Janelle Aydin
Kraft HeinzAbout Janelle Aydin
Global Chief Procurement & Sustainability Officer at Kraft Heinz since August 1, 2025, following service as Chief Procurement Officer, North America; she joined Kraft Heinz in January 2023 after nearly two decades at Diageo in procurement leadership, including a senior CPO role . Background details (age, formal education) are not disclosed in SEC or investor materials; public profiles emphasize procurement transformation, sustainability integration, and global team-building . Company-level pay-for-performance metrics tied to executive incentives include multi‑year TSR relative performance, Organic Net Sales CAGR, and Cumulative Free Cash Flow, with capped TSR if negative at the end of the period .
Past Roles
| Organization | Role | Years | Strategic Impact |
|---|---|---|---|
| The Kraft Heinz Company | Chief Procurement Officer, North America | 2024 (role referenced as North America CPO; elevated Jan 2024 per external coverage) | Led North America procurement and sustainability, scaling supplier collaboration and category management |
| The Kraft Heinz Company | Global Chief Procurement & Sustainability Officer (EVP level) | Aug 2025–present | Leads global procurement and sustainability; focus on value creation, resilience, and ESG delivery |
| Diageo | Senior procurement leadership, including Chief Procurement Officer | “Nearly two decades” (approximate duration disclosed) | Global procurement transformation and sustainability embedding across categories/regions |
External Roles
| Organization | Role | Years | Notes |
|---|---|---|---|
| DPW Amsterdam | Speaker, Leadership in the Age of Disruption | Oct 8, 2025 | Panel on AI, sustainability, and supply chain leadership |
| Procurement Leaders (industry network listing) | Listed Global Chief Procurement & Sustainability Officer | 2025 | Industry recognition in global CPO community |
Fixed Compensation
Kraft Heinz discloses executive program structures; individual pay figures for Janelle Aydin are not yet disclosed in proxy or SEC filings. Program features:
| Element | Structure | Details |
|---|---|---|
| Base Salary | Market median targeting | Initial base salaries set at hire; NEOs targeted to market median |
| Annual Cash Bonus (PBP) – 2025 design | Company-weighted scorecard | 50% PBP Adjusted Operating Income, 30% PBP Organic Net Sales, 20% PBP Free Cash Flow Conversion |
| Annual Equity Award Mix | 70% PSUs / 30% RSUs | RSUs vest 75% at year 3, 25% at year 4; PSUs performance-based over FY2024–FY2026 |
| Bonus Investment Plan (Matching RSUs) – 2025 vesting | 50% year 2 / 50% year 3 | Vesting schedule updated to align with market practice |
| Ownership Guidelines | 3x base salary for NEOs (CEO 6x) | 5‑year compliance window; includes RSUs/DEUs; options excluded; all current NEOs in compliance |
| Clawback | Long-standing clawback terms | Program grounded in best practices with clawbacks |
| Anti‑Hedging/Pledging | Prohibited | No margin accounts, pledging, short sales, options/derivatives, or hedging KHC stock |
Performance Compensation
Company-level metrics and payout mechanics that govern PSU outcomes; individual “actual” results for Aydin’s awards are not yet disclosed.
| Metric | Weighting | Target/Payout Scale | Vesting |
|---|---|---|---|
| 3‑yr average annual TSR vs peer group | 40% | Threshold 25%, Target 100%, Max 150%; TSR capped at target if end-period TSR is negative | PSUs vest based on 3‑year FY2024–FY2026 performance |
| 3‑yr Organic Net Sales CAGR | 30% | Threshold 25%, Target 100%, Max 150% | PSUs per 3‑year performance window |
| 3‑yr Cumulative Free Cash Flow | 30% | Threshold 25%, Target 100%, Max 150% | PSUs per 3‑year performance window |
| RSUs | — | Time-based; no performance scale | 75% on 3rd anniversary; 25% on 4th anniversary from grant |
| PBP (Annual cash) – 2025 | — | Scorecard: AOI 50%, Organic Net Sales 30%, FCF Conversion 20% | Annual payout based on fiscal year performance |
In 2024, PBP payouts for NEOs were 26%–43% of targeted amounts, underscoring rigorous goals; equity awards remained heavily weighted to PSUs at 70% .
Equity Ownership & Alignment
- Stock Ownership Guidelines: Other NEOs required to hold 3x base salary (CEO 6x); 5‑year compliance period; RSUs/DEUs count; stock options do not; current NEOs are in compliance .
- Anti‑Hedging/Pledging: KHC prohibits margin accounts, pledging KHC stock, short sales, options/derivatives, and hedging transactions by executives .
- Beneficial Ownership: No individual ownership disclosure for Janelle Aydin is available in the latest proxy; monitor upcoming filings for updates .
Employment Terms
| Plan/Policy | Provision | Notes |
|---|---|---|
| Severance Pay Plan (Amended & Restated, effective Jan 1, 2023) | 24 months base salary for CEO; 18 months base salary for senior executives; continued health & welfare benefits for same periods; outplacement; vesting/acceleration per award terms | Requires non‑revocable release and compliance with restrictive covenants (non‑compete, non‑solicit, etc.) |
| Change‑in‑Control (CIC) Severance Plan | CIC plan in place | Additional details referenced in CD&A “Other Compensation Policies and Practices—Change in Control Severance Plan” |
| Equity Awards (Death/Disability) | Fully vested/exercisable; PSUs vest to extent performance conditions met | Applies to awards under 2020 Omnibus Incentive Plan |
| Appointment Confirmation | Effective date | Appointed Global Chief Procurement & Sustainability Officer effective Aug 1, 2025 |
Track Record, Value Creation, and Execution Risk
- Appointment context: Transition from Marcos Eloi Lima to Aydin signals continuity in procurement and sustainability leadership; Aydin emphasizes procurement excellence, stakeholder collaboration, and sustainability acceleration .
- External visibility: Public speaking on leadership at DPW Amsterdam indicates thought leadership on AI-sustainability-supply chain integration .
- Company performance markers: Executive incentives tied to TSR, Organic Net Sales growth, and FCF over a multi‑year period; annual cash scorecard focuses on AOI, sales growth, and FCF conversion, reinforcing capital allocation discipline .
Vesting Schedules and Insider Selling Pressure
- Time‑based RSUs: 75% vest year 3, 25% vest year 4; Matching RSUs (Bonus Investment Plan) vest 50% year 2 and 50% year 3 beginning in 2025 program .
- PSUs: 3‑year performance window FY2024–FY2026 with capped TSR at target if negative .
- Insider transactions: Recent Form 4 data specific to Aydin was not found via available tools; monitor SEC filings and company insider reports for any grants, vestings, or dispositions post‑appointment .
Say‑on‑Pay & Shareholder Feedback
- Say‑on‑Pay support: Approximately 96% of votes cast supported executive compensation at the 2024 Annual Meeting; no changes to 2024 program due to vote outcome .
Compensation Structure Analysis
- At‑risk pay: Majority of NEO pay is performance‑ and equity‑based (c. 75% at‑risk; c. 65% equity) aligning incentives to long‑term outcomes .
- Equity mix shift: Heavy use of PSUs (70%) vs. RSUs (30%) indicates higher performance risk sensitivity; PSU max is 150% vs. peers often at 200%, reflecting disciplined upside .
- Governance rigor: Strong ownership guidelines, clawbacks, and anti‑hedging/pledging policies reduce misalignment and risk behaviors .
Investment Implications
- Alignment: Aydin’s role is governed by KHC’s performance‑heavy PSU framework tied to TSR, organic growth, and FCF, plus annual cash scorecard focused on AOI/sales/FCF conversion—reinforcing capital allocation discipline and long‑term value creation .
- Retention dynamics: 3–4 year vesting for RSUs and 3‑year PSU measurement window create multi‑year retention hooks; senior executive severance of 18 months base salary with restrictive covenants supports continuity while limiting exit optionality .
- Trading signals: Watch for initial grant disclosures (Form 4s/8‑Ks) post‑appointment that clarify grant sizes, performance targets, and vesting schedules; monitor procurement execution amid strategic evaluations (including potential separation plans) for cost-of-goods, supplier terms, and ESG roadmap impacts on margins and FCF .
- Risk controls: Anti‑pledging/hedging and robust clawbacks lower governance red flags; absence of reported tax gross‑ups and bespoke perquisites supports shareholder-friendly posture .