAGEMENT, L.P., SANDELL ASSET MANAGEMENT CORP. AND CERTAIN OF THEIR RESPECTIVE AFFILIATES AND NOMINEES (COLLECTIVELY, THE “PARTICIPANTS”) FILED A PRELIMINARY PROXY STATEMENT WITH THE SECURITIES AND EXCHANGE COMMISSION ON JUNE 22, 2006 RELATING TO THEIR SOLICITATION OF PROXIES FROM THE SHAREHOLDERS OF THE ISSUER WITH RESPECT TO THE 2006 ANNUAL MEETING OF SHAREHOLDERS. THE PRELIMINARY PROXY STATEMENT CONTAINS DETAILED INFORMATION REGARDING THE NAMES, AFFILIATIONS AND INTERESTS OF PERSONS WHO MAY BE DEEMED PARTICIPANTS IN THE SOLICITATION OF PROXIES. THE TRIAN GROUP INTENDS TO FILE A DEFINITIVE PROXY STATEMENT AND OTHER RELEVANT DOCUMENTS WITH THE SECURITIES AND EXCHANGE COMMISSION.

SECURITY HOLDERS ARE ADVISED TO READ THE PROXY STATEMENT AND OTHER DOCUMENTS RELATED TO THE SOLICITATION OF PROXIES BY THE PARTICIPANTS FROM THE SHAREHOLDERS OF THE ISSUER FOR USE AT THE 2006 ANNUAL MEETING OF SHAREHOLDERS OF THE ISSUER WHEN AND IF THEY ARE AVAILABLE BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION. WHEN AND IF COMPLETED, A DEFINITIVE PROXY STATEMENT AND FORM OF PROXY WILL BE MAILED TO SHAREHOLDERS OF THE ISSUER AND WILL, ALONG WITH OTHER RELEVANT DOCUMENTS, IS AVAILABLE AT NO CHARGE AT THE SECURITIES AND EXCHANGE COMMISSION'S WEBSITE AT HTTP://WWW.SEC.GOV OR BY CONTACTING INNISFREE M&A INCORPORATED BY TELEPHONE AT 1-877-456-3442 OR BY E-MAIL AT INFO@INNISFREEMA.COM.”

EX-99 2 ex99-1.htm EXHIBIT 1

(TRIAN PARTNERS LOGO)


	Trian Fund Management, L.P.
	280 Park Avenue
	New York, NY 10017
	Tel 212 451 3000
	Fax 212 451 3134

For Immediate Release


CONTACT:	Anne A. Tarbell
	(212) 451-3030
	atarbell@triarc.com
	www.enhanceheinz.com

TRIAN GROUP FILES PRELIMINARY PROXY STATEMENT FOR HEINZ

Seeks Minority Board Representation On Behalf Of All Heinz Shareholders

Pledges To Work With Heinz Directors To Deliver Results And Improve Value

New York, NY, June 22, 2006 – The Trian Group today filed a preliminary proxy statement with the Securities and Exchange Commission in connection with its planned solicitation of proxies at the August 16, 2006 Annual Meeting of Shareholders of H. J. Heinz Company (NYSE: HNZ). As Heinz’s second largest shareholder, owning approximately 5.5% of its outstanding shares, the Trian Group is seeking support from all Heinz shareholders to elect its five highly qualified and independent nominees in order to establish strong shareholder representation on Heinz’s Board of Directors.

Reasons for The Trian Group’s Proxy Solicitation

The Trian Group is asking the Company to take long overdue action to improve results and drive shareholder value for the benefit of all Heinz shareholders. As the second largest shareholder of Heinz with an investment currently valued at approximately $750 million, the Trian Group believes its interests are fully aligned with the interests of all other Heinz shareholders.

The Trian Group notes that in the last eight years since William R. Johnson began leading Heinz, management has failed to increase shareholder value and failed to improve Heinz’s financial results despite its numerous restructuring plans. The latest Heinz restructuring plan, announced several days after the Trian Group announced its Action Plan for Heinz, is the sixth in a series of failed major restructuring plans that have been announced since 1997, including one that was announced only nine months ago in September 2005. See Table 1.

Each of these restructuring plans was accompanied by promises to shareholders about new focus and the successes that lay ahead. Nevertheless, while Mr. Johnson has

trumpeted purported improved performance, actual results have been disappointing. The Company’s reported earnings per share (EPS) has declined from $2.15 in 1998 to $1.89 in 2006. Moreover, in eight of the last nine years, the Company has recorded numerous special items aggregating to a negative $2.94 in EPS, further demonstrating the failure of its restructurings and management’s inability to improve operations. See Table 2.

As a result of this underperformance, Heinz’s share price has declined 38.2% (a decline of 34.0% when adjusted for the Del Monte spin-off) and total shareholder returns, including dividends, have declined 10.8% compared to improvements of 54.6%, 26.4% and 28.2% for the Mid-Cap Food Index, Large-Cap Food Index and S&P 500, respectively. See Table 3.

The Trian Group believes that the Heinz Board’s credibility must be restored now through the addition of new independent directors who will be committed to holding management accountable for the Company’s performance going forward.

Similarity of The Trian Group and Heinz’s Plans and Need for Execution

The Trian Group believes that the latest Heinz restructuring plan (“Superior Value and Growth Plan”), announced on June 1, 2006, bears a significant resemblance to the Trian Group’s Action Plan (“Results Speak Louder Than Words”) announced on May 23, 2006.

The Trian Group also notes that only nine months ago, the Company announced a restructuring plan that targeted $30 million of cost savings. Nine days after the Trian Group announced its Action Plan, Heinz announced its latest restructuring plan that targets an incremental $355 million of cost savings.

Similar to the Trian Group’s Action Plan, the Heinz plan calls for cost cutting, increased consumer marketing, a reduction of spending on deals and allowances, increased share repurchases and a higher dividend payout.

Unlike the Trian Group’s Action Plan, however, the Heinz plan does not consider potential non-core divestitures and sets lower performance goals, further demonstrating the current Heinz Board’s inability or unwillingness to hold management to its commitments and the high standards that the Company’s shareholders deserve.

The Trian Group believes not only that its Action Plan is the right plan for the Company, but that, given the results of the Company’s five prior restructuring plans, it is essential that the Trian Group’s independent Director nominees be elected to the Heinz Board to help ensure the proper consideration and implementation of whatever measures the Board ultimately adopts. The Trian Group’s Director nominees are committed to working in a minority role, if elected, and using their operational experience to help effect more prudent and thoughtful decision making, thus helping management to reverse years of significant underperfomance and execute a successful strategic plan for Heinz for the benefit of all shareholders.

The Trian Group’s Director Nominees are Highly Qualified

The Trian Group’s five Director nominees are: Nelson Peltz, Peter W. May, Edward P. Garden, Greg Norman and Michael F. Weinstein. In the event that any of the Trian Group’s five Director nominees are unable to serve, the Trian Group’s two alternate Director nominees are: Peter H. Rothschild and Thomas E. Sandell.

The Trian Group believes that the Heinz Board would benefit from its Director nominees’ entrepreneurial approach, fresh perspectives, operational experience and commitment to remedying the Company’s failed strategies and stagnating financial performance and to delivering results and increasing value for all shareholders.

The Trian Group’s Director nominees are operations-focused with a long track record of working closely with management teams to improve financial results and protect and build shareholder value. Each of the Trian Group’s Director nominees has an extensive, successful business background with vast financial knowledge and branding experience. In particular, Messrs. Peltz and May, principals of Trian and two of the Trian Group’s five Director nominees, have been business partners since 1972 and since that time have participated jointly in various acquisitions and investments to successfully build consumer products and food and beverage businesses.

Messrs. Peltz and May have historically invested in U.S. public companies with a view toward working closely with and properly incentivizing management to maximize free cash flow. Over the last two decades, Messrs. Peltz and May have acquired or invested in under-performing and under-managed companies, and executed a number of operational turnarounds, including the highly regarded turnaround of Snapple Beverage Corp. following its acquisition from The Quaker Oats Company. They have extensive multinational public company experience as chief executive officer and chief operating officer, respectively, at several large, multi-industry companies. For example, under the stewardship of Messrs. Peltz and May, Triangle Industries, Inc. through the acquisitions of National Can Corporation and the packaging business of American Can Company, grew to become one of the world’s largest packaging companies and a Fortune100 U.S. industrial company. Messrs. Peltz and May generated these results and growth at Triangle Industries by working with a lean and aggressive management team, as well as through their willingness to invest in the business and their commitment to marketing and product innovation.

In addition to his role as a principal of Trian, Mr. Garden is Vice Chairman and a director of Triarc Companies, Inc., where he is responsible for corporate development activities and oversees the operations and growth of Deerfield & Company LLC, an alternative asset manager that is majority owned by Triarc and whose assets under management have grown from approximately $8.1 billion to approximately $12.4 billion since it was acquired by Triarc in July 2004. Prior to co-founding Trian and his work at Triarc, Mr. Garden was a senior investment banker at Credit Suisse First Boston, where he was responsible for providing strategic advisory services to clients, executing complex financings in both the debt and equity capital markets and managing key relationships with several large private equity firms. Earlier in his career, Mr. Garden was co-Head of Equity Capital Markets at BT Alex Brown and, prior to that, the Head of U.S. Equity at

Bankers Trust where he was responsible for equity capital markets, equity sales, equity research and convertible bond origination.

Aside from his highly celebrated career as a professional golfer, Mr. Norman serves as Chairman and Chief Executive Officer of Great White Shark Enterprises, a privately-held multinational corporation that he established in 1993, which is devoted to the development, branding and marketing of golf and the golf lifestyle. Today, Great White Shark Enterprises is comprised of multiple companies and divisions including golf course design, real estate development, turfgrass, apparel, wine, restaurants and event management.

Among his accomplishments, Mr. Weinstein is widely regarded as playing a critical role in reviving the Snapple brand following its acquisition from The Quaker Oats Company. As Chief Executive Officer of the Snapple Beverage Group, Mr. Weinstein is credited for successfully rebuilding distributor relationships, executing the many product and packaging innovations that broadened Snapple’s brand appeal as well as for launching a number of outstanding marketing concepts and effective advertising campaigns that led to a dramatic rebuilding of Snapple’s consumer base.

The Trian Group is confident that its Director nominees would, if elected, act in accordance with the best interests of all Heinz shareholders, and help bring more accountability, focus and discipline to the way Heinz is managed. They are committed to confronting more effectively the critical issues facing the Company and, if elected, will seek to ensure that management delivers on its plans and promises to enhance value for all shareholders.

Trian Group’s Nominees Pledge to Work with Heinz Directors to Deliver Results and Improve Value

Heinz’s Chairman, President and Chief Executive Officer, William R. Johnson, has recently launched a smear campaign, claiming that the Trian Group has “hidden agendas” and is seeking minority Board representation at Heinz for its own “self-interests.” He has also suggested that the Trian Group’s Director nominees would be a “divisive voice” and are unqualified to execute their duties, if and when they are duly elected to the Board by the shareholders of Heinz. In addition, despite the many similarities between Heinz’s sixth restructuring plan and the Trian Group’s Action Plan, Mr. Johnson has stated that elements of the Trian Group’s Action Plan would “cripple” Heinz. Nothing could be further from the truth.

The Trian Group has no intention of either taking control of Heinz’s Board of Directors or moving the Company from Pittsburgh where it has had a major corporate presence for more than 100 years.

The Trian Group owns approximately 5.5% of the outstanding shares of Heinz stock (currently valued at approximately $750 million) or approximately fifteen times as many shares as all of the Heinz executive officers and directors combined (excluding stock options). Simply stated, the Trian Group is a substantial and highly committed

shareholder of Heinz that wants the leadership of the Company to succeed with its plans and strategies for the benefit of all Heinz shareholders.

The Trian Group’s Director nominees have successfully served and executed their responsibilities at a number of public companies, generating significant shareholder value over several decades. They are well qualified and eager to work in a minority role with Heinz’s other directors to effect positive change at Heinz for the benefit of all shareholders.

The Trian Group also believes that good corporate governance must translate into enhanced shareholder value. Accordingly, given Heinz’s management’s disappointing track record, the Trian Group believes that it is in the best interest of all Heinz shareholders that its independent Director nominees be elected now so that they may begin working constructively with other Heinz directors to deliver long overdue improvement in financial results and value creation.

About Trian Fund Management, L.P. and Sandell Asset Management Corp.

Trian Fund Management, L.P. (“Trian”), based in New York, NY, is an investment management firm whose principals are Nelson Peltz, Peter W. May and Edward P. Garden. Trian seeks to invest in undervalued and under-performing public companies and prefers to work closely with the management of those companies to effect positive change through active, hands-on influence and involvement, which it refers to as “operational activism.” Trian’s goal is to enhance shareholder value through a combination of strategic re-direction, improved operational execution, more efficient capital allocation and stronger management focus. Trian’s principals and investment team have extensive experience in reviving consumer brands, including the highly successful turnaround of Snapple Beverage Corp.

Sandell Asset Management Corp. (and affiliated companies) (“Sandell”), based in New York, NY, is an investment management firm founded by Thomas E. Sandell that focuses on corporate event driven investing worldwide. Sandell often will take an “active involvement” in facilitating financial or organizational improvements that will accrue to the benefit of shareholders.

Investment funds and accounts managed by Trian, together with an investment fund managed by Sandell are collectively referred to as the “Trian Group.” Several nominees proposed by the Trian Group (including Peter H. Rothschild) have also been recently added to the board of directors of Wendy’s International, Inc. (NYSE: WEN).

A copy of the Trian Group’s preliminary proxy statement for the Heinz 2006 Annual Meeting of Shareholders is available at the Trian Group’s informational website: www.enhanceheinz.com.

# # #

Tables and Notes To Follow

Table 1: History of Past Promises


Management’s Objectives = Over-Promise


•	Reach $14 – $15 billion of net sales by 2003 (Millennia, 1997)

•	Increase gross profit margins to 42% over several years (Excel, 1999)

•	Achieve up to $490 million of annual cost savings cumulatively (Millennia, 1997; Excel, 1999; Streamline, 2001; Growth and Innovation, 2005)

•	Grow EPS by 10 – 12% (Millennia, 1997), then 8 – 10% (Del Monte, 2002) and then 6 – 8% (Growth and Innovation, 2005)

•	Simplify the business by divesting non-core assets (all restructurings)


Actual Results = Under-Deliver

•	In pro forma fiscal 2006, the Company is still only expected to generate approximately 60% of targeted sales volume

•	Gross profit margins are in the mid 30% range

•	Appears that the Company spent its highest percentage of net sales on SG&A in pro forma fiscal 2006; increasing SG&A suggests that management plans to simplify the Company are not working

•	EPS is down since management took control in April 1998

•	The divestiture process is ongoing

Note:

“Millennia,” “Excel,” “Streamline” and “Growth and Innovation” refer to management restructuring initiatives and strategic plans. “Del Monte” refers to the spin-off of assets to Del Monte. For additional information, see Table 7 to the Trian Group’s position paper entitled: “Results Speak Louder Than Words: A Plan to Enhance Value at Heinz,” filed with the Securities and Exchange Commission on May 23, 2006 and available at no charge at the Trian Group’s informational website: http:www.enhanceheinz.com.

Table 2: Heinz Reported EPS

Special Items Aren’t So Special When They Occur In 8 Of The Last 9 Years

$2.15

$1.29

$2.47

$1.41

$2.36

$1.82

$2.27

$2.13

$1.89

1998

1999

2000

2001

2002

2003

2004

2005

2006

Period during which Heinz management

has claimed success

Audited
Figures
from
SEC
Filings


	1998		1999			2000			2001			2002			2003			2004		2005			2006

EPS Excluding																										Cu m u l ati v e S p e c i a l I t e m s : ( $ 2 . 9 4 ) Cumulative Special Items: ($2.94)
Special Items		$2.15		$2.40			$2.57			$2.55			$2.39			$2.03			$2.20		$2.34			$2.10

Special Items		–		($1.11	)		($0.10	)		($1.14	)		($0.03	)		($0.21	)		$0.07		($0.21	)		($0.21	)

% of Reported EPS		–		(86.0%	)		(4.0%	)		(80.9%	)		(1.3%	)		(11.5%	)		3.1%		(9.9%	)		(11.1%	)

Fiscal Year End Share Price		$53.31		$48.44			$37.63			$39.28			$42.80			$29.88			$38.08		$36.87			$33.70	¹

Source: Company filings and press releases

Table 3: Relative Shareholder Returns


	Total Shareholder Returns²

	8-Year³			5-Year		3-Year

Heinz⁴		(10.8	%)⁵	2.0	%	15.7	%
Mid-Cap Food Index⁶		54.6		46.1		33.8
Large-Cap Food Index⁷		26.4		42.0		41.0
S&P 500		28.2		1.7		59.2


Note:	All share prices used to calculate Total Shareholder Returns are as of February 6, 2006.

Endnotes


1	Share prices as of February 6, 2006. See endnote 2 below.
2	All calculations of share prices throughout this press release are as of February 6, 2006. Total Shareholder Returns reflect changes in share price plus dividends. From February 6, 2006 through June 20, 2006, the Company’s share price rose 23%. During that time period, we believe nothing material changed at the Company operationally or strategically. In addition, February 6, 2006 marked the beginning of a period during which the Company’s average daily trading volume rose significantly above historical levels and, on or about that time, rumors began to spread of activist involvement in the stock. Therefore, we do not believe that shareholder returns during that period are reflective of fundamental changes in the performance of the Company or actions of management.
3	As of April 30, 1998, when current management began its tenure.
4	Adjusted to reflect the value of Del Monte shares received by Heinz shareholders upon the completion of the transaction in December 2002.
5	The Heinz 8-Year total shareholder return is (34.0%), excluding cash dividends.
6	Includes Hain Celestial Group, the J.M. Smucker Company, Lance Inc., McCormick & Company Inc., NBTY Inc., Ralcorp Holdings Inc. and Tootsie Roll Industries Inc.
7	Includes Conagra Foods Inc., Campbell Soup Co., General Mills Inc., Hershey Co., Kellogg Co., Sara Lee Corp., Wm. Wrigley Jr. Company, Unilever NV, Cadbury Schweppes PLC, Nestle NA, and Group Danone.

THIS PRESS RELEASE IS FOR GENERAL INFORMATIONAL PURPOSES ONLY. IT DOES NOT HAVE REGARD TO THE SPECIFIC INVESTMENT OBJECTIVE, FINANCIAL SITUATION, SUITABILITY, OR THE PARTICULAR NEED OF ANY SPECIFIC PERSON WHO MAY RECEIVE THIS PRESS RELEASE, AND SHOULD NOT BE TAKEN AS ADVICE ON THE MERITS OF ANY INVESTMENT DECISION. THE VIEWS EXPRESSED HEREIN REPRESENT THE OPINIONS OF TRIAN FUND MANAGEMENT, L.P. AND SANDELL ASSET MANAGEMENT CORP. (COLLECTIVELY WITH THE FUNDS AND ACCOUNTS UNDER THEIR MANAGEMENT, THE “TRIAN GROUP”), AND ARE BASED ON PUBLICLY AVAILABLE INFORMATION WITH RESPECT TO H.J. HEINZ COMPANY (THE “ISSUER”).

EXCEPT FOR THE HISTORICAL INFORMATION CONTAINED HEREIN, THE MATTERS ADDRESSED IN THIS PRESS RELEASE ARE FORWARD-LOOKING STATEMENTS THAT INVOLVE CERTAIN RISKS AND UNCERTAINTIES. YOU SHOULD BE AWARE THAT ACTUAL RESULTS COULD DIFFER MATERIALLY FROM THOSE CONTAINED IN THE FORWARD-LOOKING STATEMENTS. THE TRIAN GROUP ASSUMES NO OBLIGATION TO UPDATE THE FORWARD-LOOKING INFORMATION.

MEMBERS OF THE TRIAN GROUP RESERVE THE RIGHT TO CHANGE ANY OF THEIR OPINIONS EXPRESSED HEREIN AT ANY TIME, AS THEY DEEM APPROPRIATE. THE TRIAN GROUP DISCLAIMS ANY OBLIGATION TO UPDATE THE INFORMATION CONTAINED HEREIN.

THIS PRESS RELEASE DOES NOT RECOMMEND THE PURCHASE OR SALE OF ANY SECURITY. UNDER NO CIRCUMSTANCES IS THIS PRESS RELEASE TO BE USED OR CONSIDERED AS AN OFFER TO SELL OR A SOLICITATION OF AN OFFER TO BUY ANY SECURITY. MEMBERS OF THE TRIAN GROUP CURRENTLY OWN AN AGGREGATE OF APPROXIMATELY 5.5% OF THE OUTSTANDING COMMON STOCK OF THE ISSUER. THE TRIAN GROUP INCLUDES FUNDS AND ACCOUNTS THAT ARE IN THE BUSINESS OF TRADING – BUYING AND SELLING - PUBLIC SECURITIES. IT IS POSSIBLE THAT THERE WILL BE DEVELOPMENTS IN THE FUTURE THAT CAUSE ONE OR MORE MEMBERS OF THE TRIAN GROUP FROM TIME TO TIME TO SELL ALL OR A PORTION OF THEIR SHARES IN OPEN MARKET TRANSACTIONS OR OTHERWISE (INCLUDING VIA SHORT SALES), BUY ADDITIONAL SHARES (IN OPEN MARKET OR PRIVATELY NEGOTIATED TRANSACTIONS OR OTHERWISE), OR TRADE IN OPTIONS, PUTS, CALLS OR OTHER DERIVATIVE INSTRUMENTS RELATING TO SUCH SHARES.

TRIAN FUND MANAGEMENT, L.P., SANDELL ASSET MANAGEMENT CORP. AND CERTAIN OF THEIR RESPECTIVE AFFILIATES AND NOMINEES (COLLECTIVELY, THE “PARTICIPANTS”) FILED A PRELIMINARY PROXY STATEMENT WITH THE SECURITIES AND EXCHANGE COMMISSION ON JUNE 22, 2006 RELATING TO THEIR SOLICITATION OF PROXIES FROM THE SHAREHOLDERS OF THE ISSUER WITH RESPECT TO THE 2006 ANNUAL MEETING OF SHAREHOLDERS. THE PRELIMINARY PROXY STATEMENT CONTAINS DETAILED INFORMATION REGARDING THE NAMES, AFFILIATIONS AND INTERESTS OF PERSONS WHO MAY BE DEEMED PARTICIPANTS IN THE SOLICITATION OF PROXIES. THE TRIAN GROUP INTENDS TO FILE A DEFINITIVE PROXY STATEMENT AND OTHER RELEVANT DOCUMENTS WITH THE SECURITIES AND EXCHANGE COMMISSION.

OF SHAREHOLDERS OF THE ISSUER WHEN AND IF THEY ARE AVAILABLE BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION. WHEN AND IF COMPLETED, A DEFINITIVE PROXY STATEMENT AND FORM OF PROXY WILL BE MAILED TO SHAREHOLDERS OF THE ISSUER AND WILL, ALONG WITH OTHER RELEVANT DOCUMENTS, BE AVAILABLE AT NO CHARGE AT THE SECURITIES AND EXCHANGE COMMISSION’S WEBSITE AT HTTP://WWW.SEC.GOV OR BY CONTACTING INNISFREE M&A INCORPORATED BY TELEPHONE AT 1-877-456-3442 OR BY E-MAIL AT INFO@INNISFREEMA.COM.

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www.enhanceheinz.com

Trian Fund Management, L.P.

Discussion Materials Regarding H.J. Heinz Company

June 2006

      Table of Contents

Section

1

     Introduction to the Trian Group

2

     The Trian Group’s Action Plan

3

     Lack of Accountability at Heinz

Appendix

A

          History of Past Restructuring Plans

Trian Contact Information:

Ed Garden

egarden@triarc.com

Josh Frank

jfrank@triarc.com

Informational Website Regarding Heinz:

www.enhanceheinz.com

1

Section 1

Introduction to the Trian Group

2

Fellow Shareholders

The Trian Group welcomes the opportunity to meet with fellow shareholders of Heinz

Though Heinz’s Chairman, President and Chief Executive Officer, William R. Johnson, has tried to characterize the Trian Group’s efforts and involvement as one man – Nelson Peltz – versus Heinz, this characterization is an attempt to deflect attention from the fundamental issue, which is that shareholders must hold Heinz’s management and Board accountable for their failure to deliver value

Heinz, despite a leading collection of brands, has seen its share price decline 38.2% (34.0% adjusted for the Del Monte Spin-Off)⁽¹⁾ during Mr. Johnson’s eight year reign at the helm of the Company. We believe the reason is clear – Mr. Johnson has repeatedly failed to turn his plans and promises into tangible results on the income statement and balance sheet. The time has come for all of us, as shareholders, to demand real changes at Heinz, which we believe must begin with the election of five new independent directors

As members of the Heinz Board, the Trian Group’s director nominees will seek to foster a collaborative process and will act in the best interest of ALL shareholders in an effort to effect positive change and achieve meaningful shareholder returns

3

Introduction to The Trian Group

The Trian Group consists of investment funds and accounts managed by Trian Fund Management, L.P. and an investment fund managed by Sandell Asset Management Corp.

n

Trian is an institutional asset management firm founded by Nelson Peltz, Peter May and Edward Garden that manages a concentrated portfolio of investments with a long-term investment horizon

n

Trian is focused on taking a select number of minority positions in underperforming public companies that can benefit from Messrs. Peltz and May and their team’s long track record of building businesses through operational excellence, improved execution, strategic redirection, more efficient capital allocation and stronger management focus

n

The Trian Group is seeking a minority Board presence, nominated and elected by shareholders, that will help re-establish Heinz as a high-performance, leading branded consumer products company

4

Building Businesses

Trian’s principals have a proven track record of successful value creation through hands-on relationships with management.

n

Actions/Value Added:

Ÿ

Trian acquired a 5.5% stake in Wendy’s and outlined a strategic plan entitled “A Recipe for Successful Value Creation” in December 2005

Ÿ

Comprehensive plan aimed at significantly reducing costs, increasing focus on the core brands and businesses and divesting non-core assets

n

Results to Date:

Ÿ

Wendy’s placed three representatives proposed by Trian on its Board of Directors in March 2006; the new directors have been working with management and existing Board members to effect positive change

Ÿ

The company has since embraced and has been executing many of the plans and strategies outlined by Trian

5

Building Businesses

Trian’s principals have a proven track record of successful value creation through hands-on relationships with management.

n

Actions/Value Added:

Ÿ

Acquired Snapple from The Quaker Oats Company in May 1997

Ÿ

Executed significant operational turnaround through successful product introductions, exciting branding and innovative consumer marketing

Ÿ

Reversed several years of dramatic volume declines and consistently grew top-line and bottom-line

Ÿ

Eliminated unnecessary bureaucracy and bloated corporate structure; created lean, streamlined organization embodied by a fast-moving, entrepreneurial culture

n

End Result:

Ÿ

Purchased Snapple for $300 million

Ÿ

Sold beverage group for an enterprise value of approximately $1.5 billion in October 2000

n

“Snapple responded almost immediately to Triarc’s management. Sales, which had been declining 20% a year, turned flat within three months of Triarc’s purchase...”* – Harvard Business Review, January 2002

n

“Snapple was sold to Triarc and put under the management team led by Mike Weinstein [one of Trian’s Heinz director nominees]. They have revitalized the brand by strengthening the distribution agreements, introducing new products and packaging, and returning the marketing approach that has been vital to the success of the brand.” – Julian Hardwick, ABN Amro, September 25, 2000

* Sales grew consistently thereafter.

6

Building Businesses

Trian’s principals have a proven track record of successful value creation through hands-on relationships with management.

n

Actions/Value Added:

Ÿ

Acquired interest in Triangle Industries in 1983 with the goal of making Triangle a major industrial force

Ÿ

Acquired National Can (1985, $420 million) and the packaging business of American Can (1986, $600 million)

Ÿ

Became one of the world’s largest packaging companies and a Fortune 100 company

Ÿ

Created significant value by growing sales organically and through acquisitions, keeping overhead lean and properly incentivizing and working closely with management to grow the top-line

n

End Result:

Ÿ

Interest in Triangle Industries acquired for approximately $72 million

Ÿ

Triangle was sold for an enterprise value of approximately $4.2 billion

n

“Peltz and May are, in short, what the U.S. needs more of: entrepreneurs with long-term vision. By force of example, they are demonstrating that what industrial America may need most is a vigorous application of aggressive lean management highlighted by a willingness to invest, a commitment to basic markets, and a determination to make products that customers find worth buying. These are straightforward, traditional precepts that much more of the country’s industry should start to relearn.” – Business Week, September 15, 1986

7

Setting the Record Straight

Mr. Johnson’s Rhetoric

The Reality

“Nelson Peltz and his Cayman Islands – based Trian hedge fund…would cripple Heinz.”

n

Trian’s Principals are responsible for several landmark transactions over the past twenty-five years, all with one common theme – a significant building of the business and increase in profitability. This stands in stark contrast to the Heinz record under Mr. Johnson

n

As for the repeated reference to the Cayman Islands, we note that Trian, headquartered in New York, has both onshore and offshore funds. Trian’s investors, which include U.S. pension plans, endowments and other institutions, often prefer to invest offshore

“Adding the Peltz/Trian representatives to the Board would disrupt the ability of the Board to implement the Company’s value creation strategy.”

n

Trian’s Principals have extensive experience working closely with management teams and other board members to execute strategic plans that enhance value for all shareholders

n

Given shareholder returns at Heinz have been negative for the better part of a decade and the current management team has failed to improve performance despite five restructuring plans during this period, we believe the addition of new independent directors is essential to ensure successful execution of the Company’s strategies going forward

“[Trian’s] representatives would represent themselves, not you. Now is not the right time for adding a disruptive and self-interested voice within the Heinz Boardroom.”

n

As the second largest shareholder with $750 million invested in Heinz shares, the Trian Group has a clear desire to see management and the Company succeed over the long-term

n

The Trian Group owns approximately fifteen times as many shares of common stock as all of Heinz’s executive officers and directors combined. Further, like every other shareholder, we will only benefit if performance improves and the share price appreciates

n

We are not seeking control of the Board and are not suggesting that the Company move from Pittsburgh

We believe the Board of Directors and ALL shareholders will benefit from our entrepreneurial approach, fresh perspectives, deep operational experience and commitment to holding management accountable for delivering results and increasing value.

8

Section 2

The Trian Group’s Action Plan

9

      Why We Invested In Heinz

n

The dominant and iconic Heinz brand is one of the most valuable brands in the world and is complemented by a large portfolio of leading brands

n

However, management has not come close to realizing the Company’s potential because of its failure to develop a clear strategic vision, control costs and properly manage, market and drive innovation for its core brands

Ÿ

Dependence on discounts and allowances (i.e., price) in lieu of brand building through advertising, innovation and quality (only $148 million of SG&A expense is spent on worldwide advertising, well below the level spent by the Company’s peers)

Ÿ

From 2001 through 2006, SG&A increased by almost $250 million while revenue declined significantly

Ÿ

Frantic activity in the divestiture and acquisition arenas has further damaged the Company

n

Failed operational execution has eroded shareholder value

Ÿ

Recently announced sixth major restructuring in a series of failed initiatives since 1997

Ÿ

Inefficient layers of entrenched management, bloating costs and stifling innovation

n

Improvements must come from an entrepreneurial approach and a clear strategic plan, spearheaded by a reinvigorated Board of Directors

Heinz management has essentially accepted the Trian Group’s Action Plan but set lower performance goals for the Company, further demonstrating the Board’s inability or unwillingness to hold management accountable to the high standards that the Company’s shareholders deserve.

10

      The Trian Group’s Action Plan

n

Take measures to reduce annual costs by at least $575 million.

Ÿ

Heinz has allowed its SG&A expense to increase more than 300 basis points (as a percentage of net revenue) from 2000–2002 levels

Ÿ

We believe SG&A over this period should have decreased by approximately 200 basis points, given that Heinz has since divested a number of non-core, lower margin businesses

Ÿ

We further believe there is considerable opportunity to reduce cost of sales and increase gross margins

n

Reduce “deals and allowances” by $300 million over time and drive growth by reinvesting these funds in consumer marketing and product innovation.

Ÿ

Heinz has failed to properly invest in its “power” brands and has increasingly competed on price

Ÿ

Management should reduce deals, allowances and other trade spending to retailers by at least $300 million over a period of time and reinvest these funds in the Company’s brands

Ÿ

We believe that these changes would significantly increase Heinz’s current advertising budget and help grow the market for Heinz’s products

n

Drive profitability by focusing on the key brands and geographies

Ÿ

Non-core, independent brands and geographies could, and perhaps should, be divested

Ÿ

Given the dismal track record in divestitures and acquisitions and the lack of publicly available information on returns by country and product line, we are anxious to better understand the various businesses to help ensure prudent portfolio decisions

n

Enhance total shareholder returns by more aggressively returning capital through increased share repurchases and maintaining the Company’s target dividend payout ratio of approximately 60%

11

The Trian Group’s Action Plan (cont.)

n

According to the Company’s SEC filings, SG&A, in both dollars and as a percentage of net revenue, has increased dramatically while net revenue has decreased by hundreds of millions of dollars

      SG&A as % of Net Revenue (Figures Sourced From Heinz’s Historical SEC Filings)

%

0

.

8

1

%

4

.

8

1

%

7

.

9

1

%

4

.

0

2

%

8

.

0

2

%

8

.

1

2

5

1

0

2

%

5

2

2006

Forma

Pro

5

0

0

2

4

0

0

2

3

0

0

2

2

0

0

2

1

0

0

2

5

1

0

2

25%

0

0

4

,

8

$

2

1

9

,

8

$

5

1

4

,

8

$

7

3

2

,

8

$

1

3

4

,

9

$

1

2

8

,

8

$

Net Revenue ($M)

1

3

8

,

1

$

2

5

8

,

1

$

1

2

7

,

1

$

5

2

6

,

1

$

8

3

7

,

1

$

2

9

5

,

1

$

SG&A ($M)

Source: Historical results based on the Heinz Annual Reports on Form 10-K for the fiscal years ended May 1, 2002 and April 27, 2005. Pro forma fiscal 2006 results based on Heinz’s June 2006 analyst presentation.

Note: Net revenue and SG&A for 2001 reflect the Company’s restated results following implementation of new accounting standards adopted in fiscal 2002 that transferred a portion of trade spending previously classified as part of SG&A into trade spending that reduced net revenue. Beginning in fiscal 2003, net revenue and SG&A reflect the Del Monte spin-off completed in December 2002. All figures are adjusted to add-back non-recurring expenses and restructuring charges.

12

    The Trian Group’s Action Plan (cont.)

The Trian Group’s Action Plan would not, as management asserts, cripple the Company. A careful review of the numbers bears this out.

n

May 23, 2006: The Trian Group put forth an action plan targeting $575 million of cost savings ($400 million reduction in SG&A and $175 million reduction in cost of sales)

Ÿ

This savings number compared to a $30 million cost savings target that management had put forth only months before

n

June 1, 2006: Management responded with a new plan, having found an “incremental” $355 million of cost savings ($90 million reduction in SG&A and $265 million reduction in cost of sales)

Another Perspective on Trian’s Cost Savings Target:

($ in millions)

Management’s Original Cost Savings Target

$30

n

Costs identified by management before and after Trian’s plan was released

Management’s New Cost of Sales Savings Target

265

Incremental SG&A to Return to 2001 Levels

239

n

n

n

In 2001, Heinz SG&A was $1,592 million versus $1,831 million in pro forma 2006
We believe Heinz should be able to at least return to 2001 SG&A levels, implying $239 million of additional savings
We used 2001 as the benchmark because:

Total Implied Cost Savings

$534

Differential to Reach Trian’s Plan

41

Trian’s Proposed Cost Savings

$575

Had the Trian Group put forth $385 million of targeted savings, would management have said our plan was exactly right?

–
–

Revenues today are lower than they were in 2001
Since 2001, management has “streamlined” the portfolio and divested numerous non-core, capital intensive businesses, including recent divestitures in Europe where management has stated that SG&A is disproportionately high

13

      The Trian Group’s Action Plan (cont.)

n

Although Heinz’s SG&A appears to be in-line with its peers, competitors with higher SG&A have considerably higher EBITDA margins, which justifies some of that spending. In addition, those companies with higher SG&A also spend significantly more on advertising.

SG&A as % of Net Revenue

%

5

.

8

1

%

7

.

0

2

%

8

.

1

2

%

5

.

2

2

%

8

.

2

2

%

6

.

7

2

%

5

.

5

3

0

0

1

0

2

0

3

0

4

%

0

5

l

a

r

e

n

e

G

z

n

i

e

H

t

f

a

r

K

Hershey

s

l

l

i

M

Wrigley

g

g

o

l

l

e

K

Campbell’s

0

0

1

0

2

0

3

0

4

%

0

5

p

u

o

r

G

e

g

a

r

e

v

A

)

z

n

i

e

H

.

l

c

x

E

(

)

3

(

)

3

(

)

2

(

EBITDA Margin (Before Advertising)

A

N

%

4

.

5

2

%

3

.

0

2

%

3

.

1

2

%

7

.

7

2

%

5

.

7

2

%

6

.

3

3

%

7

.

9

2

A

N

1

.

4

7

.

1

8

.

3

6

.

2

Advertising as a % of Net Revenue

9

.

5

7

.

0

1

3

.

8

%

6

.

0

2

%

3

.

1

2

%

6

.

8

1

%

5

.

7

1

%

1

.

5

2

EBITDA Margin (After Advertising)

%

5

.

1

2

%

9

.

2

2

%

4

.

1

2

      Higher SG&A is acceptable only if it drives the bottom line, which has not been the case at Heinz.

Source: Company SEC filings and presentations.

Note: All figures shown are for the last twelve months of each company’s most recent filings. Advertising as a percentage of net revenue is based on each company’s last fiscal year end. Heinz figures based on pro forma 2006, as presented in the Company’s June 1, 2006 presentation.

14

      The Trian Group’s Action Plan (cont.)

Heinz should be run as a high-performance, leading branded consumer products company.

n

Great brands define markets

Ÿ

However, great brands can only be maintained when they are continually invested behind—driving both innovation and pricing power

n

During the past eight years, Heinz’s management has failed to properly invest in its brands. Rather, the Company increasingly competes on price because of failure to drive growth through consumer marketing and product innovation

Ÿ

Only $148 million of SG&A expense was spent on worldwide advertising in fiscal 2006, representing 1.7% of net revenue

Ÿ

This compares unfavorably to an average of 6% at comparable food companies

Ÿ

In contrast, Heinz spent $1.9 billion on “marketing support recorded as a reduction of revenue” (typically trade spending “deals and allowances” for the retailer)

n

As a leading branded consumer products company, Heinz must make marketing and innovation its core competency and top priority so that its brands are relevant, top-of-mind and sought after by consumers

“Most times in marketing companies, and I happen to be a marketing guy—not a very good one, but I was, anyway—is that you take the problem and try to market your way out of it. And that results in a waste of a whole lot of money”
—William R. Johnson, June 1, 2006.

Trian finds it disturbing that the CEO of a branded consumer products company characterizes himself as a poor marketer. Trian is concerned that this attitude has seeped into the Heinz culture to the detriment of innovation and overall brand health

Heinz, above all else, must be a leader in marketing and innovation.

Source: Company’s Annual Report on Form 10-K for the fiscal year ended May 3, 2006; peer average for advertising based on Wall Street equity research and company SEC filings.

15

      The Trian Group’s Action Plan (cont.)

The Company must drive profitability by focusing on the key brands and geographies...once and for all.

n

Heinz must establish and implement a broad strategic vision globally and put an end to its frantic activity of divestitures, acquisitions and restructurings

Ÿ

With respect to international strategy, we believe management has failed in taking global brands and adopting them to local markets, while also failing to demonstrate an ability to buy local brands and create meaningful value that truly impacts the bottom line

n

Too often in the past, management has sold good businesses at the first sign of a challenge (e.g., Weight Watchers, Hain, Ore-Ida foodservice, etc.). We believe management teams are paid to find ways to overcome challenges and improve performance

n

To clarify our position on Plasmon and other potential divestiture candidates, we have not said and do not believe these businesses must be sold; rather, our view is that the Company must either commit to each and every brand and business in the portfolio or get out of those businesses now before further value is eroded and the mistakes of the past (e.g., Weight Watchers) are repeated

Ÿ

We note that Heinz has lost substantial market share in the Italian baby food market because of failure to innovate and support the Plasmon brand (market share has declined from 70%–80% to approximately 50%) which we believe has resulted in significant value deterioration

Ÿ

Our belief is that the Company must make a decision regarding the Plasmon brand—is it going to fight and reclaim lost market share or will shareholders experience déjà vu and watch another solid brand continue to deteriorate only to be sold years down the road for a price that is far less than it is worth today...and watch another private equity firm make billions in profits from Heinz’s missteps

Plasmon’s diminishing market share is just one example of management’s inability to properly manage, support and grow the Company’s brands.

16

      The Trian Group’s Action Plan (cont.)

Divestitures and acquisitions have not resulted in any significant value creation for shareholders. As outlined below, the Company sold leading businesses in two of the fastest growing sectors of the food industry – dietary and organic foods.

n

Weight Watchers

Ÿ

July 1999— deemed “not a strategic fit” by Mr. Johnson and sold for $735 million

Ÿ

Today—$4.2 billion market capitalization and enterprise value of almost $5 billion; EBITDA has increased more than three-fold since Heinz sold the business

Ÿ

June 2006—Nestlé, one of the world’s largest food companies, acquired Jenny Craig, a leading weight management company. Nestlé’s investment thesis: “Another important step in [the company’s] transformation process into a nutrition, health and wellness company that sees weight management as a key competence. The rise of obesity...is a major public health concern, not only in the USA but also the world over” (Peter Brabeck-Letmathe, Chairman and CEO of Nestlé)

n

Hain Food Group/Earth’s Best

Ÿ

September 1999/June 2000—Heinz invested $180 million for a 19.5% stake in Hain in order to “thrust Heinz into the natural and organic food segment, which is among the fastest growing in the international food industry” (William R. Johnson, Chairman, President and CEO)

Ÿ

December 2005—After already taking a $65 million impairment charge, Heinz took a further loss after selling its stake

Ÿ

Today—Hain trades at a 30% premium to the price at which Heinz sold its Hain shares

Conclusion: Heinz suffers from a lack of strategic vision that raises serious questions about management’s ability to execute its sixth restructuring plan unaided.

17

The Trian Group’s Action Plan (cont.)

Irrespective of the differences or magnitude between the Trian Group’s Action Plan and Heinz management’s plan, success will be driven by the ability to execute.

n

Trian’s principals have an extensive track record building consumer products and food and beverage companies, and overseeing the execution of strategic plans that lead to significant value creation

n

Heinz’s management, overseen by the Company’s Board, has consistently failed to turn plans and promises into tangible results, trumpeting purported improved performance while actual results have been disappointing

Trian Group Action Plan—May 2006

Heinz Management Plan—June 2006

n

Take measures to reduce annual costs by $575M

n

Reduce costs to improve margins

n

Reduce “deals and allowances” by $300M

Ÿ  Drive efficiency in trade spend

n

Reinvest in consumer marketing and product innovation

Ÿ  Integrate global supply chain

n

Focus on key brands and geographies

Ÿ  Reduce SG&A costs

n

Return capital through increased share repurchases and higher long-term target dividend payout ratio

n

Grow the core portfolio

Ÿ  Three value-added categories

Ÿ  Focused global markets

n

Generate cash to deliver superior shareholder value

The Trian Group’s director nominees are committed to acting in the best interest of ALL shareholders and will seek to effect
prudent and thoughtful decision making, thus enabling management to successfully execute a value-enhancing strategic
plan for Heinz.

18

Section 3

Lack of Accountability at Heinz

19

    A History of Hyperbole and Over-Promising…

1997

2006

2005

2004

2003

2002

2001

2000

“We have the right strategy, the right brands
and the right people to drive the business
forward.  We are in fighting shape to deliver
high quality earnings growth by relentlessly
attacking non-value added costs and innovating
and growing some of the world’s best brands.”

William R. Johnson,

Chairman, President and CEO, H.J. Heinz

Company

June 1, 2006

“Heinz is becoming an even more attractive investment
opportunity as we focus on three strong categories where
we have the consumer expertise, the leading brands and
operational capabilities to generate stronger and higher
quality growth in profits and sales.”

William R. Johnson,

Chairman, President and CEO, H.J. Heinz Company

September 20, 2005

“This transformative transaction is a unique win-win proposition for both
companies…Heinz will become a faster-growing, more focused,
international food company, targeting consistent earnings per share
increases of 8 to 10 percent per year and targeting 3 to 4 percent
increases in annual sales following this transition year… As a stronger,
more focused company, Heinz is better positioned to increase shareholder
value by unlocking the potential of our powerful brands… We will now be
focused on two attractive food segments, Meal Enhancers and Meals &
Snacks.”

William R. Johnson,

Chairman, President and CEO, H.J. Heinz Company

June 13, 2002

Operation Excel:

Del Monte Spin

-

Off:

Superior Value

&

Growth

Plan:

1999

1998

Project Streamline:

Growth

& Innovation

Plan:

“Heinz has launched this bold initiative, which
we call Project Millennia, to deliver the 21st
Century early and produce unprecedented
competitive strength to ride the global growth
wave in terms of brand growth, financial
performance and enhanced shareholder value.”

H.J. Heinz Company

March 14, 1997

Project Millennia:

1997

1997

2006

2005

2004

2003

2002

2001

2000

“We are confident that the savings generated by
restructuring and the marketing initiatives already
underway will generate sustained volume growth and
increased shareholder value. Heinz has the talent, the
strategy, the scale, the brand power and the
leadership to unlock new growth opportunities around
the world and be the premier performer in the global
food industry.”

William R. Johnson,

President and CEO, H.J. Heinz Company

May 6, 1999

“Heinz is taking aggressive action to improve earnings, to
drive innovation in our leading brands and to increase the
efficiency of our tuna and pet food operations. Our goal is
to make all of our global businesses as competitive as
possible as Heinz aims to achieve stronger sales and profit
growth.”

William R. Johnson,

Chairman, President and CEO, H.J. Heinz Company

March 15, 2001

20

  …While Under-Delivering on Actual Results

Despite the rhetoric, multiple restructurings and over $3.3 billion of net capital invested, management has failed to grow the bottom line.

Reported EPS

$2.15

$1.29

$2.47

$1.41

$2.36

$1.82

$2.27

$2.13

$1.89

0

1

2

3

$4

0

1

2

3

$4

Period during which Heinz management has claimed success

1998

1999

2000

2001

2002

2003

2004

2005

2006

EPS Excluding

Special Items

$2.15

$2.40

$2.57

$2.55

$2.39

$2.03

$2.20

$2.34

$2.10

Special Items

–

($1.11)

($0.10)

($1.14)

($0.03)

($0.21)

$0.07

($0.21)

($0.21)

% of Reported EPS

–

(86.0%)

(4.0%)

(80.9%)

(1.3%)

(11.5%)

3.1%

(9.9%)

(11.1%)

Net Capital Investment (1999

–

2006)

-

$M

1999

–

2006

Capital expenditures

$2,251

Acquisitions

3,525

Cumulative Special

Items:  ($2.94)

Note:  Not so

special when they

occur almost every

year

Cumulative Special

Items:  ($2.94)

Note:  Not so

special when they

occur almost every

year

Proceeds from Divestitures

(4,402)

Total Writedowns, Costs and

Charges from Restructurings

1,970

Total Net Capital Investment

$3,343

Source:  Company SEC filings and press releases.

21

Poor Performance Has Translated Into Negative
Shareholder Returns...

Despite management’s repeated promises, shareholder returns have significantly underperformed for the better part of a decade.

Total Shareholder Returns⁽⁴⁾

8-Year⁽⁵⁾

5-Year

3-Year

Heinz⁽⁶⁾

(34.0%) excluding

15.7%

2.0%

(10.8%)

cash dividends

Large-Cap Food Index⁽⁷⁾

41.0

42.0

26.4

Mid-Cap Food Index⁽⁸⁾

33.8

46.1

54.6

59.2

1.7

28.2

S&P 500

   Heinz Stock Price Performance

20.00

30.00

40.00

50.00

$60.00

1/97

1/98

2/99

2/00

3/01

3/02

4/03

5/04

5/05

6/06

20.00

30.00

40.00

50.00

$60.00

Project Millenia

March 14, 1997

Operation Excel

February 17, 1999

Project Streamline

March 15, 2001

Del Monte Spin-Off

June 13, 2002

Growth and

Innovation Plan

September 20, 2005

Superior Value

and Growth Plan

June 1, 2006

Rumors surface of

activist involvement

February 6, 2006

22

   … Yet the Hyperbole and Rhetoric Continue

“Heinz is structurally the Company I envisioned four years ago.”

William R. Johnson,
Chairman, President and CEO, H.J. Heinz Company
June 1, 2006

n

Through management claims that the last four years have shown improvement, important performance metrics do not bear this out.

($ in millions, except per share value)

2002

2003

(9)

2004

2005

Pro Forma

2006

Net Revenue

$9,431

$8,237

$8,415

$8,912

$8,400

EBITDA

1,910

1,576

1,606

1,634

1,560

EBITDA Margin

20.3%

19.1%

19.1%

18.3%

18.6%

Reported EPS (Audited)

2.36

1.82

2.27

2.13

1.89

EPS Excluding Special Items

2.39

2.03

2.20

2.34

2.10

Fiscal Year End Share Price

$42.80

$29.88

$38.08

$36.87

$33.70

(10)

Source: Historical results based on the Heinz Annual Reports on Form 10-K for each respective fiscal year. Pro forma 2006 results based on Heinz’s June 2006 analyst presentation. All figures are adjusted to add-back non-recurring expenses and restructuring charges, with the exception of reported EPS.

Note: 2006 EPS numbers based on actual 2006 results. The Company indicated in its June 2006 analyst presentation that pro forma 2006 EPS is estimated at $2.13.

23

Lack of Credibility Persists

Heinz management has consistently failed to execute on its plans and promises, trumpeting purported performance while actual results have been disappointing.

n

Had management executed on its five prior plans, Heinz stated it would now have sales of approximately $14 to $15 billion, would have achieved approximately $490 million in cost savings (not including savings from the most recent plan of $355 million, which would bring total savings to $845 million) and we believe would have EPS of between $4.00 and $5.00

n

Instead‚ the Company recently reported fiscal 2006 sales of $8.6 billion and EPS of $1.89, down from $2.13 in fiscal 2005

Management Rhetoric = Over-Promise

Actual Results = Under-Deliver

n

Reach $14 – $15 billion of net sales by 2003 (Millennia‚ 1997)

n

For pro forma fiscal 2006, the Company only generated approximately 60% of targeted sales volume

n

Increase gross profit margins to 42% over several years (Excel, 1999)

n

Gross profit margins are in the mid-high 30% range

n

Achieve up to $490 million of annual cost savings cumulatively (Millennia, 1997; Excel, 1999; Streamline, 2001; Growth and Innovation, 2005)

n

Appears that the Company spent its highest percentage of net sales on SG&A in pro forma fiscal 2006

n

Grow EPS by 10 – 12% (Millennia, 1997), then 8 – 10% (Del Monte, 2002) and then 6 – 8% (Growth and Innovation, 2005)

n

EPS is virtually unchanged since management took control in April 1998

n

Simplify the business by divesting non-core assets (all restructurings)

n

Management has stated their divestiture process is complete—is this credible?

Management Rhetoric = Over-Promise

Actual Results = Under-Deliver

“Superior Value and Growth Plan”

n
$385M in cost savings (including $30 million
for September)

Not Credible

n
$145M in reduced trade spend

n
$1.0B in additional share repurchases

n
16.7% increase in dividend

n
10.0% EPS growth

Note: “Millennia,” “Excel,” “Streamline” and “Growth and Innovation” refer to management restructuring plans. “Del Monte” refers to the spin-off of assets to Del Monte.

24

Recent Events

Though Mr. Johnson recently told investors that Heinz’s repurchase of shares at the current price represents “good value,” The Wall Street Journal noted that Mr. Johnson has taken advantage of the recent increase in the share price to sell some of his own shares.

“The Board has also authorized the repurchase of $1 billion of additional shares over the next two years…

…Frankly we feel like it’s—the buy is a good value”

William R. Johnson
Chairman, President and CEO,
H.J Heinz Company
June 1, 2006

“Mr. Johnson has benefited from the stock-price increase that has accompanied Mr. Peltz’s demands…Mr. Johnson reported selling 223,127 shares in the Pittsburgh condiment maker last week for an average price of $42.39…From February, when reports surfaced that Mr. Peltz was about to launch a proxy fight with Heinz, until last week when Mr. Johnson sold shares, the company’s stock price rose more than 15%”

The Wall Street Journal
June 14, 2006

25

Appendix A

History of Past Restructuring Plans

26

Summary of Major Restructuring Initiatives

Project

Goals

Major Initiatives

Key Financial Targets

Millennia
(1997)
Total Cost:
$728 million

n

Strengthen the Company’s six core businesses and improve profitability and growth across regions

n

Sell Ore-Ida foodservice business to McCain

n

$200 million in annual savings

n

n

n

n

Close or sell approximately 25 plants worldwide, while investing to upgrade and build plants to add capacity in fast-growing markets
2,500 person reduction in global headcount, excluding the sale of plants or businesses
Eliminate end-of-quarter trade promotion practices to improve inventory turns, cash flow and working capital
Exit non-core businesses

n

n

n

n

Ensure 10-12% earnings growth for future
Target $14-$15 billion net sales by 2003
Achieve over $2 billion in free cash flow over the next five years
Reduce working capital by $300 million

Management Comments: “[Heinz] today announced its largest ever reorganization plan designed to strengthen the company’s six core businesses and improve Heinz’s profitability and global growth… Future growth initiatives focus on investing in Heinz’s big global brands, maximizing market share and extending successful products to new markets.” (Millennia Press Release – March 14, 1997)

Excel
(1999)
Total Cost:
$1.2 billion

n

4-year growth and restructuring initiative aimed at creating more efficient manufacturing centers, a more focused product portfolio and a more centralized management structure

n

Focus on six core food categories and six key countries to provide a platform for growth in other new markets worldwide

n
n

$200 million in annual savings
Volume growth of 3-4% annually

n

Realign global manufacturing and distribution and create ‘‘Centers of Manufacturing Excellence’’ through expansion of 13 to 15 factories, closure or sale of 15 to 20 factories and the downsizing of at least 10 more

n
n

Increase gross profit margin to 42%
Plan to invest $100 million to support marketing and pricing initiatives

n

Reduce worldwide workforce by approximately 3,000 to 4,000 people over four years

n

Sell the Weight Watchers classroom business

Management Comments: “Operation Excel makes possible the focus and scale that are essential to winning... Focus and scale will be the key to future success in the food industry, and our strategy will be to refocus on the growth potential of our six core food categories and six countries where we have superior scale to leverage the power of our brands. This 6x6 category and geographic core contributes 80 percent of our global revenue and 90 percent of our operating income… All of this will create the greatest transformation in the history of Heinz… We are confident that our strategy of focused scale -- combined with the benefits of an aggressive restructuring and re-energized top-line growth -- will deliver sustainable and superior value and earnings growth over the next four years, producing improved shareholder value.” (Excel Press Release – February 17, 1999)

“We have made substantial progress in the first phase of Operation Excel, and we anticipate significant returns as a result… As we begin the new fiscal year, we are confident that the savings generated by restructuring and the marketing initiatives already underway will generate sustained volume growth and increased shareholder value. Heinz has the talent, the strategy, the scale, the brand power and the leadership to unlock new growth opportunities around the world and be the premier performer in the global food industry.” (Excel Update Press Release – May 6, 1999)

Streamline
(2001)
Total Cost:
$317 million

n

Implementation of worldwide organizational restructuring to reduce overhead costs and streamline pet foods and tuna businesses

n

Eliminate tuna operations in Puerto Rico

n

$60 million in annual savings

n

Consolidate the Company’s North American canned pet food production to Bloomsburg, PA

n

Divest the company’s U.S. fleet of fishing boats and related equipment

n

Centralize European supply chain

n

Reduce workforce by approximately 1,900 people

Management Comments: “The company today also unveiled major initiatives to streamline its tuna and pet food supply chain and to reduce global overhead. This includes an aggressive effort to centralize Heinz’s supply chain in Europe…’Heinz is taking aggressive action to improve earnings, to drive innovation in our leading brands and to increase the efficiency of our tuna and pet food operations. Our goal is to make all of our global businesses as competitive as possible as Heinz aims to achieve stronger sales and profit growth.’” (Streamline Press Release – March 15, 2001)

Del Monte Spin-Off
(2002)
Total Cost:
$269 million

n

Spin-off businesses generating $1.8 billion in annual revenue (20% of Heinz’s sales) to Del Monte

n

Spin-off North American pet food and pet snacks, U.S. tuna, private label soups, College Inn broth and U.S. infant feeding businesses to shareholders and merge entity with Del Monte

n

n

Revenue growth of 3-4% after “transition year” in fiscal 2003
EPS growth of 8-10% per
year

n

Reduce dividend by approximately one-third to reflect the smaller business base and to help finance greater investment in brand growth

n

Plan to invest additional $100 million plus in marketing

n

Transfer 5,000 Heinz employees to Del Monte

Management Comments: “This transformative transaction is a unique win-win proposition for both companies…Heinz will become a faster-growing, more focused, international food company, targeting consistent earnings per share increases of 8 to 10 percent per year and targeting 3 to 4 percent increases in annual sales following this transition year… As a stronger, more focused company, Heinz is better positioned to increase shareholder value by unlocking the potential of our powerful brands… We will now be focused on two attractive food segments, Meal Enhancers and Meals & Snacks.” (Del Monte Transaction Press Release – June 13, 2002)

Growth & Innovation Plan
(2005)
Total Cost:
$157 million

n

Drive growth and innovation by focusing on main categories and divesting non-core businesses with $1.4 billion in annual revenue

n

Focus on three attractive categories where the Company has unique strengths

n

$30 million in annual
savings

n

Heinz Europe to replicate success in North America and Australasia

n

Revenue growth of 3-4% per year

n

Hire JP Morgan Chase and UBS to assist on non-core divestitures (seafood, vegetable and frozen businesses in Europe and Tegel poultry business in New Zealand)

n

EPS growth of 6-8% per year off the fiscal 2006 pro forma base (net dilution of $0.25-$0.29 per share in fiscal 2006)

n

Open new Global Innovation and Quality Center

n

Operating Free Cash Flow of $800 million – $1.0 billion

Management Comments: “Heinz is becoming an even more attractive investment opportunity as we focus on three strong categories where we have the consumer expertise, the leading brands and operational capabilities to generate stronger and higher quality growth in profits and sales.” (Growth & Innovation Press Release – September 20, 2005)

Source: Heinz Annual Reports on Form 10K for the periods ended April 30, 1997, April 28, 1999, May 2, 2001, May 1, 2002 and May 3, 2006, Heinz Quarterly Report on form 10-Q for the period ended January 25, 2006, Company Presentations and Company Press Releases.

27

History of Past Restructuring Plans

The First Plan: Project Millennia (1997)

“Heinz has launched this bold initiative, which we call Project Millennia, to deliver the 21^st Century
early and produce unprecedented competitive strength to ride the global growth wave in terms of
brand growth, financial performance and enhanced shareholder value.”

H.J. Heinz Company

March 14, 1997

Project Millennia
1997

Expected Annual Cost Savings

$200,000,000

Expected Head Count Reductions

2,500

Writedowns, Costs & Restructuring Charges

$728,000,000

Source: Company SEC filings and press releases.

28

History of Past Restructuring Plans (cont.)

The Second Plan: Operation Excel (1999)

“Operation Excel …. will create the greatest transformation in the history of Heinz”

William R. Johnson,
President and CEO, H.J. Heinz Company

February 17, 1999

“…we are confident that the savings generated by restructuring and the marketing initiatives
already underway will generate sustained volume growth and increased shareholder value”

William R. Johnson,

President and CEO, H.J. Heinz Company

May 6, 1999

Project Millennia
1997

Operation Excel
1999

Expected Annual Cost Savings

$200,000,000

$200,000,000

Expected Head Count Reductions

2,500

3,000–4,000

Writedowns, Costs & Restructuring Charges

$728,000,000

$1,200,000,000

Source: Company SEC filings and press releases.

29

History of Past Restructuring Plans (cont.)

The Third Plan: Project Streamline (2001)

“Our goal is to make all of our global businesses as competitive as possible as Heinz
aims to achieve stronger sales and profit growth.”

William R. Johnson,

Chairman, President and CEO, H.J. Heinz Company

March 15, 2001

Project Millennia
1997

Operation Excel
1999

Project
Streamline
2001

Expected Annual Cost Savings

$200,000,000

$200,000,000

$60,000,000

Expected Head Count Reductions

2,500

3,000–4,000

1,900

Writedowns, Costs & Restructuring Charges

$728,000,000

$1,200,000,000

$317,000,000

Source: Company SEC filings and press releases.

30

History of Past Restructuring Plans (cont.)

The Fourth Plan: Del Monte Spin-Off (2002)

“Heinz will become a faster-growing, more focused, international food company, targeting
consistent earnings per share increases of 8 to 10 percent per year and targeting
3 to 4 percent increases in annual sales following this transition year.”

William R. Johnson,
Chairman, President and CEO, H.J. Heinz Company
June 13, 2002

Project Millennia
1997

Operation Excel
1999

Project
Streamline
2001

Del Monte
Spin-Off
2002

Expected Annual Cost Savings

$ 200,000,000

$ 200,000,000

$ 60,000,000

—

Expected Head Count Reductions

2,500

   3,000–4,000

1,900

5,000/100⁽¹¹⁾

Writedowns, Costs & Restructuring Charges

$ 728,000,000

$ 1,200,000,000

$ 317,000,000

$ 269,000,000

Source: Company SEC filings and press releases.

31

History of Past Restructuring Plans (cont.)

The Fifth Plan: Growth & Innovation (September 2005)

“Heinz is becoming an even more attractive investment opportunity as we focus
on three strong categories where we have the consumer expertise, the
leading brands and operational capabilities to generate stronger
and higher quality growth in profits and sales.”

William R. Johnson,
Chairman, President and CEO, H.J. Heinz Company
September 20, 2005

Project Millennia
1997

Operation Excel
1999

Project
Streamline
2001

Del Monte
Spin-Off
2002

Growth &
Innovation Plan
2005

Expected Annual Cost Savings

$ 200,000,000

$ 200,000,000

$ 60,000,000

—

$ 30,000,000

Expected Head Count Reductions

2,500

   3,000–4,000

1,900

5,000/100⁽¹¹⁾

—

Writedowns, Costs & Restructuring Charges

$ 728,000,000

$ 1,200,000,000

$ 317,000,000

$ 269,000,000

$ 157,000,000

Source: Company SEC filings and press releases.

32

History of Past Restructuring Plans (cont.)

The Sixth Plan: Superior Value and Growth (June 2006)

“We have the right strategy, the right brands and the right people to drive the business forward. We are in fighting shape to deliver high quality earnings growth by relentlessly attacking non-value added costs and innovating and growing some of the world’s best brands.”

William R. Johnson
Chairman, President and CEO, H.J. Heinz Company
June 1, 2006 (after release of the Trian Group’s Action Plan)

Project Millennia
1997

Operation Excel
1999

Project
Streamline
2001

Del Monte
Spin-Off
2002

Growth &
Innovation Plan
2005

Superior Value &
Growth Plan
June 2006

Expected Annual Cost Savings

$ 200,000,000

$ 200,000,000

$ 60,000,000

—

$ 30,000,000

$ 355,000,000⁽¹²⁾

Expected Head Count Reductions

2,500

3,000–4,000

1,900

5,000/100⁽¹¹⁾

—

2,700

Writedowns, Costs & Restructuring Charges

$ 728,000,000

$ 1,200,000,000

$ 317,000,000

$ 269,000,000

$ 157,000,000

—

Release of The Trian Group’s

Action Plan May 2006

Source: Company SEC filings and press releases.

33

Endnotes

(1)

All calculations of share prices throughout this presentation are as of February 6, 2006. From February 6, 2006 through June 20, 2006, the Company’s share price rose 23%. During that time period, we believe nothing material changed at the Company operationally or strategically. In addition, February 6, 2006 marked the beginning of a period during which the Company’s average daily trading volume rose significantly above historical levels and, on or about that time, rumors began to spread of activist involvement in the stock. Therefore, we do not believe that shareholder returns since February 6, 2006 are reflective of fundamental changes in the performance of the Company or actions of management.

(2)

See footnote 19 to the Company’s Annual Report on Form 10-K for the period ended May 3, 2006. Only includes advertising costs included in SG&A (and not netted against revenue) as we believe this measure is more comparable to how peer companies report advertising.

(3)

For the Campbell Soup Co. and the Kellogg Co., SG&A as a percentage of net revenue and EBITDA margin are both adjusted for stock compensation expense recognized in 2006 in accordance with the new provisions of SFAS 123R. The adjustments are $65.0 million and $15.4 million, for the Campbell Soup Co. and the Kellogg Co. respectively. Additionally, advertising expenses are not disclosed for the Campbell Soup Co.

(4)

Total Shareholder Returns reflect changes in share price plus dividends. All share prices used to calculate Total Shareholder Returns throughout this presentation are as of February 6, 2006. See Endnote 1.

(5)

As of April 30, 1998, when current management began its tenure.

(6)

Adjusted to reflect the value of Del Monte shares received by Heinz shareholders upon completion of the transaction in December 2002.

(7)

Includes Conagra Foods Inc., Campbell Soup Co., General Mills Inc., Hershey Co., Kellogg Co., Sara Lee Corp., Wm. Wrigley Jr. Company, Unilever NV, Cadbury Schweppes PLC, Nestle NA, and Group Danone.

(8)

Includes Hain Celestial Group, The J.M. Smucker Company, Lance Inc., McCormick & Company Inc., NBTY Inc., Ralcorp Holdings Inc. and Tootsie Roll Industries Inc.

(9)

Post spin-off of assets to Del Monte. Heinz shareholders received approximately $3.45 in value (in Del Monte shares) per Heinz share as part of this transaction.

(10)

Share price as of February 6, 2006. See Endnote 1.

(11)

Approximately 5,000 Heinz employees were to be transferred to Del Monte and less than 100 jobs throughout the Heinz US and Canadian operations were to be eliminated per Heinz 8-K dated June 12, 2002.

(12)

The $355 million in savings is incremental to the $30 million from the September 2005 plan.

34

THIS PRESENTATION IS FOR GENERAL INFORMATIONAL PURPOSES ONLY. IT DOES NOT HAVE REGARD TO THE SPECIFIC INVESTMENT OBJECTIVE, FINANCIAL SITUATION, SUITABILITY, OR THE PARTICULAR NEED OF ANY SPECIFIC PERSON WHO MAY RECEIVE THIS PRESENTATION, AND SHOULD NOT BE TAKEN AS ADVICE ON THE MERITS OF ANY INVESTMENT DECISION. THE VIEWS EXPRESSED HEREIN REPRESENT THE OPINIONS OF THE TRIAN GROUP, AND ARE BASED ON PUBLICLY AVAILABLE INFORMATION WITH RESPECT TO H.J. HEINZ COMPANY (THE “ISSUER”). CERTAIN FINANCIAL INFORMATION AND DATA USED HEREIN HAVE BEEN DERIVED OR OBTAINED FROM FILINGS MADE WITH THE SECURITIES AND EXCHANGE COMMISSION (“SEC”) BY THE ISSUER OR OTHER COMPANIES THE TRIAN GROUP CONSIDERS COMPARABLE.

THE TRIAN GROUP HAS NOT SOUGHT OR OBTAINED CONSENT FROM ANY THIRD PARTY TO USE ANY STATEMENTS OR INFORMATION INDICATED HEREIN AS HAVING BEEN OBTAINED OR DERIVED FROM STATEMENTS MADE OR PUBLISHED BY THIRD PARTIES. ANY SUCH STATEMENTS OR INFORMATION SHOULD NOT BE VIEWED AS INDICATING THE SUPPORT OF SUCH THIRD PARTY FOR THE VIEWS EXPRESSED HEREIN. NO WARRANTY IS MADE THAT DATA OR INFORMATION, WHETHER DERIVED OR OBTAINED FROM FILINGS MADE WITH THE SEC OR FROM ANY THIRD PARTY, ARE ACCURATE.

THE TRIAN GROUP SHALL NOT BE RESPONSIBLE OR HAVE ANY LIABILITY FOR ANY MISINFORMATION CONTAINED IN ANY SEC FILING OR THIRD PARTY REPORT. THERE IS NO ASSURANCE OR GUARANTEE WITH RESPECT TO THE PRICES AT WHICH ANY SECURITIES OF THE ISSUER WILL TRADE, AND SUCH SECURITIES MAY NOT TRADE AT PRICES THAT MAY BE IMPLIED HEREIN. THE ESTIMATES, PROJECTIONS, PRO FORMA INFORMATION AND POTENTIAL IMPACT OF THE TRIAN GROUP’S ACTION PLAN SET FORTH HEREIN ARE BASED ON ASSUMPTIONS WHICH THE TRIAN GROUP BELIEVE TO BE REASONABLE, BUT THERE CAN BE NO ASSURANCE OR GUARANTEE THAT ACTUAL RESULTS OR PERFORMANCE OF THE ISSUER WILL NOT DIFFER, AND SUCH DIFFERENCES MAY BE MATERIAL. THIS PRESENTATION DOES NOT RECOMMEND THE PURCHASE OR SALE OF ANY SECURITY. MEMBERS OF THE TRIAN GROUP RESERVE THE RIGHT TO CHANGE ANY OF THEIR OPINIONS EXPRESSED HEREIN AT ANY TIME AS THEY DEEM APPROPRIATE. THE TRIAN GROUP DISCLAIMS ANY OBLIGATION TO UPDATE THE INFORMATION CONTAINED HEREIN.

UNDER NO CIRCUMSTANCES IS THIS PRESENTATION TO BE USED OR CONSIDERED AS AN OFFER TO SELL OR A SOLICITATION OF AN OFFER TO BUY ANY SECURITY. MEMBERS OF THE TRIAN GROUP CURRENTLY HOLD SHARES OF COMMON STOCK REPRESENTING AN AGGREGATE OWNERSHIP OF APPROXIMATELY 5.5% OF THE OUTSTANDING COMMON STOCK OF THE ISSUER. THE TRIAN GROUP MANAGES FUNDS AND ACCOUNTS THAT ARE IN THE BUSINESS OF TRADING – BUYING AND SELLING – PUBLIC SECURITIES. IT IS POSSIBLE THAT THERE WILL BE DEVELOPMENTS IN THE FUTURE THAT CAUSE ONE OR MORE MEMBERS OF THE TRIAN GROUP FROM TIME TO TIME TO SELL ALL OR A PORTION OF THEIR SHARES IN OPEN MARKET TRANSACTIONS OR OTHERWISE (INCLUDING VIA SHORT SALES), BUY ADDITIONAL SHARES (IN OPEN MARKET OR PRIVATELY NEGOTIATED TRANSACTIONS OR OTHERWISE), OR TRADE IN OPTIONS, PUTS, CALLS OR OTHER DERIVATIVE INSTRUMENTS RELATING TO SUCH SHARES. THE MEMBERS OF THE TRIAN GROUP ALSO RESERVE THE RIGHT TO TAKE ANY ACTIONS WITH RESPECT TO THEIR INVESTMENTS IN THE ISSUER AS THEY MAY DEEM APPROPRIATE, INCLUDING, BUT NOT LIMITED TO, COMMUNICATING WITH MANAGEMENT OF THE ISSUER, THE BOARD OF DIRECTORS OF THE ISSUER AND OTHER INVESTORS OR CONDUCTING A PROXY SOLICITATION WITH RESPECT TO THE ELECTION OF PERSONS TO THE BOARD OF DIRECTORS OF THE ISSUER.

SECURITY HOLDERS ARE ADVISED TO READ THE PROXY STATEMENT AND OTHER DOCUMENTS RELATED TO THE SOLICITATION OF PROXIES BY TRIAN FUND MANAGEMENT, L.P., SANDELL ASSET MANAGEMENT CORP. AND CERTAIN OF THEIR RESPECTIVE AFFILIATES AND NOMINEES (COLLECTIVELY, THE “PARTICIPANTS”) FROM THE SHAREHOLDERS OF H. J. HEINZ COMPANY FOR USE AT THE 2006 ANNUAL MEETING OF SHAREHOLDERS OF H. J. HEINZ COMPANY WHEN AND IF THEY ARE AVAILABLE BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION. WHEN AND IF COMPLETED, A DEFINITIVE PROXY STATEMENT AND FORM OF PROXY WILL BE MAILED TO SHAREHOLDERS OF H. J. HEINZ COMPANY AND WILL, ALONG WITH OTHER RELEVANT DOCUMENTS, BE AVAILABLE AT NO CHARGE AT THE SECURITIES AND EXCHANGE COMMISSION’S WEBSITE AT HTTP://WWW.SEC.GOV OR BY CONTACTING INNISFREE M&A INCORPORATED BY TELEPHONE AT 1-877-456-3442 OR BY E-MAIL AT INFO@INNISFREEMA.COM. INFORMATION RELATING TO THE PARTICIPANTS IS CONTAINED IN EXHIBIT 2 TO THE SCHEDULE 14A FILED BY THE PARTICIPANTS WITH THE SECURITIES AND EXCHANGE COMMISSION ON MAY 23, 2006.

35

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Trian Fund Management, L.P.

Discussion Materials Regarding H.J. Heinz Company

June 2006


Section


1		Introduction to the Trian Group

2		The Trian Group’s Action Plan

3		Lack of Accountability at Heinz

Appendix

	A	History of Past Restructuring Plans


Trian Contact Information:

Ed Garden	egarden@triarc.com

Josh Frank	jfrank@triarc.com

Informational Website Regarding Heinz:	www.enhanceheinz.com


	The Trian Group welcomes the opportunity to meet with fellow shareholders of Heinz Though Heinz’s Chairman, President and Chief Executive Officer, William R. Johnson, has tried to characterize the Trian Group’s efforts and involvement as one man – Nelson Peltz – versus Heinz, this characterization is an attempt to deflect attention from the fundamental issue, which is that shareholders must hold Heinz’s management and Board accountable for their failure to deliver value Heinz, despite a leading collection of brands, has seen its share price decline 38.2% (34.0% adjusted for the Del Monte Spin-Off)⁽¹⁾ during Mr. Johnson’s eight year reign at the helm of the Company. We believe the reason is clear – Mr. Johnson has repeatedly failed to turn his plans and promises into tangible results on the income statement and balance sheet. The time has come for all of us, as shareholders, to demand real changes at Heinz, which we believe must begin with the election of five new independent directors As members of the Heinz Board, the Trian Group’s director nominees will seek to foster a collaborative process and will act in the best interest of ALL shareholders in an effort to effect positive change and achieve meaningful shareholder returns


	*The Trian Group consists of investment funds and accounts managed by Trian Fund Management, L.P. and an investment fund managed by Sandell Asset Management Corp.*

	n	Trian is an institutional asset management firm founded by Nelson Peltz, Peter May and Edward Garden that manages a concentrated portfolio of investments with a long-term investment horizon

	n	Trian is focused on taking a select number of minority positions in underperforming public companies that can benefit from Messrs. Peltz and May and their team’s long track record of building businesses through operational excellence, improved execution, strategic redirection, more efficient capital allocation and stronger management focus

	n	The Trian Group is seeking a minority Board presence, nominated and elected by shareholders, that will help re-establish Heinz as a high-performance, leading branded consumer products company


*Trian’s principals have a proven track record of successful value creation through hands-on relationships with management.*

	n	Actions/Value Added:

		Ÿ	Trian acquired a 5.5% stake in Wendy’s and outlined a strategic plan entitled “A Recipe for Successful Value Creation” in December 2005

		Ÿ	Comprehensive plan aimed at significantly reducing costs, increasing focus on the core brands and businesses and divesting non-core assets

	n	Results to Date:

		Ÿ	Wendy’s placed three representatives proposed by Trian on its Board of Directors in March 2006; the new directors have been working with management and existing Board members to effect positive change

		Ÿ	The company has since embraced and has been executing many of the plans and strategies outlined by Trian


*Trian’s principals have a proven track record of successful value creation through hands-on relationships with management.*

	n	Actions/Value Added:

		Ÿ	Acquired Snapple from The Quaker Oats Company in May 1997

		Ÿ	Executed significant operational turnaround through successful product introductions, exciting branding and innovative consumer marketing

		Ÿ	Reversed several years of dramatic volume declines and consistently grew top-line and bottom-line

		Ÿ	Eliminated unnecessary bureaucracy and bloated corporate structure; created lean, streamlined organization embodied by a fast-moving, entrepreneurial culture
	n	End Result:
		Ÿ	Purchased Snapple for $300 million

		Ÿ	Sold beverage group for an enterprise value of approximately $1.5 billion in October 2000

	n	“Snapple responded almost immediately to Triarc’s management. Sales, which had been declining 20% a year, turned flat within three months of Triarc’s purchase...”* – Harvard Business Review, January 2002

	n	“Snapple was sold to Triarc and put under the management team led by Mike Weinstein [one of Trian’s Heinz director nominees]. They have revitalized the brand by strengthening the distribution agreements, introducing new products and packaging, and returning the marketing approach that has been vital to the success of the brand.” – Julian Hardwick, ABN Amro, September 25, 2000


*Trian’s principals have a proven track record of successful value creation through hands-on relationships with management.*

	n	Actions/Value Added:

		Ÿ	Acquired interest in Triangle Industries in 1983 with the goal of making Triangle a major industrial force

		Ÿ	Acquired National Can (1985, $420 million) and the packaging business of American Can (1986, $600 million)

		Ÿ	Became one of the world’s largest packaging companies and a Fortune 100 company

		Ÿ	Created significant value by growing sales organically and through acquisitions, keeping overhead lean and properly incentivizing and working closely with management to grow the top-line

	n	End Result:

		Ÿ	Interest in Triangle Industries acquired for approximately $72 million

		Ÿ	Triangle was sold for an enterprise value of approximately $4.2 billion

	n	“Peltz and May are, in short, what the U.S. needs more of: entrepreneurs with long-term vision. By force of example, they are demonstrating that what industrial America may need most is a vigorous application of aggressive lean management highlighted by a willingness to invest, a commitment to basic markets, and a determination to make products that customers find worth buying. These are straightforward, traditional precepts that much more of the country’s industry should start to relearn.” – Business Week, September 15, 1986


Mr. Johnson’s Rhetoric	The Reality


“Nelson Peltz and his Cayman Islands – based Trian hedge fund…would cripple Heinz.”	n	Trian’s Principals are responsible for several landmark transactions over the past twenty-five years, all with one common theme – a significant building of the business and increase in profitability. This stands in stark contrast to the Heinz record under Mr. Johnson
	n	As for the repeated reference to the Cayman Islands, we note that Trian, headquartered in New York, has both onshore and offshore funds. Trian’s investors, which include U.S. pension plans, endowments and other institutions, often prefer to invest offshore

“Adding the Peltz/Trian representatives to the Board would disrupt the ability of the Board to implement the Company’s value creation strategy.”	n	Trian’s Principals have extensive experience working closely with management teams and other board members to execute strategic plans that enhance value for all shareholders
	n	Given shareholder returns at Heinz have been negative for the better part of a decade and the current management team has failed to improve performance despite five restructuring plans during this period, we believe the addition of new independent directors is essential to ensure successful execution of the Company’s strategies going forward

“[Trian’s] representatives would represent themselves, not you. Now is not the right time for adding a disruptive and self-interested voice within the Heinz Boardroom.”	n	As the second largest shareholder with $750 million invested in Heinz shares, the Trian Group has a clear desire to see management and the Company succeed over the long-term
	n	The Trian Group owns approximately fifteen times as many shares of common stock as all of Heinz’s executive officers and directors combined. Further, like every other shareholder, we will only benefit if performance improves and the share price appreciates
	n	We are not seeking control of the Board and are not suggesting that the Company move from Pittsburgh


n	The dominant and iconic Heinz brand is one of the most valuable brands in the world and is complemented by a large portfolio of leading brands

n	However, management has not come close to realizing the Company’s potential because of its failure to develop a clear strategic vision, control costs and properly manage, market and drive innovation for its core brands

	Ÿ	Dependence on discounts and allowances (i.e., price) in lieu of brand building through advertising, innovation and quality (only $148 million of SG&A expense is spent on worldwide advertising, well below the level spent by the Company’s peers)

	Ÿ	From 2001 through 2006, SG&A increased by almost $250 million while revenue declined significantly

	Ÿ	Frantic activity in the divestiture and acquisition arenas has further damaged the Company

n	Failed operational execution has eroded shareholder value

	Ÿ	Recently announced sixth major restructuring in a series of failed initiatives since 1997

	Ÿ	Inefficient layers of entrenched management, bloating costs and stifling innovation

n	Improvements must come from an entrepreneurial approach and a clear strategic plan, spearheaded by a reinvigorated Board of Directors



n	Take measures to reduce annual costs by at least $575 million.

	Ÿ	Heinz has allowed its SG&A expense to increase more than 300 basis points (as a percentage of net revenue) from 2000–2002 levels

	Ÿ	We believe SG&A over this period should have decreased by approximately 200 basis points, given that Heinz has since divested a number of non-core, lower margin businesses

	Ÿ	We further believe there is considerable opportunity to reduce cost of sales and increase gross margins

n	Reduce “deals and allowances” by $300 million over time and drive growth by reinvesting these funds in consumer marketing and product innovation.

	Ÿ	Heinz has failed to properly invest in its “power” brands and has increasingly competed on price

	Ÿ	Management should reduce deals, allowances and other trade spending to retailers by at least $300 million over a period of time and reinvest these funds in the Company’s brands

	Ÿ	We believe that these changes would significantly increase Heinz’s current advertising budget and help grow the market for Heinz’s products

n	Drive profitability by focusing on the key brands and geographies

	Ÿ	Non-core, independent brands and geographies could, and perhaps should, be divested

	Ÿ	Given the dismal track record in divestitures and acquisitions and the lack of publicly available information on returns by country and product line, we are anxious to better understand the various businesses to help ensure prudent portfolio decisions

n	Enhance total shareholder returns by more aggressively returning capital through increased share repurchases and maintaining the Company’s target dividend payout ratio of approximately 60%


	n	According to the Company’s SEC filings, SG&A, in both dollars and as a percentage of net revenue, has increased dramatically while net revenue has decreased by hundreds of millions of dollars


SG&A as % of Net Revenue (Figures Sourced From Heinz’s Historical SEC Filings)


	Source: Historical results based on the Heinz Annual Reports on Form 10-K for the fiscal years ended May 1, 2002 and April 27, 2005. Pro forma fiscal 2006 results based on Heinz’s June 2006 analyst presentation.

	Note: Net revenue and SG&A for 2001 reflect the Company’s restated results following implementation of new accounting standards adopted in fiscal 2002 that transferred a portion of trade spending previously classified as part of SG&A into trade spending that reduced net revenue. Beginning in fiscal 2003, net revenue and SG&A reflect the Del Monte spin-off completed in December 2002. All figures are adjusted to add-back non-recurring expenses and restructuring charges.


n	May 23, 2006: The Trian Group put forth an action plan targeting $575 million of cost savings ($400 million reduction in SG&A and $175 million reduction in cost of sales)

	Ÿ	This savings number compared to a $30 million cost savings target that management had put forth only months before

n	June 1, 2006: Management responded with a new plan, having found an “incremental” $355 million of cost savings ($90 million reduction in SG&A and $265 million reduction in cost of sales)


($ in millions)

Management’s Original Cost Savings Target	$30	n	Costs identified by management before and after Trian’s plan was released
Management’s New Cost of Sales Savings Target	265
Incremental SG&A to Return to 2001 Levels	239	n n n	In 2001, Heinz SG&A was $1,592 million versus $1,831 million in pro forma 2006 We believe Heinz should be able to at least return to 2001 SG&A levels, implying $239 million of additional savings We used 2001 as the benchmark because:
Total Implied Cost Savings	$534
Differential to Reach Trian’s Plan	41
Trian’s Proposed Cost Savings	$575

Had the Trian Group put forth $385 million of targeted savings, would management have said our plan was exactly right?			– –	Revenues today are lower than they were in 2001 Since 2001, management has “streamlined” the portfolio and divested numerous non-core, capital intensive businesses, including recent divestitures in Europe where management has stated that SG&A is disproportionately high



	n	Although Heinz’s SG&A appears to be in-line with its peers, competitors with higher SG&A have considerably higher EBITDA margins, which justifies some of that spending. In addition, those companies with higher SG&A also spend significantly more on advertising.

	SG&A as % of Net Revenue


	Source: Company SEC filings and presentations.
	Note: All figures shown are for the last twelve months of each company’s most recent filings. Advertising as a percentage of net revenue is based on each company’s last fiscal year end. Heinz figures based on pro forma 2006, as presented in the Company’s June 1, 2006 presentation.



*Heinz should be run as a high-performance, leading branded consumer products company.*

n	Great brands define markets

	Ÿ	However, great brands can only be maintained when they are continually invested behind—driving both innovation and pricing power

n	During the past eight years, Heinz’s management has failed to properly invest in its brands. Rather, the Company increasingly competes on price because of failure to drive growth through consumer marketing and product innovation

	Ÿ	Only $148 million of SG&A expense was spent on worldwide advertising in fiscal 2006, representing 1.7% of net revenue

	Ÿ	This compares unfavorably to an average of 6% at comparable food companies

	Ÿ	In contrast, Heinz spent $1.9 billion on “marketing support recorded as a reduction of revenue” (typically trade spending “deals and allowances” for the retailer)

n	As a leading branded consumer products company, Heinz must make marketing and innovation its core competency and top priority so that its brands are relevant, top-of-mind and sought after by consumers


“Most times in marketing companies, and I happen to be a marketing guy—not a very good one, but I was, anyway—is that you take the problem and try to market your way out of it. And that results in a waste of a whole lot of money” —William R. Johnson, June 1, 2006.		Trian finds it disturbing that the CEO of a branded consumer products company characterizes himself as a poor marketer. Trian is concerned that this attitude has seeped into the Heinz culture to the detriment of innovation and overall brand health


Source: Company’s Annual Report on Form 10-K for the fiscal year ended May 3, 2006; peer average for advertising based on Wall Street equity research and company SEC filings.



*The Company must drive profitability by focusing on the key brands and geographies...once and for all.*

n	Heinz must establish and implement a broad strategic vision globally and put an end to its frantic activity of divestitures, acquisitions and restructurings

	Ÿ	With respect to international strategy, we believe management has failed in taking global brands and adopting them to local markets, while also failing to demonstrate an ability to buy local brands and create meaningful value that truly impacts the bottom line

n	Too often in the past, management has sold good businesses at the first sign of a challenge (e.g., Weight Watchers, Hain, Ore-Ida foodservice, etc.). We believe management teams are paid to find ways to overcome challenges and improve performance

n	To clarify our position on Plasmon and other potential divestiture candidates, we have not said and do not believe these businesses must be sold; rather, our view is that the Company must either commit to each and every brand and business in the portfolio or get out of those businesses now before further value is eroded and the mistakes of the past (e.g., Weight Watchers) are repeated

	Ÿ	We note that Heinz has lost substantial market share in the Italian baby food market because of failure to innovate and support the Plasmon brand (market share has declined from 70%–80% to approximately 50%) which we believe has resulted in significant value deterioration

	Ÿ	Our belief is that the Company must make a decision regarding the Plasmon brand—is it going to fight and reclaim lost market share or will shareholders experience déjà vu and watch another solid brand continue to deteriorate only to be sold years down the road for a price that is far less than it is worth today...and watch another private equity firm make billions in profits from Heinz’s missteps


n	Weight Watchers

	Ÿ	July 1999— deemed “not a strategic fit” by Mr. Johnson and sold for $735 million

	Ÿ	Today—$4.2 billion market capitalization and enterprise value of almost $5 billion; EBITDA has increased more than three-fold since Heinz sold the business

	Ÿ	June 2006—Nestlé, one of the world’s largest food companies, acquired Jenny Craig, a leading weight management company. Nestlé’s investment thesis: “Another important step in [the company’s] transformation process into a nutrition, health and wellness company that sees weight management as a key competence. The rise of obesity...is a major public health concern, not only in the USA but also the world over” (Peter Brabeck-Letmathe, Chairman and CEO of Nestlé)

n	Hain Food Group/Earth’s Best

	Ÿ	September 1999/June 2000—Heinz invested $180 million for a 19.5% stake in Hain in order to “thrust Heinz into the natural and organic food segment, which is among the fastest growing in the international food industry” (William R. Johnson, Chairman, President and CEO)

	Ÿ	December 2005—After already taking a $65 million impairment charge, Heinz took a further loss after selling its stake

	Ÿ	Today—Hain trades at a 30% premium to the price at which Heinz sold its Hain shares


	*Irrespective of the differences or magnitude between the Trian Group’s Action Plan and Heinz management’s plan, success will be driven by the ability to execute.*

	n	Trian’s principals have an extensive track record building consumer products and food and beverage companies, and overseeing the execution of strategic plans that lead to significant value creation

	n	Heinz’s management, overseen by the Company’s Board, has consistently failed to turn plans and promises into tangible results, trumpeting purported improved performance while actual results have been disappointing



Trian Group Action Plan—May 2006		Heinz Management Plan—June 2006


n	Take measures to reduce annual costs by $575M		n	Reduce costs to improve margins

n	Reduce “deals and allowances” by $300M			Ÿ Drive efficiency in trade spend

n	Reinvest in consumer marketing and product innovation			Ÿ Integrate global supply chain

n	Focus on key brands and geographies			Ÿ Reduce SG&A costs

n	Return capital through increased share repurchases and higher long-term target dividend payout ratio		n	Grow the core portfolio

				Ÿ Three value-added categories

				Ÿ Focused global markets

			n	Generate cash to deliver superior shareholder value


Poor Performance Has Translated Into Negative Shareholder Returns...


*Despite management’s repeated promises, shareholder returns have significantly underperformed for the better part of a decade.*


n	Through management claims that the last four years have shown improvement, important performance metrics do not bear this out.


n	Had management executed on its five prior plans, Heinz stated it would now have sales of approximately $14 to $15 billion, would have achieved approximately $490 million in cost savings (not including savings from the most recent plan of $355 million, which would bring total savings to $845 million) and we believe would have EPS of between $4.00 and $5.00

n	Instead‚ the Company recently reported fiscal 2006 sales of $8.6 billion and EPS of $1.89, down from $2.13 in fiscal 2005


Management Rhetoric = Over-Promise			Actual Results = Under-Deliver

	n	Reach $14 – $15 billion of net sales by 2003 (Millennia‚ 1997)	n	For pro forma fiscal 2006, the Company only generated approximately 60% of targeted sales volume

	n	Increase gross profit margins to 42% over several years (Excel, 1999)	n	Gross profit margins are in the mid-high 30% range

	n	Achieve up to $490 million of annual cost savings cumulatively (Millennia, 1997; Excel, 1999; Streamline, 2001; Growth and Innovation, 2005)	n	Appears that the Company spent its highest percentage of net sales on SG&A in pro forma fiscal 2006

	n	Grow EPS by 10 – 12% (Millennia, 1997), then 8 – 10% (Del Monte, 2002) and then 6 – 8% (Growth and Innovation, 2005)	n	EPS is virtually unchanged since management took control in April 1998

	n	Simplify the business by divesting non-core assets (all restructurings)	n	Management has stated their divestiture process is complete—is this credible?

Management Rhetoric = Over-Promise			Actual Results = Under-Deliver

“Superior Value and Growth Plan”

	n	$385M in cost savings (including $30 million for September)
					Not Credible
	n	$145M in reduced trade spend

	n	$1.0B in additional share repurchases

	n	16.7% increase in dividend

	n	10.0% EPS growth