Strategic Decisions: Vision into Action and Beyond

16 September 2009

Welcome
Refer you to our forward looking statements Operating under the UK Takeover Code
Unable to repeat or update near-term targets or growth expectations All our conversations with the market will need to be monitored by an approved financial adviser

Todd Stitzer
Chief Executive Officer

Vision into Action and Beyond

Compelling strategy to drive growth
Bottom up plan of priorities and actions Stretching but achievable goals

Clear differentiation to enable success

Confectionery: an attractive growth market Investing in and benefiting from growth markets

Delivering on our promises and confident in our ability to execute

Delivering on our Vision into Action targets

Well positioned to capitalise on future growth opportunities

Our Vision into Action sets clear goals

Performance Scorecard 4-6% organic revenue growth Total confectionery share gain Mid-teens margins by 2011 Strong dividend growth Priorities Growth Efficiency Capabilities Improved Return on Capital Efficient balance sheet

Sustainability

Over the last five years revenue growth has been strong
Cadbury 5-year CAGR 6.3% pa

7.2% 6.4%

7.2% 6.9%

4.0%
Market 5-year CAGR 5.3% pa

2004

2005

2006

2007

2008

Note: Growth rates are rebased to prior period exchange rates, and exclude Australia Beverages

At the same time our market share has significantly increased

Global Confectionery Share
+100bps share gain

10.3%

9.3%

2003
Source: Euromonitor, Historic regional / global values are the aggregation of local currency country data at current prices converted into the common currency using fixed exchange rates.

2008

We adapted well to challenges of cost inflation to sustain good levels of revenue growth

Up 7.2% Up 6.4% Up 4.0%

5% price mix

Up 6.9% Up 4%

6% price mix

6% price mix

2005

2006

2007

2008

H1 2009

Price Mix

Volume

200709 objective has been to recover increased input costs

Note: Growth rates are rebased to prior period exchange rates, and exclude Australia Beverages

Despite higher prices, our commercial strengths ensure we continue to grow market share

Growing

H1 2009 Market Share

50%

share growth >25 bps

25%
Declining

25%

share declining >25 bps

Source: IRI/Nielsen and company analysis

Long-term trend for good growth in confectionery looks set to continue

Spend on confectionery remains high, up 4%* in 2009 Our emerging markets are sustaining high levels of growth Our category mix benefits from stay at home behaviour Private label remains a small segment of the market Long-term dynamics for growth in gum remain strong
Functional benefits of the product driving per capita use Innovation set to broaden mass appeal of the product

Many of our strategic choices focus on driving future revenue growth and market share gains

* Euromonitor 2008

Future growth is expected to be driven by higher volumes and further share gains Reduced need for significant price increases
Lower levels of input cost inflation

Stronger growth from traditional gum markets

Activity driven demand should respond to economic growth Relevant innovation is expected to build per capita consumption

Our key emerging markets are expected to grow over 10%* in next three years
Increased penetration of higher value brands

* Euromonitor 2008

What key strategic choices are we making to drive growth and market share gains?

Route to Market

Emerging markets

Marketing & Innovation

White space

What key strategic choices are we making to drive growth and market share gains?

Route to Market

Emerging markets

Marketing & Innovation

White space

Strength of our Routes to Market represents a key competitive advantage Significant proportion of confectionery is sold through the small format traditional trade
Around 50% of products sold through traditional trade Rises to around 80% in emerging markets Even more important for higher margin gum

Investment in Route to Market sustains a competitive advantage

Creates barriers to new market entrants Increases impact of sales and merchandising activities Underpins strong positions and leading market shares

Case study
Transformation of our UK Route to Market

Project Mercury Refreshed talent and leadership

Put our best talent where they could create most value

Re-segmented our customer base Redeployed resources to win

Independent channel: strongest selling resource deployed to influence change at outlet level Grocery and Impulse channel: 3rd party field teams to emphasise execution rather than selling Fewer, better priority in store: 3 objectives per call

Our first half 2009 growth in the UK benefited from the increased focus on impulse
Market performance Category grew 2% Cadbury grew 14% Market share up 210bps
50m
revenue from new products in first half

2009 revenue growth

+17%

Q1

+12%

Q2

+230 bps
share gain in impulse

Overtook Mars as the number one supplier to impulse

+14%
H1

Improved performance in independents was reflected in our 2008 trophy cabinet

Outstanding UK performance helped drive a strong chocolate performance

Group chocolate revenue growth by quarter - 2009
+13%

+10% +7%

Q1

Q2

H1

Case study
Mexico and Brazil #1

Mexico

Sales force calls directly on 350,000 stores 82% gum share* underpinned by
- 80% distribution in traditional trade - 100% distribution in organised trade

Brazil

#1

Sales force calls directly on 220,000 stores Around 45,000 check-outs: 45% of modern trade 70% market share* in gum

* Source: Nielsen

Other Route to Market initiatives included

India South Africa Turkey

Increase direct distribution and investment in sales and merchandising capabilities Invest to target key congregation points with increased distribution and coverage

H1 2009 revenue

up 20%
H1 2009 revenue

up 17%
YTD May 2009 gum market share*

Integration of Kent and Intergum sales teams

up 320bps

Further opportunities exist to strengthen competitive advantage

* Source: Nielsen

What key strategic choices are we making to drive growth and market share gains?

Route to Market

Emerging markets

Marketing & Innovation

White space

Sustained growth in emerging markets

Cadbury 5-year CAGR 12.0% pa

+13%

+14% +12% +9% +12%

Market 5-year CAGR* 9.8% pa

2004

2005

2006

2007

2008

Double digit compound average growth over last 5 years

* Source: Euromonitor 2008

Emerging market growth

Emerging market contribution to revenue growth in H1 2009
Share of revenue Share of revenue growth

38%

Up 7%*

62%

69%

31%

Up 2%*

Emerging markets

Developed markets

* Revenue growth in period

Case study
India 200m business Over 70% share1 of chocolate category
Chocolate drinks Small format indulgences Sharing products
97m

Revenue 2004 - 2008

198m

Pay day
An indulgence to share with the family
04 05 06 07 08

Cadbury growth in India 20% pa*

1

Source: Nielsen

* Revenue CAGR 2004-2008

Case study
South America 430m business Leading gum brands
Trident Beldent Chiclets Halls
233m

Revenue 2004 - 2008

430m

Leading candy brand 80% of products sold through a fragmented impulse channel Serving over 600,000 stores in the region

04

05

06

07

08

Cadbury growth in South America 17% pa*

* Revenue CAGR 2004-2008

Case study
South Africa 160m business Leading shares in chocolate, gum and candy Well positioned in both modern and traditional trade Manufacturing footprint to support activities across Southern Africa
Revenue 2004 - 2008

163m

93m

04

05

06

07

08

Cadbury growth in South Africa 15% pa*

* Revenue CAGR 2004-2008

What key strategic choices are we making to drive growth and market share gains?

Route to Market

Emerging markets

Marketing & Innovation

White space

Since 2002 we have transformed our investments in marketing and innovation

Marketing spend Science & Technology
67m 13.6%

Innovation*

584m

6.2% 213m

4m 02 08 02 08 02 06 07 08

Ongoing investment is driving volume growth

* Share of additional revenue from new products and product extensions in total revenue

World class brands and award winning marketing underpin investments in innovation

Strong pipeline of chocolate innovation to support growth

Cadbury market position* UK Australia 9 major markets India Ireland Poland South Africa Canada New Zealand France #1 #1 #1 #1 #1 #1 #3 #1 #6 Growth initiatives Fairtrade, innovations in CDM and countlines CDM relaunch Chocolate innovations Snack bars Chocolate innovations Wedel relaunch Efficiencies Various renovations CDM relaunch Drive share of new channels

* Euromonitor 2008

Building innovation momentum to capture share

Large bags
27m since April launch*

Fun on the Farm

Sub-brand growth +14%

* Source: August YTD

Gum growth driven by innovation

Centre-filled and long-lasting gum

um ing g ast ong-l 2006 L ed

h launc

200m
global platform

230m
global platform

Centre filled gum

launched 2005

Gum pipeline focused on leveraging platform innovations

Cadbury market position* US Developed France Japan Canada Spain Mexico Emerging Brazil Argentina Turkey Russia #2 #1 #2 #1 #2 #1 #1 #1 #1 #2 Growth initiatives Platform innovation, core brand renovations and new products Continued roll-out of new platforms Continued roll-out of new platforms Continued roll-out of new platforms Various renovations and extensions Leverage new innovations Various platform extensions Continued roll-out of new platforms Platform extensions Continued roll-out of new platforms Renovation and platform extensions Invest behind stable route to market

* Euromonitor 2008

Trident Layers
New platform in gum - initially targeted at the US Positive response from the trade In-store launch in September

Building innovation momentum to capture share

Chiclets
Sugar-free gum market2 up 500bps

Bubbaloo
Cadbury India bubblegum share1 10%

Trident
Trident/Beldent franchise3 up 23%

Sourced from Nielsen, 2 Sourced from Euromonitor, 3 Revenue growth in HY 2009

Well positioned brands to capitalise on Candy market growth

Cadbury market position* US Mexico Halls Brazil Venezuela Spain Canada Traditional bags Other #1 Roll-out of The National Confectionery Co. Extend strong brands, rationalise weak SKUs Eclairs renovation in India and China Halls Creamy Innovation New flavours Additional renovation and new formats Growth initiatives

Indulgent

* Euromonitor 2008

Capitalising on Candy innovations

Halls Creamy
Double-digit growth in the first half Excellent trade buy-in Encouraging repeat sales 280 bps share gain* in Brazil

* Source: Nielsen

Our commercial strengths leave us well positioned to drive growth

Strong innovation pipelines

+ +

Marketing Capabilities

Market Leading Positions

=
4-6% Revenue Growth

What key strategic choices are we making to drive growth and market share gains?

Route to Market

Emerging markets

Marketing & Innovation

White space

Cadbury benefits from significant geographic and category white space opportunities Geographic Cadbury has strong brand recognition in many markets with weak local representation Category Opportunities to capitalise on strong routes to market in many geographies
Innovation and category expansion to drive growth Bolt-on acquisitions to strengthen brand portfolio and Route to Market

Case Study
Pakistan

Key highlights Delivered strong growth as the business accelerated Transition from candy-led to chocolate-led growth Established leadership in chocolate with 30% share
% 70

60 50 40 30 20 10 0
2005

Revenue Growth
Cadbury Dairy Milk +76%1

Four brands contribute 86% of revenue

Eclairs +36%1

Softmints +40%1

Perk +102%1

2006
Market *

2007

2008

Cadbury Pakistan
Revenue growth CAGR 2004-2008

* Source: Euromonitor 2008,

Indian Sub-continent

Population Pakistan Bangladesh Nepal Sri Lanka Bhutan 170 150 26 19 0.7

US$ per capita consumption 1.1 0.6 0.5 1.8 1.1

Existing Cadbury markets Adjacent market opportunities

* Source: Euromonitor 2008

Southern Africa

Population Angola Malawi Zambia Zimbabwe Namibia Botswana 18 17 13 12 2 2

US$ per capita consumption 0.6 0.2 0.5 0.4 2.6 5.0

Existing Cadbury markets Adjacent market opportunities

* Source: Euromonitor 2008

South America

Population Peru Chile Ecuador 29 17 14

US$ per capita consumption 13.7 38.7 12.5

Existing Cadbury markets Adjacent market opportunities

* Source: Euromonitor 2008

Category led white space opportunities can leverage our strongest chocolate markets
Cadbury market position* UK Australia 9 major markets India Ireland Poland South Africa Canada New Zealand France #1 #1 #1 #1 #1 #1 #3 #1 #6 Gum White space opportunity Gum Gum Gum Gum Gum, Candy

* Euromonitor 2008

Additional opportunities to leverage our strong gum positions in key emerging markets
Cadbury market position* US Developed France Japan Spain Mexico Emerging Brazil Turkey Russia #2 #1 #2 #2 #1 #1 #1 #2 Chocolate Chocolate Chocolate Chocolate Chocolate Candy, chocolate White space opportunity

* Euromonitor 2008

Acquisition priorities
Bolt-on in nature Likely to be emerging market focused Objective to strengthen our
Route to market Brand positions Consumer relevant products or technologies

Earnings and Return on Invested Capital accretive

Case Studies
Cadbury and Dan Products

Acquired the leading gum brand in South Africa Successful integration drove gum share for last two years
Kent and Intergum

Integration of leading Gum and Candy businesses in Turkey Strong platform for growth in Middle East and former CIS
The Natural Confectionery Co

Expanded business out of core Australian markets into the UK and Ireland driving average growth of 15% per annum Further markets targeted in next two years

Exploiting the breadth of our participation

Leveraging our strengths into total confectionery positions

Total Confectionery Strength

Australia

South Africa Canada UK

Dual Category Strength Single Category Strength Entry Level

Mexico Japan

Brazil India US

France

Russia

China

2 Category Participation

* Euromonitor 2008

Painting the World Purple

Global Chocolate: Countries where Cadbury revenues >5m

Painting the World Purple

Global Gum: Countries where Cadbury revenues >5m

Painting the World Purple

Global Candy: Countries where Cadbury revenues >5m

Our efficiency priorities are delivering benefits in line with our expectations
Sources of annual saving
100

% of expected annual savings

Central costs, SG&A and outsourcing

50

Supply chain reconfiguration

0 2008 2009 2010 2011

Strong free cash flow

2010+ free cash flow drivers Positives Revenue growth & improving operating margin Working capital movements Declining restructuring spend through to 2011 Lower capital expenditure

2007-09 free cash flow drivers Positives Revenue growth & improving operating margin Negatives Restructuring investments Restructuringrelated working capital

Vision into Action

Performance Scorecard 4-6% organic revenue growth Total confectionery share gain Mid-teens margins by 2011 Strong dividend growth Sustainability Improved Return on Capital Efficient balance sheet

Well positioned to capitalise on revenue growth opportunities, sustain best-in-class margins whilst reinvesting in further efficiency initiatives

Average annual growth 2004 - 2008

+ +

6.3%
Revenue CAGR

20bps 10%

Global market share pa

40bps

Underlying operating margin pa

Total shareholder return pa*

Growth or change shown on a base business, constant currency basis * Past performance is not a guide to future performance

Except for historical information and discussions contained herein, statements contained in these materials may constitute forward looking statements within the meaning of Section 27A of the US Securities Act of 1933, as amended, and Section 21E of the US Securities Exchange Act of 1934, as amended. Forward looking statements are generally identifiable by the fact that they do not relate only to historical or current facts or by the use of the words may, will, should, plan, expect, anticipate, estimate, believe, intend, project, goal or target or the negative of these words or other variations on these words or comparable terminology. Forward looking statements involve a number of known and unknown risks, uncertainties and other factors that could cause our or our industrys actual results, levels of activity, performance or achievements to be materially different from any future results, levels of activity, performance or achievements expressed or implied by such forward looking statements. These forward looking statements are based on numerous assumptions regarding the present and future strategies of each business and the environment in which they will operate in the future. In evaluating forward looking statements, you should consider general economic conditions in the markets in which we operate, as well as the risk factors outlined in our Form 20-F filed with the US Securities and Exchange Commission and posted on Cadbury plcs website www.cadbury.com. These materials should be viewed in conjunction with our periodic half yearly and annual reports and other filings filed with or furnished to the Securities and Exchange Commission, copies of which are available from Cadbury plc, Cadbury House, Uxbridge Business Park, Sanderson Road, Uxbridge UB8 1DH, UK and from the Securities and Exchange Commissions website at www.sec.gov. Cadbury plc does not undertake publicly to update or revise any forward looking statement that may be made in these materials, whether as a result of new information, future events or otherwise. All subsequent oral or written forward-looking statements attributable to Cadbury plc or any person acting on their behalf are expressly qualified in their entirety by the cautionary statements above.