DRAFT # 10. A Transformational Journey Changing The DNA Of An Organization Michael McCain, President and CEO

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1 DRAFT # 10 A Transformational Journey Changing The DNA Of An Organization Michael McCain, President and CEO 1

2 Our Profile Canada s leading food processor and food exporter Sales and EBITDA of $6.5 billion and $405.3 million, respectively (1) 24,000 employees; 120 manufacturing facilities Balanced portfolio of business Protein Value Chain Bakery Management has a large stake in the company McCain Capital - 32%; Ontario Teachers - 38% Track record of building highly successful companies long term (1) Pro Forma Results LTM September 30,

3 The Maple Leaf Story A Transformational Journey Over 9 years, created Fortress Canada in core categories Consolidating categories; strong market positions Step changed organizational health & operational effectiveness People, culture, Six Sigma disciplines, customer satisfaction, brands, assets, operating costs Clearly understand our business & our industries Strategies, business portfolio, risks, growth prospects, volatility curves Yielded a platform for sustainable future growth 3

4 It s In Our Nature To manage long-term, over short-term Building long-term value To aspire to VERY high performance over time Significant stretch in our goals To do bold things in the market place Sometimes short-term execution risk To accept reasonable market volatility Our performance WILL NOT be a straight line Mix of market, event and execution influences 4

5 Opening Up The Closet Circa 1995 Tired assets Comatose culture Great people inside wanted out Great people outside had no interest Uncompetitive operating costs No financial or operating disciplines Neglected brands Poor market positions and shares No strategy; no vision 5

6 Elements Of Transformation Culture and discipline Market position Brands Assets Operating costs Customer relationships Results Strategy, direction and value creation 6

7 Our Foundation Long-Term EPS Growth >15% and RONA >11.5% Add value for our customers Build our brands Innovate Invest in leading market shares Add value to our products Diversify globally Drive costs out Six Sigma Leadership Edge 7

8 Creating A Leadership Edge Leadership commitment Values based leadership Significant investments in people A powerful and intense culture Six Sigma commitment A rigorous fact based management tool-kit Now over 100 black belts, plus infrastructure Over 500 continuous improvement projects underway at any time 8

9 A High Performance Culture At Maple Leaf, we hope to prove over and over again that extraordinary people who are totally passionate about what they do in the food business around the world can build a winning company, by out-operating the competition and substantially reward all those who share the passion. 9

10 Elements Of Transformation Culture and discipline Market position Brands Assets Operating costs Customer relationships Results Strategy, direction and value creation 10

11 27 Consolidating Acquisitions In Protein Past Fragmented industry Low capacity utilization Present Consolidated industry High capacity utilization Schneider Maple Leaf Foods Principal Marques Shopsy s/unilever Burns Intercontinental Packers Gainers Larsen Hub 11

12 27 Consolidating Acquisitions And In Bakery! Past Fragmented industry Low capacity utilization Present Consolidated industry High capacity utilization Adrian s Venice Pioneer French Bakery Hamilton Bakery Bens West Coast Bakery Grace Baking Olafson s Multi-Marques Parisco Corporate Foods 12

13 Resulting In Leading Market Shares Position Processed Meats 12% 47% #1 Canada Poultry 12% 15% #1 Canada Fresh Bakery 21% 43% #1 Canada Frozen Par-Bake 0% 50% #1 North America Animal Nutrition 13% 24% #1 Canada Hog Processing 12% 30% #1 Canada Hog Production 0% 12% #1 Western Canada and Ontario 13

14 Elements Of Transformation Culture and discipline Market position Brands Assets Operating costs Customer relationships Results Strategy, direction and value creation 14

15 Leading Portfolio Of Canadian Brands Quality & Taste Confidence Premium Nutrition Leading Sub-Brands 15

16 Developing Brand Equity Requires Time, Money and Sustainable Effort Over $500mm invested in continuous, sustainable brand marketing support One of Canada s largest continuous brand advertisers Innovation drives brand equity > 200 projects in the pipeline Brand portfolio strategy for category management 16

17 Brand Strength Franchise Brands With Double-Digit Growth $ SALES 2003 DOLLAR $ VOL $ SALES 2003 DOLLAR $ VOL BRAND BRAND RANK VOLUME % CHG RANK VOLUME % CHG KRAFT 1 1,121,014 5 DEMPSTERS , NEILSON 2 475,005 3 HUGGIES ,018 0 KELLOGGS 3 438,408 3 BETTY CROCKER ,008 2 CHRISTIE 4 410,330 4 DEL MONTE ,052 4 PEPSI COLA 5 367,803 3 STOUFFERS , NESTLE 6 364, CLOVER LEAF ,497 4 COCA COLA 7 352,481 0 MAPLE LEAF EXC. PRIME (1) , CAMPBELLS 8 320,726 1 TYLENOL ,638 1 PARMALAT 9 312,722 1 DARE ,529 6 SCHNEIDER , HFL LAYS ,302 2 QUAKER , BLACK DIAMOND ,930 4 TROPICANA , PUREX , DAIRYLAND ,474 9 SALAD TIME , HEINZ ,703 1 KODAK , MAPLE LEAF INC. PRIME (1) 284,000 SUNLIGHT , TIDE ,853-1 VACHON ,419 0 GILLETTE ,877 1 BECEL ,673 4 L OREAL ,117 9 GREEN GIANT ,196-2 LACTANTIA ,426 2 SEALTEST ,954 7 PAMPERS ,094-1 CADBURY ,759-3 QUEBON , COTTONELLE ,755 5 MCCAINS ,439 3 POST S ,104-1 GENERAL MILLS ,424 8 JAMIESON ,375 8 YOPLAIT , DOVE , MINUTE MAID ,352 0 (1) AC Neilson does not include random weight product. In addition to Prime, HERSHEY ,517 5 approx. $200 million in random weight product is sold under Maple Leaf Source: Maple Leaf management records and AC Neilson UPC scan data or Schneider brands Note: Amounts exclude random weight products and alternative channels 17

18 Elements Of Transformation Culture and discipline Market position Brands Assets Operating costs Customer relationships Results Strategy, direction and value creation 18

19 Investing For Sustainable Profitability Over $2 Billion Since 1995 Capital Investments Brandon Manitoba Pork Plant Investment in food safety processes Three large scale, efficient feed mills Par-bake greenfield in Roanoke Virginia and three subsequent expansions Greenfield and acquisitions in the UK, and a new upgrade in 2004 Environmental upgrades Capacity restructuring in meat processing Acquisitions Schneider Foods (2004) Olafson's (2002) Grace Bakery (2002) New York Bagel (2001) Multi Marques (2001) Winnipeg Fresh Pork (2001) Larsen/Hub Meat Packers (2000) Landmark/Elite Swine (1999) 19

20 Investing For Sustainable Profitability Over $2 Billion In Acquisitions And Capex Since 1995 Capital Expenditures $ million CAD Meat Agribusiness Bakery * * 9 months (January - September 2004) 20

21 Elements Of Transformation Culture and discipline Market position Brands Assets Operating costs Customer relationships Results Strategy, direction and value creation 21

22 Lean Operating Structure Significant investments in information technology Financial disciplines Disciplined labour strategy Using scale for competitive advantage Balance of IOC structure and coordination The role of Six Sigma 22

23 Elements Of Transformation Culture and discipline Market position Brands Assets Operating costs Customer relationships Results Strategy, direction and value creation 23

24 Creating Customer Partnerships Strategic relationships with major retailers Strategies unique to each customer Adding value to the relationship Ensuring top supply chain performance Integrated approach of brand & private label Integrated selling approach to foodservice customers Shopping basket of products 24

25 High Customer Satisfaction Scores Canadian Meat Industry Relative Ranking Composite Service Score Ranking Superior Customer Service is The Focus of our Sales Strategy Source: Advantage Survey Group 25

26 Elements Of Transformation Culture and discipline Market position Brands Assets Operating costs Customer relationships Results Strategy, direction and value creation 26

27 Maple Leaf Foods Pro Forma Results LTM September 30, 2004 Sales: EBITDA: Operating Earnings: $6.5 billion $405.3 million $273.3 million Meat Products Group Agribusiness Group Bakery Products Group Sales: $4.3 billion Sales: $0.9 billion Canada Bread: 86.6% Ownership EBITDA: $163.6 million EBITDA: $118.5 million Sales: $1.3 billion Operating Earnings: $97.0 million Operating Earnings: $95.6 million EBITDA: $123.2 million Operating Earnings: $80.7 million Meat Leaf Consumer Foods Shur-Gain Fresh Bakery Schneider Foods Maple Leaf Poultry Meat Leaf Foods International Maple Leaf Pork Landmark Feeds Elite Swine Rothsay Frozen Bakery Protein Value Chain 27

28 Sustainable Long-Term Growth Pro Forma EDITDA & EPS LTM EBITDA (1) LTM EPS (1) $ millions Labour Restructuring CAGR: 10.4% ( 2 ) Brandon Start-up Unprecedented Global Market Conditions (2) $1.00 $0.90 $0.80 $0.70 $0.60 $0.50 $0.40 $0.30 $0.20 $0.10 $- EPS CAGR: 12.6% $0.68 $0.85 $0.71 $0.55 $0.51 $0.46 $0.34 $0.36 $0.30 $ (3) (1) EBITDA & EPS exclude restructuring charges (2) Q2 and Q EBITDA amounts have been adjusted to pro forma full year results for Schneider Foods (3) Rolling 4 quarters at Quarter 3,

29 Maple Leaf Total Returns Maple Leaf 200 MLF Monthly Volume (Millions) S&P 1500 Food Index % Total Investment Return April 1995 April 1996 April 1997 April 1998 April 1999 April 2000 April 2001 April 2002 April 2003 April Nov

30 Elements Of Transformation Culture and discipline Market position Brands Assets Operating costs Customer relationships Results Strategy, direction and value creation 30

31 Our Foundation Long-Term EPS Growth >15% and RONA >11.5% Add value for our customers Build our brands Innovate Invest in leading market shares Add value to our products Diversify globally Drive costs out Six Sigma Leadership Edge 31

32 Objectives for Investor Day Improve your understanding of our businesses Clearly describe our our financial and business objectives Illustrate the depth of our senior operating management Stimulate lots of discussion! 32

33 Agenda For The Day 8:30-9:15 AM Michael McCain, President & CEO 9:15-10:15 AM Richard Lan, President & COO Bakery Products Group Barry McLean, President Fresh Bakery BREAK 10:30-11:15 AM Michael Detlefsen, EVP Vertical Coordination 11:15-12:00 PM Scott McCain, President & COO Agribusiness Group LUNCH Consumer Marketing Connie Morrison, VP Marketing Fresh Bakery Janet Culliton, VP Marketing Schneider Foods 1:15-2:00 PM Randy Powell, President Maple Leaf Pork 2:00-2:30 PM Brock Furlong, President Maple Leaf Poultry 2:30-3:30 PM Doug Dodds, President Schneider Foods Rick Young, President Maple Leaf Consumer Foods 3:30-4:00 PM Michael McCain, President & CEO 33

34 DRAFT # 10 A Transformational Journey Changing The DNA Of An Organization Michael McCain, President and CEO 34

35 Elements Of Transformation Culture and discipline Market position Brands Assets Operating costs Customer relationships Results Strategy, direction and value creation 35

36 Key Environmental Trends Industry & Customer Consolidation / Globalization Vertical Integration War for Talent Increased Branding / Value- Adding Biotech Revolution Trade Barriers & Subsidies More Stringent Environmental Regulations Food Safety Concerns Consumer Interest in Convenience & Nutrition Increases In Animal Protein Consumption Low Carb High Protein Dietary Trend 36

37 Strong Position in Growth Markets Long-term protein consumption continues to rise USDA forecasts 1.7% increase in U.S. meat consumption; 1.5% increase in global protein consumption in 2005 Schneider acquisition expands range and product innovation in the rapidly growing premium convenience food categories Well positioned in premium, whole grain and organic bakery products Industry wide whole grain and organic bread sales up 10% in the first nine months of 2004 compared to a 9% decline in white bread Dempster s is the leading national brand in the high nutrition category 37

38 Our Foundation Long-Term EPS Growth >15% and RONA >11.5% Add value for our customers Build our brands Innovate Invest in leading market shares Add value to our products Diversify globally Drive costs out Six Sigma Leadership Edge 38

39 Value Creating Initiatives Underway Strategic Orientation Invest in leading market shares Build our brands Drive costs out Innovate Add value for our customers Add value to our products Diversify globally Major Current Initiatives Maple Leaf/Schneider merger Maple Leaf master brand strategy Branded fresh meat development Aligning cost structure in hog production to Canadian $ Brandon second shift Moncton plant performance improvement Atlantic Canada feed mill investment Fresh bakery distribution excellence & capacity consolidation Stage gate innovation pipeline tracking & execution (approx. 200 projects) Bio-diesel DNA traceability Customer relationship management Foodservice channel development Vertical coordination Value added fresh pork Par-baked bread market development Maple Leaf Quality Assurance Pre-cooked/ready to cook meats Low carb bakery & pasta UK bakery expansion Global strategy development 39

40 The Blueprint Going Forward Strengthen fortress Canada as the platform Merge Schneider and Maple Leaf Increase profitability to invest in brands, assets and innovation Streamlining operations and business processes Increasing gross margins to re-invest in brands and innovation Consolidate and invest in asset base Grow asset base outside Canada Currently at 17% of assets; mid-term goal of 25% Continue Bakery strategy in the US, UK & Europe Consider new acquisition opportunities in fresh & processed meats Consider new platforms 40

41 Summary Maple Leaf has been transformed into a Canadian leader that is well positioned for growth Maple Leaf has excellent market positions Leading position in growing segments Maple Leaf has a balanced portfolio in protein and bakery Improved margins and earnings stability with Schneider Foods acquisition Maple Leaf has built significant organizational capability People, culture, Six Sigma disciplines, customer satisfaction, brands, assets, operating costs Maple Leaf clearly understands its business and industries Strategies, business portfolio, risks, growth prospects, volatility curves Maple Leaf has strong earnings momentum and results over time Maple Leaf is not a great traders investment Maple Leaf is a great holders investment Maple Leaf is building a leading global food company 41

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