Mondelez International, Inc.

PEER GROUPS

Role of Peer Groups

The PCC uses two different groups of peer companies: one to benchmark executive compensation, market practices,

and compensation design and one to assess relative performance.

Compensation Survey Peer Group

The PCC reviews compensation data from a comparator group of companies as one reference point when making

compensation decisions for all executive pay, including CEO pay and when benchmarking compensation plan designs.

Aon Hewitt (“Aon”) provides aggregate pay level benchmarking data from our Compensation Survey Peer Group for

each NEO role and for all elements of compensation, including salary, target bonus, total target cash, LTI, and total

target pay. In addition, the PCC may consider Aon benchmarking data from a broader set of companies. Then, at the

request of the PCC, the Committee’s consultant, Semler Brossy, reviews and evaluates the Aon data. Separately,

market data for the CEO is reviewed independently of the Aon data. Other factors considered in NEO compensation

decisions include individual performance, responsibilities, leadership, years of experience, expertise, company

performance, and long-term growth potential.

We routinely review the selection criteria and companies in our Compensation Survey Peer Group. In 2025, the PCC

evaluated and approved maintaining the same Compensation Survey Peer Group as 2024, except that Kellanova was

removed due to the previously announced acquisition of Kellanova by Mars Inc., a private company which is not a

member of our Compensation Survey Peer Group. The following table shows our criteria for choosing the

Compensation Survey Peer Group and how it is used.

(1)Companies indicated inbold are represented in both the Compensation Survey and Performance Peer Groups.

(2)Excluded by the PCC when reviewing CEO compensation.

To further validate our compensation levels, using data provided by the executive compensation consultant, the PCC

retrospectively evaluates our pay-for-performance alignment versus our Compensation Survey Peer Group. The PCC

believes that pay and performance are appropriately aligned.

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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)Compensation Determination Process

Performance Peer Group

We compare our financial and TSR performance against our Performance Peer Group, which allows us to link LTI

compensation directly to the delivery of superior financial results relative to our consumer packaged goods peers. This

group of companies is less relevant as a comparator for compensation levels for certain executive positions because of

differences in company size, scope, and complexity. However, we consider these companies direct competitors both for

business and talent, so comparing our results with this peer group’s performance provides a valuable and relevant

measure of our performance. We maintained the same Performance Peer Group for 2025 as used for 2024. The table

below shows our criteria for choosing the Performance Peer Group and how it is used.

(1)Companies indicated inbold are represented in both the Compensation Survey and Performance Peer Groups.

DECISION-MAKING PROCESS

Role of the PCC

The approach used to determine both CEO and NEO compensation is the same approach used in determining

compensation for the broader employee population, including pay competitiveness and the use of performance-based

metrics that reward exceptional financial performance. When determining CEO and NEO pay, the PCC also considers

other factors that it regularly reviews, including shareholder feedback, the advisory vote on compensation, global pay

fairness, performance, and progress against the SPIs. The PCC understands that CEO pay should be reasonable

relative to overall employee pay and is mindful of the pay grades and salary ranges of our employees when making

compensation decisions.

The PCC reviews and discusses the CEO’s self-evaluation of his performance with the Board and makes preliminary

recommendations about base salary and LTI compensation based on a consideration of all the factors mentioned

above. The PCC then discusses the compensation recommendations with the Board before approving the final

compensation decisions. The CEO is not present during PCC voting or deliberations regarding his own compensation.

Role of the Compensation Consultant

The PCC retains an independent compensation consultant to assist in evaluating executive compensation programs

and advise the PCC regarding the amount and form of executive and director compensation and pay-for-performance

alignment. Conferring with a consultant provides additional assurance that our executive and director compensation

programs are reasonable, competitive, and consistent with our objectives. The PCC directly engages the consultant

under an engagement letter that the PCC reviews at least annually. Since August 2019, the PCC has engaged

Semler Brossy as its independent compensation consultant.

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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)Compensation Determination Process

During 2025, Semler Brossy provided the PCC advice and services, including:

•regularly participating in PCC meetings, including executive sessions that exclude management;

•consulting with the PCC Chair and being available to consult with other committee members between meetings;

•advising on the composition of the Compensation Survey Peer Group and the Performance Peer Group;

•providing competitive peer group compensation data for executive positions and evaluating how the compensation we

pay the NEOs relates both to the Company’s performance and to how peers compensate their executives;

•analyzing best practices and providing advice about design of the annual and LTI plans, including selecting

performance metrics and ranges;

•updating the PCC on executive compensation trends, issues, and regulatory developments;

•advising on our proxy statement and CD&A and supporting our efforts in shareholder outreach on the compensation

program; and

•benchmarking, assessing, and recommending non-employee director compensation.

For the year ended December 31,2025, Semler Brossy provided no services to Mondelēz International other than

consulting services to the PCC regarding executive and non-employee director compensation.

At least annually, the PCC reviews the current engagements and the objectivity and independence of the advice that

Semler Brossy provides on executive and non-employee director compensation. In 2025, the PCC considered the six

specific independence factors adopted by the SEC and Nasdaq and determined that Semler Brossy is independent and

Semler Brossy’s work did not raise any conflicts of interest.

Role of the Chief Executive Officer

Each year the CEO makes compensation recommendations to the PCC for base salary, annual incentive, and LTI

compensation for the NEOs other than himself, taking into account pay competitiveness and both individual and

company performance. The PCC reviews and discusses these recommendations with the CEO, but the PCC retains full

discretion over the compensation of these employees. The PCC considers individual performance in the compensation

recommendations made by the CEO. Based on each NEO’s contributions in specific areas, such as achievement of key

strategic initiatives, operational efficiency, enterprise leadership, quality of financial results, leadership in a time of crisis,

and talent management, the CEO also provides the PCC with individual performance assessments and rating

recommendations. The PCC considers the CEO’s analysis and direct knowledge of each NEO’s performance and

contributions when determining the NEOs’ individual performance ratings and making final compensation decisions.

The CEO does not make recommendations or participate in deliberations regarding his own compensation.

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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)Compensation Governance