The document outlines the stakeholder philosophy and core values of balancing the needs of customers, team members, shareholders, vendors, communities, and the environment. It discusses goals of growing collectively to benefit all stakeholders. Additionally, it identifies tremendous growth opportunities through increasing demand for natural and organic foods, flexibility to drive traffic and expand in new markets. Finally, it emphasizes continually redefining the marketplace through culture, emphasis on perishables, store design evolution, and establishing Whole Foods Market as an authentic lifestyle brand.

1. Our Stakeholder Philosophy and Core Values
Our goal is to balance the needs and desires of our
customers, Team Members, shareholders,
vendors, communities and the environment while
creating value for all. By growing the collective
pie, we create larger slices for all of our
stakeholders. Our Core Values reflect this
sense of collective fate.
• Selling the highest quality natural & organic
products available
• Satisfying & delighting our customers
• Supporting Team Member happiness &
excellence
• Creating wealth through profits & growth
• Caring about our communities & our environment

2. Safe Harbor Statement
The following constitutes a quot;Safe Harborquot; statement under the
Private Securities Litigation Reform Act of 1995. Except for the
historical information contained herein, the matters discussed in this
presentation are forward-looking statements that involve risks and
uncertainties, which could cause our actual results to differ materially
from those described in the forward-looking statements.
These risks include but are not limited to general business
conditions, the timely development and opening of new stores, the
impact of competition, and other risks detailed from time to time in
the Company's SEC reports, including the reports on Form 10-K for
the fiscal year ended September 24, 2006.
The Company does not undertake any obligation to update
forward-looking statements

3. Tremendous Growth Opportunities
• Demand for natural & organic foods 2010 Goal:
continues to grow at a faster rate than $12 Billion in Sales
conventional grocery
• We are a desirable tenant that drives traffic $12
to shopping centers $12
23%
bil
• We have a flexible format and “right-size” CAGR
$10
strategy
Sales in Billions
$8
• None of our markets are saturated
• Top markets can support a dense
$6
concentration of stores
$6.1
• We have a lot of opportunity in secondary
$4 bil
markets
• We have taken a conservative approach to
$2
international expansion
• Oats merger does not impact our organic $0
growth plans TTM 2010 Goal

4. Gaining Market Share & Producing Consistent Results
5-Yr Range 5-Year
YTD07
Low High Average
17.0% 22.8% 20.3% 12.3%
Sales Growth
8.6% 14.9% 11.5% 6.7%
Comparable Store Sales Growth
34.2% 35.1% 34.8% 34.9%
Gross Profit
25.2% 25.5% 25.4% 25.9%
Direct Store Expenses
9.0% 9.6% 9.4% 9.0%
Store Contribution
3.1% 3.6% 3.2% 3.1%
G&A

5. Acceleration in Store Openings is a Reality
70% of
Existing S.F.
• We have opened five stores in
4Q07, expect to open two more,
14
for 20 new stores in FY07
– First WFM store in London 12
– New generation stores revitalizing
10
S.F. (in billions)
existing markets
• 23 stores are tendered for openings 8 5.0
5.0
in FY08, and we expect to announce 3.6
6 2.6
more tenders for openings in FY08 1.6
over the next two quarters 4
• Our new stores open at least one
2
year continue to run ahead of our
5.1 5.8 7.1
4.5 6.4
year one sales projections and are 0
on track to reach our EVA goal 2003 2004 2005 2006 2007
Existing In development

6. Opening Day in London

7. Continually Redefining the Marketplace
• Culture
• Emphasis on perishables
• Private label
• Brand partnerships
• Control brands
• Local products
• Whole Trade
• Animal Compassion
• Recreating the supply chain
• Store design continues to evolve
• Brand continues to gain momentum

8. Creating a Stronger Company
• Sale of 35 Henry’s and Sun Harvest stores expected to close in September
• Significant synergies through G&A cost reductions, greater purchasing power,
increased utilization of our facilities and new team member talent
• All regions will gain stores
• Three of our smallest regions will gain critical mass
• We will gain immediate entry into significant number of new markets
• Oats has been closing underperforming stores, but some additional store closures
are expected as well as the relocation of some stores that overlap with stores we
currently have in development
– 8 closures identified to date
• We expect to make significant investments in upgrading and improving stores
before eventually re-branding them as Whole Foods Market stores

9. Whole Foods Market is About More than Just Food
• We are the authentic retailer of
natural & organic products
• We are a lifestyle brand
• We have created a unique
environment that functions as a
“third place”
• We are continually redefining the
marketplace and further
differentiating our stores and
customer experience
• We believe our sales potential is
much greater than $12 billion, as the
market continues to grow and as we
continue to improve