UNITED STATES SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
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þ☑ | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the Fiscal Year Ended December 29, 2018
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¨☐ | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For The Transition Period From To
Commission file number 1-4171
Kellogg Company
(Exact name of registrant as specified in its charter)
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| Delaware | | 38-0710690 |
(State or other jurisdiction of Incorporation
or organization)
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One Kellogg Square
Battle Creek, Michigan 49016-3599
(Address of Principal Executive Offices)
Registrant’s telephone number: (269) 961-2000
Securities registered pursuant to Section 12(b) of the Securities Act:
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| Title of each class: | Trading symbol(s): | Name of each exchange on which registered: |
| Common Stock, $.25 par value per share | K | New York Stock Exchange |
1.750% Senior Notes due 2021 | | New York Stock Exchange |
| 0.800% Senior Notes due 2022 | K 22A | New York Stock Exchange |
| 1.000% Senior Notes due 2024 | K 24 | New York Stock Exchange |
| 1.250% Senior Notes due 2025 | K 25 | New York Stock Exchange |
| 0.500% Senior Notes due 2029 | K 29 | New York Stock Exchange |
Securities registered pursuant to Section 12(g) of the Securities Act: None
Indicate by a check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes þ☑ No ¨☐
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15 (d) of the Act. Yes ¨☐ No þ☑
Note — Checking the box above will not relieve any registrant required to file reports pursuant to Section 13 or 15(d) of the Exchange Act from their obligations under those Sections.
Indicate by check mark whether the registrant: (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes þ☑ No ¨☐
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes þ☑ No ¨☐
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of the registrant’s knowledge in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. þ
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and “emerging growth company” in Rule 12b-2 of the Exchange Act.
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| Large accelerated filer | ☑ | | Accelerated filer | ☐ | |
| Non-accelerated filer | ☐ | | Smaller reporting company | ☐ | |
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Large accelerated filer þ
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Non-accelerated filer ¨
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| Emerging growth company¨ | ☐ | |
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Act). Yes ¨☐ No þ☑
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. Yes ☑ No ☐
The aggregate market value of the common stock held by non-affiliates of the registrant (assuming for purposes of this computation only that the W. K. Kellogg Foundation Trust, directors and executive officers may be affiliates) as of the close of business on June 30, 2018July 2, 2021 was approximately $19.1$17.9 billion based on the closing price of $68.71$64.02 for one share of common stock, as reported for the New York Stock Exchange on that date.
As of January 26, 2019, 343,894,65429, 2022, 341,674,873 shares of the common stock of the registrant were issued and outstanding.
Parts of the registrant’s Proxy Statement for the Annual Meeting of Shareowners to be held on April 26, 201929, 2022 are incorporated by reference into Part III of this Report.
PART I
ITEM 1. BUSINESS
The Company. Kellogg Company, founded in 1906 and incorporated in Delaware in 1922, and its subsidiaries are engaged in the manufacture and marketing of ready-to-eat cerealsnacks and convenience foods.
The address of the principal business office of Kellogg Company is One Kellogg Square, P.O. Box 3599, Battle Creek, Michigan 49016-3599. Unless otherwise specified or indicated by the context, “Kellogg,” the "Company," “we,” “us” and “our” refer to Kellogg Company, its divisions and subsidiaries.
Financial Information About Segments. Information on segments is located in Note 1816 within Notes to the Consolidated Financial Statements.
Principal Products. Our principal products are snacks, such as crackers, cookies, savory snacks, toaster pastries, cereal bars, granola bars and bites, fruit-flavored snacks;bites; and convenience foods, such as, ready-to-eat cereals, frozen waffles, veggie foods and noodles. These products were, as of February 25, 2019,22, 2022, manufactured by us in 21 countries and marketed in more than 180 countries. They are sold to retailers through direct sales forces for resale to consumers. We use broker and distributor arrangements for certain products and channels, as well as less-developed market areas or in those market areas outside of our focus.certain geographies.
Our snacks brands are marketed under brands such as Kellogg’s, Keebler, Cheez-It, Pringles, Murray, Austin, Famous Amos,Parati,and RXBAR. Our cereals and cereal bars are generally marketed under the Kellogg’s name, with some under theKashiandBear Naked brands. Our frozen foods are marketed under theEggoandMorningstar Farms brands.
We also market cookies, crackers, crisps, and other convenience foods, under brands such as Kellogg’s, Keebler, Cheez-It, Pringles, Murray,and Austin, and Famous Amos, to supermarkets in the United States through a variety of distribution methods.
Additional information pertaining to the relative sales of our products for the years 20162019 through 20182021 is located in Note 1816 within Notes to the Consolidated Financial Statements, which are included herein under Part II, Item 8.
Environmental, Social and Governance (ESG) Leadership. In 2020, Kellogg launched a refreshed vision and purpose. Our vision is a good and just world where people are not just fed, but fulfilled. Our purpose is creating better days, and a place at the table for everyone, through our trusted food brands. Our vision and purpose are integrated into our Deploy For Growth business strategy. Our ESG leadership in areas like Nourishing with our Foods, Feeding People in Need, Nurturing our Planet, and Living our Founder's Values are key to how we bring our Vision and Purpose to life.
This work is not new - we’ve been making progress on these topics for many years and have been reporting our results annually through our Corporate responsibilityResponsibility Report (soon to be called ESG report) and sustainability. other disclosures since 2009. Each year, we assess which ESG topics are included and highlight progress on our commitments. We also report against the Sustainability Accounting Standards Board (“SASB”) and Global Reporting Initiative ("GRI") reporting frameworks, as well as many other industry disclosures like CDP and the Dow Jones Sustainability Index. In 2021, Kellogg’s sustainability performance is within the top 15% of our industry according to the 2021 S&P Global ESG Yearbook, making Kellogg among the world’s highest performing sustainable companies.
Our Commitments. Kellogg’s global ESG strategy, Kellogg’s® Better Days™, has helped make billions of days better for people in need. In 2019, Kellogg expanded our commitments again to increase ambition, capture a broader set of goals, and align to the United Nations Sustainable Development Goals. Kellogg is addressing food security and creating Better Days for 3 billion people by the end of 2030, from a 2015 baseline. To do so, we’re focused on the interconnected issues of wellbeing, hunger relief and climate resiliency to drive positive change for people, communities and the planet. Specifically, we are committed to:
•Nourishing 1 billion people by fostering well-being with our foods by delivering nutrients of need and addressing hidden hunger
•Feeding 375 million people in need through food donations and expanded child-feeding programs.
•Nurturing people and our planet by supporting 1 million farmers and workers while conserving natural resources across our value chain by meeting our science-based targets, responsibly sourcing our ingredients, reducing organic waste and providing sustainable packaging.
•Living our founder’s values by engaging at least 1.5 billion people in the issue of global food security by advocating on behalf of children facing hunger, encouraging employee volunteerism, ensuring an ethical supply chain, and supporting diversity and inclusion.
Climate-Related Disclosure. Climate change and food security are core business issues for Kellogg to ensure the long-term health andviability of the ingredients we use in our products. The Social Responsibility & Public Policy CommitteeAs a grain-based food company, the success of our Board of Directors oversees the company's sustainability effortsKellogg Company is dependent on having timely access to high quality, low cost ingredients, water and climate policy. All four committee membersenergy for manufacturing globally. Risks are independent. At the executive level, environmentalidentified annually through annual reporting and social issues in our supply chain are overseen by our Chief Sustainability Officer and are aligned and included in parallel work streams within internal audit and audit committee. Policies and strategies regarding these topics are alignedevaluated in the organization’s lobbying, advocacy,short (<3 years), medium (3 - 6 years) and membership efforts. In multi-stakeholder initiatives, Kellogg partners with suppliers, customers, governments and non-governmental organizations, including the World Business Council for Sustainable Development and the Consumer Goods Forum.
Kellogg Company relies on natural capital including energy for product manufacturing and distribution, water as an ingredient, for facility cleaning and steam power, and food crops and commodities as an ingredient.long terms (>6 years). These natural capital dependencies are at risk of shortage, price volatility, regulation, and quality impacts due to climate change which is assessed as part of Kellogg’s overall enterprise risk management approach. Specific risks including water stress and social accountability are specifically identified and assessed on a regular basis, especially in emerging market expansion that fuels company growth.
Due to these risks, Kellogg has implemented major short- and long-term initiatives to mitigate and adapt to these environmental pressures, as well as the resulting challenge of food security.
Global sustainability commitments. Kellogg has committed to improving efficiency in its owned manufacturing footprint by reducing water use, total waste, energy use, While these risks are not currently impacting business growth, they must be monitored, evaluated, and greenhouse gas (GHG) emissions by 15% per metric tonne of food produced by 2020 from a 2015 baseline. We will report 2018 energy, GHG, and water use reductions in our 2018/2019 Corporate Responsibility Report. The goal is to reduce the risk of disruptions from unexpected constraints in natural resource availability or impacts on raw material pricing. Additionally, Kellogg is committed to implement water reuse projects in at least 25% of our plants by 2020 from a 2015 baseline, with a specific focus on plants located in water stressed areas. Kellogg has committed to responsibly sourcing our ten priority ingredients as determined by environmental, social, and business risk by 2020 by partnering with suppliers and farmers to
measure continuous improvement. In addition, Kellogg established third-party approved science-based targets to reduce absolute Scope 1 and 2 greenhouse emissions by 65% and Scope 3 greenhouse emissions by 50% by 2050 from a 2015 baseline. Through these commitments, Kellogg supports the United Nations Sustainable Development Goal #13 to take urgent action to combat climate change and its impacts.
In 2017, the manufacturing organization led sustainability efforts that resulted in a reduction in water use by 1.8%, energy use by 2.1%, and GHG emissions by 11.4% per metric tonne of food produce compared to a 2015 baseline. In the first year of our science-based targets, we’ve reduced absolute Scope 1 and 2 emissions by 13.6%. In September 2017, Kellogg joined RE100, an industry platform working together towards 100% renewable electricity. Increasing our use of renewable electricity will lower business risk and reduce GHG emissions.
Food Loss and Waste: As a global food company, Kellogg is committed to addressing the critical issues of climate and food security, and we’re committed to address food loss and waste. Kellogg supports the United Nations Sustainable Development Goal (SDG) 12.3, to halve per capita global food waste at the retail and consumer levels and reduce food losses along production and supply chains, including post-harvest losses, by 2030. These goals are aligned with Kellogg commitments to reduce waste, with a focus on food waste across our end-to-end supply chain. And through our global signature cause platform, Breakfasts for Better Days™ we’re donating food for hunger relief that may otherwise go to waste.
Breakfasts for Better Days: In 2016, this global social purpose platform expanded with the intent to contribute to food security - aligned to United Nations Sustainable Development Goal #2 (SDG 2): End hunger, achieve food security and improved nutrition, and promote sustainable agriculture. The goal of the program is to create 3 billion Better Days by 2025 to address food security risks that can impact the Company as well as create opportunity to engage consumers. The Company’s five key commitments include food donations, expansion of breakfast clubs, supporting 500,000 farmers, committing to 45,000 employee volunteer days, and engaging 300 million people to join Kellogg in its hunger relief efforts. Through Breakfasts for Better Days, Kellogg has helped make billions of days better for people in need, providing 2.5 billion servings of food since 2013.
As a grain-based food company, the success of Kellogg Company is dependent on having timely access to high quality, low cost ingredients, water and energy for manufacturing globally. Risks are identified annually through annual reporting and evaluated in the short (<3 years), medium (3 - 6 years) and long terms (>6 years).mitigated. The Company has incorporated the risks and opportunities of climate change and food security as part of the Global 2020Deploy For Growth Strategy and global Heart and Soul StrategyKellogg’s® Better Days™ by continuing to identify risk, incorporate sustainability indicators into strategic priorities, and report regularly to leadership, the Board, and publicly. While these risksKellogg has been recognized as a 2021 CDP Supplier Engagement Leader, representing the top 7% of companies who disclosed to the full climate questionnaire.
Oversight. Kellogg Company’s Social Responsibility and Public Policy Committee of the Board of Directors oversees our ESG strategy. Our Executive Committee, a committee composed of senior leaders including the Senior Vice President (SVP) of Global Corporate Affairs who reports to the Chairman and CEO, are not currently impacting business growth, they must be monitored, evaluated,responsible for successfully implementing the strategy and mitigated.regularly updating the CEO and Board Committee. Our Chief Sustainability Officer (CSO) reports to the SVP of Global Corporate Affairs. Additionally, numerous leaders are accountable for achieving specific corporate responsibility commitments, based on their roles.
Raw Materials. Agricultural commodities, including corn, wheat, rice, potato flakes, vegetable oils, sugar and cocoa, are the principal raw materials used in our products. Cartonboard, corrugate, and plastic are the principal packaging materials used by us. We continually monitor world supplies and prices of such commodities (which include such packaging materials), as well as government trade policies. The cost of such commodities may fluctuate widely due to government policy and regulation, changing weather patterns and conditions, climate change, and other supply and/or demand impacting events such as a pandemic (such as the COVID-19 pandemic), geopolitical events, or other unforeseen circumstances. Continuous efforts are made to maintain and improve the quality and supply of such commodities for purposes of our short-term and long-term requirements.
The principal ingredients in the products produced by us in the United States include corn grits, wheat and wheat derivatives, potato flakes, oats, rice, cocoa and chocolate, soybeans and soybean derivatives, various fruits, sweeteners, vegetable oils, dairy products, eggs, and other ingredients, which are obtained from various sources. While most of these ingredients are purchased from sources in the United States, some materials are imported due to regional availability and specification requirements.
We enter into long-term contracts for the materials described in this section and purchase these items on the open market, depending on our view of possible price fluctuations, supply levels, and our relative negotiating power. WhileDespite our ability to source materials necessary to meet increased demand for our products, certain ingredients, packaging and other goods and services have been adversely impacted by the cost of some ofCOVID-19 pandemic. Although we are unable to predict the impact to our ability to source these materials has, and mayservices in the future, we expect supply pressures, supply chain and logistics delays, and other disruptions to continue to increase over time, we believe that we will be able to purchase an adequate supply of these items as needed.through 2022. As further discussed herein under Part II, Item 7A, we also use commodity futures and options to hedge some of our costs.
Raw materials and packaging needed for internationally based operations are available in adequate supply and are sourced both locally and imported from countries other than those where used in manufacturing.
Natural gas and propane are the primary sources of energy used to power processing ovensequipment at major domestic and international facilities, although certain locations may use electricity, oil, propane or solar cells on a back-up or alternative basis.as needed. In addition, considerable amounts of diesel fuel are used in connection with the distribution of our products.
Trademarks.Generally, our products are marketed under trademarks we own. Our principal trademarks are our housemarks, brand names, slogans, and designs related to cereals, snacks and various other foods manufactured and marketed by us, and we also grant licenses to third parties to use these marks on various goods. These trademarks include Kellogg’sfor cereals, convenience foods and our other products, and the brand names of certain ready-to-eat cereals, including All-Bran, Apple Jacks, Choco Zucaritas, Cocoa Krispies, Kellogg’s Corn Flakes, Corn Pops, Cracklin’ Oat Bran, Crispix, Eggo, Froot Loops, Kellogg’s Frosted Flakes, Krave, Frosted Krispies, Frosted
Mini-Wheats, Mueslix, Pops, Kellogg's Raisin Bran, Raisin Bran Crunch, Rice Krispies, Rice Krispies Treats, Smacks/Honey Smacks, Special K, Special K Nourish, Special K Red Berriesand ZucaritasSmart Start in the United States and elsewhere; Sucrilhos, Krunchy Granola, Kellogg's Extra, Kellness,Radkau, Zoo Cartoon, Müsli, and Choco Krispisfor cereals in Latin America; Vector and Two Scoops in Canada; Ancient Legends, Coco Pops, Choco Krispies, Frosties, Fruit ‘N‘n Fibre, Kellogg’s Crunchy Nut, Krave, Honey Loops, Kellogg’s Extra, Country Store, Smacks, Pops, Honey Bsss, Croco Copters, Chombos, W.K. Kellogg, Toppasand Tresorfor cereals in Europe; and Froot Ring, Guardian, Just Right, Sultana Bran, Frosties, Rice Bubbles, Nutri-Grain, and Sustainfor cereals in Asia and Australia. Additional trademarks are the names of certain combinations of ready-to-eat Kellogg’scereals, including Fun Pak and Variety.
Other brand names include Kellogg’sCorn Flake Crumbs; All-Bran, Choco Krispis, Crunchy Nut, Frutela,Kashi, Nutri-Grain, Special K, Squares, Zucaritas, Kashi and Sucrilhosfor cereal bars; Pop-Tartsfor toaster pastries; Eggo, Kashi and Nutri-Grainfor frozen waffles and pancakes; Eggo,MorningStar Farms and Special K and MorningStar Farms for breakfast sandwiches; Rice Krispies Treatsfor convenience foods; Special Kprotein shakes; Nutri-Graincereal bars for convenience foods in the United States and elsewhere; K-Time, Sunibrite, Split Stix, Be Natural Sunibriteand LCMsfor convenience foods in Australia; Choco Krispies, Coco Pops, Crunchy Nut, Frosties and Rice Krispies Squaresfor convenience foods in Europe; Kashifor certain cereals, convenience foods, and frozen foods, powders and pilaf; GoLeanfoods; Kashi Go for cereals and nutrition bars; Special Kand Vectorfor meal bars; Bear Nakedfor granola cereal and snack bites, Pringlesfor potato crisps, corn crisps, graincrisps; and vegetable crisps and potato sticks; and Morningstar Farms, Incogmeato, Veggitizers andGardenburgerfor certain meat alternatives.
We also market convenience foods under trademarks and tradenames which include Keebler, Austin, Bisco, Cheez-It, Chips Deluxe, Club, E. L. Fudge, Famous Amos, Fudge Shoppe, Gripz, Krispy,Luxe, Minueto, Mother’s, Murray, Murray Sugar Free, Parati, Ready Crust, RXBAR, Sandies, Special K, Soft Batch, Simply Made, Stretch Island, Sunshine, Toasteds, Town House, Trink, Vienna Fingers, Zesta and Zoo Cartoon.Cartoon and beverages under the Trink trademark. One of our subsidiaries is also the exclusive licensee of the Carr’scracker line in the United States.
Our trademarks also include logos and depictions of certain animated characters in conjunction with our products, including Snap! Crackle! Pop!for Cocoa Krispiesand Rice Krispiescereals and Rice Krispies Treatsconvenience foods; Tony the Tigerfor Kellogg’s Frosted Flakes, Zucaritas, Sucrilhosand Frostiescereals and convenience foods; ErnieKeebler for cookies, convenience foods and other products; the Hollow Tree logo for certain convenience foods; Toucan Samfor Froot Loops and Froot Rings cereal; Dig ‘Emfor Smacks/Honey Smackscereal; Sunnyfor Kellogg’s Raisin Bran, Two Scoops and Raisin Bran Crunchcereals; Cocothe Monkey for Coco Pops, Choco Krispies and Chocoscereal; Cornelius (aka(aka Cornelio) for Kellogg’s Corn Flakes; Melvinthe Elephant for certain cereal and convenience foods; Chocovore, Poperto, Cerealdo and Sammythe Seal (aka (aka Smaxeythe Seal) for certain cereal products; and Mr. Por Julius Pringlesfor Pringles potato crisps, corn crisps, grain and vegetable crisps and potato sticks.crisps.
The slogans The Original & Best, They’re Gr-r-reat!, Show Your Stripesand Follow Your Nose,are used in connection with our ready-to-eat cereals, along with L’ Eggo my Eggoand L’Eggo with Eggo, used in connection with our frozen waffles, pancakes and French toast sticks, and breakfast sandwiches, Uncommonly Good and It Takes Heart To Make a Good Cookie used in connection with convenience food products, Taste It To Believe It used in connection with meat alternatives and Pop Play Eat Snack Stacks used in connection with potato crisps are also important Kellogg trademarks.
The trademarks listed above, among others, when taken as a whole, are important to our business. Certain individual trademarks are also important to our business. Depending on the jurisdiction, trademarks are generally valid as long as they are in use and/or their registrations are properly maintained and they have not been found to have become generic. Registrations of trademarks can also generally be renewed indefinitely as long as the trademarks are in use.
We consider that, taken as a whole, the rights under our various patents, which expire from time to time, are a valuable asset, but we do not believe that our businesses are materially dependent on any single patent or group of related patents. Our activities under licenses or other franchises or concessions which we hold are similarly a valuable asset, but are not believed to be material.
Seasonality. Demand for our products hasis generally been approximately level throughout the year, although some of our convenience foods have a bias for stronger demand in the second half of the year due to events and holidays. We also custom-bake cookies under a trademark license agreement with the Girl Scouts of the U.S.A., which cookies are principally sold in the first quarter of the year.
Working Capital. A description of our working capital is included in the Liquidity section of MD&A within Item 7 of this report.Report.
Customers. Our largest customer, Wal-Mart Stores, Inc. and its affiliates, accounted for approximately 19% of consolidated net sales during 2018,2021, comprised principally of sales within the United States. No other customer accounted for greater than 10% of net sales in 2018.2021. During 2018,2021, our top five customers, collectively, including Wal-Mart, accounted for approximately 33%32% of our consolidated net sales and approximately 49%53% of U.S. net sales. There has been significant worldwide consolidation in the grocery industry and we believe that this trend is likely to continue. Although the loss of any large customer for an extended length of time could negatively impact our sales and profits, we do not anticipate that this will occur to a significant extent due to the consumer demand for our products and our relationships with our customers. Our products have been generally sold through our own sales
forces and through broker and distributor arrangements, and have been generally resold to consumers in retail stores, restaurants, and other food service establishments.
Backlog. For the most part, orders are filled within a few days of receipt and are subject to cancellation at any time prior to shipment. The backlog of any unfilled orders at December 29, 2018January 1, 2022 and December 30, 2017January 2, 2021 was not material to us.
Competition. We have experienced, and expect to continue to experience, intense competition for sales of all of our principal products in our major product categories, both domestically and internationally. Our products compete with advertised and branded products of a similar nature as well as unadvertised and private label products, which are typically distributed at lower prices, and generally with other food products. Principal methods and factors of competition include new product introductions, product quality, taste, convenience, nutritional value, price, advertising and promotion.
Research and Development. Research to support and expand the use of our existing products and to develop new food products is carried on at the W. K. Kellogg Institute for Food and Nutrition Research in Battle Creek, Michigan, and at other locations around the world. Our expenditures for research and development were approximately (in millions): 2018-2021-$154; 2017-134; 2020-$148; 2016-135; 2019-$182.144. Information concerning our research and development expense is located in Note 1 within Notes to the Consolidated Financial Statements.
Regulation. Our activities in the United States are subject to regulation by various government agencies, including the Food and Drug Administration, Federal Trade Commission and the Departments of Agriculture, Commerce and Labor, as well as voluntary regulation by other bodies. Various state and local agencies also regulate our activities. Other agencies and bodies outside of the United States, including those of the European Union and various countries, states and municipalities, also regulate our activities.
Environmental Matters. Our facilities are subject to various U.S. and foreign, federal, state, and local laws and regulations regarding the release of material into the environment and the protection of the environment in other ways. We are not a party to any material proceedings arising under these regulations. We believe that compliance with existing environmental laws and regulations will not materially affect our consolidated financial condition or our competitive position.
Employees. At December 29, 2018,
Human Capital Resources. On January 1, 2022, we had approximately 34,00031,000 employees. We are also party to numerous collective bargaining agreements. Our human capital objectives include attracting, developing, engaging, rewarding and retaining our employees.
Equity, Diversity and Inclusion: In 2005, Kellogg established an Office of Diversity & Inclusion. Since this time, our Company has enhanced our strategy to lead with Equity and be known as the Office of Equity, Diversity and Inclusion. This office has been focused on recruiting and retaining employees, creating awareness of diversity issues, fostering a supportive, positive environment where inclusive behaviors are the norm, and embedding accountability for diversity throughout the organization. Our goal is to reflect the diversity of our consumers throughout our Company. We report to our Board of Directors on a periodic basis about the actions we have taken to make progress on our ED&I journey, and we are firmly committed to continuing to advance our ED&I priorities. Our focus on equity, diversity and inclusion enables us to build a culture where employees are inspired to share their passion, talents and ideas. Our eight Business Employee Resource Groups, which include KVets and Supporters, Kellogg Multinational Employee Resource Group, Kellogg’s Young Professionals, Kellogg African American Resource Group, Women of Kellogg, Hola (our Latino resource group), KPride & Allies (our LBGTQ+ resource group), and Kapable (our resource group for people with disabilities and their supporters), also play a critical role in attracting diverse talent, providing mentoring and career development opportunities, delivering commercial business insights and connecting people to the Company and the communities where we do business.
Through many initiatives, supported by our Business Employee Resource Groups and ED&I Champions, several leading organizations recognized Kellogg for our commitment to building and supporting equity, diversity and inclusion in our workplace, marketplace and the communities where we work and live. These include Diversity Inc., Social Corporate Equity Index, Diversity Best Practice Index and Human Rights Campaign (HRC) Best Places to Work for LGBTQ Equality, to name a few.
Training and Development: We invest in ongoing leadership development through programs such as our Step UP program for future managers, our Accelerate program for experienced managers and our executive leadership training program for developing our future leaders.
Employee Engagement: We communicate frequently and transparently with our employees through a variety of engagement vehicles, from externally managed global opinion surveys to weekly check-ins via our internal global recognition platform. We also provide a wide array of opportunities for volunteerism though Kellogg’s “Better Days” commitment, and provide matching donations for employees’ service to charities of their choosing in many regions.
Total Rewards: We provide a market-based competitive compensation through our salary, annual incentive and long-term incentive programs, and a benefits package that promotes employee well-being across all aspects of their lives, including physical, financial, social and emotional wellbeing. We sponsor a number of benefit plans for eligible employees in the United States and various foreign locations, including defined benefit pension plans, defined contributions retirement plans, retiree health and welfare, active health care, severance and other postemployment benefits. We continually review and implement new programs around the world to meet the evolving needs of our employees, including, but not limited to benefit programs for same sex partners and progressive leave benefits (e.g., paternity/maternity and active Military). We are also offering flexible work arrangements across our global population.
Health and Wellness: We aim to create a culture where all colleagues feel supported and valued is in line with our corporate mission. The ongoing COVID-19 pandemic has led to unique challenges and we are striving to ensure the health, safety and general well-being of our colleagues. We continue to evolve our programs to meet our colleagues’ health and wellness needs, which we believe is essential to attract and retain employees of the highest caliber, and we offer a competitive benefits package focused on fostering work/life integration. In 2019, we launched My Total Health, our global employee wellbeing framework. It addresses physical, financial, social and emotional wellbeing to support our employee’s personal goals. On an ongoing basis, we focus on each aspect of wellbeing and provide useful information, education, tools and resources. For example, Kellogg hosted a global employee Emotional Health event on Mindfulness in acknowledgement of World Mental Health Day. In North America, we relaunched our “Find your Wings” employee assistance program, to provide more access to valuable Mental Health resources. We also launched our “Lean on Me” program to train employees on how to identify other employees that may be struggling with mental health challenges and pointing them towards our available resources. We also provide company paid access to gyms and mindfulness resources in many parts of the world. Most of our locations now use the My Total Health framework to guide how they communicate and engage with employees in support of their wellbeing.
Company Ethics: The Company has processes in place for compliance with the Code of Conduct for Kellogg Company Board of Directors and Global Code of Ethics for Kellogg Company employees, each including a requirement for annual certification that provides employees an opportunity to disclose actual or potential conflicts of interest, report actual or potential violations of the law, the Code or policy and acknowledge their obligation to comply with the applicable code. The Company regularly re-enforces our commitment to ethics and integrity in employee communications, in our everyday actions and through our processes. In addition, the Company provides targeted training across the globe during the course of the year. The Company also maintains an ethics related hotline, managed by a third party, through which individuals can anonymously raise concerns or ask questions about business behavior.
Financial Information About Geographic Areas.Information on geographic areas is located in Note 1816 within Notes to the Consolidated Financial Statements, which are included herein under Part II, Item 8.
Executive Officers. The names, ages, and positions of our executive officers (as of February 25, 2019)22, 2022) are listed below, together with their business experience. Executive officers are elected annually by the Board of Directors.
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Amit BanatiNicolas Amaya | 5048 |
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Senior Vice President, Kellogg Company
President, Asia PacificKellogg Latin America
Mr. BanatiAmaya assumed his current position in MarchNovember 2019. Mr. Amaya joined Kellogg Company in 2001 as a Marketing Intern for Eggo in the United States. Since then, he has held a variety of leadership positions in the U.S. and Latin America across the cereal, frozen and snacks businesses. Among his many contributions, Mr. Amaya led the complex and challenging regional integration of Pringles in 2012. In April 2013, he was appointed General Manager, Snacks and Growth Platforms for Latin America, and in 2015, he stepped up to the role of Vice President and General Manager, Category Marketing and Innovation, Latin America. He was promoted to Vice President and General Manager for Mexico in October 2016. Prior to Kellogg, Mr. Amaya held various marketing roles at Unilever Andina in the personal care division.
Senior Vice President and Chief Financial Officer
Mr. Banati has been Senior Vice President, Chief Financial Officer and Principal Financial Officer, Kellogg Company, since July 2019. Mr. Banati joined Kellogg in March 2012 as President, Asia Pacific, and his responsibilities were expanded to President, Asia Pacific, Middle East and Africa in July 2018. Before joining Kellogg Company, heMr. Banati served in a variety of boardfinance, general management and leadershipboard roles at Kraft Foods, Cadbury Schweppes and Procter & Gamble. Mr. BanatiHe has worked extensively across the Asia Pacific region, particularly in Australia, India, China, Japan, Korea, Southeast Asia and Singapore.Africa region. At Kraft Foods he was President, North Asia and Asia Pacific strategy, leading the company’s operations in Japan, Korea, Taiwan, Hong Kong and Singapore.Strategy. Prior to that, Mr. Banati served as President, Pacific, for Cadbury Schweppes leading its Australia, New Zealand, Japan and Singapore operations. He was also Chairman of Cadbury Schweppes Australia Limited.
Australia. He was a member of the company’s Chief Executive Committee. He also served as the Chief Financial Officer for Cadbury Schweppes Asia Pacific. Chairman and Chief Executive Officer
Mr. Cahillane has been Chairman of the Board of Kellogg Company since March 2018, and President and Chief Executive Officer since October 2017. He has also served as a Kellogg Director since October 2017. Prior to joining Kellogg, Mr. Cahillane served as Chief Executive Officer and President, and as member of the board of directors, of Alphabet Holding Company, Inc., and its wholly-owned operating subsidiary, The Nature’s Bounty Co., untilfrom September 2014. Prior to that, Mr. Cahillane served as Executive Vice President of The Coca-Cola Company from February 2013 to February 2014 and President of Coca-Cola Americas, the global beverage maker’s largest business, with $25 billion in annual sales at that time, from January 2013 to February 2014. Mr. Cahillane served as President of various Coca-Cola operating groups from 2007 to 2012. He has also been a trustee of the W. K. Kellogg Foundation Trust since 2018.
Vice President and Corporate Controller
Mr. Forche was appointed Vice President and Corporate Controller, Kellogg Company, in July 2018. Previously, Mr. Forche served as Vice President, Assistant Corporate Controller since December 2016. Mr. Forche joined Kellogg as an internal auditor in 1997, subsequently holding a number of Finance roles in the North American business until being named SrSenior Director, Corporate Financial Reporting in April 2014. Prior to joining Kellogg in 1997, he spent four years at Price Waterhouse as an auditor.
Senior Vice President, Global Supply Chain
Mr. Hirst assumed his current position in April 2012. He joined the company in 1984 as a Food Technologist at the Springs, South Africa, plant. While at the facility, he was promoted to Quality Assurance Manager and Production Manager. From 1993 to 2001, Mr. Hirst held numerous positions in South Africa and Australia, including Production Manager, Plant Manager, and Director, Supply Chain. In 2001, Mr. Hirst was promoted to Director, Procurement at the Manchester, England, facility and was later named European Logistics Director. In 2005, he transferred to the U.S. when promoted to Vice President, Global Procurement. In 2008, he was promoted to Senior Vice President, Snacks Supply Chain and to Senior Vice President, North America Supply Chain, in October 2011.
Mr. Hirst is retiring from the Company at the end of April 2022. In accordance with succession plans, Rodrigo Lance, currently Vice President, Kellogg North America Supply Chain, will succeed Mr. Hirst effective March 1, 2022. Senior Vice President, Kellogg Company
President, Kellogg North America
Mr. Hood assumed his current position in July 2018. He most recently served as President, Kellogg Europe.Europe from 2013 to 2018. Mr. Hood joined Kellogg Company in 2012 as the Vice President of European Snacks. Prior to Kellogg, he served The Procter and Gamble Company starting in 1993, and had a distinguished 19-year career in Marketing and General Management, based in Cincinnati, Ohio. Mr. Hood has held a number of Board roles across the Food and Beverage Industry. He currently serves on the GMAConsumer Brands Association Board of Directors and FMI Foundation Board of Trustees.
Senior Vice President, Global Human Services
Ms. Howell assumed her current position in June 2016. Prior to joining Kellogg, she was Chief Human ResourceResources Officer for Rockford, Michigan-based Wolverine Worldwide since 2014. Prior to Wolverine, Ms. Howell spent 24 years with General Motors where she led a team of 2,800 Human Resource professionals worldwide, supporting a global business at one of the top automotive companies in the world, and also among the largest public corporations. Ms. Howell joined General Motors as a Labor Relations Representative at its Ypsilanti, Michigan, assembly plant in 1990. Over the following years, she served in a series of key human resource leadership roles in Europe, Asia and U.S. leading teams on six continents across an array of functional areas. Ms. Howell was promoted to Executive Director of North American Human Resources in 2011 and subsequently promoted to Senior Vice President of Global Human Resources.
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Fareed KhanShumit Kapoor | 5351 |
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Senior Vice President, Kellogg Company
President, Kellogg Asia Pacific, Middle East and Chief Financial OfficerAfrica
Mr. Khan has been Senior ViceKapoor assumed his current position in July 2020. Prior to joining Kellogg, he was Regional President, Chief Financial OfficerPet Nutrition, Asia Pacific for Mars Inc. from January 2017 to June 2020. In this role, Mr. Kapoor had additional oversight of the confectionary and Principal Financial Officer, Kellogg Company since February 22, 2017. Mr. Khan joined Kelloggfood business in February 2017. Before joining the Company, he served as Chief Financial Officer of US Foods Holding Corp. since 2013.Japan and New Zealand. Prior to that, he was Regional President, Asia Pacific, for Mars’ Royal Canin business from January 2015 to December 2016. Mr. Khan had been Senior Vice PresidentKapoor served in various leadership roles at Mars Inc., starting his career as General Manager, South East Asia and Chief Financial Officer of United Stationers Inc. sinceIndia Mars Multisales in July 2011. Prior to United StationersMars Inc., he spent twelve yearsMr. Kapoor was with USG Corporation, where he most recently served as Executive Vice President, FinanceNokia from 2005 to 2011 and Strategy. Before joining USG Corporation in 1999, Mr. Khan was a consultant with McKinseyProcter & Company, where he served global clients on a variety of projects.
Gamble from 1993 to 2005. Senior Vice President, Kellogg Company
President, Kellogg Europe
Mr. Lawlor assumed his current position in July 2018. He most recently served as Vice President, European Cereal from November 2017 to June 2018. Mr. Lawlor began his career at Kellogg in 1991, joining as a sales manager in its Dublin office. Following this, he held a number of senior roles, including running the company’s Middle Eastern business, setting up its Dubai office and helping to launch its joint venture in Turkey with domestic food company Ulker.office. Mr. Lawlor then served as General Manager of Kellogg Russia from October 2008 to August 2016 and led the integration of United Bakers Group, a local biscuit and cracker manufacturer. In August 2016, he was appointed Managing Director, UK/ROI where he refocused the company’sKellogg’s efforts to stabilize and grow its core cereal business.
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Maria Fernanda MejiaMonica H. McGurk | 5551 |
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Senior Vice President, Kellogg Company
President, Kellogg Latin America
Ms. Mejia assumed her current position in November 2011. She previously held a variety of global marketing and management roles at the Colgate-Palmolive Company, including Corporate Vice President and General Manager, Global Personal Care and Corporate Fragrance Development, Corporate Vice President of Marketing and Innovation for Europe/South Pacific, and President and CEO of Colgate-Palmolive Spain. She joined Colgate in 1989.
Senior Vice President, Kellogg Company
Chief Growth Officer
Ms. McGurk assumed her current position in January 2019. Ms. McGurk began her career at Kellogg in July 2018, serving as Chief Revenue and eCommerce Officer. Prior to Kellogg, Ms. McGurk was the Chief Growth Officer for Tyson Foods, Inc. through September 2017, having previously joined the company in 2016 as Executive Vice President of Strategy and New Ventures & President of Foodservice. Prior to joining Tyson Foods, Inc., Ms. McGurk worked for The Coca-Cola Company as Senior Vice President, Strategy, Decision Support and eCommerce, North America Group from 2014 to 2016, and as Vice President, Strategy &and eCommerce from 2012 to 2014.
Ms. McGurk is leaving the Company on March 11, 2022. Vice Chairman, Corporate Development
and Chief Legal Officer
Mr. Pilnick was appointed Vice Chairman, Corporate Development and Chief Legal Officer in January 2016. In August 2003, he was appointed Senior Vice President, General Counsel and Secretary and assumed responsibility for Corporate Development in June 2004. He joined Kellogg as Vice President — Deputy General Counsel and Assistant Secretary in September 2000 and served in that position until August 2003. Before joining Kellogg, he served as Vice President and Chief Counsel of Sara Lee Branded Apparel and as Vice President and Chief Counsel, Corporate Development and Finance at Sara Lee Corporation.
Availability of Reports; Website Access; Other Information. Our internet address is http://www.kelloggcompany.com. Through “Investor Relations” — “Financial Reports” — “SEC Filings” on our home page, we make available free of charge our proxy statements, our annual report on Form 10-K, our quarterly reports on Form 10-Q, our current reports on Form 8-K, SEC Forms 3, 4 and 5 and any amendments to those reports filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934 as soon as reasonably practicable after we electronically file such material with, or furnish it to, the Securities and Exchange Commission. Our reports filed with the Securities and Exchange Commission are also made available to read and copy at the SEC’s Public Reference Room at 100 F Street, N.E., Washington, D.C. 20549. You may obtain information about the Public Reference Room by contacting the SEC at 1-800-SEC-0330. Reports filed with the SEC are also made available on its website at www.sec.gov.
Copies of the Corporate Governance Guidelines, the Charters of the Audit, Compensation and Talent Management, and Nominating and Governance Committees of the Board of Directors, the Code of Conduct for Kellogg Company directors and Global Code of Ethics for Kellogg Company employees (including the chief executive officer, chief financial officer and corporate controller) can also be found on the Kellogg Company website. Any amendments or waivers to the Global Code of Ethics applicable to the chief executive officer, chief financial officer and corporate controller can also be found in the “Investor Relations” section of the Kellogg Company website. Shareowners may also request a free copy of these documents from: Kellogg Company, P.O. Box CAMB, Battle Creek, Michigan 49016-9935 (phone: (800) 961-1413), Investor Relations Department at that same address (phone: (269) 961-2800) or investor.relations@kellogg.com.
Forward-Looking Statements. This Report contains “forward-looking statements” with projections and expectations concerning, among other things, the Company’s global growth and efficiency program (Project K),restructuring programs, the integration of acquired businesses, our strategy, zero-based budgeting, financial principles, and plans; initiatives, improvements and
growth; sales, margins, advertising, promotion, merchandising, brand building, operating profit, and earnings per share; innovation; investments; capital expenditures; asset write-offs and expenditures and costs related to productivity or efficiency initiatives; the impact of accounting changes and significant accounting estimates; our ability to meet interest and debt principal repayment obligations; minimum contractual obligations; future common stock repurchases or debt reduction; effective income tax rate; cash flow and core working capital improvements; interest expense; commodity and energy prices; ESG performance; and employee benefit plan costs and funding. Forward-looking statements include predictions of future results or activities and may contain the words “expect,” “believe,” “will,” “can,” “anticipate,” “estimate,” “project,” “should,” or words or phrases of similar meaning. For example, forward-looking statements are found in this Item 1 and in several sections of Management’s Discussion and Analysis. Our actual results or activities may differ materially from these predictions.
Our future results could be affected by a variety of other factors, including uncertainty of the magnitude, duration, geographic reach, impact on the global economy and current and potential travel restrictions of the COVID-19 outbreak, the current, and uncertain future, impact of the COVID-19 outbreak on our business, growth, reputation, prospects, financial condition, operating results (including components of our financial results), and cash flows and liquidity, the residual impact of the 12-week labor strike at the Company's U.S. cereal plants and a fire at one of the plants, the ability to implement Project K, including exiting our Direct-Store-Door distribution system,restructurings as planned, whether the expected amount of costs associated with Project Krestructurings will exceeddiffer from forecasts, whether the Company will be able to realize the anticipated benefits from Project Krestructurings in the amounts and times expected, the ability to realize the benefits we expect from the adoption of zero-based budgeting in the amounts and at the times expected, the ability to realize anticipated benefits from revenue growth management, the ability to realize the anticipated benefits and synergies from acquired businessesbusiness acquisitions in the amounts and at the times expected, the impact of competitive conditions;conditions, the effectiveness of pricing, advertising, and promotional programs; the success of innovation, renovation and new product introductions; the success of our Better Days and sustainability programs; the recoverability of the carrying value of goodwill and other intangibles;intangibles, the success of productivity improvements and business transitions;transitions, commodity and energy prices;prices, transportation costs, labor costs;costs, disruptions or inefficiencies in supply chain;chain, the availability of and interest rates on short-term and long-term financing;financing, actual market performance of benefit plan trust investments;investments, the levels of spending on systems initiatives, properties, business opportunities, integration of acquired businesses, and other general and administrative costs;costs, changes in consumer behavior and preferences;preferences, the effect of U.S. and foreign economic conditions on items such as interest rates, statutory tax rates, currency conversion and availability;availability, legal and regulatory factors including changes in food safety, advertising and labeling laws and regulations;regulations, the ultimate impact of product recalls; adverse changes in global climate or extreme weather conditions; business disruption or other losses from natural disasters, war, terrorist acts or political unrest; and the risks and uncertainties described in Item 1A below. Forward-looking statements speak only as of the date they were made, and we undertake no obligation to publicly update them.
ITEM 1A. RISK FACTORS
In addition to the factors discussed elsewhere in this Report, the following risks and uncertainties could materially adversely affect our business, financial condition and results of operations. Additional risks and uncertainties not presently known to us or that we currently deem immaterial also may impair our business operations and financial condition.
Risks Related to Our Business
The COVID-19 pandemic could materially adversely affect our business, financial condition, results of operations and/or cash flows. The severity, magnitude and duration of the current COVID-19 pandemic continues to be uncertain and rapidly changing as a result of new variants and vaccines. Measures enacted by authorities, and actions taken by the Company, to mitigate the spread of the COVID-19 pandemic, such as travel bans and restrictions, quarantines, shelter-in-place orders and shutdowns, have impacted and may further impact all or portions of our workforce and operations, the operations of our customers, and those of our respective vendors and suppliers. There is no certainty that measures taken by governmental authorities will be sufficient to mitigate the risks posed by the COVID-19 pandemic, and our ability to perform critical functions could be harmed. Additionally, such measures could, in and of themselves, impact our ability to perform critical functions. A shutdown of one or more of our manufacturing, warehousing or distribution facilities as a result of illness, government restrictions or other workforce disruptions or absenteeism, or reductions in capacity utilization levels, could result in us incurring additional direct costs and experiencing lost revenue. Illness, travel restrictions or workforce disruptions could negatively affect our supply chain, manufacturing, distribution or other business. The COVID-19 pandemic could disrupt our supply chain, operations and routes to market or those of our suppliers, their suppliers or our brokers or distributors. These disruptions or our failure to effectively respond to them, could increase product or distribution costs, or cause delays or inability to deliver products to our customers. We have experienced temporary disruptions to our supply chain in certain markets. These disruptions to our work force and supply could have a material adverse effect on our business, results of operations, financial condition and cash flows.
The COVID-19 pandemic has also significantly increased economic and demand uncertainty, including inflation, interest rates, availability of capital markets, consumer spending rates and energy availability and costs (including fuel surcharges). We expect the COVID-19 pandemic may result in lower revenues in some of our emerging market countries that have a higher concentration of traditional trade outlets (such as small family-run stores).
The duration and significance of this sustained demand is uncertain. Although our business has benefited from some of these measures, volatility in financial markets and deterioration of national and global economic conditions could impact our business and operations in a variety of ways, including as follows:
•Consumers may shift purchases to more generic, lower-priced, or other value offerings, or may forego certain purchases altogether during economic downturns, which could result in a reduction in sales of higher margin products or a shift in our product mix to lower margin offerings adversely affecting the results of our operations;
•Disruptions or uncertainties related to the COVID-19 pandemic could result in delays or modifications to our strategic plans and initiatives and hinder our ability to achieve our objective to reduce our operating cost structure in both our supply chain and overhead costs;
•Fluctuations in currency exchange rates between the U.S. dollar and currencies in the countries in which we operate could negatively affect our reported results of operations and financial results due to currency translation losses and currency transaction losses;
•A significant portion of our workforce, including our management team, could become unable to work as a result of illness or government restrictions, or the attention of our management team could be diverted if key employees become ill from COVID-19 and unable to work;
•An increased reliance on our information technology systems due to many employees working remotely causing us to be increasingly subject to cyberattack;
•A shutdown of one or more of our manufacturing, warehousing or distribution facilities, or disruption in our supply chain, including but not limited to, as a result of illness, government restrictions or other workforce disruptions;
•An inability to effectively modify our trade promotion and advertising activities to reflect changing consumer shopping habits due to, among other things, reduced in-store visits and travel restrictions;
•Decreased demand for our products due to unemployment as a result of the COVID-19 pandemic;
•Volatility in commodity and other input costs could substantially impact our result of operations and our commodity hedging activities might not sufficiently offset this volatility;
•Volatility in the equity markets or interest rates could substantially impact our pension costs and required pension contributions; and
•Increased volatility and pricing in the capital markets and commercial paper markets could limit our access to our preferred sources of liquidity when we would like, and our borrowing costs could increase.
These and other impacts of the COVID-19 pandemic could have the effect of heightening many of the other risks described in this section, such as those relating to our reputation, brands, product sales, results of operations or financial condition. The severity, magnitude and duration of the current COVID-19 pandemic is uncertain, rapidly changing and depends on events beyond our knowledge or control. We might not be able to anticipate or respond to all impacts on a timely basis to prevent near- or long-term adverse impacts to our results. As a result, the impact of the COVID-19 pandemic could have a material adverse effect on our business, results of operations, financial condition and cash flows.
We may not realize the benefits we expect from revenue growth management.We are utilizing formal revenue growth management practices to help us realize price in a more effective way. This data-driven approach addresses price strategy, price-pack architecture, promotion strategy, mix management, and trade strategies. Revenue growth management involves changes to the way we do business and may not always be accepted by our customers, consumers or third-party providers causing us not to realize the anticipated benefits. In addition, the complexity of the execution requires a substantial amount of management and operational resources.These and related demands on our resources may divert the organization's attention from other business issues and have adverse effects on existing business relationships with suppliers and customers. Any failure to execute revenue growth management in accordance with our plans could adversely affect our business or financial condition.
Our results may be negatively impacted if consumers do not maintain their favorable perception of our brands.We have a number of iconic brands with significant value. Promoting and protecting the value of these brands is critical to the success of our business. Brand value is based in large part on consumer perceptions. Success in promoting and enhancing brand value depends in large part on our ability to provide high-quality products. Brand value could diminish significantly due to a number of factors, including consumer perception that we, or any of our employees or agents, have acted in an irresponsible manner, adverse publicity about our labor relations (whether or not valid), our products (whether or not valid), our failure to maintain the quality of our products, the failure of our products to deliver consistently positive consumer experiences, the products becoming unavailable to consumers, or the failure to meet the nutrition expectations of our products or particular ingredients in our products (whether or not valid), including whether certain of our products are perceived to contribute to obesity. In addition, due to our varied and geographically diverse consumer base, we must be responsive to local consumer needs, including with respect to when and how consumers consume food products and their desire for premium or value offerings, provide an array of products that satisfy the broad spectrum of consumer preferences. Accordingly, we might fail to anticipate consumer preferences with respect to dietary trends or purchasing behaviors, invest sufficiently in maintaining, extending and expanding our brand image or achieve the desired efforts of our marketing efforts or use data-driven marketing and advertising to reach consumers at the right time with the right message. The growing use of social and digital media platforms by consumers, Kellogg and third parties increases the speed and extent that information or misinformation and opinions can be shared. Negative posts or comments about Kellogg, our brands, our products, our labor relations or any of our employees or agents on social or digital media platforms could seriously damage our brands, reputation and brand loyalty, regardless of the information’s accuracy. The harm may be immediate without affording us an opportunity for redress or correction. Brand recognition and loyalty can also be impacted by the effectiveness of our advertising campaigns, marketing programs and sponsorships, as well as our use of social media. If we do not maintain the favorable perception of our brands, our results could be negatively impacted.
Unanticipated business disruptions could have an adverse effect on our business, financial condition and results of operations.We manufacture and source products and materials on a global scale. We have a complex
network of suppliers, owned manufacturing locations, contract manufacturer locations, warehousing and distribution networks and information systems that support our ability to provide our products to our customers consistently. Our ability to make, move and sell products globally is critical to our success. Factors that are hard to predict or beyond our control, such as product or raw material scarcity, weather (including any potential effects of climate change), natural disasters, water availability, fires or explosions, terrorism, political unrest, government restrictions, mandates or shutdowns, tariffs and other trade restrictions, cybersecurity breaches, health pandemics, such as the COVID-19 pandemic, disruptions in logistics, loss or impairment of key manufacturing sites, supplier capacity constraints, or strikes, could damage or disrupt our operations or our suppliers', their suppliers or our contract manufacturers' operations. If we do not effectively prepare for and respond to disruptions in our operations, for example, by finding alternative suppliers or replacing capacity at key manufacturing or distribution locations, or cannot quickly repair damage to our information, technology, production or supply systems, we may be late in delivering or unable to deliver products to our customers. If that occurs, we may lose our customers' confidence, and long-term consumer demand for our products could decline. In addition, insurance policies that may provide coverage with regard to such events may not cover any or all of the resulting financial losses. These events could adversely affect our business, financial condition and results of operations.
We have experienced temporary workforce disruptions in our supply chain as a result of the COVID-19 pandemic. We have implemented employee safety measures, based on guidance from the Centers for Disease Control and Prevention and World Health Organization, across all our supply chain facilities, including proper hygiene, social distancing, mask use, and temperature screenings. Illness, travel restrictions, absenteeism, or other workforce disruptions could negatively affect our supply chain, manufacturing, distribution, or other business processes.
The Union representing employees at our US ready to eat cereal manufacturing locations went on strike for almost three months in 2021 related to negotiations of a collectively bargained agreement covering employees at those plants, resulting in business disruptions in the fourth quarter of fiscal 2021 and the first quarter of fiscal 2022.We may face additional production disruptions in the future, which may place constraints on our ability to produce products in a timely manner or may increase our costs.
In addition, we experienced increased demand for many of our products during the COVID-19 pandemic and were, at times, unable to fill all customer orders. Short term or sustained increases in consumer demand at our retail customers may exceed our production capacity or otherwise strain our supply chain. Our failure to meet the demand for our products could adversely affect our business and results of operations.
We may not achieve our targeted cost savings and efficiencies from cost reduction initiatives.Our success depends in part on our ability to be an efficient producer in a highly competitive industry. We have invested a significant amount in capital expenditures to improve our operational facilities. Ongoing operational issues are likely to occur when carrying out major production, procurement, or logistical changes and these, as well as any failure by us to achieve our planned cost savings and efficiencies, could have a material adverse effect on our business and consolidated financial position and on the consolidated results of our operations and profitability.
We have delayed the implementation of system upgrades and certain other cost-saving and productivity initiatives due to the COVID-19 pandemic and supply chain disruptions. Continued disruptions and uncertainties related to the COVID-19 pandemic for a sustained period of time could result in additional delays or modifications to our strategic plans and other initiatives and hinder our ability to achieve our cost savings and productivity initiatives on the same timelines.
Structural and Organizational Risks
If we pursue strategic acquisitions, alliances, divestitures or joint ventures, we may not be able to successfully consummate favorable transactions or successfully integrate acquired businesses.
businesses. From time to time, we may evaluate potential acquisitions, alliances, divestitures or joint ventures that would further our strategic objectives. With respect to acquisitions, we may not be able to identify suitable candidates, consummate a transaction on terms that are favorable to us, or achieve expected returns, expected synergies and other benefits as a result of integration challenges, or may not achieve those objectives on a timely basis. Future acquisitions of foreign companies or new foreign ventures would subject us to local laws and regulations and could potentially lead to risks related to, among other things, increased exposure to foreign exchange rate changes, government price control, repatriation of profits and liabilities relating to the U.S. Foreign Corrupt Practices Act.Act (the “FCPA”).
With respect to proposed divestitures of assets or businesses, we may encounter difficulty in finding acquirers or alternative exit strategies on terms that are favorable to us, which could delay the accomplishment of our strategic objectives, or our divestiture activities may require us to recognize impairment charges. Companies or operations acquired or joint ventures created may not be profitable or may not achieve sales levels and profitability that justify the investments made. Our corporate development activities may present financial and operational risks, including diversion of management attention from existing core businesses, integrating or separating personnel and financial and other systems, and adverse effects on existing business relationships with suppliers and customers. Future acquisitions could also result in potentially dilutive issuances of equity securities, the incurrence of debt, contingent liabilities and/or amortization expenses related to certain intangible assets and increased operating expenses, which could adversely affect our results of operations and financial condition.
The proposed divestiture ofTo the extent we undertake divestitures in the future, we may face additional risks related to such activity. For example, risks related to our cookies and fruit snacks businesses is subjectability to various risks and uncertainties, and may not be completed on the terms or timeline currently contemplated, if at all.
On November 12, 2018, we announced our intentionfind appropriate buyers, to explore a sale of our cookies business (including the Keebler, Famous Amos, Mother’s and Murray brands), fruit snacks business (including the Stretch Island brand), and our pie crust and ice cream cone businesses. There can be no assurance of the terms, timing or structure of any transaction involving such businesses, whether we will be able to identify buyers for the businessesexecute transactions on favorable terms, or at all, or whether any such transaction will take place at all. In addition, any such transaction is subject to risks and uncertainties, including unanticipated developments, regulatory approvals or clearances and uncertainty in the financial markets, that could delay or prevent the completion of any such transaction.
The proposed divestiture ofseparate divested businesses from our cookies and fruit snacks businesses may not achieve some or all of the anticipated benefits.
Executing the proposed divestiture of our cookies, fruit snacks, pie crust and ice cream cone businesses will require us to incur costs and will require the time and attention of our senior management and key employees, which could distract them from operating our business, disruptremaining operations, and result in the lossto effectively manage any transitional service arrangements. Any of business opportunities, each of whichthese factors could materially and adversely affect our business, financial condition and results of operations. We may also experience increased difficulty in attracting, retaining and motivating key employees during the pendency of the divestiture and following its completion, which could harm our business. Even if the proposed divestiture is completed, we may not realize some or all of the anticipated benefits from the divestiture and the divestiture may in fact adversely affect our business.operating results.
We may not realize the benefits that we expect from our global efficiency and effectiveness program (Project K).
In November 2013, the Company announced a global efficiency and effectiveness program (Project K). While we are in the final year of Project K and many of the initiatives under the program have been successfully implemented or are nearing completion, weWe may not be able to conclude Project K as planned. Eventsattract, develop and circumstances, such as financial orretain the highly skilled people we need to support our business.We depend on the skills and continued service of key personnel, including our experienced management team. In addition, our ability to achieve our strategic difficulties, delays and unexpected costs may occur that could result in our not realizing the remaining anticipated benefits or our not realizing the anticipated benefitsoperating goals depends on our expected timetable.ability to identify, recruit, hire, train and retain qualified individuals, including individuals with e-commerce, digital marketing and data analytics capabilities. We compete with other companies both within and outside of our industry for talented personnel, and we may lose key personnel or fail to attract, recruit, train, develop and retain other talented personnel. Any such loss, failure or negative perception with respect to conclude Project K in accordance with our expectations could adversely affect our financial condition, results of operations and cash flows.
Wethese individuals may not realize the benefits we expect from revenue growth management.
We are utilizing formal revenue growth management practices to help us realize price in a more effective way. This approach addresses price strategy, price-pack architecture, promotion strategy, mix management, and trade strategies. Revenue growth management involves changes to the way we do business and may not always be accepted by our customers, consumers or third party providers causing us not to realize the anticipated benefits. In addition, the complexity of the execution requires a substantial amount of management and operational resources. These and related demands on our resources may divert the organization's attention from other business issues and have adverse effects on existing business relationships with suppliers and customers. Any failure to execute revenue growth management in accordance with our plans could adversely affect our business or financial condition.results. In addition, activities related to identifying, recruiting, hiring and integrating qualified individuals may require significant time and expense. We may not be able to locate suitable replacements for any key employees who terminate their employment or become ill as a result of COVID-19, or offer employment to potential replacements on reasonable terms, each of which may adversely affect our business and financial results. Additionally, changes in immigration laws and policies could also make it more difficult for us to recruit or relocate skilled employees.
Risks Related to Our Industry
Our results may be materially and adversely impacted as a result of increases in the price of raw materials, including agricultural commodities, packaging, fuel and labor.
labor.Agricultural commodities, including corn, wheat, rice, potato flakes, vegetable oils, sugar and cocoa, are the principal raw materials used in our products. Cartonboard, corrugated, and plastic are the principal packaging materials used by us. The cost of such commodities may fluctuate widely due to government policy, regulation, and/or shutdown, import and export requirements (including tariffs), global geopolitical conditions, general economic conditions (including inflationary pressures), drought and other weather conditions (including the potential effects of climate change), a pandemic illness (such as the COVID-19 outbreak) or other unforeseen circumstances. Specifically, certain ingredients, packaging and other goods and services have been impacted by the COVID-19 pandemic and inflationary pressures. and although we are unable to predict the impact to our ability to source such materials and services in the future, we expect these supply pressures and market disruptions to continue into 2022.To the extent that any of the foregoing factors affect the prices of such commodities and we are unable to increase our prices or adequately hedge against such changes in prices in a manner that offsets such changes, the results of our operations could be materially and adversely affected. In addition, we use derivatives to hedge price risk associated with forecasted purchases of raw materials. Our hedged price could exceed the spot price on the date of purchase, resulting in an unfavorable impact on both gross margin and net earnings.
Cereal Also, sustained price increases may lead to declines in volume as competitors may not adjust their prices, or consumers may decide not to pay the higher prices or may forego some purchases altogether during an economic downturn such as the COVID-19 pandemic, which could lead to sales declines and loss of market share. Food processing ovensequipment at major domestic and international facilities are regularly fueled by electricity, oil, natural gas or propane, which are obtained from local utilities or other local suppliers. Short-term stand-by propane and/or oil storage exists at several plants for use in case of interruption in natural gas supplies. Oil may also be used to fuel certain operations at various plants. In addition, considerable amounts of diesel fuel are used in connection with the
distribution of our products. The cost of fuel may fluctuate widely due to economic and political conditions, government policy, regulation and/or shutdown, war, or other unforeseen circumstances which could have a material adverse effect on our consolidated operating results or financial condition.
Our results may be adversely affected by increases in transportation costs and reduced availability of or increases in the price of oil or other fuels.
fuels.We rely on trucking and railroad operators to deliver incoming ingredients to our manufacturing locations and to deliver finished products to our customers. customers. Shortages of truck drivers and railroad workers have contributed to increased freight costs, which has had a material and adverse effect on our business, financial condition and results of operations.operations. In 2021, the cost of distribution increased due to an increase in transportation and logistics costs. Transportation costs are further increasing as a result of high levels of long-haul driver turnover and increased railroad traffic and service issues. issues. Additionally, energy and fuel costs can fluctuate dramatically and, at times, have resulted in significant cost increases, particularly for the price of oil and gasoline. An increase in the price of oil increases our transportation costs for distribution and costs to purchase our products from suppliers. Increases in transportation and energy and fuel costs has, and may continue to affect our profitability and may increase the cost of our products, which may reduce consumer demand.
A shortage in the labor pool, failure to successfully negotiate collectively bargained agreements, or other general inflationary pressures or changes in applicable laws and regulations could increase labor cost, which could have a material adverse effect on our consolidated operating results or financial condition.
Our labor costs include the cost of providing benefits for employees. We sponsor a number of benefit plans for employees in the United States and various foreign locations, including pension, retiree health and welfare, active health care, severance and other postemployment benefits. We also participate in a number of multiemployer pension plans for certain of our manufacturing locations. Our major pension plans and U.S. collectively bargained retiree health and welfare plans are funded with trust assets invested in a globally diversified portfolio of equity securities with smaller holdings of bonds, real estate and other investments. The annual cost of benefits can vary significantly from year to year and is materially affected by such factors as changes in the assumed or actual rate of return on major plan assets, a change in the weighted-average discount rate used to measure obligations, the rate or trend of health care cost inflation, and the outcome of collectively-bargained wage and benefit agreements. Many of our employees are covered by collectively-bargained agreements and other employees may seek to be covered by collectively-bargained agreements. Strikes or work stoppages and interruptions could occur if we are unable to renew these agreements on satisfactory terms or enter into new agreements on satisfactory terms, which could adversely impact our operating results. The terms and conditions of existing, renegotiated or new agreements could also increase our costs or otherwise affect our ability to fully implement future operational changes to enhance our efficiency.
Multiemployer pension plans could adversely affect our business.
We participate in various “multiemployer” pension plans administered by labor unions representing some of our employees. We make periodic contributions to these plans to allow them to meet their pension benefit obligations to their participants. Our required contributions to these funds could increase because of a shrinking contribution base as a result of the insolvency or withdrawal of other companies that currently contribute to these funds, inability or failure of withdrawing companies to pay their withdrawal liability, lower than expected returns on pension fund assets or other funding deficiencies. In the event that we withdraw from participation in one of these plans,
then applicable law could require us to make an additional lump-sum contribution to the plan, and we would have to reflect that as an expense in our consolidated statement of operations and as a liability on our consolidated balance sheet. There is the potential that the sale of our cookies, fruit snacks, pie crust and ice cream cone businesses may result in withdrawal liability under certain multiemployer pension plans and any such withdrawal could have a material adverse effect on our consolidated operating results or financial condition. Our withdrawal liability for any multiemployer plan would depend on the extent of the plan’s funding of vested benefits. In the ordinary course of our renegotiation of collective bargaining agreements with labor unions that maintain these plans, we may decide to discontinue participation in a plan, and in that event, we could face a withdrawal liability. Some multiemployer plans in which we participate are reported to have significant underfunded liabilities. Such underfunding could increase the size of our potential withdrawal liability.
We operate in the highly competitive food industry.
industry. We face competition across our product lines, including snacks, ready-to-eat cereals and other convenience foods, from other companies which have varying abilities to withstand changes in market conditions. The principal aspects of our business where we face competition include brand recognition, taste, nutritional value, price, promotion, innovation, shelf space, navigating the growing e-commerce marketplace, convenient ordering and delivery to the consumer and customer service. Most of our competitors have substantial financial, marketing and other resources, and some of our competitors may spend more aggressively on advertising and promotional activities than we do. Our competition with other companies in our various markets and product lines could cause us to reduce prices, increase capital, marketing or other expenditures, or lose category share, any of which could have a material adverse effect on our business and financial results. Our ability to compete also depends upon our ability to predict, identify, and interpret the tastes and dietary habits of consumers and to offer products that appeal to those preferences. There are inherent marketplace risks associated with new product or packaging introductions, including uncertainties about trade and consumer acceptance. If we do not succeed in offering products that consumers want to buy, our sales and market share will decrease, resulting in reduced profitability. If we are unable to accurately predict which shifts in consumer preferences will be long-lasting, or are unable to introduce new and improved products to satisfy those preferences, our sales will decline. In addition, given the variety of backgrounds and identities of consumers in our consumer base, we must offer a sufficient array of products to satisfy the broad spectrum of consumer preferences.
In some cases, our competitors may be able to respond to changing business and economic conditions or consumer preferences more quickly than us. Category share and growth could also be adversely impacted if we are not successful in introducing new products, anticipating changes in consumer preferences with respect to dietary trends or purchasing behaviors or in effectively assessing, changing and setting proper pricing.
In addition, in nearly all of our product categories, we compete against branded products as well as private label products. Our products must provide higher value and/or quality to our consumers than alternatives, particularly during periods of economic uncertainty. Consumers may not buy our products if relative differences in value and/or quality between our products and private label products change in favor of competitors’ products or if consumers perceive this type of change. If consumers prefer private label products, which are typically sold at lower prices, then we could lose category share or sales volumes or shift our product mix to lower margin offerings, which could have a material effect on our business and consolidated financial position and on the consolidated results of our operations and profitability.
The changing retail environment and the growing presence of alternative retail channels, could negatively impact our sales and profits.
profits.Our businesses are largely concentrated in the traditional retail grocery trade. Our largest customer, Wal-Mart Stores, Inc. and its affiliates, accounted for approximately 19% of consolidated net sales during 2018,2021, comprised principally of sales within the United States. No other customer accounted for greater than 10% of net sales in 2018. 2021.During 2018,2021, our top five customers, collectively, including Wal-Mart, accounted for approximately 33%32% of our consolidated net sales and approximately 49%53% of U.S. net sales. There can be no assurances that our largest customers will continue to purchase our products in the same mix or quantities or on the same terms as in the past. As the retail grocery trade continues to consolidate and retailers become larger, our large retail customers have sought, and may continue to seek in the future, to use their position to improve their profitability through improved efficiency, lower pricing, increased promotional programs funded by their suppliers and more favorable terms. Such consolidation can continue to adversely impact our smaller customers’ ability to compete effectively, resulting in an inability on their part to pay for our products or reduced or canceled orders of our products. In addition, larger retailers have the scale to develop supply chains that permit them to operate with reduced inventories or to develop and market their own private label products. If we are unable to use our scale, marketing expertise, product innovation and category leadership positions to respond, our profitability or volume
growth could be negatively affected. The loss of any large customer or severe adverse impact on the business operations of any large customer for an extended length of time could negatively impact our sales and profits.
Additionally, alternative retail channels, such as internet-basede-commerce retailers mobile applications,(including as a result of the integration of traditional and digital operations at key retailers), subscription services, discount and dollar stores, direct-to-consumer brands, drug stores and club stores, have become more prevalent.continued to grow. This trend away from traditional retail grocery, and towards such channels, is expected to continue in the future. If we are not successful in expanding sales in alternative retail channels, our business or financial results may be negatively impacted. In particular, substantial growth in e-commerce has encouraged the entry of new competitors and business models, intensifying competition by simplifying distribution and lowering barriers to entry. The expanding presence of e-commerce retailers has impacted, and may continue to impact, consumer preferences and market dynamics, which in turn may negatively affect our sales or profits. In addition, these alternative retail channels may create consumer price deflation, affecting our large retail and wholesale customer relationships and presenting additional challenges to increasing prices in response to commodity or other cost increases. Also, if these alternative retail channels, such as internet-basede-commerce retailers were to take significant share away from traditional retailers that could have a flow over effect on our business and our financial results could be negatively impacted.
Our consolidated financial results and demand for our products are dependent on the successful development of new products and processes. There are a number of trends in consumer preferences which may impact us and the industry as a whole. These include changing consumer dietary trends and the availability of substitute products.Our success is dependent on anticipating changes in consumer preferences and on successful new product and process development and product relaunches in response to such changes. Trends within the food industry change often, and failure to identify and react to changes in these trends could lead to, among other things, reduced loyalty, reduced demand and price reductions for our brands and products. We aim to introduce products or new or improved production processes on a timely basis in order to counteract obsolescence and decreases in sales of existing products. While we devote significant focus to the development of new products and to the research, development and technology process functions of our business, we may not be successful in developing new products or our new products may not be commercially successful. In addition, if sales generated by new products cause a decline in sales of the Company's existing products, the Company's financial condition and results of operations could be materially adversely affected. Our future results and our ability to maintain or improve our competitive position will depend on our capacity to gauge the direction of our key markets and upon our ability to successfully identify, develop, manufacture, market and sell new or improved products in these changing markets.
Adverse changes in the global climate or extreme weather conditions could adversely affect our business or operations. Climate change is a core business issue for Kellogg to ensure the long-term health and viability of the ingredients we use in our products. As set forth in the Intergovernmental Panel on Climate Change Fifth Assessment Report, there is continuing scientific evidence, as well as concern from members of the general public, that emissions of greenhouse gases and contributing human activities have caused and will continue to cause significant changes in global temperatures and weather patterns and increase the frequency or severity of weather events, wildfires and flooding. As the pressures from climate change and global population growth lead to increased demand, the food system and global supply chain is becoming increasingly vulnerable to acute shocks, leading to increased prices and volatility, especially in the energy and commodity markets. Adverse changes such as these could (i) unfavorably impact the cost or availability of raw or packaging materials, especially if such events have a negative impact on agricultural productivity or on the supply of water, (ii) disrupt production schedules and our ability, or the ability of our suppliers or contract manufacturers, to manufacture or distribute our products, (iii) reduce crop size or quality, (iv) disrupt the retail operations of our customers, or (v) unfavorably impact the demand for, or the consumer's ability to purchase, our products.
There is an increased focus by foreign, federal, state and local regulatory and legislative bodies regarding environmental policies relating to climate change, regulating greenhouse gas emissions, energy policies and sustainability, including single use plastics. This new or increased focus may result in new or increased laws and regulations that could cause significant increases in our costs of operation and delivery. In particular, increasing regulation of fuel emissions could substantially increase the distribution and supply chain costs associated with our products. Lastly, consumers and customers may put an increased priority on purchasing products that are sustainably grown and made, requiring us to incur increased costs for additional transparency, due diligence and reporting. As a result, climate change as well as actions taken to mitigate climate change could negatively affect our business and operations.
Risks Related to Our Operations
A shortage in the labor pool, failure to successfully negotiate collectively bargained agreements, or other general inflationary pressures or changes in applicable laws and regulations could increase labor cost, which could have a material adverse effect on our consolidated operating results or financial condition. Our labor costs include the cost of providing benefits for employees. We sponsor a number of benefit plans for employees in the United States and various foreign locations, including pension, retiree health and welfare, active health care, severance and other postemployment benefits. We also participate in multiemployer pension plans for certain of our manufacturing locations. Our major pension plans and U.S. collectively bargained retiree health and welfare plans are funded with trust assets invested in a globally diversified portfolio of equity securities with smaller holdings of bonds, real estate and other investments. The annual cost of benefits can vary significantly from year to year and is materially affected by such factors as changes in the assumed or actual rate of return on major plan assets, a change in the weighted-average discount rate used to measure obligations, the rate or trend of health care cost inflation, and the outcome of collectively-bargained wage and benefit agreements. Many of our employees are covered by collectively-bargained agreements and other employees may seek to be covered by collectively-bargained agreements. Strikes or work stoppages and interruptions have occurred, including am almost three-month long strike in fiscal 2021 related to negotiations of a collectively bargained agreement at our U.S. ready-to-eat cereal manufacturing locations, and could occur in the future if we are unable to renew these agreements on satisfactory terms or enter into new agreements on satisfactory terms, which could adversely impact our operating results. The terms and conditions of existing, renegotiated or new agreements could also increase our costs or otherwise affect our ability to fully implement future operational changes to enhance our efficiency.
Multiemployer pension plans could adversely affect our business.We participate in “multiemployer” pension plans administered by labor unions representing some of our U.S. based employees. We make periodic contributions to these plans to allow them to meet their pension benefit obligations to their participants. Our required contributions to these funds could increase because of a shrinking contribution base as a result of the insolvency or withdrawal of other companies that currently contribute to these funds, inability or failure of withdrawing companies to pay their withdrawal liability, lower than expected returns on pension fund assets or other funding deficiencies. In the event that we withdraw from participation in one of these plans, then applicable law could require us to make withdrawal liability payments, and we would have to reflect that as an expense in our consolidated statement of operations and as a liability on our consolidated balance sheet. Our withdrawal liability from a multiemployer plan would depend, in part, on the extent of the plan’s funding of vested benefits. In the ordinary course of our renegotiation of collective bargaining agreements with labor unions that maintain these plans, we may decide to discontinue participation in a plan, and in that event, we could face a withdrawal liability. One of the multiemployer plans in which we participate is reported to have significant underfunded liabilities. Such underfunding could impact the size of our potential withdrawal liability.
Our postretirement benefit-related costs and funding requirements could increase as a result of volatility in the financial markets, changes in interest rates and actuarial assumptions. Increases in the costs of postretirement medical and pension benefits may continue and could negatively affect our business as a result of increased usage of medical benefits by retired employees and medical cost inflation, an increase in participants enrolled, the effect of potential declines in the stock and bond markets on the performance of our pension and post-retirement plan assets, potential reductions in the discount rate used to determine the present value of our benefit obligations, and changes to our investment strategy that may impact our expected return on pension and post-retirement plan assets assumptions. U.S. generally accepted accounting principles require that we calculate income or expense for the plans using actuarial valuations. These valuations reflect assumptions about financial markets and interest rates, which may change based on economic conditions. The Company’s accounting policy for defined benefit plans may subject earnings to volatility due to the recognition of actuarial gains and losses, particularly those due to the change in the fair value of pension and post-retirement plan assets and interest rates. In addition, funding requirements for our plans may become more significant. However, the ultimate amounts to be contributed are dependent upon, among other things, interest rates, underlying asset returns, and the impact of legislative or regulatory changes related to pension and post-retirement funding obligations.
We use available borrowings under the credit facilities and other available debt financing for cash to operate our business, which subjects us to market and counter-party risk, some of which is beyond our control.In addition to cash we generate from our business, our principal existing sources of cash are borrowings available under our credit facilities and other available debt financing. If our access to such financing was unavailable or reduced, or if such financing were to become significantly more expensive for any reason, we may not be able to fund daily operations, which would cause material harm to our business or could affect our ability to
operate our business as a going concern. In addition, if certain of our lenders experience difficulties that render them unable to fund future draws on the facilities, we may not be able to access all or a portion of these funds, which could have similar adverse consequences.
From time to time, we issue variable rate securities based on interbank offered rates (“IBORs”) and enter into interest rate swaps that contain a variable element based on an IBOR. LIBOR, or the London interbank offered rate, is expected to be phased out after 2021 when private-sector banks are no longer required to report the information used to set the rate. Once LIBOR ceases to be available, we may need to amend affected agreements, and we cannot predict what alternative index will be negotiated with our counterparties. Although we do not anticipate a significant impact to our financial position as a result of this transition given our current mix of fixed- and variable-rate debt, our interest expense could increase, and our available cash flow for general corporate requirements may be adversely affected.
We utilize extended payment terms for customers and suppliers supplemented with third party financing programs to assist in effectively managing our core working capital. If the extension of payment terms is reversed or financial institutions terminate their participation, our ability to maintain current levels of core working capital could be adversely impacted. Our principal source of liquidity is operating cash flows supplemented by borrowings for major acquisitions and other significant transactions. In order to mitigate the net working capital impact of offering extended customer payment terms, we entered into agreements to sell, on a revolving basis, certain trade accounts receivable balances to third party financial institutions (Monetization Programs). In addition, in combination with extending supplier payment terms, we have agreements with third parties (Accounts Payable Program) to offerstructured payables programs to our suppliers which enable suppliers, at their sole discretion, to enter bilateral agreements to sell Company payment obligations to designated third-party financial institutions.
If financial institutions were to terminate their participation in the Monetization Programs and we are not able to modify related customer payment terms, working capital could be negatively impacted. Additionally, working capital could be negatively impacted if consumers do not maintainwe shorten our supplier payment terms as a result of supplier negotiations. For suppliers participating in the Accounts Payable Program, financial institutions may terminate their favorable perceptionparticipation or we could experience a downgrade in our credit rating that could result in higher costs to suppliers. If working capital is negatively impacted as a result of these events and we were unable to secure alternative programs, we may have to utilize our brands.various financing arrangements for short-term liquidity or increase our long-term borrowings.
We have a numbersubstantial amount of iconic brandsindebtedness.We have indebtedness that is substantial in relation to our shareholders’ equity,and we may incur additional indebtedness in the future, or enter into off-balance sheet financing, which would increase our leverage risks. As of January 1, 2022, we had total debt of approximately $7.0 billion and total Kellogg Company equity of $3.7 billion. Our substantial indebtedness could have important consequences, including (i) impairing the ability to access global capital markets to obtain additional financing for working capital, capital expenditures or general corporate purposes, particularly if the ratings assigned to our debt securities by rating organizations were revised downward or if a rating organization announces that our ratings are under review for a potential downgrade, (ii) a downgrade in our credit ratings, particularly our short-term credit rating, would likely reduce the amount of commercial paper we could issue, increase our commercial paper borrowing costs, or both, (iii) restricting our flexibility in responding to changing market conditions or making us more vulnerable in the event of a general downturn in economic conditions or our business, (iv) requiring a substantial portion of the cash flow from operations to be dedicated to the payment of principal and interest on our debt, reducing the funds available to us for other purposes such as expansion through acquisitions, paying dividends, repurchasing shares, marketing and other spending and expansion of our product offerings, (v) and causing us to be more leveraged than some of our competitors, which may place us at a competitive disadvantage.
Our ability to make scheduled payments or to refinance our obligations with respect to indebtedness or incur new indebtedness will depend on our financial and operating performance, which in turn, is subject to prevailing economic conditions, the availability of, and interest rates on, short-term financing, and financial, business and other factors beyond our control.
An impairment of the carrying value of goodwill or other acquired intangibles could negatively affect our consolidated operating results and net worth.The carrying value of goodwill represents the fair value of acquired businesses in excess of identifiable assets and liabilities as of the acquisition date. The carrying value of other intangibles represents the fair value of trademarks, trade names, and other acquired intangibles as of the acquisition date. Goodwill and other acquired intangibles expected to contribute indefinitely to our cash flows are not
amortized, but must be evaluated by management at least annually for impairment. If carrying value exceeds current fair value, the intangible is considered impaired and is reduced to fair value via a charge to earnings. Factors which could result in an impairment include, but are not limited to: (i) reduced demand for our products; (ii) higher commodity prices; (iii) lower prices for our products or increased marketing as a result of increased competition; and (iv) significant value. Maintainingdisruptions to our operations as a result of both internal and continually enhancingexternal events. Should the value of these brands is criticalone or more of the acquired intangibles become impaired, our consolidated earnings and net worth may be materially adversely affected. Furthermore, we continue to evaluate the successpotential impact of COVID-19 on the fair value of our business. Brand value is basedgoodwill and other intangibles. While we concluded there were no indicators of impairment as of January 1, 2022, any significant sustained adverse change in large part on consumer perceptions. Success in promoting and enhancing brand value depends in large part on our ability to provide high-quality products. Brand value could diminish significantly due to a number of factors, including consumer perception that we, or any of our employees, have acted in an irresponsible manner, adverse publicity about our products (whether or not valid), our failure to maintain the quality of our products, the failure of our products to deliver consistently positive consumer experiences, the products becoming unavailable to consumers, or the failure to meet the nutrition expectations of our products or particular ingredients in our products (whether or not valid), including whether certain of our products are perceived to contribute to obesity. In addition, we might fail to anticipate consumer preferences with respect to dietary trends or purchasing behaviors, invest sufficientlygovernment restrictions, financial results, or macroeconomic conditions could result in maintaining, extendingfuture impairment.
As of January 1, 2022, the carrying value of intangible assets totaled approximately $8.2 billion, of which $5.8 billion was goodwill and expanding our brand image or achieve the desired efforts$2.4 billion represented trademarks, tradenames, and other acquired intangibles compared to total assets of our marketing efforts. The growing use$18.2 billion and total Kellogg Company equity of social$3.7 billion.
Risks Related to Regulations and digital media by consumers, Kellogg and third parties increases the speed and extent that information or misinformation and opinions can be shared. Negative posts or comments about Kellogg, our brands, our products or any of our employees on social or digital media could seriously damage our brands, reputation and brand loyalty, regardless of the information’s accuracy. The harm may be immediate without affording us an opportunity for redress or correction. Brand recognition and loyalty can also be impacted by the effectiveness of our advertising campaigns, marketing programs and sponsorships, as well as our use of social media. If we do not maintain the favorable perception of our brands, our results could be negatively impacted.Litigation
TaxWe face risks related to tax matters, including changes in tax rates, disagreements with taxing authorities and imposition of new taxes could impact our results of operations and financial condition.
. The Company is subject to taxes in the U.S. and numerous foreign jurisdictions where the Company’s subsidiaries are organized. Due to economic and political conditions (including shifts in the geopolitical landscape), tax rates in the U.S. and various foreign jurisdictions have been and may be subject to significant change. The future effective tax rate could be effected by changes in mix of earnings in countries with differing statutory tax rates, changes in valuation of deferred tax asset and liabilities, or changes in tax laws or their interpretation which includes recently enacted U.S. tax reformthe Tax Cuts and Jobs Act (the “U.S. Tax Reform”) and contemplated changes in other countries of long-standing tax principles if finalized and adopted could have a material impact on our income tax expense and deferred tax balances.
We are also subject to regular reviews, examinations and audits by the Internal Revenue Service and other taxing authorities with respect to taxes inside and outside of the U.S. Although we believe our tax estimates are reasonable, if a taxing authority disagrees with the positions we have taken, we could face additional tax liability, including interest and penalties. There can be no assurance that payment of such additional amounts upon final adjudication of any disputes will not have a material impact on our results of operations and financial position.
We also need to comply with new, evolving or revised tax laws and regulations. The enactment of or increases in tariffs, including value added tax, or other changes in the application of existing taxes, in markets in which we are currently active, or may be active in the future, or on specific products that we sell or with which our products compete, may have an adverse effect on our business or on our results of operations.
If our food products become adulterated, misbranded or mislabeled, we might need to recall those items and may experience product liability if consumers are injured as a result.
Selling food products involves a number of legal and other risks, including product contamination, food borne illnesses, spoilage, product tampering, allergens, or other adulteration. We may need to recall some of our products if they become adulterated or misbranded. We may also be liable if the consumption of any of our products causes injury, illness or death. A widespread product recall or market withdrawal could result in significant losses due to their costs, the destruction of product inventory, and lost sales due to the unavailability of product for a period of time. We could also suffer losses from a significant product liability judgment against us. A significant product recall or product liability case could also result in adverse publicity, damage to our reputation, and a loss of consumer confidence in our food products, which could have a material adverse effect on our business results and the value of our brands. Moreover, even if a product liability or consumer fraud claim is meritless, does not prevail or is not pursued, the negative publicity surrounding assertions against our company and our products or processes could adversely affect our reputation or brands.
We could also be adversely affected if consumers lose confidence in the safety and quality of certain food products or ingredients, or the food safety system generally. If another company recalls or experiences negative publicity related to a product in a category in which we compete, consumers might reduce their overall consumption of
products in this category. Adverse publicity about these types of concerns, whether or not valid, may discourage consumers from buying our products or cause production and delivery disruptions.
Unanticipated business disruptions could have an adverse effect on our business, financial condition and results of operations.
We manufacture and source products and materials on a global scale. We have a complex network of suppliers, owned manufacturing locations, contract manufacturer locations, warehousing and distribution networks and information systems that support our ability to provide our products to our customers consistently. Our ability to make, move and sell products globally is critical to our success. Factors that are hard to predict or beyond our control, such as product or raw material scarcity, weather (including any potential effects of climate change), natural disasters, fires or explosions, terrorism, political unrest, unrest or government shutdowns, cybersecurity breaches, health pandemics, disruptions in logistics, loss or impairment of key manufacturing sites, supplier capacity constraints, or strikes, could damage or disrupt our operations or our suppliers' or contract manufacturers' operations. If we do not effectively respond to disruptions in our operations, for example, by finding alternative suppliers or replacing capacity at key manufacturing or distribution locations, or cannot quickly repair damage to our information, technology, production or supply systems, we may be late in delivering or unable to deliver products to our customers. If that occurs, we may lose our customers' confidence, and long-term consumer demand for our products could decline. These events could adversely affect our business, financial condition and results of operations.
Evolving tax, environmental, food quality and safety or other regulations or failure to comply with existing licensing, labeling, trade, food quality and safety and other regulations and laws could have a material adverse effect on our consolidated financial condition.
condition. Our activities or products, both in and outside of the United States, are subject to regulation by various federal, state, provincial and local laws, regulations and government agencies, including the U.S. Food and Drug Administration, U.S. Federal Trade Commission, the U.S. Departments of Agriculture, Commerce and Labor, as well as similar and other authorities outside of the United
States, International Accords and Treaties and others, including voluntary regulation by other bodies. Legal and regulatory systems can change quickly, as demonstrated by the events of the Brexit vote. . In addition, legal and regulatory systems in emerging and developing markets may be less developed, and less certain. These laws and regulations and interpretations thereof may change, sometimes dramatically, as a result of a variety of factors, including political, economic, regulatory or social events. In addition, the enforcement of remedies in certain foreign jurisdictions may be less certain, resulting in varying abilities to enforce intellectual property and contractual rights.
The manufacturing, marketing and distribution of food products are subject to governmental regulation that impose additional regulatory requirements. Those regulations control such matters as food quality and safety, ingredients, advertising, product or production requirements, labeling, sustainability of packaging (including plastics), import or export of our products or ingredients, relations with distributors and retailers, health and safety, the environment, and restrictions on the use of government programs, such as Supplemental Nutritional Assistance Program, to purchase certain of our products.
The marketing of food products has come under increased regulatory scrutiny in recent years, and the food industry has been subject to an increasing number of proceedings and claims relating to alleged false or deceptive marketing under federal, state and foreign laws or regulations. We are also regulated with respect to matters such as licensing requirements, trade and pricing practices, tax, anticorruptionanti-corruption standards, advertising and claims, and environmental matters. The need to comply with new, evolving or revised tax, environmental, food quality and safety, labeling or other laws or regulations, or new, evolving or changed interpretations or enforcement of existing laws or regulations, may have a material adverse effect on our business and results of operations. Governmental and administrative bodies within the U.S. are considering a variety of trade and other regulatory reforms. Changes in legal or regulatory requirements (such as new food safety requirements and revised nutrition facts labeling and serving size regulations), or evolving interpretations of existing legal or regulatory requirements, may result in increased compliance costs, capital expenditures and other financial obligations that could adversely affect our business or financial results. If we are found to be out of compliance with applicable laws and regulations in these areas, we could be subject to civil remedies, including fines, injunctions, termination of necessary licenses or permits, or recalls, as well as potential criminal sanctions, any of which could have a material adverse effect on our business. Even if regulatory review does not result in these types of determinations, it could potentially create negative publicity or perceptions which could harm our business or reputation. Further, modifications
Modifications to international trade policy, including changes to or repealthe ratification of the North American Free TradeUnited States-Mexico-Canada Agreement, changes in the European Union (such as Brexit) or the imposition of increased or new tariffs, quotas or trade barriers on key commodities
with other countries could have a negative impact on us or the industries we serve, including as a result of related uncertainty, and could materially and adversely impact our business, financial condition, results of operations and cash flows. Higher duties on existing tariffs or additional tariffs imposed by the United States on a broader range of imports, or further retaliatory trade measures taken by China or other countries in response, could result in an increase in supply chain costs that we are not able to offset.
Our operations face significant foreign currency exchange rate exposurein certain emerging markets expose us to political, economic and regulatory risks. Our growth strategy depends in part on our ability to expand our operations in emerging markets. However, some emerging markets have greater political, economic and currency restrictions which could negatively impact our operating results.
We hold assetsvolatility and incur liabilities, earn revenuegreater vulnerability to infrastructure and pay expenses in a variety of currencies otherlabor disruptions than the U.S. dollar, including the euro, British pound, Australian dollar, Canadian dollar, Mexican peso, Brazilian Real, Nigerian Naira, and Russian ruble. Because our consolidated financial statements are presented in U.S. dollars, we must translate our assets, liabilities, revenue and expenses into U.S. dollars at then-applicable exchange rates and face exposure to adverse movements in foreign currency exchange rates. For example, the announcement and implementation of Brexit has caused, and may continue to cause, significant volatility in currency exchange rate fluctuations. Consequently, changes in the valuemore established markets. In many countries outside of the U.S. dollarUnited States, particularly those with emerging economies, it may unpredictablybe common for others to engage in business practices prohibited by laws and negatively affectregulations with extraterritorial reach, such as the value ofFCPA and the UKBA, or local anti-bribery laws. These laws generally prohibit companies and their employees, contractors or agents from making improper payments to government officials, including in connection with obtaining permits or engaging in other actions necessary to do business. Failure to comply with these items in our consolidated financial statements, even if their value has not changed in their original currency.
Potential liabilitieslaws could subject us to civil and costs from litigationcriminal penalties that could materially and adversely affect our business.
There is no guarantee that we will be successful in defending our self in civil, criminal or regulatory actions, including under general, commercial, employment, environmental, data privacy or security, intellectual property, food qualityreputation, financial condition and safety, anti-trust and trade, advertising and claims, and environmental laws and regulations, or in asserting our rights under various laws. For example, our marketing or claims could face allegationsresults of false or deceptive advertising or other criticisms which could end up in litigation and result in potential liabilities or costs.operations. In addition, we could incur substantial costscompetition in emerging markets is increasing as our competitors grow their global operations and fees in defending our self or in asserting our rights in these actions or meeting new legal requirements. The costslow cost local manufacturers expand and other effects of potential and pending litigation and administrative actions against us, and new legal requirements, cannot be determined with certainty and may differ from expectations.
Our consolidated financial results and demand for our products are dependent on the successful development of new products and processes.
There are a number of trends in consumer preferences which may impact us and the industry as a whole. These include changing consumer dietary trends and the availability of substitute products.
improve their production capacities. Our success in emerging markets is dependent on anticipating changes in consumer preferences and on successful new product and process development and product relaunches in responsecritical to such changes. Trends within the food industry change often, and failure to identify and react to changes in these trends could lead to, among other things, reduced loyalty demand and price reductions for our brands and products. We aim to introduce products or new or improved production processes on a timely basis in order to counteract obsolescence and decreases in sales of existing products. Whilegrowth strategy. If we devote significant focus to the development of new products and to the research, development and technology process functions ofcannot successfully increase our business we may not be successful in developing new products oremerging markets and manage associated political, economic and regulatory risks, our new products may not be commercially successful. In addition, ifproduct sales, generated by new products cause a decline in sales of the Company's existing products, the Company's financial condition and results of operations could be materially and adversely affected.
Risks Related to Our future resultsIntellectual Property and our ability to maintain or improve our competitive position will depend on our capacity to gauge the direction of our key markets and upon our ability to successfully identify, develop, manufacture, market and sell new or improved products in these changing markets.Technology
Our postretirement benefit-related costs and funding requirements could increase as a result of volatility in the financial markets, changes in interest rates and actuarial assumptions.
Increases in the costs of postretirement medical and pension benefits may continue and negatively affect
our business as a result of increased usage of medical benefits by retired employees and medical cost inflation, an increase in participants enrolled, the effect of potential declines in the stock and bond markets on the performance of our pension and post-retirement plan assets, potential reductions in the discount rate used to determine the present value of our benefit obligations, and changes to our investment strategy that may impact our expected return on pension and post-retirement plan assets assumptions. U.S. generally accepted accounting principles require that we calculate income or expense for the plans using actuarial valuations. These valuations reflect assumptions about financial markets and interest rates, which may change based on economic conditions. The Company’s accounting policy for defined benefit plans may subject earnings to volatility due to the recognition of actuarial gains and losses, particularly those due to the change in the fair value of pension and post-retirement plan assets and interest rates. In addition, funding requirements for our plans may become more significant. However,
the ultimate amounts to be contributed are dependent upon, among other things, interest rates, underlying asset returns, and the impact of legislative or regulatory changes related to pension and post-retirement funding obligations.
We use available borrowings under the credit facilities and other available debt financing for cash to operate our business, which subjects us to market and counter-party risk, some of which is beyond our control.
In addition to cash we generate from our business, our principal existing sources of cash are borrowings available under our credit facilities and other available debt financing. If our access to such financing was unavailable or reduced, or if such financing were to become significantly more expensive for any reason, we may not be able to fund daily operations, which would cause material harm to our business or could affect our ability to operate our business as a going concern. In addition, if certain of our lenders experience difficulties that render them unable to fund future draws on the facilities, we may not be able to access all or a portion of these funds, which could have similar adverse consequences.
We utilize extended payment terms for customers and suppliers supplemented with third party financing programs to assist in effectively managing our core working capital. If the extension of payment terms are reversed or financial institutions terminate their participation, our ability to maintain current levels of core working capital could be adversely impacted.
Our principal source of liquidity is operating cash flows supplemented by borrowings for major acquisitions and other significant transactions. We utilize third-party financing programs to offset the negative impact of offering extended customer payment terms. In addition, in combination with extending supplier payment terms, structured payables programs are available to our suppliers which enable suppliers, at their sole discretion, to enter bilateral agreements to sell Company payment obligations to designated third-party financial institutions.
Changes in financial markets or interest rates could make these third party financing programs less attractive to the financial institutions purchasing trade accounts receivables and Company payment obligations thereunder and these financial institutions may seek to terminate their participation. In the event of such termination or if our extended payment terms are reversed, our ability to effectively manage core working capital could be adversely impacted.
We have a substantial amount of indebtedness.
We have indebtedness that is substantial in relation to our shareholders’ equity,and we may incur additional indebtedness in the future, or enter into off-balance sheet financing, which would increase our leverage risks. As of December 29, 2018, we had total debt of approximately $9.4 billion and total Kellogg Company equity of $2.6 billion.
Our substantial indebtedness could have important consequences, including:
impairing the ability to access global capital markets to obtain additional financing for working capital, capital expenditures or general corporate purposes, particularly if the ratings assigned to our debt securities by rating organizations were revised downward or if a rating organization announces that our ratings are under review for a potential downgrade;
a downgrade in our credit ratings, particularly our short-term credit rating, would likely reduce the amount of commercial paper we could issue, increase our commercial paper borrowing costs, or both;
restricting our flexibility in responding to changing market conditions or making us more vulnerable in the event of a general downturn in economic conditions or our business;
requiring a substantial portion of the cash flow from operations to be dedicated to the payment of principal and interest on our debt, reducing the funds available to us for other purposes such as expansion through acquisitions, paying dividends, repurchasing shares, marketing and other spending and expansion of our product offerings; and
causing us to be more leveraged than some of our competitors, which may place us at a competitive disadvantage.
Our ability to make scheduled payments or to refinance our obligations with respect to indebtedness or incur new indebtedness will depend on our financial and operating performance, which in turn, is subject to prevailing economic conditions, the availability of, and interest rates on, short-term financing, and financial, business and other factors beyond our control.
Our performance is affected by general economic, political and social conditions and taxation policies.
Customer and consumer demand for our products may be impacted by recession, financial and credit market disruptions, or other economic downturns in the United States or other nations. Our results in the past have been, and in the future may continue to be, materially affected by changes in general economic, political and social conditions in the United States and other countries, including the interest rate environment in which we conduct business, the financial markets through which we access capital and currency, political and social unrest and terrorist acts in the United States or other countries in which we carry on business. The economic, political and social conditions resulting from Brexit, among other events, may adversely impact our overall performance.
Current economic conditions globally may delay or reduce purchases by our customers and consumers. This could result in reductions in sales of our products, reduced acceptance of innovations, and increased price competition. Deterioration in economic conditions in any of the countries in which we do business could also cause slower collections on accounts receivable which may adversely impact our liquidity and financial condition. Financial institutions may be negatively impacted by economic conditions and may consolidate or cease to do business which could result in a tightening in the credit markets, a low level of liquidity in many financial markets, and increased volatility in fixed income, credit, currency and equity markets. There could be a number of effects from a financial institution credit crisis on our business, which could include impaired credit availability and financial stability of our customers, including our suppliers, co-manufacturers and distributors. A disruption in financial markets may also have an effect on our derivative counterparties and could also impair our banking partners on which we rely for operating cash management. Any of these events would likely harm our business, results of operations and financial condition.
We may not be able to attract, develop and retain the highly skilled people we need to support our business.
We depend on the skills and continued service of key personnel, including our experienced management team. In addition, our ability to achieve our strategic and operating goals depends on our ability to identify, recruit, hire, train and retain qualified individuals. We compete with other companies both within and outside of our industry for talented personnel, and we may lose key personnel or fail to attract, recruit, train, develop and retain other talented personnel. Any such loss, failure or negative perception with respect to these individuals may adversely affect our business or financial results. In addition, activities related to identifying, recruiting, hiring and integrating qualified individuals may require significant time and expense. We may not be able to locate suitable replacements for any key employees who leave, or offer employment to potential replacements on reasonable terms, each of which may adversely affect our business and financial results. Additionally, changes in immigration laws and policies could also make it more difficult for us to recruit or relocate skilled employees.
An impairment of the carrying value of goodwill or other acquired intangibles could negatively affect our consolidated operating results and net worth.
The carrying value of goodwill represents the fair value of acquired businesses in excess of identifiable assets and liabilities as of the acquisition date. The carrying value of other intangibles represents the fair value of trademarks, trade names, and other acquired intangibles as of the acquisition date. Goodwill and other acquired intangibles expected to contribute indefinitely to our cash flows are not amortized, but must be evaluated by management at least annually for impairment. If carrying value exceeds current fair value, the intangible is considered impaired and is reduced to fair value via a charge to earnings. Factors which could result in an impairment include, but are not limited to: (i) reduced demand for our products; (ii) higher commodity prices; (iii) lower prices for our products or increased marketing as a result of increased competition; and (iv) significant disruptions to our operations as a result of both internal and external events. Should the value of one or more of the acquired intangibles become impaired, our consolidated earnings and net worth may be materially adversely affected.
As of December 29, 2018, the carrying value of intangible assets totaled approximately $9.4 billion, of which $6.1 billion was goodwill and $3.3 billion represented trademarks, tradenames, and other acquired intangibles compared to total assets of $17.8 billion and total Kellogg Company equity of $2.6 billion.
Competition against retailer brands could negatively impact our business.
In nearly all of our product categories, we face branded and price-based competition. Our products must provide higher value and/or quality to our consumers than alternatives, particularly during periods of economic uncertainty. Consumers may not buy our products if relative differences in value and/or quality between our products and retailer brands change in favor of competitors’ products or if consumers perceive this type of change. If consumers prefer retailer brands, then we could lose category share or sales volumes or shift our product mix to lower margin
offerings, which could have a material effect on our business and consolidated financial position and on the consolidated results of our operations and profitability.
We may not achieve our targeted cost savings and efficiencies from cost reduction initiatives.
Our success depends in part on our ability to be an efficient producer in a highly competitive industry. We have invested a significant amount in capital expenditures to improve our operational facilities. Ongoing operational issues are likely to occur when carrying out major production, procurement, or logistical changes and these, as well as any failure by us to achieve our planned cost savings and efficiencies, could have a material adverse effect on our business and consolidated financial position and on the consolidated results of our operations and profitability.
Technology failures, cyber attacks, privacy breaches or data breaches could disrupt our operations, reputation and negatively impact our business.
business.We increasingly rely on information technology systems and third partythird-party service providers, including through the internet, to process, transmit, and store electronic information. For example, our production and distribution facilities and inventory management utilize information technology to increase efficiencies and limit costs. Information technology systems are also integral to the reporting of our results of operations. Furthermore, a significant portion of the communications between, and storage of personal data of, our personnel, customers, consumers and suppliers depends on information technology. Our information technology systems, and the systems of the parties we communicate and collaborate with, may be vulnerable to a variety of interruptions, as a result of many of our employees working remotely, updating our enterprise platform or due to events beyond our or their control, including, but not limited to, network or hardware failures, malicious or disruptive software, unintentional or malicious actions of employees or contractors, cyberattacks by common hackers, criminal groups or nation-state organizations or social-activist (hacktivist) organizations, geopolitical events, natural disasters, a pandemic illness (such as COVID-19), failures or impairments of telecommunications networks, or other catastrophic events.
Moreover, our computer systems have been, and will likely continue to be subjected to computer viruses, malware, ransomware or other malicious codes, social engineering attacks, unauthorized access attempts, password theft, physical breaches, employee or inside error, malfeasance and cyber- or phishing-attacks. Cyber threats are constantly evolving, are becoming more sophisticated and are being made by groups and individuals with a wide range of expertise and motives, and this increases the difficulty of detecting and successfully defending against them. These events could compromise our confidential information, impede or interrupt our business operations, and may result in other negative consequences, including remediation costs, loss of revenue, litigation and reputational damage. Furthermore, if a breach or other breakdown results in disclosure of confidential or personal information, we may suffer reputational, competitive and/or business harm. To date, we have not experienced a material breach of cyber security. While we have implemented administrative and technical controls and taken other preventive actions, such as the maintenance of an information security program that includes updating our technology and security policies, cyber insurance, employee training, and monitoring and routinely testing our information technology systems to reduce the risk of cyber incidents and protect our information technology, they may be insufficient to prevent physical and electronic break-ins, cyber-attacks or other security breaches to our computer systems.
The Company offers promotions, rebates, customer loyalty and other programs through which it may receive personal information, and it or its vendors could experience cyber-attacks, privacy breaches, data breaches or other incidents that result in unauthorized disclosure of consumer, customer, employee or Company information. InThe Company must also successfully integrate the technology systems of acquired companies into the Company’s existing and future technology systems. In addition, we must comply with increasingly complex and rigorous regulatory standards enacted to protect business and personal data in the United States and other jurisdictions regarding privacy, data protection, and data security, including those related to the collection, storage, handling, use, disclosure, transfer, and security of personal data. There is significant uncertainty with respect to compliance with such privacy and data protection laws and regulations, including with respect to the European Union General Data Protection Regulation (GDPR) (which(the “GDPR”) and the California Consumer Privacy Act of 2018 (the “CCPA”), which went into effect on January 1, 2020 (each of which imposes additional obligations on companies regarding the handling of personal data and provides certain individual privacy rights to persons whose data is stored), because they are continuously evolving and developing and may be interpreted and applied differently from countryjurisdiction to countryjurisdiction and may create inconsistent or conflicting requirements. Additionally,In addition, regulations to implement portions of the CCPA have not been finalized and could significantly impact CCPA compliance measures. For example, the California Privacy Rights Act (the “CPRA”), which was approved by California voters as a ballot initiative in November 2020, modifies the CCPA significantly and was effective on January 1, 2022. Several other states have introduced or passed similar legislation to the CCPA and CPRA, which may impose varying standards and requirements on our data collection, use and processing activities. Our efforts to comply with privacy and data protection laws, including the GDPR, CCPA and CPRA, may impose significant costs and challenges that are likely to increase over time.
If the Company suffers a loss as a result of a breach or other breakdown in its technology, including such cyber-attack,cyber-attacks, privacy breaches, data breaches, issues with or errors in system maintenance or security, migration of applications to the cloud, power outages, hardware or software failures, denial of service, telecommunication or
other incident involving one of the Company's vendors, that result in unauthorized disclosure or significant unavailability of business, financial, personal or stakeholder information, the Company may suffer reputational,
competitive and/or business harm and may be exposed to legal liability and government investigations, which may adversely affect the Company's results of operations and/or financial condition. The misuse, leakage or falsification of information could result in violations of data privacy laws and the Company may become subject to legal action and increased regulatory oversight. The Company could also be required to spend significant financial and other resources to remedy the damage caused by a security breach or to repair or replace networks and information systems. In addition, if the Company's suppliers or customers experience such a breach or unauthorized disclosure or system failure, their businesses could be disrupted or otherwise negatively affected, which may result in a disruption in the Company's supply chain or reduced customer orders, which would adversely affect the Company's business operations.We have also outsourced several information technology support services and administrative functions to third-party service providers, including cloud-based service providers, and may outsource other functions in the future to achieve cost savings and efficiencies. If these service providers do not perform effectively due to breach or system failure, we may not be able to achieve the expected benefits and our business may be disrupted.
Our intellectual property rights are valuable, and any inability to protect them could reduce the value of our products and brands.
brands. We consider our intellectual property rights, particularly and most notably our trademarks, but also including patents, trade secrets, copyrights and licensing agreements, to be a significant and valuable aspect of our business. We attempt to protect our intellectual property rights through a combination of patent, trademark, copyright and trade secret laws, as well as licensing agreements, third party nondisclosure and assignment agreements and policing of third party misuses of our intellectual property. Our failure to obtain or adequately protect our trademarks, products, new features of our products, our technology, or any other form of intellectual property, or any change in law or other changes that serve to lessen or remove the current legal protections of our intellectual property, may diminish our competitiveness and could materially harm our business.
We may be unaware of intellectual property rights of others that may cover some of our technology, brands or products or operations. In addition, if, in the course of developing new products or improving the quality of existing products, we are found to have infringed the intellectual property rights of others, directly or indirectly, such finding could have an adverse impact on our business, financial condition or results of operations and may limit our ability to introduce new products or improve the quality of existing products. Any litigation regarding patents or other intellectual property could be costly and time-consuming and could divert the attention of our management and key personnel from our business operations. Third party claims of intellectual property infringement might also require us to enter into costly license agreements. We also may be subject to significant damages or injunctions against development and sale of certain products.
General Risk Factors
We are subject to risks generally associated with companies that operate globally.
globally. We are a global company and generated 40%, 37%, and 35%almost half of our net sales for 2018, 2017both 2021 and 2016, respectively2020, outside the United States. We manufacture our products in 21 countries and have operations in more than 180 countries, so we are subject to risks inherent in multinational operations. Those risks include:
include (i) compliance with U.S. laws affecting operations outside of the United States, such as OFAC trade sanction regulations and Anti-Boycott regulations,
(ii) compliance with anti-corruption laws, including U.S. Foreign Corrupt Practices Act (FCPA)the FCPA and U.K.UK Bribery Act (UKBA)(the “UKBA”),
(iii) compliance with antitrust and competition laws, data privacy laws, and a variety of other local, national and multi-national regulations and laws in multiple regimes,
(iv) changes in tax laws, interpretation of tax laws and tax audit outcomes,
(v) fluctuations or devaluations in currency values, especially in emerging markets,
(vi) changes in capital controls, including currency exchange controls, government currency policies or other limits on our ability to import raw materials or finished product or repatriate cash from outside the United States,
(vii) changes in local regulations and laws, the lack of well-established, reliable and/or impartial legal systems in certain countries in which we operate and the uncertainty of enforcement of remedies in foreignsuch jurisdictions, and foreign ownership restrictions and the potential for nationalization or expropriation of property or other resources,
Laws (viii) laws relating to information security, privacy (including the GDPR), cashless payments, and consumer protection,,
(ix) uncertainty relating to Brexit and its impact on the local and international markets, the flow of goods and materials across borders, and political environments,
(x) discriminatory or conflicting fiscal policies,
(xi) challenges associated with cross-border product distribution,
(xii) increased sovereign risk, such as default by or deterioration in the economies and credit worthiness of local governments,
(xiii) varying abilities to enforce intellectual property, contractual, and contractualother legal rights,
(xiv) greater risk of uncollectible accounts and longer collection cycles,
(xv) loss of ability to manage our operations in certain markets which could result in the deconsolidation of such businesses,
(xvi) design and implementation of effective control environment processes across our diverse operations and employee base,
(xvii) imposition of more or new tariffs, quotas, trade barriers, price controls, and similar restrictions onin the countries in which we or our salessuppliers or manufacturers
operate or regulations, taxes or policies that might negatively affect our sales, and
(xviii) changes in trade policies and trade relations.
Please refer to Note 16 for more information regarding our operations in Venezuela, including the impact on our operations from currency restrictions and our decision to deconsolidate our Venezuelan operations effective December 31, 2016.
In addition, political and economic changes or volatility, geopolitical regional conflicts, terrorist activity, political unrest and government shutdowns, civil strife, acts of war, public corruption, expropriation and other economic or political or social uncertainties could interrupt and negatively affect our business operations or customer demand. The slowdown in economic growth or high unemployment in some emerging markets could constrain consumer spending, and declining consumer purchasing power could adversely impact our profitability. profitability. Continued instability in the banking and governmental sectors of certain countries in the European Union or the dynamics associated with the federal and state debt and budget challenges in the United States could adversely affect us. All of these factors could result in increased costs or decreased revenues, and could materially and adversely affect our product sales, financial condition and results of operations.
There may be uncertainty as a result of key global events during 2018.2022. For example, the continuing uncertainty arising fromrelated to the COVID-19 pandemic, including new variants and the efficacy of vaccines, Brexit referendum in the United Kingdomand international trade disputes, as well as ongoing terrorist activity, may adversely impact global stock markets (including The New York Stock Exchange on which our common shares are traded) and general global economic conditions. All of these factors are outside of our control, but may nonetheless cause us to adjust our strategy in order to compete effectively in global markets.
Our performance is affected by general economic, political and social conditions and taxation policies. Customer and consumer demand for our products may be impacted by the negative impacts caused by pandemics and public health crises (including the COVID-19 pandemic), recession, financial and credit market disruptions, government shutdowns or other economic downturns in the United States or other nations. Our results in the past have been, and in the future may continue to be, materially affected by changes in general economic, political and social conditions in the United States and other countries, including the interest rate environment in which we conduct business, the financial markets through which we access capital and currency, trade policy, political and social unrest and terrorist acts in the United States or other countries in which we carry on business. The economic, political and social conditions resulting from Brexit and the uncertainty regarding the post-Brexit trade agreement (as defined below) in the transition period and beyond, among other events, may adversely impact our overall performance.
Deteriorating economic conditions in our major markets affected by the COVID-19 pandemic, such as increased unemployment, decreases in disposable income, declines in consumer confidence, or economic slowdowns or recessions could result in reductions in sales of our products, reduced acceptance of innovations, and increased price competition. Such deterioration in any of the countries in which we do business could also cause slower collections on accounts receivable which may adversely impact our liquidity and financial condition. In addition, significant COVID-19 related changes in the political conditions in markets in which we manufacture, sell or distribute our products (including quarantines, import/export restrictions, price controls, governmental or regulatory actions, closures, or other restrictions that limit or close our operating and manufacturing facilities, restrict our employees’ ability to travel or perform necessary business functions or otherwise prevent our third-party suppliers or customers from sufficiently staffing operations, including operations necessary for the production, distribution, sale, and support of our products) could adversely impact our operations and results.
Financial institutions may be negatively impacted by economic conditions and may consolidate or cease to do business which could result in a tightening in the credit markets, a low level of liquidity in many financial markets, and increased volatility in fixed income, credit, currency and equity markets. The COVID-19 pandemic has increased volatility and pricing in the capital markets and as a result, we may not have access to preferred sources of liquidity when needed or on terms we find acceptable, causing our borrowing costs could increase. An economic or credit crisis could impair credit availability and our ability to raise capital when needed. A disruption in the financial markets may have a negative effect on our derivative counterparties and could impair our banking or other business partners, on whom we rely for access to capital and as counterparties to our derivative contracts. Any of these events would likely harm our business, results of operations and financial condition.
Our operations face significant foreign currency exchange rate exposure and currency restrictions which could negatively impact our operating results.We hold assets and incur liabilities, earn revenue and pay expenses in a variety of currencies other than the U.S. dollar, including the euro, British pound, Australian dollar,
Canadian dollar, Mexican peso, Brazilian real, Nigerian naira, and Russian ruble. Because our consolidated financial statements are presented in U.S. dollars, we must translate our assets, liabilities, revenue and expenses into U.S. dollars at then-applicable exchange rates and face exposure to adverse movements in foreign currency exchange rates. For example, as a result of the United Kingdom’s termination of membership in the European Union under new trade and cross border operating agreements, there could be significant volatility in currency exchange rate fluctuations. Consequently, changes in the value of the U.S. dollar may unpredictably and negatively affect the value of these items in our consolidated financial statements, even if their value has not changed in their original currency.
The United Kingdom's referendum on withdrawalexit from the European Union may have a negative effect on global economic conditions, financial markets and our business.
In June 2016, a majority of voters in thebusiness.The United Kingdom elected to withdrawKingdom’s exit from the European Union, in a national referendum. In February 2017, the British Parliament voted in favorcommonly referred to as “Brexit” became official as of allowing the British government to begin negotiating the terms of the United Kingdom’s withdrawal from the European Union,January 31, 2020 and in March 2017, the British government invoked Article 50 of the Treaty on European Union, which, per the terms of the treaty, formally triggered a two-year negotiation process and puts the United Kingdomtransition period that expired on a course to withdraw from the European Union by the end of March 2019. In January 2019, the draft of the withdrawal agreement that was previously published in November 2018 was rejected by UK parliament. If no agreement is concluded by March 29, 2019 the United Kingdom will leave the European Union at such time. Accordingly, the referendum has created significant uncertainty about the future relationship betweenDecember 31, 2020, during which time the United Kingdom and the European Union including with respectnegotiated a post-Brexit trade agreement (TCA) which came into effect on January 1, 2021. The UK and EU continue to discuss some elements of the TCA, in particular elements relating to the lawsNorthern Ireland Protocol and regulationsthe impact that will apply ashas on trading borders between the United Kingdom determines which European Union laws to replace or replicateEU and UK.
The main trade provisions in the eventTCA include the continuation of a withdrawal.no tariffs or quotas on trade between the UK and EU subject to prescribed trade terms, including but not limited to meeting product and labeling standards for both the UK and EU Cross-border trade between the UK and EU is also subject to new customs regulations, documentation and reviews.
The economic conditionsKellogg has worked diligently to minimize the impact of Brexit on the business. However, to comply with the new requirements, we have had to increase resources in customer service and outlooklogistics, in our factories, and on our customs support teams. We have adapted our processes and systems for the new and increased number of customs transactions. We continue to closely monitor and manage our inventory levels of imported raw materials, packaging and finished goods in the United Kingdom,UK We have made investments in resources, systems and processes to meet the European Unionnew ongoing requirements and elsewhere could be further adversely affected by (i)we work to mitigate disruptions to our local supply chain and distribution to reduce the uncertainty concerningimpact on our input and distribution costs.
Despite our efforts to control costs, we have seen inflationary cost pressures rise in our UK business this year, as we have also experienced in other markets. If the timing and terms ofUK’s exit from, or new trade arrangements with, the exit, (ii) newEU negatively impact the UK economy or modified trading arrangements between the United Kingdom and other countries. Any of these developments, or the perception that any of these developments are likely to occur, could affect economic growth or business activity in the United Kingdom or the European Union, and could result in disagreements on trade terms then the relocation of businesses, cause business interruptions, leadimpact to economic recession or depression, and impact the stability of the financial markets, availability of credit, currency exchange rates, compliance risks, interest rates, financial institutions, and political, financial and monetary systems. Any of these developments, or the perception that any of them could occur, could depress economic activity and restrict our access to capital, which could materially and adversely affect our product sales,operations, financial condition and results of operations.
Potential impacts to our business include: (i) reduced efficiency in processing of product shipments between the United Kingdom and other countries that could impact our ability to have sufficient products in the appropriate market for sale to customers, (ii) requirement to increase inventory levels maintained in both the United Kingdom and other countries to ensure adequate supply of product to support both base and promotional activities normally executed with our customers, (iii) increased costs related to incremental warehousing and logistics services required to adequately service our customers, (iv) significant financial impact resulting from tariffs that are implemented between the United Kingdom and other countries as the location of our European production facilities and the markets we sell in regularly require significant import and export shipments involving the United Kingdom, (v) our ability to realize future benefit from other assets on our balance sheet, such as deferred tax assets, may be impacted which could result in additional valuation allowances or reserves being established.
Our operations in certain emerging markets expose us to political, economic and regulatory risks.
Our growth strategy depends in part on our ability to expand our operations in emerging markets. However, some emerging markets have greater political, economic and currency volatility and greater vulnerability to infrastructure and labor disruptions than more established markets. In many countries outside of the United States, particularly those with emerging economies, it may be common for others to engage in business practices prohibited by laws and regulations with extraterritorial reach, such as the FCPA and the UKBA, or local anti-bribery laws. These laws generally prohibit companies and their employees, contractors or agents from making improper payments to government officials, including in connection with obtaining permits or engaging in other actions necessary to do business. Failure to comply with these laws could subject us to civil and criminal penalties that could materially and adversely affect our reputation, financial condition and results of operations.
In addition, competition in emerging markets is increasing as our competitors grow their global operations and low cost local manufacturers expand and improve their production capacities. Our success in emerging markets is critical to our growth strategy. If we cannot successfully increase our business in emerging markets and manage associated political, economic and regulatory risks, our product sales, financial condition and results of operationscash flows could be materiallymaterial.
Potential liabilities and adversely affected.
Adverse changes in the global climate or extreme weather conditionscosts from litigation could adversely affect our business. There is no guarantee that we will be successful in defending our self in civil, criminal or operations.
Climate change isregulatory actions (inclusive of class action lawsuits and foreign litigation), including under general, commercial, employment, environmental, data privacy or security, intellectual property, food quality and safety, anti-trust and trade, advertising and claims, and environmental laws and regulations, or in asserting our rights under various laws. For example, our marketing or claims could face allegations of false or deceptive advertising or other criticisms which could end up in litigation and result in potential liabilities or costs. Furthermore, actions we have taken or may take, or decisions we have made or may make, as a core business issue for Kellogg to ensure the long-term health and viabilityconsequence of the ingredients we useCOVID-19 pandemic, may result in our products. As set forth in the Intergovernmental Panel on Climate Change Fifth Assessment Report, there is continuing scientific evidence, as well as concern from members of the general public, that emissions of greenhouse gases and contributing human activities have caused and will continue to cause significant changes in global temperatures and weather patterns and increase the frequencyinvestigations, legal claims or severity of weather events, wildfires and flooding. As the pressures from climate change and global population growth lead to increased demand, the food system and global supply chain is becoming increasingly vulnerable to acute shocks, leading to increased prices and volatility, especially in the energy and commodity markets. Adverse changes such as these could:
unfavorably impact the cost or availability of raw or packaging materials, especially if such events have a negative impact on agricultural productivity or on the supply of water;
disrupt our ability, or the ability of our suppliers or contract manufacturers, to manufacture or distribute our products;
disrupt the retail operations of our customers; or
unfavorably impact the demand for, or the consumer's ability to purchase, our products.
Foreign, federal, state and local regulatory and legislative bodies have proposed various legislative and regulatory measures relating to climate change, regulating greenhouse gas emissions and energy policies. In the event that such regulation is enacted, we may experience significant increases in our costs of operation and delivery. In particular, increasing regulation of fuel emissions could substantially increase the distribution and supply chain costs associated with our products. Lastly, consumers and customers may put an increased priority on purchasing products that are sustainably grown and made, requiring us to incur increased costs for additional transparency, due diligence and reporting.litigation against us. As a result, climate changewe could negatively affectincur substantial costs and fees in defending our businessself or in asserting our rights in these actions or meeting new legal requirements. The costs and operations.other effects of potential and pending litigation and administrative actions against us, and new legal requirements, cannot be determined with certainty and may differ from expectations.
ITEM 1B. UNRESOLVED STAFF COMMENTS
None.
ITEM 2. PROPERTIES
Our corporate headquarters and principal research and development facilities are located in Battle Creek, Michigan.
We operated, as of February 25, 2019,22, 2022, offices, manufacturing plants and distribution and warehousing facilities totaling more than 4137 million square feet of building area in the United States and other countries. Our plants have been designed and constructed to meet our specific production requirements, and we periodically invest money for capital and technological improvements. At the time of its selection, each location was considered to be favorable,
based on the location of markets, sources of raw materials, availability of suitable labor, transportation facilities, location of our other plants producing similar products, and other factors. Our manufacturing facilities in the United States include four cereal plants and warehousesare located in Battle Creek, Michigan; Lancaster, Pennsylvania; Memphis, Tennessee; and Omaha, Nebraska and other plants or facilities inNebraska; San Jose, California; Atlanta, Augusta, and Rome, Georgia; Chicago, Illinois; Kansas City, Kansas; Florence, Louisville and Pikeville, Kentucky; Grand Rapids and Wyoming, Michigan; Blue Anchor, New Jersey; Cary, North Carolina; Cincinnati and Zanesville, Ohio; Muncy, Pennsylvania; and Jackson and Rossville, Tennessee; and Allyn, Washington.Tennessee.
Outside the United States, we had, as of February 25, 2019,22, 2022, additional manufacturing locations, some with warehousing facilities, in Australia, Austria, Belgium, Brazil, Canada, Colombia, Ecuador, Egypt, Ghana, Great Britain, India, Japan, Malaysia, Mexico, Nigeria, Poland, Russia, South Africa, South Korea, Spain, Thailand, and Turkey. We also have joint ventures in China, Nigeria, and Ghana which own or operate manufacturing or warehouse facilities.
We generally own our principal properties, including our major office facilities, although somecorporate headquarters, principal research and development center and manufacturing facilities are leased,in the United States, and no owned property is subject to any major lien or other encumbrance. Distribution facilities (including related warehousing facilities) and offices of non-plant locations typically are leased. In general, we consider our facilities, taken as a whole, to be suitable, adequate, and of sufficient capacity for our current operations.
ITEM 3. LEGAL PROCEEDINGS
We are subject to various legal proceedings, claims, and governmental inspections, audits or investigations arising out of our business which cover matters such as general commercial, governmental regulations, antitrust and trade regulations, product liability, environmental, intellectual property, employment and other actions. In the opinion of management, the ultimate resolution of these matters will not have a material adverse effect on our financial position or results of operations.
ITEM 4. MINE SAFETY DISCLOSURE
Not applicable.
PART II
ITEM 5. MARKET FOR THE REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES
Information on theThe principal market for our common stock, numbertrading Kellogg shares (Ticker symbol: K) is the New York Stock Exchange (NYSE). At January 1, 2022 there were approximately 26,176 shareholders of shareowners and dividends is located in Note 17 within Notes to Consolidated Financial Statements.record.
In December 2017,February 2020, the boardBoard of directorsDirectors approved an authorization to repurchase up to $1.5 billion of our common stock beginning in January 2018 through December 2019. This2022. The authorization is intended to allow us to repurchase shares for general corporate purposes and to offset issuances for employee benefit programs. During the fourth quarter 2018, the Company repurchased 3.2 million shares for a total of $200 million.
The following table provides information with respect to purchases of common shares under programs authorized by our boardBoard of directorsDirectors during the quarter ended December 29, 2018.January 1, 2022.
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| (millions, except per share data) | | | | | | |
| Period | | (a) Total Number of Shares Purchased | | (b) Average Price Paid Per Share | | (c) Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs | | (d) Approximate Dollar Value of Shares that May Yet Be Purchased Under the Plans or Programs |
Month #1: 9/30/18-10/27/18 | | — |
| | — |
| | — |
| | $ | 1,380 |
|
Month #2: 10/28/18-11/24/18 | | 2.4 |
| | $ | 62.16 |
| | 2.4 |
| | $ | 1,230 |
|
Month #3: 11/25/18-12/29/18 | | 0.8 |
| | $ | 59.42 |
| | 0.8 |
| | $ | 1,180 |
|
ITEM 6. SELECTED FINANCIAL DATA
Kellogg Company and Subsidiaries
Selected Financial Data
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| (millions, except per share data and number of employees) | | 2018 | | 2017 | | 2016 | | 2015 | | 2014 |
| Operating trends | | | | | | | | | | |
| Net sales | | $ | 13,547 |
| | $ | 12,854 |
| | $ | 12,965 |
| | $ | 13,525 |
| | $ | 14,580 |
|
| Gross profit as a % of net sales | | 34.9 | % | | 36.6 | % | | 37.3 | % | | 35.4 | % | | 37.5 | % |
| Depreciation | | 493 |
| | 469 |
| | 510 |
| | 526 |
| | 494 |
|
| Amortization | | 23 |
| | 12 |
| | 7 |
| | 8 |
| | 9 |
|
| Advertising expense (a) | | 752 |
| | 732 |
| | 736 |
| | 898 |
| | 1,094 |
|
| Research and development expense (a) | | 154 |
| | 148 |
| | 182 |
| | 193 |
| | 199 |
|
| Operating profit | | 1,706 |
| | 1,387 |
| | 1,483 |
| | 1,268 |
| | 1,693 |
|
| Operating profit as a % of net sales | | 12.6 | % | | 10.8 | % | | 11.4 | % | | 9.4 | % | | 11.6 | % |
| Interest expense | | 287 |
| | 256 |
| | 406 |
| | 227 |
| | 209 |
|
| Net income attributable to Kellogg Company | | 1,336 |
| | 1,254 |
| | 699 |
| | 614 |
| | 632 |
|
| Average shares outstanding: | | | | | | | | | | |
| Basic | | 347 |
| | 348 |
| | 350 |
| | 354 |
| | 358 |
|
| Diluted | | 348 |
| | 350 |
| | 354 |
| | 356 |
| | 360 |
|
| Per share amounts: | | | | | | | | | | |
| Basic | | 3.85 |
| | 3.61 |
| | 1.99 |
| | 1.74 |
| | 1.76 |
|
| Diluted | | 3.83 |
| | 3.58 |
| | 1.97 |
| | 1.72 |
| | 1.75 |
|
| Cash flow trends | | | | | | | | | | |
| Net cash provided by (used in) operating activities | | $ | 1,536 |
| | $ | 403 |
| | $ | 1,271 |
| | $ | 1,691 |
| | $ | 1,793 |
|
| Capital expenditures | | 578 |
| | 501 |
| | 507 |
| | 553 |
| | 582 |
|
| Net cash provided by (used in) operating activities reduced by capital expenditures (b) | | 958 |
| | (98 | ) | | 764 |
| | 1,138 |
| | 1,211 |
|
| Net cash provided by (used in) investing activities | | (948 | ) | | 149 |
| | (392 | ) | | (1,127 | ) | | (573 | ) |
| Net cash provided by (used in) used in financing activities | | (566 | ) | | (604 | ) | | (786 | ) | | (706 | ) | | (1,063 | ) |
| Interest coverage ratio (c) | | 8.1 |
| | 9.4 |
| | 4.6 |
| | 6.8 |
| | 7.3 |
|
| Capital structure trends | | | | | | | | | | |
| Total assets | | $ | 17,780 |
| | $ | 16,351 |
| | $ | 15,111 |
| | $ | 15,251 |
| | $ | 15,139 |
|
| Property, net | | 3,731 |
| | 3,716 |
| | 3,569 |
| | 3,621 |
| | 3,769 |
|
| Short-term debt and current maturities of long-term debt | | 686 |
| | 779 |
| | 1,069 |
| | 2,470 |
| | 1,435 |
|
| Long-term debt | | 8,207 |
| | 7,836 |
| | 6,698 |
| | 5,275 |
| | 5,921 |
|
| Total Kellogg Company equity | | 2,601 |
| | 2,178 |
| | 1,891 |
| | 2,128 |
| | 2,789 |
|
| Share price trends | | | | | | | | | | |
| Stock price range | | $56-75 |
| | $59-76 |
| | $70-87 |
| | $61-74 |
| | $57-69 |
|
| Cash dividends per common share | | 2.20 |
| | 2.12 |
| | 2.04 |
| | 1.98 |
| | 1.90 |
|
| Number of employees | | 34,000 |
| | 33,000 |
| | 37,000 |
| | 34,000 |
| | 30,000 |
|
The above amounts have been restated to include the impact of Accounting Standard Updates adopted in Q1 2018 with the exception of 2015 and 2014, which were not restated for the Revenue Recognition ASU. See additional discussion in Footnote 1.
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(a)(millions, except per share data) | Recent declines in advertising were |
| |
| |
|
| Period | | (a)
Total
Number
of
Shares
Purchased | | (b)
Average
Price
Paid Per
Share | | (c)
Total
Number
of Shares
Purchased
as Part of
Publicly
Announced
Plans or
Programs | | (d)
Approximate
Dollar
Value of
Shares
that May
Yet Be
Purchased
Under the result of foreign currency translation, implementation of efficiency and effectiveness programs including zero-based budgeting, the change in media landscape migrating investment to digital, and shifting investment to food innovation and renovation.
Plans or
Programs |
Month #1:
9/26/21-10/23/21 | | — | | | $ | — | | | — | | | $ | 1,260 | |
Month #2:
10/24/21-11/20/21 | | — | | | $ | — | | | — | | | $ | 1,260 | |
Month #3:
11/21/21-1/1/22 | | — | | | $ | — | | | — | | | $ | 1,260 | |
ITEM 6. INTENTIONALLY OMITTED
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(b) | We use this non-GAAP financial measure, which is reconciled above, to focus management and investors on the amount of cash available for debt repayment, dividend distribution, acquisition opportunities, and share repurchase. |
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(c) | Interest coverage ratio is calculated based on net income attributable to Kellogg Company before interest expense, income taxes, depreciation and amortization, divided by interest expense. | | | | | | | | | |
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ITEM 7. MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
Kellogg Company and Subsidiaries
RESULTS OF OPERATIONS
Business overview
The following Management’s Discussion and Analysis of Financial Condition and Results of Operations (MD&A) is intended to help the reader understand Kellogg Company, our operations and our present business environment. MD&A is provided as a supplement to, and should be read in conjunction with, our Consolidated Financial Statements and the accompanying notes thereto contained in Item 8 of this report.Report, as well as Part II, 'Item 7. Management's Discussion and Analysis of Financial Condition and Results of Operations" of our Form 10-K for the year ended January 2, 2021, which provides additional information on comparisons of years 2020 and 2019.
For more than 100115 years, consumers have counted on Kellogg for great-tasting, high-quality and nutritious foods. These foods include snacks, such as cookies, crackers, savory snacks, toaster pastries, cereal bars and bites, fruit-flavored snacks;bites; and convenience foods, such as, ready-to-eat cereals, frozen waffles, veggie foods and noodles.
Kellogg products are manufactured and marketed globally. Our MD&A references consumption and net sales in discussing our sales trends for certain categories and brands. We record net sales upon delivery of shipments to our customers. Consumption and share data noted within is based on Nielsen x-AOC or other comparable source, for the applicable period. Consumption refers to consumer purchases of our products from our customers. Unless otherwise noted, consumption and shipment trends are materially consistent.
COVID-19 response
Since the World Health Organization categorized the novel coronavirus (COVID-19) as a pandemic in March 2020, our key objectives continue to be 1) protecting the health and safety of our employees, 2) safely producing and delivering our foods to customers and consumers, and 3) supporting the communities in which we operate. Our efforts have been led by the Company’s Executive Committee, a committee composed of senior leaders, and our global Crisis Management Process. As part of that process, we have worked closely with medical, regulatory and other experts as we deliver on our objectives.
Protect employee health and safety
The health and safety of our employees is our top priority. From the outset of the pandemic, the Company has designed and implemented a number of actions across the business including restricting travel and visitors to its facilities, limiting external group meetings and establishing safety procedures for any potentially exposed employees. At this time, most of our office employees continue to work remotely to minimize the exposure of our employees to COVID-19. For those who are not able to work remotely, the Company has implemented enhanced protocols at all of our facilities to protect our employees, including temperature checks, social distancing, response plans, face coverings, contact tracing, enhanced sanitation procedures, and additional personal protection equipment
Maintain our ability to produce and deliver essential food supply
In addition to our efforts to keep our people safe, the Company has taken several actions to ensure that we maintain our ability to operate effectively during this pandemic, providing our foods to our customers and consumers. In certain parts of the world, the reacceleration of COVID cases has brought new governmental restrictions, in some instances causing temporary reductions in production. Additionally, as a result of global supply imbalances, we have managed through bottlenecks and shortages of materials, labor, and freight that have required us to pursue alternative sources, incremental capacity, and temporary labor. We continue to take the appropriate actions to ensure the continuity of our business.
We have partnered with our strategic technology providers in order to maintain support for our critical business and finance systems as well as additional network bandwidth and support for a work-from-home environment. We have worked to mitigate system-related risks in this environment through heightened monitoring of cybersecurity and network capacity as well as reevaluation of contingency plans.
Support communities
Kellogg is a company with a heart and soul, and we are working together across our company to help our food bank partners and neighbors in need. Kellogg and our charitable funds have donated cash and food to global COVID-19 hunger relief efforts. As always, through our global Kellogg’s® Better Days purpose platform, we help deliver critical nourishment to people when they need it most. Local governments have identified food security as a top priority in their fight against COVID-19. Kellogg is providing support to our food bank partners on the front-lines, helping those who may not know where their next meal is coming from.
Monitoring future impacts
The severity, magnitude and duration of the current COVID-19 pandemic is uncertain and rapidly changing.The Company continues to actively monitor the pandemic including, infection and hospitalization rates, vaccination efforts, and related governmental actions.We will adjust our mitigation strategies as necessary to address any changing health, operational or financial risks that may arise. Since the onset of the pandemic, the Company has experienced a significant increase in demand for our retail products as consumers stocked up on food for at-home consumption in those markets.While this demand has moderated for certain products, we will continue to manage our production capacity during this period of volatility.We continue to monitor the business for adverse impacts of the pandemic, including volatility in the foreign exchange markets, reduced demand in our away from home businesses, supply-chain disruptions in certain markets, increased costs of employee safety and maintaining food supply, and potential disruptions for certain emerging market countries. In the event the Company experiences adverse impacts from the above or other factors, the Company would also evaluate the need to perform interim impairment tests for the Company’s goodwill, indefinite lived intangible assets, investments in unconsolidated affiliates and property, plant and equipment.There can be no assurance that volatility and/or disruption in the global capital and credit markets will not impair our ability to access these markets on terms acceptable to us, or at all. See further discussion within Future Outlook.
Segments
As of December 29, 2018, weWe manage our operations through tenfour operating segments that are based primarily on product category or geographic location.location – North America which includes the U.S. businesses and Canada; Europe which consists principally of European countries; Latin America which consists of Central and South America and includes Mexico; and AMEA (Asia Middle East Africa) which consists of Africa, Middle East, Australia and other Asian and Pacific markets. These operating segments have been evaluated for similarity with regards to economic characteristics, products, production processes, types or classes of customers, distribution methods and regulatory environments to determine if they can be aggregated intoalso represent our reportable segments. For the periods presented we have the following reportable segments: U.S. Snacks; U.S. Morning Foods; U.S. Specialty Channels; North America Other; Europe; Latin America; and Asia Pacific. The operating segments will change beginning in 2019.
On November 12, 2018,July 28, 2019, we announced that we would be exploringcompleted the sale of ourselected cookies, business (including the Keebler, Famous Amos, Mother'sfruit and Murray brands), fruitfruit-flavored snacks, business (including the Stretch Island brand) pie crustcrusts, and ice cream conecones businesses to enable usFerrero International S.A. (“Ferrero”) for $1.3 billion in cash, on a cash-free, debt-free basis and subject to bring a sharper focus to our core businesses. This explorationworking capital adjustment mechanism. During 2020 the working capital adjustment was driven by our need to make strategic choices about our business and the brands within our portfolio. Nevertheless, we believe these iconic and beloved brands can thrivefinalized, resulting in the portfolio of another organization that can focus on driving growth in these particular categories. The financial impacta reduction of the potential sale proceeds and recognition of a pre-tax expense in Other income and (expense) of $4 million. The operating results for these businesses will be addressed uponwere included in our North America and Latin America reportable segments prior to the announcement of any transaction.sale.
Restatement of financial statements
Financial statements for 2017 and 2016 were restated to reflect changes in accounting standards that were adopted on a retrospective basis, as well as product transfer between reportable segments.
Non-GAAP Financial Measures
This filing includes non-GAAP financial measures that we provide to management and investors that exclude certain items that we do not consider part of on-going operations. Items excluded from our non-GAAP financial measures are discussed in the "Significant items impacting comparability" section of this filing. Our management team consistently utilizes a combination of GAAP and non-GAAP financial measures to evaluate business results, to make decisions regarding the future direction of our business, and for resource allocation decisions, including incentive compensation. As a result, we believe the presentation of both GAAP and non-GAAP financial measures provides investors with increased transparency into financial measures used by our management team and improves investors’ understanding of our underlying operating performance and in their analysis of ongoing operating trends. All historic non-GAAP financial measures have been reconciled with the most directly comparable GAAP financial measures.
Non-GAAP Financial Measures
Non-GAAP financial measures used for evaluation of performance include currency-neutral and organic net sales, adjusted and currency-neutral adjusted operating profit, adjusted and currency-neutral adjusted diluted earnings per share (EPS), adjusted and currency-neutral adjusted gross profit, adjusted and currency neutral adjusted gross margin, adjusted other income (expense), and cash flow. We determine currency-neutral results by dividing or multiplying, as appropriate, the current-period local currency operating results by the currency exchange rates used to translate our financial statements in the comparable prior-year period to determine what the current period U.S. dollar operating results would have been if the currency exchange rate had not changed from the comparable prior-year period. These non-GAAP financial measures may not be comparable to similar measures used by other companies.
•Currency-neutral net sales and organic net sales: We adjust the GAAP financial measure to exclude the impact of foreign currency, resulting in currency-neutral net sales. In addition, we exclude the impact of acquisitions, dispositions, related integration costs,divestitures, foreign currency, and differences in shipping day differences, and foreign currency,days including the 53rd week, resulting in organic net sales. We excluded the items which we believe may obscure trends in our underlying net sales performance. By providing these non-GAAP net sales measures, management intends to provide investors with a meaningful, consistent comparison of net sales performance for the Company and each of our reportable segments for the periods presented. Management uses these non-GAAP measures to evaluate the effectiveness of initiatives behind net sales growth, pricing realization, and the impact of mix on our business results. These non-GAAP measures are also used to make decisions regarding the future direction of our business, and for resource allocation decisions.
•Adjusted: gross profit, gross margin, operating profit net income, and diluted EPS: We adjust the GAAP financial measures to exclude the effect of Project K and cost reduction activities,restructuring programs, mark-to-market adjustments for pension plans (service cost, interest cost, expected return on plan assets, and other net periodic pension costs are not excluded), commoditiescommodity contracts, certain equity investments and certain foreign currency contracts, multi-employer pension plan withdrawal liabilities, gain/loss on the divestiture, and other costs impacting comparability resulting in adjusted. We excluded the items which we believe may obscure trends in our underlying profitability. By providing these non-GAAP profitability measures, management intends to provide investors with a meaningful, consistent comparison of the Company's profitability measures for the periods presented. Management uses these non-GAAP financial measures to evaluate the effectiveness of initiatives intended to improve profitability, such as Project K, Zero Based Budgeting (ZBB), and Revenue Growth Management, to assess performance of newly acquired businesses, as well as to evaluate the impacts of inflationary pressures and decisions to invest in new initiatives within each of our segments.
•Currency-neutral adjusted: gross profit, gross margin, operating profit, net income, and diluted EPS: We adjust the GAAP financial measures to exclude the effect of Project K and cost reduction activities,restructuring programs, mark-to-market adjustments for pension plans (service cost, interest cost, expected return on plan assets, and other net periodic pension costs are not excluded), commoditiescommodity contracts, certain equity investments and certain foreign currency contracts, multi-employer pension plan withdrawal liabilities, gain/loss on divestiture, other costs impacting comparability, and foreign currency, resulting in currency-neutral adjusted. We excluded the items which we believe may obscure trends in our underlying profitability. By providing these non-GAAP profitability measures, management intends to provide investors with a meaningful, consistent comparison of the Company's profitability measures for the periods presented. Management uses these non-GAAP financial measures to evaluate the effectiveness of initiatives intended to improve profitability, such as Project K, Zero Based Budgeting (ZBB), and Revenue Growth Management, to assess performance of newly acquired businesses, as well as to evaluate the impacts of inflationary pressures and decisions to invest in new initiatives within each of our segments.
•Adjusted effective income tax rate: We adjust the GAAP financial measures to exclude the effect of Project K and cost reduction activities,restructuring programs, mark-to-market adjustments for pension plans (service cost, interest cost, expected return on plan assets, and other net periodic pension costs are not excluded), commoditiescommodity contracts, certain equity investments and certain foreign currency contracts. In addition, we have excluded an adjustment forcontracts, multi-employer pension plan withdrawal liabilities, the transitional estimates related to the adoption of U.S. Tax Reform.gain/loss on divestiture, and other costs impacting comparability. We excluded the items which we believe may obscure trends in our pre-tax income and the related tax effect of those items on our adjusted effective income tax rate.rate, and other impacts to tax expense, including tax reform in the UK and U.S. and certain foreign valuation allowances. By providing this non-GAAP measure, management intends to provide investors with a meaningful, consistent comparison of the Company's effective tax rate, excluding the pre-tax income and tax effect of the items noted above, for the periods presented. Management uses this non-GAAP measure to monitor the effectiveness of initiatives in place to optimize our global tax rate.
•Net debt: Defined as the sum of long-term debt, current maturities of long-term debt and notes payable,
less cash and cash equivalents and marketable securities. With respect to net debt, cash and cash equivalents and marketable securities are subtracted from the GAAP measure, total debt liabilities, because they could be used to reduce the Company’s debt obligations. Company management and investors use this non-GAAP measure to evaluate changes to the Company's capital structure and credit quality assessment.
•Cash flow: Defined as net cash provided by operating activities reduced by expenditures for property additions. Cash flow does not represent the residual cash flow available for discretionary expenditures. We use this non-GAAP financial measure of cash flow to focus management and investors on the amount
of cash available for debt repayment, dividend distributions, acquisition opportunities, and share repurchases once all of the Company’s business needs and obligations are met. Additionally, certain performance-based compensation includes a component of this non-GAAP measure.
These measures have not been calculated in accordance with GAAP and should not be viewed as a substitute for GAAP reporting measures.
Significant items impacting comparability
Mark-to-market accounting for pension plans, commodities, and certain foreign currency contracts
We recognize mark-to-market adjustments for pension and postretirement benefit plans, commodity contracts, and certain foreign currency contracts as incurred. Actuarial gains/losses for pension plans arewere recognized in the year they occur. Mark-to-market gains/losses for certain equity investments are recorded based on observable price changes. Changes between contract and market prices for commodities contracts and certain foreign currency contracts result in gains/losses that arewere recognized in the quarter they occur. We recorded a total pre-tax mark-to-market chargegain of $343$166 million for 2018,2021, a total pre-tax mark-to-market benefitmarket-to-market charge of $45$162 million in 2017for 2020 and a total pre-tax mark-to-market charge of $261$104 million in 2016. Within thesefor 2019. Included within the aforementioned totals thewas a pre-tax mark-to-market gain for pension plans of $164 million for 2021, pre-tax mark-to-market charge for pension plans was $335of $154 million for 2018, a pre-tax mark-to-market benefit for pension plans was $86 million for 20172020, and a pre-tax mark-to-market charge for pension plans was $314of $98 million for 2016.2019.
Project K and cost reduction activities
Project K continued generating savings used to invest in key strategic areas
In 2019, the Company completed implementation of focus for the business.all Project K initiatives. We recorded pre-tax charges related to this program of $143$54 million in 2018, $263 million in 2017, and $325 million in 2016.2019.
See the Restructuring and cost reduction activities section for more information.
Brexit readiness impacts
WithDuring 2019, with the uncertainty ofassociated with the United Kingdom (U.K.) exitingKingdom's exit from the European Union (EU), commonly referred to as Brexit, we have begun preparationsincurred certain costs to proactively prepare for the potential adverse impacts of Brexit, such as delays at ports of entry and departure. As a result, we incurred pre-tax charges of $3$9 million for the year ended December 29, 2018.in 2019.
Business and portfolio realignment
Up front and/or one-timeOne-time costs related to: pendingto reorganizations in support of our Deploy for Growth priorities and a reshaped portfolio; investments in enhancing capabilities prioritized by our Deploy for Growth strategy; and completed and prospective divestitures and acquisitions, including our previously announced proposedthe divestiture of our cookies, fruit snacks, pie crusts, and ice-creamice cream cone businesses.business. As a result, we incurred pre-tax charges, primarily related to reorganizations of $36 million in 2021, $38 million in 2020 and $156 million in 2019.
Multi-employer pension plan exit liability
During the third quarter of 2019, the Company incurred a pre-tax charge of $132 million due to withdrawing from two multi-employer pension plans. During the second quarter of 2020, the Company recorded a pre-tax gain of approximately $5 million related to the settlement of one multi-employer pension plan withdrawal liability from the prior year.
Divestitures
On July 28, 2019, the Company completed its sale of selected cookies, fruit and fruit flavored snacks, pie crusts, and ice cream cones businesses to Ferrero for approximately $1.3 billion in cash, subject to a working capital adjustment mechanism. Both the total assets and net assets of the businesses were approximately $1.3 billion, resulting in a net pre-tax gain of $38 million during the third quarter, recorded in other income and (expense). Additionally, the company recognized curtailment gains related to the divestiture totaling $17 million in our U.S. pension and nonpension postretirement plans. During 2020 the working capital adjustment was finalized, resulting in a reduction of the sale proceeds and recognition of a pre-tax expense in Other income and (expense) of $4 million.
The operating results for the divested businesses were primarily included in the North America reporting segment prior to the sale. Reported net sales for the divested businesses totaled $562 million for the first seven months of the year ended December 28, 2019.
Additionally, during the fourth quarter of 2020, the Company divested its majority ownership of a small business in our Europe reportable segment, resulting in a pre-tax loss of $4 million. Net sales in 2020, totaled approximately $11 million for the business divested.
Impact of shipping day differences including 53rd week
During the fourth quarter of 2020, the Company had a difference in shipping days resulting from an additional week of business during the fiscal year. This impact increased reported net sales by $174 million for the year ended December 29, 2018.January 2, 2021.
Debt redemptionForeign valuation allowance
During the third quarter ended April 2, 2016, we redeemed $475 million of our 7.45% U.S. Dollar Debentures due 2031. In connection with2021, the debt redemption, we incurred $153 million of interest expense, consisting primarily of a premium on the tender offer and also including accelerated losses on pre-issuance interest rate hedges, acceleration of fees and debt discount on the redeemed debt and fees related to the tender offer.
Venezuela
As of December 31, 2016, we deconsolidated and changed to the cost method of accounting for our Venezuelan subsidiary. We recorded a $72 million pre-tax charge in Other income (expense), net as we fully impaired the value of our cost method investment in Venezuela. The deconsolidation charge included the historical cumulative translation losses of approximately $63 million related to our Venezuelan operationsCompany determined that had previously been recorded in accumulated other comprehensive losses within equity. Additionally, the deconsolidation reduced net sales by $31 million for the year ended December 31, 2016 which impacted the comparability of 2017 to 2016 reported results.
In 2015 we concluded that wecertain foreign deferred tax assets were no longer able to obtain sufficient U.S. dollars on a timely basis through the DIPRO exchange resulting in a decision to remeasure our Venezuela subsidiary's financial statements using the DICOM (formerly SIMADI) rate. Following the change to the DICOM (formerly SIMADI) rate in 2015, certain non-monetary assets related to our Venezuelan subsidiary continuedmore likely than not to be remeasured at historical exchange rates. As these assets were utilized by our Venezuelan subsidiary during 2016 they were recognizedrealized in the income statement at historical exchange rates resulting in an unfavorable impact. We experienced an unfavorable pre-tax impactfuture and a full valuation allowance of approximately $11$20 million in 2016 related to the utilization of these remaining non-monetary assets, primarily impacting COGS.was recorded.
UK tax rate change
Acquisitions
In December 2016, the Company acquired Ritmo Investimentos, controlling shareholder of Parati S/A, Afical Ltda and Padua Ltda ("Parati Group"), a leading Brazilian food group. In our Latin America reportable segment for the year ended December 30, 2017, the acquisition added $203 million in net sales that impacted the comparability to 2016 reported results.
In October of 2017, the Company acquired Chicago Bar Company LLC manufacturer of RXBAR, a high protein snack bar made of simple ingredients. In our North America Other reportable segment for the year ended December 29, 2018, the acquisition added $186 million in net sales that impacted the comparability of 2017 reported results. Additionally, for the year ended December 30, 2017, the acquisition added $27 million in net sales that impacted the comparability of 2016 reported results.
In May of 2018, the Company acquired an incremental 1% ownership interest in Multipro, which along with concurrent changes to the shareholders' agreement, resulted in the Company now having a 51% controlling interest in and began consolidating Multipro, a leading distributor of a variety of food products in Nigeria and Ghana. In our Asia Pacific reportable segment, for the year ended December 30, 2018, the acquisition added $536 million in net sales that impacted the comparability of 2017 reported results.
Shipping day differences
In December 2017, we eliminated a one-month timing difference in reporting of financial results for the Parati Group. This update resulted in an additional month of financial results being reported in the year ended December 30, 2017, which included $14 million of net sales that impacted the comparability of 2018 versus 2017 and 2017 versus 2016 reported results.
Adoption of U.S. Tax Reform
In conjunction with the adoption of U.S. Tax Reform, we finalized our provisional estimates resulting in a net $11 million reduction of income tax expense for the year ended December 29, 2018, primarily related to the transition tax and assertion on foreign earnings. Additionally, for the year ended December 30, 2017, we recorded net tax expense totaling $8 million related primarily to the remeasurement of deferred tax assets and liabilities, as well as the transition tax on foreign earnings.
Gain on unconsolidated entities, net
In connection with the Multipro business combination, the Company recognized a one-time, non-cash gain on the disposition of our previously held equity interest in Multipro of $245 million. Additionally, the Company exercised its call option to acquire a 50% interest in Tolaram Africa Foods, PTE LTD, a holding company with a 49% equity interest in an affiliated food manufacturer, resulting in the Company having a 24.5% interest in the affiliated food manufacturer. In conjunction with the exercise, the Company recognized a one-time, non-cash loss of $45 million, which represents an other than temporary excess of cost over fair value of the investment. These amounts were recorded within Earnings (loss) from unconsolidated entities duringDuring the second quarter of 2018.2021, the Company recorded tax expense of $23 million as a result of tax legislation enacted in the UK in June of 2021, which increased the statutory UK tax rate from 19 percent to 25 percent and required us to re-value our net UK deferred tax liability balance to reflect this higher rate.
U.S. Tax Reform
During the third quarter of 2020, the Company reversed a liability for uncertain tax positions of $32 million, related to the finalization of a tax examination. The liability was related to the Company's estimate of the transition tax liability in conjunction with the finalization of accounting under Staff Accounting Bulletin No. 118, Income Tax Accounting Implications of the Tax Cuts and Jobs Act.
Foreign currency translation
We evaluate the operating results of our business on a currency-neutral basis. We determine currency-neutral operating results by dividing or multiplying, as appropriate, the current period local currency operating results by the currency exchange rates used to translate our financial statements in the comparable prior year period to determine what the current period U.S. dollar operating results would have been if the currency exchange rate had not changed from the comparable prior-year period. Organic net sales exclude the impact of acquisitions, including the foreign currency impact calculated by applying the prior year foreign currency rates to current period results.
Financial results
For the full year 2018,ended January 1, 2022, our reported net sales increased by 5.4%3.0% versus the prior year on positive price/mix across all regions and accelerated growth in snacks and emerging markets. Organic net sales increased 3.5% from the prior year after excluding the impact of the 53rd week and foreign currency.
Reported operating profit decreased 0.5% versus the prior year due primarily to acquisitioneconomy-wide supply disruptions, including the fourth-quarter labor strike in our U.S. cereal plants and third-quarter fire at one of RX (October 2017) and the consolidation of Multipro (May 2018)facilities, as well as accelerated cost inflation, partially offset by unfavorable foreign currency as the U.S. Dollar strengthened against key currencies. Organichigher net sales were flat compared to the prior year as underlying growth was offset by the negative impact of list-price adjustments and rationalization of stock-keeping units related to the mid-2017 transition from Direct-Store Delivery (DSD) in U.S. Snacks.
Reported operating profit increased by 23% due to lower restructuring charges, the consolidation of Multipro results, and favorable year-over-year mark-to-market impacts.sales. Currency-neutral adjusted operating profit was up slightly compared to the prior year due to cost savings that funded and offset a substantial planned increase in advertising and promotion investment as well as higher freight costs, and adverse mix and incremental costs, much of which
was related to growth in new pack formats. Currency-neutral adjusted operating profit excludes the impact of restructuring, mark-to-market, foreign currency and other expenses related to the proposed divestiture of our cookies, fruit snacks, pie crusts, and ice-cream cone businesses, as well as preparing for potential Brexit.
Reported diluted EPS of $3.83 was up 7% compared to the prior year of $3.58 due primarily to a one-time non-cash gain related to our transaction in West Africa, a lower effective tax rate as a result of U.S. Tax Reform as well as benefits from discrete tax items, and lower restructuring charges partially offset by unfavorable mark-to-market impacts. Currency-neutral adjusted diluted EPS of $4.32 was up 8% compared to prior year of $4.00,decreased 1.9%, after excluding the impact of mark-to-market restructuring,and foreign currency.
Reported diluted EPS of $4.33 for the adoptionyear was up 19% compared to the prior year EPS of U.S. Tax Reform, gain from unconsolidated entities, costs related$3.63 due primarily to proposed divestitures and Brexit.the year-over-year mark-to-market benefit. Currency-neutral adjusted diluted EPS of $4.04 for the year increased 1.3% compared to prior year EPS of $3.99, after excluding the impact of significant items impacting comparability.
Reconciliation of certain non-GAAP Financial Measures
| | | | | | | | | | | | | | |
| Consolidated results (dollars in millions, except per share data) | | 2021 | | 2020 |
| Reported net income attributable to Kellogg Company | | $ | 1,488 | | | $ | 1,251 | |
| Mark-to-market (pre-tax) | | 166 | | | (162) | |
| | | | |
| | | | |
| Business and portfolio realignment (pre-tax) | | (36) | | | (38) | |
| Multi-employer pension plan withdrawal (pre-tax) | | — | | | 5 | |
| Gain (loss) on divestiture (pre-tax) | | — | | | (8) | |
| Income tax impact applicable to adjustments, net* | | (29) | | | 45 | |
| Foreign valuation allowance | | (20) | | | — | |
| UK tax rate change | | (23) | | | — | |
| U.S. Tax Reform | | — | | | 32 | |
| | | | |
| | | | |
| Adjusted net income attributable to Kellogg Company | | $ | 1,430 | | | $ | 1,377 | |
| Foreign currency impact | | 41 | | | |
| Currency-neutral adjusted net income attributable to Kellogg Company | | 1,389 | | | $ | 1,377 | |
| Reported diluted EPS | | $ | 4.33 | | | $ | 3.63 | |
| Mark-to-market (pre-tax) | | 0.48 | | | (0.47) | |
| | | | |
| | | | |
| Business and portfolio realignment (pre-tax) | | (0.10) | | | (0.11) | |
| Multi-employer pension plan withdrawal (pre-tax) | | — | | | 0.01 | |
| Gain (loss) on divestiture (pre-tax) | | — | | | (0.02) | |
| Income tax impact applicable to adjustments, net* | | (0.08) | | | 0.13 | |
| Foreign valuation allowance | | (0.06) | | | — | |
| UK tax rate change | | (0.07) | | | — | |
| U.S. Tax Reform | | — | | | 0.10 | |
| | | | |
| | | | |
| Adjusted diluted EPS | | $ | 4.16 | | | $ | 3.99 | |
| Foreign currency impact | | 0.12 | | | |
| Currency-neutral adjusted diluted EPS | | 4.04 | | | $ | 3.99 | |
| Currency-neutral adjusted diluted EPS growth | | 1.3 | % | | |
|
| | | | | | | | |
| Consolidated results (dollars in millions, except per share data) | | 2018 | | 2017 |
| Reported net income attributable to Kellogg Company | | $ | 1,336 |
| | $ | 1,254 |
|
| Mark-to-market (pre-tax) | | (343 | ) | | 45 |
|
| Project K and cost reduction activities (pre-tax) | | (143 | ) | | (263 | ) |
| Brexit impacts (pre-tax) | | (3 | ) | | — |
|
| Business and portfolio realignment (pre-tax) | | (5 | ) | | — |
|
| Income tax impact applicable to adjustments, net* | | 109 |
| | 80 |
|
| Adoption of U.S. Tax Reform | | 11 |
| | (8 | ) |
| Gain from unconsolidated entities, net | | 200 |
| | — |
|
| Adjusted net income attributable to Kellogg Company | | $ | 1,510 |
| | $ | 1,400 |
|
| Foreign currency impact | | 4 |
| | |
| Currency-neutral adjusted net income attributable to Kellogg Company | | $ | 1,506 |
| | $ | 1,400 |
|
| Reported diluted EPS | | $ | 3.83 |
| | $ | 3.58 |
|
| Mark-to-market (pre-tax) | | (0.98 | ) | | 0.13 |
|
| Project K and cost reduction activities (pre-tax) | | (0.41 | ) | | (0.75 | ) |
| Brexit impacts (pre-tax) | | (0.01 | ) | | — |
|
| Business and portfolio realignment (pre-tax) | | (0.01 | ) | | — |
|
| Income tax impact applicable to adjustments, net* | | 0.30 |
| | 0.22 |
|
| Adoption of U.S. Tax Reform | | 0.04 |
| | (0.02 | ) |
| Gain from unconsolidated entities, net | | 0.57 |
| | — |
|
| Adjusted diluted EPS | | $ | 4.33 |
| | $ | 4.00 |
|
| Foreign currency impact | | 0.01 |
| | |
| Currency-neutral adjusted diluted EPS | | $ | 4.32 |
| | $ | 4.00 |
|
| Currency-neutral adjusted diluted EPS growth | | 8.0 | % | | |
For more information on reconciling items in the table above, please refer to the Significant items impacting comparability section.
* Represents the estimated income tax effect on the reconciling items, using weighted-average statutory tax rates, depending upon the applicable jurisdiction.
|
| | | | | | | | |
| Consolidated results (dollars in millions, except per share data) | | 2017 | | 2016 |
| Reported net income attributable to Kellogg Company | | $ | 1,254 |
| | $ | 699 |
|
| Mark-to-market (pre-tax) | | 45 |
| | (261 | ) |
| Project K and cost reduction activities (pre-tax) | | (263 | ) | | (325 | ) |
| Debt redemption (pre-tax) | | — |
| | (153 | ) |
| Venezuela deconsolidation (pre-tax) | | — |
| | (72 | ) |
| Venezuela remeasurement (pre-tax) | | — |
| | (11 | ) |
| Income tax impact applicable to adjustments, net* | | 80 |
| | 198 |
|
| Adoption of U.S. Tax Reform | | (8 | ) | | — |
|
| Adjusted net income attributable to Kellogg Company | | $ | 1,400 |
| | $ | 1,323 |
|
| Foreign currency impact | | (6 | ) | | |
| Currency-neutral adjusted net income attributable to Kellogg Company | | $ | 1,406 |
| | $ | 1,323 |
|
| Reported diluted EPS | | $ | 3.58 |
| | $ | 1.97 |
|
| Mark-to-market (pre-tax) | | 0.13 |
| | (0.74 | ) |
| Project K and cost reduction activities (pre-tax) | | (0.75 | ) | | (0.92 | ) |
| Debt redemption (pre-tax) | | — |
| | (0.43 | ) |
| Venezuela deconsolidation (pre-tax) | | — |
| | (0.20 | ) |
| Venezuela remeasurement (pre-tax) | | — |
| | (0.03 | ) |
| Income tax impact applicable to adjustments, net* | | 0.22 |
| | 0.55 |
|
| Adoption of U.S. Tax Reform | | (0.02 | ) | | — |
|
| Adjusted diluted EPS | | $ | 4.00 |
| | $ | 3.74 |
|
| Foreign currency impact | | (0.02 | ) | | |
| Currency-neutral adjusted diluted EPS | | $ | 4.02 |
| | $ | 3.74 |
|
| Currency-neutral adjusted diluted EPS growth | | 7.5 | % | | |
2021 compared to 2020
The following tables provide an analysis of net sales and operating profit performance for 2021 versus 2020:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Year ended January 1, 2022 | | | | | | |
| (millions) | | North America | | Europe | | Latin
America | | AMEA | | Corporate | | Kellogg
Consolidated |
| Reported net sales | | $ | 8,174 | | | $ | 2,397 | | | $ | 997 | | | $ | 2,613 | | | $ | — | | | $ | 14,181 | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Foreign currency impact on total business (inc)/dec | | 36 | | | 93 | | | 15 | | | (37) | | | — | | | 107 | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Organic net sales | | $ | 8,138 | | | $ | 2,304 | | | $ | 982 | | | $ | 2,651 | | | $ | — | | | $ | 14,074 | |
| | | | | | | | | | | | |
| Year ended January 2, 2021 | | | | | | |
| (millions) | | North America | | Europe | | Latin
America | | AMEA | | Corporate | | Kellogg
Consolidated |
| Reported net sales | | $ | 8,361 | | | $ | 2,232 | | | $ | 914 | | | $ | 2,263 | | | $ | — | | | $ | 13,770 | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Impact of 53rd week | | 134 | | | 22 | | | — | | | 18 | | | — | | | 174 | |
| Organic net sales | | $ | 8,227 | | | $ | 2,210 | | | $ | 914 | | | $ | 2,245 | | | $ | — | | | $ | 13,596 | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| % change - 2021 vs. 2020: | | | | | | | | | | | | |
| Reported growth | | (2.3) | % | | 7.4 | % | | 9.0 | % | | 15.5 | % | | — | % | | 3.0 | % |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Foreign currency impact on total business (inc)/dec | | 0.4 | % | | 4.2 | % | | 1.6 | % | | (1.6) | % | | — | % | | 0.8 | % |
| Currency-neutral growth | | (2.7) | % | | 3.2 | % | | 7.4 | % | | 17.1 | % | | — | % | | 2.2 | % |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Impact of 53rd week | | (1.6) | % | | (1.0) | % | | — | % | | (1.0) | % | | — | % | | (1.3) | % |
| | | | | | | | | | | | |
| Organic growth | | (1.1) | % | | 4.2 | % | | 7.4 | % | | 18.1 | % | | — | % | | 3.5 | % |
| Volume (tonnage) | | (5.8) | % | | 0.6 | % | | 0.1 | % | | 3.4 | % | | — | % | | (1.8) | % |
| Pricing/mix | | 4.7 | % | | 3.6 | % | | 7.3 | % | | 14.7 | % | | — | % | | 5.3 | % |
Note: Tables may not foot due to rounding.
For more information on reconciling items in the table above, please refer to the Significant items impacting comparability section.
* Represents the estimated income tax effect on the reconciling items, using weighted-average statutory tax rates, depending upon the applicable jurisdiction.
Net sales and operating profit
2018 compared to 2017
The following tables provide an analysis of net sales and operating profit performance for 2018 versus 2017:
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Year ended December 29, 2018 | | | | | | | | | | | | |
| (millions) | | U.S. Snacks | | U.S. Morning Foods | | U.S. Specialty Channels | | North America Other | | Europe | | Latin America | | Asia Pacific | | Corporate | | Kellogg Consolidated |
| Reported net sales | | $ | 2,957 |
| | $ | 2,643 |
| | $ | 1,235 |
| | $ | 1,853 |
| | $ | 2,395 |
| | $ | 947 |
| | $ | 1,517 |
| | $ | — |
| | $ | 13,547 |
|
| Foreign currency impact on total business (inc)/dec | | — |
| | — |
| | — |
| | (3 | ) | | 46 |
| | (47 | ) | | (102 | ) | | — |
| | (106 | ) |
| Currency-neutral net sales | | $ | 2,957 |
| | $ | 2,643 |
| | $ | 1,235 |
| | $ | 1,856 |
| | $ | 2,349 |
| | $ | 994 |
| | $ | 1,619 |
| | $ | — |
| | $ | 13,653 |
|
| Acquisitions | | — |
| | — |
| | — |
| | 186 |
| | — |
| | — |
| | 536 |
| | — |
| | 722 |
|
| Foreign currency impact on acquisitions (inc)/dec | | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | 89 |
| | — |
| | 89 |
|
| Organic net sales | | $ | 2,957 |
| | $ | 2,643 |
| | $ | 1,235 |
| | $ | 1,670 |
| | $ | 2,349 |
| | $ | 994 |
| | $ | 994 |
| | $ | — |
| | $ | 12,842 |
|
| | | | | | | | | | | | | | | | | | | |
| Year ended December 30, 2017 | | | | | | | | | | | | |
| (millions) | | U.S.
Snacks | | U.S.
Morning
Foods | | U.S. Specialty Channels | | North America Other | | Europe | | Latin America | | Asia Pacific | | Corporate | | Kellogg Consolidated |
| Reported net sales | | $ | 3,110 |
| | $ | 2,709 |
| | $ | 1,242 |
| | $ | 1,612 |
| | $ | 2,291 |
| | $ | 944 |
| | $ | 946 |
| | $ | — |
| | $ | 12,854 |
|
| Shipping day differences | | — |
| | — |
| | — |
| | — |
| | — |
| | 14 |
| | — |
| | — |
| | 14 |
|
| Organic net sales | | $ | 3,110 |
| | $ | 2,709 |
| | $ | 1,242 |
| | $ | 1,612 |
| | $ | 2,291 |
| | $ | 930 |
| | $ | 946 |
| | $ | — |
| | $ | 12,840 |
|
| | | | | | | | | | | | | | | | | | | |
| % change - 2018 vs. 2017: | | | | | | | | | | | | | | |
| Reported growth | | (4.9 | )% | | (2.4 | )% | | (0.6 | )% | | 15.0 | % | | 4.5 | % | | 0.3 | % | | 60.4 | % | | — | % | | 5.4 | % |
| Foreign currency impact | | — | % | | — | % | | — | % | | (0.2 | )% | | 1.9 | % | | (5.0 | )% | | (10.7 | )% | | — | % | | (0.8 | )% |
| Currency-neutral growth | | (4.9 | )% | | (2.4 | )% | | (0.6 | )% | | 15.2 | % | | 2.6 | % | | 5.3 | % | | 71.1 | % | | — | % | | 6.2 | % |
| Acquisitions | | — | % | | — | % | | — | % | | 11.5 | % | | — | % | | — | % | | 56.6 | % | | — | % | | 5.6 | % |
| Shipping day differences | | — | % | | — | % | | — | % | | — | % | | — | % | | (1.6 | )% | | — | % | | — | % | | (0.1 | )% |
| Foreign currency impact on acquisitions (inc)/dec | | — | % | | — | % | | — | % | | — | % | | — | % | | — | % | | 9.5 | % | | — | % | | 0.7 | % |
| Organic growth | | (4.9 | )% | | (2.4 | )% | | (0.6 | )% | | 3.7 | % | | 2.6 | % | | 6.9 | % | | 5.0 | % | | — | % | | — | % |
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Year ended January 1, 2022 | | | | | | |
| (millions) | | North America | | Europe | | Latin
America | | AMEA | | Corporate | | Kellogg
Consolidated |
| Reported operating profit | | $ | 1,329 | | | $ | 350 | | | $ | 110 | | | $ | 246 | | | $ | (282) | | | $ | 1,752 | |
| Mark-to-market | | — | | | — | | | 1 | | | — | | | (18) | | | (17) | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Business and portfolio realignment | | (23) | | | 1 | | | (4) | | | — | | | (10) | | | (36) | |
| | | | | | | | | | | | |
| Adjusted operating profit | | $ | 1,351 | | | $ | 349 | | | $ | 112 | | | $ | 246 | | | $ | (254) | | | $ | 1,805 | |
| Foreign currency impact | | 5 | | | 17 | | | 3 | | | 2 | | | 2 | | | 29 | |
| Currency-neutral adjusted operating profit | | $ | 1,347 | | | $ | 332 | | | $ | 109 | | | $ | 244 | | | $ | (256) | | | $ | 1,776 | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Year ended January 2, 2021 | | | | | | |
| (millions) | | North America | | Europe | | Latin
America | | AMEA | | Corporate | | Kellogg
Consolidated |
| Reported operating profit | | $ | 1,473 | | | $ | 302 | | | $ | 97 | | | $ | 202 | | | $ | (312) | | | $ | 1,761 | |
| Mark-to-market | | — | | | — | | | — | | | — | | | (8) | | | (8) | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Business and portfolio realignment | | (8) | | | (9) | | | (5) | | | (17) | | | (7) | | | (46) | |
| Multi-employer pension plan withdrawal | | 5 | | | — | | | — | | | — | | | — | | | 5 | |
| Adjusted operating profit | | $ | 1,477 | | | $ | 311 | | | $ | 102 | | | $ | 218 | | | $ | (297) | | | $ | 1,811 | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| % change - 2021 vs. 2020: | | | | | | | | | | | |
| Reported growth | | (9.8) | % | | 16.0 | % | | 13.1 | % | | 21.9 | % | | 9.8 | % | | (0.5) | % |
| Mark-to-market | | — | % | | — | % | | 1.3 | % | | — | % | | (3.5) | % | | (0.5) | % |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Business and portfolio realignment | | (1.0) | % | | 3.8 | % | | 1.1 | % | | 9.2 | % | | (1.1) | % | | 0.6 | % |
| Multi-employer pension plan withdrawal | | (0.3) | % | | — | % | | — | % | | — | % | | — | % | | (0.3) | % |
| Adjusted growth | | (8.5) | % | | 12.2 | % | | 10.7 | % | | 12.7 | % | | 14.4 | % | | (0.3) | % |
| Foreign currency impact | | 0.3 | % | | 5.4 | % | | 3.2 | % | | 0.8 | % | | 0.6 | % | | 1.6 | % |
| Currency-neutral adjusted growth | | (8.8) | % | | 6.8 | % | | 7.5 | % | | 11.9 | % | | 13.8 | % | | (1.9) | % |
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Note: Tables may not foot due to rounding.
For more information on reconciling items in the table above, please refer to the Significant items impacting comparability section.
North America
Reported net sales decreased 2.3% versus the prior year as positive price/mix was more than offset by the negative impact on volume of supply disruptions, including the fourth-quarter labor strike in our cereal plants and third-quarter fire at one of the facilities, as well as the impact of lapping the 53rd week. Organic net sales decreased 1.1% after excluding the impact of the 53rd week and foreign currency.
| | | | | | | | | | | | | | | | | | |
| Net sales % change - 2021 vs. 2020: | | | | |
| North America | Reported Net Sales | Foreign Currency | Currency-Neutral Net Sales | | Impact of 53rd week | Organic Net Sales |
| Snacks | 5.5 | % | 0.3 | % | 5.2 | % | | (1.7) | % | 6.9 | % |
| Cereal | (14.4) | % | 0.7 | % | (15.1) | % | | (1.4) | % | (13.7) | % |
| Frozen | (3.0) | % | 0.3 | % | (3.3) | % | | (1.4) | % | (1.9) | % |
North America snacks net sales increased 5.5% led by consumption growth in each of our three major categories, crackers, salty snacks, and portable wholesome snacks.
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Year ended December 29, 2018 | | | | | | | | | | | | |
| (millions) | | U.S. Snacks | | U.S. Morning Foods | | U.S. Specialty Channels | | North America Other | | Europe | | Latin America | | Asia Pacific | | Corporate | | Kellogg Consolidated |
| Reported operating profit | | $ | 446 |
| | $ | 478 |
| | $ | 251 |
| | $ | 222 |
| | $ | 297 |
| | $ | 102 |
| | $ | 128 |
| | $ | (218 | ) | | $ | 1,706 |
|
| Mark-to-market | | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | 7 |
| | 7 |
|
| Project K and cost reduction activities | | (28 | ) | | (50 | ) | | (4 | ) | | (25 | ) | | (33 | ) | | (15 | ) | | (11 | ) | | (7 | ) | | (173 | ) |
| Brexit impacts | | — |
| | — |
| | — |
| | — |
| | (3 | ) | | — |
| | — |
| | — |
| | (3 | ) |
| Business and portfolio realignment | | (3 | ) | | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | (2 | ) | | (5 | ) |
| Adjusted operating profit | | $ | 477 |
| | $ | 528 |
| | $ | 255 |
| | $ | 247 |
| | $ | 333 |
| | $ | 117 |
| | $ | 139 |
| | $ | (216 | ) | | $ | 1,880 |
|
| Foreign currency impact | | — |
| | — |
| | — |
| | (2 | ) | | 6 |
| | (3 | ) | | (7 | ) | | 3 |
| | (3 | ) |
| Currency-neutral adjusted operating profit | | $ | 477 |
| | $ | 528 |
| | $ | 255 |
| | $ | 249 |
| | $ | 327 |
| | $ | 120 |
| | $ | 146 |
| | $ | (219 | ) | | $ | 1,883 |
|
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|
| Year ended December 30, 2017 | | | | | | | | | | | |
|
| (millions) | | U.S.
Snacks | | U.S.
Morning
Foods | | U.S. Specialty Channels | | North America Other | | Europe | | Latin America | | Asia Pacific | | Corporate | | Kellogg
Consolidated |
| Reported operating profit | | $ | 138 |
| | $ | 567 |
| | $ | 312 |
| | $ | 229 |
| | $ | 276 |
| | $ | 108 |
| | $ | 84 |
| | $ | (327 | ) | | $ | 1,387 |
|
| Mark-to-market | | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | (81 | ) | | (81 | ) |
| Project K and cost reduction activities | | (309 | ) | | (18 | ) | | (2 | ) | | (16 | ) | | (40 | ) | | (8 | ) | | (11 | ) | | (7 | ) | | (411 | ) |
| Adjusted operating profit | | $ | 447 |
| | $ | 585 |
| | $ | 314 |
| | $ | 245 |
| | $ | 316 |
| | $ | 116 |
| | $ | 95 |
| | $ | (239 | ) | | $ | 1,879 |
|
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| % change - 2018 vs. 2017: | | | | | | | | | | | | | | |
| Reported growth | | 224.4 | % | | (15.7 | )% | | (19.8 | )% | | (3.0 | )% | | 7.8 | % | | (5.2 | )% | | 50.7 | % | | 33.1 | % | | 22.9 | % |
| Mark-to-market | | — | % | | — | % | | — | % | | — | % | | — | % | | — | % | | — | % | | 25.2 | % | | 7.3 | % |
| Project K and cost reduction activities | | 218.3 | % | | (6.0 | )% | | (0.7 | )% | | (3.9 | )% | | 3.1 | % | | (5.6 | )% | | 6.1 | % | | (0.5 | )% | | 16.1 | % |
| Brexit impacts | | — | % | | — | % | | — | % | | — | % | | (0.9 | )% | | — | % | | — | % | | — | % | | (0.2 | )% |
| Business and portfolio realignment | | (0.8 | )% | | — | % | | — | % | | — | % | | — | % | | — | % | | — | % | | (0.8 | )% | | (0.3 | )% |
| Adjusted growth | | 6.9 | % | | (9.7 | )% | | (19.1 | )% | | 0.9 | % | | 5.6 | % | | 0.4 | % | | 44.6 | % | | 9.2 | % | | — | % |
| Foreign currency impact | | — | % | | — | % | | — | % | | (0.4 | )% | | 1.9 | % | | (2.8 | )% | | (7.2 | )% | | 0.6 | % | | (0.1 | )% |
| Currency-neutral adjusted growth | | 6.9 | % | | (9.7 | )% | | (19.1 | )% | | 1.3 | % | | 3.7 | % | | 3.2 | % | | 51.8 | % | | 8.6 | % | | 0.1 | % |
North America frozen foods net sales decreased 3.0% during the year, as it lapped strong prior year pandemic-related growth and experienced current period supply constraints.
North America operating profit decreased 9.8% compared to the prior year due to supply disruptions, including the fourth-quarter labor strike in our cereal plants and third-quarter fire at one of the facilities, as well as accelerated cost inflation. Currency-neutral adjusted operating profit decreased 8.8%, after excluding the impact of business and portfolio realignment.
Europe
Reported net sales increased 7.4% driven by both volume and price/mix, as well as favorable foreign currency translation. Organic net sales increased 4.2% after excluding the impact of the 53rd week and foreign currency.
Cereal net sales declined due to lapping a pandemic-related surge in consumption growth during the prior year, partially offset by favorable foreign currency translation and notably strong share gains in the UK.
Snacks net sales growth was led by sustained momentum in Pringles, driven by innovation, effective advertising, and successful consumer promotions.
Reported operating profit increased 16% due primarily to higher net sales and favorable foreign currency translation partially offset by lapping unusually high operating leverage during the onset of the pandemic. Currency-neutral adjusted operating profit increased 6.8% after excluding the impact of foreign currency, and business and portfolio realignment.
Latin America
Reported net sales increased 9.0% driven by both volume and price/mix, and with broad-based growth across the region, led by snacks, and favorable foreign currency translation. Organic net sales increased 7.4%, after excluding the impact of foreign currency.
Snacks net sales growth was led by sustained consumption growth and share gains in key markets for salty snacks and share gains in portable wholesome snacks.
Cereal net sales increased due to share gains in key markets, including Mexico, Puerto Rico and Brazil, despite the lapping of a pandemic-related surge in consumption in the prior year.
Reported operating profit increased 13% due to higher net sales and favorable foreign currency translation partially offset by input cost inflation. Currency-neutral adjusted operating profit increased 7.5% after excluding the impact of mark-to-market and foreign currency.
AMEA
Reported net sales increased 16% driven by both volume and price/mix, and with broad-based growth across the region and categories. Organic net sales also increased 18%.
Noodles and other net sales increased lead by strong growth from Multipro as well as our Kellogg's branded noodles business.
Snacks net sales increased due primarily to strong growth in Pringles across the region.
Cereal net sales growth was driven by broad-based growth across Asia and Australia.
Reported operating profit increased 22% due primarily to operating leverage from higher net sales and the lapping of prior year business and portfolio realignment charges. Currency-neutral adjusted operating profit increased 12%, after excluding the impact of business and portfolio realignment, and foreign currency.
Corporate
Reported operating profit increased $30 million versus the comparable prior year period due primarily to favorable mark-to-market impact and lower incentive compensation expense. Currency-neutral adjusted operating profit increased $41 million from the prior year after excluding the impact of mark-to-market.
2020 compared to 2019
The following tables provide an analysis of net sales and operating profit performance for 2020 versus 2019:
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| Year ended January 2, 2021 | | | | | | |
| (millions) | | North America | | Europe | | Latin
America | | AMEA | | Corporate | | Kellogg
Consolidated |
| Reported net sales | | $ | 8,361 | | | $ | 2,232 | | | $ | 914 | | | $ | 2,263 | | | $ | — | | | $ | 13,770 | |
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| Foreign currency impact on total business (inc)/dec | | (7) | | | 13 | | | (133) | | | (77) | | | — | | | (204) | |
| Currency-neutral net sales | | $ | 8,368 | | | $ | 2,219 | | | $ | 1,048 | | | $ | 2,340 | | | $ | — | | | $ | 13,974 | |
| | | | | | | | | | | | |
| Impact of 53rd week | | 134 | | | 22 | | | — | | | 18 | | | — | | | 174 | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Foreign currency impact on 53rd week (inc)/dec | | — | | | (1) | | | — | | | (1) | | | — | | | (2) | |
| Organic net sales | | $ | 8,234 | | | $ | 2,198 | | | $ | 1,048 | | | $ | 2,322 | | | $ | — | | | $ | 13,802 | |
| | | | | | | | | | | | |
| Year ended December 28, 2019 | | | | | | |
| (millions) | | North America | | Europe | | Latin
America | | AMEA | | Corporate | | Kellogg
Consolidated |
| Reported net sales | | $ | 8,390 | | | $ | 2,092 | | | $ | 940 | | | $ | 2,156 | | | $ | — | | | $ | 13,578 | |
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| Divestitures | | 556 | | | — | | | 6 | | | — | | | — | | | 562 | |
| Organic net sales | | $ | 7,834 | | | $ | 2,092 | | | $ | 935 | | | $ | 2,156 | | | $ | — | | | $ | 13,017 | |
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| % change - 2020 vs. 2019: | | | | | | | | |
| Reported growth | | (0.4) | % | | 6.7 | % | | (2.8) | % | | 5.0 | % | | — | % | | 1.4 | % |
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| | | | | | | | | | | | |
| Foreign currency impact on total business (inc)/dec | | (0.1) | % | | 0.7 | % | | (14.2) | % | | (3.5) | % | | — | % | | (1.5) | % |
| Currency-neutral growth | | (0.3) | % | | 6.0 | % | | 11.4 | % | | 8.5 | % | | — | % | | 2.9 | % |
| | | | | | | | | | | | |
| Divestitures | | (7.1) | % | | — | % | | (0.7) | % | | — | % | | — | % | | (4.5) | % |
| Impact of 53rd week | | 1.7 | % | | 1.0 | % | | — | % | | 0.8 | % | | — | % | | 1.4 | % |
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| Foreign currency impact on 53rd week (inc)/dec | | — | % | | (0.1) | % | | — | % | | — | % | | — | % | | — | % |
| Organic growth | | 5.1 | % | | 5.1 | % | | 12.1 | % | | 7.7 | % | | — | % | | 6.0 | % |
| Volume (tonnage) | | 4.8 | % | | 5.3 | % | | 8.9 | % | | 4.2 | % | | — | % | | 5.1 | % |
| Pricing/mix | | 0.3 | % | | (0.2) | % | | 3.2 | % | | 3.5 | % | | — | % | | 0.9 | % |
Note: Tables may not foot due to rounding.
For more information on reconciling items in the table above, please refer to the Significant items impacting comparability section.
U.S. Snacks
This segment consists primarily of crackers, cookies, savory snacks, wholesome snacks and fruit-flavored snacks.
Reported net sales declined 4.9% primarily
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Year ended January 2, 2021 | | | | | | |
| (millions) | | North America | | Europe | | Latin
America | | AMEA | | Corporate* | | Kellogg
Consolidated |
| Reported operating profit | | $ | 1,473 | | | $ | 302 | | | $ | 97 | | | $ | 202 | | | $ | (312) | | | $ | 1,761 | |
| Mark-to-market | | — | | | — | | | — | | | — | | | (8) | | | (8) | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Business and portfolio realignment | | (8) | | | (9) | | | (5) | | | (17) | | | (7) | | | (46) | |
| Multi-employer pension plan withdrawal | | 5 | | | — | | | — | | | — | | | — | | | 5 | |
| Adjusted operating profit | | $ | 1,477 | | | $ | 311 | | | $ | 102 | | | $ | 218 | | | $ | (297) | | | $ | 1,811 | |
| Foreign currency impact | | (1) | | | 1 | | | (13) | | | (5) | | | 2 | | | (16) | |
| Currency-neutral adjusted operating profit | | $ | 1,478 | | | $ | 309 | | | $ | 115 | | | $ | 224 | | | $ | (299) | | | $ | 1,827 | |
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| Year ended December 28, 2019 | | | | | | |
| (millions) | | North America | | Europe | | Latin
America | | AMEA | | Corporate* | | Kellogg
Consolidated |
| Reported operating profit | | $ | 1,215 | | | $ | 223 | | | $ | 85 | | | $ | 195 | | | $ | (316) | | | $ | 1,401 | |
| Mark-to-market | | — | | | — | | | — | | | — | | | (7) | | | (7) | |
| Project K | | (29) | | | (3) | | | (15) | | | (4) | | | (4) | | | (54) | |
| Brexit readiness impacts | | — | | | (9) | | | — | | | — | | | — | | | (9) | |
| Business and portfolio realignment | | (58) | | | (46) | | | (4) | | | (12) | | | (42) | | | (161) | |
| Multi-employer pension plan withdrawal | | (132) | | | — | | | — | | | — | | | — | | | (132) | |
| Adjusted operating profit | | $ | 1,434 | | | $ | 280 | | | $ | 104 | | | $ | 211 | | | $ | (264) | | | $ | 1,764 | |
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| % change - 2020 vs. 2019: | | | | | | | | |
| Reported growth | | 21.3 | % | | 35.4 | % | | 14.2 | % | | 3.5 | % | | 1.2 | % | | 25.7 | % |
| Mark-to-market | | — | % | | — | % | | — | % | | — | % | | (0.6) | % | | — | % |
| Project K | | 2.8 | % | | 1.7 | % | | 17.3 | % | | 1.9 | % | | 1.2 | % | | 4.6 | % |
| Brexit readiness impacts | | — | % | | 5.1 | % | | — | % | | — | % | | — | % | | 0.8 | % |
| Business and portfolio realignment | | 4.6 | % | | 17.8 | % | | (1.2) | % | | (2.1) | % | | 13.1 | % | | 9.1 | % |
| Multi-employer pension plan withdrawal | | 10.9 | % | | — | % | | — | % | | — | % | | — | % | | 8.6 | % |
| Adjusted growth | | 3.0 | % | | 10.8 | % | | (1.9) | % | | 3.7 | % | | (12.5) | % | | 2.6 | % |
| Foreign currency impact | | (0.1) | % | | 0.5 | % | | (12.6) | % | | (2.4) | % | | 0.8 | % | | (0.9) | % |
| Currency-neutral adjusted growth | | 3.1 | % | | 10.3 | % | | 10.7 | % | | 6.1 | % | | (13.3) | % | | 3.5 | % |
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Note: Tables may not foot due to unfavorable price/mix as a result of the year-on-year impact of list-price adjustments and rationalization of stock-keeping units related to the DSD exit in the back half of 2017 and a slight decrease in volume. These impacts were partially offset by improved performance of key brands like Cheez-it, Pringles, and Rice Krispies Treats, all of which grew consumption and share during the year.
All of our ex-DSD categories experienced year-over-year gains in velocity, as we now have a stronger set of SKUs on the shelf which are being supported with brand building.
Overall, the cookie category was flat compared to the prior year. We lost both consumption and share on lower volume. However, Keebler Fudge Shoppe, Keebler Grahams, Mother's and Famous Amos grew both consumption and share during the year behind resumed investment support.
Reported operating profit increased significantly from the prior year due primarily to lower restructuring charges as the prior year included costs associated with our DSD transition. Currency-neutral adjusted operating profit increased 6.9% after excluding the impact of restructuring charges due to lower overhead expense as a result of our transition out of DSD in mid-2017.
U.S. Morning Foods
This segment consists primarily of cereal and toaster pastries. Reported net sales declined 2.4% as a result of decreased volume and unfavorable pricing/mix.
Cereal net sales were down on lower volume and unfavorable pricing/mix as consumption and share were impacted by category-wide softness and the mid-year supply chain disruption for Honey Smacks, which returned to shelves in the fourth quarter, but offset improving performance elsewhere in the portfolio. Cereal share excluding Honey Smacks was roughly flat compared to the prior year as we continued to make progress toward stabilizing key health and wellness brands by emphasizing their wellness attributes and our Core 6 cereal brands collectively grew share during 2018.
Additionally, Pop-Tarts posted a slight increase in net sales on higher volume while returning to consumption growth in the second half of the year.
Reported operating profit decreased 16% due to higher restructuring charges, lower net sales and adverse mix and costs related to launching new pack formats. Currency-neutral adjusted operating profit decreased 9.7% after eliminating the impact of restructuring charges.
U.S. Specialty Channels
This segment sells the full line of Kellogg products to channels such as food service, convenience stores, vending and others.
Reported net sales declined 0.6% as a result of lower volume and unfavorable pricing/mix as it lapped hurricane-related shipments in the back-half of 2017. The hurricane impact was mainly in the food service channel, offsetting growth in the segment's other major channels.
Reported operating profit decreased 20% due to revised allocation of costs between U.S. operating segments. Currency-neutral adjusted operating profit decreased 19% after excluding the impact of restructuring charges.
North America Other
This segment is composed of our U.S. Frozen Foods, Kashi Company, Canada, and RX businesses.
Reported net sales increased 15% due primarily to the RXBAR acquisition and growth in U.S. Frozen and Canada. Organic net sales increased 3.7% on higher volume and favorable pricing/mix after excluding the impact of the RX acquisition and foreign currency.
U.S. Frozen net sales for the year grew on higher volume and favorable price/mix. Eggo® grew share and consumption during the year, benefiting from renovated food and packaging, including the relaunch of our premium Thick N' Fluffy line as well as continued success with Disney-shaped waffles. Morningstar Farms' consumption accelerated in 2018, as we refocused on our core offerings, renovating our food for cleaner labeling and honing our message around plant-based protein.
In Canada we posted sales growth on favorable pricing/mix offset by slightly lower volume as we gained share in most of our categories.
Kashi Company reported slightly lower net sales on lower volume partially offset by favorable pricing/mix. Kashi cereals increased both consumption and share during 2018 as a result of strong innovation and effective messaging. Innovations like Kashi by kids and new offerings under the GoLean line are gaining traction, and the business benefited from the continued success of our Bear Naked brand which grew consumption during the year. The improvements in cereal were offset by lower consumption and share in wholesome snacks during 2018.
Reported operating profit decreased 3.0% due to higher restructuring charges and a double-digit increase in brand building. These impacts were partially offset by higher net sales and Project K savings. Currency-neutral adjusted operating profit increased 1.3% after excluding the impact of restructuring and foreign currency.
Europe
Reported net sales increased 4.5% due primarily to higher volume and favorable foreign currency partially offset by unfavorable pricing/mix. Organic net sales increased 2.6% after excluding the impact of foreign currency.
The return to organic net sales growth in 2018 was led by broad-based growth in Pringles, and by expansion in emerging markets like Russia and the Middle East.
In Pringles, we ran a successful campaign during the World Cup in the summer and sustained the brand with new pack formats and effective media. The brand grew share in seven of our eight major markets.
Cereal net sales declines moderated during 2018 due to improving share performance in markets across the region. Most notably, we grew share in both the U.K. and France, continuing its improving trend with growth in several brands.
Emerging markets were a driver of Europe's growth in both cereal and snacks, led by Northern Africa, Russia, and the Middle East.
Reported operating profit increased 7.8% due to higher net sales, lower restructuring charges, and favorable foreign currency. Currency-neutral adjusted operating profit increased 3.7% after excluding the impact of restructuring charges and foreign currency.
Latin America
Reported net sales increased 0.3% due to higher volume partially offset by shipping day differences, unfavorable pricing/mix and unfavorable foreign currency. Organic net sales increased 6.9%, led by Mexico and Mercosur markets, after excluding the impact of foreign currency and shipping days.
Mexico posted net sales growth during the year on higher volume and favorable pricing/mix, growing consumption and share in cereal. Across the region, our cereal sales grew at a mid-single digit rate in 2018.
Our snacks business posted growth, lead by Pringles in Mexico and Caribbean/Central America.
Parati net sales grew on higher volume and favorable pricing/mix, and continued to grow consumption and share in Brazil, despite the trucker strike and volatile political environment.
Reported operating profit decreased 5.2%, primarily due to higher restructuring charges and unfavorable foreign currency. Currency-neutral adjusted operating profit increased 3.2% after excluding the impact of restructuring and foreign currency.
Asia Pacific
Reported net sales increased 60% due primarily to the consolidation of the Multipro business partially offset by unfavorable foreign currency. Organic net sales increased 5.0% on higher volume and slightly favorable pricing/mix after excluding Multipro results and the impact of foreign currency.
Organic growth was led by cereal, whose broad-based growth accelerated in 2018. Our cereal business held share in the stabilized Australia market, gained share in markets like Japan and Korea, and continued to generate double-digit growth in emerging markets like India and Southeast Asia.
Our Pringles business posted high single-digit growth for the year as we continue to expand product offerings in certain markets while launching new pack-formats in others, extending the brand's distribution reach.
Reported operating profit increased 51% due primarily to the consolidation of the Multipro business beginning in May of 2018, as well as productivity and brand building efficiencies as a result of Project K, partially offset by unfavorable foreign currency. Currency-neutral adjusted operating profit improved 52% after excluding the impact of restructuring and foreign currency.
Corporate
Reported operating expense improved 33% due primarily to favorable year-over-year mark-to-market impacts. Currency-neutral adjusted operating profit improved 8.6% due primarily to lower pension costs, after excluding the impact of mark-to-market, restructuring, foreign currency and business and portfolio realignment activities.
2017 compared to 2016
The following tables provide an analysis of net sales and operating profit performance for 2017 versus 2016:
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Year ended December 30, 2017 | | | | | | | | | | | | |
| (millions) | | U.S. Snacks | | U.S. Morning Foods | | U.S. Specialty Channels | | North America Other | | Europe | | Latin America | | Asia Pacific | | Corporate | | Kellogg Consolidated |
| Reported net sales | | $ | 3,110 |
| | $ | 2,709 |
| | $ | 1,242 |
| | $ | 1,612 |
| | $ | 2,291 |
| | $ | 944 |
| | $ | 946 |
| | $ | — |
| | $ | 12,854 |
|
| Foreign currency impact on total business (inc)/dec | | — |
| | — |
| | — |
| | 12 |
| | (18 | ) | | 17 |
| | 25 |
| | — |
| | 36 |
|
| Currency-neutral net sales | | $ | 3,110 |
| | $ | 2,709 |
| | $ | 1,242 |
| | $ | 1,600 |
| | $ | 2,309 |
| | $ | 927 |
| | $ | 921 |
| | $ | — |
| | $ | 12,818 |
|
| Acquisitions | | — |
| | — |
| | — |
| | 28 |
| | 11 |
| | 203 |
| | — |
| | — |
| | 242 |
|
| Shipping day differences | | — |
| | — |
| | — |
| | — |
| | — |
| | 14 |
| | — |
| | — |
| | 14 |
|
| Foreign currency impact on acquisitions (inc)/dec | | — |
| | — |
| | — |
| | — |
| | — |
| | (13 | ) | | — |
| | — |
| | (13 | ) |
| Organic net sales | | $ | 3,110 |
| | $ | 2,709 |
| | $ | 1,242 |
| | $ | 1,572 |
| | $ | 2,298 |
| | $ | 723 |
| | $ | 921 |
| | $ | — |
| | $ | 12,575 |
|
| | | | | | | | | | | | | | | | | | |
|
| Year ended December 31, 2016 | | | | | | | | | | | |
|
| (millions) | | U.S.
Snacks | | U.S.
Morning
Foods | | U.S. Specialty Channels | | North America Other | | Europe | | Latin America | | Asia Pacific | | Corporate | | Kellogg
Consolidated |
| Reported net sales | | $ | 3,197 |
| | $ | 2,917 |
| | $ | 1,207 |
| | $ | 1,593 |
| | $ | 2,383 |
| | $ | 772 |
| | $ | 896 |
| | $ | — |
| | $ | 12,965 |
|
| Venezuela operations impact | | — |
| | — |
| | — |
| | — |
| | — |
| | 31 |
| | — |
| | — |
| | 31 |
|
| Organic net sales | | $ | 3,197 |
| | $ | 2,917 |
| | $ | 1,207 |
| | $ | 1,593 |
| | $ | 2,383 |
| | $ | 741 |
| | $ | 896 |
| | $ | — |
| | $ | 12,934 |
|
| | |
| |
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
| |
|
|
| % change - 2017 vs. 2016: | | | | | | | | | | | | | | |
| Reported growth | | (2.8 | )% | | (7.1 | )% | | 2.9 | % | | 1.2 | % | | (3.9 | )% | | 22.2 | % | | 5.6 | % | | — | % | | (0.9 | )% |
| Foreign currency impact on total business (inc)/dec | | — | % | | — | % | | — | % | | 0.8 | % | | (0.8 | )% | | 2.1 | % | | 2.8 | % | | — | % | | 0.2 | % |
| Currency-neutral growth | | (2.8 | )% | | (7.1 | )% | | 2.9 | % | | 0.4 | % | | (3.1 | )% | | 20.1 | % | | 2.8 | % | | — | % | | (1.1 | )% |
| Acquisitions | | — | % | | — | % | | — | % | | 1.8 | % | | 0.5 | % | | 26.2 | % | | — | % | | — | % | | 1.9 | % |
| Venezuela operations impact | | — | % | | — | % | | — | % | | — | % | | — | % | | (3.9 | )% | | — | % | | — | % | | (0.2 | )% |
| Shipping day differences | | — | % | | — | % | | — | % | | — | % | | — | % | | 1.9 | % | | — | % | | — | % | | 0.1 | % |
| Foreign currency impact on acquisitions (inc)/dec | | — | % | | — | % | | — | % | | — | % | | — | % | | (1.8 | )% | | — | % | | — | % | | (0.1 | )% |
| Organic growth | | (2.8 | )% | | (7.1 | )% | | 2.9 | % | | (1.4 | )% | | (3.6 | )% | | (2.3 | )% | | 2.8 | % | | — | % | | (2.8 | )% |
For more information on reconciling items in the table above, please refer to the Significant items impacting comparability section.
North America
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Year ended December 30, 2017 | | | | | | | | | | | | |
| (millions) | | U.S. Snacks | | U.S. Morning Foods | | U.S. Specialty Channels | | North America Other | | Europe | | Latin America | | Asia Pacific | | Corporate | | Kellogg Consolidated |
| Reported operating profit | | $ | 138 |
| | $ | 567 |
| | $ | 312 |
| | $ | 229 |
| | $ | 276 |
| | $ | 108 |
| | $ | 84 |
| | $ | (327 | ) | | $ | 1,387 |
|
| Mark-to-market | | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | (81 | ) | | (81 | ) |
| Project K and cost reduction activities | | (309 | ) | | (18 | ) | | (2 | ) | | (16 | ) | | (40 | ) | | (8 | ) | | (11 | ) | | (7 | ) | | (411 | ) |
| Adjusted operating profit | | $ | 447 |
| | $ | 585 |
| | $ | 314 |
| | $ | 245 |
| | $ | 316 |
| | $ | 116 |
| | $ | 95 |
| | $ | (239 | ) | | $ | 1,879 |
|
| Foreign currency impact | | — |
| | — |
| | — |
| | 1 |
| | (6 | ) | | — |
| | 2 |
| | 2 |
| | (1 | ) |
| Currency-neutral adjusted operating profit | | $ | 447 |
| | $ | 585 |
| | $ | 314 |
| | $ | 244 |
| | $ | 322 |
| | $ | 116 |
| | $ | 93 |
| | $ | (241 | ) | | $ | 1,880 |
|
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| Year ended December 31, 2016 | | | | | | | | | | | | |
| (millions) | | U.S.
Snacks | | U.S.
Morning
Foods | | U.S. Specialty Channels | | North America Other | | Europe | | Latin America | | Asia Pacific | | Corporate | | Kellogg Consolidated |
| Reported operating profit | | $ | 325 |
| | $ | 597 |
| | $ | 279 |
| | $ | 181 |
| | $ | 208 |
| | $ | 84 |
| | $ | 69 |
| | $ | (260 | ) | | $ | 1,483 |
|
| Mark-to-market | | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | 43 |
| | 43 |
|
| Project K and cost reduction activities | | (76 | ) | | (23 | ) | | (8 | ) | | (38 | ) | | (126 | ) | | (8 | ) | | (7 | ) | | (38 | ) | | (324 | ) |
| Venezuela remeasurement | | — |
| | — |
| | — |
| | — |
| | — |
| | (13 | ) | | — |
| | — |
| | (13 | ) |
| Adjusted operating profit | | $ | 401 |
| | $ | 620 |
| | $ | 287 |
| | $ | 219 |
| | $ | 334 |
| | $ | 105 |
| | $ | 76 |
| | $ | (265 | ) | | $ | 1,777 |
|
| | | | | | | | | | | | | | | | | | | |
| % change - 2017 vs. 2016: | | | | | | | | | | | | | | |
| Reported growth | | (57.7 | )% | | (5.0 | )% | | 12.0 | % | | 26.3 | % | | 32.0 | % | | 28.2 | % | | 22.9 | % | | (25.2 | )% | | (6.4 | )% |
| Mark-to-market | | — | % | | — | % | | — | % | | — | % | | — | % | | — | % | | — | % | | (44.4 | )% | | (8.4 | )% |
| Project K and cost reduction activities | | (69.1 | )% | | 0.6 | % | | 2.5 | % | | 14.3 | % | | 37.8 | % | | 2.5 | % | | (3.3 | )% | | 9.1 | % | | (4.6 | )% |
| Venezuela remeasurement | | — | % | | — | % | | — | % | | — | % | | — | % | | 15.3 | % | | — | % | | — | % | | 0.8 | % |
| Adjusted growth | | 11.4 | % | | (5.6 | )% | | 9.5 | % | | 12.0 | % | | (5.8 | )% | | 10.4 | % | | 26.2 | % | | 10.1 | % | | 5.8 | % |
| Foreign currency impact | | — | % | | — | % | | — | % | | 0.9 | % | | (2.1 | )% | | (0.1 | )% | | 3.8 | % | | 0.5 | % | | (0.1 | )% |
| Currency-neutral adjusted growth | | 11.4 | % | | (5.6 | )% | | 9.5 | % | | 11.1 | % | | (3.7 | )% | | 10.5 | % | | 22.4 | % | | 9.6 | % | | 5.9 | % |
For more information on reconciling itemsReported net sales decreased 0.4% versus the prior year, due primarily to the absence of results from the businesses divested in July 2019, partially offset by strong organic growth and the benefit from the 53rd week.Net sales growth was driven by the acceleration of demand for snacks, cereal, and frozen food as consumers increased purchases of food for at-home consumption due to the pandemic, moderating beginning in the table above, please referthird quarter.This acceleration of demand was partly offset by a related decline in net sales in away-from-home channels and, to a lesser extent, the Significant items impacting comparability section.
U.S. Snacks
This segment consists primarilytiming of crackers, cookies, savory snacks, wholesome snacks and fruit-flavored snacks.
Reported and shipments in certain categories during the 4th quarter.Organic net sales declined 2.8% on lower volumeincreased 5.1% after excluding the impact of the divestiture, foreign currency, and unfavorable price/mix primarily due to impacts related to our conversion from DSD to warehouse distribution; specifically, reduced merchandising during the transition, reduction of SKUs, and a list-price adjustment to eliminate the premium charged for DSD services.53rd week.
Crackers, Cookies and Wholesome Snacks declined in consumption and share for the year
| | | | | | | | | | | | | | | | | | | | | | | |
| Net sales % change - 2020 vs. 2019: | | | | | |
| North America | Reported Net Sales | Foreign Currency | Currency-Neutral Net Sales | Divestiture | Impact of 53rd week | Foreign Currency impact on 53rd week | Organic Net Sales |
| Snacks | (7.2) | % | — | % | (7.2) | % | (12.2) | % | 1.7 | % | — | % | 3.3 | % |
| Cereal | 8.5 | % | (0.2) | % | 8.7 | % | — | % | 1.9 | % | (0.1) | % | 6.9 | % |
| Frozen | 9.6 | % | (0.1) | % | 9.7 | % | — | % | 1.6 | % | — | % | 8.1 | % |
North America snacks net sales decreased 7.2% due to the reductionabsence of promotion activity relatedthe divested businesses, whose results were seasonally weighted to our effortsthe first half of the year, partially offset by the benefit of the 53rd week.Organic net sales increased 3.3% due to smoothly transition out of DSD during the second and third quarters. Net saleshigh demand for these categories also declinedpackaged foods for at-home consumption as a result of the pandemic partly offset by a related decline in net sales in away-from-home channels.
North America cereal and frozen foods net sales grew 8.5% and 9.6%, respectively, due to elevated demand for packaged foods for at-home consumption as a result of the pandemic.
North America reported operating profit increased 21% due primarily to higher net sales and the lapping of prior year charges for multi-employer pension plan withdrawal, business and portfolio realignment and Project K costs, partially offset by the absence of results from the divested businesses, and incremental COVID-19-related costs. Currency-neutral adjusted operating profit increased 3.1%, after excluding the impact of multi-employer pension plan withdrawal, business and portfolio realignment, Project K and foreign currency.
Europe
Reported net sales increased 6.7% due to elevated demand for at-home consumption of cereal and the benefit of the 53rd week, partially offset by unfavorable pricing/mixforeign currency.Organic net sales increased 5.1%.
Cereal net sales growth was driven largely by accelerated consumption in our developed markets as a result of the pandemic.
Snacks net sales declined slightly as a result of reduced demand for on-the-go foods and pack formats during the pandemic and a reduction in advertising and promotional activity in the first half of the year related to Pringles due to the cancellation of a major sporting event.
Reported operating profit increased 35% due primarily to higher net sales and lower business and portfolio realignment costs partially offset by incremental COVID-19-related costs.Currency-neutral adjusted operating profit increased 10% after excluding the impact of business and portfolio realignment, Project K, and foreign currency.
Latin America
Reported net sales decreased 2.8% due primarily to the list-price adjustment to eliminateimpact of unfavorable foreign currency. Organic net sales increased 12%, after excluding the premium formerly chargedimpact of foreign currency.Organic net sales growth was driven by higher cereal sales, which accelerated during the pandemic as consumers increased purchases of food for DSD services.
Savory snacks consumption was pulled down, in part, by the elimination of a promotion-sized can. Focused marketing investment behind key brands resulted in improvedat-home consumption in modern trade channels as a result of the second half for Cheez-itpandemic.
Cereal net sales growth was led by Mexico and Club crackers, Keebler Fudge Shoppe cookies,Caricam.
Snacks net sales declined on a reported basis due primarily to unfavorable foreign currency.However, Pringles posted strong consumption and Rice Krispies Treats wholesome snacks.share performance , led by Mexico and Brazil.
Reported operating profit declined 58%increased 14% due to increasedhigher net sales and lapping of prior year Project K restructuring charges associated with our DSD transition.costs, partially offset by unfavorable foreign currency. Currency-neutral adjusted operating profit increased 11% after excluding the impact of restructuring charges; this was driven by DSD-related overhead reductionsforeign currency, Project K, and business and portfolio realignment.
AMEA
Reported net sales improved 5.0% due to growth in cereal, noodles, and Pringles, partially offset by increased brand investment.
U.S. Morning Foods
This segment consists primarily of cereal and toaster pastries. Reported and unfavorable foreign currency.Organic net sales declined 7.1% as a result of decreased volume partially offset by favorable pricing/mix.
Cereal category consumption declined for the year, particularly in the health and wellness segment. Our kid-oriented brands performed well. Frosted Flakes grew consumption and share during the year behind effective media and innovation, including new Cinnamon Frosted Flakes. Special Kreturned to share growth as a result of an effective media campaign and in-store activation.
Toaster pastries net sales declined on lower volume partially offset by slightly favorable pricing/mix. Despite overall weakness in the category, we grew share during the year.
Reported operating profit decreased 5.0% due to lower net sales partially offset by productivity initiatives and lower restructuring charges. Currency-neutral adjusted operating profit decreased 5.6% after eliminating the impact of restructuring charges.
U.S. Specialty Channels
This segment sells the full line of Kellogg products to channels such as food service, vending, convenience stores, and Girl Scouts.
Reported and Organic net sales improved 2.9% as a result of higher volume and improved pricing/mix aided by innovation and expansion in core and emerging growth channels. In addition, the back half of the year benefited from hurricane-related shipments.
Reported operating profit increased 12.0% due to the higher net sales, savings from Project K and ZBB initiatives, and lower restructuring charges. Currency-neutral adjusted operating profit increased 9.5% after excluding the impact of restructuring charges.
North America Other
This segment is composed of our U.S. Frozen Foods, Kashi Company, Canada, and RX businesses.
Reported net sales increased 1.2% due primarily to the RXBAR acquisition, U.S. Frozen growth, and foreign currency. Organic net sales declined 1.4% on lower volume and slightly unfavorable pricing/mix, after excluding the impact of acquisitions and foreign currency.
In U.S. Frozen, Eggo® grew share and consumption during the year, benefiting from the removal of artificial ingredients and the success of Disney-shaped waffles, as well as the exit of a competitor. Our frozen veggie business, under the Morningstar Farms® and Gardenburger® brands, returned to consumption and share growth during the second half of the year, driven by marketing and in-store support focused on core grilling items.
In Canada, consumption and share performance continued to improve in both cereal and in snacks during the back half of the year. Share gains in cereal were the result of effective innovation and commercial programs.
Kashi Company reported net sales and operating profit were lower versus the prior year, as we continued to stabilize the Kashi brand outside of the natural channel. The business benefited from the continued success of our Bear Naked brand, which is the #1 granola brand in the U.S. behind on-trend innovation and expanded distribution. Bear Naked grew both consumption and share for the year.
Reported operating profit increased 26.3% due to lower restructuring charges and by Project K and ZBB savings. Currency-neutral adjusted operating profit increased 11.1% after excluding the impact of restructuring charges and foreign currency.
Europe
Reported net sales declined 3.9% due to lower volume partially offset by the favorable impact of foreign currency, pricing/mix and acquisitions. Organic net sales declined 3.6%7.7% after excluding the impact of foreign currency and acquisitions.the 53rd week.
Cereal net sales growth for the region was driven by elevated demand for at-home consumption of our products in developed markets as well as emerging markets.
Pringles volumeNoodles net sales growth during the year was lower due primarily to prolonged negotiations withthe expansion of our customers as we sought to price behind our food and packaging upgrades. These negotiations were resolved by April but caused us to miss out on several first and second quarter merchandising programs. Promotional activity resumedbusiness in the third quarterAfrica and the brand returned to growth during the back half of the year with a particularly strong fourth quarter.Middle East.
Cereal sales declined versus the prior year across the region but improved during the second half of the year. In the U.K., our largest market in the region, consumption and share turned positive in the second half of the year as a result of increased advertising behind our core brands, most notably Special K.
Reported operating profit increased 32% due to lower restructuring charges and incremental Project K savings, partially offset by lower sales and unfavorable foreign currency. Currency-neutral adjusted operating profit declined 3.7% after excluding the impact of restructuring charges and foreign currency.
Latin America
Reported net sales improved 22% due to increased volume as a result of the Parati acquisition, favorable pricing/mix, and foreign currency. This was partially offset by lower volume in the Caribbean/Central America business and prior year Venezuela results. Organic net sales declined 2.3% after excluding the impact of the Parati acquisition, prior year Venezuela results, and foreign currency.
This decline was3.5% due primarily to the Caribbean/Central America sub-region, where first half distributor transitions and economic softness were followed during the back halfimpact of the year by shipment disruptions due to hurricanes Maria and Irma.
We did post solid growth for the year in Mexico and the Mercosur region. Our Mexico business continued to perform well with consumption andhigher net sales, increasing versuswhich more than offset the prior year reversal of indirect excise tax liabilities resulting from participation in both cereala tax amnesty program, and snacks. Mercosur posted particularly strong growth in Pringles.
The integration of Parati, our acquisition in Brazil, continued to progress well, and the business posted double digit growth for the year.
Reported operating profit increased 28.2%, primarily due to the impact of the Parati acquisition partially offset by lower sales in the Caribbean/Central America business.
unfavorable foreign currency impacts.Currency-neutral adjusted operating profit increased 10.5% after excluding the impact of restructuring costs, integration costs, Venezuela remeasurement, and foreign currency.
Asia Pacific
Reported net sales improved 5.6% due to favorable foreign currency and pricing/mix as well as higher volume. Currency-neutral and Organic net sales increased 2.8%6.1%, after excluding the impact of business and portfolio realignment, Project K, and foreign currency.
Growth in cereal was led by India and Korea. Australia, our largest market in the region, gained share during the second half of the year, reflecting continued stabilization. We experienced growth in consumption and share through food news and media behind our health and wellness brands, as well as innovation and brand building behind our taste-oriented brands.Corporate
Our Pringles business posted solid growth for the year across the region, driven by emerging markets as well as Australia and Korea. We also realized the benefits from the expansion of our wholesome snacks business in the region.
Reported operating profit increased 23%$4 million versus the prior year due primarily to lower business and portfolio realignment costs partially offset by higher net sales and brand-building efficiencies. performance-based compensation costs.Currency-neutral adjusted operating profit improved 22%decreased $35 million from the prior year after excluding the impact of restructuringbusiness and portfolio realignment and foreign currency.
Outside of our reported results, our joint ventures in West Africa and China continued to perform extremely well. Double-digit growth was driven by strong noodles volume in West Africa and e-commerce sales in China.
Corporate
As reported operating expense declined 25% due primarily to unfavorable mark-to-market impacts partially offset by lower restructuring charges. Currency-neutral adjusted operating profit increased 9.6%, after excluding the impact of mark-to-market, restructuring and foreign currency.
Margin performance
20182021 versus 20172020 gross margin performance was as follows:
| | | | | | | | | | | |
| | | Change vs.
prior year (pts.) |
| 2021 | 2020 | |
| Reported gross margin (a) | 32.2 | % | 34.3 | % | (2.1) | |
| Mark-to-market | (0.1) | % | (0.1) | % | — | |
| | | |
| | | |
| Business and portfolio realignment | (0.2) | % | — | % | (0.2) | |
| Multi-employer pension plan withdrawal | — | % | — | % | — | |
| Adjusted gross margin | 32.5 | % | 34.4 | % | (1.9) | |
| Foreign currency impact | 0.2 | % | — | % | 0.2 | |
| Currency-neutral adjusted gross margin | 32.3 | % | 34.4 | % | (2.1) | |
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| | | Change vs. prior year (pts.) |
| 2018 | 2017 | |
| Reported gross margin (a) | 34.9 | % | 36.6 | % | (1.7 | ) |
| Mark-to-market (COGS) | 0.1 | % | (0.6 | )% | 0.7 |
|
| Project K and cost reduction activities (COGS) | (0.8 | )% | (0.9 | )% | 0.1 |
|
| Brexit impacts (COGS) | — | % | — | % | — |
|
| Business and portfolio realignment (COGS) | — | % | — | % | — |
|
| Foreign currency impact | 0.1 | % | — | % | 0.1 |
|
| Currency-neutral adjusted gross margin | 35.5 | % | 38.1 | % | (2.6 | ) |
For information on the reconciling items in the table above, please refer to the Significant items impacting comparability section.
(a) Reported gross margin as a percentage of net sales. Gross margin is equal to net sales less cost of goods sold.
Reported gross margin for the year was unfavorable 170decreased 210 basis points due primarily toversus the consolidation of Multipro results,prior year as the impact of U.S. Snacks transition outproductivity improvements and price realization was more than offset by cost inflation, the impact of DSD distribution,the labor strike, a mix shift towards emerging markets, and adverse mix and distribution costs, muchlapping substantial operating leverage in the prior year when our plants were running limited SKUs at maximum capacity due to the acceleration of which was related to growth in new pack formats. Productivity and cost savings combined to offset rising inflation in distribution and packaging. These impacts were offset somewhat by favorable mark-to-market, lower restructuring costs and favorable foreign currency.demand as a result of the pandemic. Currency-neutral adjusted gross margin was unfavorable 260decreased 210 basis points compared to the prior year after eliminating the impact of mark-to-market, restructuring and foreign currency.2020.
Our 20182021 and 20172020 currency-neutral adjusted gross profit is reconciled to the most comparable U.S. GAAP measures as follows:
| | | | | | | | | | | | | | |
| (dollars in millions) | | 2021 | | 2020 |
| Reported gross profit (a) | | $ | 4,560 | | | $ | 4,727 | |
| Mark-to-market | | (27) | | | (6) | |
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| | | | |
| Business and portfolio realignment | | (19) | | | (7) | |
| Multi-employer pension plan withdrawal | | — | | | 5 | |
| Adjusted gross profit | | 4,606 | | | 4,735 | |
| Foreign currency impact | | 55 | | | — | |
| Currency-neutral adjusted gross profit | | $ | 4,551 | | | $ | 4,735 | |
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| (dollars in millions) | | 2018 | | 2017 |
| Reported gross profit (a) | | $ | 4,726 |
| | $ | 4,699 |
|
| Mark-to-market (COGS) | | 6 |
| | (79 | ) |
| Project K and cost reduction activities (COGS) | | (99 | ) | | (115 | ) |
| Brexit impacts (COGS) | | (2 | ) | | — |
|
| Business and portfolio realignment (COGS) | | — |
| | — |
|
| Foreign currency impact | | (19 | ) | | — |
|
| Currency-neutral adjusted gross profit | | $ | 4,840 |
| | $ | 4,893 |
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For more information on the reconciling items in the table above, please refer to the Significant items impacting comparability section.
(a) Gross profit is equal to net sales less cost of goods sold.
20172020 versus 20162019 gross margin performance was as follows:
| | | | | | | | | | | |
| | | Change vs.
prior year (pts.) |
| 2020 | 2019 | |
| Reported gross margin (a) | 34.3 | % | 32.3 | % | 2.0 | |
| Mark-to-market | (0.1) | % | — | % | (0.1) | |
| Project K | — | % | (0.3) | % | 0.3 | |
| Brexit readiness impacts | — | % | — | % | — | |
| Business and portfolio realignment | — | % | (0.1) | % | 0.1 | |
| Multi-employer pension plan withdrawal | — | % | (1.0) | % | 1.0 | |
| Adjusted gross margin | 34.4 | % | 33.7 | % | 0.7 | |
| Foreign currency impact | 0.1 | % | — | % | 0.1 | |
| Currency-neutral adjusted gross margin | 34.3 | % | 33.7 | % | 0.6 | |
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| | | Change vs. prior year (pts.) |
| 2017 | 2016 | |
| Reported gross margin (a) | 36.6 | % | 37.3 | % | (0.7 | ) |
| Mark-to-market (COGS) | (0.6 | )% | 0.3 | % | (0.9 | ) |
| Project K and cost reduction activities (COGS) | (0.9 | )% | (1.3 | )% | 0.4 |
|
| Venezuela remeasurement (COGS) | — | % | (0.1 | )% | 0.1 |
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| Foreign currency impact | 0.1 | % | — | % | 0.1 |
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| Currency-neutral adjusted gross margin | 38.0 | % | 38.4 | % | (0.4 | ) |
For more information on reconciling items in the table above, please refer to the Significant items impacting comparability section.
(a) Reported gross margin as a percentage of net sales. Gross margin is equal to net sales less cost of goods sold.
Reported gross margin for the year was unfavorable 70ended January 2, 2021 increased 200 basis points due primarily to our U.S. Snacks transition outoperating leverage as a result of DSD distribution, namely the list price adjustmenthigher net sales, lower charges for multi-employer pension plan withdrawal, and increased resources in warehouse logistics due to the DSD transitionProject K, partially offset by productivityincremental COVID-19-related costs, and cost savings under Project K.unfavorable foreign currency. Currency-neutral adjusted gross
margin was 40increased 60 basis points lower compared to the prior year after eliminating the impact of mark-to-market, restructuring, Venezuela remeasurement,multi-employer pension plan withdrawal, Project K, and foreign currency.
Our 20172020 and 20162019 currency-neutral adjusted gross profit is reconciled to the most comparable U.S. GAAP measures as follows:
| | | | | | | | | | | | | | |
| (dollars in millions) | | 2020 | | 2019 |
| Reported gross profit (a) | | $ | 4,727 | | | $ | 4,381 | |
| Mark-to-market | | (6) | | | (4) | |
| Project K | | — | | | (35) | |
| Brexit readiness impacts | | — | | | (9) | |
| Business and portfolio realignment | | (7) | | | (17) | |
| Multi-employer pension plan withdrawal | | 5 | | | (132) | |
| Adjusted gross profit | | 4,735 | | | 4,579 | |
| Foreign currency impact | | (57) | | | — | |
| Currency-neutral adjusted gross profit | | $ | 4,792 | | | $ | 4,579 | |
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| (dollars in millions) | | 2017 | | 2016 |
| Reported gross profit (a) | | $ | 4,699 |
| | $ | 4,834 |
|
| Mark-to-market (COGS) | | (79 | ) | | 36 |
|
| Project K and cost reduction activities (COGS) | | (115 | ) | | (172 | ) |
| Venezuela remeasurement (COGS) | | — |
| | (12 | ) |
| Foreign currency impact | | 18 |
| | — |
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| Currency-neutral adjusted gross profit | | $ | 4,875 |
| | $ | 4,982 |
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For more information on reconciling items in the table above, please refer to the Significant items impacting comparability section.
(a) Gross profit is equal to net sales less cost of goods sold.
Restructuring and cost reduction activitiesprograms
We view ourThe Company views its restructuring and cost reduction activitiesprograms as part of ourits operating principles to provide greater visibility in achieving ourits long-term profit growth targets. Initiatives undertaken are currently expected to recover cash implementation costs within a three3 to five-year5-year period ofsubsequent to completion. Upon completionCompletion (or as each major stage is completed in the case of multi-year programs), is when the project begins to deliver cash savings and/or reduced depreciation.
Project K
Project KDuring 2021, the Company announced a reconfiguration of the North America reportable segment supply chain network, designed to drive increased productivity. The project is expected to continue generating a significant amount of savings that may be investedsubstantially completed by early 2024, with related productivity improvements commencing in key strategic areas of focus for the business or utilized to achieve our growth initiatives.
Since inception, Project K has reduced the Company’s cost structure, and2023. The overall project is expected to provide enduringresult in cumulative pretax charges of approximately $45 million, which include employee-related costs of $4 million, other cash costs of $21 million and non-cash costs, primarily consisting of accelerated depreciation and asset write-off's, of $20 million. Charges incurred related to this restructuring program were approximately $5 million during 2021. These charges primarily related to severance costs, and were recorded in COGS.
During 2019, the Company announced a reorganization plan for its European reportable segment designed to simplify the organization, increase organizational efficiency, and enhance key processes. The project was substantially completed as of the end of fiscal year 2020. Total charges and cash costs were in line with expectations. The Company recorded total net charges of $(1) million in 2020, with $7 million recorded in SGA expense and ($8) million recorded in OIE. The Company recorded total net charges of $38 million in 2019, with $43 million recorded in SGA expense and $(5) million recorded in OIE. The project resulted in cumulative pretax net charges of approximately $37 million, including certain non-cash credits. Total cash costs were approximately $50 million. The total charges include severance and other termination benefits including an optimizedand charges related to relocation, pension curtailment gains, third party legal and consulting fees, and contract termination costs.
Also during 2019, the Company announced a reorganization plan which primarily impacted the North America reportable segment, designed to simplify the organization that supports the remaining North America reportable segment after the divestiture and related transition. The project was substantially completed as of the end of fiscal year 2020. Total charges and cash costs were in line with expectations. The Company recorded total charges of $2 million and $21 million related to this initiative during 2020 and 2019, respectively. These charges were recorded in SGA expense. The project has resulted in cumulative pretax charges of approximately $23 million. Total charges include severance and other termination benefits and charges related to third party consulting fees.
In addition to the projects discussed above, during 2021 and 2020 the Company incurred restructuring costs in each of its reportable segments related to various reorganization and simplification initiatives and supply chain infrastructure, an efficient global business services model, a global focus on categories, increased agility from a more efficient organization design,optimization projects. The Company recorded total charges of $22 million related to these initiatives during 2021, including $16 million in COGS and improved effectiveness$6 million in go-to-market models.SGA expense. The Company recorded total charges of $28 million related to these initiatives during 2020, including $6 million in COGS and $22 million in SGA expense. These benefits are intendedcosts primarily relate to strengthen existing businesses in core markets, increase growth in developingseverance and emerging markets, and drive an increased level of value-added innovation.other termination benefits.
Project K
As of the end of 2018,2019, the Company has approvedcompleted implementation of all remaining Project K initiatives and implementation of these remaining initiatives will be completed in 2019. Projectinitiatives. Total project charges, after-tax cash costs and annual savings remaindelivered by Project K were in line with expectations.
We currently anticipate thatCumulatively, Project K will resultresulted in total pre-tax charges once all phases are implemented, of approximately $1.6 billion, with after-tax cash costs, including incremental capital investments estimated to beof approximately $1.2 billion. Cash expenditures of approximately $1,150 million have been incurred through the end of fiscal year 2018. As we complete the implementation of previously approved Project K initiatives in 2019, we expect to incur additional charges of approximately $50 million.
We expect annualAnnual cost savings generated from Project K will beare approximately $700 million in 2019. Themillion. These savings will bewere realized primarily in selling, general and administrative expense with additional benefit realized in gross profit as cost of goods sold savings are partially offset by negative volume and price impacts resulting from go-to-market business model changes. The overall savings profile of the project reflects our go-to-market initiatives that will impact both selling, general and administrative expense and gross profit. We have realized approximately $650 million of annual savings through the end of 2018. Cost savings have been utilized to offset inflation and fund investments in areas such as in-store execution, sales capabilities, including adding sales representatives, re-establishing the Kashi business unit, and in the design and quality of our products. We have also invested in production capacity in developing and emerging markets, and in global category teams.
We funded much of the initial cash requirements for Project K through our supplier financing initiative and subsequently were able to fund much of the cash costs for the project through cash on hand as we have started to realize cash savings from the project.
We also expect that the project will have an impact on our consolidated effective income tax rate during the execution of the project due to the timing of charges being taken in different tax jurisdictions. The impact of this project on our consolidated effective income tax rate will be excluded from the adjusted income tax rate that will be disclosed on a quarterly basis.
Refer to Note 5 within Notes to Consolidated Financial Statements for further information related to Project K and other restructuring activities.
In 2017 the Company completed the implementation of a global zero-based budgeting (ZBB) program. We have realized annual savings from the ZBB program of approximately $450 million through 2018, realized largely in selling, general and administrative expense. Final project charges, after-tax cash costs and annual savings were in line with expectations.
In support of the ZBB initiative, we incurred pre-tax charges of approximately $3 million and $25 million during 2017 and 2016, respectively. Total charges of $40 million were recognized related to the implementation of the ZBB program which consisted primarily of the design and implementation of business capabilities.
Foreign currency translation
The reporting currency for our financial statements is the U.S. dollar. Certain of our assets, liabilities, expenses and revenues are denominated in currencies other than the U.S. dollar, primarily in the euro, British pound, Mexican peso, Australian dollar, Canadian dollar, Brazilian Real, Nigerian Naira, and Russian ruble. To prepare our consolidated financial statements, we must translate those assets, liabilities, expenses and revenues into U.S. dollars at the applicable exchange rates. As a result, increases and decreases in the value of the U.S. dollar against these other currencies will affect the amount of these items in our consolidated financial statements, even if their value has not changed in their original currency. This could have significant impact on our results if such increase or decrease in the value of the U.S. dollar is substantial.
Interest expense
Interest expense was (in millions) 2018-$287; 2017-$256; 2016-$406$223 million and interest$281 million for the years ended January 1, 2022 and January 2, 2021, respectively. The decrease from the prior year is due primarily to debt redemption costs totaling $20 million in the prior year as well as lower average outstanding debt compared to the prior year. Interest expense capitalized as part of the construction cost of fixed assets was immaterial for all periods presented. Interest expense was higher in 2018 due to the issuance of the $600 million of ten-year 4.30% Senior Notes due 2028 and $400 million of three-year 3.25% Senior Notes due 2021. The decrease from 2016 to 2017 was due to a $153 million pre-tax charge in 2016 to redeem $475 million of 7.45% U.S. Dollar Debentures due 2031. The charge consisted primarily of a premium on the tender offer and also included accelerated losses on pre-issuance interest rate hedges, acceleration of fees and debt discount on the redeemed debt and fees.both periods.
Interest income (recorded in other income (expense), net) was (in millions), 2018-$16; 2017-$9; 2016-$5. We currently expect that our 2019 gross interest expense will increase slightly from 2018 due to$12 million and $21 million for the issuance of the $600 million of ten-year 4.30% Senior Notes due 2028years ended January 1, 2022 and $400 million of three-year 3.25% Senior Notes dueJanuary 2, 2021, issued in May 2018.respectively.
Income taxes
On December 22, 2017, the U.S. government enacted comprehensiveOur reported effective tax rate for 2021 and 2020 was 24.1% and 20.2%, respectively.
The 2021 effective tax rate was unfavorably impacted by tax legislation commonly referredin the UK and the establishment of a full valuation allowance related to certain foreign deferred tax assets.During the second quarter of 2021, the Company recorded tax expense of $23 million as a result of tax legislation enacted in the Tax Cuts and Jobs Act (Tax Act). The Tax Act makes broad and complex changes toUK in June 2021, which increased the U.S. tax code which impacted our year ended December 30, 2017 including but not limited to, reducing the corporatestatutory UK tax rate from 35%19 percent to 21%, requiring25 percent for tax periods after April 1, 2023. The Company revalued its net deferred tax balances related to the UK business to reflect the increased tax rate. Additionally, during the third quarter, the Company determined that certain foreign deferred tax assets were no longer more likely than not to be realized in the future and a one-timefull valuation allowance totaling $20 million was recorded on a discrete period basis.
The 2020 effective income tax rate was favorably impacted by the reversal of a liability for uncertain tax positions of $32 million, resulting from the finalization of a tax examination during the third quarter. The reserves were related to the Company's estimate of the transition tax on certain unrepatriated earningsliability in conjunction with the finalization of foreign subsidiaries that may be electively paid over eight years, and accelerating first year expensing of certain capital expenditures.
Shortly after the Tax Act was enacted, the SEC staff issuedaccounting under Staff Accounting Bulletin No. 118, Income Tax Accounting Implications of the Tax Cuts and Jobs Act (SAB 118), which provides guidance on accounting for the Tax Act’s impact. SAB 118 provided a measurement period, which in no case should extend beyond one year from the Tax Act enactment date, during which a company may complete the accounting for the impacts of the Tax Act under ASC Topic 740.Act.
Our 2018 income tax provision includes an $11 million reduction to income tax expense due to changes in estimates related to the Tax Act. The reduction is primarily related to a reduction in the transition tax estimate and additional tax associated with the final assessment of changes in our indefinite reinvestment assertion and resulting tax.
Our 2017 income tax provision includes $8 million of net additional income tax expense during the quarter ended December 30, 2017, driven by the reduction in the U.S. corporate tax rate and the transition tax on foreign earnings.
Transition tax on foreign earnings: The transition tax is a tax on the previously untaxed accumulated and current earnings and profits of certain of our foreign subsidiaries. In order to determine the amount of the transition tax, the Company must determine, in addition to other factors, the amount of post-1986 earnings and profits (E&P) of the relevant subsidiaries, as well as the amount of non-U.S. income taxes paid on such earnings. E&P is similar to
retained earnings of the subsidiary, but requires other adjustments to conform to U.S. tax rules. As of December 30, 2017, based on accumulated foreign earnings and profits of approximately $2.6 billion, which are primarily in Europe, we were able to make a reasonable estimate of the transition tax and recorded a transition tax obligation of $157 million, which we elected to pay over eight years. In the third quarter of 2018, we recorded a $16 million reduction to the transition tax liability and tax expense based on updated estimates of E&P. During the fourth quarter of 2018, the Company, as part of completing its accounting under SAB 118, revised its estimate of the transition tax liability to $94 million, and recorded $47 million of tax reserves related to uncertainty in our interpretation of the statute and associated regulations.
Indefinite reinvestment assertion: Prior to the Tax Act, we treated a significant portion of our undistributed foreign earnings as indefinitely reinvested. In light of the Tax Act, which included a new territorial tax regime, as of the period ended December 30, 2017, Management determined that the Company would analyze its global capital structure and working capital strategy and considered the indefinite reinvestment assertion to be provisional under SAB 118. In the fourth quarter of 2018, we finished analyzing our global capital structure and working capital strategy and determined that $2.4 billion of foreign earnings as of December 30, 2017, were no longer considered to be indefinitely invested. Accordingly, income tax expense of $5 million was recorded in the fourth quarter of 2018. We have completed our assessment and accounting under SAB 118 for our indefinite investment assertion.
In conjunction with SAB 118, we have completed the accounting for the Tax Act in the fourth quarter 2018.
Our reported effective tax rates for 2018, 2017 and 2016 were 13.6%, 24.8%, and 25.2%, respectively. Adjusted effective tax rates for 2018, 20172021 and 20162020 and were 16.5%, 25.8%,21.9% and 24.7%22.2%, respectively.
The 2018following table provides a reconciliation of reported to adjusted income taxes and effective income tax rate benefited from the reduction of the U.S. corporate tax rate as well as an $11 million reduction of income tax expensefor 2021 and 2020.
| | | | | | | | | | | | | | |
| Consolidated results (dollars in millions) | | 2021 | | 2020 |
| Reported income taxes | | $ | 474 | | | $ | 323 | |
| Mark-to-market | | 41 | | | (39) | |
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| Business and portfolio realignment | | (12) | | | (6) | |
| Multi-employer pension plan withdrawal | | — | | | 1 | |
| Gain on divestiture | | — | | | (1) | |
| Foreign valuation allowance | | 20 | | | — | |
| UK tax rate change | | 23 | | | — | |
| U.S. Tax Reform | | — | | | (32) | |
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| Adjusted income taxes | | $ | 402 | | | $ | 401 | |
| Reported effective income tax rate | | 24.1 | % | | 20.2 | % |
| Mark-to-market | | 0.1 | | | (0.4) | |
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| Business and portfolio realignment | | (0.2) | | | 0.1 | |
| Multi-employer pension plan withdrawal | | — | | | — | |
| Gain on divestiture | | — | | | — | |
| Foreign valuation allowance | | 1.1 | | | — | |
| UK tax rate change | | 1.3 | | | — | |
| U.S. Tax Reform | | — | % | | (1.8) | % |
| | | | |
| Adjusted effective income tax rate | | 21.9 | % | | 22.2 | % |
Note: Tables may not foot due to a changesrounding.
For more information on reconciling items in estimates relatedthe table above, please refer to the Tax Act, the impact of discretionary pension contributions totaling $250 million in 2018, which were designated as 2017 tax year contributions, and a $44 million discrete tax benefit as a result of the remeasurement of deferred taxes following a legal entity restructuring.Significant items impacting comparability section.
For the year ended December 30, 2017, the effective tax rate benefited from a deferred tax benefit of $39 million resulting from the intercompany transfer of intellectual property. The 2016 effective income tax rate benefited from excess tax benefits from share-based compensation totaling $36 million. Refer to Note 13 within Notes to Consolidated Financial Statements for further information.
Fluctuations in foreign currency exchange rates could impact the expected effective income tax rate as it is dependent upon U.S. dollar earnings of foreign subsidiaries doing business in various countries with differing statutory tax rates. Additionally, the rate could be impacted by tax legislation and if pending uncertain tax matters, including tax positions that could be affected by planning initiatives, are resolved more or less favorably than we currently expect.
The following table provides a reconciliation of reported to adjusted income taxes and effective income tax rate for 2018 and 2017. |
| | | | | | | | |
| Consolidated results (dollars in millions) | | 2018 | | 2017 |
| Reported income taxes | | $ | 181 |
| | $ | 410 |
|
| Mark-to-market | | (75 | ) | | 6 |
|
| Project K and cost reduction activities | | (33 | ) | | (86 | ) |
| Business and portfolio realignment | | (1 | ) | | — |
|
| Adoption of U.S. Tax Reform | | (11 | ) | | 8 |
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| Adjusted income taxes | | $ | 301 |
| | $ | 482 |
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| Reported effective income tax rate | | 13.6 | % | | 24.8 | % |
| Mark-to-market | | (1.7 | ) | | (0.3 | ) |
| Project K and cost reduction activities | | (0.6 | ) | | (1.1 | ) |
| Business and portfolio realignment | | — |
| | — |
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| Adoption of U.S. Tax Reform | | (0.6 | ) | | 0.4 |
|
| Adjusted effective income tax rate | | 16.5 | % | | 25.8 | % |
For more information on reconciling items in the table above, please refer to the Significant items impacting comparability section.
The following table provides a reconciliation of reported to adjusted income taxes and effective income tax rate for 2017 and 2016.
|
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| Consolidated results (dollars in millions) | | 2017 | | 2016 |
| Reported income taxes | | $ | 410 |
| | $ | 235 |
|
| Mark-to-market | | 6 |
| | (59 | ) |
| Project K and cost reduction activities | | (86 | ) | | (85 | ) |
| Debt redemption | | — |
| | (54 | ) |
| Venezuela deconsolidation | | — |
| | — |
|
| Venezuela remeasurement | | — |
| | — |
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| Adoption of U.S. Tax Reform | | 8 |
| | — |
|
| Adjusted income taxes | | $ | 482 |
| | $ | 433 |
|
| Reported effective income tax rate | | 24.8 | % | | 25.2 | % |
| Mark-to-market | | (0.3 | ) | | 0.5 |
|
| Project K and cost reduction activities | | (1.1 | ) | | (0.3 | ) |
| Debt redemption | | — |
| | (0.9 | ) |
| Venezuela deconsolidation | | — |
| | 1.0 |
|
| Venezuela remeasurement | | — |
| | 0.2 |
|
| Adoption of U.S. Tax Reform | | 0.4 |
| | — |
|
| Adjusted effective income tax rate | | 25.8 | % | | 24.7 | % |
For more information on reconciling items in the table above, please refer to the Significant items impacting comparability section.
Brexit
In June 2016, a majority of voters in the United Kingdom elected to withdraw from the European Union in a national referendum. In February 2017, the British Parliament voted in favor of allowing the British government to begin negotiating the terms of the United Kingdom’s withdrawal from the European Union, and, in March 2017, the British government invoked Article 50 of the Treaty on European Union, which, per the terms of the treaty, formally triggered a two-year negotiation process and puts the United Kingdom on a course to withdraw from the European Union by the end of March 2019. With no agreement concluded as yet, the referendum has created significant uncertainty about the future relationship between the United Kingdom and the European Union, including with respect to the laws and regulations that will apply as the United Kingdom determines which European Union laws to replace or replicate in the event of a withdrawal.
The impact to the financial trends of our European and Consolidated businesses resulting from Brexit is currently being evaluated. During 2018 we generated approximately 5% of our net sales and hold approximately 3% of consolidated assets in the United Kingdom as of December 29, 2018. As details of the United Kingdom’s withdrawal from the European Union are finalized in March 2019, we will continue to evaluate the impacts to our business. Brexit may impact our future financial trends in areas such as:
Net sales could be negatively impacted by reduced efficiency in processing of product shipments between the United Kingdom and other countries resulting in insufficient products in the appropriate market for sale to customers,
Cost of goods sold could increase due to increased costs related to incremental warehousing and logistics services required to adequately service our customers,
Cost of goods sold could increase significantly due to tariffs that are implemented between the United Kingdom and other countries as the location of our European production facilities and the markets we sell in regularly require significant import and export shipments involving the United Kingdom,
Profitability may be impacted as we update our conclusions on our ability to realize future benefit from other assets, such as deferred tax assets, or as we evaluate the effectiveness of existing or future derivative contracts. This may result in additional valuation allowances or reserves being established, or require changes in the notional value of derivative contracts,
Cash flow could decrease as a result of the requirement to increase inventory levels maintained in both the United Kingdom and other countries to ensure adequate supply of product to support both base and promotional activities normally executed with our customers.
LIQUIDITY AND CAPITAL RESOURCES
At this time, the COVID-19 pandemic has not materially impacted our liquidity and we anticipate current cash and marketable security balances, operating cash flows, together with our credit facilities and other financing sources including commercial paper, credit and bond markets, will be adequate to meet our operating, investing and financing needs. We expect cash provided by operating activities of $1.7-$1.8 billion and capital expenditures of approximately $600 million in 2022. We currently have $2.5 billion of unused revolving credit agreements, including $1.5 billion effective through 2026 and $1.0 billion effective through December 2022, as well as continued access to the commercial paper markets. We are currently in compliance with all debt covenants and do not have material uncertainty about our ability to maintain compliance in future periods. We continue to utilize available capacity within the Monetization Programs to maintain financial flexibility without negatively impacting working capital. As the impact of COVID-19 on the economy and our operations evolves, we will continue to assess our liquidity needs.
Our principal source of liquidity is operating cash flows supplemented by borrowings for major acquisitions and other significant transactions. Our cash-generating capability is one of our fundamental strengths and provides us with substantial financial flexibility in meeting operating and investing needs.
We have historically reported negative working capital primarily as the result of our focus to improve core working capital by reducing our levels of trade receivables and inventory while extending the timing of payment of our trade payables. The impacts of the extended customer terms programs and of the monetization and securitization programs which are designed to effectively offset the impact of extended terms, are included in our calculation of core working capital. Core working capital was improved by the extension of supplier payment terms. and are largely offsetting. These programs are all part of our ongoing working capital management.
We periodically monitor our supplier payment terms to assess whether our terms are competitive and in line with local market terms. To the extent that such assessment indicates that our supplier payment terms are not aligned with local market terms, we may seek to adjust our terms, including extending or shortening our payment due dates as appropriate. Supplier payment term modifications did not have a material impact on our cash flows during 2021, and are not expected to have a material impact in 2022.
We have a substantial amount of indebtedness which results in current maturities of long-term debt and notes payable which can have a significant impact on working capital as a result of the timing of these required payments. These factors, coupled with the use of our ongoing cash flows from operations to service our debt obligations, pay dividends, fund acquisition opportunities, and repurchase our common stock, reduce our working capital amounts.
We had negative working capital of $1.4$1.9 billion and $1.8 billion as of December 29, 2018January 1, 2022 and December 30, 2017.January 2, 2021, respectively.
We believe that our operating cash flows, together with our credit facilities and other available debt financing, including commercial paper, will be adequate to meet our operating, investing and financing needs in the foreseeable future. However, there can be no assurance that volatility and/or disruption in the global capital and credit markets will not impair our ability to access these markets on terms acceptable to us, or at all.
As of December 29, 2018 and December 30, 2017, we had $252 million and $204 million, respectively, of cash and cash equivalents held in international jurisdictions. The cash we generate outside the U.S. is principally to be used to fund our international development. If the funds generated by our U.S. business are not sufficient to meet our need for cash in the U.S., we may need to repatriate a portion of our international earnings to the U.S. which may be subject to additional taxes.
The following table sets forth a summary of our cash flows:
| | | (dollars in millions) | | 2018 | | 2017 | | 2016 | (dollars in millions) | | 2021 | | 2020 |
| Net cash provided by (used in): | Net cash provided by (used in): | | | | | Net cash provided by (used in): | |
| Operating activities | | $ | 1,536 |
| | $ | 403 |
| | $ | 1,271 |
| Operating activities | | $ | 1,701 | | | $ | 1,986 | |
| Investing activities | | (948 | ) | | 149 |
| | (392 | ) | Investing activities | | (528) | | | (585) | |
| Financing activities | | (566 | ) | | (604 | ) | | (786 | ) | Financing activities | | (1,306) | | | (1,388) | |
| Effect of exchange rates on cash and cash equivalents | | 18 |
| | 53 |
| | (64 | ) | Effect of exchange rates on cash and cash equivalents | | (16) | | | 25 | |
| Net increase (decrease) in cash and cash equivalents | | $ | 40 |
| | $ | 1 |
| | $ | 29 |
| Net increase (decrease) in cash and cash equivalents | | $ | (149) | | | $ | 38 | |
Operating activities
The principal source of our operating cash flows is net earnings, primarily cash receipts from the sale of our products, net of costs to manufacture and market our products.
Our net
Net cash provided by our operating activities for 20182021 totaled $1,536$1,701 million an increase of $1.1 billion as compared to 2017.$1,986 million in the prior year. The increase wasdecrease is due primarily to higher year-over-year income tax payments and changes in incentive compensation and other accruals from the termination of our accounts receivable securitization program at the end of 2017. Collections of deferred purchase price on securitized trade receivables, totaled $1,243 million in 2017 versus zero in the currentprior year. Additionally, cash provided by operating activities benefited by lower tax cash payments due primarily to U.S. Tax Reform. These year-over-year benefits were partially offset by the pre-tax discretionary pension contribution of $250 million in 2018.
Our net cash provided by operating activities for 2017 totaled $403 million, a decrease of $868 million as compared to 2016. The decrease was due primarily to the difference in year-over-year utilization of our accounts receivable securitization program entered into in July 2016. Collections of deferred purchase price on securitized trade receivables totaled $1,243 million in 2017 versus $501 million in 2016.
Our cash conversion cycle (defined as days of inventory and trade receivables outstanding less days of trade payables outstanding, based on a trailing 12 month average), is approximately negative 69 days and negative 11 days for 20182021 and 2017,2020, respectively. Core working capital in 20182021 averaged 2.4%1.0% of net sales compared to 2.9%1.2% in 2017 and 4.0% in 2016. In 2017, both our cash conversion cycle and core working capital showed improvements in days of trade payables outstanding which includes the positive impact of a supplier terms initiative. Days of trade receivables and inventory on hand were flat in 2017 compared to 2016.2020.
Our total pension and postretirement benefit plan funding amounted to $287 million, $44$20 million and $33$32 million in 2018, 2017 and 2016, respectively. The 2018 contributions included $250 million of pre-tax discretionary contributions to U.S. plans designated for the 2017 tax year.years ended January 1, 2022 and January 2, 2021, respectively.
The Pension Protection Act (PPA), and subsequent regulations, determines defined benefit plan minimum funding requirements in the United States. We believe that we will not be required to make any contributions under PPA requirements until 2022 or beyond. Our projections concerning timing of PPA funding requirements are subject to change primarily based on general market conditions affecting trust asset performance, future discount rates based on average yields of high quality corporate bonds and our decisions regarding certain elective provisions of the PPA.
We currently project that we will make total U.S. and foreign benefit plan contributions in 20192022 of approximately $25$20 million. Actual 20192022 contributions could be different from our current projections, as influenced by our decision to undertake discretionary funding of our benefit trusts versus other competing investment priorities, future changes in government requirements, trust asset performance, renewals of union contracts, or higher-than-expected health care claims cost experience.
We measure cash flow as net cash provided by operating activities reduced by expenditures for property additions. We use this non-GAAP financial measure of cash flow to focus management and investors on the amount of cash available over time for debt repayment, dividend distributions, acquisition opportunities, and share repurchases. Our cash flow metric is reconciled to the most comparable GAAP measure, as follows:
| | | | | | | | | | | | | | |
| (dollars in millions) | | 2021 | | 2020 |
| Net cash provided by operating activities | | $ | 1,701 | | | $ | 1,986 | |
| Additions to properties | | (553) | | | (505) | |
| Cash flow | | $ | 1,148 | | | $ | 1,481 | |
|
| | | | | | | | | | | | |
| (dollars in millions) | | 2018 | | 2017 | | 2016 |
| Net cash provided by operating activities | | $ | 1,536 |
| | $ | 403 |
| | $ | 1,271 |
|
| Additions to properties | | (578 | ) | | (501 | ) | | (507 | ) |
| Cash flow | | $ | 958 |
| | $ | (98 | ) | | $ | 764 |
|
| year-over-year change | | 1,078 | % | | (113 | )% | | |
Investing activities
Our net cash used in investing activities for 20182021 totaled $948$528 million an increase of $1.1 billion compared with 2017. The increase was due primarily to the 2018 acquisition of an ownership interest in Tolaram Africa Foods, PTE LTD for $381 million and the year-over-year impact of collections of deferred purchase price on securitized trade receivables during 2017. This program was terminated at the end of 2017. Additionally, we acquired Chicago Bar Co., LLC, the manufacturer of RXBAR, for $596$585 million in 2017.2020.
In 2016, we acquired Parati, a manufacturer of biscuit, powdered beverage and pasta brands in Brazil for $381 million.
Capital spending in 20182021 included investments in our supply chain infrastructure, network optimization,including manufacturing capacity expansions in multiple markets and packaging flexibility in global manufacturingcategories and distribution.initiatives targeting waste reductions and productivity improvements.
Cash paid for additions to properties as a percentage of net sales was 4.3%3.9% and 3.7% in 20182021 and 3.9% in both 2017 and 2016.
In November 2018, the Company announced that it will begin to explore the potential sale of the cookie, fruit snacks, pie crust, and ice cream cone businesses. These businesses are primarily reported as part of the U.S. Snacks, U.S. Specialty and North America Other reportable segments and represent approximately $900 million in net sales for the year ended December 29, 2018. If the divestiture occurs, we expect to use the proceeds to reduce debt for opportunistic share repurchases or potential future acquisitions.2020, respectively.
Financing activities
Our net cash used byin financing activities totaled $1,306 million compared to $1,388 million during the prior year. The year-over-year variance was $566driven by the repayment of €500 million, $604seven-year 1.75% Euro Notes upon maturity in May 2021 and the repurchase of $240 million and $786of our common stock during the current year, partially offset by the May 2021 issuance of €300 million for 2018, 2017 and 2016, respectively.eight-year 0.50% Euro Notes due 2029.
Total debt was $8.9$7.1 billion and $8.6$7.5 billion at year-end 20182021 and 2017,2020, respectively.
The following table reflects net debt amounts:
| | | | | | | | | | | | | | |
| | |
| (millions, unaudited) | | January 1, 2022 | | January 2, 2021 |
| Notes payable | | $ | 137 | | | $ | 102 | |
| Current maturities of long-term debt | | 712 | | | 627 | |
| Long-term debt | | 6,262 | | | 6,746 | |
| Total debt liabilities | | $ | 7,111 | | | $ | 7,475 | |
| Less: | | | | |
| Cash and cash equivalents | | (286) | | | (435) | |
| | | | |
| Net debt | | $ | 6,825 | | | $ | 7,040 | |
In May 2018,2021, we issued $600€300 million of eight-year 0.50% Euro Notes due 2029, resulting in net proceeds of €298 million after discount and underwriting commissions. The 2029 Euro Notes were issued as a sustainability bond, and thus an amount equal to the net proceeds will be used to finance or refinance, in whole or in part, one or more eligible environmental or social projects described in the Company's Sustainability Bond Framework. The Notes contain customary covenants that limit the ability of the Company and its restricted subsidiaries (as defined) to incur certain liens or enter into certain sale and lease-back transactions, as well as a change of control provision. Additionally, we repaid the €500 million, seven-year 1.75% Euro Notes due 2021, upon maturity.
In May of 2020, we issued $500 million of ten-year 4.30% Senior2.10% Notes due 2028 and $400 million of three-year 3.25% Senior Notes due 2021,2030, resulting in aggregate net proceeds after
debt discount of $994$496 million. The proceeds from these Notesnotes were used for general corporate purposes, including
the repaymentpayment of our $400 million, seven-year 3.25% U.S. Dollar Notes due 2018 at maturity,offering related fees and theexpenses, repayment of a portion of ourthe $600 million 4.00% Notes due
2020 upon maturity, and repayment of a portion of commercial paper borrowings usedborrowings. The Notes contain customary covenants that limit the ability of the Company and its restricted subsidiaries (as defined) to finance our acquisitionincur certain liens or enter into certain sale and lease-back transactions, as well as a change of ownership interests in TAF and Multipro.control provision.
In November 2017, we issued $600 millionDecember of ten-year 3.4% Senior Notes to pay down commercial paper issued in conjunction with the purchase of Chicago Bar Co., LLC, manufacturer of RXBAR.
In May 2017, we issued €600 million of five-year 0.80% Euro Notes due 2022 and repaid our 1.75% fixed rate $400 million U.S. Dollar Notes due 2017 at maturity. Additionally, we repaid our 2.05% fixed rate Cdn. $300 million Canadian Dollar Notes at maturity.
In November 2016, we issued $600 million of seven-year 2.65% U.S. Dollar Notes and repaid our 1.875% $500 million U.S. Dollar Notes due 2016 at maturity.
In May 2016, we issued €600 million of eight-year 1.00% Euro Notes due 2024 and repaid our 4.45% fixed rate $750 million U.S. Dollar Notes due 2016 at maturity.
In March 2016, we issued $750 million of ten-year 3.25% U.S. Dollar Notes and $650 million of thirty-year 4.50% U.S. Dollar Notes. Also in March 2016,2020, we redeemed $475$198 million of our 7.45% U.S. Dollar Debentures3.250% Senior Notes due 2031 at a pre-tax cash cost2021 and $358 million of $144 million.
In December 2017,our 3.125% Senior Notes due 2022. Additionally, the boardremaining balance of directors approved a new authorization to repurchase up to $1.5 billion in shares beginning in 2018 through December 2019. During 2018, we purchased 5the $600 million shares totaling $320 million. During 2017, we purchased 7 million shares totaling $516 million. During 2016, we purchased 6 million shares totaling $426 million.4.00% Notes due 2020 was redeemed upon maturity.
We paid quarterly dividends to shareholders totaling $2.20$2.31 per share in 2018, $2.122021 versus $2.28 per share in 2017, and $2.04 per share in 2016. Total cash paid for dividends increased by 3.5% in 2018 and 4.0% in 2017.2020. On February 22, 2019,18, 2022, the boardBoard of directorsDirectors declared a dividend of $.56$.58 per common share, payable on March 15, 20192022 to shareholders of record at the close of business on March 5, 2019.
1, 2022.
We entered into an unsecured Five-Year Credit Agreement in January 2018,December 2021, allowing us to borrow, on a revolving credit basis, up to $1.5 billion and expiring in January 2023.December 2026.
In January 2019,December 2021, we entered into an unsecured 364-Day Credit Agreement to borrow, on a revolving credit basis, up to $1.0 billion at any time outstanding, to replace the $1.0 billion 364-day facility that expiredwas originally set to expire in January 2019. 2022.
The new credit facilities containsFive-Year and 364 Day Credit Agreements which had no outstanding borrowings as January 1, 2022, contain customary covenants and warranties, including specified restrictions on indebtedness, liens and a specified interest expense coverage ratio. If an event of default occurs, then, to the extent permitted, the administrative agentagents may terminate the commitments under the credit facility,facilities, accelerate any outstanding loans under the agreement,agreements, and demand the deposit of cash collateral equal to the lender's letter of credit exposure plus interest. There are no borrowings outstanding under the new credit facilities.The Company was in compliance with all financial covenants contained in these agreements at January 1, 2022.
Our long-term debt agreementsNotes contain customary covenants that limit Kelloggthe ability of the Company and some of its restricted subsidiaries from incurring(as defined) to incur certain liens or from enteringenter into certain sale and lease-back transactions. Some agreementstransactions and also contain a change of control provision. There are no significant restrictions on the payment of dividends. We were in control provisions. However, theycompliance with all covenants as of January 1, 2022.
The Notes do not contain acceleration of maturity clauses that are dependent on credit ratings. A change in our credit ratings could limit our access to the U.S. short-term debt market and/or increase the cost of refinancing long-term debt in the future. However, even under these circumstances, we would continue to have access to our 364-Day Credit Facility, which expires in January 2020,December 2022, as well as our Five-Year Credit Agreement, which expires in January 2023.December 2026. This source of liquidity is unused and available on an unsecured basis, although we do not currently plan to use it.
We monitor the financial strength of our third-party financial institutions, including those that hold our cash and cash equivalents as well as those who serve as counterparties to our credit facilities, our derivative financial instruments, and other arrangements.
We are in compliance with all covenants as of December 29, 2018. We continue to believe that we will be able to meet our interest and principal repayment obligations and maintain our debt covenants for the foreseeable future, while still meeting our operational needs, including the pursuit of select acquisitions. This will be accomplished through our strong cash flow, our short-term borrowings, and our maintenance of credit facilities on a global basis.
Monetization and securitizationAccounts Payable programs
During 2016, we initiatedWe have a program in which customers could extend their payment terms in exchange for the elimination of early payment discounts (Extended Terms Program). In order to mitigate the net working capital impact of the Extended Terms Program for discrete customers, we entered into agreements to sell, on a revolving basis, certain trade accounts receivable balances to third party financial institutions (Monetization Programs). Transfers under the Monetization Programs are accounted for as sales of receivables resulting in the receivables being de-recognized from our Consolidated Balance Sheet. The Monetization Programs provide for the continuing sale of certain receivables on a revolving basis until terminated by either party; however the maximum funding from receivables that may be sold at any time is currently $1,033 million (increased from $800 million from December 30, 2017, reflecting the execution of a second monetization program during 2018),$1.1 billion, but may be increased or decreased as customers move in or out of the Extended Terms Program and as additional financial institutions move in or out of the Monetization Programs. Accounts receivable sold of $900$549 million and $601$783 million remained outstanding under this arrangement as of December 29, 2018January 1, 2022 and December 30, 2017,January 2, 2021, respectively.
If financial institutions were to terminate their participation in the
The Monetization Programs and we were unable secure alternative arrangements, our abilityare designed to offer ourdirectly offset the impact the Extended Terms Program and effectively manage ourwould have on the days-sales-outstanding (DSO) metric that is critical to the effective management of the Company's accounts receivable balance and overall working capital could be negatively impacted.
Previously, in ordercapital. Current DSO levels within North America are consistent with DSO levels prior to mitigate the net working capital impactexecution of the Extended TermsTerm Program for certain customers, we entered into agreements with financial institutions (Securitization Program) to sell these receivables resulting in the receivables being de-recognized from our consolidated balance sheet. The maximum funding from receivables that may be sold at any time was $600 million. In December 2017, we terminated the Securitization Program, such that no receivables were sold after December 28, 2017. In March 2018 we substantially replaced the securitization program with a second monetization program.and Monetization Programs.
As of December 30, 2017, approximately $433 million of accounts receivable sold under the Securitization Program remained outstanding, for which we received cash of approximately $412 million and a deferred purchase price asset of approximately $21 million.
Refer to Note 2 within Notes to Consolidated Financial Statements for further information related to the sale of accounts receivable.
We have agreements with third parties (Accounts Payable Program) to provide accounts payable tracking systems which facilitate participating suppliers’ ability to monitor and, if elected, sell our payment obligations to designated third-party financial institutions. Participating suppliers may, at their sole discretion, make offers to sell one or more of our payment obligations prior to their scheduled due dates at a discounted price to participating financial institutions. Our goal is to capture overall supplier savings, in the form of payment terms or vendor funding, and the agreements facilitate the suppliers’ ability to sell payment obligations, while providing them with greater working capital flexibility. We have no economic interest in the sale of these suppliers’ receivables and no direct financial relationship with the financial institutions concerning these services. Our obligations to our suppliers, including amounts due and scheduled payment dates, are not impacted by suppliers’ decisions to sell amounts under the
OFF-BALANCE SHEET ARRANGEMENTS AND
arrangements. However, our right to offset balances due from suppliers against payment obligations is restricted by the agreements for those payment obligations that have been sold by suppliers.
Refer to Note 1 within Notes to Consolidated Financial Statements for further information related to accounts payable.
If financial institutions were to terminate their participation in the Monetization Programs and we are not able to modify related customer payment terms, working capital could be negatively impacted. Additionally, working capital could be negatively impacted if we shorten our supplier payment terms as a result of supplier negotiations. For suppliers participating in the Accounts Payable Programs, financial institutions may terminate their participation or we could experience a downgrade in our credit rating that could result in higher costs to suppliers. If working capital is negatively impacted as a result of these events and we were unable to secure alternative programs, we may have to utilize our various financing arrangements for short-term liquidity or increase our long-term borrowings.
Off-balance sheet arrangementsWe have material contractual obligations that arise in the normal course of business and we believe cash flow from operations will be adequate to meet our liquidity and capital needs for at least the next 12 months. In addition to principal and interest payments on our outstanding long-term debt and notes payable balances, our contractual obligations primarily consist of lease payments, income taxes, pension and postretirement benefits and unconditional purchase obligations.
At December 29, 2018,
A summary of our operating and finance lease obligations as of January 1, 2022 can be found in Note 7 “Leases and Other Commitments”, to the Consolidated Financial Statements contained in this report.
A summary of principal payments for long-term debt as of January 1, 2022 can be found in Note 8 “Debt”, to the Consolidated Financial Statements contained in this report.
Interest payments will be approximately $200 million per year from 2022 through 2026 and approximately $900 million in total from 2027 through the last debt maturity date.
A summary of our pension and postretirement benefit obligations as of January 1, 2022 can be found in Notes 10 “Pension Benefits” and Note 11 “Nonpension Postretirement and Postemployment Benefits”, to the Consolidated Financial Statements contained in this report.
See Note 13 “Income Taxes”, to the Consolidated Financial Statements contained in this report for discussion of uncertain tax positions.
Our unconditional purchase obligations consist primarily of fixed commitments for raw materials to be utilized in the normal course of business and for marketing, advertising and other services. As of January 1, 2022, unconditional purchase obligations totaled approximately $1.5 billion. Approximately $1.2 billion of these unconditional purchase obligations will be settled in the ordinary course of business in the next the 12 months.
As of January 1, 2022, we did not have any material off-balance sheet arrangements. Refer to Note 2 within Notes to Consolidated Financial Statements for information on our accounts receivable securitization and factoring programs.
Contractual obligations
The following table summarizes our contractual obligations at December 29, 2018:
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Contractual obligations | | Payments due by period |
| (millions) | | Total | | 2019 | | 2020 | | 2021 | | 2022 | | 2023 | | 2024 and beyond |
| Long-term debt: | | | | | | | | | | | | | | |
| Principal | | $ | 8,785 |
| | 507 |
| | $ | 851 |
| | $ | 973 |
| | $ | 1,045 |
| | $ | 811 |
| | $ | 4,598 |
|
| Interest (a) | | 2,359 |
| | 260 |
| | 250 |
| | 215 |
| | 193 |
| | 172 |
| | 1,269 |
|
| Capital leases (b) | | 1 |
| | 1 |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Operating leases (c) | | 525 |
| | 121 |
| | 97 |
| | 73 |
| | 57 |
| | 48 |
| | 129 |
|
| Purchase obligations (d) | | 1,239 |
| | 1,057 |
| | 117 |
| | 27 |
| | 9 |
| | 5 |
| | 24 |
|
| Uncertain tax positions (e) | | 4 |
| | 4 |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Other long-term obligations (f) | | 640 |
| | 122 |
| | 51 |
| | 50 |
| | 96 |
| | 98 |
| | 223 |
|
| Total | | $ | 13,553 |
| | $ | 2,072 |
| | $ | 1,366 |
| | $ | 1,338 |
| | $ | 1,400 |
| | $ | 1,134 |
| | $ | 6,243 |
|
| |
(a) | Includes interest payments on our long-term debt and payments on our interest rate swaps. Interest calculated on our variable rate debt was forecasted using the LIBOR forward rate curve as of December 29, 2018. |
| |
(b) | The total expected cash payments on our capital leases include interest expense totaling less than $1 million over the periods presented above. |
| |
(c) | Operating leases represent the minimum rental commitments under non-cancelable operating leases. |
| |
(d) | Purchase obligations consist primarily of fixed commitments for raw materials to be utilized in the normal course of business and for marketing, advertising and other services. The amounts presented in the table do not include items already recorded in accounts payable or other current liabilities at year-end 2018, nor does the table reflect cash flows we are likely to incur based on our plans, but are not obligated to incur. Therefore, it should be noted that the exclusion of these items from the table could be a limitation in assessing our total future cash flows under contracts. |
| |
(e) | As of December 29, 2018, our total liability for uncertain tax positions was $97 million, of which $4 million is expected to be paid in the next twelve months. We are not able to reasonably estimate the timing of future cash flows related to the remaining $93 million. |
| |
(f) | Other long-term obligations are those associated with noncurrent liabilities recorded within the Consolidated Balance Sheet at year-end 2018 and consist principally of projected commitments under deferred compensation arrangements, multiemployer plans, and supplemental employee retirement benefits. The table also includes our current estimate of minimum contributions to defined benefit pension and postretirement benefit plans through 2024 as follows: 2019-$42; 2020-$37; 2021-$39; 2022-$83; 2023-$78; 2024-$103. |
In addition, the total remaining tax repatriation payable of $80 million which is expected to be paid over the next 7 years is included in the total above.
CRITICAL ACCOUNTING ESTIMATES
Promotional expenditures
Our promotional activities are conducted either through the retail trade or directly with consumers and include activities such as in-store displays and events, feature price discounts, consumer coupons, contests and loyalty programs. The costs of these activities are generally recognized at the time the related revenue is recorded, which normally precedes the actual cash expenditure. The recognition of these costs therefore requires management judgment regarding the volume of promotional offers that will be redeemed by either the retail trade or consumer. These estimates are made using various techniques including historical data on performance of similar promotional programs. Differences between estimated expense and actual redemptions are normally immaterial and recognized as a change in management estimate in a subsequent period. On a full-year basis, these subsequent period adjustments represent approximately 0.3%1% of our company’s net sales. However, our company’s total promotional expenditures (including amounts classified as a revenue reduction) are significant, so it is likely our results would be materially different if different assumptions or conditions were to prevail.
Property
Long-lived assets such as property, plant and equipment are tested for impairment when conditions indicate that the carrying value may not be recoverable. Management evaluates several conditions, including, but not limited to, the following: a significant decrease in the market price of an asset or an asset group; a significant adverse change in the extent or manner in which a long-lived asset is being used, including an extended period of idleness; and a current expectation that, more likely than not, a long-lived asset or asset group will be sold or otherwise disposed of significantly before the end of its previously estimated useful life. For assets to be held and used, we project the expected future undiscounted cash flows generated by the long-lived asset or asset group over the remaining useful life of the primary asset. If the cash flow analysis yields an amount less than the carrying amount we determine the fair value of the asset or asset group by using comparable market data. There are inherent uncertainties associated with the judgments and estimates we use in these analyses.
At December 29, 2018, we have property, plant and equipment of $3.7 billion, net of accumulated depreciation, on our balance sheet.
Goodwill and other intangible assets
We review our operating segment and reporting unit structure annually or as significant changes in the organization occur and assess goodwill impairment risk throughout the year by performing a qualitative review of entity-specific, industry, market and general economic factors affecting our reporting units with goodwill. Annually during the fourth quarter, in conjunction with our annual budgeting process, we may perform qualitative testing, or depending on factors such as prior-year test results, current year developments, current risk evaluations and other practical considerations, we may instead perform a quantitative impairment test . In our quantitative testing, we compare a reporting unit’s estimated fair value with its carrying value with a reporting unit’s fair value being estimated using market multiples. This approach employs market multiples based on either sales or earnings before interest, taxes, depreciation and amortization for companies that are comparable to our reporting units. In the event the fair value determined using the market multiple approach is close to carrying value, we may supplement the fair value determination using discounted cash flows that incorporates assumptions surrounding planned growth rates, market-based discount rates and estimates of residual value. The assumptions used for the impairment test are consistent with those utilized by a market participant performing similar valuations for our reporting units. These estimates are made using various inputs including historical data, current and anticipated market conditions, management plans, and market comparables. If the carrying value of a reporting unit exceeds its fair value, we consider the reporting unit impaired and reduce its carrying value of goodwill such that the reporting unit’s new carrying value is the estimated fair value.
Similarly, we assess indefinite-life intangible assets impairment risk throughout the year by performing a qualitative review and assessing events and circumstances that could affect the fair value or carrying value of these intangible assets. Annually during the fourth quarter, in conjunction with our annual budgeting process, we may perform qualitative testing, or depending on factors such as prior-year test results, current year developments, current risk evaluations and other practical considerations, we may instead perform a quantitative impairment test. In the quantitative testing, we compare an intangible asset’s estimated fair value with its carrying value with the intangible asset’s fair value being determined using estimates of future cash flows to be generated from that asset based on estimates of future sales, as well as assumptions surrounding earnings growth rates, royalty rates and discount rates consistent with rates used by market participants. These estimates are made using various inputs including historical data, current and anticipated market conditions, management plans, and market comparables. If the carrying value of the asset exceeds its fair value, we consider the asset impaired and reduce its carrying value to the estimated fair value. We perform an impairment evaluation of goodwill and intangible assets with indefinite useful lives at least annually during the fourth quarter of each year in conjunction with our annual budgeting process.
Goodwill impairment testing first requires a comparison between the carrying value and fair value of a reporting unit with associated goodwill. Carrying value is based on the assets and liabilities associated with the operations of that reporting unit, which often requires allocation of shared or corporate items among reporting units. For the 2018 goodwill impairment test, the fair value of the reporting units was estimated based on market multiples. Our approach employs market multiples based on sales, if applicable, and/or earnings before interest, taxes, depreciation and amortization (EBITDA) and earnings for companies comparable to our reporting units. In the event the fair value determined using the market multiples approach is close to the carrying value, we may also supplement our fair value determination using discounted cash flows. Management believes the assumptions used for the impairment test are consistent with those utilized by a market participant performing similar valuations for our reporting units.
Similarly, impairment testing of indefinite-lived intangible assets requires a comparison of carrying value to fair value of that particular asset. Fair values of non-goodwill intangible assets are based primarily on projections of future cash flows to be generated from that asset. For instance, cash flows related to a particular trademark would be based on a projected royalty stream attributable to branded product sales discounted at rates consistent with rates used by market participants. These estimates are made using various inputs including historical data, current and anticipated market conditions, management plans, and market comparables.
We also evaluate the useful life over which a non-goodwill intangible asset with a finite life is expected to contribute directly or indirectly to our cash flows. Reaching a determination on useful life requires significant judgments and assumptions regarding the future effects of obsolescence, demand, competition, other economic factors (such as the stability of the industry, known technological advances, legislative action that results in an uncertain or changing regulatory environment, and expected changes in distribution channels), the level of required maintenance expenditures, and the expected lives of other related groups of assets.
At December 29, 2018,January 1, 2022, goodwill and other intangible assets amounted to $9.4$8.2 billion, consisting primarily of goodwill and brands associated with the 2001 acquisition of Keebler Foods Company and the 2012 acquisition of Pringles.brands. Within this total, approximately $2.8$2.0 billion of non-goodwill intangible assets were classified as indefinite-lived, including $1.7 billion related to trademarks, comprised principally of KeeblerPringles and Pringlescracker-related trademarks. The majority of theseall goodwill and other intangible assets are recorded in our U.S. SnacksNorth America reporting unit. We
The Company currently believe thatbelieves the fair value of our goodwill and other intangible assets exceeds their carrying value and that those intangibles so classified will contribute indefinitely to our cash flows. The percentageOur impairment testing performed through the fourth quarter of excess2021 consisted of qualitative testing for all reporting unit goodwill and all indefinite-lived intangible assets, except for one brand, for which quantitative testing was performed.No heightened risk of impairment of individual intangible assets or reporting units was identified.
We have $184 million at January 1, 2022 related to one brand in the North America operating segment that primarily relates to snack category products. In performing the quantitative test of this brand, fair value overwas determined using a relief from royalty valuation method that includes estimates, and significant assumptions, of future cash flows to be generated from that asset based on estimates of future sales, royalty rate and discount rate consistent with rates used by market participants. We determined the fair value of this brand exceeds its carrying value and no heightened risk of impairment exists for the asset.
In the fourth quarter of 2020 we finalized a decision to reorganize part of our North America operating segment, including the RX reporting unit, effective at the beginning of fiscal 2021. The reorganization further integrated the RX business with the rest of the U.S. SnacksNorth American business and changed internal reporting provided to the segment manager.As a result of these changes, we re-evaluated our North American reporting units and determined that effective at the beginning of fiscal 2021, the RX reporting unit was approximately 62%combined with the North America reporting unit.We evaluated the related impacted reporting units for impairment on a before and 57% in 2018after basis and 2017, respectively. However, if we had used materially different assumptions, which we do not believe are reasonably possible, regardingconcluded that the future performancefair values of our business or a different market multiple in the valuation, this could have resulted in significant impairment losses.
On November 12, 2018, we announced that we would be exploring the sale of our cookies business (including the Keebler, Famous Amos, Mother's and Murray brands), fruit snacks business (including the Stretch Island brand) pie crust and ice cream cone businesses.
Additionally, we have $207 million of goodwill related to our Kashieach reporting unit which was primarily a result of establishing Kashi as a separate operating segment in 2015, which required an allocation of goodwill from our U.S.
Snacks operating segment. The 2018 fair value of the Kashi reporting unit was estimated primarily based on a multiple of net sales and discounted cash flows. The percentage of excess over fair value was approximately 12% and 9%, in 2018 and 2017, respectively, using the same methodology on a year-on-year basis. The use of modestly different assumptions in the valuation could have resulted in an impairment.
We also have $616 million and $798 million of goodwill and other intangible assets, respectively, related to our Multipro operating segment as a result of the acquisition of this business in May 2018. Consistent with our expectations given the recent acquisition, the 2018 fair value approximatesexceeded their carrying value for both goodwill and the indefinitely lived assets. The use of modestly different assumptions in these valuations could have resulted in an impairment.
Factors which could result in an impairment include, but are not limited to: (i) reduced demand for our products; (ii) higher commodity prices; (iii) lower prices for our products or increased marketing as a result of increased competition; and (iv) significant disruptions to our operations as a result of both internal and external events.
values.
Retirement benefits
Our company sponsors a number of U.S. and foreign defined benefit employee pension plans and also provides retiree health care and other welfare benefits in the United States and Canada. Plan funding strategies are influenced by tax regulations and asset return performance. A substantial majority of plan assets are invested in a globally diversified portfolio of debt and equity securities with smaller holdings of debt securities and other investments. We recognize the cost of benefits provided during retirement over the employees’ active working life to determine the obligations and expense related to our retiree benefit plans. Inherent in this concept is the requirement to
use various actuarial assumptions to predict and measure costs and obligations many years prior to the settlement date. Major actuarial assumptions that require significant management judgment and have a material impact on the measurement of our consolidated benefits expense and accumulated obligation include the long-term rates of return on plan assets, the health care cost trend rates, the mortality table and improvement scale, and the interest rates used to discount the obligations for our major plans, which cover employees in the United States, United Kingdom and Canada.
Our expense recognition policy for pension and nonpension postretirement benefits is to immediately recognize actuarial gains and losses in our operating results in the year in which they occur. Actuarial gains and losses are recognized annually as of our measurement date, which is our fiscal year-end, or when remeasurement is otherwise required under generally accepted accounting principles.
Additionally, for purposes of calculating the expected return on plan assets related to pension and nonpension postretirement benefits we use the fair value of plan assets.
To conduct our annual review of the long-term rate of return on plan assets, we model expected returns over a 20-year investment horizon with respect to the specific investment mix of each of our major plans. The return assumptions used reflect a combination of rigorous historical performance analysis and forward-looking views of the financial markets including consideration of current yields on long-term bonds, price-earnings ratios of the major stock market indices, and long-term inflation. Our U.S. plan model, corresponding to approximately 72%69% of our trust assets globally, currently incorporates a long-term inflation assumption of 2.5% and ana 2021 weighted-average active management premium of 1%0.75% (net of fees) validated by historical analysis and future return expectations. Although we review our expected long-term rates of return annually, our benefit trust investment performance for one particular year does not, by itself, significantly influence our evaluation. Our expected rates of return have generally not been revised, provided these rates continue to fall within a “more likely than not” corridor of between the 25th and 75th percentile of expected long-term returns, as determined by our modeling process. Our assumed rate of return for U.S. plans in 2018 of 7.5%2021 was 6.25%, equated to approximately the 39th65th percentile expectation of our model.model, respectively. Similar methods are used for various foreign plans with invested assets, reflecting local economic conditions. Foreign trust investments represent approximately 28%31% of our global benefit plan assets.
Based on consolidated benefit plan assets at December 29, 2018,January 1, 2022, a 100 basis point increase or decrease in the assumed rate of return would correspondingly decrease or increase or decrease 20192022 benefits expense by approximately $57$61 million. For each of the three fiscal years ended January 1, 2022 and January 2, 2021, our actual return on plan assets exceeded (was less than) the recognized assumed return by $(33) million and $400 million, respectively.
Pension assets include a level 3 investment comprising 5% of total plan assets as of January 1, 2022. The investment, a buy-in annuity contract, is valued based on the following amounts (in millions): 2018-$(845); 2017-$415; 2016-$84.calculated pension benefit obligation covered by the contract.
To conduct our annual review of health care cost trend rates, we model our actual claims cost data over a five-year historical period, including an analysis of pre-65 versus post-65 age groups and other important demographic
components in our covered retiree population. This data is adjusted to eliminate the impact of plan changes and other factors that would tend to distort the underlying cost inflation trends. This year, 2020 experience was adjusted to remove the estimated impact of COVID-19 claims. No adjustment was made to 2021 claims. Our initial health care cost trend rate is reviewed annually and adjusted as necessary to remain consistent with recent historical experience and our expectations regarding short-term future trends. In comparison to our actual five-year compound annualKellogg’s 5-year average claims cost growth rateinflation has been in the vicinity of approximately 4.98%, our5.00% in recent years. Our initial trend rate for 20192022 of 5.50%5.25% reflects the expected future impactexpectation that there may still be some additional impacts of faster-growing claims experiencethe COVID-19 pandemic that have not yet been reflected, including continued upward pressure on trends due to the return of deferred care, ongoing COVID-19 associated costs, and increased prices driven by investment in the healthcare system to prepare for certain demographic groups within our total employee population.the next epidemic. Our initial rate is trendedremains flat for three years before trending downward by 0.25% per year, until the ultimate trend rate of 4.5% is reached. The ultimate trend rate is adjusted annually, as necessary, to approximate the current economic view on the rate of long-term inflation plus an appropriate health care cost premium. Based on consolidated obligations at December 29, 2018, a 100 basis point increase in the assumed health care cost trend rates would increase 2019 benefits expense by approximately $6 million and generate an immediate loss recognition of $97 million. A one percent increase in 2019 health care claims cost over that projected from the assumed trend rate would result in an experience loss of approximately $7 million and would increase 2019 expense by $0.3 million. Any arising health care claims cost-related experience gain or loss is recognized in the year in which they occur. The experience gain arising from recognition of 20182021 claims experience was approximately $27$44 million.
Assumed mortality rates of plan participants are a critical estimate in measuring the expected payments a participant will receive over their lifetime and the amount of expense we recognize. At the end of 2014, we revised our mortality assumption after consideringIn 2019, the Society of Actuaries'Actuaries (SOA) published updated mortality tables and an updated improvement scale. In 2021, the SOA released an updated improvement scale that incorporates an additional year of data. In determining the appropriate mortality assumptions as well as otherof 2021 fiscal year-end, we used the 2019 SOA tables with collar adjustments based on Kellogg’s current population, consistent with the prior year. In addition, based on mortality information available from the Social Security Administration to developand other sources, we developed assumptions alignedfor future mortality improvement in line with our expectation ofexpectations for future improvement rates. In determining the appropriate mortality assumptions as of December 29, 2018, we considered the SOA's 2018 updated improvement scale.experience. The SOA's 2018 scale incorporates changes consistent with our view of future mortality improvements established in 2014. Therefore, we adopted the 2018 SOA improvement scale. This change to the mortality assumption decreasedincreased the year-end U.S. pension and other postretirement benefit obligations by $10$15 million and $2$5 million, respectively.
To conduct our annual review of discount rates, we selected the discount rate based on a cash-flow matching analysis using Willis Towers Watson’s proprietary RATE:Link tool and projections of the future benefit payments constituting the projected benefit obligation for the plans. RATE:Link establishes the uniform discount rate that produces the same present value of the estimated future benefit payments, as is generated by discounting each year’s benefit payments by a spot rate applicable to that year. The spot rates used in this process are derived from a yield curve created from yields on the 40th to 90th percentile of U.S. high quality bonds. A similar methodology is applied in Canada and Europe, except the smaller bond markets imply that yields between the 10th and 90th percentiles are preferable and in the U.K.United Kingdom the underlying yield curve was derived after further adjustments to the universe of bonds to remove government backed bonds. We use a December 31 measurement date for our defined benefit plans. Accordingly, we select yield curves to measure our benefit obligations that are consistent with market indices during December of each year.
Based on consolidated obligations at December 29, 2018,January 1, 2022, a 25 basis point decline in the yield curve used for benefit plan measurement purposes would decrease 20192022 benefits expense by approximately $6$8 million and would result in an immediate loss recognition of $201$207 million. All obligation-related actuarial gains and losses are recognized immediately in the year in which they occur.
Despite the previously-described policies for selecting major actuarial assumptions, we periodically experience material actuarial gains or losses due to differences between assumed and actual experience and due to changing economic conditions. During 2018,2021, we recognized a net actuarial gain of approximately $164 million compared to a net actuarial loss of approximately $346 million compared to a net actuarial gain of approximately $126$151 million in 2017.2020. The total net lossgain recognized in 20182021 was driven by a $845 million loss from worse than expected asset returns, offset by a gain of approximately $499$197 million of plan experience and assumption changes, including increases in the discount rate, and the change in mortality assumptions. During 2018, we also recognized curtailment gains of $30partially offset by a $33 million related to benefit changes and certain events affecting our benefit programs.
Of the total net gain recognized in 2017, approximately $415 million wasloss from betterlower than expected asset returns. The gain was offset by a $289 million loss from plan experience and assumption changes, including declines in the discount rate which were partially offset by the change in mortality assumptions. During 2017, we also recognized curtailment gains of $153 million related to benefit changes and certain events affecting our benefit programs.
During 2018,2021, we made contributions in the amount of $270$4 million to Kellogg’s global tax-qualified pension programs. This amount includes discretionary contributions totaling $250 million designated for the 2017 tax year.was mostly non-discretionary. Additionally, we contributed $17$16 million to our retiree medical programs.
Income taxes
Our consolidated effective income tax rate is influenced by tax planning opportunities available to us in the various jurisdictions in which we operate. The calculation of our income tax provision and deferred income tax assets and liabilities is complex and requires the use of estimates and judgment.
We recognize tax benefits associated with uncertain tax positions when, in our judgment, it is more likely than not that the positions will be sustained upon examination by a taxing authority. For tax positions that meet the more likely than not recognition threshold, we initially and subsequently measure the tax benefits as the largest amount that we judge to have a greater than 50% likelihood of being realized upon ultimate settlement. Our liability associated with unrecognized tax benefits is adjusted periodically due to changing circumstances, such as the progress of tax audits, new or emerging legislation and tax planning. The tax position will be derecognizedde-recognized when it is no longer more likely than not of being sustained. Significant adjustments to our liability for unrecognized tax benefits impacting our effective tax rate are separately presented in the rate reconciliation table of Note 13 within Notes to Consolidated Financial Statements.
Management monitors the Company’s ability to utilize certain future tax deductions, operating losses and tax credit carryforwards, prior to expiration as well as the reinvestment assertion regarding our undistributed foreign earnings. Changes resulting from management’s assessment will result in impacts to deferred tax assets and the corresponding impacts on the effective income tax rate. Valuation allowances were recorded to reduce deferred tax assets to an amount that will, more likely than not, be realized in the future.
On December 22, 2017, the U.S. government enacted comprehensive tax legislation commonly referred to as the Tax Cuts and Jobs Act (the “Tax Act”). The Tax Act includes a provision designed to tax currently global intangible low taxed income (GILTI) starting in 2018. Under the provision, a U.S. shareholder is required to include in gross income the amount of its GILTI, which is 50% of the excess of the shareholder’s net tested income of its controlled foreign corporation over the deemed tangible income return. The amount of GILTI included by a U.S. shareholder is computed by aggregating all controlled foreign corporations (CFC). Shareholders are allowed to claim a foreign tax credit for 80 percent of the taxes paid or accrued with respect to the tested income of each CFC, subject to some limitations.
The FASB staff has indicated that a company should make and disclose a policy election as to whether it will (1) recognize deferred taxes for basis differences expected to reverse as GILTI or (2) account for GILTI as a period cost if and when incurred. During 2018, the Company elected to account for the GILTI as a period cost and has included an estimate for GILTI in its effective tax rate.
ACCOUNTING STANDARDS TO BE ADOPTED IN FUTURE PERIODS
Reclassification of Certain Tax Effects from Accumulated Other Comprehensive Income. In February 2018, the Financial Accounting Standards Board (FASB) issued an Accounting Standards Update (ASU) permitting a company to reclassify the disproportionate income tax effects of the Tax Cuts and Jobs Act of 2017 on items within accumulated other comprehensive income (AOCI). The reclassification is optional. Regardless of whether or not a company opts to make the reclassification, the new guidance requires all companies to include certain disclosures in their financial statements. The guidance is effective for all fiscal years beginning after December 15, 2018. Early adoption is permitted. We will adopt the ASU in the first quarter of 2019.
Leases. In February 2016, the FASB issued an ASU which will require the recognition of lease assets and lease liabilities by lessees for all leases with terms greater than 12 months. The distinction between finance leases and operating leases will remain, with similar classification criteria as current GAAP to distinguish between capital and operating leases. The principal difference from current guidance is that the lease assets and lease liabilities arising from operating leases will be recognized on the Consolidated Balance Sheet. Lessor accounting remains substantially similar to current GAAP. The ASU is effective for fiscal years, and interim periods within those years, beginning after December 15, 2018. Early adoption is permitted. The Company will adopt the ASU in the first quarter of 2019, and expects to elect certain practical expedients permitted under the transition guidance. Additionally, the Company will elect the optional transition method that allows for a cumulative-effect adjustment in
the period of adoption and will not restate prior periods. The Company continues to evaluate the effect of adoption to its Consolidated Financial Statements and disclosures, however the Company currently estimates total assets and liabilities will increase approximately $450 million to $500 million upon adoption. This estimate could change as the Company continues to progress with implementation and will also fluctuate based on the lease portfolio and discount rates as of the adoption date. We do not expect a material impact to the Company’s Consolidated Statements of Income or Cash Flows.
Cloud Computing Arrangements. In August 2018, the FASB issued ASU 2018-15: Intangibles - Goodwill and Other - Internal-Use Software: Customer's Accounting for Implementation Costs Incurred in a Cloud Computing Arrangement that is a Service Contract. The ASU allows companies to capitalize implementation costs incurred in a hosting arrangement that is a service contract over the term of the hosting arrangement, including periods covered by renewal options that are reasonably certain to be exercised. The ASU is effective for fiscal years, and interim periods within those years, beginning after December 15, 2019 and can be applied retrospectively or prospectively. Early adoption is permitted. We are currently assessing when to adopt the ASU and the impact of adoption.
Compensation Retirement Benefits. In August 2018, the FASB issued ASU 2018-14: Disclosure Framework—Changes to the Disclosure Requirements for Defined Benefit Plans. The ASU removed disclosures that no longer are considered cost beneficial, clarified the specific requirements of disclosures, and added disclosure requirements identified as relevant. The ASU is effective for fiscal years, and interim periods within those years, beginning after December 15, 2020 and can be applied retrospectively or prospectively. Early adoption is permitted. We are currently assessing when to adopt the ASU and the impact of adoption.
FUTURE OUTLOOK
We provideThe Company issued its initial financial guidance for 2022. Specifically, in spite of continued economy-wide supply challenges, the residual impact of the U.S. cereal labor strike, and further acceleration in cost inflation, the Company is projecting:
Organic net sales guidance on a currency-neutral basis. On this basis, we expect currency-neutral net sales to be up 3-4% in 2019. This includes an additional four monthsgrowth of Multipro net sales and an improved organic growth rate of 1-2%. The Company expects gradual improvement over the year with balanced contributions from volume andapproximately 3%, led by price/mix driven by recent revenue-growth management actions.growth.
From a profitability standpoint, we expect currency-neutralCurrency-neutral adjusted operating profit growth of approximately 1-2%.
Currency-neutral adjusted earnings per share to beincrease by approximately flat during 2019. The Company plans another year1-2%.
Net cash provided by operating activities of investment in pack formats, advertising, and capabilities. Underlying cost inflationapproximately $1.7-1.8 billion, with capital expenditure of about $0.6 billion. As a result, cash flow is expected to accelerate in 2019, but will largely be offset by productivity savings and revenue growth management actions. Negative mix and cost impacts from the expansion of alternative pack formats and channels, particularly on-the-go offerings, will be a headwind to gross profit margin, moderating in the second half.$1.1-1.2 billion range.
We expect currency-neutral adjusted EPS to decrease in the range of 5 to 7% in 2019. This decline reflects the 2018 discrete tax benefits, especially in the first half, as well as the impact on OIE of the financial markets' decline in late 2018, which reduced the value of pension assets entering the new year.
We expect that full-year non-GAAP cash flow will be roughly flat comparedExcluded from this guidance, are any significant supply chain or other prolonged market disruptions related to the prior year. The positive impactpandemic or global economy.
Reconciliation of the 2018 voluntary pension contribution is offset by increased tax cash payments and capital expenditures. The latter will support growth initiatives, including investments in capacity and technology.
Additionally, due to front-weighted investments and cost pressures and the lapping of discrete tax benefits noted previously, we expect to see a double-digit decline in currency-neutral adjusted EPS for the first half of the year, with the first quarter down more than the second quarter. During the back half of the year, we expect to return to growth in both currency-neutral adjusted operating profit and currency-neutral adjusted EPS.
non-GAAP guidance measures
We are unable to reasonably estimate the potential full-year financial impact of mark-to-market adjustments costs associated with Brexit and business and portfolio realignment because these impacts are dependent on future changes in market conditions (interest rates, return on assets, and commodity prices) or future decisions to be made by our management team and Board of Directors.. Similarly, because of volatility in foreign exchange rates and shifts in country mix of our international earnings, we are unable to reasonably estimate the potential full-year financial impact of foreign currency translation.
As a result, these impacts are not included in the guidance provided. Therefore, we are unable to provide a full reconciliation of these non-GAAP measures used in our guidance without unreasonable effort as certain information necessary to calculate such measure on a GAAP basis is unavailable, dependent on future events outside of our control and cannot be predicted without unreasonable efforts by the Company.
See the table below that outlines the projected impact of certain other items that are excluded from non-GAAP guidance for
2019:2022: | | | | | | | | | | | |
| Impact of certain items excluded from Non-GAAP guidance: | Net Sales | Operating Profit | Earnings Per Share |
| Business and portfolio realignment (pre-tax) | | $30-$40M | $0.09-$0.12 |
| Income tax impact applicable to adjustments, net** | | | ~$0.03 |
| Currency-neutral adjusted guidance* | | 1-2% | 1-2% |
| | | |
| | | |
Impact of certain items excluded from Non-GAAP guidance:Organic guidance* | Net Sales~ 3% | Operating Profit | Earnings Per Share |
Project K and cost restructuring activities (pre-tax) | | $45-55M | $0.13-0.16 |
Income tax impact applicable to adjustments, net** | | | $0.03-0.04 |
Currency-neutral adjusted guidance* | 3-4% | ~Flat | (5)-(7)% |
Acquisitions | ~2% | | |
Organic guidance | 1-2% | | |
* 20192022 full year guidance for net sales, operating profit, and earnings per share are provided on a non-GAAP basis only because certain information necessary to calculate such measures on a GAAP basis is unavailable, dependent on future events outside of our control and cannot be predicted without unreasonable efforts by the Company. These items for 20192022 include impacts of Brexit, costs associated with the business and portfolio realignment, and mark-to-market adjustments for pension plans (service cost, interest cost, expected return on plan assets, and other net periodic pension costs are not excluded), commoditiescommodity contracts, certain equity investments and certain foreign currency contracts. The Company is providing quantification of known adjustment items where available.
** Represents the estimated income tax effect on the reconciling items, using weighted-average statutory tax rates, depending upon the applicable jurisdiction.
|
| | | | |
| Reconciliation of Non-GAAP amounts - Cash Flow Guidance | |
| (billions) | |
| Full Year 20192022 |
| Net cash provided by (used in) operating activities | ~$1.5-1.61.7 - $1.8 |
| Additions to properties | ~($0.6) |
| Cash Flow | ~$0.9-1.01.1 - $1.2 |
ITEM 7A. QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
Our company is exposed to certain market risks, which exist as a part of our ongoing business operations. We use derivative financial and commodity instruments, where appropriate, to manage these risks. As a matter of policy, we do not engage in trading or speculative transactions. Refer to Note 14 within Notes to Consolidated Financial Statements for further information on our derivative financial and commodity instruments.
Foreign exchange risk
Our company is exposed to fluctuations in foreign currency cash flows related primarily to third-party purchases, intercompany transactions, and when applicable, nonfunctional currency denominated third-party debt. Our company is also exposed to fluctuations in the value of foreign currency investments in subsidiaries and cash flows related to repatriation of these investments.
Additionally, our company is exposedvolatile market conditions arising from the COVID-19 pandemic may result in significant changes in foreign exchange rates, and in particular a weakening of foreign currencies relative to volatility inthe U.S. dollar may negatively affect the translation of foreign currency denominated earnings to U.S. dollars. Primary exposures include the U.S. dollar versus the euro, British pound, Australian dollar, Canadian dollar, Mexican peso, Brazilian real, Nigerian naira, Russian ruble and Egyptian pound, and in the case of inter-subsidiary transactions, the British pound versus the euro.
The impact of possible currency devaluations in countries experiencing high inflation rates or significant exchange fluctuations, including Argentina, can impact our results and financial guidance. Effective July 1, 2018, we have accounted for Argentina as a highly inflationary economy, as the projected three-year cumulative inflation rate exceeds 100%. Accordingly, our Argentina subsidiary will use the U.S. dollar as its functional currency. Accordingly, changes in the value of the Argentine Peso versus the U.S. dollar applied to our peso-denominated net monetary asset position is recorded in income at the time of the change. Net monetary assets denominated in Argentine Pesos are not material as of December 29, 2018.
There have also been periods of increased market volatility and currency exchange rate fluctuations specifically within the United Kingdom and Europe, as a result of the UK referendum held on June 23, 2016, in which voters approved an exit from the European Union, commonly referred to as Brexit. As a result of the referendum, the British government formally initiated the process for withdrawal in March 2017. In January 2019, the draft of the withdrawal agreement, that was previously published in November 2018, was rejected by the UK parliament. The terms of withdrawal have not been established. If no agreement is concluded by March 29, 2019, the United Kingdom will leave the European Union at such time. Accordingly, the referendum has created significant uncertainty about the future relationship between the United Kingdom and the European Union, including with respect to the laws and regulations that will apply as the United Kingdom determines which European Union laws to replace or replicate in the event of a withdrawal. We recognize that there are still significant uncertainties surrounding the ultimate resolution of Brexit negotiations, and we will continue to monitor any changes that may arise and assess their potential impact on our business.
We assess foreign currency risk based on transactional cash flows and translational volatility and may enter into forward contracts, options, and currency swaps to reduce fluctuations in long or short currency positions. Forward contracts and options are generally less than 18 months duration. Currency swap agreements may be established in conjunction with the term of underlying debt issuances.
The total notional amount of foreign currency derivative instruments, including cross currency swaps, at year-end 20182021 was $3.1$4.2 billion, representing a settlement receivable of $78$35 million. The total notional amount of foreign currency derivative instruments at year-end 20172020 was $2.2$4.3 billion, representing a settlement obligation of $4$33 million. All of these derivatives were hedges of anticipated transactions, translational exposure, or existing assets or liabilities. Foreign currency contracts generally mature within 18 months and cross currency contracts mature with the related debt. Assuming an unfavorable 10% change in year-end exchange rates, the settlement receivable would have decreased by $199$247 million, resulting in a net settlement obligation of $121$212 million at year-end 20182021 and the settlement obligation would have increased by $71$272 million at year-end 2017.2020. These unfavorable changes would generally have been offset by favorable changes in the values of the underlying exposures.
Interest rate risk
Our company is exposed to interest rate volatility with regard to future issuances of fixed rate debt and existing and future issuances of variable rate debt. Primary exposures include movements in U.S. Treasury rates, London Interbank Offered Rates (LIBOR), and commercial paper rates. We periodically use interest rate swaps and forward interest rate contracts to reduce interest rate volatility and funding costs associated with certain debt issues, and to achieve a desired proportion of variable versus fixed rate debt, based on current and projected market conditions.
On December 31, 2021 the London Interbank Offered Rates (LIBOR) was discontinued. LIBOR will be phased out completely by June 30, 2023, and replaced by the Secured Overnight Financing Rate (SOFR). We will have exposure to LIBOR for existing interest rate swaps and forward interest rate contracts through the phase out period. Interest rate swaps and forward interest rate contracts entered into after December 31, 2021 will be based on SOFR.
During 2018 and 2017, weWe entered into interest rate swaps, and in some instances terminated interest rate swaps, in connection with certain U.S. Dollar and Euro Notes. Refer to Note 8 within Notes to Consolidated Financial Statements. The total notional amount of interest rate swaps at year-end 20182021 was $1.6$2.8 billion, representing a settlement obligationreceivable of $5$4 million. The total notional amount of interest rate swaps at year-end 20172020 was $2.3$2.6 billion, representing a settlement obligationreceivable of $54$46 million. Assuming average variable rate debt levels during the year, a one percentage point increase in interest rates would have increased interest expense by approximately $22$13 million and $27$8 million at year-end 20182021 and 2017,2020, respectively.
Price risk
Our company is exposed to price fluctuations primarily as a result of anticipated purchases of raw and packaging materials, fuel, and energy. Primary exposures include corn, wheat, potato flakes, soybean oil, sugar, cocoa, cartonboard, natural gas, and diesel fuel. We have historically used the combination of long-term contracts with suppliers, and exchange-traded futures and option contracts to reduce price fluctuations in a desired percentage of forecasted raw material purchases over a duration of generally less than 18 months.
Additionally, certain ingredients, packaging and other goods and services have been impacted by the COVID-19 pandemic and inflationary pressures and we expect these supply pressures and market disruptions to continue into 2022.
The total notional amount of commodity derivative instruments at year-end 20182021 was $417$360 million, representing a settlement obligation of approximately $6$1 million. The total notional amount of commodity derivative instruments at year-end 20172020 was $544$314 million, representing a settlement obligationreceivable of approximately $1$8 million. Assuming a 10% decrease in year-end commodity prices, the settlement obligation would have increased by $34$31 million at year-end 2018,2021, and the settlement receivable would become a settlement obligation would have increased byof approximately $41$22 million at year-end 2017,2020, generally offset by a reduction in the cost of the underlying commodity purchases.
In addition to the commodity derivative instruments discussed above, we use long-term contracts with suppliers to manage a portion of the price exposure associated with future purchases of certain raw materials, including rice, sugar, cartonboard, and corrugated boxes. It should be noted the exclusion of these contracts from the analysis above could be a limitation in assessing the net market risk of our company.
Reciprocal collateralization agreements
In some instances we have reciprocal collateralization agreements with counterparties regarding fair value positions in excess of certain thresholds. These agreements call for the posting of collateral in the form of cash, treasury securities or letters of credit if a net liability position to us or our counterparties exceeds a certain amount. We were not required to post collateral as of December 29, 2018 and collected approximately $20 million of collateral at December 29, 2018 in the form of cash, which was reflected as an increase in other liabilities, net on the Consolidated Balance Sheet. As of December 30, 2017, we had postedJanuary 1, 2022 and January 2, 2021, collateral of $20 million,
in the form of cash, which was reflected as an increase in accounts receivable, net on the Consolidated Balance Sheet. As of December 29, 2018related to reciprocal collateralization agreements and December 30, 2017, we posted $18 million and $17 million, respectively, in margin deposits for exchange-traded commodity derivative instruments, which was reflected as an increase in accounts receivable, net on the Consolidated Balance Sheet.were immaterial.
ITEM 8. FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
Kellogg Company and Subsidiaries
CONSOLIDATED STATEMENT OF INCOME
| | | (millions, except per share data) | | 2018 | | 2017 | | 2016 | (millions, except per share data) | | 2021 | | 2020 | | 2019 |
| Net sales | | $ | 13,547 |
| | $ | 12,854 |
| | $ | 12,965 |
| Net sales | | $ | 14,181 | | | $ | 13,770 | | | $ | 13,578 | |
| Cost of goods sold | | 8,821 |
| | 8,155 |
| | 8,131 |
| Cost of goods sold | | 9,621 | | | 9,043 | | | 9,197 | |
| Selling, general and administrative expense | | 3,020 |
| | 3,312 |
| | 3,351 |
| Selling, general and administrative expense | | 2,808 | | | 2,966 | | | 2,980 | |
| Operating profit | | $ | 1,706 |
| | $ | 1,387 |
| | $ | 1,483 |
| Operating profit | | $ | 1,752 | | | $ | 1,761 | | | $ | 1,401 | |
| Interest expense | | 287 |
| | 256 |
| | 406 |
| Interest expense | | 223 | | | 281 | | | 284 | |
| Other income (expense), net | | (90 | ) | | 526 |
| | (143 | ) | Other income (expense), net | | $ | 437 | | | $ | 121 | | | $ | 188 | |
| Income before income taxes | | 1,329 |
| | 1,657 |
| | 934 |
| Income before income taxes | | 1,966 | | | 1,601 | | | 1,305 | |
| Income taxes | | 181 |
| | 410 |
| | 235 |
| Income taxes | | 474 | | | 323 | | | 321 | |
| Earnings (loss) from unconsolidated entities | | 196 |
| | 7 |
| | 1 |
| Earnings (loss) from unconsolidated entities | | 3 | | | (14) | | | (7) | |
| Net income | | $ | 1,344 |
| | $ | 1,254 |
| | $ | 700 |
| Net income | | $ | 1,495 | | | $ | 1,264 | | | $ | 977 | |
| Net income (loss) attributable to noncontrolling interests | | 8 |
| | — |
| | 1 |
| Net income (loss) attributable to noncontrolling interests | | 7 | | | 13 | | | 17 | |
| Net income attributable to Kellogg Company | | $ | 1,336 |
| | $ | 1,254 |
| | $ | 699 |
| Net income attributable to Kellogg Company | | $ | 1,488 | | | $ | 1,251 | | | $ | 960 | |
| Per share amounts: | | | | | | | Per share amounts: | |
| Basic | | $ | 3.85 |
| | $ | 3.61 |
| | $ | 1.99 |
| Basic | | $ | 4.36 | | | $ | 3.65 | | | $ | 2.81 | |
| Diluted | | $ | 3.83 |
| | $ | 3.58 |
| | $ | 1.97 |
| Diluted | | $ | 4.33 | | | $ | 3.63 | | | $ | 2.80 | |
|
Refer to Notes to Consolidated Financial Statements.
Kellogg Company and Subsidiaries
CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOME
| | | | 2018 | | 2017 | | 2016 | | | 2021 | | 2020 | | 2019 |
| (millions) | | Pre-tax amount | Tax (expense) benefit | After-tax amount | | Pre-tax amount | Tax (expense) benefit | After-tax amount | | Pre-tax amount | Tax (expense) benefit | After-tax amount | (millions) | | Pre-tax
amount | Tax
(expense)
benefit | After-tax
amount | | Pre-tax
amount | Tax
(expense)
benefit | After-tax
amount | | Pre-tax
amount | Tax
(expense)
benefit | After-tax
amount |
| Net income | | | $ | 1,344 |
| | | $ | 1,254 |
| | | $ | 700 |
| Net income | | $ | 1,495 | | | $ | 1,264 | | | $ | 977 | |
| Other comprehensive income: | | | | | | | Other comprehensive income: | |
| Foreign currency translation adjustments | | $ | 5 |
| $ | (53 | ) | (48 | ) | | $ | (34 | ) | $ | 113 |
| 79 |
| | $ | (230 | ) | $ | (24 | ) | (254 | ) | Foreign currency translation adjustments | | $ | 14 | | $ | (57) | | (43) | | | $ | (405) | | $ | 84 | | (321) | | | $ | 100 | | $ | (19) | | 81 | |
| Cash flow hedges: | | | | | | | Cash flow hedges: | |
| Unrealized gain (loss) on cash flow hedges | | 3 |
| (1 | ) | 2 |
| | — |
| — |
| — |
| | (55 | ) | 22 |
| (33 | ) | Unrealized gain (loss) on cash flow hedges | | 38 | | (10) | | 28 | | | (9) | | 2 | | (7) | | | 5 | | (1) | | 4 | |
| Reclassification to net income | | 8 |
| (2 | ) | 6 |
| | 9 |
| (3 | ) | 6 |
| | 11 |
| (6 | ) | 5 |
| Reclassification to net income | | 22 | | (6) | | 16 | | | 14 | | (4) | | 10 | | | 4 | | (1) | | 3 | |
| Postretirement and postemployment benefits: | | | | | | | Postretirement and postemployment benefits: | |
| Amounts arising during the period: | | | | | | | Amounts arising during the period: | |
| Net experience gain (loss) | | (8 | ) | 1 |
| (7 | ) | | 44 |
| (12 | ) | 32 |
| | 25 |
| (9 | ) | 16 |
| Net experience gain (loss) | | (2) | | 1 | | (1) | | | (4) | | 1 | | (3) | | | (16) | | 5 | | (11) | |
| Prior service credit (cost) | | 1 |
| — |
| 1 |
| | — |
| — |
| — |
| | (4 | ) | 2 |
| (2 | ) | Prior service credit (cost) | | (18) | | 4 | | (14) | | | (21) | | 6 | | (15) | | | 3 | | (1) | | 2 | |
| Reclassification to net income: | | | | | | | Reclassification to net income: | |
| Net experience (gain) loss | | (5 | ) | 1 |
| (4 | ) | | — |
| — |
| — |
| | 3 |
| (1 | ) | 2 |
| Net experience (gain) loss | | (2) | | — | | (2) | | | (3) | | 1 | | (2) | | | (5) | | 1 | | (4) | |
| Prior service (credit) cost | | — |
| — |
| — |
| | 1 |
| — |
| 1 |
| | 5 |
| (1 | ) | 4 |
| Prior service (credit) cost | | — | | — | | — | | | (1) | | — | | (1) | | | (1) | | — | | (1) | |
| Venezuela deconsolidation loss | | — |
| — |
| — |
| | — |
| — |
| — |
| | 63 |
| — |
| 63 |
| |
| Available-for-sale securities: | | Available-for-sale securities: | |
| Unrealized gain (loss) | | Unrealized gain (loss) | | (1) | | — | | (1) | | | 3 | | — | | 3 | | | 4 | | — | | 4 | |
| Reclassification to net income | | Reclassification to net income | | (2) | | — | | (2) | | | — | | — | | — | | | (4) | | — | | (4) | |
| Other comprehensive income (loss) | | $ | 4 |
| $ | (54 | ) | $ | (50 | ) | | $ | 20 |
| $ | 98 |
| $ | 118 |
| | $ | (182 | ) | $ | (17 | ) | $ | (199 | ) | Other comprehensive income (loss) | | $ | 49 | | $ | (68) | | $ | (19) | | | $ | (426) | | $ | 90 | | $ | (336) | | | $ | 90 | | $ | (16) | | $ | 74 | |
| Comprehensive income | | | $ | 1,294 |
| | | $ | 1,372 |
| | | $ | 501 |
| Comprehensive income | | $ | 1,476 | | | $ | 928 | | | $ | 1,051 | |
| Net income (loss) attributable to noncontrolling interests | | | 8 |
| | | — |
| | | 1 |
| Net income (loss) attributable to noncontrolling interests | | 7 | | | 13 | | | 17 | |
| Other comprehensive income (loss) attributable to noncontrolling interests | | | (7 | ) | | | — |
| | | — |
| Other comprehensive income (loss) attributable to noncontrolling interests | | (30) | | | (52) | | | — | |
| Comprehensive income attributable to Kellogg Company | | | $ | 1,293 |
| | | $ | 1,372 |
| | | $ | 500 |
| Comprehensive income attributable to Kellogg Company | | $ | 1,499 | | | $ | 967 | | | $ | 1,034 | |
Refer to Notes to Consolidated Financial Statements.
Kellogg Company and Subsidiaries
CONSOLIDATED BALANCE SHEET
| | | (millions, except share data) | | 2018 | | 2017 | (millions, except share data) | | 2021 | | 2020 |
| Current assets | | | | | Current assets | |
| Cash and cash equivalents | | $ | 321 |
| | $ | 281 |
| Cash and cash equivalents | | $ | 286 | | | $ | 435 | |
| Accounts receivable, net | | 1,375 |
| | 1,389 |
| Accounts receivable, net | | 1,489 | | | 1,537 | |
| Inventories | | 1,330 |
| | 1,217 |
| Inventories | | 1,398 | | | 1,284 | |
| Other current assets | | 131 |
| | 149 |
| Other current assets | | 221 | | | 226 | |
| Total current assets | | 3,157 |
| | 3,036 |
| Total current assets | | 3,394 | | | 3,482 | |
| Property, net | | 3,731 |
| | 3,716 |
| Property, net | | 3,827 | | | 3,713 | |
| Operating lease right-of-use assets | | Operating lease right-of-use assets | | 640 | | | 658 | |
| Goodwill | | 6,050 |
| | 5,504 |
| Goodwill | | 5,771 | | | 5,799 | |
| Other intangibles, net | | 3,361 |
| | 2,639 |
| Other intangibles, net | | 2,409 | | | 2,491 | |
| Investment in unconsolidated entities | | 413 |
| | 429 |
| Investment in unconsolidated entities | | 424 | | | 391 | |
| Other assets | | 1,068 |
| | 1,027 |
| Other assets | | 1,713 | | | 1,462 | |
| Total assets | | $ | 17,780 |
| | $ | 16,351 |
| Total assets | | $ | 18,178 | | | $ | 17,996 | |
| Current liabilities | | | | | Current liabilities | |
| Current maturities of long-term debt | | $ | 510 |
| | $ | 409 |
| Current maturities of long-term debt | | $ | 712 | | | $ | 627 | |
| Notes payable | | 176 |
| | 370 |
| Notes payable | | 137 | | | 102 | |
| Accounts payable | | 2,427 |
| | 2,269 |
| Accounts payable | | 2,573 | | | 2,471 | |
| Current operating lease liabilities | | Current operating lease liabilities | | 116 | | | 117 | |
| Accrued advertising and promotion | | Accrued advertising and promotion | | 714 | | | 776 | |
| Accrued salaries and wages | | Accrued salaries and wages | | 300 | | | 378 | |
| Other current liabilities | | 1,416 |
| | 1,474 |
| Other current liabilities | | 763 | | | 767 | |
| Total current liabilities | | 4,529 |
| | 4,522 |
| Total current liabilities | | 5,315 | | | 5,238 | |
| Long-term debt | | 8,207 |
| | 7,836 |
| Long-term debt | | 6,262 | | | 6,746 | |
| Operating lease liabilities | | Operating lease liabilities | | 502 | | | 520 | |
| Deferred income taxes | | 730 |
| | 355 |
| Deferred income taxes | | 722 | | | 562 | |
| Pension liability | | 651 |
| | 839 |
| Pension liability | | 706 | | | 769 | |
| Other liabilities | | 504 |
| | 605 |
| Other liabilities | | 456 | | | 525 | |
| Commitments and contingencies | |
| |
| Commitments and contingencies | | 0 | | 0 |
| Equity | | | | | Equity | |
Common stock, $.25 par value, 1,000,000,000 shares authorized Issued: 420,666,780 shares in 2018 and 420,514,582 shares in 2017 | | 105 |
| | 105 |
| |
Common stock, $0.25 par value, 1,000,000,000 shares authorized Issued: 421,098,799 shares in 2021 and 420,962,092 shares in 2020 | | Common stock, $0.25 par value, 1,000,000,000 shares authorized Issued: 421,098,799 shares in 2021 and 420,962,092 shares in 2020 | | 105 | | | 105 | |
| Capital in excess of par value | | 895 |
| | 878 |
| Capital in excess of par value | | 1,023 | | | 972 | |
| Retained earnings | | 7,652 |
| | 7,069 |
| Retained earnings | | 9,028 | | | 8,326 | |
Treasury stock, at cost 76,801,314 shares in 2018 and 74,911,865 shares in 2017 | | (4,551 | ) | | (4,417 | ) | |
Treasury stock, at cost 79,721,563 shares in 2021 and 77,071,554 shares in 2020 | | Treasury stock, at cost 79,721,563 shares in 2021 and 77,071,554 shares in 2020 | | (4,715) | | | (4,559) | |
| Accumulated other comprehensive income (loss) | | (1,500 | ) | | (1,457 | ) | Accumulated other comprehensive income (loss) | | (1,721) | | | (1,732) | |
| Total Kellogg Company equity | | 2,601 |
| | 2,178 |
| Total Kellogg Company equity | | 3,720 | | | 3,112 | |
| Noncontrolling interests | | 558 |
| | 16 |
| Noncontrolling interests | | 495 | | | 524 | |
| Total equity | | 3,159 |
| | 2,194 |
| Total equity | | 4,215 | | | 3,636 | |
| Total liabilities and equity | | $ | 17,780 |
| | $ | 16,351 |
| Total liabilities and equity | | $ | 18,178 | | | $ | 17,996 | |
Refer to Notes to Consolidated Financial Statements.
Kellogg Company and Subsidiaries
CONSOLIDATED STATEMENT OF EQUITY
| | | (millions) | Common stock | Capital in excess of par value | Retained earnings | Treasury stock | Accumulated other comprehensive income (loss) | Total Kellogg Company equity | Non- controlling interests | Total equity | (millions) | Common
stock | Capital in
excess of
par value | Retained
earnings | Treasury stock | Accumulated
other
comprehensive
income (loss) | Total
Kellogg
Company
equity | Non-
controlling
interests | Total
equity |
| shares | amount | shares | amount | shares | amount | shares | amount |
| Balance, January 2, 2016 | 420 |
| $ | 105 |
| $ | 745 |
| $ | 6,573 |
| 70 |
| $ | (3,943 | ) | $ | (1,376 | ) | $ | 2,104 |
| $ | 10 |
| $ | 2,114 |
| |
| Balance, December 29, 2018 | | Balance, December 29, 2018 | 421 | | $ | 105 | | $ | 895 | | $ | 7,652 | | 77 | | $ | (4,551) | | $ | (1,500) | | $ | 2,601 | | $ | 558 | | $ | 3,159 | |
| Common stock repurchases | | | 6 |
| (426 | ) | | (426 | ) | | (426 | ) | Common stock repurchases | | 4 | | (220) | | | (220) | | | (220) | |
| Net income (loss) | | | 699 |
| | | 699 |
| 1 |
| 700 |
| Net income (loss) | | 960 | | | 960 | | 17 | | 977 | |
| Acquisition of noncontrolling interest | | | | | — |
| 5 |
| 5 |
| |
| Dividends declared ($2.04 per share) | | | (716 | ) | | | (716 | ) |
| (716 | ) | |
| | Sale of subsidiary shares to noncontrolling interest | | Sale of subsidiary shares to noncontrolling interest | | — | | 1 | | 1 | |
| Dividends declared ($2.26 per share) | | Dividends declared ($2.26 per share) | | (769) | | | (769) | | 0 | (769) | |
| Distributions to noncontrolling interest | | Distributions to noncontrolling interest | | — | | (9) | | (9) | |
| Other comprehensive income (loss) | | Other comprehensive income (loss) | | 74 | | 74 | | — | | 74 | |
| Reclassification of tax effects relating to U.S. tax reform | | Reclassification of tax effects relating to U.S. tax reform | | 22 | | | (22) | | — | | | — | |
| Stock compensation | | Stock compensation | | 56 | | | 56 | | | 56 | |
| Stock options exercised and other | | Stock options exercised and other | — | | | (30) | | (6) | | (2) | | 81 | | | 45 | | | 45 | |
| Balance, December 28, 2019 | | Balance, December 28, 2019 | 421 | | $ | 105 | | $ | 921 | | $ | 7,859 | | 79 | | $ | (4,690) | | $ | (1,448) | | $ | 2,747 | | $ | 567 | | $ | 3,314 | |
| | Net income (loss) | | Net income (loss) | | 1,251 | | | 1,251 | | 13 | | 1,264 | |
| | Divestiture | | Divestiture | | — | | (3) | | (3) | |
| | Dividends declared ($2.28 per share) | | Dividends declared ($2.28 per share) | | (782) | | | (782) | | | (782) | |
| Distributions to noncontrolling interest | | Distributions to noncontrolling interest | | — | | (1) | | (1) | |
| Other comprehensive income (loss) | | | | | (199 | ) | (199 | ) | — |
| (199 | ) | Other comprehensive income (loss) | | (284) | | (284) | | (52) | | (336) | |
| Stock compensation | | | 63 |
| | | | 63 |
| | 63 |
| Stock compensation | | 76 | | | 76 | | | 76 | |
| Stock options exercised and other |
|
| | (2 | ) | (4 | ) | (7 | ) | 372 |
| | 366 |
| | 366 |
| Stock options exercised and other | — | | | (25) | | (2) | | (2) | | 131 | | | 104 | | | 104 | |
| Balance, December 31, 2016 | 420 |
| $ | 105 |
| $ | 806 |
| $ | 6,552 |
| 69 |
| $ | (3,997 | ) | $ | (1,575 | ) | $ | 1,891 |
| $ | 16 |
| $ | 1,907 |
| |
| Balance, January 2, 2021 | | Balance, January 2, 2021 | 421 | | $ | 105 | | $ | 972 | | $ | 8,326 | | 77 | | $ | (4,559) | | $ | (1,732) | | $ | 3,112 | | $ | 524 | | $ | 3,636 | |
| Common stock repurchases | | | 7 |
| (516 | ) | | (516 | ) | | (516 | ) | Common stock repurchases | | 4 | | (240) | | | (240) | | | (240) | |
| Net income (loss) | | | 1,254 |
| | | 1,254 |
| — |
| 1,254 |
| Net income (loss) | | 1,488 | | | 1,488 | | 7 | | 1,495 | |
| Acquisition of noncontrolling interest | | | | | — |
| — |
| — |
| |
| Dividends declared ($2.12 per share) | | | (736 | ) | | | (736 | ) | | (736 | ) | |
| Acquisition of noncontrolling interest and other | | Acquisition of noncontrolling interest and other | | 22 | | | 22 | | 30 | | 52 | |
| | Dividends declared ($2.31 per share) | | Dividends declared ($2.31 per share) | | (788) | | | (788) | | — | | (788) | |
| Distributions to noncontrolling interest | | Distributions to noncontrolling interest | | — | | (36) | | (36) | |
| Other comprehensive income (loss) | | | | | 118 |
| 118 |
| — |
| 118 |
| Other comprehensive income (loss) | | 11 | | 11 | | (30) | | (19) | |
| | Stock compensation | | | 66 |
| | | | 66 |
| | 66 |
| Stock compensation | | 68 | | | 68 | | | 68 | |
| Stock options exercised and other | 1 |
| | 6 |
| (1 | ) | (1 | ) | 96 |
| | 101 |
| | 101 |
| Stock options exercised and other | — | | | (39) | | 2 | | (1) | | 84 | | | 47 | | | 47 | |
| Balance, December 30, 2017 | 421 |
| $ | 105 |
| $ | 878 |
| $ | 7,069 |
| 75 |
| $ | (4,417 | ) | $ | (1,457 | ) | $ | 2,178 |
| $ | 16 |
| $ | 2,194 |
| |
| Common stock repurchases | | | 5 |
| (320 | ) | | (320 | ) | | (320 | ) | |
| Net income (loss) | | | 1,336 |
| | | 1,336 |
| 8 |
| 1,344 |
| |
| Acquisition of noncontrolling interest | | | | | — |
| 552 |
| 552 |
| |
| Dividends declared ($2.20 per share) | | | (762 | ) | | | (762 | ) | (11 | ) | (773 | ) | |
| Other comprehensive income (loss) | | | | | (43 | ) | (43 | ) | (7 | ) | (50 | ) | |
| Stock compensation | | | 59 |
| | | | 59 |
| | 59 |
| |
| Stock options exercised and other | — |
| | (42 | ) | 9 |
| (3 | ) | 186 |
| | 153 |
| | 153 |
| |
| Balance, December 29, 2018 | 421 |
| $ | 105 |
| $ | 895 |
| $ | 7,652 |
| 77 |
| $ | (4,551 | ) | $ | (1,500 | ) | $ | 2,601 |
| $ | 558 |
| $ | 3,159 |
| |
| Balance, January 1, 2022 | | Balance, January 1, 2022 | 421 | | $ | 105 | | $ | 1,023 | | $ | 9,028 | | 80 | | $ | (4,715) | | $ | (1,721) | | $ | 3,720 | | $ | 495 | | $ | 4,215 | |
Refer to Notes to Consolidated Financial Statements.
Kellogg Company and Subsidiaries
CONSOLIDATED STATEMENT OF CASH FLOWS
| | | (millions) | | 2018 | | 2017 | | 2016 | (millions) | | 2021 | | 2020 | | 2019 |
| Operating activities | | | | | | | Operating activities | |
| Net income | | $ | 1,344 |
| | $ | 1,254 |
| | $ | 700 |
| Net income | | $ | 1,495 | | | $ | 1,264 | | | $ | 977 | |
| Adjustments to reconcile net income to operating cash flows: | | | | | | | Adjustments to reconcile net income to operating cash flows: | |
| Depreciation and amortization | | 516 |
| | 481 |
| | 517 |
| Depreciation and amortization | | 467 | | | 479 | | | 484 | |
| Postretirement benefit plan expense (benefit) | | 170 |
| | (427 | ) | | 198 |
| Postretirement benefit plan expense (benefit) | | (392) | | | (77) | | | (89) | |
| Deferred income taxes | | 46 |
| | (58 | ) | | (24 | ) | Deferred income taxes | | 125 | | | 69 | | | 47 | |
| Stock compensation | | 59 |
| | 66 |
| | 63 |
| Stock compensation | | 68 | | | 76 | | | 56 | |
| Venezuela deconsolidation | | — |
| | — |
| | 72 |
| |
| Venezuela remeasurement | | — |
| | — |
| | 11 |
| |
| Gain from unconsolidated entities, net | | (200 | ) | | — |
| | — |
| |
| Noncurrent income taxes payable | | (23 | ) | | 144 |
| | (12 | ) | |
| Multi-employer pension plan exit liability | | Multi-employer pension plan exit liability | | — | | | (5) | | | 132 | |
| | Other | | (40 | ) | | 27 |
| | 82 |
| Other | | (44) | | | (16) | | | (36) | |
| Tax payment related to divestitures | | Tax payment related to divestitures | | — | | | — | | | (255) | |
| Postretirement benefit plan contributions | | (287 | ) | | (44 | ) | | (33 | ) | Postretirement benefit plan contributions | | (20) | | | (32) | | | (28) | |
| Changes in operating assets and liabilities, net of acquisitions: | | | | | | | Changes in operating assets and liabilities, net of acquisitions: | |
| Trade receivables | | 76 |
| | (1,300 | ) | | (480 | ) | Trade receivables | | (9) | | | 75 | | | (145) | |
| Inventories | | (86 | ) | | 80 |
| | 7 |
| Inventories | | (135) | | | (54) | | | 2 | |
| Accounts payable | | 115 |
| | 193 |
| | 124 |
| Accounts payable | | 194 | | | (9) | | | (9) | |
| | All other current assets and liabilities | | (154 | ) | | (13 | ) | | 46 |
| All other current assets and liabilities | | (48) | | | 216 | | | 40 | |
| Net cash provided by (used in) operating activities | | $ | 1,536 |
| | $ | 403 |
| | $ | 1,271 |
| Net cash provided by (used in) operating activities | | $ | 1,701 | | | $ | 1,986 | | | $ | 1,176 | |
| Investing activities | | | | | | | Investing activities | |
| Additions to properties | | $ | (578 | ) | | $ | (501 | ) | | $ | (507 | ) | Additions to properties | | $ | (553) | | | $ | (505) | | | $ | (586) | |
| Collections of deferred purchase price on securitized trade receivables | | — |
| | 1,243 |
| | 501 |
| |
| Acquisitions, net of cash acquired | | (28 | ) | | (592 | ) | | (398 | ) | |
| Reduction of cash due to Venezuela deconsolidation | | — |
| | — |
| | (2 | ) | |
| Issuance of notes receivable | | Issuance of notes receivable | | (28) | | | (19) | | | (30) | |
| Repayments from notes receivable | | Repayments from notes receivable | | 28 | | | 14 | | | 5 | |
| Purchases of marketable securities | | Purchases of marketable securities | | — | | | (250) | | | — | |
| Sales of marketable securities | | Sales of marketable securities | | — | | | 250 | | | — | |
| | Divestiture, net of cash disposed | | Divestiture, net of cash disposed | | — | | | (7) | | | 1,332 | |
| | Investments in unconsolidated entities | | (389 | ) | | — |
| | 27 |
| Investments in unconsolidated entities | | (10) | | | — | | | — | |
| Acquisition of cost method investments | | (8 | ) | | (7 | ) | | (2 | ) | |
| | Purchases of available for sale securities | | Purchases of available for sale securities | | (61) | | | (81) | | | (18) | |
| Sales of available for sale securities | | Sales of available for sale securities | | 72 | | | 19 | | | 83 | |
| Other | | 55 |
| | 6 |
| | (11 | ) | Other | | 24 | | | (6) | | | (12) | |
| Net cash provided by (used in) investing activities | | $ | (948 | ) | | $ | 149 |
| | $ | (392 | ) | Net cash provided by (used in) investing activities | | $ | (528) | | | $ | (585) | | | $ | 774 | |
| Financing activities | | | | | | | Financing activities | |
| Net increase (reduction) of notes payable, with maturities less than or equal to 90 days | | (264 | ) | | 153 |
| | (918 | ) | Net increase (reduction) of notes payable, with maturities less than or equal to 90 days | | (27) | | | (16) | | | (18) | |
| Issuances of notes payable, with maturities greater than 90 days | | 62 |
| | 17 |
| | 1,961 |
| Issuances of notes payable, with maturities greater than 90 days | | 73 | | | 44 | | | 62 | |
| Reductions of notes payable, with maturities greater than 90 days | | (23 | ) | | (238 | ) | | (1,831 | ) | Reductions of notes payable, with maturities greater than 90 days | | (63) | | | (34) | | | (69) | |
| Issuances of long-term debt | | 993 |
| | 1,251 |
| | 2,657 |
| Issuances of long-term debt | | 361 | | | 557 | | | 80 | |
| Reductions of long-term debt | | (408 | ) | | (632 | ) | | (1,737 | ) | Reductions of long-term debt | | (650) | | | (1,229) | | | (1,009) | |
| Debt extinguishment costs | | — |
| | — |
| | (144 | ) | |
| Debt redemption costs | | Debt redemption costs | | — | | | (20) | | | (17) | |
| Net issuances of common stock | | 167 |
| | 97 |
| | 368 |
| Net issuances of common stock | | 63 | | | 112 | | | 64 | |
| Common stock repurchases | | (320 | ) | | (516 | ) | | (426 | ) | Common stock repurchases | | (240) | | | — | | | (220) | |
| Cash dividends | | (762 | ) | | (736 | ) | | (716 | ) | Cash dividends | | (788) | | | (782) | | | (769) | |
| | Other | | (11 | ) | | — |
| | — |
| Other | | (35) | | | (20) | | | (9) | |
| Net cash provided by (used in) financing activities | | $ | (566 | ) | | $ | (604 | ) | | $ | (786 | ) | Net cash provided by (used in) financing activities | | $ | (1,306) | | | $ | (1,388) | | | $ | (1,905) | |
| Effect of exchange rate changes on cash and cash equivalents | | 18 |
| | 53 |
| | (64 | ) | Effect of exchange rate changes on cash and cash equivalents | | (16) | | | 25 | | | 31 | |
| Increase (decrease) in cash and cash equivalents | | $ | 40 |
| | $ | 1 |
| | $ | 29 |
| Increase (decrease) in cash and cash equivalents | | $ | (149) | | | $ | 38 | | | $ | 76 | |
| Cash and cash equivalents at beginning of period | | 281 |
| | 280 |
| | 251 |
| Cash and cash equivalents at beginning of period | | 435 | | | 397 | | | 321 | |
| Cash and cash equivalents at end of period | | $ | 321 |
| | $ | 281 |
| | $ | 280 |
| Cash and cash equivalents at end of period | | $ | 286 | | | $ | 435 | | | $ | 397 | |
| | | | | | | | |
| Supplemental cash flow disclosures: | | | | | | | Supplemental cash flow disclosures: | |
| Interest paid | | $ | 280 |
| | $ | 258 |
| | $ | 405 |
| Interest paid | | $ | 213 | | | $ | 249 | | | $ | 284 | |
| Income taxes paid | | $ | 188 |
| | $ | 352 |
| | $ | 256 |
| Income taxes paid | | $ | 365 | | | $ | 281 | | | $ | 537 | |
| | | | | | | | |
| Supplemental cash flow disclosures of non-cash investing activities: | | | | | | | Supplemental cash flow disclosures of non-cash investing activities: | |
| Beneficial interests obtained in exchange for securitized trade receivables | | $ | — |
| | $ | 1,222 |
| | $ | 538 |
| |
| | Additions to properties included in accounts payable | | $ | 162 |
| | $ | 151 |
| | $ | 161 |
| Additions to properties included in accounts payable | | $ | 162 | | | $ | 189 | | | $ | 128 | |
Refer to Notes to Consolidated Financial Statements.
Kellogg Company and Subsidiaries
Notes to Consolidated Financial Statements
NOTE 1
ACCOUNTING POLICIES
Basis of presentation
The consolidated financial statements include the accounts of the Kellogg Company, those of the subsidiaries that it controls due to ownership of a majority voting interest (Kellogg or the Company). The Company continually evaluates its involvement with variable interest entities (VIEs) to determine whether it has variable interests and is the primary beneficiary of the VIE. When these criteria are met, the Company is required to consolidate the VIE. The Company’s share of earnings or losses of nonconsolidated affiliates is included in its consolidated operating results using the equity method of accounting when it is able to exercise significant influence over the operating and financial decisions of the affiliate. The Company uses the cost method of accountingrecords investments in equity securities at fair value if it is not able to exercise significant influence over the operating and financial decisions of the affiliate. The Company's investments in equity securities without a readily determinable fair value are recorded at original cost with adjustments for fair value only when observable price changes from orderly transactions for the investment are identified. Our investments in unconsolidated affiliates and equity securities without a readily determinable fair value are evaluated, at least annually, for indicators of an other-than-temporary impairment. Intercompany balances and transactions are eliminated.
The Company’s fiscal year normally ends on the Saturday closest to December 31 and as a result, a 53rd week is added approximately every sixth year. The Company’s 2018, 20172021 and 20162019 fiscal years each contained 52 weeks and ended on December 29, 2018, December 30, 2017,January 1, 2022, and December 31, 2016,28, 2019, respectively. The Company's 2020 fiscal year ended on January 2, 2021 and included a 53rd week. While quarters normally consist of 13-week periods, the fourth quarter of fiscal 2020 included a 14th week.
Use of estimates
The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America requires management to make estimates and assumptions that affect the reported amounts of assets and liabilities, the disclosure of contingent liabilities at the date of the financial statements and the reported amounts of revenues and expenses during the periods reported. Actual results could differ from those estimates.
Cash and cash equivalents
Highly liquid investments with remaining stated maturities of three months or less when purchased are considered cash equivalents and recorded at cost.
Accounts receivable
Accounts receivable consists principally of trade receivables, which are recorded at the invoiced amount, net of allowances for doubtful accountsexpected credit losses and prompt payment discounts. Trade receivables do not bear interest. The allowance for doubtful accountsexpected credit losses represents management’s estimate of the amount of probable credit losses in existing accounts receivable, as determined from a review of past due balances, historical loss information, and other specific account data.an evaluation of customer accounts for potential future losses. Account balances are written off against the allowance when management determines the receivable is uncollectible. As of year-end 2018,For the fiscal years ended 2021 and 2020 the Company did not have off-balance sheet credit exposure related to its customers. As of year-end 2017, the Company's off-balance sheet credit exposure related to its customers was immaterial. Please refer to Note 2 for information on sales of accounts receivable.
Inventories
Inventories are valued at the lower of cost or net realizable value. Cost is determined on an average cost basis.
Property
The Company’s property consists mainly of plants and equipment used for manufacturing activities. These assets are recorded at cost and depreciated over estimated useful lives using straight-line methods for financial reporting and accelerated methods, where permitted, for tax reporting. Major property categories are depreciated over various periods as follows (in years): manufacturing machinery and equipment 15-30; office equipment 5; computer equipment and capitalized software 3-7; building components 20; building structures 10-50. Cost includes interest associated with significant capital projects. Plant and equipment are reviewed for impairment when conditions indicate that the carrying value may not be recoverable. Such conditions include an extended period of idleness or a plan of disposal. Assets to be disposed of at a future date are depreciated over the remaining period of use. Assets
to be sold are written down to realizable value at the time the assets are being actively marketed for sale and a sale is expected to occur within one year. There were no material assets held for sale at the fiscal year-end 2018. As of year-end 2017, the carrying value of assets held for sale was immaterial.
2021 or 2020.
Goodwill and other intangible assets
GoodwillThe Company reviews our operating segment and indefinite-lived intangibles are not amortized, but are tested at leastreporting unit structure annually for impairment of value and whenever events or as significant changes in circumstances indicate the organization occur and assesses goodwill impairment risk throughout the year by performing a qualitative review of entity-specific, industry, market and general economic factors affecting our reporting units with goodwill. Annually during the fourth quarter, in conjunction with our annual budgeting process, the Company may perform qualitative testing, or depending on factors such as prior-year test results, current year developments, current risk evaluations and other practical considerations, the Company may instead perform a quantitative impairment test. In our quantitative testing, the Company compares a reporting unit’s estimated fair value with its carrying amount of the asset may be impaired. An intangible assetvalue with a finite life is amortized on a straight-line basis over the estimated useful life, which materially approximates the pattern of economic benefit.
For the goodwill impairment test, thereporting unit’s fair value of the reporting units arebeing estimated based onusing market multiples. This approach employs market multiples based on either sales or earnings before interest, taxes, depreciation and amortization for companies that are comparable to the Company’s reporting units. In the event the fair value determined using the market multiple approach is close to carrying value, the Company may supplement the fair value determination using discounted cash flows.flows that incorporates assumptions surrounding planned growth rates, market-based discount rates and estimates of residual value. The assumptions used for the impairment test are consistent with those utilized by a market participant performing similar valuations for the Company’s reporting units.
Similarly, impairment testing of other intangible assets requires a comparison of carrying value to fair value of that particular asset. Fair values of non-goodwill intangible assets are based primarily on projections of future cash flows to be generated from that asset. For instance, cash flows related to a particular trademark would be based on a projected royalty stream attributable to branded product sales, discounted at rates consistent with rates used by market participants.
These estimates are made using various inputs including historical data, current and anticipated market conditions, management plans, and market comparables. If the carrying value of a reporting unit exceeds its fair value, the Company considers the reporting unit impaired and reduces its carrying value of goodwill such that the reporting unit’s new carrying value is the estimated fair value.
Similarly, the Company assesses indefinite-life intangible assets impairment risk throughout the year by performing a qualitative review and assessing events and circumstances that could affect the fair value or carrying value of these intangible assets. Annually during the fourth quarter, in conjunction with our annual budgeting process, the Company may perform qualitative testing, or depending on factors such as prior-year test results, current year developments, current risk evaluations and other practical considerations, the Company may instead perform a quantitative impairment test. In the quantitative testing, the Company compares an intangible asset’s estimated fair value with its carrying value with the intangible asset’s fair value being determined using estimates of future cash flows to be generated from that asset based on estimates of future sales, as well as assumptions surrounding earnings growth rates, royalty rates and discount rates consistent with rates used by market participants. These estimates are made using various inputs including historical data, current and anticipated market conditions, management plans, and market comparables. If the carrying value of the asset exceeds its fair value, we consider the asset impaired and reduce its carrying value to the estimated fair value.
We amortize definite-life intangible assets over their estimated useful lives, which materially approximates the pattern of economic benefit and evaluate them for impairment as we do other long-lived assets.
Accounts payable
The Company has agreements with third parties to provide accounts payable tracking systems which facilitate participating suppliers’ ability to monitor and, if elected, sell payment obligations from the Company to designated third-party financial institutions. Participating suppliers may, at their sole discretion, make offers to sell one or more payment obligations of the Company prior to their scheduled due dates at a discounted price to participating financial institutions. The Company’s goal is to capture overall supplier savings, in the form of payment terms or vendor funding, and the agreements facilitate the suppliers’ ability to sell payment obligations, while providing them with greater working capital flexibility. The Company has no economic interest in the sale of these suppliers’ receivables and no direct financial relationship with the financial institutions concerning these services. The Company’s obligations to its suppliers, including amounts due and scheduled payment dates, are not impacted by suppliers’ decisions to sell amounts under the arrangements. However, the Company’s right to offset balances due from suppliers against payment obligations is restricted by the agreements for those payment obligations that have been sold by suppliers. The payment of these obligations by the Company is included in cash used in operating activities in the Consolidated Statement of Cash Flows. As of December 29, 2018, $893January 1, 2022, $905 million of the Company’s outstanding payment obligations had been placed in the accounts payable tracking system, and participating suppliers had sold $701$685 million of those payment obligations to participating financial institutions. As of December 30, 2017, $850January 2, 2021, $909 million of the Company’s outstanding payment obligations had been placed in the accounts payable tracking system, and participating suppliers had sold $674$670 million of those payment obligations to participating financial institutions.
Revenue recognition
The Company recognizes sales upon delivery of its products to customers. Revenue, which includes shipping and handling charges billed to the customer, is reported net of applicable discounts, returns, allowances, and various government withholding taxes. Methodologies for determining these provisions are dependent on local customer pricing and promotional practices, which range from contractually fixed percentage price reductions to reimbursement based on actual occurrence or performance. Where applicable, future reimbursements are estimated based on a combination of historical patterns and future expectations regarding specific in-market product performance.
The Company recognizes revenue from the sale of food products which are sold to retailers through direct sales forces, broker and distributor arrangements. The Company also recognizes revenue from the license of our trademarks granted to third parties who uses these trademarks on their merchandise and revenue from hauling services provided to third parties within certain markets. Revenue from these licenses and hauling services is not material to the Company.
Contract balances recognized in the current period that are not the result of current period performance are not material to the Company. The Company also does not incur costs to obtain or fulfill contracts.
The Company does not adjust the promised amount of consideration for the effects of significant financing components as the Company expects, at contract inception, that the period between the transfer of a promised good or service to a customer and when the customer pays for that good or service will be one year or less.
The Company accounts for shipping and handling activities that occur before the customer has obtained control of a good as fulfillment activities (i.e., an expense) rather than as a promised service.
The Company excludes from the measurement of transaction price all taxes assessed by a governmental authority that are both imposed on and concurrent with a specific revenue-producing transaction and collected by the Company from a customer for sales taxes.
Performance obligations
The Company recognizes revenue when (or as) performance obligations are satisfied by transferring control of the goods to customers. Control is transferred upon delivery of the goods to the customer. At the time of delivery, theThe customer is invoiced with payment terms which are commensurate with the customer’s credit profile. Shipping and/or handling costs that occur before the customer obtains control of the goods are deemed to be fulfillment activities and are accounted for as fulfillment costs.
The Company assesses the goods and services promised in its customers’ purchase orders and identifies a performance obligation for each promise to transfer a good or service (or bundle of goods or services) that is distinct. To identify the performance obligations, the Company considers all the goods or services promised, whether explicitly stated or implied based on customary business practices. For a purchase order that has more than one performance obligation, the Company allocates the total consideration to each distinct performance obligation on a relative standalone selling price basis.
Significant Judgments
The Company offers various forms of trade promotions and the methodologies for determining these provisions are dependent on local customer pricing and promotional practices, which range from contractually fixed percentage price reductions to provisions based on actual occurrence or performance. Where applicable, future provisions are estimated based on a combination of historical patterns and future expectations regarding specific in-market product performance.
OurThe Company's promotional activities are conducted either through the retail trade or directly with consumers and include activities such as in-store displays and events, feature price discounts, consumer coupons, contests and loyalty programs. The costs of these activities are generally recognized at the time the related revenue is recorded, which normally precedes the actual cash expenditure. The recognition of these costs therefore requires management judgment regarding the volume of promotional offers that will be redeemed by either the retail trade or consumer. These estimates are made using various techniques including historical data on performance of similar promotional programs. Differences between estimated expense and actual redemptions are normally immaterial in
relation to net sales and recognized as a change in management estimate in a subsequent period. The liability associated with these promotions was recorded in other current liabilities.
The Company classifies promotional payments to its customers, the cost of consumer coupons, and other cash redemption offers in net sales.
Advertising and promotion
The Company expenses production costs of advertising the first time the advertising takes place. Advertising expense is classified in selling, general and administrative (SGA) expense.
The Company also classifies consumer promotional payments to its customers, the cost of consumer coupons, and other cash redemption offersexpenditures in net sales. Promotional allowancesSGA expense. These promotional expenses are estimated using various techniques including historical cash expenditure and redemption experience and patterns. Differences between estimated expense and actual redemptions are normally immaterial and recognized as a change in management estimate in a subsequent period. The liability associated with these promotions areadvertising and promotional activities is recorded in other current liabilities.
The cost of promotional package inserts is recorded in cost of goods sold (COGS). Other types of consumer promotional expenditures are recorded in SGA expense.
Research and development
The costs of research and development (R&D) are expensed as incurred and are classified in SGA expense. R&D includes expenditures for new product and process innovation, as well as significant technological improvements to existing products and processes. The Company’s R&D expenditures primarily consist of internal salaries, wages, consulting, and supplies attributable to time spent on R&D activities. Other costs include depreciation and maintenance of research facilities and equipment, including assets at manufacturing locations that are temporarily engaged in pilot plant activities.
Stock-based compensation
The Company uses stock-based compensation, including stock options, restricted stock, restricted stock units, and executive performance shares, to provide long-term performance incentives for its global workforce.
The Company classifies pre-tax stock compensation expense in SGA and COGS within its corporate operations. Expense attributable to awards of equity instruments is recorded in capital in excess of par value in the Consolidated Balance Sheet.
Certain of the Company’s stock-based compensation plans contain provisions that prorate vesting of awards upon retirement, disability, or death of eligible employees and directors. A stock-based award is considered vested for expense attribution purposes when the employee’s retention of the award is no longer contingent on providing subsequent service. Accordingly, the Company recognizes compensation cost immediately for awards granted to retirement-eligible individuals or over the period from the grant date to the date retirement eligibility is achieved, if less than the stated vesting period.
The Company recognizes compensation cost for stock option awards that have a graded vesting schedule on a straight-line basis over the requisite service period for the entire award.
Income taxes
The Company recognizes uncertain tax positions based on a benefit recognition model. Provided that the tax position is deemed more likely than not of being sustained, the Company recognizes the largest amount of tax benefit that is greater than 50 percent likely of being ultimately realized upon settlement. The tax position is derecognized when it is no longer more likely than not of being sustained. The Company classifies income tax-related interest and penalties as interest expense and SGA expense, respectively, on the Consolidated Statement of Income. The current portion of the Company’s unrecognized tax benefits is presented in the Consolidated Balance Sheet in other current assets and other current liabilities, and the amounts expected to be settled after one year are recorded in other assets and other liabilities.
Management monitors the Company’s ability to utilize certain future tax deductions, operating losses and tax credit carryforwards, prior to expiration as well as the reinvestment assertion regarding our undistributed foreign earnings. Changes resulting from management’s assessment will result in impacts to deferred tax assets and the corresponding impacts on the effective income tax rate. Valuation allowances were recorded to reduce deferred tax assets to an amount that will, more likely than not, be realized in the future.
On December 22, 2017, the U.S. government enacted comprehensive tax legislation commonly referred to as the Tax Cuts and Jobs Act (the “Tax Act”). The Tax Act includes a provision designed to tax currently global intangible low taxed income (GILTI) starting in 2018. Under the provision, a U.S. shareholder is required to include in gross income the amount of its GILTI, which is 50% of the excess of the shareholder’s net tested income of its controlled foreign corporation over the deemed tangible income return. The amount of GILTI included by a U.S. shareholder is computed by aggregating all controlled foreign corporations (CFC). Shareholders are allowed to claim a foreign tax credit for 80 percent of the taxes paid or accrued with respect to the tested income of each CFC, subject to some limitations.
The Financial Accounting Standards Board (FASB) staff has indicated that a company should make and disclose a policy election as to whether it will (1) recognize deferred taxes for basis differences expected to reverse as GILTI or (2) account for GILTI as a period cost if and when incurred. During 2018, the Company elected to account for the GILTI as a period cost and has included an estimate for GILTI in its effective tax rate.
Derivative Instruments
The fair value of derivative instruments is recorded in other current assets, other assets, other current liabilities or other liabilities.
Derivative instruments are classified on the Consolidated Balance Sheet based on the contractual maturity of the instrument or the timing of the underlying cash flows of the instrument for derivatives with contractual maturities beyond one year. Any collateral associated with derivative instruments is classified as other assets or other current liabilities on the Consolidated Balance Sheet depending on whether the counterparty collateral is in an asset or liability position. Margin deposits related to exchange-traded commodities are recorded in accounts receivable, net on the Consolidated Balance Sheet. On the Consolidated Statement of Cash Flows, cash flows associated with derivative instruments are classified according to the nature of the underlying hedged item. Cash flows associated with collateral and margin deposits on exchange-traded commodities are classified as investing cash flows when the collateral account is in an asset position and as financing cash flows when the collateral account is in a liability position.
Gains and losses representing either hedge ineffectiveness, hedge components excluded from the assessment of effectiveness, or hedges of translational exposure are recorded in the Consolidated Statement of Income in other income (expense), net (OIE) or interest expense. In the Consolidated Statement of Cash Flows, settlements of cash flow and fair value hedges are classified as an operating activity; settlements of all other derivative instruments, including instruments for which hedge accounting has been discontinued, are classified consistent with the nature of the instrument.
Cash flow hedges. Qualifying derivatives are accounted for as cash flow hedges when the hedged item is a forecasted transaction. Gains and losses on these instruments are recorded in other comprehensive income until the underlying transaction is recorded in earnings. When the hedged item is realized, gains or losses are reclassified from accumulated other comprehensive income (loss) (AOCI) to the Consolidated Statement of Income on the same line item as the underlying hedged transaction.
Fair value hedges. Qualifying derivatives are accounted for as fair value hedges when the hedged item is a recognized asset, liability, or firm commitment. Gains and losses on these instruments are recorded in earnings, offsetting gains and losses on the hedged item.
Net investment hedges. Qualifying derivative and nonderivative financial instruments are accounted for as net investment hedges when the hedged item is a nonfunctional currency investment in a subsidiary. Gains and losses on these instruments are included in foreign currency translation adjustments in AOCI.
Derivatives not designated for hedge accounting. Gains and losses on these instruments are recorded in the Consolidated Statement of Income, on the same line item as the underlying hedged item.
Foreign currency exchange risk. The Company is exposed to fluctuations in foreign currency cash flows related primarily to third-party purchases, intercompany transactions and when applicable, nonfunctional currency denominated third-party debt. The Company is also exposed to fluctuations in the value of foreign currency investments in subsidiaries and cash flows related to repatriation of these investments. Additionally, the Company is exposed to volatility in the translation of foreign currency denominated earnings to U.S. dollars. Management assesses foreign currency risk based on transactional cash flows and translational volatility and may enter into forward contracts, options, and currency swaps to reduce fluctuations in long or short currency positions.
Forward contracts and options are generally less than 18 months duration. Currency swap agreements are established in conjunction with the term of underlying debt issues.
For foreign currency cash flow and fair value hedges, the assessment of effectiveness is generally based on changes in spot rates. Changes in time value are reported in OIE.
Interest rate risk. The Company is exposed to interest rate volatility with regard to future issuances of fixed rate debt and existing and future issuances of variable rate debt. The Company periodically uses interest rate swaps, including forward-starting swaps, to reduce interest rate volatility and funding costs associated with certain debt issues, and to achieve a desired proportion of variable versus fixed rate debt, based on current and projected market conditions.
Fixed-to-variable interest rate swaps are accounted for as fair value hedges and the assessment of effectiveness is based on changes in the fair value of the underlying debt, using incremental borrowing rates currently available on loans with similar terms and maturities.
Price risk. The Company is exposed to price fluctuations primarily as a result of anticipated purchases of raw and packaging materials, fuel, and energy. The Company has historically used the combination of long-term contracts with suppliers, and exchange-traded futures and option contracts to reduce price fluctuations in a desired percentage of forecasted raw material purchases over a duration of generally less than 18 months.
Pension benefits, nonpension postretirement and postemployment benefits
The Company sponsors a number of U.S. and foreign plans to provide pension, health care, and other welfare benefits to retired employees, as well as salary continuance, severance, and long-term disability to former or inactive employees.
The recognition of benefit expense is based on actuarial assumptions, such as discount rate, long-term rate of compensation increase, and long-term rate of return on plan assets and health care cost trend rate. Service cost is reported in COGS and SGA expense on the Consolidated Statement of Income. All other components of net periodic pension cost are included in OIE.
Postemployment benefits. The Company recognizes an obligation for postemployment benefit plans that vest or accumulate with service. Obligations associated with the Company’s postemployment benefit plans, which are unfunded, are included in other current liabilities and other liabilities on the Consolidated Balance Sheet. All gains and losses are recognized over the average remaining service period of active plan participants.
Postemployment benefits that do not vest or accumulate with service or benefits to employees in excess of those specified in the respective plans are expensed as incurred.
Pension and nonpension postretirement benefits. The Company recognizes actuarial gains and losses in operating results in the year in which they occur. Experience gains and losses are recognized annually as of the measurement date, which is the Company’s fiscal year-end, or when remeasurement is otherwise required under generally accepted accounting principles. The Company uses the fair value of plan assets to calculate the expected return on plan assets.
Reportable segments are allocated service cost. All other components of pension and postretirement benefit expense, including interest cost, expected return on assets, prior service cost, and experience gains and losses are considered unallocated corporate costs and are not included in the measure of reportable segment operating results. See Note 1816 for more information on reportable segments. Management reviews the Company’s expected long-term rates of return annually; however, the benefit trust investment performance for one particular year does not, by itself, significantly influence this evaluation. The expected rates of return are generally not revised provided these rates fall between the 25th and 75th percentile of expected long-term returns, as determined by the Company’s modeling process.
For defined benefit pension and postretirement plans, the Company records the net overfunded or underfunded position as a pension asset or pension liability on the Consolidated Balance Sheet.
New accounting standardsLeases
Income Taxes.In October 2016, the Financial Accounting Standards Board (FASB), as part of their simplification initiative, issued an Accounting Standards Update (ASU) to improve the accounting for income tax consequences of intra-entity transfers of assets other than inventory. Current Generally Accepted Accounting Principles (GAAP) prohibit recognition of current and deferred income taxes for intra-entity asset transfers until the asset has been sold to an outside party, which is an exception to the principle of comprehensive recognition of current and deferred income taxes in GAAP. The amendments in the ASU eliminate the exception, such that entities should recognize the income tax consequences of an intra-entity transfer of an asset other than inventory when the transfer occurs. The ASU is effective for fiscal years, and interim periods within those years, beginning after December 15, 2017. Early adoption is permitted, as of the beginning of an annual reporting period for which financial statements have not been issued or made available for issuance. That is, early adoption should be the first interim period if an entity issues interim financial statements. The amendments in this ASU should be applied on a modified retrospective basis through a cumulative-effect adjustment directly to retained earnings as of the period of adoption. The Company early adopted the ASU in the first quarter of 2017. As a result of intercompany transfers of intellectual property, the Company recorded a $39 million reduction in income tax expense during the year ended December 30, 2017. Upon adoption, there was no cumulative effect adjustment to retained earnings.
Simplifying the Measurement of Inventory.In July 2015, the FASB issued an ASU to simplify the measurement of inventory. The ASU requires that inventory be measured at the lower of costleases certain warehouses, equipment, vehicles, and net realizable value. Net realizable value is the estimated selling prices in the ordinary course of business, less reasonably predictable costs of completion, disposal,office space primarily through operating lease agreements. Finance lease obligations and transportation. The Company adopted the updated standard in the first quarter of 2017 with noactivity are not material impact to the financial statements,
Derivatives and Hedging: Targeted Improvements to Accounting for Hedging Activities. In August 2017, the FASB issued an ASU intended to simplify hedge accounting by better aligning an entity’s financial reporting for hedging relationships with its risk management activities. The ASU also simplifies the application of the hedge accounting guidance. The new guidance is effective fiscal years beginning after December 15, 2018, and interim periods within those fiscal years. For cash flow hedges existing at the adoption date, the standard requires adoption on a modified retrospective basis with a cumulative-effect adjustment to the Consolidated Balance Sheet asFinancial Statements. Lease obligations are primarily for real estate assets, with the remainder related to manufacturing and distribution related equipment, vehicles, information technology equipment, and rail cars. Leases with an initial term of 12 months or less are not recorded on the balance sheet.
A portion of the beginningCompany's real estate leases include future variable rental payments that include inflationary adjustment factors. The future variability of these adjustments is unknown and therefore not included in the minimum lease payments. The Company's lease agreements do not contain any material residual value guarantees or material restrictive covenants.
The leases have remaining terms which range from less than 1 year to 20 years and the majority of leases provide the Company with the option to exercise one or more renewal terms. The length of the year of adoption. The amendments to presentation guidance and disclosure requirements are required to be adopted prospectively. The Company adopted the ASUlease term used in the first quarter of 2018. The impact of adoption was immaterial to the financial statements.
Improving the Presentation of net Periodic Pension Cost and net Periodic Postretirement Benefit Cost. In March 2017, the FASB issued an ASU to improve the presentation of net periodic pension cost and net periodic postretirement benefit cost. The ASU requires that an employer report the service cost component in the same line item or items as other compensation costs arising from services rendered by the pertinent employees during the period. The other components of net benefit cost are required to be presented in the income statement separately from the service cost component and outside a subtotal of income from operations, if one is presented. The amendments in this ASU should be applied retrospectively for the presentation of the service cost component and the other components of net periodic pension cost and net periodic postretirement benefit cost in the income statement and prospectively, on and after the effective date, for the capitalization of the service cost component of net periodic pension cost and net periodic postretirement benefit in assets. The Company adopted the ASU in the first quarter of 2018. Refer to Impacts to Previously Reported Results below for the impact of adoption of the standard on our consolidated financial statements.
Simplifying the test for goodwill impairment. In January 2017, the FASB issued an ASU to simplify how an entity is required to test goodwill for impairment by eliminating Step 2 from the goodwill impairment test. Step 2 measures a goodwill impairment loss by comparing the implied fair value of a reporting unit's goodwill with the carrying amount of that goodwill. The ASU is effective for an entity's annual or any interim goodwill impairment tests in fiscal years beginning after December 15, 2019. Early adoption is permitted for interim or annual goodwill impairment tests performed on testing dates after January 1, 2017. The amendments in this ASU should be applied on a prospective basis. The Company adopted the ASU in the first quarter of 2018 with no impact.
Statement of Cash Flows. In August 2016, the FASB issued an ASU to provide various cash flow statement classification guidance for certain cash receipts and payments of which the following amendments were most applicable to the Company: (a) debt prepayment or extinguishment costs; (b) contingent consideration payments made after a business combination; (c) insurance settlement proceeds; (d) distributions from equity method investees; (e) beneficial interests in securitization transactions and (f) application of the predominance principle for cash receipts and payments with aspects of more than one class of cash flows. The ASU is effective for fiscal years, and interim periods within those years, beginning after December 15, 2017. Early adoption is permitted, including adoption in an interim period, in which case adjustments should be reflected as of the beginning of the fiscal year that includes the interim period. The amendments in this ASU should be applied retrospectively. The Company adopted the new ASU in the first quarter of 2018. Refer to Impacts to Previously Reported Results below for the impact of adoption of the standard on our consolidated financial statements.
Recognition and measurement of financialrecording lease assets and liabilities. In January 2016,lease liabilities is based on the FASB issued an ASU which requires equity investmentscontractually required lease term adjusted for any options to renew or early terminate the lease that are not accounted for under the equity methodreasonably certain of accounting to be measured at fair value with changes recognized in net income and which updates certain presentation and disclosure requirements. The ASU is effective for fiscal years, and interim periods within those years, beginning after December 15, 2017. Early adoption can be elected for all financial statements of fiscal years and interim periods that have not yet been issued or that have not yet been made available for issuance. Entities should apply the update by means of a cumulative-effect adjustment to the balance sheet as of the beginning of the fiscal year of adoption. The Company adopted the updated standard in the first quarter of 2018. The impact of adoption was immaterial to the financial statements.
Revenue from contracts with customers. In May 2014, the FASB issued an ASU, as amended, which provides guidance for accounting for revenue from contracts with customers. The core principle of this ASU is that an entity should recognize revenue to depict the transfer of promised goods or services to customers in an amount that reflects the consideration the entity expects to be entitled to in exchange for those goods or services. To achieve that core principle, an entity would be required to apply the following five steps: 1) identify the contract(s) with a customer; 2) identify the performance obligations in the contract; 3) determine the transaction price; 4) allocate the transaction price to the performance obligations in the contract and 5) recognize revenue when (or as) the entity satisfies a performance obligation. The Company adopted the updated standard in the first quarter of 2018 using the full retrospective method and restated previously reported amounts. In connection with the adoption, the Company made reclassification of certain customer allowances. The adoption effects relate to the timing of recognition and classification of certain promotional allowances. The updated revenue standard also required additional disaggregated revenue disclosures. Refer to Impacts to Previously Reported Results below for the impact of adoption of the standard on our consolidated financial statements.
Practical expedients
being executed.
The Company electedcombines lease and non-lease components together in determining the following practical expedients in accordance with ASU 2014-09:
Significant financing component - The Company elected not to adjust the promised amount of considerationminimum lease payments for the effectsmajority of a significant financing component as the Company expects, at contract inception, that the period between the transfer of a promised good or service to a customer and when the customer pays for that good or service will be one year or less.
Shipping and handling costs - The Company elected to account for shipping and handling activities that occur before the customer has obtained control of a good as fulfillment activities (i.e., an expense) rather than as a promised service.
Measurement of transaction price -leases. The Company has elected to exclude fromnot combine lease and non-lease components for assets controlled indirectly through third party service-related agreements that include significant production related costs. The Company has closely analyzed these agreements to ensure any embedded costs related to the measurement of transaction price all taxes assessed by a governmental authority that are both imposed on and concurrent with a specific revenue-producing transaction and collected by the Company from a customer for sales taxes.
Impacts to Previously Reported Results
Adoptionsecuring of the standards related to revenue recognition, pensionleased asset is properly segregated and cash flow impacted our previously reported 2017 results as follows:accounted for in measuring the lease assets and liabilities.
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| | | | | | | | | | | | |
| (Dollars in millions, except per share data) | Year ended December 30, 2017 |
| Consolidated Statement of Income | Previously Reported | Revenue Recognition ASU | Pension ASU | Restated |
| Net sales | $ | 12,923 |
| $ | (69 | ) | $ | — |
| $ | 12,854 |
|
| Cost of goods sold | $ | 7,901 |
| $ | (71 | ) | $ | 325 |
| $ | 8,155 |
|
| Selling, general and administrative expense | $ | 3,076 |
| $ | 19 |
| $ | 217 |
| $ | 3,312 |
|
| Other income (expense), net | $ | (16 | ) | $ | — |
| $ | 542 |
| $ | 526 |
|
| Income taxes | $ | 412 |
| $ | (2 | ) | $ | — |
| $ | 410 |
|
| Net income | $ | 1,269 |
| $ | (15 | ) | $ | — |
| $ | 1,254 |
|
| Per share amounts: | | | | |
| Basic earnings | $ | 3.65 |
| $ | (0.04 | ) | $ | — |
| $ | 3.61 |
|
| Diluted earnings | $ | 3.62 |
| $ | (0.04 | ) | $ | — |
| $ | 3.58 |
|
|
| | | | | | | | | |
| (Dollars in millions, except per share data) | As of December 30, 2017 |
| Consolidated Balance Sheet | Previously Reported | Revenue Recognition ASU | Restated |
| Other assets | $ | 1,026 |
| $ | 1 |
| $ | 1,027 |
|
| Other current liabilities | $ | 1,431 |
| $ | 43 |
| $ | 1,474 |
|
| Deferred income taxes | $ | 363 |
| $ | (8 | ) | $ | 355 |
|
| Retained earnings | $ | 7,103 |
| $ | (34 | ) | $ | 7,069 |
|
|
| | | | | | | | | | | | |
| (Dollars in millions, except per share data) | Year ended December 30, 2017 |
| Consolidated Statement of Cash Flows | Previously Reported | Revenue Recognition ASU | Cash Flow ASU | Restated |
| Net income | $ | 1,269 |
| $ | (15 | ) | $ | — |
| $ | 1,254 |
|
| Deferred income taxes | $ | (56 | ) | $ | (2 | ) | $ | — |
| $ | (58 | ) |
| Trade receivables | $ | (57 | ) | $ | — |
| $ | (1,243 | ) | $ | (1,300 | ) |
| All other current assets and liabilities, net | $ | (30 | ) | $ | 17 |
| $ | — |
| $ | (13 | ) |
| Net cash provided by (used in) operating activities | $ | 1,646 |
| $ | — |
| $ | (1,243 | ) | $ | 403 |
|
| Collections of deferred purchase price on securitized trade receivables | $ | — |
| $ | — |
| $ | 1,243 |
| $ | 1,243 |
|
| Net cash provided by (used in) investing activities | $ | (1,094 | ) | $ | — |
| $ | 1,243 |
| $ | 149 |
|
AdoptionThe majority of the standards relatedleases do not include a stated interest rate, and therefore the Company's periodic incremental borrowing rate is used to revenue recognition, pensiondetermine the present value of lease payments. This rate is calculated based on a collateralized rate for the specific currencies used in leasing activities and cash flow impacted our previously reported 2016 results as follows:the borrowing ability of the applicable Company legal entity.
|
| | | | | | | | | | | | |
| (Dollars in millions, except per share data) | Year ended December 31, 2016 |
| Consolidated Statement of Income | Previously Reported | Revenue Recognition ASU | Pension ASU | Restated |
| Net sales | $ | 13,014 |
| $ | (49 | ) | $ | — |
| $ | 12,965 |
|
| Cost of goods sold | $ | 8,259 |
| $ | (73 | ) | $ | (55 | ) | $ | 8,131 |
|
| Selling, general and administrative expense | $ | 3,360 |
| $ | 17 |
| $ | (26 | ) | $ | 3,351 |
|
| Other income (expense), net | $ | (62 | ) | $ | — |
| $ | (81 | ) | $ | (143 | ) |
| Income taxes | $ | 233 |
| $ | 2 |
| $ | — |
| $ | 235 |
|
| Net income | $ | 695 |
| $ | 5 |
| $ | — |
| $ | 700 |
|
| Per share amounts: | | | | |
| Basic earnings | $ | 1.98 |
| $ | 0.01 |
| $ | — |
| $ | 1.99 |
|
| Diluted earnings | $ | 1.96 |
| $ | 0.01 |
| $ | — |
| $ | 1.97 |
|
|
| | | | | | | | | | | | |
| (Dollars in millions, except per share data) | Year ended December 31, 2016 |
| Consolidated Statement of Cash Flows | Previously Reported | Revenue Recognition ASU | Cash Flow ASU | Restated |
| Net income | $ | 695 |
| $ | 5 |
| $ | — |
| $ | 700 |
|
| Deferred income taxes | $ | (26 | ) | $ | 2 |
| $ | — |
| $ | (24 | ) |
| Other | $ | (62 | ) | $ | — |
| $ | 144 |
| $ | 82 |
|
| Trade receivables | $ | 21 |
| $ | — |
| $ | (501 | ) | $ | (480 | ) |
| All other current assets and liabilities, net | $ | 53 |
| $ | (7 | ) | $ | — |
| $ | 46 |
|
| Net cash provided by (used in) operating activities | $ | 1,628 |
| $ | — |
| $ | (357 | ) | $ | 1,271 |
|
| Collections of deferred purchase price on securitized trade receivables | $ | — |
| $ | — |
| $ | 501 |
| $ | 501 |
|
| Net cash provided by (used in) investing activities | $ | (893 | ) | $ | — |
| $ | 501 |
| $ | (392 | ) |
| Debt extinguishment costs | $ | — |
| $ | — |
| $ | (144 | ) | $ | (144 | ) |
Net cash provided by (used in) financing activities
| $ | (642 | ) | $ | — |
| $ | (144 | ) | $ | (786 | ) |
Accounting standards to be adopted in future periods
Reclassification of Certain Tax Effects from Accumulated Other Comprehensive Income. In February 2018, the FASBFinancial Accounting Standards Board (FASB) issued an ASUAccounting Standard Update (ASU) permitting a company to reclassify the disproportionate income tax effects of the Tax Cuts and Jobs Act of 2017 on items within accumulated other comprehensive income (AOCI). The reclassification is optional. Regardless of whether or not a company opts to make the reclassification, the new guidance requires all companiesretained earnings. We elected to include certain disclosures in their financial statements. The guidance is effective for all fiscal years beginning after December 15, 2018. Early adoption is permitted. The Company will adopt the ASU in the first quarter of 2019.
Leases. In February 2016, the FASB issued an ASU which will require the recognition of lease assets and lease liabilities by lessees for all leases with terms greater than 12 months. The distinction between finance leases and operating leases will remain, with similar classification criteria as current GAAP to distinguish between capital and operating leases. The principal difference from current guidance is that the lease assets and lease liabilities arising from operating leases will be recognized on the Consolidated Balance Sheet. Lessor accounting remains substantially similar to current GAAP. The ASU is effective for fiscal years, and interim periods within those years, beginning after December 15, 2018. Early adoption is permitted. The Company will adopt the ASU in the first quarter of 2019 and expectsreclassified the disproportionate income tax effect recorded within AOCI to elect certain practical expedients permitted under the transition guidance. Additionally, the Company will elect the optional transition method that allows for a cumulative-effect adjustment in
the period of adoption and will not restate prior periods. The Company continues to evaluate the effect of adoption to its Consolidated Financial Statements and disclosures, however the Company currently estimates total assets and liabilities will increase approximately $450 million to $500 million upon adoption.retained earnings. This estimate could change as the Company continues to progress with implementation and will also fluctuate based on the lease portfolio and discount rates as of the adoption date. The Company does not expect a material impact to the Company’s Consolidated Statements of Income or Cash Flows.
Cloud Computing Arrangements. In August 2018, the FASB issued ASU 2018-15: Intangibles - Goodwill and Other - Internal-Use Software: Customer's Accounting for Implementation Costs Incurredresulted in a Cloud Computing Arrangement that is a Service Contract.decrease to AOCI and an increase to retained earnings of $22 million. The ASU allows companiesadjustment primarily related to capitalize implementation costs incurred in a hosting arrangement that is a service contract over the term of the hosting arrangement, including periods covered by renewal options that are reasonably certain to be exercised. The ASU is effectivedeferred taxes previously recorded for fiscal years,pension and interim periods within those years, beginning after December 15, 2019other postretirement benefits, as well as hedging positions for debt and can be applied retrospectively or prospectively. Early adoption is permitted. The Company is currently assessing when to adopt the ASU and the impact of adoption.net investment hedges.
Compensation Retirement Benefits. In August 2018, the FASB issued ASU 2018-14: Disclosure Framework—Changes to the Disclosure Requirements for Defined Benefit Plans. The ASU removed disclosures that no longer are considered cost beneficial, clarified the specific requirements of disclosures, and added disclosure requirements identified as relevant. The ASU is effective for fiscal years, and interim periods within those years, beginning after December 15, 2020 and can be applied retrospectively or prospectively. Early adoption is permitted. The Company is currently assessing when to adopt the ASU and the impact of adoption.
NOTE 2
SALE OF ACCOUNTS RECEIVABLE
During 2016,
The Company initiatedhas a program in which a customer coulddiscrete group of customers are allowed to extend their payment terms in exchange for the elimination of early payment discounts (Extended Terms Program).
The Company has two Receivable Sales Agreements (Monetization Programs) and previously had a separate U.S. accounts receivable securitization program (Securitization Program), both described below, which are intended to directly offset the impact the Extended Terms Program would have on the days-sales-outstanding (DSO) metric that is critical to the effective management of the Company's accounts receivable balance and overall working capital. The Company terminated the Securitization Program at the end of 2017 and entered into the second monetization program during the quarter ended March 31, 2018. The Monetization and Securitization Programs are designed to effectively offset the impact on working capital of the Extended Terms Program.
The Company has no retained interest in the receivables sold, however the Company does have collection and administrative responsibilities for the sold receivables. The Company has not recorded any servicing assets or liabilities as of December 29, 2018 and December 30, 2017 for these agreements as the fair value of these servicing arrangements as well as the fees earned were not material to the financial statements.
Monetization Program
The Company has two Monetization Programs for a discrete group of customers, to sell, on a revolving basis, certain trade accounts receivable invoices to third party financial institutions. Transfers under this agreementthese agreements are accounted for as sales of receivables resulting in the receivables being de-recognized from the Consolidated Balance Sheet. The Monetization Programs provide for the continuing sale of certain receivables on a revolving basis until terminated by either party; however the maximum receivables that may be sold at any time is $1,033 million. $1.1 billion.
The Company has no retained interest in the receivables sold, however the Company does have collection and administrative responsibilities for the sold receivables. The Company has not recorded any servicing assets or liabilities as of January 1, 2022 and January 2, 2021 for these agreements as the fair value of these servicing arrangements as well as the fees earned were not material to the financial statements.
Accounts receivable sold of $900$549 million and $601$783 million remained outstanding under these arrangements as of December 29, 2018January 1, 2022 and December 30, 2017,January 2, 2021, respectively. The proceeds from these sales of receivables are included in cash from operating activities in the Consolidated Statement of Cash Flows. The recorded net loss on sale of receivables was $26$8 million, $11$14 million and $5$25 million for the years ended December 29, 2018, December 30, 2017January 1, 2022, January 2, 2021 and December 31, 2016,28, 2019, respectively. The recorded loss is included in Other income and expense.OIE.
Securitization Program
Between July 2016 and December 2017, the Company had a Securitization Program with a third party financial institution. Under the program, the Company received cash consideration of up to $600 million and a deferred purchase price asset for the remainder of the purchase price. Transfers under the Securitization Program were accounted for as sales of receivables resulting in the receivables being de-recognized from the Consolidated Balance Sheet. This Securitization Program utilized Kellogg Funding Company (Kellogg Funding), a wholly-owned subsidiary of the Company. Kellogg Funding's sole business consisted of the purchase of receivables, from its parent or other subsidiary and subsequent transfer of such receivables and related assets to financial institutions. Although Kellogg Funding is included in the Company's consolidated financial statements, it is a separate legal entity with separate creditors who will be entitled, upon its liquidation, to be satisfied out of Kellogg Funding assets prior to any assets or value in Kellogg Funding becoming available to the Company or its subsidiaries. The assets of Kellogg Funding are not available to pay creditors of the Company or its subsidiaries. The Securitization Program was structured to expire in July 2018, but was terminated at the end of 2017. In March 2018 the Company substantially replaced the securitization program with the second monetization program. Kellogg Funding had no creditors and held no assets at December 29, 2018.
As of December 30, 2017, approximately $433 million of accounts receivable sold to Kellogg Funding under the Securitization Program remained outstanding, for which the Company received net cash proceeds of approximately $412 million and a deferred purchase price asset of approximately $21 million. The portion of the purchase price for the receivables which is not paid in cash by the financial institutions is a deferred purchase price asset, which is paid to Kellogg Funding as payments on the receivables are collected from customers. The deferred purchase price asset represents a beneficial interest in the transferred financial assets and is recognized at fair value as part of the sale transaction. The deferred purchase price asset is included in Other current assets on the Consolidated Balance Sheet as of December 30, 2017. Upon final settlement of the program in March 2018, the outstanding deferred purchase price asset of $21 million was exchanged for previously sold trade accounts receivable.
The recorded net loss on sale of receivables is approximately $7 million for the year ended December 30, 2017 and is not material for year ended December 31, 2016. The recorded net loss on sale of receivables is included in Other income and expense.
Other programs
Additionally, from time to time certain of the Company's foreign subsidiaries will transfer, without recourse, accounts receivable balances of certain customers to financial institutions. These transactions are accounted for as sales of the receivables resulting in the receivables being de-recognized from the Consolidated Balance Sheet. Accounts receivable sold of $93$66 million and $86$55 million remained outstanding under these programs as of December 29, 2018January 1, 2022 and December 30, 2017,January 2, 2021, respectively. The proceeds from these sales of receivables are included in cash from operating activities in the Consolidated Statement of Cash Flows. The recorded net loss on the sale of these receivables is included in Other income and expenseOIE and is not material.
NOTE 3
ACQUISITIONS, WEST AFRICADIVESTITURES AND INVESTMENTS GOODWILL AND OTHER INTANGIBLE ASSETSIN UNCONSOLIDATED ENTITIES
Multipro acquisitionDivestiture
On May 2, 2018,July 28, 2019, the Company (i) acquired an incremental 1% ownership interestcompleted its sale of selected cookies, fruit and fruit-flavored snacks, pie crusts, and ice cream cones businesses to Ferrero International S.A. (“Ferrero”) for approximately $1.3 billion in Multipro,cash, subject to a leading distributorworking capital adjustment mechanism. Both the total assets and net assets of the businesses were approximately $1.3 billion, resulting in a net pre-tax gain of $38 million during the year ended December 28, 2019, recorded in OIE, after including related costs to sell of $14 million. Additionally, the Company recognized curtailment gains related to the divestiture totaling $17 million in our U.S. pension and nonpension postretirement plans. During 2020 the working capital adjustment was finalized, resulting in a reduction of the sale proceeds and recognition of a varietypre-tax expense in OIE of food products$4 million. The operating results for these businesses were primarily included in Nigeria and Ghana, and (ii) exercised its call option (Purchase Option)the North America reporting segment prior to acquirethe sale.
Proceeds from the divestiture were used primarily to redeem $1.0 billion of debt during the third quarter of 2019. Additionally, the Company paid approximately $255 million of cash taxes on the divestiture in the fourth quarter of 2019.
In connection with the sale, the Company entered into a transition services agreement (TSA) with Ferrero, under which the Company will provide certain services to Ferrero to help facilitate an orderly transition of the businesses following the sale. In return for these services, Ferrero is required to pay certain agreed upon fees that are designed to reimburse the Company for certain costs incurred by the Company in providing such services, plus specified immaterial margins. The TSA was completed in the first quarter of 2021.
Investment in unconsolidated entities
The Company holds a 50% ownership interest in Tolaram Africa Foods, PTE LTD (TAF), a holding company with a 49% equity interest in an affiliatedDufil Prima Foods, Plc, a food manufacturer resulting in the Company having a 24.5% interest in the affiliated food manufacturer.West Africa. The aggregate cash consideration paid was approximately $419 million and was funded through cash on hand and short-term borrowings, which was refinanced with long-term borrowings in May 2018. As part of the consideration for the acquisition, an escrow established in connection with the original Multipro investment in 2015, which represented a significant portion of the amount paid for the Company’s initial investment, was released by the Company. The amount paid to exercise the Purchase Option was subject to certain working capital and net debt adjustments based on the actual working capital and net debt existing on the exercise date compared to targeted amounts. These adjustments were finalized during 2018 and resulted in an increase in the purchase price of $1 million.
As a result of the Company’s incremental ownership interest in Multipro and concurrent changes to the shareholders' agreement, the Company now has a 51% controlling interest in and began consolidating Multipro.
Accordingly, the acquisition was accounted for as a business combination and the assets and liabilities of Multipro were included in the December 29, 2018 Consolidated Balance Sheet and the results of its operations have been included in the Consolidated Statement of Income subsequent to the acquisition date. The aggregate of the consideration paid and the fair value of previously held equity interest totaled $626 million, or $617 million net of cash acquired. The Multipro investment was previouslyTAF is accounted for under the equity method of accounting and the Company recorded our share of equity income or loss from Multipro within Earnings (loss) from unconsolidated entities. In connection with the business combination, the Company recognized a one-time, non-cash gain on the disposition of our previously held equity interest in Multipro of $245 million, which is included within Earnings (loss) from unconsolidated entities.
We utilized estimated fair values at the acquisition date to allocate the total consideration exchanged to the net tangible and intangible assets acquired and liabilities assumed.
The acquisition resulted in $616 million of non-tax deductible goodwill relating principally to planned growth in new markets, deferred taxes associated with intangible assets, and any intangible assets that did not qualify for separate recognition. We used the excess earnings method, a variation of the income approach, to value a perpetual distribution agreement indefinite lived intangible asset. We also valued customer relationships, using either the excess earnings method or with-and-without method, which is also a variation of the income approach. Some of the more significant assumptions inherent in developing the valuations included the estimated annual net cash flows for each indefinite-lived or definite-lived intangible asset (including net sales, cost of products sold, selling and marketing costs, and working capital/contributory asset charges), the discount rate that appropriately reflects the risk inherent in each future cash flow stream, the assessment of each asset’s life cycle, and competitive trends, as well as other factors. We determined the assumptions used in the financial forecasts using historical data, supplemented by current and anticipated market conditions, estimated product category growth rates, management plans, and market comparables.
We used carrying values as of the acquisition date to value certain current and non-current assets and liabilities, as we determined that they represented the fair value of those items at the acquisition date. Deferred income tax assets and liabilities as of the acquisition date represented the expected future tax consequences of temporary differences between the fair values of the assets acquired and liabilities assumed and their tax bases. We estimated the fair value of non-controlling interests assumed consistent with the manner in which we valuedcomprises substantially all of the underlying assets and liabilities.
The assets and liabilities are includedinvestment in unconsolidated entities balance on the Consolidated Balance Sheet as of December 29, 2018 within the Asia-Pacific reporting segment. Sheet. TAF, and other entities affiliated with TAF, are suppliers to Multipro, a consolidated subsidiary in West Africa.The fair value of the acquired assets, assumed liabilities, and noncontrolling interest include the following:
|
| | | | | |
| (millions) | | | May 2, 2018 |
| Current assets | | | $ | 118 |
|
| Property | | | 41 |
|
| Goodwill | | | 616 |
|
| Intangible assets subject to amortization, primarily customer relationships | | | 425 |
|
| Intangible assets not subject to amortization, primarily distribution rights | | | 373 |
|
| Deferred tax liability | | | (254 | ) |
| Other liabilities | | | (150 | ) |
| Noncontrolling interest | | | (552 | ) |
| | | | $ | 617 |
|
The amounts in the above table represent the final allocation of purchase price as of December 29, 2018. During 2018, deferred tax liabilities were decreased by $2related trade payables are generally settled on a monthly basis.These suppliers' net sales, totaling $721 million and other liabilities were increased by $2 million in conjunction with an updated allocation of the purchase price.
Multipro contributed net sales of $536 million and net earnings of $8 million since the acquisition, including transaction fees and integration costs. The Company's consolidated unaudited pro forma historical net sales and net income, as if Multipro had been acquired at the beginning of 2017, exclusive of the non-cash $245 million gain on the disposition of the equity interest recognized in the second quarter of 2018, are estimated as follows:
|
| | | | | | |
| | Year-to-date period ended |
| (millions) | December 29, 2018 | December 30, 2017 |
| Net sales | $ | 13,829 |
| $ | 13,511 |
|
| Net Income attributable to Kellogg Company | $ | 1,336 |
| $ | 1,255 |
|
Investment in TAF
The investment in TAF, our interest in an affiliated food manufacturer, is accounted for under the equity method of accounting with the Company’s share of equity income or loss being recognized within Earnings (loss) from unconsolidated entities. The $458 million aggregate of the consideration paid upon exercise and the historical cost value of the Put Option was compared to the estimated fair value of the Company’s ownership percentage of TAF and the Company recognized a one-time, non-cash loss of $45 million within Earnings (loss) from unconsolidated entities, which represents an other than temporary excess of cost over fair value of the investment. The difference between the carrying amount of TAF and the underlying equity in net assets is primarily attributable to brand and customer list intangible assets, a portion of which is being amortized over future periods, and goodwill.
RX acquisition
In October 2017, the Company completed its acquisition of Chicago Bar Co., LLC, the manufacturer of RXBAR, for $600 million, or $596 million net of cash and cash equivalents. The purchase price was subject to certain working capital and net debt adjustments based on the actual working capital and net debt existing on the acquisition date compared to targeted amounts. These adjustments were finalized during 2018 and resulted in a purchase price reduction of $1 million. The acquisition was accounted for under the purchase price method and was financed with short-term borrowings.
For the post-acquisition period ended December 30, 2017, the acquisition added $27 million in net sales and less than $1 million of operating profit in the Company's North America Other reporting segment. The pro forma effects of this acquisition were not material.
The assets and liabilities are included in the Consolidated Balance Sheet as of December 29, 2018 within the North America Other reporting segment. The acquired assets and assumed liabilities include the following:
|
| | | | | |
| (millions) | | | October 27, 2017 |
| Current assets | | | $ | 42 |
|
| Goodwill | | | 373 |
|
| Intangible assets, primarily indefinite-lived brands | | | 203 |
|
| Current liabilities | | | (23 | ) |
| | | | $ | 595 |
|
The amounts in the above table represent the final allocation of purchase price as of December 29, 2018, which resulted in a $2 million increase in amortizable intangible assets with a corresponding reduction of goodwill during 2018.
Parati acquisition
In December 2016, the Company acquired Ritmo Investimentos, controlling shareholder of Parati S/A, Afical Ltda and Padua Ltda ("Parati Group"), a leading Brazilian food group for approximately BRL1.38 billion ($381 million) or $379 million, net of cash and cash equivalents. The purchase price was subject to certain working capital and net debt adjustments based on the actual working capital and net debt existing on the acquisition date compared to targeted amounts. These adjustments were finalized during 2017 and resulted in a purchase price reduction of BRL14 million ($4 million). The acquisition was accounted for under the purchase price method and was financed with cash on hand and short-term borrowings.
For the post-acquisition period ended December 31, 2016, the impacts to net sales and operating profit were not material. The pro forma effects of this acquisition were not material.
The assets and liabilities of the Parati Group are included in the Consolidated Balance Sheet as of December 30, 2017 within the Latin America segment. The acquired assets and assumed liabilities include the following:
|
| | | | | |
| (millions) | | | December 1, 2016 |
| Current assets | | | $ | 44 |
|
| Property | | | 72 |
|
| Goodwill | | | 165 |
|
| Intangible assets | | | 148 |
|
| Current liabilities | | | (48 | ) |
| Non-current deferred tax liability and other | | | (6 | ) |
| | | | $ | 375 |
|
During the year ended December 30, 2017, the value of intangible assets subject to amortization increased $39 million, resulting in an immaterial change to amortization expense, and intangible assets not subject to amortization decreased $11 million with an offsetting $28 million adjustment to goodwill in conjunction with an updated allocation of the purchase price. The Company also recognized $7$586 million for certain pre-acquisition contingencies which increased goodwill during 2017the years ended January 1, 2022 and are considered to be probableJanuary 2, 2021, respectively, consist primarily of being incurred as of December 29, 2018 and December 30, 2017.inventory purchases by Multipro.
A portion of the acquisition price aggregating $67 million was placed in escrow in favor of the seller for general representations and warranties, as well as pending resolution of specified contingencies arising from the business prior to the acquisition. As of December 29, 2018, approximately $17 million remained in escrow related to specified contingencies, of which approximately $4 million and $1 million is scheduled to be released in 2019 and 2020, respectively. The remaining balance will be released only upon resolution of the related contingency.
During 2017, the Company finalized plans to merge the acquired and pre-existing Brazilian legal entities, which resulted in tax basis of the acquired intangible assets. Accordingly, deferred tax liabilities and goodwill were both reduced by $58 million.
The amounts in the above table represent the allocation of purchase price as of December 30, 2017 and represent the finalization of the valuations for intangible assets and the Company's evaluation of pre-acquisition contingencies and finalization of the merger.
Other acquisitions
In September 2016, the Company acquired a majority ownership interest in a natural, bio-organic certified breakfast company for €3 million, which was accounted for under the purchase method and financed with cash on hand. The assets, which primarily consist of indefinite lived intangible assets and goodwill, and liabilities, including non-controlling interests, are included in the Consolidated Balance Sheet as of December 30, 2017 and December 29, 2018 within the Europe segment.NOTE 4
GOODWILL AND OTHER INTANGIBLE ASSETS
In March 2016, the Company completed the acquisition of an organic and natural snack company for $18 million, which was accounted for under the purchase method and financed with cash on hand. The assets, which primarily consist of indefinite lived brands, and liabilities are included in the Consolidated Balance Sheet as of December 30, 2017 and December 29, 2018 within the North America Other segment.
Goodwill and Intangible Assets
Changes in the carrying amount of goodwill, intangible assets subject to amortization, consisting primarily of customer relationships, distribution agreements, and indefinite-lived intangible assets, consisting of brands and distribution agreements, are presented in the following tables:
Carrying amount of goodwill
| | | | | | | | | | | | | | | | | |
| (millions) | North
America | Europe | Latin
America | AMEA | Consolidated |
| December 28, 2019 | $ | 4,422 | | $ | 347 | | $ | 213 | | $ | 879 | | $ | 5,861 | |
| | | | | |
| | | | | |
| | | | | |
| Currency translation adjustment | 1 | | 20 | | (33) | | (50) | | (62) | |
| January 2, 2021 | $ | 4,423 | | $ | 367 | | $ | 180 | | $ | 829 | | $ | 5,799 | |
| | | | | |
| | | | | |
| Acquisition | — | | — | | — | | 33 | | 33 | |
| Currency translation adjustment | — | | (17) | | (9) | | (35) | | (61) | |
| January 1, 2022 | $ | 4,423 | | $ | 350 | | $ | 171 | | $ | 827 | | $ | 5,771 | |
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| (millions) | U.S. Snacks | U.S. Morning Foods | U.S. Specialty Channels | North America Other | Europe | Latin America | Asia Pacific | Consoli- dated |
| December 31, 2016 | $ | 3,568 |
| $ | 131 |
| $ | 82 |
| $ | 457 |
| $ | 376 |
| $ | 328 |
| $ | 224 |
| $ | 5,166 |
|
| Additions | — |
| — |
| — |
| 375 |
| — |
| — |
| — |
| 375 |
|
| Purchase price allocation adjustment | — |
| — |
| — |
| — |
| — |
| (79 | ) | — |
| (79 | ) |
| Purchase price adjustment | — |
| — |
| — |
| — |
| — |
| (4 | ) | — |
| (4 | ) |
| Currency translation adjustment | — |
| — |
| — |
| 4 |
| 38 |
| (1 | ) | 5 |
| 46 |
|
| December 30, 2017 | $ | 3,568 |
| $ | 131 |
| $ | 82 |
| $ | 836 |
| $ | 414 |
| $ | 244 |
| $ | 229 |
| $ | 5,504 |
|
| Additions | — |
| — |
| — |
| — |
| — |
| — |
| 616 |
| 616 |
|
| Purchase price allocation adjustment | — |
| — |
| — |
| (2 | ) | — |
| — |
| — |
| (2 | ) |
| Purchase price adjustment | — |
| — |
| — |
| — |
| — |
| — |
| — |
| — |
|
| Currency translation adjustment | — |
| — |
| — |
| (4 | ) | (22 | ) | (26 | ) | (16 | ) | (68 | ) |
| December 29, 2018 | $ | 3,568 |
| $ | 131 |
| $ | 82 |
| $ | 830 |
| $ | 392 |
| $ | 218 |
| $ | 829 |
| $ | 6,050 |
|
Intangible assets subject to amortization
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| Gross carrying amount | | | | | | | | |
| (millions) | U.S. Snacks | U.S. Morning Foods | U.S. Specialty Channels | North America Other | Europe | Latin America | Asia Pacific | Consoli- dated |
| December 31, 2016 | $ | 42 |
| $ | 8 |
| $ | — |
| $ | 5 |
| $ | 40 |
| $ | 36 |
| $ | 10 |
| $ | 141 |
|
| Additions | — |
| — |
| — |
| 17 |
| — |
| — |
| — |
| 17 |
|
| Purchase price allocation adjustment | — |
| — |
| — |
| — |
| — |
| 39 |
| — |
| 39 |
|
| Currency translation adjustment | — |
| — |
| — |
| — |
| 5 |
| (1 | ) | — |
| 4 |
|
| December 30, 2017 | $ | 42 |
| $ | 8 |
| $ | — |
| $ | 22 |
| $ | 45 |
| $ | 74 |
| $ | 10 |
| $ | 201 |
|
| Additions | — |
| — |
| — |
| — |
| — |
| — |
| 425 |
| 425 |
|
| Purchase price allocation adjustment | — |
| — |
| — |
| 2 |
| — |
| — |
| — |
| 2 |
|
| Currency translation adjustment | — |
| — |
| — |
| — |
| (2 | ) | (11 | ) | (7 | ) | (20 | ) |
| December 29, 2018 | $ | 42 |
| $ | 8 |
| $ | — |
| $ | 24 |
| $ | 43 |
| $ | 63 |
| $ | 428 |
| $ | 608 |
|
| | | | | | | | | |
| Accumulated Amortization | | | | | | | | |
| December 31, 2016 | $ | 19 |
| $ | 8 |
| $ | — |
| $ | 4 |
| $ | 14 |
| $ | 6 |
| $ | 3 |
| $ | 54 |
|
| Amortization | 3 |
| — |
| — |
| 1 |
| 3 |
| 4 |
| 1 |
| 12 |
|
| Currency translation adjustment | — |
| — |
| — |
| — |
| 1 |
| — |
| — |
| 1 |
|
| December 30, 2017 | $ | 22 |
| $ | 8 |
| $ | — |
| $ | 5 |
| $ | 18 |
| $ | 10 |
| $ | 4 |
| $ | 67 |
|
| Amortization (a) | 3 |
| — |
| — |
| 1 |
| 3 |
| 4 |
| 12 |
| 23 |
|
| Currency translation adjustment | — |
| — |
| — |
| — |
| (1 | ) | (2 | ) | — |
| (3 | ) |
| December 29, 2018 | $ | 25 |
| $ | 8 |
| $ | — |
| $ | 6 |
| $ | 20 |
| $ | 12 |
| $ | 16 |
| $ | 87 |
|
| | | | | | | | | |
| Intangible assets subject to amortization, net |
| December 31, 2016 | $ | 23 |
| $ | — |
| $ | — |
| $ | 1 |
| $ | 26 |
| $ | 30 |
| $ | 7 |
| $ | 87 |
|
| Additions | — |
| — |
| — |
| 17 |
| — |
| — |
| — |
| 17 |
|
| Amortization | (3 | ) | — |
| — |
| (1 | ) | (3 | ) | (4 | ) | (1 | ) | (12 | ) |
| Purchase price allocation adjustment | — |
| — |
| — |
| — |
| — |
| 39 |
| — |
| 39 |
|
| Currency translation adjustment | — |
| — |
| — |
| — |
| 4 |
| (1 | ) | — |
| 3 |
|
| December 30, 2017 | $ | 20 |
| $ | — |
| $ | — |
| $ | 17 |
| $ | 27 |
| $ | 64 |
| $ | 6 |
| $ | 134 |
|
| Additions | — |
| — |
| — |
| — |
| — |
| — |
| 425 |
| 425 |
|
| Amortization | (3 | ) | — |
| — |
| (1 | ) | (3 | ) | (4 | ) | (12 | ) | (23 | ) |
| Purchase price allocation adjustment | — |
| — |
| — |
| 2 |
| — |
| — |
| — |
| 2 |
|
| Currency translation adjustment | — |
| — |
| — |
| — |
| (1 | ) | (9 | ) | (7 | ) | (17 | ) |
| December 29, 2018 | $ | 17 |
| $ | — |
| $ | — |
| $ | 18 |
| $ | 23 |
| $ | 51 |
| $ | 412 |
| $ | 521 |
|
| | | | | | | | | | | | | | | | | | | | | | | |
| 2021 | | 2020 |
| (millions) | Gross Amount | Accumulated Amortization | Net Amount | | Gross Amount | Accumulated Amortization | Net Amount |
| Intangibles subject to amortization (a) | $ | 521 | | $ | (143) | | $ | 378 | | | $ | 544 | | $ | (121) | | $ | 423 | |
| Intangibles not subject to amortization | $ | 2,031 | | $ | — | | $ | 2,031 | | | $ | 2,068 | | $ | — | | $ | 2,068 | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
| | | | | | | |
(a) The currently estimated aggregate amortization expense for each of the next five succeeding fiscal periods is approximately $27$26 million per year through 2023.2026.
The change in intangible asset values presented in the table above include the impact of foreign currency translation adjustments.
Intangible assets not subject to amortization
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| (millions) | U.S. Snacks | U.S. Morning Foods | U.S. Specialty Channels | North America Other | Europe | Latin America | Asia Pacific | Consoli- dated |
December 31, 2016
| $ | 1,625 |
| $ | — |
| $ | — |
| $ | 176 |
| $ | 383 |
| $ | 98 |
| $ | — |
| $ | 2,282 |
|
| Additions | — |
| — |
| — |
| 184 |
| — |
| — |
| — |
| 184 |
|
| Purchase price allocation adjustment | — |
| — |
| — |
| — |
| — |
| (11 | ) | — |
| (11 | ) |
| Currency translation adjustment | — |
| — |
| — |
| — |
| 51 |
| (1 | ) | — |
| 50 |
|
December 30, 2017
| $ | 1,625 |
| $ | — |
| $ | — |
| $ | 360 |
| $ | 434 |
| $ | 86 |
| $ | — |
| $ | 2,505 |
|
| Additions | — |
| — |
| — |
| — |
| — |
| — |
| 373 |
| 373 |
|
| Purchase price allocation adjustment | — |
| — |
| — |
| — |
| — |
| — |
| — |
| — |
|
| Currency translation adjustment | — |
| — |
| — |
| — |
| (19 | ) | (13 | ) | (6 | ) | (38 | ) |
| December 29, 2018 | $ | 1,625 |
| $ | — |
| $ | — |
| $ | 360 |
| $ | 415 |
| $ | 73 |
| $ | 367 |
| $ | 2,840 |
|
Annual Impairment Testingimpairment testing
At December 29, 2018,January 1, 2022, goodwill and other intangible assets amounted to $9.4$8.2 billion, consisting primarily of goodwill and brands associated with the 2001 acquisition of Keebler Foods Company and the 2012 acquisition of Pringles.brands. Within this total, approximately $2.8$2.0 billion of non-goodwill intangible assets were classified as indefinite-lived, including $1.7 billion related to trademarks, comprised principally of KeeblerPringles and Pringlescracker-related trademarks. The majority of theseall goodwill and other intangible assets are recorded in our U.S. SnacksNorth America reporting unit. The Company currently believes the fair value of goodwill and other intangible assets exceeds their carrying value and that those intangibles so classified will contribute indefinitely to cash flows. The percentageCompany's impairment testing performed through the fourth quarter of excess2021 consisted of qualitative testing for all reporting unit goodwill and all indefinite-lived intangible assets, except for one brand, for which quantitative testing was performed. No heightened risk of impairment of individual intangible assets or reporting units was identified.
The Company has $184 million at January 1, 2022 related to one brand in the North America operating segment that primarily relates to snack category products. In performing the quantitative test of this brand, fair value over carrying valuewas determined using a relief from royalty valuation method that includes estimates, and significant assumptions, of the U.S. Snacks reporting unit was approximately 62%future cash flows to be generated from that asset based on estimates of future sales, royalty rate and 57% in 2018 and 2017, respectively.
Additionally,discount rate consistent with rates used by market participants. The Company determined the Company has $207 million of goodwill related to the Kashi reporting unit, which was primarily a result of establishing Kashi as a separate operating segment in 2015, which required an allocation of goodwill from our U.S. Snacks operating segment. The 2018 fair value of this brand exceeds its carrying value and no heightened risk of impairment exists for the Kashiasset.
In the fourth quarter of 2020 management finalized a decision to reorganize part of its North America operating segment, including the RX reporting unit, was estimated primarily based on a multipleeffective at the beginning of net sales and discounted cash flows.fiscal 2021. The percentage of excess over fair value was approximately 12% and 9%, in 2018 and 2017, respectively, usingreorganization further integrated the same methodology on a year-on-year basis.
The Company also has $616 million and $798 million of goodwill and other intangible assets, respectively, related to our Multipro operating segment as a resultRX business with the rest of the acquisition of thisNorth American business in May 2018. Consistent with expectations givenand changed internal reporting provided to the recent acquisition, the 2018 fair value approximates carrying value for both goodwill and the indefinitely lived assets.
NOTE 4
INVESTMENTS IN UNCONSOLIDATED ENTITIES
On May 2, 2018, the Company (i) acquired an incremental 1% ownership interest in Multipro, a leading distributor of a variety of food products in Nigeria and Ghana, and (ii) exercised its call option (Purchase Option) to acquire a 50% interest in Tolaram Africa Foods, PTE LTD (TAF), a holding company with a 49% equity interest in an affiliated food manufacturer, resulting in the Company having a 24.5% interest in the affiliated food manufacturer.
segment manager.As a result of the Company's incremental ownership interest in Multipro and concurrentthese changes, to the shareholders' agreement, the Company now has a 51% controlling interest inre-evaluated its North American reporting units and began consolidating Multipro. Accordingly,determined that effective at the acquisitionbeginning of fiscal 2021, the RX reporting unit was accountedcombined with the North America reporting unit.The Company evaluated the related impacted reporting units for as a business combination and the assets and liabilities of Multipro were included in the June 30, 2018 Consolidated Balance Sheet and the results of its operations have been included in the Consolidated Statement of Income subsequent to the acquisition date.
TAF and other unconsolidated entities of the Company are suppliers of Multipro. The related trade payables are generally settledimpairment on a monthly basis. TAF’s net sales consistbefore and after basis and concluded that the fair values of inventory purchases by Multipro. Multipro’s cost of goods sold primarily consists of inventory purchases from TAF and other unconsolidated entities of the Company. each reporting unit exceeded their carrying values.
See discussion regarding the Multipro acquisition and Investment in TAF, in Note 3.
Summarized combined financial information for the Company’s investments in unconsolidated entities is as follows (on a 100% basis, excluding amortization and before the elimination of intercompany accounts):
|
| | | | | | | | | |
| Statement of Operations | | | |
| (millions) | 2018 | 2017 | 2016 |
| Net sales (a): | |
| |
| TAF | $ | 350 |
| $ | — |
| $ | — |
|
| Multipro | 281 |
| 754 |
| 662 |
|
| Others | 81 |
| 55 |
| 46 |
|
| Total net sales | $ | 712 |
| $ | 809 |
| $ | 708 |
|
| Gross profit (a): | |
| |
| TAF | $ | 70 |
| $ | — |
| $ | — |
|
| Multipro | 30 |
| 86 |
| 71 |
|
| Others | 12 |
| 14 |
| 10 |
|
| Total gross profit | $ | 112 |
| $ | 100 |
| $ | 81 |
|
| Income before income taxes (a) | 16 |
| 43 |
| 28 |
|
| Net income (a) | 9 |
| 25 |
| 15 |
|
| Balance sheets | December 29, 2018 | December 30,
2017 | |
| Current assets | $ | 312 |
| $ | 155 |
| |
| Non-current assets | 213 |
| 139 |
| |
| Current liabilities | (233 | ) | (181 | ) | |
| Non-current liabilities | (167 | ) | (37 | ) | |
(a) 2018 includes four months of results for Multipro and seven months of results for TAF.
NOTE 5
RESTRUCTURING AND COST REDUCTION ACTIVITIESPROGRAMS
The Company views its restructuring and cost reduction activitiesprograms as part of its operating principles to provide greater visibility in achieving its long-term profit growth targets. Initiatives undertaken are currently expected to recover cash implementation costs within a 3 to 5-year period ofsubsequent to completion. Upon completionCompletion (or as each major stage is completed in the case of multi-year programs), is when the project begins to deliver cash savings and/or reduced depreciation.
During 2021, the Company announced a reconfiguration of the North America reportable segment supply chain network, designed to drive increased productivity. The project is expected to be substantially completed by early 2024, with related productivity improvements commencing in 2023. The overall project is expected to result in cumulative pretax charges of approximately $45 million, which include employee-related costs of $4 million, other cash costs of $21 million and non-cash costs, primarily consisting of accelerated depreciation and asset write-off's, of $20 million. Charges incurred related to this restructuring program were approximately $5 million during 2021. These charges primarily related to severance costs, and were recorded in COGS.
During 2019, the Company announced a reorganization plan for its European reportable segment designed to simplify the organization, increase organizational efficiency, and enhance key processes. The project was substantially completed as of the end of fiscal year 2020. Total projects
charges and cash costs were in line with expectations. The Company recorded $143total net charges of $(1) million of costs in 2018 associated2020, with cost reduction initiatives. The charges were comprised of $99$7 million being recorded in Cost of Goods Sold (COGS), $74 million recorded in Selling, General, Administrative (SG&A) expense and $(30) million recorded in Other (Income) Expense, net (OIE).
The Company recorded $263 million of costs in 2017 associated with all cost reduction initiatives. The charges were comprised of $115 million expense being recorded in COGS, a $296 million expense recorded in SGA expense and a $(148)($8) million gain recorded in OIE.
During 2016, the The Company recorded $325total net charges of $38 million of charges associatedin 2019, with all cost reduction initiatives. The charges were comprised of $172$43 million expense being recorded in COGS, a $152 million expense recorded in SGA expense and a $1($5) million loss recorded in OIE. The project resulted in cumulative pretax net charges of approximately $37 million, including certain non-cash credits. Total cash costs were approximately $50 million. The total charges include severance and other termination benefits and charges related to relocation, pension curtailment gains, third party legal and consulting fees, and contract termination costs.
Also during 2019, the Company announced a reorganization plan which primarily impacted the North America reportable segment, designed to simplify the organization that supports the remaining North America reportable segment after the divestiture and related transition. The project was substantially completed as of the end of fiscal year 2020. Total charges and cash costs were in line with expectations. The Company recorded total charges of $2 million and $21 million related to this initiative during 2020 and 2019, respectively. These charges were recorded in SGA expense. The project has resulted in cumulative pretax charges of approximately $23 million. Total charges include severance and other termination benefits and charges related to third party consulting fees.
In addition to the projects discussed above, during 2021 and 2020 the Company incurred restructuring costs in each of its reportable segments related to various reorganization and simplification initiatives and supply chain optimization projects. The Company recorded total charges of $22 million related to these initiatives during 2021, including $13 million in COGS and $9 million in SGA expense. The Company recorded total charges of $28 million related to these initiatives during 2020, including $6 million in COGS and $22 million in SGA expense. These costs primarily relate to severance and other termination benefits.
Project K
Project K is expected to continue generating a significant amount of savings that may be invested in key strategic areas of focus for the business or utilized to achieve our growth initiatives.
Since inception, Project K has reduced the Company’s cost structure, and is expected to provide enduring benefits, including an optimized supply chain infrastructure, an efficient global business services model, a global focus on categories, increased agility from a more efficient organization design, and improved effectiveness in go-to-market models. These benefits are intended to strengthen existing businesses in core markets, increase growth in developing and emerging markets, and drive an increased level of value-added innovation.
As of the end of 2018,2019, the Company has approvedcompleted implementation of all remaining Project K initiatives and implementation of these remaining initiatives will be completed in 2019. Projectinitiatives. Total project charges, after-tax cash costs and annual savings remaindelivered by Project K were in line with expectations.
The Company currently anticipates that thetotal program will resultresulted in total pre-tax charges, once all phases are implemented, of approximately $1.6 billion, with after-tax cash costs, including incremental capital expenditures, estimated to beof approximately $1.2 billion. Based on current estimates and actual charges incurred to date, the Company expects the totalTotal project charges will consist of asset-related costs of approximately $500 million which consists primarily of asset impairments, accelerated depreciation and other exit-related costs; employee-related costs of approximately $400 million which includes severance, pension and other termination benefits; and other costs of approximately $700 million which consists primarily of charges related to the design and implementation of global business capabilities and a more efficient go-to-market model.
The Company currently expects that totalTotal pre-tax charges related to Project K will impactimpacted reportable segments as follows: U.S. Morning Foods (approximately 17%), U.S. Snacks (approximately 31%), U.S. Specialty Channels (approximately 1%), North America Other (approximately 16%65%), Europe (approximately 22%21%), Latin America (approximately 3%4%), Asia-PacificAMEA (approximately 6%), and Corporate (approximately 4%).
Since inception of Project K, the
The Company has recognized charges of $1,520$1,574 million that have been attributed to the program. TheProject K, with the charges were comprised of $6 million being recorded as a reduction of revenue, $893$928 million being recorded in COGS, $788$807 million recorded in SGA expense and $(167) million recorded in OIE.
Other projects
The Company implemented a global zero-based budgeting (ZBB) program that has delivered annual savings. The Company completed implementation of the ZBB program in 2017. Final project charges, after-tax cash costs and annual savings remain in line with expectations.
In support of the ZBB initiative, the Company incurred pre-tax charges of approximately $3 million and $25 million for the years ended December 30, 2017 and December 31, 2016, respectively. Total charges of $40 million were recognized related to implementation of the ZBB program.
programs
The tables below provide the details for the charges incurred during 2018, 20172021, 2020 and 20162019 and program costs to date for all programs currently active as of December 29, 2018.January 1, 2022.
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | | | Program costs to date |
| (millions) | | 2021 | | 2020 | | 2019 | | January 1, 2022 |
| Employee related costs | | $ | 10 | | | $ | 29 | | | $ | 49 | | | $ | 23 | |
| Pension curtailment (gain) loss, net | | — | | | (8) | | | (5) | | | — | |
| Asset related costs | | 10 | | | 2 | | | 21 | | | 12 | |
| | | | | | | | |
| Other costs | | 7 | | | 6 | | | 48 | | | 1 | |
| Total | | $ | 27 | | | $ | 29 | | | $ | 113 | | | $ | 36 | |
| | | | | | | | |
| | | | | | | | Program costs to date |
| (millions) | | 2021 | | 2020 | | 2019 | | January 1, 2022 |
| North America | | $ | 19 | | | $ | 8 | | | $ | 50 | | | $ | 17 | |
| Europe | | (1) | | | 3 | | | 47 | | | 5 | |
| Latin America | | 4 | | | 5 | | | 15 | | | 9 | |
| AMEA | | — | | | 12 | | | 3 | | | — | |
| Corporate | | 5 | | | 1 | | | (2) | | | 5 | |
| Total | | $ | 27 | | | $ | 29 | | | $ | 113 | | | $ | 36 | |
During 2021, the Company recorded total charges of $27 million across all restructuring programs. The charges were comprised of $18 million recorded in COGS and $9 million recorded in SGA expense. |
| | | | | | | | | | | | | | | | |
| | | | | | | | | Program costs to date |
| (millions) | | 2018 | | 2017 | | 2016 | | December 29, 2018 |
| Employee related costs | | $ | 63 |
| | $ | 177 |
| | $ | 108 |
| | $ | 597 |
|
| Pension curtailment (gain) loss, net | | (30 | ) | | (148 | ) | | 1 |
| | (167 | ) |
| Asset related costs | | 16 |
| | 77 |
| | 46 |
| | 285 |
|
| Asset impairment | | 14 |
| | — |
| | 50 |
| | 169 |
|
| Other costs | | 80 |
| | 157 |
| | 120 |
| | 636 |
|
| Total | | $ | 143 |
| | $ | 263 |
| | $ | 325 |
| | $ | 1,520 |
|
| | | | | | | | | |
| | | | | | | | Program costs to date |
| (millions) | | 2018 | | 2017 | | 2016 | | December 29, 2018 |
| U.S. Morning Foods | | $ | 50 |
| | $ | 18 |
| | $ | 23 |
| | $ | 301 |
|
| U.S. Snacks | | 28 |
| | 309 |
| | 76 |
| | 531 |
|
| U.S. Specialty Channels | | 4 |
| | 2 |
| | 8 |
| | 25 |
|
| North America Other | | 25 |
| | 16 |
| | 38 |
| | 165 |
|
| Europe | | 3 |
| | 40 |
| | 126 |
| | 333 |
|
| Latin America | | 15 |
| | 9 |
| | 8 |
| | 42 |
|
| Asia Pacific | | 11 |
| | 11 |
| | 7 |
| | 98 |
|
| Corporate | | 7 |
| | (142 | ) | | 39 |
| | 25 |
|
| Total | | $ | 143 |
| | $ | 263 |
| | $ | 325 |
| | $ | 1,520 |
|
During 2019, the Company recorded total charges of $113 million across all restructuring programs. The charges were comprised of $35 million expense being recorded in COGS, a $83 million expense recorded in SGA expense, and $(5) million recorded in OIE.
Employee related costs consisted of severance and pension charges. Pension curtailment (gain) loss consists of curtailment gains or losses that resulted from project initiatives. Asset impairments were recorded for fixed assets that were determined to be impaired and were written down to their estimated fair value. See Note 14 for more information. Asset related costs consist primarily of accelerated depreciation. Other costs incurred consist primarily of lease termination costs as well as third-party incremental costs related to the development and implementation of global business capabilities and a more efficient go-to-market model.
At December 29, 2018January 1, 2022 total project reserves were $104$23 million, related to severance payments and other costs of which a substantial portion will be paid in 2019.2022. The following table provides details for exit cost reserves.
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| (millions) | | Employee
Related
Costs | | Curtailment Gain Loss, net | | | | Asset Related
Costs | | Other
Costs | | Total |
| Liability as of December 28, 2019 | | $ | 37 | | | $ | — | | | | | $ | — | | | $ | 1 | | | $ | 38 | |
| 2020 restructuring charges | | 29 | | | (8) | | | | | 2 | | | 6 | | | 29 | |
| Cash payments | | (38) | | | — | | | | | — | | | (7) | | | (45) | |
| Non-cash charges and other | | — | | | 8 | | | | | (2) | | | — | | | 6 | |
| Liability as of January 2, 2021 | | $ | 28 | | | $ | — | | | | | $ | — | | | $ | — | | | $ | 28 | |
| 2021 restructuring charges | | 10 | | | — | | | | | 10 | | | 7 | | | 27 | |
| Cash payments | | (15) | | | — | | | | | (4) | | | (7) | | | (26) | |
| Non-cash charges and other | | — | | | — | | | | | (6) | | | — | | | (6) | |
| Liability as of January 1, 2022 | | $ | 23 | | | $ | — | | | | | $ | — | | | $ | — | | | $ | 23 | |
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| (millions) | | Employee Related Costs | | Curtailment Gain Loss, net | | Asset Impairment | | Asset Related Costs | | Other Costs | | Total |
Liability as of December 31, 2016
| | $ | 102 |
| | — |
| | $ | — |
| | $ | — |
| | $ | 29 |
| | $ | 131 |
|
| 2017 restructuring charges | | 177 |
| | (148 | ) | | — |
| | 77 |
| | 157 |
| | 263 |
|
| Cash payments | | (182 | ) | | — |
| | — |
| | (34 | ) | | (123 | ) | | (339 | ) |
| Non-cash charges and other | | — |
| | 148 |
| | — |
| | (43 | ) | | — |
| | 105 |
|
| Liability as of December 30, 2017 | | $ | 97 |
| | $ | — |
| | $ | — |
| | $ | — |
| | $ | 63 |
| | $ | 160 |
|
| 2018 restructuring charges | | 63 |
| | (30 | ) | | 14 |
| | 16 |
| | 80 |
| | 143 |
|
| Cash payments | | (67 | ) | | — |
| | — |
| | (9 | ) | | (133 | ) | | (209 | ) |
| Non-cash charges and other | | — |
| | 30 |
| | (14 | ) | | (6 | ) | | — |
| | 10 |
|
| Liability as of December 29, 2018 | | $ | 93 |
| | $ | — |
| | $ | — |
| | $ | 1 |
| | $ | 10 |
| | $ | 104 |
|
NOTE 6
EQUITY
Earnings per share
Basic earnings per share is determined by dividing net income attributable to Kellogg Company by the weighted average number of common shares outstanding during the period. Diluted earnings per share is similarly determined, except that the denominator is increased to include the number of additional common shares that would have been outstanding if all dilutive potential common shares had been issued. Dilutive potential common shares consist principally of employee stock options issued by the Company, restricted stock units, and to a lesser extent, certain contingently issuable performance shares. Basic earnings per share is reconciled to diluted earnings per share in the following table:
|
| | | | | | | | | | | |
| (millions, except per share data) | | Net income attributable to Kellogg Company | | Average shares outstanding | | Earnings per share |
| 2018 | | | | | | |
| Basic | | $ | 1,336 |
| | 347 |
| | $ | 3.85 |
|
| Dilutive potential common shares | | | | 1 |
| | (0.02 | ) |
| Diluted | | $ | 1,336 |
| | 348 |
| | $ | 3.83 |
|
| 2017 | | | | | | |
| Basic | | $ | 1,254 |
| | 348 |
| | $ | 3.61 |
|
| Dilutive potential common shares | | | | 2 |
| | (0.03 | ) |
| Diluted | | $ | 1,254 |
| | 350 |
| | $ | 3.58 |
|
| 2016 | | | | | | |
| Basic | | $ | 699 |
| | 350 |
| | $ | 1.99 |
|
| Dilutive potential common shares | | | | 4 |
| | (0.02 | ) |
| Diluted | | $ | 699 |
| | 354 |
| | $ | 1.97 |
|
The total number of anti-dilutive potential common shares excluded from the reconciliation for each period was (shares in millions): 2018-6.5; 2017-4.9; 2016-2.8.2021-10.6; 2020-7.3; 2019-14.0.
Stock transactions
The Company issues shares to employees and directors under various equity-based compensation and stock purchase programs, as further discussed in Note 9. The number of shares issued during the periods presented was (shares in millions): 2018–8; 2017–7; 2016–7. The Company issued shares totaling less than one million in each of the years presented under Kellogg Direct™, a direct stock purchase and dividend reinvestment plan for U.S. shareholders.
In December 2017,February 2020, the board of directors approved a new authorization to repurchase up to $1.5 billion of the Company's common stock beginning in 2018 through December 2019.2022.
During 2018,2021, the Company repurchased 54 million shares of common stock for a total of $320 million .$240 million. During 2017,2020, the Company didn't repurchase any shares of common stock. During 2019, the Company repurchased 74 million shares of common stock for a total of $516$220 million. During 2016, the Company repurchased 6 million shares of common stock at a total cost of $426 million.
Comprehensive income
Comprehensive income includes net income and all other changes in equity during a period except those resulting from investments by or distributions to shareholders. Other comprehensive income for all years presented consists of foreign currency translation adjustments, fair value adjustments associated with cash flow hedges, and adjustments for net experience gains (losses) and prior service credit (cost)(costs) related to employee benefit plans. For the years ended December 30, 2017plans, and December 31, 2016, the Company modified assumptionsadjustments for a U.S. postemployment benefit plan. As a resultunrealized (gains) losses on available-for-sale securities, net of the U.S. postemployment benefit plan assumption change, a net experience gain was recognized in other comprehensive income with an offsetting reduction in the accumulated postemployment benefit obligation. See Note 10 and Note 11 for further details.related tax effects.
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | |
| 2018 | 2017 | 2016 |
| Pre-tax | Tax (expense) | After-tax | Pre-tax | Tax (expense) | After-tax | Pre-tax | Tax (expense) | After-tax |
| amount | benefit | amount | amount | benefit | amount | amount | benefit | amount |
| Net income |
|
| $ | 1,344 |
|
|
| $ | 1,254 |
|
|
| $ | 700 |
|
| Other comprehensive income: |
|
|
|
|
|
|
|
|
|
|
| Foreign currency translation adjustments | $ | 5 |
| $ | (53 | ) | (48 | ) | $ | (34 | ) | $ | 113 |
| $ | 79 |
| $ | (230 | ) | (24 | ) | (254 | ) |
| Cash flow hedges: |
|
|
|
|
|
|
|
|
|
| Unrealized gain (loss) on cash flow hedges | 3 |
| (1 | ) | 2 |
| — |
| — |
| — |
| (55 | ) | 22 |
| (33 | ) |
| Reclassification to net income | 8 |
| (2 | ) | 6 |
| 9 |
| (3 | ) | 6 |
| 11 |
| (6 | ) | 5 |
|
| Postretirement and postemployment benefits: |
|
|
|
|
|
|
|
|
|
| Amounts arising during the period: |
|
|
|
|
|
|
|
|
|
| Net experience gain (loss) | (8 | ) | 1 |
| (7 | ) | 44 |
| (12 | ) | 32 |
| 25 |
| (9 | ) | 16 |
|
| Prior service credit (cost) | 1 |
| — |
| 1 |
| — |
| — |
| — |
| (4 | ) | 2 |
| (2 | ) |
| Reclassification to net income: |
|
|
|
|
|
|
|
|
|
| Net experience (gain) loss | (5 | ) | 1 |
| (4 | ) | — |
| — |
| — |
| 3 |
| (1 | ) | 2 |
|
| Prior service (credit) cost | — |
| — |
| — |
| 1 |
| — |
| 1 |
| 5 |
| (1 | ) | 4 |
|
| Venezuela deconsolidation loss | — |
| — |
| — |
| — |
| — |
| — |
| 63 |
| — |
| 63 |
|
| Other comprehensive income (loss) | $ | 4 |
| $ | (54 | ) | $ | (50 | ) | $ | 20 |
| $ | 98 |
| $ | 118 |
| $ | (182 | ) | $ | (17 | ) | $ | (199 | ) |
| Comprehensive income |
|
| $ | 1,294 |
|
|
| $ | 1,372 |
|
|
| $ | 501 |
|
| Net income (loss) attributable to noncontrolling interests |
|
| 8 |
|
|
| — |
|
|
| 1 |
|
| Other comprehensive income (loss) attributable to noncontrolling interests |
|
| (7 | ) |
|
| — |
|
|
| — |
|
| Comprehensive income attributable to Kellogg Company |
|
| $ | 1,293 |
|
|
| $ | 1,372 |
|
|
| $ | 500 |
|
Reclassifications from Accumulated Other Comprehensive Income (AOCI) for the year ended December 29, 2018January 1, 2022, January 2, 2021, and December 30, 2017,28, 2019, consisted of the following: |
| | | | | | | | | | | | | | |
Details about AOCI Components | | Amount reclassified from AOCI | | Line item impacted within Income Statement |
| (millions) | | 2018 | | 2017 | | 2016 | | |
| Gains and losses on cash flow hedges: | | | | | | | | |
| Foreign currency exchange contracts | | $ | — |
| | $ | (1 | ) | | $ | (14 | ) | | COGS |
| Foreign currency exchange contracts | | — |
| | — |
| | (1 | ) | | SGA |
| Interest rate contracts | | 8 |
| | 10 |
| | 13 |
| | Interest expense |
| Commodity contracts | | — |
| | — |
| | 13 |
| | COGS |
| | | $ | 8 |
| | $ | 9 |
| | $ | 11 |
| | Total before tax |
| | | (2 | ) | | (3 | ) | | (6 | ) | | Tax (expense) benefit |
| | | $ | 6 |
| | $ | 6 |
| | $ | 5 |
| | Net of tax |
| Amortization of postretirement and postemployment benefits: | | | | | | | | |
| Net experience loss | | $ | (5 | ) | | $ | — |
| | $ | 3 |
| | OIE |
| Prior service cost | | — |
| | 1 |
| | 5 |
| | OIE |
| | | $ | (5 | ) | | $ | 1 |
| | $ | 8 |
| | Total before tax |
| | | 1 |
| | — |
| | (2 | ) | | Tax (expense) benefit |
| | | $ | (4 | ) | | $ | 1 |
| | $ | 6 |
| | Net of tax |
| | | | | | | | | |
| Venezuela deconsolidation loss | | $ | — |
| | $ | — |
| | $ | 63 |
| | Other (income) expense |
| Total reclassifications | | $ | 2 |
| | $ | 7 |
| | $ | 74 |
| | Net of tax |
| | | | | | | | | | | | | | | | | | | | | | | | | | |
Details about AOCI
Components | | Amount
reclassified
from AOCI | | Line item impacted
within Income
Statement |
| (millions) | | 2021 | | 2020 | | 2019 | | |
| (Gains) and losses on cash flow hedges: | | | | | | | | |
| | | | | | | | |
| | | | | | | | |
| Interest rate contracts | | $ | 22 | | | $ | 14 | | | $ | 4 | | | Interest expense |
| | | | | | | | |
| | $ | 22 | | | $ | 14 | | | $ | 4 | | | Total before tax |
| | | (6) | | | (4) | | | (1) | | | Tax expense (benefit) |
| | | $ | 16 | | | $ | 10 | | | $ | 3 | | | Net of tax |
| Amortization of postretirement and postemployment benefits: | | | | | | | | |
| Net experience (gains) losses | | $ | (2) | | | $ | (3) | | | $ | (5) | | | OIE |
| Prior service (credit) cost | | — | | | (1) | | | (1) | | | OIE |
| | $ | (2) | | | $ | (4) | | | $ | (6) | | | Total before tax |
| | | — | | | 1 | | | 1 | | | Tax expense (benefit) |
| | | $ | (2) | | | $ | (3) | | | $ | (5) | | | Net of tax |
| (Gains) losses on available-for-sale securities | | | | | | | | |
| Corporate bonds | | $ | (2) | | | $ | — | | | $ | (4) | | | OIE |
| | $ | (2) | | | $ | — | | | $ | (4) | | | Total before tax |
| | — | | | — | | | — | | | Tax expense (benefit) |
| | $ | (2) | | | $ | — | | | $ | (4) | | | Net of tax |
| Total reclassifications | | $ | 12 | | | $ | 7 | | | $ | (6) | | | Net of tax |
Accumulated other comprehensive income (loss) as of December 29, 2018January 1, 2022 and December 30, 2017January 2, 2021 consisted of the following:
| | | | | | | | | | | | | | |
| (millions) | | January 1, 2022 | | January 2, 2021 |
| Foreign currency translation adjustments | | $ | (1,681) | | | $ | (1,668) | |
| Cash flow hedges — unrealized net gain (loss) | | (13) | | | (57) | |
| Postretirement and postemployment benefits: | | | | |
| Net experience gain (loss) | | (1) | | | 2 | |
| Prior service credit (cost) | | (26) | | | (12) | |
| Available-for-sale securities unrealized net gain (loss) | | — | | | 3 | |
| Total accumulated other comprehensive income (loss) | | $ | (1,721) | | | $ | (1,732) | |
|
| | | | | | | | |
| (millions) | | December 29, 2018 | | December 30, 2017 |
| Foreign currency translation adjustments | | $ | (1,467 | ) | | $ | (1,426 | ) |
| Cash flow hedges — unrealized net gain (loss) | | (53 | ) | | (61 | ) |
| Postretirement and postemployment benefits: | | | | |
| Net experience gain (loss) | | 23 |
| | 34 |
|
| Prior service credit (cost) | | (3 | ) | | (4 | ) |
| Total accumulated other comprehensive income (loss) | | $ | (1,500 | ) | | $ | (1,457 | ) |
NOTE 7
LEASES AND OTHER COMMITMENTS
The Company’sCompany recorded operating lease costs of $139 million, $135 million and $133 million for the years ended January 1, 2022, January 2, 2021 and December 28, 2019, respectively. Lease related costs associated with variable rent, short-term leases, and sale-leaseback arrangements, as well as sublease income, are each immaterial.
| | | | | | | | | | | | | | | | | | | | |
| (millions) | | Year ended January 1, 2022 | | Year ended January 2, 2021 | | Year ended December 28, 2019 |
| Other information | | | | | | |
| Cash paid for amounts included in the measurement of lease liabilities: | | | | | | |
| Operating cash flows from operating leases | | $ | 138 | | | $ | 141 | | | $ | 134 | |
| Right-of-use assets obtained in exchange for operating lease liabilities | | | | | | |
| New leases | | $ | 60 | | | $ | 144 | | | $ | 164 | |
| Modified leases | | $ | 53 | | | $ | 84 | | | $ | 44 | |
| | | | | | |
| Weighted-average remaining lease term - operating leases | | 8 years | | 8 years | | |
| Weighted-average discount rate - operating leases | | 2.7% | | 2.6% | | |
At January 1, 2022, future maturities of operating leases were as follows:
| | | | | | | | | | |
| (millions) | | Operating
leases | | |
| 2022 | | $ | 127 | | | |
| 2023 | | 112 | | | |
| 2024 | | 96 | | | |
| 2025 | | 87 | | | |
| 2026 | | 66 | | | |
| 2027 and beyond | | 210 | | | |
| Total minimum payments | | $ | 698 | | | |
| Less interest | | (80) | | | |
| Present value of lease liabilities | | $ | 618 | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
Operating lease payments presented in the table above exclude $52 million of minimum lease payments for real-estate leases signed but not yet commenced as of January 1, 2022. The leases are generally for equipment and warehouse space. Rent expense on all operating leases was (in millions): 2018-$133; 2017-$195; 2016-$176. During 2018, 2017 and 2016, the Company entered into less than $1 millionexpected to commence in capital lease agreements.2022.
At December 29, 2018,January 1, 2022, future minimum annual lease commitments under non-cancelable operating leases were as follows:
|
| | | | |
| (millions) | | Operating leases |
| 2019 | | 121 |
|
| 2020 | | 97 |
|
| 2021 | | 73 |
|
| 2022 | | 57 |
|
| 2023 | | 48 |
|
| 2024 and beyond | | 129 |
|
| Total minimum payments | | $ | 525 |
|
At December 29, 2018, future minimum annual lease commitments under non-cancelable capitalfinance leases were immaterial.
The Company has provided various standard indemnifications in agreements to sell and purchase business assets and lease facilities over the past several years, related primarily to pre-existing tax, environmental, and employee benefit obligations. Certain of these indemnifications are limited by agreement in either amount and/or term and others are unlimited. The Company has also provided various “hold harmless” provisions within certain service type agreements. Because the Company is not currently aware of any actual exposures associated with these indemnifications, management is unable to estimate the maximum potential future payments to be made. At December 29, 2018,January 1, 2022, the Company had not recorded any liability related to these indemnifications.
NOTE 8
DEBT
The following table presents the components of notes payable at year end December 29, 2018January 1, 2022 and December 30, 2017:January 2, 2021:
| | | (millions) | | 2018 | | 2017 | (millions) | | 2021 | | 2020 |
| | Principal amount | | Effective interest rate | | Principal amount | | Effective interest rate | | | Principal
amount | | Effective
interest rate | | Principal
amount | | Effective
interest rate |
| U.S. commercial paper | | $ | 15 |
| | 2.75 | % | | $ | 196 |
| | 1.76 | % | U.S. commercial paper | | $ | — | | | — | % | | $ | 25 | | | 0.20 | % |
| Europe commercial paper | | — |
| | — |
| | 96 |
| | (0.32 | ) | |
| | Bank borrowings | | 161 |
| | | | 78 |
| | | Bank borrowings | | 137 | | | 77 | | |
| Total | | $ | 176 |
| | | | $ | 370 |
| | | Total | | $ | 137 | | | | | $ | 102 | | | |
The following table presents the components of subordinated long-term debt at year end December 29, 2018January 1, 2022 and December 30, 2017:January 2, 2021:
|
| | | | | | | | |
| (millions) | | 2018 | | 2017 |
| (a) 4.50% U.S. Dollar Notes due 2046 | | $ | 638 |
| | $ | 637 |
|
| (b) 7.45% U.S. Dollar Debentures due 2031 | | 621 |
| | 620 |
|
| (c) 4.30% U.S. Dollar Notes due 2028 | | 595 |
| | — |
|
| (d) 3.40% U.S. Dollar Notes due 2027 | | 595 |
| | 595 |
|
| (e) 3.25% U.S. Dollar Notes due 2026 | | 731 |
| | 729 |
|
| (f) 1.25% Euro Notes due 2025 | | 693 |
| | 712 |
|
| (g) 1.00% Euro Notes due 2024 | | 697 |
| | 723 |
|
| (h) 2.65% U.S. Dollar Notes due 2023 | | 585 |
| | 589 |
|
| (i) 2.75% U.S. Dollar Notes due 2023 | | 198 |
| | 201 |
|
| (j) 3.125% U.S. Dollar Notes due 2022 | | 351 |
| | 354 |
|
| (k) 0.80% Euro Notes due 2022 | | 684 |
| | 717 |
|
| (l) 1.75% Euro Notes due 2021 | | 570 |
| | 597 |
|
| (m) 3.25% U.S. Notes Dollar Notes due 2021 | | 399 |
| | — |
|
| (n) 4.0% U.S. Dollar Notes due 2020 | | 848 |
| | 847 |
|
| (o) 4.15% U.S. Dollar Notes due 2019 | | 503 |
| | 506 |
|
| (p) 3.25% U.S. Dollar Notes due 2018 | | — |
| | 402 |
|
| | | | | |
| | | | | |
| Other | | 9 |
| | 16 |
|
| | | 8,717 |
| | 8,245 |
|
| Less current maturities | | (510 | ) | | (409 | ) |
| Balance at year end | | $ | 8,207 |
| | $ | 7,836 |
|
| | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 |
| 4.50% $650 million U.S. Dollar Notes due 2046 | | $ | 638 | | | $ | 638 | |
| 7.45% $625 million U.S. Dollar Debentures due 2031 | | 622 | | | 621 | |
| 2.10% $500 million U.S. Dollar Notes due 2030 | | 496 | | | 496 | |
| 0.50% €300 million Euro Notes due 2029 | | 338 | | | — | |
| 4.30% $600 million U.S. Dollar Notes due 2028 | | 592 | | | 596 | |
| 3.40% $600 million U.S. Dollar Notes due 2027 | | 596 | | | 596 | |
| 3.25% $750 million U.S. Dollar Notes due 2026 | | 744 | | | 742 | |
| 1.25% €600 million Euro Notes due 2025 | | 693 | | | 748 | |
| 1.00% €600 million Euro Notes due 2024 | | 695 | | | 756 | |
| 2.65% $600 million U.S. Dollar Notes due 2023 | | 545 | | | 542 | |
| 2.75% $400 million U.S. Dollar Notes due 2023 | | 207 | | | 204 | |
| 0.80% €600 million Euro Notes due 2022 | | 682 | | | 731 | |
| 1.75% €500 million Euro Notes due 2021 | | — | | | 610 | |
| | | | |
| | | | |
| Other | | 126 | | | 93 | |
| | 6,974 | | | 7,373 | |
| Less current maturities | | (712) | | | (627) | |
| Balance at year end | | 6,262 | | | 6,746 | |
| |
(a) | In March 2016, the Company issued $650 million of thirty-year 4.50% U.S. Dollar Notes, using the net proceeds for general corporate purposes, which included repayment of a portion of the Company's 7.45% U.S. Dollar Debentures due 2031 and a portion of its commercial paper borrowings. The effective interest rate on the Debentures, reflecting issuance discount and hedge settlement, was 4.59%. |
| |
(b) | In March 2001, the Company issued long-term debt instruments, primarily to finance the acquisition of Keebler Foods Company, of which $625 million of thirty-year 7.45% Debentures remain outstanding. The effective interest rate on the Debentures, reflecting issuance discount and hedge settlement, was 7.55%. The Debentures contain standard events of default and covenants, and can be redeemed in whole or in part by the Company at any time at prices determined under a formula (but not less than 100% of the principal amount plus unpaid interest to the redemption date). In March 2016, the Company redeemed $475 million of the Debentures. In connection with the debt redemption, the Company incurred $153 million of interest expense, consisting primarily of a premium on the tender offer and also including accelerated losses on pre-issuance interest rate hedges, acceleration of fees and debt discount on the redeemed debt and fees related to the tender offer. |
| |
(c) | In May 2018, the Company issued $600 million of ten-year 4.30% Senior Notes due 2028, using the net proceeds for general corporate purposes, which included repayment of the Company's $400 million , seven-year 3.25% U.S. Dollar Notes due 2018 at maturity, and the repayment of a portion of the Company's commercial paper borrowings used to finance the acquisition of ownership interests in TAF and Multipro. The effective interest rate on the Debentures, reflecting issuance discount and hedge settlement, was 4.34%. |
| |
(d) | In November 2017, the Company issued $600 million of ten-year 3.40% U.S. Dollar Notes, using the net proceeds for general corporate purposes, which included repayment of a portion of the Company's commercial paper borrowings used to finance the acquisition of Chicago Bar Company LLC, the maker of RXBAR. The effective interest rate on the Debentures, reflecting issuance discount and hedge settlement, was 3.49%. |
| |
(e) | In March 2016, the Company issued $750 million of ten-year 3.25% U.S. Dollar Notes, using the net proceeds for general corporate purposes, which included repayment of a portion of the Company's 7.45% U.S. Dollar Debentures due 2031 and a portion of its commercial paper borrowings. The effective interest rate on these Notes, reflecting issuance discount, hedge settlement and interest rate swaps was 4.00% at December 29, 2018. In September 2016, the Company entered into interest rate swaps with notional amounts totaling $300 million, which effectively converted a portion of these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. In October 2018, the Company entered into interest rate swaps with notional amounts totaling $450 million, which effectively converted a portion of these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. The Company subsequently terminated the interest rate swaps, and the resulting unamortized gain of $8 million at December 29, 2018 will be amortized to interest expense over the remaining term of the Notes. The fair value adjustment for the interest rate swaps was $22 million at December 29, 2018, recorded as a decrease in the hedged debt balance. |
| |
(f) | In March 2015, the Company issued €600 million (approximately $686 million at December 29, 2018, which reflects the discount, fees and translation adjustments) of ten-year 1.25%In 2021, the Company issued €300 million of eight-year 0.50% Euro Notes due 2025, using the proceeds from these Notes for general corporate purposes, which included repayment of a portion of the Company’s commercial paper borrowings. The effective interest rate on the Notes, reflecting issuance discount and hedge settlement, was 1.32% at December 29, 2018. The Notes were designated as a net investment hedge of the Company’s investment in its Europe subsidiary when issued. In May 2017, the Company entered into interest rate swaps with notional amounts totaling €600 million, which effectively converted these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. The fair value adjustment for the interest rate swaps was $8 million at December 29, 2018, recorded as a decrease in the hedged debt balance. |
| |
(g) | In May 2016, the Company issued €600 million (approximately $686 million USD at December 29, 2018, which reflects the discount, fees and translation adjustments) of eight-year 1.00% Euro Notes due 2024. The proceeds from these Notes were used for general corporate purposes, including, together with cash on hand and additional commercial paper borrowings, repayment of the Company's $750 million, seven-year 4.45% U.S. Dollar Notes due 2016 at maturity. The Notes were designated as a net investment hedge of the Company’s investment in its Europe subsidiary when issued. The effective interest rate on these Notes, reflecting issuance discount, hedge settlement and interest rate swaps was 0.34% at December 29, 2018. During 2016, the Company entered into interest rate swaps which effectively converted these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. The Company subsequently terminated the interest rate swaps, and the resulting unamortized gain of $9 million at December 29, 2018 will be amortized to interest expense over the remaining term of the Notes. In November 2016, the Company entered into interest rate swaps with notional amounts totaling €300 million, which effectively converted a portion of these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. In October 2018, the Company entered into interest rate swaps with notional amounts totaling €348 million, which effectively converted a portion of these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. The fair value adjustment for the interest rate swaps was $7 million at December 29, 2018, recorded as an increase in the hedged debt balance. |
| |
(h) | In November 2016, the Company issued $600 million of seven-year 2.65% U.S. Dollar Notes, using the net proceeds for general corporate purposes, which included repayment of the Company's 1.875% U.S. Dollar Notes due 2016 at maturity and a portion of its commercial paper borrowings. The effective interest rate on these Notes, reflecting issuance discount, hedge settlement and interest rate swaps was 3.43% at December 29, 2018. In November 2016, the Company entered into interest rate swaps with notional amounts totaling $300 million, which effectively converted a portion of these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. The Company subsequently terminated the interest rate swaps in the first quarter of 2018, and the resulting unamortized loss of $12 million at December 29, 2018 will be amortized to interest expense over the remaining term of the Notes. |
| |
(i) | In February 2013, the Company issued $400 million of ten-year 2.75% U.S. Dollar Notes, using net proceeds from these Notes for general corporate purposes, including, together with cash on hand, to repay a portion of the Company’s $750 million 4.25% U.S. Dollar Notes that matured in March 2013. The effective interest rate on these Notes, reflecting issuance discount and hedge settlement, was 4.04%. In March 2014, the Company redeemed $189 million of the Notes. In connection with the debt redemption, the Company reduced interest expense by $10 million, including $1 million of accelerated gains on interest rate swaps previously recorded in accumulated other comprehensive income, and incurred $2 million expense, recorded in Other Income, Expense (net), related to acceleration of fees on the redeemed debt and fees related to the tender offer. In September 2016, the Company entered into interest rate swaps with notional amounts totaling $211 million, which effectively converted these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. The Company subsequently terminated the interest rate swaps in the first quarter of 2018, and the resulting unamortized loss of $12 million at December 29, 2018 will be amortized to interest expense over the remaining term of the Notes. |
| |
(j) | In May 2012, the Company issued $700 million of ten-year 3.125% U.S. Dollar Notes, using net proceeds from these Notes for general corporate purposes, including financing a portion of the acquisition of Pringles. The effective interest rate on these Notes, reflecting issuance discount and interest rate swaps, was 3.72% at December 29, 2018. In March 2014, the Company redeemed $342 million of the Notes. In connection with the debt redemption, the Company reduced interest expense by $2 million and incurred $2 million expense, recorded in Other Income, Expense (net), related to acceleration of fees on the redeemed debt and fees related to the tender offer. During 2016, the Company entered into interest rate swaps which effectively converted these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. The Company subsequently terminated the interest rate swaps. In November 2016, the Company entered into interest rate swaps with notional amounts totaling $358 million, which effectively converted these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. The Company subsequently terminated the interest rate swaps in the first quarter of 2018. In October 2018, the Company entered into interest rate swaps with notional amounts totaling $358 million, which effectively converted these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. The Company subsequently terminated the interest rate swaps in the fourth quarter of 2018. The $6 million loss on termination of the interest rate swaps at December 29, 2018 will be amortized to interest expense over the remaining term of the Notes. |
| |
(k) | In May 2017, the Company issued €600 million (approximately $686 million USD at December 29, 2018, which reflects the discount and translation adjustments) of five-year 0.80% Euro Notes due 2022, resulting in aggregate net proceeds after debt discount of $656 million. The proceeds from these Notes were used for general corporate purposes, including, together with cash on hand and additional commercial paper borrowings, repayment of the Company's $400 million, five-year 1.75% U.S. Dollar Notes due 2017 at maturity. The effective interest rate on the Notes, reflecting issuance discount and hedge settlement, was 0.87%. The Notes were designated as a net investment hedge of the Company's investment in its Europe subsidiary when issued. |
| |
(l) | In May 2014, the Company issued €500 million (approximately $572 million at December 29, 2018, which reflects the discount and translation adjustments) of seven-year 1.75% Euro Notes due 2021, using the proceeds from these Notes for general corporate purposes, which included repayment of a portion of the Company’s commercial paper borrowings. The effective interest rate on the Notes, reflecting issuance discount and hedge settlement, was 2.34%. The Notes were designated as a net investment hedge of the Company’s investment in its Europe subsidiary when issued. |
| |
(m) | In May 2018, the Company issued $400 million of three-year 3.25% Senior Notes due 2021, using the net proceeds for general corporate purposes, which included repayment of the Company's $400 million, seven-year 3.25% U.S. Dollar Notes due 2018 at maturity, and the repayment of a portion of the Company's commercial paper borrowings used to finance the acquisition of ownership interests in TAF and Multipro. The effective interest rate on the Debentures, reflecting issuance discount and hedge settlement, was 3.40%. |
| |
(n) | In December 2010, the Company issued $1.0 billion of ten-year 4.0% fixed rate U.S. Dollar Notes, using net proceeds from these Notes for incremental pension and postretirement benefit plan contributions and to retire a portion of its commercial paper. The effective interest rate on these Notes, reflecting issuance discount, hedge settlement and interest rate swaps, was 3.37% at December 29, 2018. In March 2014, the Company redeemed $150 million of the Notes. In connection with the debt redemption, the Company incurred $12 million of interest expense offset by $7 million of accelerated gains on interest rate swaps previously recorded in accumulated other comprehensive income, and incurred $1 million expense, recorded in Other Income, Expense (net), related to acceleration of fees on the redeemed debt and fees related to the tender offer. During 2016, the Company entered into interest rate swaps with notional amounts of $600 million, which effectively converted a portion of these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. The Company subsequently terminated the interest rate swaps. In July 2016, the Company entered into interest rate swaps with notional amounts totaling $700 million, which effectively converted a portion of these |
Notes fromdue 2029, resulting in net proceeds of €298 million after discount and underwriting commissions. The 2029 Euro Notes were issued as a fixed ratesustainability bond, and thus an amount equal to a floating rate obligation. These derivative instruments were designated as fair value hedgesthe net proceeds will be used to finance or refinance, in whole or in part, one or more eligible environmental or social projects described in the Company's Sustainability Bond Framework. The Notes contain customary covenants that limit the ability of the Company and its restricted subsidiaries (as defined) to incur certain liens or enter into certain sale and lease-back transactions, as well as a change of control provision. Additionally, the Company repaid the €500 million, seven-year 1.75% Euro Notes due 2021, upon maturity.
In December of 2020, the Company redeemed $198 million of its 3.25% U.S. Dollar Notes due May 2021, and $358 million of its 3.125% U.S. Dollar Notes due 2022. In connection with the debt obligation. The $1redemption, the Company incurred $20 million gainof interest expense, primarily consisting of premium on terminationthe tender offer, acceleration of unamortized debt discount on the 2016redeemed debt, fees related to the tender offer, and prior yearalso included accelerated losses on pre-issuance interest rate swaps at December 29, 2018 will be amortized to interest expense over the remaining term of the Notes.hedges.
| |
(o) | In November 2009, the Company issued $500 million of ten-year 4.15% fixed rate U.S. Dollar Notes, using net proceeds from these Notes to retire a portion of its 6.6% U.S. Dollar Notes due 2011. The effective interest rate on these Notes, reflecting issuance discount, hedge settlement and interest rate swaps was 3.41% at December 29, 2018. In 2012, the Company entered into interest rate swaps which effectively converted these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. During 2015, the Company entered into and terminated a series of interest rate swaps and as of December 29, 2018 had terminated all interest rate swaps. The $3 million gain on termination at December 29, 2018 will be amortized to interest expense over the remaining term of the Notes. |
| |
(p) | In May 2011, the Company issued $400 million of seven-year 3.25% fixed rate U.S. Dollar Notes, using net proceeds from these Notes for general corporate purposes including repayment of a portion of its commercial paper. In 2011, the Company entered into interest rate swaps which effectively converted these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. During 2013, the Company terminated all of the interest rate swaps and subsequently entered into interest rate swaps which effectively converted these Notes from a fixed rate to a floating rate obligation. These derivative instruments were designated as fair value hedges of the debt obligation. During 2015, the Company terminated all interest rate swaps. The Company redeemed these Notes in May 2018. |
All of the Company’s Notes contain customary covenants that limit the ability of the Company and its restricted subsidiaries (as defined) to incur certain liens or enter into certain sale and lease-back transactions and also contain a change of control provision. There are no significant restrictions on the payment of dividends by the Company. The Company was in compliance with all these covenants as of January 1, 2022.
The Company and two of its subsidiaries (the Issuers) maintain a program under which the Issuers may issue euro-commercial paper notes up to a maximum aggregate amount outstanding at any time of $750 million or its equivalent in alternative currencies. The notes may have maturities ranging up to 364 days and will be senior unsecured obligations of the applicable Issuer. Notes issued by subsidiary Issuers will be guaranteed by the Company. The notes may be issued at a discount or may bear fixed or floating rate interest or a coupon calculated by reference to an index or formula. There were no commercial paper notes outstanding under this program as of December 29, 2018January 1, 2022 and $96 million outstanding under this program as of December 30, 2017.January 2, 2021.
At December 29, 2018,January 1, 2022, the Company had $2.8$3.1 billion of short-term lines of credit virtually alland letters of credit, of which $3.0 billion were unused and available for borrowing primarily on an unsecured basis. These lines were comprised principally of anthe December 2021 unsecured $1.5 billion Five-Year Credit Agreement, which the Company entered into in January 2018 and expires in 2023, replacing the Company’sDecember 2026, and an unsecured Five-year$1.0 billion 364-Day Credit Agreement, which would have expired in February 2019. Agreement.
The Five-Year Credit Agreement allows the Company to borrow, on a revolving credit basis, up to $1.5 billion, which includes the ability to obtain letters of credit in an aggregate stated amount up to $75 million and to obtain European swingline loans in an aggregate principal amount up to the equivalent of $300 million. The agreement contains customary covenantsIn December 2021, the Company terminated the original Five-Year Credit Agreement, which was originally set to expire in January of 2023, and warranties, including specified restrictions on indebtedness, liens andentered into a specified interest coverage ratio. If an event of default occurs, then, to the extent permitted, the administrative agent may terminate the commitments under the credit facility, accelerate any outstanding loans under the agreement, and demand the deposit of cash collateral equal to the lender’s letter of credit exposure plus interest.new Five-Year Credit Agreement, which expires in December 2026.
The Company was in compliance with all covenants as of December 29, 2018.
In January 2019,December 2021, the Company entered into an unsecured 364-Day Credit Agreement to borrow, on a revolving credit basis, up to $1.0 billion at any time outstanding, to replaceand terminated the $1.0 billion 364-day facility that expiredwas originally set to expire in January 2019. 2022.
The new credit facilities containsFive-Year and 364 Day Credit Agreements which had no outstanding borrowings as January 1, 2022, contain customary covenants and warranties, including specified restrictions on indebtedness, liens and a specified interest expense coverage ratio. If an event of default occurs, then, to the extent permitted, the administrative agentagents may terminate the commitments under the credit facility,facilities, accelerate any outstanding loans under the agreement,agreements, and demand the deposit of cash collateral equal to the lender's letter of credit exposure plus interest. There are no borrowings outstanding under the new credit facilities.The Company was in compliance with all financial covenants contained in these agreements at January 1, 2022 and January 2, 2021.
Scheduled principal repayments on long-term debt are (in millions): 2019–$507; 2020–$851; 2021–$973; 2022–$1,045;712; 2023–$811; 2024793; 2024–$702; 2025–$691; 2026–$759; 2027 and beyond–$4,598.3,341.
Financial institutions have issued standby letters of credit conditionally guaranteeing obligations on behalf of the Company totaling $137 million, including $45 million secured and $92 million unsecured, as of January 1, 2022. These obligations are related primarily to insurance programs. There were no amounts drawn down on the letters of credit as of January 1, 2022.
The Company has issued guarantees for a certain portion of debt of unconsolidated affiliates. These arrangements include cross guarantees back from the other shareholder in proportion to their ownership of the unconsolidated affiliates. These guarantees are not material to the Company.
Interest expense capitalized as part of the construction cost of fixed assets was immaterial for all periods presented.
NOTE 9
STOCK COMPENSATION
The Company uses various equity-based compensation programs to provide long-term performance incentives for its global workforce. Currently, these incentives consist principally of stock options, restricted stock units and to a lesser extent, executive performance shares. The Company also sponsors a discounted stock purchase plan in the United States and matching-grant programs in several international locations. Additionally, the Company awards restricted stock to its outside directors. These awards are administered through several plans, as described within this Note.
The 2017 Long-Term Incentive Plan (2017 Plan), approved by shareholders in 2017, permits awards to employees and officers in the form of incentive and non-qualified stock options, performance units, restricted stock or restricted stock units, and stock appreciation rights. The 2017 Plan, which replaced the 2013 Long-Term Incentive Plan (2013 Plan), authorizes the issuance of a total of (a) 16 million shares; plus (b) the total number of shares remaining available for future grants under the 2013 Plan. The total number of shares remaining available for issuance under the 2017 Plan will be reduced by two2 shares for each share issued pursuant to an award under the 2017 Plan other than a stock option or stock appreciation right, or potentially issuable pursuant to an outstanding award other than a stock option or stock appreciation right, which will in each case reduce the total number of shares remaining by one1 share for each share issued. The 2017 Plan includes several limitations on awards or payments to individual participants. Options granted under the 2017 and 2013 Plans generally vest over three years. At December 29, 2018,January 1, 2022, there were 2014 million remaining authorized, but unissued, shares under the 2017 Plan.
The Non-Employee Director Stock Plan (2009 Director Plan) was approved by shareholders in 2009
In April 2020, the Amended and
allows each eligible non-employee director to receive shares of the Company’s common stock annually. The number of shares granted pursuant to each annual award will be determined by the Nominating and Governance Committee of the Board of Directors. The 2009 Director Plan, which replaced the 2000 Non-Employee Director Stock Plan (2000 Director Plan), reserves 500,000 shares for issuance, plus the total number of shares as to which awards granted under the 2009 Director Plan or the 2000 Director Plans expire or are forfeited, terminated or settled in cash. Under both the 2009 and 2000 Director Plans, shares (other than stock options) are placed in the Restated Kellogg Company Grantor Trust for Non-Employee Directors (the Grantor Trust). Under the terms of the Grantor Trust, shares are available to a director only upon termination of service on the Board. Under the 2009 Director Plan, awards were as follows (number of shares): 2018-30,045; 2017-25,209; 2016-24,249.
The 2002 Employee Stock Purchase Plan was approved by shareholders, in 2002 and permits eligibleeffective July 1, 2020.The plan is a tax-qualified employee stock purchase plan made available to substantially all U.S. employees, which allows participants to purchase Companyacquire Kellogg stock at a discounted price. This plan allows for a maximum of 2.5 million shares of Company stock to be issued at a purchase price equal to 95%The purpose of the fair market value of the stock on the last day of the quarterly purchase period. Total purchases through this plan for any employee are limitedis to a fair market value of $25,000 during any calendar year. At December 29, 2018, there were approximately 0.2 million remaining authorized, but unissued, shares under this plan. Shares were purchased byencourage employees under this plan as follows (approximate number of shares): 2018–54,000; 2017–65,000; 2016–63,000. Options granted to employeesat all levels to purchase discounted stock under this plan are included in the option activity tables within this note.
Additionally, an international subsidiary of the Company maintains a stock purchase plan for its employees. Subject to limitations, employee contributions to this plan are matched 1:1 by the Company. Under this plan, shares were granted by the Company to match an equal number of shares purchased by employees as follows (approximate number of shares): 2018–63,000; 2017–60,000; 2016–57,000.and become shareholders.
Compensation expense for all types of equity-based programs and the related income tax benefit recognized were as follows:
| | | (millions) | | 2018 | | 2017 | | 2016 | (millions) | | 2021 | | 2020 | | 2019 |
| Pre-tax compensation expense | | $ | 64 |
| | $ | 71 |
| | $ | 68 |
| Pre-tax compensation expense | | $ | 75 | | | $ | 81 | | | $ | 61 | |
| Related income tax benefit | | $ | 16 |
| | $ | 26 |
| | $ | 25 |
| Related income tax benefit | | $ | 20 | | | $ | 21 | | | $ | 16 | |
As of December 29, 2018,January 1, 2022, total stock-based compensation cost related to non-vested awards not yet recognized was $85$96 million and the weighted-average period over which this amount is expected to be recognized was 2 years.
Cash flows realized upon exercise or vesting of stock-based awards in the periods presented are included in the following table. Tax benefitswindfall (shortfall) realized upon exercise or vesting of stock-based awards generally represent the tax benefit of the difference between the exercise pricegrant date fair value of an award and the strike pricetaxable compensation of the option.
an award.
Cash used by the Company to settle equity instruments granted under stock-based awards was not material.
| | | (millions) | | 2018 | | 2017 | | 2016 | (millions) | | 2021 | | 2020 | | 2019 |
| Total cash received from option exercises and similar instruments | | $ | 167 |
| | $ | 97 |
| | $ | 368 |
| Total cash received from option exercises and similar instruments | | $ | 63 | | | $ | 112 | | | $ | 64 | |
| Tax benefits realized upon exercise or vesting of stock-based awards: | | | | | | | |
| Windfall benefits classified as cash flow from operating activities | | $ | 11 |
| | $ | 4 |
| | $ | 36 |
| |
| Tax windfall (shortfall) classified as cash flow from operating activities | | Tax windfall (shortfall) classified as cash flow from operating activities | | $ | (3) | | | $ | 2 | | | $ | (2) | |
Shares used to satisfy stock-based awards are normally issued out of treasury stock, although management is authorized to issue new shares to the extent permitted by respective plan provisions. Refer to Note 6 for information on shares issued during the periods presented to employees and directors under various long-term incentive plans and share repurchases under the Company’s stock repurchase authorizations. The Company does not currently have a policy of repurchasing a specified number of shares issued under employee benefit programs during any particular time period.
Stock options
During the periods presented, non-qualified stock options were granted to eligible employees under the 2017 and 2013 Plans with exercise prices equal to the fair market value of the Company’s stock on the grant date, a contractual term of ten years, and a three-year graded vesting period.
Management estimates the fair value of each annual stock option award on the date of grant using a lattice-based option valuation model. Composite assumptions are presented in the following table. Weighted-average values are disclosed for certain inputs which incorporate a range of assumptions. Expected volatilities are based principally on historical volatility of the Company’s stock, and to a lesser extent, on implied volatilities from traded options on the Company’s stock. Historical volatility corresponds to the contractual term of the options granted. The Company uses historical data to estimate option exercise and employee termination within the valuation models; separate groups of employees that have similar historical exercise behavior are considered separately for valuation purposes. The expected term of options granted represents the period of time that options granted are expected to be outstanding; the weighted-average expected term for all employee groups is presented in the following table. The risk-free rate for periods within the contractual life of the options is based on the U.S. Treasury yield curve in effect at the time of grant.
| | | | | | | | | | | | | | | | | | | | |
Stock option valuation model
assumptions for grants within the
year ended: | | 2021 | | 2020 | | 2019 |
| Weighted-average expected volatility | | 20.00 | % | | 18.00 | % | | 18.00 | % |
| Weighted-average expected term (years) | | 6.7 | | 6.7 | | 6.6 |
| Weighted-average risk-free interest rate | | 0.96 | % | | 1.35 | % | | 2.59 | % |
| Dividend yield | | 3.90 | % | | 3.40 | % | | 3.90 | % |
| Weighted-average fair value of options granted | | $ | 6.39 | | | $ | 7.34 | | | $ | 6.78 | |
|
| | | | | | | | | | | | |
Stock option valuation model assumptions for grants within the year ended: | | 2018 | | 2017 | | 2016 |
| Weighted-average expected volatility | | 18.00 | % | | 18.00 | % | | 17.00 | % |
| Weighted-average expected term (years) | | 6.60 |
| | 6.60 |
| | 6.88 |
|
| Weighted-average risk-free interest rate | | 2.82 | % | | 2.26 | % | | 1.60 | % |
| Dividend yield | | 3.00 | % | | 2.80 | % | | 2.60 | % |
| Weighted-average fair value of options granted | | $ | 10.00 |
| | $ | 10.14 |
| | $ | 9.44 |
|
A summary of option activity for the year ended December 29, 2018January 1, 2022 is presented in the following table:
| | Employee and director stock options | | Shares (millions) | | Weighted- average exercise price | | Weighted- average remaining contractual term (yrs.) | | Aggregate intrinsic value (millions) | Employee and
director stock
options | | Shares
(millions) | | Weighted-
average
exercise
price | | Weighted-
average
remaining
contractual
term (yrs.) | | Aggregate
intrinsic
value
(millions) |
| Outstanding, beginning of year | | 14 |
| | $ | 64 |
| | | Outstanding, beginning of year | | 14 | | | $ | 65 | | |
| Granted | | 3 |
| | 70 |
| | | Granted | | 3 | | | 58 | | |
| Exercised | | (2 | ) | | 58 |
| | | Exercised | | (1) | | | 56 | | |
| Forfeitures and expirations | | (1 | ) | | 71 |
| | | | | Forfeitures and expirations | | (1) | | | 66 | | | | | |
| Outstanding, end of year | | 14 |
| | $ | 66 |
| | 6.3 | | $ | 7 |
| Outstanding, end of year | | 15 | | | $ | 64 | | | 5.7 | | $ | 44 | |
| Exercisable, end of year | | 10 |
| | $ | 63 |
| | 5.3 | | $ | 7 |
| Exercisable, end of year | | 10 | | | $ | 66 | | | 4.4 | | $ | 22 | |
Additionally, option activity for the comparable prior year periods is presented in the following table:
| | | (millions, except per share data) | | 2017 | | 2016 | (millions, except per share data) | | 2020 | | 2019 |
| Outstanding, beginning of year | | 15 |
| | 19 |
| Outstanding, beginning of year | | 14 | | | 14 | |
| Granted | | 2 |
| | 3 |
| Granted | | 3 | | | 3 | |
| Exercised | | (2 | ) | | (6 | ) | Exercised | | (2) | | | (1) | |
| Forfeitures and expirations | | (1 | ) | | (1 | ) | Forfeitures and expirations | | (1) | | | (2) | |
| Outstanding, end of year | | 14 |
| | 15 |
| Outstanding, end of year | | 14 | | | 14 | |
| Exercisable, end of year | | 10 |
| | 8 |
| Exercisable, end of year | | 10 | | | 10 | |
| Weighted-average exercise price: | | | | | Weighted-average exercise price: | |
| Outstanding, beginning of year | | $ | 62 |
| | $ | 58 |
| Outstanding, beginning of year | | $ | 65 | | | $ | 66 | |
| Granted | | 73 |
| | 76 |
| Granted | | 65 | | | 57 | |
| Exercised | | 57 |
| | 56 |
| Exercised | | 59 | | | 56 | |
| Forfeitures and expirations | | 70 |
| | 67 |
| Forfeitures and expirations | | 68 | | | 67 | |
| Outstanding, end of year | | $ | 64 |
| | $ | 62 |
| Outstanding, end of year | | $ | 65 | | | $ | 65 | |
| Exercisable, end of year | | $ | 60 |
| | $ | 58 |
| Exercisable, end of year | | $ | 66 | | | $ | 65 | |
The total intrinsic value of options exercised during the periods presented was (in millions): 2018–2021–$33; 2017–6; 2020–$22; 2016���17; 2019–$145.7.
Other stock-based awards
During the periods presented, other stock-based awards consisted principally of executive performance shares and restricted stock units granted under the 2017 and 2013 Plans.
In the first quarter of 2018,2021, the Company granted performance shares to a limited number of senior level employees, which entitle these employees to receive a specified number of shares of the Company's common stock upon vesting, as well as dividend equivalent shares. The number of shares earned could range between 0 and 200% of the target amount depending upon performance achieved over the three year vesting period. The performance conditions of the award include three year net sales growth and cash flow related targets. Dividend equivalents accrue and vest in accordance with the underlying award. The 2021 target grant currently corresponds to approximately 399,000 shares, with a grant-date fair value of $58 per share.
In 2020, the Company granted performance shares to a limited number of senior level employees, which entitle these employees to receive a specified number of shares of the Company's common stock upon vesting, as well as dividend equivalent shares. The number of shares earned could range between 0 and 200% of the target amount depending upon performance achieved over the three year vesting period. The performance conditions of the award include three year net sales growth and cash flow related targets. Dividend equivalents accrue and vest in accordance with the underlying award. The 2020 target grant currently corresponds to approximately 308,000 shares, with a grant-date fair value of $66 per share.
In 2019, the Company granted performance shares to a limited number of senior executive-level employees, which entitle these employees to receive a specified number of shares of the Company's common stock upon vesting. The number of shares earned could range between 0 and 200% of the target amount depending upon performance achieved over the three year vesting period. The performance conditions of the award include three-year currency-neutral net sales growth and total shareholder return (TSR) of the Company's common stock relative to a select group of peer companies. Dividend equivalents accrue and vest in accordance with the underlying award. The 2019 target grant currently corresponds to approximately 204,000 shares, with a grant-date fair value of $73 per share.
A Monte Carlo valuation model was used to determine the fair value of the awards.awards with a TSR performance metric. The TSR performance metric is a market condition. Therefore, compensation cost of the TSR condition is fixed at the measurement date and is not revised based on actual performance. The TSR metric was valued as a multiplier of possible levels of currency-neutral comparable operating margin expansion.the performance metric. Compensation cost related to currency-neutral net sales growth performance metric is revised for changes in the expected outcome. The 2018 target grant currently corresponds to approximately 166,000 shares, with a grant-date fair value of $72 per share.
In 2017, the Company granted performance shares to a limited number of senior executive-level employees, which entitle these employees to receive a specified number of shares of the Company's common stock upon vesting. The number of shares earned could range between 0 and 200% of the target amount depending upon performance achieved over the three year vesting period. The performance conditions of the award include three-year currency-neutral comparable operating margin expansion and total shareholder return (TSR) of the Company's common stock relative to a select group of peer companies. The 2017 target grant currently corresponds to approximately 100,000 shares, with a grant-date fair value of $67 per share.
In 2016, the Company granted performance shares to a limited number of senior executive-level employees, which entitle these employees to receive a specified number of shares of the Company's common stock upon vesting. The number of shares earned could range between 0 and 200% of the target amount depending upon performance achieved over the three year vesting period. The performance conditions of the award include three-year currency neutral adjusted operating profit growth and TSR of the Company's common stock relative to a select group of peer companies. The 2016 target grant currently corresponds to approximately 129,000 shares, with a grant-date fair value of $80 per share.
Based on the market price of the Company’s common stock at year-end 2018,2021, the maximum future value that could be awarded on the vesting date was (in millions): 20182021 award–$19; 201751; 2020 award– $11;$39; and 20162019 award–$15.26. The 20152018 performance share award, payable in stock, was settled at 75%100% of target in February 20182021 for a total dollar equivalent of $8 million.
The Company also grants restricted stock and restricted stock units to eligible employees under the 2017 Plan. RestrictionsPlan, typically with respect to sale or transferability generally lapse after three yearsyear cliff vesting earning dividend equivalent units for awards granted beginning in 2019. Dividend equivalents accrue and vest in accordance with the case of restricted stock, the grantee is normally entitled to receive shareholder dividends during the vesting period.underlying award. Management estimates the fair value of restricted stock grants based on the market price of the underlying stock on the date of grant. A summary of restricted stock and restricted stock unit activity for the year ended December 29, 2018,January 1, 2022, is presented in the following table:
| | Employee restricted stock and restricted stock units | | Shares (thousands) | | Weighted- average grant-date fair value | |
Employee restricted stock units
| | Employee restricted stock units
| | Shares (thousands)
| | Weighted-average grant-date fair value
|
| Non-vested, beginning of year | | 1,673 |
| | $ | 65 |
| Non-vested, beginning of year | | 1,736 | | | $ | 61 | |
| Granted | | 772 |
| | 63 |
| Granted | | 727 | | | 58 | |
| Vested | | (507 | ) | | 59 |
| Vested | | (489) | | | 63 | |
| Forfeited | | (230 | ) | | 64 |
| Forfeited | | (188) | | | 60 | |
| Non-vested, end of year | | 1,708 |
| | $ | 65 |
| Non-vested, end of year | | 1,786 | | | $ | 60 | |
Additionally, restricted stock and restricted stock unit activity for 20172020 and 20162019 is presented in the following table:
| | | Employee restricted stock and restricted stock units | | 2017 | | 2016 | |
| Employee restricted stock units | | Employee restricted stock units | | 2020 | | 2019 |
| Shares (in thousands): | | | | | Shares (in thousands): | |
| Non-vested, beginning of year | | 1,166 |
| | 806 |
| Non-vested, beginning of year | | 1,901 | | | 1,708 | |
| Granted | | 776 |
| | 601 |
| Granted | | 596 | | | 888 | |
| Vested | | (109 | ) | | (116 | ) | Vested | | (504) | | | (469) | |
| Forfeited | | (160 | ) | | (125 | ) | Forfeited | | (257) | | | (226) | |
| Non-vested, end of year | | 1,673 |
| | 1,166 |
| Non-vested, end of year | | 1,736 | | | 1,901 | |
| Weighted-average exercise price: | | | | | Weighted-average exercise price: | |
| Non-vested, beginning of year | | $ | 63 |
| | $ | 57 |
| Non-vested, beginning of year | | $ | 61 | | | $ | 65 | |
| Granted | | 65 |
| | 70 |
| Granted | | 65 | | | 55 | |
| Vested | | 58 |
| | 56 |
| Vested | | 65 | | | 68 | |
| Forfeited | | 65 |
| | 63 |
| Forfeited | | 58 | | | 62 | |
| Non-vested, end of year | | $ | 65 |
| | $ | 63 |
| Non-vested, end of year | | $ | 61 | | | $ | 61 | |
The total fair value of restricted stock and restricted stock units vesting in the periods presented was (in millions): 2018–2021–$35; 2017–29; 2020–$5; 2016–34; 2019–$7.27.
NOTE 10
PENSION BENEFITS
The Company sponsors a number of U.S. and foreign pension plans to provide retirement benefits for its employees. The majority of these plans are funded or unfunded defined benefit plans, although the Company does participate in a limited number of multiemployer or other defined contribution plans for certain employee groups. See Note 12 for more information regarding the Company’s participation in multiemployer plans. Defined benefits for salaried employees are generally based on salary and years of service, while union employee benefits are generally a negotiated amount for each year of service. The Company uses a December 31 measurement date for these plans and, when necessary, adjusts for plan contributions and significant events between December 31 and its fiscal year-end.
In September 2018,recent years, the Company has taken actions to reduce global pension benefit obligations and moderate the impact of market-related volatility. Those actions include the following:
–In December 2020, the Company purchased a group annuity contract to cover pension benefit obligations of certain participants of the United Kingdom defined benefit pension plan for $268 million. This transaction represents an annuity buy-in, under which the Company retains both the fair value of the annuity contract (within plan assets) and the pension benefit obligations related to these participants. The fair value of the annuity buy-in contract at year-end is based on the calculated pension benefit obligations covered.
–In October 2020, the Company settled pension benefit obligations associated with approximately 8,000 retired participants within our U.S. defined benefit pension plan to reduce pension benefit obligations and administrative expenses. A group annuity contract was purchased on behalf of these participants with a third-party insurance provider, resulting in a reduction of the Company's pension benefit obligations and plan assets of approximately $453 million.
–In June of 2020, the Company recognized a curtailment gain of $30$7 million, as certain EuropeanU.S. pension plansplan benefits were frozen asfor a portion of December 29, 2018 in conjunction with Project K restructuring.the participant population.
–In September 2017,2019, the Company amendedprovided a voluntary one-time lump-sum cash settlement offer to certain defined benefiteligible terminated vested participants in our U.S. pension plans in order to reduce pension benefit obligations and administrative costs. In December 2019, approximately $174 million was distributed from pension plan assets in connection with this offer.
–In conjunction with the U.S.completion of the sale of selected cookies, fruit and Canada for salaried employees. As of December 31, 2018, the amendment will freeze the compensationfruit-flavored snacks, pie crusts, and service periods used to calculate pension benefits for active salaried employees who participate in the affected pension plans. During the third quarter of 2017,ice cream cones businesses on July 28, 2019, the Company recognized relateda curtailment gain in its U.S. pension curtailment gains totaling $136plans of $11 million, included within Project K restructuring activity.as certain U.S. pension plans benefits were frozen for the portion of the participant population that was impacted by the divestiture.
Beginning January 1, 2019, impacted employees will not accrue additional benefits for future service and eligible compensation received under these plans. Concurrently, the Company also amended its 401(k) savings plans effective January 1, 2019, to make previously ineligible salaried U.S. and Canada employees eligible for Company
retirement contributions, which range from 3% to 7% of eligible compensation based on the employee’s length of employment.
Obligations and funded status
The aggregate change in projected benefit obligation, plan assets, and funded status is presented in the following tables.
| | | (millions) | | 2018 | | 2017 | (millions) | | 2021 | | 2020 |
| Change in projected benefit obligation | | | | | Change in projected benefit obligation | |
| Beginning of year | | $ | 5,648 |
| | $ | 5,510 |
| Beginning of year | | $ | 5,675 | | | $ | 5,654 | |
| Service cost | | 87 |
| | 96 |
| Service cost | | 36 | | | 37 | |
| Interest cost | | 165 |
| | 164 |
| Interest cost | | 98 | | | 130 | |
| Plan participants’ contributions | | 1 |
| | 1 |
| Plan participants’ contributions | | 1 | | | 1 | |
| Amendments | | 6 |
| | 6 |
| Amendments | | 18 | | | 22 | |
| Actuarial (gain)loss | | (384 | ) | | 264 |
| Actuarial (gain)loss | | (130) | | | 499 | |
| Benefits paid | | (280 | ) | | (395 | ) | Benefits paid | | (423) | | | (292) | |
| Curtailment and special termination benefits | | (36 | ) | | (156 | ) | Curtailment and special termination benefits | | (1) | | | (15) | |
| Other | | 1 |
| | 1 |
| |
| Settlements | | Settlements | | — | | | (453) | |
| | Foreign currency adjustments | | (91 | ) | | 157 |
| Foreign currency adjustments | | (38) | | | 92 | |
| End of year | | $ | 5,117 |
| | $ | 5,648 |
| End of year | | $ | 5,236 | | | $ | 5,675 | |
| Change in plan assets | | | | | Change in plan assets | |
| Fair value beginning of year | | $ | 5,043 |
| | $ | 4,544 |
| Fair value beginning of year | | $ | 5,211 | | | $ | 5,170 | |
| Actual return on plan assets | | (299 | ) | | 666 |
| Actual return on plan assets | | 184 | | | 656 | |
| Employer contributions | | 270 |
| | 31 |
| Employer contributions | | 4 | | | 8 | |
| Plan participants’ contributions | | 1 |
| | 1 |
| Plan participants’ contributions | | 1 | | | 1 | |
| Benefits paid | | (236 | ) | | (364 | ) | Benefits paid | | (397) | | | (269) | |
| Settlements | | Settlements | | — | | | (453) | |
| Other | | (1 | ) | | 1 |
| Other | | — | | | (8) | |
| Foreign currency adjustments | | (101 | ) | | 164 |
| Foreign currency adjustments | | (44) | | | 106 | |
| Fair value end of year | | $ | 4,677 |
| | $ | 5,043 |
| Fair value end of year | | $ | 4,959 | | | $ | 5,211 | |
| Funded status | | $ | (440 | ) | | $ | (605 | ) | Funded status | | $ | (277) | | | $ | (464) | |
| Amounts recognized in the Consolidated Balance Sheet consist of | | | | | Amounts recognized in the Consolidated Balance Sheet consist of | |
| Other assets | | $ | 228 |
| | $ | 252 |
| Other assets | | $ | 448 | | | $ | 324 | |
| Other current liabilities | | (17 | ) | | (19 | ) | Other current liabilities | | (19) | | | (19) | |
| Other liabilities | | (651 | ) | | (838 | ) | |
| Pension liability | | Pension liability | | (706) | | | (769) | |
| Net amount recognized | | $ | (440 | ) | | $ | (605 | ) | Net amount recognized | | $ | (277) | | | $ | (464) | |
| Amounts recognized in accumulated other comprehensive income consist of | | | | | Amounts recognized in accumulated other comprehensive income consist of | |
| Prior service cost | | $ | 41 |
| | $ | 48 |
| Prior service cost | | $ | 61 | | | $ | 51 | |
| Net amount recognized | | $ | 41 |
| | $ | 48 |
| Net amount recognized | | $ | 61 | | | $ | 51 | |
The accumulated benefit obligation for all defined benefit pension plans was $5.0 billion and $5.4$5.2 billion at December 29, 2018January 1, 2022 and December 30, 2017, respectively.$5.6 billion at January 2, 2021. Information for pension plans with accumulated benefit obligations in excess of plan assets were:
| | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 |
| Projected benefit obligation | | $ | 3,623 | | | $ | 3,937 | |
| Accumulated benefit obligation | | $ | 3,610 | | | $ | 3,921 | |
| Fair value of plan assets | | $ | 2,906 | | | $ | 3,177 | |
|
| | | | | | | | |
| (millions) | | 2018 | | 2017 |
| Projected benefit obligation | | $ | 3,725 |
| | $ | 4,119 |
|
| Accumulated benefit obligation | | $ | 3,689 |
| | $ | 4,051 |
|
| Fair value of plan assets | | $ | 3,081 |
| | $ | 3,279 |
|
| | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 |
| Projected benefit obligation | | $ | 3,707 | | | $ | 4,035 | |
| Accumulated benefit obligation | | $ | 3,669 | | | $ | 3,988 | |
| Fair value of plan assets | | $ | 2,984 | | | $ | 3,246 | |
Expense
The components of pension expense are presented in the following table. Service cost is recorded in COGS and SGA expense. All other components of net periodic benefit cost are included in OIE. Pension expense for defined contribution plans relates to certain foreign-based defined contribution plans and multiemployer plans in the United States in which the Company participates on behalf of certain unionized workforces.
|
| | | | | | | | | | | | |
| (millions) | | 2018 | | 2017 | | 2016 |
| Service cost | | $ | 87 |
| | $ | 96 |
| | $ | 98 |
|
| Interest cost | | 165 |
| | 164 |
| | 174 |
|
| Expected return on plan assets | | (361 | ) | | (371 | ) | | (352 | ) |
| Amortization of unrecognized prior service cost | | 8 |
| | 9 |
| | 13 |
|
| Recognized net (gain) loss | | 269 |
| | (36 | ) | | 323 |
|
| Net periodic benefit cost | | 168 |
| | (138 | ) | | 256 |
|
| Curtailment and special termination benefits | | (30 | ) | | (151 | ) | | 1 |
|
| Pension (income) expense: | | | | | | |
| Defined benefit plans | | 138 |
| | (289 | ) | | 257 |
|
| Defined contribution plans | | 27 |
| | 34 |
| | 36 |
|
| Total | | $ | 165 |
| | $ | (255 | ) | | $ | 293 |
|
The estimated prior service cost for defined benefit pension plans that will be amortized from accumulated other comprehensive income into pension expense over the next fiscal year is approximately $7 million. | | | | | | | | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 | | 2019 |
| Service cost | | $ | 36 | | | $ | 37 | | | $ | 36 | |
| Interest cost | | 98 | | | 130 | | | 172 | |
| Expected return on plan assets | | (301) | | | (340) | | | (340) | |
| Amortization of unrecognized prior service cost | | 8 | | | 7 | | | 7 | |
| Other expense | | — | | | 8 | | | — | |
| Recognized net (gain) loss | | (12) | | | 184 | | | 235 | |
| Net periodic benefit cost | | (171) | | | 26 | | | 110 | |
| Curtailment and special termination benefits | | (1) | | | (15) | | | (13) | |
| Pension (income) expense: | | | | | | |
| Defined benefit plans | | (172) | | | 11 | | | 97 | |
| Defined contribution plans | | 7 | | | 20 | | | 20 | |
| Total | | $ | (165) | | | $ | 31 | | | $ | 117 | |
The Company and certain of its subsidiaries sponsor 401(k) or similar savings plans for active employees. Expense related to these plans was (in millions): 2018 – $38 million; 20172021 – $41 million; 20162020 – $42 million; 2019 – $39 million. These amounts are not included in the preceding expense table. Company contributions to these savings plans approximate annual expense. Company contributions to multiemployer and other defined contribution pension plans approximate the amount of annual expense presented in the preceding table.
Assumptions
The worldwide weighted-average actuarial assumptions used to determine benefit obligations were:
| | | | | | | | | | | | | | | | | | | | |
| | 2021 | | 2020 | | 2019 |
| Discount rate | | 2.6 | % | | 2.2 | % | | 2.9 | % |
| Long-term rate of compensation increase | | 3.5 | % | | 3.4 | % | | 3.4 | % |
|
| | | | | | | | | |
| | | 2018 | | 2017 | | 2016 |
| Discount rate | | 3.9 | % | | 3.3 | % | | 3.6 | % |
| Long-term rate of compensation increase | | 3.8 | % | | 3.9 | % | | 3.9 | % |
The worldwide weighted-average actuarial assumptions used to determine annual net periodic benefit cost were:
| | | | | | | | | | | | | | | | | | | | |
| | 2021 | | 2020 | | 2019 |
| Discount rate | | 2.3 | % | | 2.8 | % | | 3.7 | % |
| Long-term rate of compensation increase | | 3.4 | % | | 3.4 | % | | 4.0 | % |
| Long-term rate of return on plan assets | | 6.0 | % | | 6.8 | % | | 7.3 | % |
|
| | | | | | | | | |
| | | 2018 | | 2017 | | 2016 |
| Discount rate | | 3.3 | % | | 3.6 | % | | 4.1 | % |
| Long-term rate of compensation increase | | 3.9 | % | | 3.9 | % | | 3.9 | % |
| Long-term rate of return on plan assets | | 7.4 | % | | 8.1 | % | | 8.1 | % |
To determine the overall expected long-term rate of return on plan assets, the Company models expected returns over a 20-year investment horizon with respect to the specific investment mix of its major plans. The return assumptions used reflect a combination of rigorous historical performance analysis and forward-looking views of the financial markets including consideration of current yields on long-term bonds, price-earnings ratios of the major stock market indices, and long-term inflation.inflation. The U.S. model, which corresponds to approximately 72%69% of consolidated pension and other postretirement benefit plan assets, incorporates a long-term inflation assumption of 2.5% and an active management premium of 1%0.75% (net of fees) validated by historical analysis. Similar methods are used for various foreign plans with invested assets, reflecting local economic conditions. The expected rate of
return for 20182021 of 7.5%6.25% for the U.S. plans equated to approximately the 39th65th percentile expectation. Refer to Note 1.
At the end of 2014, the Company revised its mortality assumption after considering
In 2019, the Society of Actuaries’Actuaries (SOA) published updated mortality tables and an updated improvement scale. In 2021, the SOA released an updated improvement scale that incorporates an additional year of data. In determining the appropriate mortality assumptions as well as otherof 2021 fiscal year-end, the Company used the 2019 SOA tables with collar adjustments based on Kellogg’s current population, consistent with the prior year. In addition, based on mortality information available from the Social Security Administration to develop assumptions aligned with the Company’s expectation of future improvement rates. In determining the appropriate mortality assumptions as of December 29, 2018,and other sources, the Company considered the SOA's 2018 updated improvement scale. The SOA's 2018 scale incorporates changes consistent with the Company's view ofdeveloped assumptions for future mortality improvements establishedimprovement in 2014. Therefore, the Company adopted the 2018 SOA improvement scales.line with our expectations for future experience. The change to the mortality assumption decreasedincreased the year-end pension liabilityobligations by $10approximately $15 million.
To conduct the annual review of discount rates, the Company selected the discount rate based on a cash-flow matching analysis using Willis Towers Watson’s proprietary RATE:Link tool and projections of the future benefit payments that constitute the projected benefit obligation for the plans. RATE:Link establishes the uniform discount rate that produces the same present value of the estimated future benefit payments, as is generated by discounting each year’s benefit payments by a spot rate applicable to that year. The measurement dates for the defined benefit plans are consistent with the Company’s fiscal year end. Accordingly, the Company selects yield curves to measure benefit obligations consistent with market indices during December of each year.
The Company may experience material actuarial gains or losses due to differences between assumed and actual experience and due to changing economic conditions. During 2021, the Company recognized a net actuarial gain of approximately $12 million driven by a gain related to plan experience and assumption changes, including a gain due to increases in the discount rate, partially offset by a loss from worse than expected asset returns.
Plan assets
The Company categorized Plan assets within a three level fair value hierarchy described as follows:
Investments stated at fair value as determined by quoted market prices (Level 1) include:
Cash and cash equivalents: Value based on cost, which approximates fair value.
Corporate stock, common: Value based on the last sales price on the primary exchange.
Investments stated at estimated fair value using significant observable inputs (Level 2) include:
Cash and cash equivalents: Institutional short-term investment vehicles valued daily.
Mutual funds: Valued at exit prices quoted in active or non-active markets or based on observable inputs.
Collective trusts: Valued at exit prices quoted in active or non-active markets or based on observable inputs.
Bonds: Value based on matrices or models from pricing vendors.
Limited partnerships: Value based on the ending net capital account balance at year end.
Investments stated at estimated fair value using significant unobservable inputs (Level 3) include:
Real estate: Value based on the net asset value of units held at year end. The fair value of real estate holdings is based on market data including earnings capitalization, discounted cash flow analysis, comparable sales transactions or a combination of these methods.
Buy-in annuity contracts:contract: Value based on the calculated pension benefit obligation covered by the non-participating annuity contracts at year-end.
Bonds: Value based on matrices or models from brokerage firms. A limited number of the investments are in default.
The preceding methods described may produce a fair value calculation that may not be indicative of net realizable value or reflective of future fair values. Furthermore, although the Company believes its valuation methods are appropriate and consistent with other market participants, the use of different methodologies or assumptions to determine the fair value of certain financial instruments could result in a different fair value measurement at the reporting date.
The Company’s practice regarding the timing of transfers between levels is to measure transfers in at the beginning of the month and transfers out at the end of the month. For the year ended December 29, 2018,January 1, 2022, the Company had no transfers between Levels 1 and 2.
The fair value of Plan assets as of December 29, 2018January 1, 2022 summarized by level within the fair value hierarchy are as follows:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| (millions) | | Total
Level 1 | | Total
Level 2 | | Total
Level 3 | | Total
NAV (practical expedient)(a) | | Total |
| Cash and cash equivalents | | $ | 36 | | | $ | (5) | | | $ | — | | | $ | — | | | $ | 31 | |
| Corporate stock, common | | 318 | | | — | | | — | | | — | | | 318 | |
| | | | | | | | | | |
| | | | | | | | | | |
| Mutual funds: | | | | | | | | | | |
| | | | | | | | | | |
| Debt | | — | | | 51 | | | — | | | — | | | 51 | |
| Collective trusts: | | | | | | | | | | |
| Equity | | — | | | — | | | — | | | 1,034 | | | 1,034 | |
| | | | | | | | | | |
| Debt | | — | | | 599 | | | — | | | 477 | | | 1,076 | |
| Limited partnerships | | — | | | — | | | — | | | 207 | | | 207 | |
| Bonds, corporate | | — | | | 396 | | | — | | | 370 | | | 766 | |
| Bonds, government | | — | | | 597 | | | — | | | — | | | 597 | |
| Bonds, other | | — | | | 87 | | | — | | | — | | | 87 | |
| Real estate | | — | | | — | | | — | | | 416 | | | 416 | |
| Buy-in annuity contract | | — | | | — | | | 269 | | | — | | | 269 | |
| Other | | — | | | 104 | | | — | | | 3 | | | 107 | |
| Total | | $ | 354 | | | $ | 1,829 | | | $ | 269 | | | $ | 2,507 | | | $ | 4,959 | |
|
| | | | | | | | | | | | | | | | | | | | |
| (millions) | | Total Level 1 | | Total Level 2 | | Total Level 3 | | Total NAV (practical expedient)(a) | | Total |
| Cash and cash equivalents | | $ | 75 |
| | $ | — |
| | $ | — |
| | $ | — |
| | $ | 75 |
|
| Corporate stock, common: | | | | | | | | | | |
| Domestic | | 412 |
| | — |
| | — |
| | — |
| | 412 |
|
| International | | 10 |
| | 1 |
| | — |
| | — |
| | 11 |
|
| Mutual funds: | | | | | | | | | | |
| International equity | | — |
| | 7 |
| | — |
| | 34 |
| | 41 |
|
| Domestic debt | | — |
| | 53 |
| | — |
| | — |
| | 53 |
|
| Collective trusts: | | | | | | | | | | |
| Domestic equity | | — |
| | — |
| | — |
| | 437 |
| | 437 |
|
| International equity | | — |
| | 92 |
| | — |
| | 1,330 |
| | 1,422 |
|
| Other international debt | | — |
| | — |
| | — |
| | 331 |
| | 331 |
|
| Limited partnerships | | — |
| | — |
| | — |
| | 283 |
| | 283 |
|
| Bonds, corporate | | — |
| | 498 |
| | — |
| | — |
| | 498 |
|
| Bonds, government | | — |
| | 562 |
| | — |
| | — |
| | 562 |
|
| Bonds, other | | — |
| | 62 |
| | — |
| | — |
| | 62 |
|
| Real estate | | — |
| | — |
| | — |
| | 378 |
| | 378 |
|
| Other | | — |
| | 55 |
| | — |
| | 57 |
| | 112 |
|
| Total | | $ | 497 |
| | $ | 1,330 |
| | $ | — |
| | $ | 2,850 |
| | $ | 4,677 |
|
The fair value of Plan assets at December 30, 2017January 2, 2021 are summarized as follows:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| (millions) | | Total
Level 1 | | Total
Level 2 | | Total
Level 3 | | Total
NAV (practical expedient)(a) | | Total |
| Cash and cash equivalents | | $ | 35 | | | $ | 4 | | | $ | — | | | $ | 3 | | | $ | 42 | |
| Corporate stock, common | | 325 | | | — | | | — | | | — | | | 325 | |
| | | | | | | | | | |
| | | | | | | | | | |
| Mutual funds: | | | | | | | | | | |
| Equity | | — | | | — | | | — | | | 2 | | | 2 | |
| Debt | | — | | | 5 | | | — | | | — | | | 5 | |
| Collective trusts: | | | | | | | | | | |
| Equity | | — | | | — | | | — | | | 1,508 | | | 1,508 | |
| | | | | | | | | | |
| Debt | | — | | | 548 | | | — | | | 415 | | | 963 | |
| Limited partnerships | | — | | | — | | | — | | | 292 | | | 292 | |
| Bonds, corporate | | — | | | 220 | | | — | | | 141 | | | 361 | |
| Bonds, government | | — | | | 861 | | | — | | | — | | | 861 | |
| Bonds, other | | — | | | 64 | | | — | | | — | | | 64 | |
| Real estate | | — | | | — | | | — | | | 421 | | | 421 | |
| Buy-in annuity contract | | — | | | — | | | 280 | | | — | | | 280 | |
| Other | | — | | | 78 | | | — | | | 9 | | | 87 | |
| Total | | $ | 360 | | | $ | 1,780 | | | $ | 280 | | | $ | 2,791 | | | $ | 5,211 | |
|
| | | | | | | | | | | | | | | | | | | | |
| (millions) | | Total Level 1 | | Total Level 2 | | Total Level 3 | | Total NAV (practical expedient)(a) | | Total |
| Cash and cash equivalents | | $ | 66 |
| | $ | 21 |
| | $ | — |
| | $ | — |
| | $ | 87 |
|
| Corporate stock, common: | | | | | | | | | | |
| Domestic | | 500 |
| | — |
| | — |
| | — |
| | 500 |
|
| International | | 17 |
| | 1 |
| | — |
| | — |
| | 18 |
|
| Mutual funds: | | | | | | | | | |
|
|
| International equity | | — |
| | 120 |
| | — |
| | 38 |
| | 158 |
|
| Domestic debt | | — |
| | — |
| | — |
| | 36 |
| | 36 |
|
| Collective trusts: | | | | | | | | | | |
| Domestic equity | | — |
| | — |
| | — |
| | 525 |
| | 525 |
|
| International equity | | — |
| | 176 |
| | — |
| | 1,390 |
| | 1,566 |
|
| Other international debt | | — |
| | — |
| | — |
| | 365 |
| | 365 |
|
| Limited partnerships | | — |
| | — |
| | — |
| | 591 |
| | 591 |
|
| Bonds, corporate | | — |
| | 482 |
| | — |
| | — |
| | 482 |
|
| Bonds, government | | — |
| | 177 |
| | — |
| | — |
| | 177 |
|
| Bonds, other | | — |
| | 63 |
| | — |
| | — |
| | 63 |
|
| Real estate | | — |
| | — |
| | — |
| | 284 |
| | 284 |
|
| Other | | — |
| | 128 |
| | — |
| | 63 |
| | 191 |
|
| Total | | $ | 583 |
| | $ | 1,168 |
| | $ | — |
| | $ | 3,292 |
| | $ | 5,043 |
|
There were no unfunded commitments to purchase investments at December 29, 2018January 1, 2022 or December 30, 2017.January 2, 2021.
The Company’s investment strategy for its major defined benefit plans is to maintain a diversified portfolio of asset classes with the primary goal of meeting long-term cash requirements as they become due. Assets are invested in a prudent manner to maintain the security of funds while maximizing returns within the Plan’s investment policy. The investment policy specifies the type of investment vehicles appropriate for the Plan, asset allocation guidelines, criteria for the selection of investment managers, procedures to monitor overall investment performance as well as investment manager performance. Derivatives, including swaps, forward and futures contracts, may be used as asset class substitutes or for hedging or other risk management purposes. It also provides guidelines enabling Plan fiduciaries to fulfill their responsibilities.
The current weighted-average target asset allocation reflected by this strategy is: equity securities–45%29%; debt securities–28%31%; real estate and other–27%40%. Investment in Company common stock represented 1.0%1.2% and 1.2%1.1% of consolidated plan assets at December 29, 2018January 1, 2022 and December 30, 2017,January 2, 2021, respectively. Plan funding strategies are influenced by tax regulations and funding requirements. The Company currently expects to contribute, before
consideration of incremental discretionary contributions, approximately $7$3 million to its defined benefit pension plans during 2019.2022.
Level 3 gains and losses
Changes in the fair value of the Plan’sPlan's Level 3 assets are summarized as follows:
|
| | | | | | | | | | | | |
| (millions) | | Buy-in Annuity Contract | | Other | | Total |
| December 31, 2016 | | $ | 131 |
| | $ | — |
| | $ | 131 |
|
| Sales | | (131 | ) | | — |
| | (131 | ) |
| Purchases | | — |
| | — |
| | — |
|
| Transfers | | — |
| | — |
| | — |
|
| Realized and unrealized gain | | — |
| | — |
| | — |
|
| Currency translation | | — |
| | — |
| | — |
|
| December 30, 2017 | | $ | — |
| | $ | — |
| | $ | — |
|
The net change in Level 3 assets includes a gain attributable to the change in unrealized holding gains or losses related to Level 3 assets held at December 29, 2018 and December 30, 2017 was zero. | | | | | | | | |
| (millions) | | Annuity Contract |
| December 28, 2019 | | $ | — | |
| Purchases | | 268 | |
| Realized and unrealized gain | | 4 | |
| Currency translation | | 8 | |
| January 2, 2021 | | $ | 280 | |
| | |
| Realized and unrealized loss | | (9) | |
| Currency translation | | (2) | |
| January 1, 2022 | | $ | 269 | |
Benefit payments
The following benefit payments, which reflect expected future service, as appropriate, are expected to be paid (in millions): 2019–$261; 2020–$261; 2021–$269; 2022–$275;299; 2023–$281; 2024310; 2024–$315; 2025–$310; 2026–$308; 2027 to 2028–2031–$1,482.1,534.
NOTE 11
NONPENSION POSTRETIREMENT AND POSTEMPLOYMENT BENEFITS
Postretirement
The Company sponsors a number of plans to provide health care and other welfare benefits to retired employees in the United States and Canada, who have met certain age and service requirements. The majority of these plans are funded or unfunded defined benefit plans, although the Company does participate in a limited number of multiemployer or other defined contribution plans for certain employee groups. The Company contributes to voluntary employee benefit association (VEBA) trusts to fund certain U.S. retiree health and welfare benefit obligations. The Company uses a December 31 measurement date for these plans and, when necessary, adjusts for plan contributions and significant events between December 31 and its fiscal year-end.
Obligations and funded status
The aggregate change in accumulated postretirement benefit obligation, plan assets, and funded status is presented in the following tables.
| | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 |
| Change in accumulated benefit obligation | | | | |
| Beginning of year | | $ | 1,157 | | | $ | 1,116 | |
| Service cost | | 13 | | | 13 | |
| Interest cost | | 20 | | | 31 | |
| Actuarial (gain) loss | | (68) | | | 55 | |
| Benefits paid | | (57) | | | (58) | |
| | | | |
| | | | |
| | | | |
| End of year | | $ | 1,065 | | | $ | 1,157 | |
| Change in plan assets | | | | |
| Fair value beginning of year | | $ | 1,491 | | | $ | 1,364 | |
| Actual return on plan assets | | 175 | | | 178 | |
| Employer contributions | | 16 | | | 24 | |
| Benefits paid | | (74) | | | (75) | |
| Fair value end of year | | $ | 1,608 | | | $ | 1,491 | |
| Funded status | | $ | 543 | | | $ | 334 | |
| Amounts recognized in the Consolidated Balance Sheet consist of | | | | |
| Other assets | | $ | 577 | | | $ | 369 | |
| Other current liabilities | | (2) | | | (1) | |
| Other liabilities | | (32) | | | (34) | |
| Net amount recognized | | $ | 543 | | | $ | 334 | |
| Amounts recognized in accumulated other comprehensive income consist of | | | | |
| Prior service credit | | (41) | | | (50) | |
| Net amount recognized | | $ | (41) | | | $ | (50) | |
|
| | | | | | | | |
| (millions) | | 2018 | | 2017 |
| Change in accumulated benefit obligation | | | | |
| Beginning of year | | $ | 1,190 |
| | $ | 1,161 |
|
| Service cost | | 18 |
| | 18 |
|
| Interest cost | | 36 |
| | 37 |
|
| Actuarial (gain) loss | | (105 | ) | | 29 |
|
| Benefits paid | | (67 | ) | | (61 | ) |
| Curtailments | | — |
| | 3 |
|
| Amendments | | — |
| | — |
|
| Foreign currency adjustments | | (3 | ) | | 3 |
|
| End of year | | $ | 1,069 |
| | $ | 1,190 |
|
| Change in plan assets | | | | |
| Fair value beginning of year | | $ | 1,292 |
| | $ | 1,136 |
|
| Actual return on plan assets | | (91 | ) | | 217 |
|
| Employer contributions | | 17 |
| | 13 |
|
| Benefits paid | | (78 | ) | | (74 | ) |
| Fair value end of year | | $ | 1,140 |
| | $ | 1,292 |
|
| Funded status | | $ | 71 |
| | $ | 102 |
|
| Amounts recognized in the Consolidated Balance Sheet consist of | | | | |
| Other non-current assets | | $ | 107 |
| | $ | 144 |
|
| Other current liabilities | | (2 | ) | | (2 | ) |
| Other liabilities | | (34 | ) | | (40 | ) |
| Net amount recognized | | $ | 71 |
| | $ | 102 |
|
| Amounts recognized in accumulated other comprehensive income consist of | | | | |
| Prior service credit | | (68 | ) | | (77 | ) |
| Net amount recognized | | $ | (68 | ) | | $ | (77 | ) |
| | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 |
| Accumulated benefit obligation | | $ | 34 | | | $ | 35 | |
| Fair value of plan assets | | $ | — | | | $ | — | |
Expense
Components of postretirement benefit expense (income) were:
|
| | | | | | | | | | | | |
| (millions) | | 2018 | | 2017 | | 2016 |
| Service cost | | $ | 18 |
| | $ | 18 |
| | $ | 21 |
|
| Interest cost | | 36 |
| | 37 |
| | 39 |
|
| Expected return on plan assets | | (94 | ) | | (98 | ) | | (90 | ) |
| Amortization of unrecognized prior service credit | | (9 | ) | | (9 | ) | | (9 | ) |
| Recognized net (gain) loss | | 81 |
| | (90 | ) | | (19 | ) |
| Net periodic benefit cost | | 32 |
| | (142 | ) | | (58 | ) |
| Curtailment | | — |
| | 3 |
| | — |
|
| Postretirement benefit expense: | | | | | | |
| Defined benefit plans | | 32 |
| | (139 | ) | | (58 | ) |
| Defined contribution plans | | 11 |
| | 16 |
| | 17 |
|
| Total | | $ | 43 |
| | $ | (123 | ) | | $ | (41 | ) |
The estimated prior service credit that will be amortized from accumulated other comprehensive income into nonpension postretirement benefit expense over the next fiscal year is expected to be approximately $9 million. | | | | | | | | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 | | 2019 |
| Service cost | | $ | 13 | | | $ | 13 | | | $ | 15 | |
| Interest cost | | 20 | | | 31 | | | 37 | |
| Expected return on plan assets | | (92) | | | (94) | | | (86) | |
| Amortization of unrecognized prior service credit | | (9) | | | (9) | | | (9) | |
| Recognized net (gain) loss | | (152) | | | (29) | | | (137) | |
| Net periodic benefit expense (income) | | (220) | | | (88) | | | (180) | |
| Curtailment | | — | | | — | | | (6) | |
| Postretirement benefit expense (income): | | | | | | |
| Defined benefit plans | | (220) | | | (88) | | | (186) | |
| Defined contribution plans | | 13 | | | 13 | | | 11 | |
| Total | | $ | (207) | | | $ | (75) | | | $ | (175) | |
Assumptions
The weighted-average actuarial assumptions used to determine benefit obligations were:
|
| | | | | | | | | |
| | | 2018 | | 2017 | | 2016 |
| Discount rate | | 4.3 | % | | 3.6 | % | | 4.0 | % |
| | | | | | | | | | | | | | | | | | | | |
| | 2021 | | 2020 | | 2019 |
| Discount rate | | 2.9 | % | | 2.5 | % | | 3.3 | % |
The weighted-average actuarial assumptions used to determine annual net periodic benefit cost were:
| | | | | 2018 | | 2017 | | 2016 | | 2021 | | 2020 | | 2019 |
| Discount rate | | 3.6 | % | | 4.0 | % | | 4.2 | % | Discount rate | | 2.5 | % | | 3.3 | % | | 4.0 | % |
| Long-term rate of return on plan assets | | 7.5 | % | | 8.5 | % | | 8.5 | % | Long-term rate of return on plan assets | | 6.3 | % | | 7.0 | % | | 7.3 | % |
The Company determines the overall discount rate and expected long-term rate of return on VEBA trust obligations and assets in the same manner as that described for pension trusts in Note 10.
The assumed U.S. health care cost trend rate is 5.5%5.25% for 2019,2022, decreasing 0.25% annually to 4.5% by the year 20232025 and remaining at that level thereafter. These trend rates reflect the Company’s historical experience and management’s expectations regarding future trends. A one percentage point change
The Company may experience material actuarial gains or losses due to differences between assumed and actual experience and due to changing economic conditions. During 2021, the Company recognized a net actuarial gain of approximately $152 million driven by a gain related to plan experience and assumption changes, including gains due to better than expected asset returns and increases in assumed health care cost trend rates would have the following effects:discount rate.
|
| | | | | | | | |
| (millions) | | One percentage point increase | | One percentage point decrease |
| Effect on total of service and interest cost components | | $ | 6 |
| | $ | (3 | ) |
| Effect on postretirement benefit obligation | | 97 |
| | (67 | ) |
Plan assets
The fair value of Plan assets as of December 29, 2018January 1, 2022 summarized by level within fair value hierarchy described in Note 10, are as follows:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| (millions) | | Total
Level 1 | | Total
Level 2 | | Total
Level 3 | | Total
NAV (practical expedient)(a) | | Total |
| Cash and cash equivalents | | $ | 1 | | | $ | 2 | | 1 | $ | — | | | $ | — | | | $ | 3 | |
| Corporate stock, common | | 263 | | | — | | | — | | | — | | | 263 | |
| | | | | | | | | | |
| | | | | | | | | | |
| Mutual funds: | | | | | | | | | | |
| Equity | | — | | | 39 | | | — | | | — | | | 39 | |
| | | | | | | | | | |
| Debt | | — | | | 94 | | | — | | | — | | | 94 | |
| Collective trusts: | | | | | | | | | | |
| Equity | | — | | | — | | | — | | | 616 | | | 616 | |
| | | | | | | | | | |
| Limited partnerships | | — | | | — | | | — | | | 132 | | | 132 | |
| Bonds, corporate | | — | | | 247 | | | — | | | — | | | 247 | |
| Bonds, government | | — | | | 99 | | | — | | | — | | | 99 | |
| Bonds, other | | — | | | 13 | | | — | | | — | | | 13 | |
| Real estate | | — | | | — | | | — | | | 102 | | | 102 | |
| | | | | | | | | | |
| Total | | $ | 264 | | | $ | 494 | | | $ | — | | | $ | 850 | | | $ | 1,608 | |
|
| | | | | | | | | | | | | | | | | | | | |
| (millions) | | Total Level 1 | | Total Level 2 | | Total Level 3 | | Total NAV (practical expedient)(a) | | Total |
| Cash and cash equivalents | | $ | 2 |
| | $ | 1 |
| | $ | — |
| | $ | — |
| | $ | 3 |
|
| Corporate stock, common: | | | | | | | | | | |
| Domestic | | 108 |
| | — |
| | — |
| | — |
| | 108 |
|
| International | | 5 |
| | 1 |
| | — |
| | — |
| | 6 |
|
| Mutual funds: | | | | | | | | | | |
| Domestic equity | | — |
| | 37 |
| | — |
| | — |
| | 37 |
|
| International equity | | — |
| | — |
| | — |
| | — |
| | — |
|
| Domestic debt | | — |
| | 42 |
| | — |
| | — |
| | 42 |
|
| Collective trusts: | | | | | | | | | | |
| Domestic equity | | — |
| | — |
| | — |
| | 281 |
| | 281 |
|
| International equity | | — |
| | — |
| | — |
| | 228 |
| | 228 |
|
| Limited partnerships | | — |
| | — |
| | — |
| | 199 |
| | 199 |
|
| Bonds, corporate | | — |
| | 95 |
| | — |
| | — |
| | 95 |
|
| Bonds, government | | — |
| | 50 |
| | — |
| | — |
| | 50 |
|
| Bonds, other | | — |
| | 7 |
| | — |
| | — |
| | 7 |
|
| Real estate | | — |
| | — |
| | — |
| | 83 |
| | 83 |
|
| Other | | — |
| | 1 |
| | — |
| | — |
| | 1 |
|
| Total | | $ | 115 |
| | $ | 234 |
| | $ | — |
| | $ | 791 |
| | $ | 1,140 |
|
The fair value of Plan assets at December 30, 2017January 2, 2021 are summarized as follows:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| (millions) | | Total
Level 1 | | Total
Level 2 | | Total
Level 3 | | Total
NAV (practical expedient)(a) | | Total |
| Cash and cash equivalents | | $ | 3 | | | $ | 3 | | | $ | — | | | $ | — | | | $ | 6 | |
| Corporate stock, common | | 261 | | | — | | | — | | | — | | | 261 | |
| | | | | | | | | | |
| | | | | | | | | | |
| Mutual funds: | | | | | | | | | | |
| Equity | | — | | | 30 | | | — | | | — | | | 30 | |
| | | | | | | | | | |
| Debt | | — | | | 54 | | | — | | | — | | | 54 | |
| Collective trusts: | | | | | | | | | | |
| Equity | | — | | | — | | | — | | | 669 | | | 669 | |
| | | | | | | | | | |
| Limited partnerships | | — | | | — | | | — | | | 135 | | | 135 | |
| Bonds, corporate | | — | | | 143 | | | — | | | — | | | 143 | |
| Bonds, government | | — | | | 96 | | | — | | | — | | | 96 | |
| Bonds, other | | — | | | 8 | | | — | | | — | | | 8 | |
| Real estate | | — | | | — | | | — | | | 89 | | | 89 | |
| | | | | | | | | | |
| Total | | $ | 264 | | | $ | 334 | | | $ | — | | | $ | 893 | | | $ | 1,491 | |
|
| | | | | | | | | | | | | | | | | | | | |
| (millions) | | Total Level 1 | | Total Level 2 | | Total Level 3 | | Total NAV (practical expedient)(a) | | Total |
| Cash and cash equivalents | | $ | — |
| | $ | 13 |
| | $ | — |
| | $ | — |
| | $ | 13 |
|
| Corporate stock, common: | | | | | | | | | | |
| Domestic | | 141 |
| | — |
| | — |
| | — |
| | 141 |
|
| International | | 8 |
| | — |
| | — |
| | — |
| | 8 |
|
| Mutual funds: | | | | | | | | | | |
| Domestic equity | | — |
| | 52 |
| | — |
| | — |
| | 52 |
|
| International equity | | — |
| | 40 |
| | — |
| | — |
| | 40 |
|
| Domestic debt | | — |
| | 52 |
| | — |
| | — |
| | 52 |
|
| Collective trusts: | | | | | | | | | | |
| Domestic equity | | — |
| | — |
| | — |
| | 273 |
| | 273 |
|
| International equity | | — |
| | — |
| | — |
| | 266 |
| | 266 |
|
| Limited partnerships | | — |
| | — |
| | — |
| | 215 |
| | 215 |
|
| Bonds, corporate | | — |
| | 117 |
| | — |
| | — |
| | 117 |
|
| Bonds, government | | — |
| | 53 |
| | — |
| | — |
| | 53 |
|
| Bonds, other | | — |
| | 9 |
| | — |
| | 51 |
| | 60 |
|
| Other | | — |
| | 2 |
| | — |
| | — |
| | 2 |
|
| Total | | $ | 149 |
| | $ | 338 |
| | $ | — |
| | $ | 805 |
| | $ | 1,292 |
|
The Company’s asset investment strategy for its VEBA trusts is consistent with that described for its pension trusts in Note 10. The current target asset allocation is 58%60% equity securities, 35%33% debt securities, and 7% real estate. The Company currently expects to contribute approximately $18$17 million to its VEBA trusts during 2019.2022.
There were no Level 3 assets during 20182021 and 2017.2020.
Postemployment
Under certain conditions, the Company provides benefits to former or inactive employees, including salary continuance, severance, and long-term disability, in the United States and several foreign locations. The Company’s postemployment benefit plans are unfunded. Actuarial assumptions used are generally consistent with those presented for pension benefits in Note 10.During 2017, the Company reduced its incidence rate assumption based on our review of historical experience, resulting in an actuarial gain of $31 million.
The aggregate change in accumulated postemployment benefit obligation and the net amount recognized were:
| | | (millions) | | 2018 | | 2017 | (millions) | | 2021 | | 2020 |
| Change in accumulated benefit obligation | | | | | Change in accumulated benefit obligation | |
| Beginning of year | | $ | 43 |
| | $ | 87 |
| Beginning of year | | $ | 48 | | | $ | 48 | |
| Service cost | | 3 |
| | 6 |
| Service cost | | 3 | | | 3 | |
| Interest cost | | 1 |
| | 3 |
| Interest cost | | 1 | | | 1 | |
| Actuarial (gain)loss | | 3 |
| | (45 | ) | Actuarial (gain)loss | | 1 | | | — | |
| Benefits paid | | (8 | ) | | (8 | ) | Benefits paid | | (5) | | | (4) | |
| Amendments | | — |
| | — |
| |
| Foreign currency adjustments | | — |
| | — |
| |
| | End of year | | $ | 42 |
| | $ | 43 |
| End of year | | $ | 48 | | | $ | 48 | |
| Funded status | | $ | (42 | ) | | $ | (43 | ) | Funded status | | $ | (48) | | | $ | (48) | |
| Amounts recognized in the Consolidated Balance Sheet consist of | | | | | Amounts recognized in the Consolidated Balance Sheet consist of | |
| Other current liabilities | | $ | (5 | ) | | $ | (4 | ) | Other current liabilities | | $ | (5) | | | $ | (6) | |
| Other liabilities | | (37 | ) | | (39 | ) | Other liabilities | | (43) | | | (42) | |
| Net amount recognized | | $ | (42 | ) | | $ | (43 | ) | Net amount recognized | | $ | (48) | | | $ | (48) | |
| Amounts recognized in accumulated other comprehensive income consist of | | | | | Amounts recognized in accumulated other comprehensive income consist of | |
| Net prior service cost | | $ | 4 |
| | $ | 5 |
| Net prior service cost | | $ | 1 | | | $ | 2 | |
| Net experience gain | | (38 | ) | | (46 | ) | Net experience gain | | (14) | | | (18) | |
| Net amount recognized | | $ | (34 | ) | | $ | (41 | ) | Net amount recognized | | $ | (13) | | | $ | (16) | |
Components of postemployment benefit expense were:
|
| | | | | | | | | | | | |
| (millions) | | 2018 | | 2017 | | 2016 |
| Service cost | | $ | 3 |
| | $ | 6 |
| | $ | 7 |
|
| Interest cost | | 1 |
| | 3 |
| | 3 |
|
| Amortization of unrecognized prior service cost | | 1 |
| | 1 |
| | 1 |
|
| Recognized net loss | | (5 | ) | | — |
| | 3 |
|
| Postemployment benefit expense | | $ | — |
| | $ | 10 |
| | $ | 14 |
|
The estimated net experience gain and net prior service cost that will be amortized from accumulated other comprehensive income into postemployment benefit expense over the next fiscal year is $5 million and $1 million, respectively. | | | | | | | | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 | | 2019 |
| Service cost | | $ | 3 | | | $ | 2 | | | $ | 3 | |
| Interest cost | | 1 | | | 1 | | | 2 | |
| Amortization of unrecognized prior service cost | | 1 | | | 1 | | | 1 | |
| Recognized net loss | | (2) | | | (3) | | | (5) | |
| Net periodic benefit cost | | $ | 3 | | | $ | 1 | | | $ | 1 | |
| Settlement cost | | (1) | | | (1) | | | (3) | |
| Postemployment benefit expense | | $ | 2 | | | $ | — | | | $ | (2) | |
Benefit payments
The following benefit payments, which reflect expected future service, as appropriate, are expected to be paid:
| | | | | | | | | | | | | | |
| (millions) | | Postretirement | | Postemployment |
| 2022 | | $ | 64 | | | $ | 5 | |
| 2023 | | 64 | | | 7 | |
| 2024 | | 64 | | | 6 | |
| 2025 | | 64 | | | 5 | |
| 2026 | | 64 | | | 5 | |
| 2027-2031 | | 312 | | | 21 | |
|
| | | | | | | | |
| (millions) | | Postretirement | | Postemployment |
| 2019 | | $ | 80 |
| | $ | 5 |
|
| 2020 | | 73 |
| | 4 |
|
| 2021 | | 72 |
| | 4 |
|
| 2022 | | 73 |
| | 4 |
|
| 2023 | | 73 |
| | 4 |
|
| 2024-2028 | | 361 |
| | 18 |
|
NOTE 12
MULTIEMPLOYER PENSION AND POSTRETIREMENT PLANS
The Company contributes to multiemployer defined contribution pension and postretirement benefit plans under the terms of collective-bargaining agreements that cover certain unionized employee groups in the United States. Contributions to these plans are included in total pension and postretirement benefit expense as reported in Note 10 and Note 11, respectively.
Pension benefits
The risks of participating in multiemployer pension plans are different from single-employer plans. Assets contributed to a multiemployer plan by one employer may be used to provide benefits to employees of other participating employers. If a participating employer stops contributing to the plan, the unfunded obligations of the plan are borne by the remaining participating employers.
The Company’s participation in Total contributions to multiemployer pension benefit plans for the year ended December 29, 2018, is outlined in the table below. The “EIN/PN” column provides the Employer Identification Number (EIN) and the three-digit plan number (PN). The most recent Pension Protection Act (PPA) zone status available for 2018 and 2017 is for the plan year-endswere as indicated below. The zone status is based on information that the Company received from the plan and is certified by the plan’s actuary. Among other factors, plans in the red zone are generally less than 65 percent funded, plans in the yellow zone are between 65 percent and 80 percent funded, and plans in the green zone are at least 80 percent funded. The “FIP/RP Status” column indicates plans for which a financial improvement plan (FIP) or a rehabilitation plan (RP) is either pending or has been implemented. In addition to regular plan contributions, the Company may be subject to a surcharge if the plan is in the red zone. The “Surcharge Imposed” column indicates whether a surcharge has been imposed on contributions to the plan. The last column lists the expiration date(s) of the collective-bargaining agreement(s) (CBA) to which the plans are subject. The Company was not listed in the available Forms 5500 of the three plans listed below as providing more than 5 percent of total contributions. At the date the Company’s financial statements were issued, certain Forms 5500 were not available for the plan years ending in 2018.follows (millions): 2021 - $7; 2020 - $7; 2019 - $9.
|
| | | | | | | | | | | | | | | |
| | PPA Zone Status |
| Contributions (millions) | | |
| Pension trust fund | EIN/PN | 2018 | 2017 | FIP/RP Status | 2018 | 2017 | 2016 | Surcharge Imposed | Expiration Date of CBA |
| Bakery and Confectionery Union and Industry International Pension Fund (a) | 52-6118572 /
001 | Red - 12/31/2018 | Red - 12/31/2017 | Implemented | $ | 6.5 |
| $ | 6.6 |
| $ | 4.8 |
| Yes | 12/17/2019 to
3/16/2021 (b) |
| Central States, Southeast and Southwest Areas Pension Fund | 36-6044243 /
001 | Red - 12/31/2018 | Red - 12/31/2017 | Implemented | 1.9 |
| 4.8 |
| 4.8 |
| Yes | 7/28/2019 (b) |
| Western Conference of Teamsters Pension Trust | 91-6145047 /
001 | Green - 12/31/2018 | Green - 12/31/2017 | NA | 1.0 |
| 1.4 |
| 1.0 |
| No | 3/26/2022 (c) |
| Other Plans | | | | | 1.0 |
| 3.1 |
| 3.1 |
| | (d) |
| Total contributions: | | | | | $ | 10.4 |
| $ | 15.9 |
| $ | 13.7 |
| | |
| |
(a) | The Company is party to multiple CBAs requiring contributions to this fund, each with its own expiration date. Over 80 percent of the Company’s participants in this fund are covered by a single CBA that expires on 3/16/2021. |
| |
(b) | During 2017, the Company terminated certain CBAs covered by these funds. Because of the Company's level of continuing involvement in each fund, the Company does not anticipate being subject to a withdrawal liability. The Company does not expect 2019 contributions to be materially different than 2018. |
| |
(c) | During 2017, the Company terminated certain CBAs covered by this fund. As a result, the Company has partially withdrawn from the fund and recognized expense for its estimated withdrawal liability. The Company does not expect 2019 contributions to be materially different than 2018. |
| |
(d) | During 2017, the Company terminated the CBAs covered by certain of these funds. As a result, for the impacted funds, the Company recognized expense for the estimated withdrawal liability and made no contributions in 2018. The Company does not expect 2019 contributions to the remaining funds to be materially different from 2018. |
As discussed in Note 5, the Company engages in restructuring and cost reduction projects to help achieve its long-term growth targets. Current and future restructuring and cost reduction activities and other strategic initiatives could impact the Company's participation in certain multiemployer plans. In addition to regular contributions, the Company could be obligated to pay additional amounts, known as a withdrawal liability, if a multiemployer pension plan has unfunded vested benefits and the Company decreases or ceases participation in that plan. TheDuring 2019, the Company withdrew from two multi-employer pension plans. Additionally, the Company previously exited several multiemployer plans associated with Project Kas part of past restructuring activity andactivities. The related liabilities recognized are our best estimate of the ultimate cost of withdrawing from these plans. At this time we have not yet reached agreement on the ultimate amount of these withdrawal liabilities. As a result, the actual cost could differ from our estimate based on final funding assessments. The net present value of the liabilities were determined using a risk free interest rate. The Company recognized expense related to the withdrawals as follows (millions): 20182021 - $7; 2017$0; 2020 - $26; 2016$(5); 2019 - $0. These amounts represent management's best estimate; actual
results could differ.$132. The charges were recorded within Cost of goods sold on the Consolidated Statement of Income. The cash obligation associated with the 2019 withdrawal activity is approximately $8 million annually and is payable over a maximum 20-year period; management has not determined the actual period over which the payments will be made. Withdrawal liability payments of $3 million were made during 2018 to multiemployer plans.period. Withdrawal liability payments made in 2017 and 2016to multiemployer plans were immaterial.as follows (millions): 2021 - $10; 2020 - $21; 2019 - $8. The Company had withdrawal liabilities of $32$123 million and $28$130 million at December 29, 2018January 1, 2022 and December 30, 2017, respectively.January 2, 2021, respectively, included within Other current liabilities and Other liabilities on the Consolidated Balance Sheet.
Postretirement benefits
Multiemployer postretirement benefit plans provide health care and other welfare benefits to active and retired employees who have met certain age and service requirements. Contributions to multiemployer postretirement benefit plans were (in millions): 20182021 – $11; 2017$13; 2020 – $16; 2016$13; 2019 – $17.$11.
NOTE 13
INCOME TAXES
The components of income before income taxes and the provision for income taxes were as follows:
| | | | | | | | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 | | 2019 |
| Income before income taxes | | | | | | |
| United States | | $ | 1,158 | | | $ | 1,018 | | | $ | 938 | |
| Foreign | | 808 | | | 583 | | | 367 | |
| | | 1,966 | | | 1,601 | | | 1,305 | |
| Income taxes | | | | | | |
| Currently payable | | | | | | |
| Federal | | 188 | | | 129 | | | 345 | |
| State | | 44 | | | 26 | | | 52 | |
| Foreign | | 117 | | | 100 | | | 77 | |
| | | 349 | | | 255 | | | 474 | |
| Deferred | | | | | | |
| Federal | | 40 | | | 56 | | | (124) | |
| State | | 4 | | | 9 | | | (29) | |
| Foreign | | 81 | | | 3 | | | — | |
| | | 125 | | | 68 | | | (153) | |
| Total income taxes | | $ | 474 | | | $ | 323 | | | $ | 321 | |
|
| | | | | | | | | | | | |
| (millions) | | 2018 | | 2017 | | 2016 |
| Income before income taxes | | | | | | |
| United States | | $ | 851 |
| | $ | 1,097 |
| | $ | 835 |
|
| Foreign | | 478 |
| | 560 |
| | 99 |
|
| | | 1,329 |
| | 1,657 |
| | 934 |
|
| Income taxes | | | | | | |
| Currently payable | | | | | | |
| Federal | | 7 |
| | 358 |
| | 173 |
|
| State | | 28 |
| | 31 |
| | 26 |
|
| Foreign | | 99 |
| | 79 |
| | 60 |
|
| | | 134 |
| | 468 |
| | 259 |
|
| Deferred | | | | | | |
| Federal | | 109 |
| | (41 | ) | | 18 |
|
| State | | (59 | ) | | 8 |
| | 6 |
|
| Foreign | | (3 | ) | | (25 | ) | | (48 | ) |
| | | 47 |
| | (58 | ) | | (24 | ) |
| Total income taxes | | $ | 181 |
| | $ | 410 |
| | $ | 235 |
|
The difference between the U.S. federal statutory tax rate and the Company’s effective income tax rate was:
| | | | | | | | | | | | | | | | | | | | |
| | 2021 | | 2020 | | 2019 |
| U.S. statutory income tax rate | | 21.0 | % | | 21.0 | % | | 21.0 | % |
| Foreign rates varying from U.S. statutory rate | | (1.6) | | | (2.4) | | | (2.5) | |
| | | | | | |
| State income taxes, net of federal benefit | | 1.9 | | | 1.8 | | | 1.3 | |
| Cost (benefit) of remitted and unremitted foreign earnings | | 0.6 | | | 1.0 | | | 0.8 | |
| | | | | | |
| | | | | | |
| Revaluation of investment in foreign subsidiary | | — | | | — | | | 2.5 | |
| Net change in valuation allowance | | 2.7 | | | 1.4 | | | (1.6) | |
| | | | | | |
| Statutory rate changes, deferred tax impact | | 0.7 | | | 0.2 | | | 0.3 | |
| U.S. deemed repatriation tax | | — | | | (2.0) | | | — | |
| | | | | | |
| Divestiture | | — | | | — | | | 2.9 | |
| Out-of-period adjustment | | — | | | — | | | 3.0 | |
| Other | | (1.2) | | | (0.8) | | | (3.1) | |
| Effective income tax rate | | 24.1 | % | | 20.2 | % | | 24.6 | % |
|
| | | | | | | | | |
| | | 2018 | | 2017 | | 2016 |
| U.S. statutory income tax rate | | 21.0 | % | | 35.0 | % | | 35.0 | % |
| Foreign rates varying from U.S. statutory rate | | (3.0 | ) | | (6.7 | ) | | (5.0 | ) |
| Excess tax benefits on share-based compensation | | (0.3 | ) | | (0.3 | ) | | (3.7 | ) |
| State income taxes, net of federal benefit | | 1.5 |
| | 1.4 |
| | 2.4 |
|
| Cost (benefit) of remitted and unremitted foreign earnings | | 0.7 |
| | 0.1 |
| | 0.1 |
|
| Legal entity restructuring, deferred tax impact | | (3.3 | ) | | — |
| | — |
|
| Discretionary pension contributions | | (2.3 | ) | | — |
| | — |
|
| Net change in valuation allowance | | 2.0 |
| | (0.4 | ) | | 0.5 |
|
| U.S. deduction for qualified production activities | | — |
| | (1.4 | ) | | (2.8 | ) |
| Statutory rate changes, deferred tax impact | | — |
| | (9.0 | ) | | (0.1 | ) |
| U.S. deemed repatriation tax | | (1.2 | ) | | 10.4 |
| | — |
|
| Intangible property transfer | | — |
| | (2.4 | ) | | — |
|
| Venezuela deconsolidation | | — |
| | — |
| | 1.8 |
|
| Venezuela remeasurement | | — |
| | — |
| | 0.4 |
|
| Other | | (1.5 | ) | | (1.9 | ) | | (3.4 | ) |
| Effective income tax rate | | 13.6 | % | | 24.8 | % | | 25.2 | % |
As presented in the preceding table, the Company’s 20182021 consolidated effective tax rate was 13.6%24.1%, as compared to 24.8%20.2% in 20172020 and 25.2%24.6% in 2016.2019.
On December 22, 2017,The 2021 effective income tax rate was unfavorably impacted by the U.S. government enacted comprehensivefollowing items. During the second quarter of 2021, the Company recorded tax expense of $23 million as a result of tax legislation commonly referred to asenacted in the Tax Cuts and Jobs Act (Tax Act). The Tax Act makes broad and complex changes toUK in June 2021, which increased the U.S. tax code which impacted our year ended December 30, 2017 including but not limited to, reducing the corporatestatutory UK tax rate from 35%19 percent to 25 percent for tax periods after April 1, 2023. The Company revalued its net deferred tax balances related to the UK business to reflect the increased tax rate. During the third quarter, the Company determined that certain foreign deferred tax assets were no longer more likely than not to be realized in the future and a full valuation allowance totaling $20 million was recorded on a discrete period basis.
The 2020 effective income tax rate was favorably impacted by the reversal of a liability for uncertain tax positions of $32 million, resulting from the finalization of a tax examination during the third quarter. The reserves were related to 21%, requiring a one-timethe Company's estimate of the transition tax on certain unrepatriated earningsliability in conjunction with the finalization of foreign subsidiaries that may be electively paid over eight years, and accelerating first year expensing of certain capital expenditures.
Shortly after the Tax Act was enacted, the SEC staff issuedaccounting under Staff Accounting Bulletin No. 118, Income Tax Accounting Implications of the Tax Cuts and Jobs Act (SAB 118), which provides guidance on accounting for the Tax Act’s impact. SAB 118 provided a measurement period, which in no case should extend beyond one year from the Tax Act enactment date, during which a company may complete the accounting for the impacts of the Tax Act under ASC Topic 740.Act.
The Company's 20182019 effective income tax provision includesrate was unfavorably impacted by a permanent basis difference in the assets sold to Ferrero as well as an $11 million reductionout-of-period correction. During the fourth quarter of 2019, the Company recorded an out-of-period adjustment to correct an error in the tax rate applied to a deferred tax asset arising from an intangible property transfer in a prior year. The adjustment increased income tax expense dueand decreased deferred tax assets by $39 million, respectively. We determined the adjustment to changes in estimates relatedbe immaterial to our Consolidated Financial Statements for the Tax Act. The reduction is primarily related to a $16 million reduction in the transition tax estimate and $5 million of additional tax associated primarily with the final assessment of changes in our indefinite reinvestment assertion and resulting tax.
The Company's 2017 year end income tax provision includes $8 million of net additional income tax expense during the quarter ended December 30, 2017, driven by the reduction in the U.S. corporate tax rate28, 2019 and the transition tax on foreign earnings.related prior annual and quarterly periods.
Transition tax on foreign earnings: The transition tax is a tax on the previously untaxed accumulated and current earnings and profits of certain of our foreign subsidiaries. In order to determine the amount of the transition tax, the Company must determine, in addition to other factors, the amount of post-1986 earnings and profits (E&P) of the relevant subsidiaries, as well as the amount of non-U.S. income taxes paid on such earnings. E&P is similar to retained earnings of the subsidiary, but requires other adjustments to conform to U.S. tax rules. As of December 30, 2017, based on accumulated foreign earnings and profits of approximately $2.6 billion, which are primarily in Europe, the Company was able to make a reasonable estimate of the transition tax and recorded a transition tax obligation of $157 million, which the Company expects to elect to pay over eight years. InDuring the third quarter of 2018,2020, the Company recorded a $16 million reduction to the transition tax liability and tax expense based on updated estimates of E&P. During the fourth quarter of 2018, the Company, as part of completing its accounting under SAB 118, revised its estimate of the transition tax liability to $94 million, and recorded $47reversed $32 million of tax reserves related to uncertainty in our interpretation of the statute and associated regulations.
Indefinite reinvestment assertion: Prior to the Tax Act, we treated a significant portion of our undistributed foreign earnings as indefinitely reinvested. In light of the Tax Act, which included a new territorial tax regime, as of the period ended December 30, 2017, Management determined that the Company would analyze its global capital structure and working capital strategy and considered the indefinite reinvestment assertion to be provisional under SAB 118. In the fourth quarter of 2018, we finished analyzing our global capital structure and working capital strategy and determined that $2.4 billion of foreign earnings as of December 30, 2017 were no longer considered to be indefinitely invested. Accordingly, income tax expense of approximately $5 million wasliability previously recorded in the fourth quarter of 2018. We have completed the assessment and accounting under SAB 118 for our indefinite investment assertion.
Reduction in U.S. Corporate Tax Rate: The tax provision as of December 30, 2017, included a tax benefit of $149 million for the remeasurement of certain deferred tax assets and liabilities to reflect the corporate income tax rate reduction impact to the Company's net deferred tax balances. The accounting for the reduction in the U.S. Corporate Tax rate was considered complete in the fourth quarter of 2017.
The Tax Act also created a new requirement that certain income earned by foreign subsidiaries, known as global intangible low-tax income (GILTI), must be included in the gross income of their U.S. shareholder. During the fourth quarter of 2018, the Company elected to treat the tax effect of GILTI as a current-period expense when incurred.
In conjunction with SAB 118, we have completed the accounting for the Tax Act in the fourth quarter 2018.
The 2018 effective income tax rate benefited from the reduction of the U.S. corporate tax rate as well as a $11 million reduction of income tax expense due to changes in estimates related to the Tax Act, the impact of discretionary pension contributions totaling $250 million in 2018, which were designated as 2017 tax year contributions, and a $44 million discrete tax benefit as a result of the remeasurementfinalization of deferred taxes following a legal entity restructuring. an IRS tax examination.
As of December 29, 2018,January 1, 2022, approximately $700 million$1 billion of unremitted earnings were considered indefinitely reinvested. The unrecognized deferred tax liability for these earnings is estimated at
approximately $20$28 million. However, this estimate could change based on the manner in which the outside basis difference associated with these earnings reverses.
The 2017 effective income tax rate benefited from a deferred tax benefit of $39 million resulting from intercompany transfers of intellectual property under the application of the newly adopted standard. See discussion regarding the adoption of ASU 2016-16, Intra-Entity Transfers of Assets Other Than Inventory, in Note 1.
The 2016 effective income tax rate benefited from excess tax benefits from share-based compensation totaling $36 million for federal, state, and foreign income taxes. During 2016, as described in Note 16, the Company deconsolidated its Venezuelan operations resulting in a pre-tax charge of $72 million with no significant associated tax benefit.
Management monitors the Company’s ability to utilize certain future tax deductions, operating losses and tax credit carryforwards, prior to expiration. Changes resulting from management’s assessment will result in impacts to deferred tax assets and the corresponding impacts on the effective income tax rate. Valuation allowances were recorded to reduce deferred tax assets to an amount that will, more likely than not, be realized in the future. The total tax benefit of carryforwards at year-end 20182021 and 20172020 were $270$363 million and $239$329 million, respectively, with related valuation allowances at year-end 20182021 and 20172020 of $166$248 million and $153$192 million, respectively. Of the total carryforwards at year-end 2018, substantially all will2021, $23 million expire after 2022.in 5 years or less, $75 million expire in 2027 and later, and $265 million do not expire.
The following table provides an analysis of the Company’s deferred tax assets and liabilities as of year-end 20182021 and 2017. Deferred tax liabilities increased in 2018 due primarily to the additional investment and consolidation of Multipro resulting in a deferred tax liability of $253 million.2020:
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| | Deferred tax
assets | | Deferred tax
liabilities |
| (millions) | | 2021 | | 2020 | | 2021 | | 2020 |
| U.S. state income taxes | | $ | — | | | $ | 7 | | | $ | 11 | | | $ | — | |
| Advertising and promotion-related | | 14 | | | 13 | | | — | | | — | |
| Wages and payroll taxes | | 27 | | | 26 | | | — | | | — | |
| Inventory valuation | | 16 | | | 17 | | | — | | | — | |
| Employee benefits | | 19 | | | 118 | | | — | | | — | |
| Operating loss, credit and other carryforwards | | 363 | | | 329 | | | — | | | — | |
| Hedging transactions | | 13 | | | 49 | | | — | | | — | |
| Depreciation and asset disposals | | — | | | — | | | 264 | | | 234 | |
| Operating lease right-of-use assets | | — | | | — | | | 146 | | | 141 | |
| Operating lease liabilities | | 144 | | | 136 | | | — | | | — | |
| Trademarks and other intangibles | | — | | | — | | | 540 | | | 527 | |
| Deferred compensation | | 19 | | | 18 | | | — | | | — | |
| Stock options | | 33 | | | 32 | | | — | | | — | |
| Other | | 54 | | | 41 | | | — | | | — | |
| | 702 | | | 786 | | | 961 | | | 902 | |
| Less valuation allowance | | (248) | | | (192) | | | — | | | — | |
| Total deferred taxes | | $ | 454 | | | $ | 594 | | | $ | 961 | | | $ | 902 | |
| Net deferred tax asset (liability) | | $ | (507) | | | $ | (308) | | | | | |
| Classified in balance sheet as: | | | | | | | | |
| | | | | | | | |
| | | | | | | | |
| Other assets | | $ | 215 | | | $ | 254 | | | | | |
| Other liabilities | | (722) | | | (562) | | | | | |
| Net deferred tax asset (liability) | | $ | (507) | | | $ | (308) | | | | | |
|
| | | | | | | | | | | | | | | | |
| | Deferred tax assets | | Deferred tax liabilities |
| (millions) | | 2018 | | 2017 | | 2018 | | 2017 |
| U.S. state income taxes | | $ | — |
| | $ | — |
| | $ | 19 |
| | $ | 48 |
|
| Advertising and promotion-related | | 11 |
| | 22 |
| | — |
| | — |
|
| Wages and payroll taxes | | 20 |
| | 26 |
| | — |
| | — |
|
| Inventory valuation | | 14 |
| | 20 |
| | — |
| | — |
|
| Employee benefits | | 132 |
| | 154 |
| | — |
| | — |
|
| Operating loss, credit and other carryforwards | | 270 |
| | 239 |
| | — |
| | — |
|
| Hedging transactions | | 10 |
| | 42 |
| | — |
| | — |
|
| Depreciation and asset disposals | | — |
| | — |
| | 220 |
| | 208 |
|
| Trademarks and other intangibles | | — |
| | — |
| | 613 |
| | 332 |
|
| Deferred compensation | | 20 |
| | 25 |
| | — |
| | — |
|
| Stock options | | 31 |
| | 33 |
| | — |
| | — |
|
| Other | | 26 |
| | 71 |
| | — |
| | — |
|
| | | 534 |
| | 632 |
| | 852 |
| | 588 |
|
| Less valuation allowance | | (166 | ) | | (153 | ) | | — |
| | — |
|
| Total deferred taxes | | $ | 368 |
| | $ | 479 |
| | $ | 852 |
| | $ | 588 |
|
| Net deferred tax asset (liability) | | $ | (484 | ) | | $ | (109 | ) | | | | |
| Classified in balance sheet as: | | | | | | | | |
| Other assets | | $ | 246 |
| | $ | 246 |
| | | | |
| Other liabilities | | (730 | ) | | (355 | ) | | | | |
| Net deferred tax asset (liability) | | $ | (484 | ) | | $ | (109 | ) | | | | |
The change in valuation allowance reducing deferred tax assets was: | | | (millions) | | 2018 | | 2017 | | 2016 | (millions) | | 2021 | | 2020 | | 2019 |
| Balance at beginning of year | | $ | 153 |
| | $ | 131 |
| | $ | 63 |
| Balance at beginning of year | | $ | 192 | | | $ | 146 | | | $ | 166 | |
| Additions charged to income tax expense (a) | | 29 |
| | 35 |
| | 70 |
| |
| Reductions credited to income tax expense | | (1 | ) | | (28 | ) | | (4 | ) | |
| Additions charged to income tax expense (b) | | Additions charged to income tax expense (b) | | 59 | | | 62 | | | 25 | |
| Reductions credited to income tax expense (a) | | Reductions credited to income tax expense (a) | | (6) | | | (24) | | | (47) | |
| Acquisition of noncontrolling interest | | Acquisition of noncontrolling interest | | 13 | | | — | | | — | |
| Currency translation adjustments | | (15 | ) | | 15 |
| | 2 |
| Currency translation adjustments | | (10) | | | 8 | | | 2 | |
| Balance at end of year | | $ | 166 |
| | $ | 153 |
| | $ | 131 |
| Balance at end of year | | $ | 248 | | | $ | 192 | | | $ | 146 | |
(a) During 2017,2019, the Company decreased the valuation allowance by $32 million related to the revaluation of its investment in a foreign subsidiary.
(b) During 2021, the Company increased the valuation allowance $20 million to fully reserve for net deferred tax assets of a foreign subsidiary. During 2020, the Company increased the valuation allowance by $15$41 million related to the revaluation of its investment in a foreign loss carryforward related to the acquisition of a majority ownership interest in a natural, bio-organic certified breakfast company. The entire adjustment of $15 million was offset by a corresponding valuation allowance because it is not expected to be used in the future. During 2016, the Company increased its deferred tax assets by $34 million relating to a revision of 2014 foreign loss carryforwards. The entire adjustment of $34 million was offset by a corresponding adjustment in the valuation allowance because it is not expected to be used in the future. These adjustments are not considered material to the previously issued or current year financial statements. Also during 2016, the Company increased its deferred tax assets by $26 million related to a foreign loss carryforward. The entire amount was offset by a corresponding valuation allowance because it is not expected to be used in the future.subsidiary.
Uncertain tax positions
The Company is subject to federal income taxes in the U.S. as well as various state, local, and foreign jurisdictions. The Company’s 20182021 provision for U.S. federal income taxes represents approximately 65%50% of the Company’s consolidated income tax provision. The Company was chosen to participate in the Internal Revenue Service (IRS) Compliance Assurance Program (CAP) beginning with the 2008 tax year. As a result, with limited exceptions, the Company is no longer subject to U.S. federal examinations by the IRS for years prior to 2018.2020. The Company is under examination for income and non-income tax filings in various state and foreign jurisdictions.
As of December 29, 2018,January 1, 2022, the Company has classified $12classified $16 million of unrecognized tax benefits as a current tax liability. Management’sManagements estimate of reasonably possible changes in unrecognized tax benefits during the next twelve months is comprisedconsists of the current liability balance expected to be settled within one year, offset by approximately $4 million of projected additions during the next twelve months related primarily to ongoing intercompany transfer pricing activity. Management is currently unaware of any issues under review that could result in significant additional payments, accruals, or other material deviation in this estimate.
Following is a reconciliation of the Company’s total gross unrecognized tax benefits as of the years ended December 29, 2018, December 30, 2017January 1, 2022, January 2, 2021 and December 31, 2016.28, 2019. For the 20182021 year, approximately $86$43 million represents the amount that, if recognized, would affect the Company’s effective income tax rate in future periods.
| | | (millions) | | 2018 | | 2017 | | 2016 | (millions) | | 2021 | | 2020 | | 2019 |
| Balance at beginning of year | | $ | 60 |
| | $ | 63 |
| | $ | 73 |
| Balance at beginning of year | | $ | 65 | | | $ | 90 | | | $ | 97 | |
| Tax positions related to current year: | | | | | | | Tax positions related to current year: | |
| Additions (a) | | 51 |
| | 6 |
| | 6 |
| |
| Additions | | Additions | | 5 | | | 5 | | | 5 | |
| Tax positions related to prior years: | | | | | | | Tax positions related to prior years: | |
| Additions | | 4 |
| | 5 |
| | 1 |
| Additions | | 5 | | | 8 | | | 4 | |
| Reductions | | (13 | ) | | (8 | ) | | (14 | ) | |
| Reductions (a) | | Reductions (a) | | (13) | | | (35) | | | (14) | |
| Settlements | | (4 | ) | | (4 | ) | | 1 |
| Settlements | | (9) | | | (2) | | | (1) | |
| Lapses in statutes of limitation | | (1 | ) | | (2 | ) | | (4 | ) | Lapses in statutes of limitation | | (3) | | | (1) | | | (1) | |
| Balance at end of year | | $ | 97 |
| | $ | 60 |
| | $ | 63 |
| Balance at end of year | | $ | 50 | | | $ | 65 | | | $ | 90 | |
(a) During the fourththird quarter of 2018,2020, the Company recorded, as part of its final estimate under SAB 118, $47released $32 million of tax reserves related to uncertainty in our interpretationas a result of the statute and associated regulations.finalization of an IRS tax examination.
ForDuring the year ended December 29, 2018,January 1, 2022, the Company paid tax-related interest totaling $2 million and recognized $(4) million of tax related interest, decreasing the balance to $7 million at year-end. During the year ended January 2, 2021, the Company paid tax-related interest totaling $1 million and recognized $3 million of tax-relatedtax related interest, increasing the accrual balance to $22$13 million at year end. Foryear-end. During the year ended December 30, 2017,28, 2019, the Company recognized $2 million of tax-related interestsettled certain tax matters resulting in an $11 million net reduction of the tax interest accrual, decreasing the balance of $21 million at year-end. For the year ended December 31, 2016, the Company recognized $2 million of tax-related interest resulting in an accrual balance of $19to $11 million at year-end.
NOTE 14
DERIVATIVE INSTRUMENTS AND FAIR VALUE MEASUREMENTS
The Company is exposed to certain market risks such as changes in interest rates, foreign currency exchange rates, and commodity prices, which exist as a part of its ongoing business operations. Management uses derivative and nonderivative financial and commodity instruments, including futures, options, and swaps, where appropriate, to manage these risks. Instruments used as hedges must be effective at reducing the risk associated with the exposure being hedged and must be designated as a hedge at the inception of the contract.hedged.
The Company designates derivatives and nonderivative hedging instruments as cash flow hedges, fair value hedges, net investment hedges, and uses other contracts to reduce volatility in interest rates, foreign currency and commodities. As a matter of policy, the Company does not engage in trading or speculative hedging transactions.
Derivative instruments are classified on the Consolidated Balance Sheet based on the contractual maturity of the instrument or the timing of the underlying cash flows of the instrument for derivatives with contractual maturities beyond one year. Any collateral associated with derivative instruments is classified as other assets or other current liabilities on the Consolidated Balance Sheet depending on whether the counterparty collateral is in an asset or liability position. Margin deposits related to exchange-traded commodities are recorded in accounts receivable, net on the Consolidated Balance Sheet. On the Consolidated Statement of Cash Flows, cash flows associated with derivative instruments are classified according to the nature of the underlying hedged item. Cash flows associated with collateral and margin deposits on exchange-traded commodities are classified as investing cash flows when the collateral account is in an asset position and as financing cash flows when the collateral account is in a liability position.
Total notional amounts of the Company’s derivative instruments as of December 29, 2018January 1, 2022 and December 30, 2017January 2, 2021 were as follows:
| | | (millions) | | 2018 | | 2017 | (millions) | | 2021 | | 2020 |
| Foreign currency exchange contracts | | $ | 1,863 |
| | $ | 2,172 |
| Foreign currency exchange contracts | | $ | 2,828 | | | $ | 2,856 | |
| Cross-currency contracts | | 1,197 |
| | — |
| Cross-currency contracts | | 1,343 | | | 1,411 | |
| Interest rate contracts | | 1,608 |
| | 2,250 |
| Interest rate contracts | | 2,816 | | | 2,632 | |
| Commodity contracts | | 417 |
| | 544 |
| Commodity contracts | | 360 | | | 314 | |
| Total | | $ | 5,085 |
| | $ | 4,966 |
| Total | | $ | 7,347 | | | $ | 7,213 | |
Following is a description of each category in the fair value hierarchy and the financial assets and liabilities of the Company that were included in each category at December 29, 2018January 1, 2022 and December 30, 2017,January 2, 2021, measured on a recurring basis.
Level 1 — Financial assets and liabilities whose values are based on unadjusted quoted prices for identical assets or liabilities in an active market. For the Company, level 1 financial assets and liabilities consist primarily of commodity derivative contracts.
Level 2 — Financial assets and liabilities whose values are based on quoted prices in markets that are not active or model inputs that are observable either directly or indirectly for substantially the full term of the asset or liability. For the Company, level 2 financial assets and liabilities consist of interest rate swaps, cross-currency contracts and over-the-counter commodity andforeign currency contracts.
The Company’s calculation of the fair value of interest rate swaps is derived from a discounted cash flow analysis based on the terms of the contract and the interest rate curve. Over-the-counter commodity derivatives are valued using an income approach based on the commodity index prices less the contract rate multiplied by the notional amount. Foreign currency contracts are valued using an income approach based on forward rates less the contract rate multiplied by the notional amount. Cross-currency contracts are valued based on changes in the spot rate at the time of valuation compared to the spot rate at the time of execution, as well as the change in the interest differential between the two currencies. The Company’s calculation of the fair value of level 2 financial assets and liabilities takes into consideration the risk of nonperformance, including counterparty credit risk.
Level 3 — Financial assets and liabilities whose values are based on prices or valuation techniques that require inputs that are both unobservable and significant to the overall fair value measurement. These inputs reflect management’s own assumptions about the assumptions a market participant would use in pricing the asset or liability. The Company did not have any level 3 financial assets or liabilities as of December 29, 2018January 1, 2022 or December 30, 2017.January 2, 2021.
The following table presents assets and liabilities that were measured at fair value in the Consolidated Balance Sheet on a recurring basis as of December 29, 2018January 1, 2022 and December 30, 2017:January 2, 2021:
Derivatives designated as hedging instruments
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | 2021 | | 2020 |
| (millions) | | Level 1 | | Level 2 | | Total | | Level 1 | | Level 2 | | Total |
| Assets: | | | | | | | | | | | | |
| Cross currency contracts: | | | | | | | | | | | | |
| Other current assets | | $ | — | | | $ | 32 | | | $ | 32 | | | $ | — | | | $ | 14 | | | $ | 14 | |
| Other Assets | | — | | | 15 | | | 15 | | | — | | | 16 | | | 16 | |
| Interest rate contracts (a): | | | | | | | | | | | | |
| Other current assets | | — | | | 10 | | | 10 | | | — | | | — | | | — | |
| Other assets | | — | | | 8 | | | 8 | | | — | | | 60 | | | 60 | |
| Total assets | | $ | — | | | $ | 65 | | | $ | 65 | | | $ | — | | | $ | 90 | | | $ | 90 | |
| Liabilities: | | | | | | | | | | | | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Cross currency contracts: | | | | | | | | | | | | |
| Other current liabilities | | $ | — | | | $ | (2) | | | $ | (2) | | | $ | — | | | $ | (13) | | | $ | (13) | |
| Other liabilities | | — | | | (7) | | | (7) | | | — | | | (21) | | | (21) | |
| Interest rate contracts (a): | | | | | | | | | | | | |
| Other current liabilities | | — | | | (1) | | | (1) | | | — | | | (3) | | | (3) | |
| Other liabilities | | — | | | (4) | | | (4) | | | — | | | — | | | — | |
| | | | | | | | | | | | |
| | | | | | | | | | | | |
| Total liabilities | | $ | — | | | $ | (14) | | | $ | (14) | | | $ | — | | | $ | (37) | | | $ | (37) | |
(a)The fair value of the related hedged portion of the Company’s long-term debt, a level 2 liability, was $1.2 billion and $0.8 billion as of January 1, 2022 and January 2, 2021, respectively.
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| | 2018 | | 2017 |
| (millions) | | Level 1 | | Level 2 | | Total | | Level 1 | | Level 2 | | Total |
| Assets: | | | | | | | | | | | | |
| Cross currency contracts: | | | | | | | | | | | | |
| Other Assets | | $ | — |
| | $ | 79 |
| | $ | 79 |
| | $ | — |
| | $ | — |
| | $ | — |
|
| Interest rate contracts (a): | | | | | | | | | | | | |
| Other assets | | — |
| | 17 |
| | 17 |
| | — |
| | — |
| | — |
|
| Total assets | | $ | — |
| | $ | 96 |
| | $ | 96 |
| | $ | — |
| | $ | — |
| | $ | — |
|
| Liabilities: | | | | | | | | | | | | |
| Interest rate contracts: | | | | | | | | | | | | |
| Other liabilities (a) | | — |
| | (22 | ) | | (22 | ) | | — |
| | (54 | ) | | (54 | ) |
| Total liabilities | | $ | — |
| | $ | (22 | ) | | $ | (22 | ) | | $ | — |
| | $ | (54 | ) | | $ | (54 | ) |
| |
(a) | The fair value of the related hedged portion of the Company’s long-term debt, a level 2 liability, was $1.6 billion and $2.3 billion as of December 29, 2018 and December 30, 2017, respectively. |
Derivatives not designated as hedging instruments
| | | | 2018 | | 2017 | | | 2021 | | 2020 |
| (millions) | | Level 1 | | Level 2 | | Total | | Level 1 | | Level 2 | | Total | (millions) | | Level 1 | | Level 2 | | Total | | Level 1 | | Level 2 | | Total |
| Assets: | | | | | | | | | | | | | Assets: | |
| Foreign currency exchange contracts: | | | | | | | | | | | | | Foreign currency exchange contracts: | |
| Other current assets | | $ | — |
| | $ | 3 |
| | $ | 3 |
| | $ | — |
| | $ | 10 |
| | $ | 10 |
| Other current assets | | $ | — | | | $ | 18 | | | $ | 18 | | | $ | — | | | $ | 48 | | | $ | 48 | |
| Other assets | | Other assets | | — | | | 5 | | | 5 | | | — | | | — | | | — | |
| Interest rate contracts: | | Interest rate contracts: | |
| Other current assets | | Other current assets | | — | | | 4 | | | 4 | | | — | | | 4 | | | 4 | |
| Other assets | | Other assets | | — | | | — | | | — | | | — | | | 13 | | | 13 | |
| Commodity contracts: | | | | | | | | | | | | | Commodity contracts: | |
| Other current assets | | 3 |
| | — |
| | 3 |
| | 6 |
| | — |
| | 6 |
| Other current assets | | 5 | | | — | | | 5 | | | 9 | | | — | | | 9 | |
| Total assets | | $ | 3 |
| | $ | 3 |
| | $ | 6 |
| | $ | 6 |
| | $ | 10 |
| | $ | 16 |
| Total assets | | $ | 5 | | | $ | 27 | | | $ | 32 | | | $ | 9 | | | $ | 65 | | | $ | 74 | |
| Liabilities: | | | | | | | | | | | | | Liabilities: | |
| Foreign currency exchange contracts: | | | | | | | | | | | | | Foreign currency exchange contracts: | |
| Other current liabilities | | $ | — |
| | (4 | ) | | $ | (4 | ) | | $ | — |
| | $ | (14 | ) | | $ | (14 | ) | Other current liabilities | | $ | — | | | $ | (20) | | | $ | (20) | | | $ | — | | | $ | (73) | | | $ | (73) | |
| Other liabilities | | Other liabilities | | — | | | (6) | | | (6) | | | — | | | (4) | | | (4) | |
| Interest rate contracts: | | Interest rate contracts: | |
| Other current liabilities | | Other current liabilities | | — | | | (6) | | | (6) | | | — | | | (6) | | | (6) | |
| Other liabilities | | Other liabilities | | — | | | (7) | | | (7) | | | — | | | (22) | | | (22) | |
| Commodity contracts: | | | | | | | | | | | | | Commodity contracts: | |
| Other current liabilities | | (9 | ) | | — |
| | (9 | ) | | (7 | ) | | — |
| | (7 | ) | Other current liabilities | | (6) | | | — | | | (6) | | | (1) | | | — | | | (1) | |
| Total liabilities | | $ | (9 | ) | | $ | (4 | ) | | $ | (13 | ) | | $ | (7 | ) | | $ | (14 | ) | | $ | (21 | ) | Total liabilities | | $ | (6) | | | $ | (39) | | | $ | (45) | | | $ | (1) | | | $ | (105) | | | $ | (106) | |
The Company has designated a portion of its outstanding foreign currency denominated long-term debt as a net investment hedge of a portion of the Company’s investment in its subsidiaries foreign currency denominated net assets. The carrying value of this debt was $2.6$2.4 billion and $2.7$2.8 billion as of December 29, 2018January 1, 2022 and December 30, 2017,January 2, 2021, respectively.
The following amounts were recorded on the Consolidated Balance Sheet related to cumulative basis adjustments for existing fair value hedges as of December 29, 2018January 1, 2022 and December 30, 2017.January 2, 2021.
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| (millions) | | Line Item in the Consolidated Balance Sheet in which the hedged item is included | | Carrying amount of the hedged liabilities | | Cumulative amount of fair value hedging adjustment included in the carrying amount of the hedged liabilities (a) |
| | | | January 1,
2022 | January 2,
2021 | | January 1,
2022 | January 2,
2021 |
| | | | | | | | |
| Interest rate contracts | | Long-term debt | | $ | 2,903 | | $ | 2,568 | | | $ | 12 | | $ | 25 | |
|
| | | | | | | | | | | | | | | | |
| (millions) | | Line Item in the Consolidated Balance Sheet in which the hedged item is included | | Carrying amount of the hedged liabilities | | Cumulative amount of fair value hedging adjustment included in the carrying amount of the hedged liabilities (a) |
| | | | | December 29,
2018 | December 30,
2017 | | December 29,
2018 | December 30,
2017 |
| Interest rate contracts | | Current maturities of long-term debt | | $ | 503 |
| $ | 402 |
| | $ | 3 |
| $ | 2 |
|
| Interest rate contracts | | Long-term debt | | $ | 3,354 |
| $ | 3,481 |
| | $ | (18 | ) | $ | (22 | ) |
| |
(a) | The current maturities of hedged long-term debt includes $3 million and $2 million of hedging adjustment on discontinued hedging relationships as of December 29, 2018 and December 30, 2017. The hedged long-term debt includes $(12) million and $32 million of hedging adjustment on discontinued hedging relationships as of December 29, 2018 and December 30, 2017, respectively. |
The Company has elected to not offset the fair values of derivative assets and liabilities executed with the same counterparty that are generally subject to enforceable netting agreements. However, if the Company were to offset and record the asset and liability balances of derivatives on a net basis, the amounts presented in the Consolidated Balance Sheet as of December 29, 2018January 1, 2022 and December 30, 2017January 2, 2021 would be adjusted as detailed in the following table:
| | | As of December 29, 2018 | | | | | |
| As of January 1, 2022 | | As of January 1, 2022 | | | | |
| | | | Gross Amounts Not Offset in the Consolidated Balance Sheet | | | | | | | Gross Amounts Not
Offset in the
Consolidated Balance
Sheet | | |
| | Amounts Presented in the Consolidated Balance Sheet | | Financial Instruments | | Cash Collateral Received/ Posted | | Net Amount | | | Amounts
Presented in
the
Consolidated
Balance
Sheet | | Financial
Instruments | | Cash
Collateral
Received/
Posted | | Net
Amount |
| Total asset derivatives | | $ | 102 |
| | $ | (27 | ) | | $ | (2 | ) | | $ | 73 |
| Total asset derivatives | | $ | 97 | | | $ | (47) | | | $ | 8 | | | $ | 58 | |
| Total liability derivatives | | $ | (35 | ) | | $ | 27 |
| | $ | — |
| | $ | (8 | ) | Total liability derivatives | | $ | (59) | | | $ | 47 | | | $ | 12 | | | $ | — | |
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| As of January 2, 2021 | | | | |
| | | | | Gross Amounts Not
Offset in the
Consolidated Balance
Sheet | | |
| | Amounts
Presented in
the
Consolidated
Balance
Sheet | | Financial
Instruments | | Cash
Collateral
Received/
Posted | | Net
Amount |
| Total asset derivatives | | $ | 164 | | | $ | (116) | | | $ | — | | | $ | 48 | |
| Total liability derivatives | | $ | (143) | | | $ | 116 | | | $ | 5 | | | $ | (22) | |
|
| | | | | | | | | | | | | | | | |
| As of December 30, 2017 | | | | |
| | | | | Gross Amounts Not Offset in the Consolidated Balance Sheet | | |
| | Amounts Presented in the Consolidated Balance Sheet | | Financial Instruments | | Cash Collateral Received/ Posted | | Net Amount |
| Total asset derivatives | | $ | 16 |
| | $ | (15 | ) | | $ | — |
| | $ | 1 |
|
| Total liability derivatives | | $ | (75 | ) | | $ | 15 |
| | $ | 37 |
| | $ | (23 | ) |
The effect of derivative instruments on the Consolidated Statement of Income for the years ended December 29, 2018January 1, 2022, January 2, 2021 and December 30, 2017 were as follows:28, 2019:
Derivatives and non-derivatives in net investment hedging relationships
| | | (millions) | | Gain (loss) recognized in AOCI | Gain (loss) excluded from assessment of hedge effectiveness | Location of gain (loss) in income of excluded component | (millions) | | Gain (loss)
recognized in
AOCI | Gain (loss) excluded from assessment of hedge effectiveness | Location of gain (loss) in income of excluded component |
| | 2018 | | 2017 | 2018 | | 2017 | | | | 2021 | | 2020 | | 2019 | 2021 | | 2020 | | 2019 | |
| Foreign currency denominated long-term debt | | $ | 129 |
| | $ | (316 | ) | $ | — |
| | $ | — |
| | Foreign currency denominated long-term debt | | $ | 175 | | | $ | (236) | | | $ | 60 | | $ | — | | | $ | — | | | $ | — | | |
| Cross-currency contracts | | 79 |
| | — |
| 16 |
| | — |
| Interest expense | Cross-currency contracts | | 61 | | | (93) | | | 6 | | 26 | | | 34 | | | 34 | | Interest expense |
| Total | | $ | 208 |
| | $ | (316 | ) | $ | 16 |
| | $ | — |
| | Total | | $ | 236 | | | $ | (329) | | | $ | 66 | | $ | 26 | | | $ | 34 | | | $ | 34 | | |
| | | | | | | | | | | | | | | | | | | | | | | | | | |
Derivatives not designated as hedging instruments | | | | | | | | |
| (millions) | | Location of gain
(loss)
recognized in
income | | Gain (loss)
recognized in
income |
| | | | 2021 | | 2020 | | 2019 |
| Foreign currency exchange contracts | | COGS | | $ | (21) | | | $ | 11 | | | $ | (16) | |
| Foreign currency exchange contracts | | SGA expense | | 13 | | | (1) | | | (2) | |
| Foreign currency exchange contracts | | OIE | | (3) | | | (6) | | | (4) | |
| Interest rate contracts | | Interest expense | | 1 | | | 2 | | | — | |
| Commodity contracts | | COGS | | 107 | | | 6 | | | 4 | |
| | | | | | | | |
| Total | | | | $ | 97 | | | $ | 12 | | | $ | (18) | |
|
| | | | | | | | | | |
Derivatives not designated as hedging instruments | | | | | | |
| (millions) | | Location of gain (loss) recognized in income | | Gain (loss) recognized in income |
| | | | 2018 | | 2017 |
| Foreign currency exchange contracts | | COGS | | $ | 19 |
| | $ | (8 | ) |
| Foreign currency exchange contracts | | SGA | | 1 |
| | (1 | ) |
| Foreign currency exchange contracts | | OIE | | — |
| | (10 | ) |
| Commodity contracts | | COGS | | (23 | ) | | (18 | ) |
| Commodity contracts | | SGA | | — |
| | (15 | ) |
| Total | | | | $ | (3 | ) | | $ | (52 | ) |
The effect of fair value and cash flow hedge accounting on the Consolidated Income Statement for the year-to-date periodsyears ended December 29, 2018January 1, 2022, January 2, 2021 and December 30, 2017:28, 2019:
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | | January 1, 2022 | | | January 2, 2021 | December 28, 2019 |
| (millions) | | | | Interest expense | | | Interest expense | Interest expense |
| Total amounts of income and expense line items presented in the Consolidated Income Statement in which the effects of fair value or cash flow hedges are recorded | | | | $ | 223 | | | | $ | 281 | | $ | 284 | |
| Gain (loss) on fair value hedging relationships: | | | | | | | | |
| Interest contracts: | | | | | | | | |
| Hedged items | | | | 14 | | | | (7) | | (33) | |
| Derivatives designated as hedging instruments | | | | (12) | | | | 7 | | 37 | |
| | | | | | | | | | |
| Gain (loss) on cash flow hedging relationships: | | | | | | | | |
| Interest contracts: | | | | | | | | |
| Amount of gain (loss) reclassified from AOCI into income | | | | (22) | | | | (14) | | (4) | |
| | | | | | | | | |
| | | | | | | | | |
|
| | | | | | | | | | | | | | | | |
| | | | | December 29, 2018 | | December 30, 2017 |
| (millions) | | Interest Expense | | COGS | Interest Expense | Other Income / (Expense) |
| Total amounts of income and expense line items presented in the Consolidated Income Statement in which the effects of fair value or cash flow hedges are recorded | | $ | 287 |
| | $ | 8,155 |
| $ | 256 |
| $ | 526 |
|
| | Gain (loss) on fair value hedging relationships: | | | | | | |
| | Interest contracts: | | | | | | |
| | Hedged items | | (5 | ) | | — |
| 22 |
| — |
|
| | Derivatives designated as hedging instruments | | 9 |
| | — |
| (4 | ) | (1 | ) |
| | | | | | | | | |
| | Gain (loss) on cash flow hedging relationships: | | | | | | |
| | Interest contracts: | | | | | | |
| | Amount of gain (loss) reclassified from AOCI into income | | (8 | ) | | — |
| (10 | ) | — |
|
| | Foreign exchange contracts: | | | | | | |
| | Amount of gain (loss) reclassified from AOCI into income | | — |
| | 1 |
| — |
| — |
|
During the next 12 months, the Company expects $7$17 million of net deferred losses reported in accumulated other comprehensive income (AOCI) at December 29, 2018January 1, 2022 to be reclassified to income, assuming market rates remain constant through contract maturities.
Certain of the Company’s derivative instruments contain provisions requiring the Company to post collateral on those derivative instruments that are in a liability position if the Company’s credit rating falls below BB+ (S&P), or
Baa1 (Moody’s). The fair value of all derivative instruments with credit-risk-related contingent features in a liability position on December 29, 2018January 1, 2022 was $3 million. If the credit-risk-related contingent features were triggered as of December 29, 2018, the Company would be required to post additional collateral of $3 million.not material. In addition, certain derivative instruments contain provisions that would be triggered in the event the Company defaults on its debt agreements. There were no collateral posting requirements as of December 29, 2018January 1, 2022 triggered by credit-risk-related contingent features.
Other fair value measurements
Fair Value Measurements on a Nonrecurring Basis
As part of Project K,During the year ended January 2, 2021, the Company invested and sold $250 million in a mutual fund holding short term debt securities. The investment was measured at fair value using the net asset value (NAV) per share as a practical expedient and as a result, this investment has consolidatednot been classified in the usage of and has disposed certain long-lived assets, including manufacturing facilities and Corporate owned assets overfair value hierarchy. The gain associated with the termsale of the program. See Note 5investment was less than $1 million and was recorded in OIE.
The following is a summary of the carrying and market values of the Company's available for more information regarding Project K.sale securities:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | 2021 | | 2020 |
| (millions) | | Cost | | Unrealized Gain (Loss) | | Market Value | | Cost | | Unrealized Gain/(Loss) | | Market Value |
| Corporate Bonds | | $ | 52 | | | $ | — | | | $ | 52 | | | $ | 62 | | | $ | 3 | | | $ | 65 | |
During the year-to-date periodyear ended December 29, 2018, long-lived assetsJanuary 1, 2022, the Company sold level 2 corporate bonds for $72 million resulting in a gain of $19$2 million, related to a manufacturing facilityrecorded in OIE. Also during the year ended January 1, 2022, the Company purchased approximately $61 million in level 2 corporate bonds.
The market values of the Company's investments in level 2 corporate bonds were based on matrices or models from pricing vendors. Unrealized gains and losses were included in the Company's North AmericaConsolidated Statement of Comprehensive Income. Additionally, these investments were recorded within Other reportable segment, were written downcurrent assets and Other assets on the Consolidated Balance Sheet, based on the maturity of the individual security. The maturity dates of the securities range from 2022 to 2036.
The Company reviews its investment portfolio for any unrealized losses that would be deemed other-than-temporary and requires the recognition of an estimatedimpairment loss in earnings.If the cost of an investment exceeds its fair value, of $5 million duethe Company evaluates, among other factors, general market conditions, the duration and extent to Project K activities. Thewhich the fair
value is less than its cost, the Company's calculationintent to hold the investment, and whether it is more likely than not that the Company will be required to sell the investment before recovery of the cost basis.The Company also considers the type of security, related industry and sector performance, and published investment ratings.Once a decline in fair value of these long-lived assets is determined to be other-than-temporary, an impairment charge is recorded and a new cost basis in the investment is established. If conditions within individual markets, industry segments, or macro-economic environments deteriorate, the Company could incur future impairments.
Equity investments
We hold equity investments in certain companies that we do not have the ability to exercise significant influence. Equity investments without a readily determinable fair value are recorded at original cost. Investments with a readily determinable fair value, which are level 2 investments, are measured at fair value based on level 3 inputs, includingobservable market comparables, market trendsprice changes, with gains and losses recorded through net earnings. During 2021, we recorded a $20 million mark-to-market gain on these investments. Equity investments were approximately $40 million and $20 million as of January 1, 2022 and January 2, 2021, respectively. Additionally, these investments were recorded within Other noncurrent assets on the condition of the assets.
During 2017, there were no long-lived asset impairments related to Project K.Consolidated Balance Sheet.
Financial instruments
The carrying values of the Company’s short-term items, including cash, cash equivalents, accounts receivable, accounts payable, notes payable and current maturities of long-term debt approximate fair value. The fair value of the Company’s long-term debt, which are level 2 liabilities, is calculated based on broker quotes. The fair value and carrying value of the Company's long-term debt was $8.2$6.9 billion and $6.3 billion, respectively, as of December 29, 2018.January 1, 2022. The fair value and carrying value of the Company's long-term debt was $7.7 billion and $6.7 billion, respectively, as of January 2, 2021.
Counterparty credit risk concentration
The Company is exposed to credit loss in the event of nonperformance by counterparties on derivative financial and commodity contracts. Management believes a concentration of credit risk with respect to derivative counterparties is limited due to the credit ratings and use of master netting and reciprocal collateralization agreements with the counterparties and the use of exchange-traded commodity contracts.
Master netting agreements apply in situations where the Company executes multiple contracts with the same counterparty. Certain counterparties represent a concentration of credit risk to the Company. If thesethose counterparties fail to perform according to the terms of derivative contracts, this could result in a loss to the Company. AsCompany of December 29, 2018, there were noapproximately $24 million, net of collateral already received from those counterparties that represented a significant concentrationas of credit risk to the Company.January 1, 2022.
For certain derivative contracts, reciprocal collateralization agreements with counterparties call for the posting of collateral in the form of cash, treasury securities or letters of credit if a fair value loss position to the Company or its counterparties exceeds a certain amount. In addition, the company is required to maintain cash margin accounts in connection with its open positions for exchange-traded commodity derivative instruments executed with the counterparty that are subject to enforceable netting agreements. As of December 29, 2018, the Company had no collateral posting requirements related to reciprocal collateralization agreements and collected approximately $20 million of collateral related to reciprocal collaterization agreements which is reflected as an increase in other liabilities. As of December 29, 2018,January 1, 2022, the Company posted $18$20 million in margin deposits for exchange-traded commodity derivative instruments, which was reflected as an increase in accounts receivable, net.net on the Consolidated Balance Sheet.
Management believes concentrations of credit risk with respect to accounts receivable is limited due to
the generally high credit quality of the Company’s major customers, as well as the large number and geographic dispersion of smaller customers. However, the Company conducts a disproportionate amount of business with a small number of large multinational grocery retailers, with the five largest accounts encompassing approximately 20%26% of consolidated trade receivables at December 29, 2018.January 1, 2022.
Refer to Note 1 for disclosures regarding the Company’s accounting policies for derivative instruments.
NOTE 15
CONTINGENCIES
The Company is subject to various legal proceedings, claims, and governmental inspections or investigations in the ordinary course of business covering matters such as general commercial, governmental regulations, antitrust and trade regulations, product liability, environmental, intellectual property, workers’ compensation, employment and other actions. These matters are subject to uncertainty and the outcome is not predictable with assurance. The Company uses a combination of insurance and self-insurance for a number of risks, including workers’ compensation, general liability, automobile liability and product liability.
In 2016, a class action complaint was filed against Kellogg in the Northern District of California relating to statements made on packaging for certain products. In August 2019, the Court ruled in favor of the plaintiff regarding certain statements made on the Company’s products and ordered the parties to conduct settlement discussions related to all matters in dispute. In October 2019, the plaintiff filed a motion to the Court to approve a settlement between Kellogg and the class. During 2019, the Company concluded that the contingency related to the unfavorable ruling was probable and estimable, resulting in a liability being recorded. In January 2021, the parties reached a new settlement that was within the amount of the contingency the Company recorded in December 2019.In June 2021, the court entered an order granting preliminary approval of the settlement. In November 2021, the court finalized the settlement.
The Company has established accruals for certain matters where losses are deemed probable and reasonably estimable. There are other claims and legal proceedings pending against the Company for which accruals have not been established. It is reasonably possible that some of these matters could result in an unfavorable judgment against the Company and could require payment of claims in amounts that cannot be estimated at December 29, 2018.January 1, 2022. Based upon current information, management does not expect any of the claims or legal proceedings pending against the Company to have a material impact on the Company’s consolidated financial statements.
NOTE 16
VENEZUELA
Effective The Company is subject to various legal proceedings, claims, and governmental inspections or investigations in the ordinary course of business covering matters such as of December 31, 2016, the Company concluded that it no longer met the accounting criteria for consolidation of its Venezuela subsidiary duegeneral commercial, governmental regulations, antitrust and trade regulations, product liability, environmental, intellectual property, workers’ compensation, employment and other actions. These matters are subject to a loss of control over the Venezuelan operations. Historically, the Company took steps to reduce its reliance on imports in order to run its operations in Venezuela without the need of foreign currency, including the substitution, where possible, of imported ingredients, materials and parts with locally produced inputs. However, the availability of certain key raw materials, even if locally sourced, was largely controlled by the local governmentuncertainty and the Company experienced an increase in government intervention and restrictions on the local supply of these key raw materials. During the fourth quarter of 2016, the Company experienced increased disruptions and restrictions in the procurement of certain locally sourced raw materials and packaging due to local government actions, which greatly diminished the Venezuelan operation’s ability to produce products for sale, culminating in record low production volume and capacity utilization during the quarter. These supply chain disruptions, alongoutcome is not predictable with other factors such as the worsening economic environment in Venezuela and the limited access to dollars to import goods through the use of any of the available currency mechanisms, impaired the Company’s ability to effectively operate and fully control its Venezuelan subsidiary.assurance.
As of December 31, 2016, the Company deconsolidated and changed to the cost method of accounting for its Venezuelan subsidiary. During the fourth quarter of 2016, the Company recorded a $72 million pre-tax charge in Other income (expense), net as it fully impaired the value of its cost method investment in Venezuela. The deconsolidation charge included the historical cumulative translation losses of approximately $63 million related to the Company's Venezuelan operations that had previously been recorded in accumulated other comprehensive losses within equity.
Beginning in fiscal year 2017, the Company no longer included the financial statements of its Venezuelan subsidiary within its consolidated financial statements.
NOTE 17
QUARTERLY FINANCIAL DATA (unaudited)
|
| | | | | | | | | | | | |
| | Net sales | Gross profit |
| (millions) | 2018 | 2017 | 2018 | 2017 |
| First | $ | 3,401 |
| $ | 3,248 |
| $ | 1,252 |
| $ | 1,160 |
|
| Second | 3,360 |
| 3,175 |
| 1,209 |
| 1,225 |
|
| Third | 3,469 |
| 3,246 |
| 1,176 |
| 1,172 |
|
| Fourth | 3,317 |
| 3,185 |
| 1,089 |
| 1,142 |
|
| | $ | 13,547 |
| $ | 12,854 |
| $ | 4,726 |
| $ | 4,699 |
|
|
| | | | | | | | | | | | | | | | | | |
| | Net income (loss) attributable to Kellogg Company | Per share amounts |
| (millions) | 2018 | 2017 | 2018 | 2017 |
| | | | Basic | Diluted | Basic | Diluted |
| First | $ | 444 |
| $ | 266 |
| $ | 1.28 |
| $ | 1.27 |
| $ | 0.76 |
| $ | 0.75 |
|
| Second | 596 |
| 283 |
| 1.72 |
| 1.71 |
| 0.81 |
| 0.80 |
|
| Third | 380 |
| 288 |
| 1.10 |
| 1.09 |
| 0.83 |
| 0.83 |
|
| Fourth (a) | (84 | ) | 417 |
| (0.24 | ) | (0.24 | ) | 1.21 |
| 1.20 |
|
| | $ | 1,336 |
| $ | 1,254 |
| | | | |
| |
(a) | The significant decrease in the fourth quarter 2018 net income is primarily due to a mark-to-market adjustment recognized on pension assets. |
The principal market for trading Kellogg shares (Ticker symbol: K) is the New York Stock Exchange (NYSE). At December 29, 2018 there were 30,802 shareholders of record.
Dividends paid per share during the last two years were:
|
| | | | | | |
| Quarter | 2018 | 2017 |
| First | $ | 0.54 |
| $ | 0.52 |
|
| Second | 0.54 |
| 0.52 |
|
| Third | 0.56 |
| 0.54 |
|
| Fourth | 0.56 |
| 0.54 |
|
| | $ | 2.20 |
| $ | 2.12 |
|
During 2018, the Company recorded the following in operating profit and other income (expense):
|
| | | | | | | | | | | | | | | |
| | 2018 |
| (millions) | First | Second | Third | Fourth | Full Year |
| Operating profit | | | | | |
| Restructuring and cost reduction charges | $ | (20 | ) | $ | (5 | ) | $ | (64 | ) | $ | (84 | ) | $ | (173 | ) |
| Gains / (losses) on mark-to-market adjustments | 30 |
| 3 |
| (11 | ) | (15 | ) | 7 |
|
| |
|
|
|
|
|
|
|
|
|
|
| Other income (expense) | | | | | |
| Restructuring and cost reduction charges | $ | — |
| $ | — |
| $ | 30 |
| $ | — |
| $ | 30 |
|
| Gains / (losses) on mark-to-market adjustments | 9 |
| 2 |
| 36 |
| (397 | ) | $ | (350 | ) |
| |
|
|
|
|
|
|
|
|
|
|
During 2017, the Company recorded the following in operating profit and other income (expense):
|
| | | | | | | | | | | | | | | |
| | 2017 |
| (millions) | First | Second | Third | Fourth | Full Year |
| Operating profit | | | | | |
| Restructuring and cost reduction charges | $ | (138 | ) | $ | (98 | ) | $ | (136 | ) | $ | (39 | ) | $ | (411 | ) |
| Gains / (losses) on mark-to-market adjustments | (47 | ) | 5 |
| (21 | ) | (18 | ) | (81 | ) |
| |
|
|
|
|
|
|
|
|
|
|
| Other income (expense) | | | | | |
| Restructuring and cost reduction charges | $ | (4 | ) | $ | 3 |
| $ | 134 |
| $ | 15 |
| $ | 148 |
|
| Gains / (losses) on mark-to-market adjustments | 26 |
| 1 |
| (82 | ) | 181 |
| $ | 126 |
|
| |
|
|
|
|
|
|
|
|
|
|
NOTE 1816
REPORTABLE SEGMENTS
Kellogg Company is the world’s leading producer of cereal, second largest producer of crackers and cookies and a leading producer of savory snacks and frozen foods. Additional product offerings include toaster pastries, cereal bars, fruit-flavored snacks, veggie foods, and noodles. Kellogg products are manufactured and marketed globally. Principal markets for these products include the United States, United Kingdom, Nigeria, Canada, Mexico and United Kingdom.Australia.
For the periods presented, the Company has the following reportable segments: U.S. Snacks; U.S. Morning Foods; U.S. Specialty Channels; North America Other; Europe; Latin America; and Asia Pacific. The Company manages its operations through ten4 operating segments that are based on product category or geographic location. These operating segments are evaluated for similarity with regards to economic characteristics, products, production processes, types or classes of customers, distribution methods and regulatory environments to determine if they can be aggregated into reportable segments. The reportable segments are discussed in greater detail below.
U.S. Snacks includes crackers, cookies, cereal bars, savory snacks and fruit-flavored snacks.
The U.S. Morning Foods reportable segment includes primarily cereal and toaster pastries.
U.S. Specialty Channels primarily represents food away from home channels, including food service, convenience, vending, Girl Scouts and food manufacturing. The food service business is mostly non-commercial, serving institutions such as schools and hospitals. The convenience business includes traditional convenience stores as well as alternate retailing outlets.
location - North America Otherwhich includes the U.S. Frozen, Kashi, Canada,businesses and RX operating segments. As these operating segments are not considered economically similar enough to aggregate with other operating segments and are immaterial for separate disclosure, they have been grouped together as a single reportable segment.
The three remaining reportable segments are based on geographic location —Canada; Europe which consists principally of European countries, the Middle East and Northern Africa;countries; Latin America which consists of Central and South America and includes Mexico; and Asia PacificAMEA (Asia Middle East Africa) which consists of Sub-Saharan Africa, Middle East, Australia and other Asian and Pacific markets.
In November 2018, the Company announced plans to reorganize Kellogg North America effective at the beginning of fiscal 2019. As a result of these changes, the Company has re-evaluated its North American These operating segments and determined that effective at the beginning of fiscalalso represent our reportable segments.
On July 28, 2019, the Company will have the following reportable segments: North America, Europe, Latin America, and Asia Middle East and Africa (AMEA).
Additionally, the Company announced the transfer of the Middle East, Northern Africa, and Turkey businesses out of the Europe reportable segment and into Asia Pacific. The Asia Pacific reportable segment will be renamed Kellogg AMEA, at the beginning of fiscal 2019.
Also in November 2018, the Company announced that it will begin to explore the potentialcompleted its sale of the cookie,selected cookies, fruit and fruit flavored snacks, pie crusts, and ice cream cone businesses. These businesses areto Ferrero for approximately $1.3 billion in cash. Both the total assets and the net assets, consisting primarily reported as partof goodwill and intangibles, property, plant and equipment, and inventory, of the U.S. Snacks, U.S. Specialty Channels andbusinesses were approximately $1.3 billion. The operating results for these businesses were primarily included in the North America Other reportable segments and represent approximately $900 million inreporting segment prior to the sale. Reported net sales for the divested businesses totaled $562 million for the year ended December 29, 2018. At December 29, 2018, these businesses were not classified as held for sale based upon the status of the process and board authorization.28, 2019.
The measurement of reportable segment results is based on segment operating profit which is generally consistent with the presentation of operating profit in the Consolidated Statement of Income. Reportable segment results were as follows:
| | | | | | | | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 | | 2019 |
| Net sales | | | | | | |
| North America | | $ | 8,174 | | | $ | 8,361 | | | $ | 8,390 | |
| Europe | | 2,397 | | | 2,232 | | | 2,092 | |
| Latin America | | 997 | | | 914 | | | 940 | |
| AMEA | | 2,613 | | | 2,263 | | | 2,156 | |
| Consolidated | | 14,181 | | | 13,770 | | | $ | 13,578 | |
| Operating profit | | | | | | |
| North America (a) | | $ | 1,329 | | | $ | 1,473 | | | $ | 1,215 | |
| Europe | | 350 | | | 301 | | | 222 | |
| Latin America | | 109 | | | 97 | | | 85 | |
| AMEA | | 246 | | | 202 | | | 195 | |
| Total Reportable Segments | | 2,034 | | | 2,073 | | | 1,717 | |
| Corporate | | (282) | | | (312) | | | (316) | |
| Consolidated | | $ | 1,752 | | | $ | 1,761 | | | $ | 1,401 | |
| Depreciation and amortization | | | | | | |
| North America | | $ | 262 | | | $ | 282 | | | $ | 291 | |
| Europe | | 92 | | | 84 | | | 80 | |
| Latin America | | 25 | | | 30 | | | 30 | |
| AMEA | | 84 | | | 79 | | | 76 | |
| Total Reportable Segments | | 463 | | | 475 | | | 477 | |
| Corporate | | 4 | | | 4 | | | 7 | |
| Consolidated | | $ | 467 | | | $ | 479 | | | $ | 484 | |
|
| | | | | | | | | | | | |
| (millions) | | 2018 | | 2017 | | 2016 |
| Net sales | | | | | | |
| U.S. Snacks | | $ | 2,957 |
| | $ | 3,110 |
| | $ | 3,197 |
|
| U.S. Morning Foods | | 2,643 |
| | 2,709 |
| | 2,917 |
|
| U.S. Specialty Channels | | 1,235 |
| | 1,242 |
| | 1,207 |
|
| North America Other | | 1,853 |
| | 1,612 |
| | 1,593 |
|
| Europe | | 2,395 |
| | 2,291 |
| | 2,383 |
|
| Latin America | | 947 |
| | 944 |
| | 772 |
|
| Asia Pacific | | 1,517 |
| | 946 |
| | 896 |
|
| Consolidated | | $ | 13,547 |
| | $ | 12,854 |
| | $ | 12,965 |
|
| Operating profit | | | | | | |
| U.S. Snacks | | $ | 446 |
| | $ | 138 |
| | $ | 325 |
|
| U.S. Morning Foods | | 478 |
| | 567 |
| | 597 |
|
| U.S. Specialty Channels | | 251 |
| | 312 |
| | 279 |
|
| North America Other | | 222 |
| | 229 |
| | 181 |
|
| Europe | | 297 |
| | 276 |
| | 208 |
|
| Latin America | | 102 |
| | 108 |
| | 84 |
|
| Asia Pacific | | 128 |
| | 84 |
| | 69 |
|
| Total Reportable Segments | | 1,924 |
| | 1,714 |
| | 1,743 |
|
| Corporate | | (218 | ) | | (327 | ) | | (260 | ) |
| Consolidated | | $ | 1,706 |
| | $ | 1,387 |
| | $ | 1,483 |
|
| Depreciation and amortization (a) | | | | | | |
| U.S. Snacks | | $ | 138 |
| | $ | 146 |
| | $ | 159 |
|
| U.S. Morning Foods | | 127 |
| | 120 |
| | 122 |
|
| U.S. Specialty Channels | | 12 |
| | 13 |
| | 11 |
|
| North America Other | | 64 |
| | 51 |
| | 56 |
|
| Europe | | 80 |
| | 80 |
| | 114 |
|
| Latin America | | 37 |
| | 37 |
| | 22 |
|
| Asia Pacific | | 55 |
| | 33 |
| | 30 |
|
| Total Reportable Segments | | 513 |
| | 480 |
| | 514 |
|
| Corporate | | 3 |
| | 1 |
| | 3 |
|
| Consolidated | | $ | 516 |
| | $ | 481 |
| | $ | 517 |
|
| |
(a) | Includes asset impairment charges as discussed in Note 14. |
Certain items such as interest expense and income taxes, while not included in the measure of reportable segment operating results, are regularly reviewed by Managementthe chief operating decision maker (CODM) for the Company’s internationally-based reportable segments as shown below.
| | | | | | | | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 | | 2019 |
| Interest expense | | | | | | |
| North America | | $ | — | | | $ | — | | | $ | — | |
| Europe | | 4 | | | 4 | | | 6 | |
| Latin America | | 1 | | | 6 | | | 9 | |
| AMEA | | 17 | | | 8 | | | 14 | |
| Corporate | | 201 | | | 263 | | | 255 | |
| Consolidated | | $ | 223 | | | $ | 281 | | | $ | 284 | |
| Income taxes | | | | | | |
| Europe | | $ | 48 | | | $ | 29 | | | $ | 48 | |
| Latin America | | 52 | | | 20 | | | 16 | |
| AMEA | | 40 | | | 33 | | | 23 | |
| Corporate & North America | | 334 | | | 241 | | | 234 | |
| Consolidated | | $ | 474 | | | $ | 323 | | | $ | 321 | |
|
| | | | | | | | | | | | |
| (millions) | | 2018 | | 2017 | | 2016 |
| Interest expense | | | | | | |
| North America | | $ | 1 |
| | $ | 3 |
| | $ | 5 |
|
| Europe | | 10 |
| | 16 |
| | 8 |
|
| Latin America | | 3 |
| | 2 |
| | 4 |
|
| Asia Pacific | | 5 |
| | 2 |
| | 2 |
|
| Corporate | | 268 |
| | 233 |
| | 387 |
|
| Consolidated | | $ | 287 |
| | $ | 256 |
| | $ | 406 |
|
| Income taxes | | | | | | |
| Europe | | $ | 22 |
| | $ | (39 | ) | | $ | (16 | ) |
| Latin America | | 30 |
| | 33 |
| | 30 |
|
| Asia Pacific | | 24 |
| | 12 |
| | 14 |
|
| Corporate & North America | | 105 |
| | 404 |
| | 207 |
|
| Consolidated | | $ | 181 |
| | $ | 410 |
| | $ | 235 |
|
Management reviews balance sheet information, including totalAssets are reviewed by the CODM on a consolidated basis and therefore are not presented by operating segment. The CODM does review additions to long-lived assets based on geography. For all North American-based operating segments, balance sheet information is reviewed by Management in total and not on an individual operating segment basis.
segment.
|
| | | | | | | | | | | | |
| (millions) | | 2018 | | 2017 | | 2016 |
| Additions to long-lived assets | | | | | | |
| North America | | $ | 336 |
| | $ | 329 |
| | $ | 318 |
|
| Europe | | 90 |
| | 106 |
| | 125 |
|
| Latin America | | 76 |
| | 32 |
| | 24 |
|
| Asia Pacific | | 73 |
| | 30 |
| | 36 |
|
| Corporate | | 3 |
| | 4 |
| | 4 |
|
| Consolidated | | $ | 578 |
| | $ | 501 |
| | $ | 507 |
|
| | | (millions) | | 2018 | | 2017 | (millions) | | 2021 | | 2020 | | 2019 |
| Total assets | | | | | |
| Additions to long-lived assets | | Additions to long-lived assets | |
| North America | | $ | 10,777 |
| | $ | 10,867 |
| North America | | $ | 324 | | | $ | 270 | | | $ | 356 | |
| Europe | | 4,870 |
| | 4,057 |
| Europe | | 102 | | | 120 | | | 83 | |
| Latin America | | 1,060 |
| | 1,094 |
| Latin America | | 42 | | | 31 | | | 41 | |
| Asia Pacific | | 2,812 |
| | 1,226 |
| |
| AMEA | | AMEA | | 73 | | | 77 | | | 101 | |
| Corporate | | 649 |
| | 1,426 |
| Corporate | | 12 | | | 7 | | | 5 | |
| Elimination entries | | (2,388 | ) | | (2,319 | ) | |
| Consolidated | | $ | 17,780 |
| | $ | 16,351 |
| Consolidated | | $ | 553 | | | $ | 505 | | | $ | 586 | |
The Company’s largest customer, Wal-Mart Stores, Inc. and its affiliates, accounted for approximately 19% of consolidated net sales during 2018, 20% in 2017,2021, 2020, and 20% in 2016,2019, comprised principally of sales within the United States.
Supplemental geographic information is provided below for net sales to external customers and long-lived assets:
| | | (millions) | | 2018 | | 2017 | | 2016 | (millions) | | 2021 | | 2020 | | 2019 |
| Net sales | | | | | | | Net sales | |
| United States | | $ | 8,176 |
| | $ | 8,160 |
| | $ | 8,413 |
| United States | | $ | 7,646 | | | $ | 7,821 | | | $ | 7,885 | |
| All other countries | | 5,371 |
| | 4,694 |
| | 4,552 |
| All other countries | | 6,535 | | | 5,949 | | | 5,693 | |
| Consolidated | | $ | 13,547 |
| | $ | 12,854 |
| | $ | 12,965 |
| Consolidated | | $ | 14,181 | | | $ | 13,770 | | | $ | 13,578 | |
| Long-lived assets | | | | | | | Long-lived assets | |
| United States | | $ | 2,197 |
| | $ | 2,195 |
| | $ | 2,208 |
| United States | | $ | 2,092 | | | $ | 2,048 | | | $ | 1,996 | |
| All other countries | | 1,534 |
| | 1,521 |
| | 1,361 |
| All other countries | | 1,735 | | | 1,665 | | | 1,616 | |
| Consolidated | | $ | 3,731 |
| | $ | 3,716 |
| | $ | 3,569 |
| Consolidated | | $ | 3,827 | | | $ | 3,713 | | | $ | 3,612 | |
Supplemental product information is provided below for net sales to external customers:
| | | | | | | | | | | | | | | | | | | | |
| (millions) | | 2021 | | 2020 | | 2019 |
| Snacks | | $ | 6,807 | | | $ | 6,281 | | | $ | 6,663 | |
| Cereal | | 5,123 | | | 5,433 | | | 5,029 | |
| Frozen | | 1,106 | | | 1,139 | | | 1,037 | |
| Noodles and other | | 1,145 | | | 917 | | | 849 | |
| Consolidated | | $ | 14,181 | | | $ | 13,770 | | | $ | 13,578 | |
|
| | | | | | | | | | | | |
| (millions) | | 2018 | | 2017 | | 2016 |
| Snacks | | $ | 6,797 |
| | $ | 6,683 |
| | $ | 6,655 |
|
| Cereal | | 5,208 |
| | 5,222 |
| | 5,402 |
|
| Frozen and other | | 1,542 |
| | 949 |
| | 908 |
|
| Consolidated | | $ | 13,547 |
| | $ | 12,854 |
| | $ | 12,965 |
|
NOTE 1917
SUPPLEMENTAL FINANCIAL STATEMENT DATA
| | Consolidated Statement of Income (millions) | | 2018 | | 2017 | | 2016 | Consolidated Statement of Income (millions) | | 2021 | | 2020 | | 2019 |
| Research and development expense | | $ | 154 |
| | $ | 148 |
| | $ | 182 |
| Research and development expense | | $ | 134 | | | $ | 135 | | | $ | 144 | |
| Advertising expense | | $ | 752 |
| | $ | 732 |
| | $ | 736 |
| Advertising expense | | $ | 790 | | | $ | 781 | | | $ | 676 | |
| | Consolidated Balance Sheet (millions) | | 2018 | | 2017 | Consolidated Balance Sheet (millions) | | 2021 | | 2020 |
| Trade receivables | | $ | 1,163 |
| | $ | 1,250 |
| Trade receivables | | $ | 1,240 | | | $ | 1,272 | |
| Allowance for doubtful accounts | | (10 | ) | | (10 | ) | |
| Allowance for expected credit losses | | Allowance for expected credit losses | | (15) | | | (19) | |
| Refundable income taxes | | 28 |
| | 23 |
| Refundable income taxes | | 62 | | | 66 | |
| Other receivables | | 194 |
| | 126 |
| Other receivables | | 202 | | | 218 | |
| Accounts receivable, net | | $ | 1,375 |
| | $ | 1,389 |
| Accounts receivable, net | | $ | 1,489 | | | $ | 1,537 | |
| Raw materials and supplies | | $ | 339 |
| | $ | 333 |
| |
| Raw materials, spare parts, and supplies | | Raw materials, spare parts, and supplies | | $ | 383 | | | $ | 338 | |
| Finished goods and materials in process | | 991 |
| | 884 |
| Finished goods and materials in process | | 1,015 | | | 946 | |
| Inventories | | $ | 1,330 |
| | $ | 1,217 |
| Inventories | | $ | 1,398 | | | $ | 1,284 | |
| Land | | $ | 120 |
| | $ | 111 |
| Land | | $ | 123 | | | $ | 120 | |
| Buildings | | 2,061 |
| | 2,200 |
| Buildings | | 2,238 | | | 2,135 | |
| Machinery and equipment | | 5,971 |
| | 6,018 |
| Machinery and equipment | | 6,277 | | | 6,080 | |
| Capitalized software | | 438 |
| | 403 |
| Capitalized software | | 594 | | | 543 | |
| Construction in progress | | 583 |
| | 634 |
| Construction in progress | | 623 | | | 641 | |
| Accumulated depreciation | | (5,442 | ) | | (5,650 | ) | Accumulated depreciation | | (6,028) | | | (5,806) | |
| Property, net | | $ | 3,731 |
| | $ | 3,716 |
| Property, net | | $ | 3,827 | | | $ | 3,713 | |
| Other intangibles | | $ | 3,448 |
| | $ | 2,706 |
| Other intangibles | | $ | 2,552 | | | $ | 2,612 | |
| Accumulated amortization | | (87 | ) | | (67 | ) | Accumulated amortization | | (143) | | | (121) | |
| Other intangibles, net | | $ | 3,361 |
| | $ | 2,639 |
| Other intangibles, net | | $ | 2,409 | | | $ | 2,491 | |
| Pension | | $ | 228 |
| | $ | 252 |
| Pension | | $ | 448 | | | $ | 324 | |
| Deferred income taxes | | 246 |
| | 246 |
| Deferred income taxes | | 215 | | | 254 | |
| Nonpension post retirement benefits | | Nonpension post retirement benefits | | 577 | | | 369 | |
| Other | | 594 |
| | 529 |
| Other | | 473 | | | 515 | |
| Other assets | | $ | 1,068 |
| | $ | 1,027 |
| Other assets | | $ | 1,713 | | | $ | 1,462 | |
| Accrued income taxes | | $ | 48 |
| | $ | 30 |
| Accrued income taxes | | $ | 49 | | | $ | 58 | |
| Accrued salaries and wages | | 309 |
| | 311 |
| |
| Accrued advertising and promotion | | 557 |
| | 582 |
| |
| Other | | 502 |
| | 551 |
| Other | | 714 | | | 709 | |
| Other current liabilities | | $ | 1,416 |
| | $ | 1,474 |
| Other current liabilities | | $ | 763 | | | $ | 767 | |
| Income taxes payable | | $ | 115 |
| | $ | 192 |
| Income taxes payable | | $ | 40 | | | $ | 56 | |
| Nonpension postretirement benefits | | 34 |
| | 40 |
| Nonpension postretirement benefits | | 32 | | | 34 | |
| Other | | 355 |
| | 373 |
| Other | | 384 | | | 435 | |
| Other liabilities | | $ | 504 |
| | $ | 605 |
| Other liabilities | | $ | 456 | | | $ | 525 | |
| | | | | | | | | | | | | | | | | | | | |
Allowance for expected credit losses (millions) | | 2021 | | 2020 | | 2019 |
| Balance at beginning of year | | $ | 19 | | | $ | 10 | | | $ | 10 | |
| Additions (reductions) charged to expense | | (1) | | | 13 | | | 9 | |
| Expected credit losses charged to reserve | | (3) | | | (4) | | | (9) | |
| Balance at end of year | | $ | 15 | | | $ | 19 | | | $ | 10 | |
|
| | | | | | | | | | | | |
Allowance for doubtful accounts (millions) | | 2018 | | 2017 | | 2016 |
| Balance at beginning of year | | $ | 10 |
| | $ | 8 |
| | $ | 8 |
|
| Additions charged to expense | | 4 |
| | 14 |
| | 9 |
|
| Doubtful accounts charged to reserve | | (4 | ) | | (12 | ) | | (9 | ) |
| Balance at end of year | | $ | 10 |
| | $ | 10 |
| | $ | 8 |
|
Management’s Responsibility for Financial Statements
Management is responsible for the preparation of the Company’s consolidated financial statements and related notes. We believe that the consolidated financial statements present the Company’s financial position and results of operations in conformity with accounting principles that are generally accepted in the United States, using our best estimates and judgments as required.
The boardBoard of directorsDirectors of the Company has an Audit Committee composed of foursix non-management Directors. The Committee meets regularly with management, internal auditors, and the independent registered public accounting firm to review accounting, internal control, auditing and financial reporting matters.
Formal policies and procedures, including an active Ethics and Business Conduct program, support the internal controls and are designed to ensure employees adhere to the highest standards of personal and professional integrity. We have a rigorous internal audit program that independently evaluates the adequacy and effectiveness of these internal controls.
Management’s Report on Internal Control over Financial Reporting
Management is responsible for establishing and maintaining adequate internal control over financial reporting, as such term is defined in Rule 13a-15(f) under the Securities Exchange Act of 1934, as amended. Our internal control over financial reporting is designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of the financial statements for external purposes in accordance with generally accepted accounting principles.
We conducted an evaluation of the effectiveness of our internal control over financial reporting based on the framework in Internal Control — Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission.
SEC staff guidance discusses the exclusion of an acquired entity from management's assessment of internal control over financial reporting. Management excluded from its assessment the internal control over financial reporting of its 51% investment in Multipro Singapore Pte Ltd, which became a consolidated subsidiary in May of 2018. Multipro accounted for approximately 1% of consolidated total assets and 4% of consolidated net sales as of and for the year ended December 29, 2018.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions or that the degree of compliance with the policies or procedures may deteriorate.
Based on our evaluation under the framework in Internal Control — Integrated Framework (2013), management concluded that our internal control over financial reporting was effective as of December 29, 2018.January 1, 2022. The effectiveness of our internal control over financial reporting as of December 29, 2018January 1, 2022 has been audited by PricewaterhouseCoopers LLP, an independent registered public accounting firm, as stated in their report which follows.
/s/ Steven A. Cahillane
Steven A. Cahillane
ChairmanPresident and Chief Executive Officer
/s/ Fareed KhanAmit Banati
Fareed KhanAmit Banati
Senior Vice President and Chief Financial Officer
Report of Independent Registered Public Accounting Firm
To theBoard of Directors and Shareholders of Kellogg Company
Opinions on the Financial Statements and Internal Control over Financial Reporting
We have audited the consolidated financial statements, including the related notes, of Kellogg Company and its subsidiaries (the “Company”) as listed in the index appearing under Item 15(a)(1), (collectively referred to as the “consolidated financial statements”). We also have audited the Company's internal control over financial reporting as of December 29, 2018,January 1, 2022, based on criteria established in Internal Control - Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO).
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of the Company as of December 29, 2018January 1, 2022 and December 30, 2017,January 2, 2021, and the results of its operations and its cash flows for each of the three years in the period ended December 29, 2018January 1, 2022 in conformity with accounting principles generally accepted in the United States of America. Also in our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 29, 2018,January 1, 2022, based on criteria established in Internal Control - Integrated Framework (2013) issued by the COSO.
Basis for Opinions
The Company's management is responsible for these consolidated financial statements, for maintaining effective internal control over financial reporting, and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express opinions on the Company’s consolidated financial statements and on the Company's internal control over financial reporting based on our audits. We are a public accounting firm registered with the Public Company Accounting Oversight Board (United States) (PCAOB) and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the consolidated financial statements are free of material misstatement, whether due to error or fraud, and whether effective internal control over financial reporting was maintained in all material respects.
Our audits of the consolidated financial statements included performing procedures to assess the risks of material misstatement of the consolidated financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the consolidated financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also included performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.
As described in Management’s Report on Internal Control over Financial Reporting, management has excluded Multipro Singapore Pte Ltd from its assessment of internal control over financial reporting as of December 29, 2018 because it became a consolidated subsidiary in May of 2018. We have also excluded Multipro Singapore Pte Ltd from our audit of internal control over financial reporting. Multipro Singapore Pte Ltd is a majority owned subsidiary whose total assets and total revenues excluded from management’s assessment and our audit of internal control over financial reporting represent 1% and 4%, respectively, of the related consolidated financial statement amounts as of and for the year ended December 29, 2018.
Definition and Limitations of Internal Control over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting
includes those policies and procedures that (i) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (ii) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (iii) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may
become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
Critical Audit Matters
The critical audit matter communicated below is a matter arising from the current period audit of the consolidated financial statements that was communicated or required to be communicated to the audit committee and that (i) relates to accounts or disclosures that are material to the consolidated financial statements and (ii) involved our especially challenging, subjective, or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the consolidated financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates.
Indefinite-Lived Intangible Asset Quantitative Impairment Assessment
As described in Notes 1 and 4 to the consolidated financial statements, the Company’s consolidated indefinite-lived intangible assets balance was $2.0 billion as of January 1, 2022, of which $184 million related to one brand in the North America operating segment that primarily relates to snack category products. Management assesses indefinite-life intangible assets impairment risk throughout the year by performing a qualitative review and assessing events and circumstances that could affect the fair value or carrying value of the intangible assets. Annually during the fourth quarter, management may perform qualitative or quantitative testing for impairment. Management’s impairment testing performed through the fourth quarter of 2021 consisted of qualitative testing for all indefinite-lived intangible assets, except for one brand in the North America operating segment that primarily relates to snack category products, for which quantitative testing was performed. In performing the quantitative test of this brand, fair value was determined by management using a relief from royalty valuation method that includes estimates, and significant assumptions, of future cash flows to be generated from that asset based on estimates of future sales, royalty rate and discount rate consistent with rates used by market participants.
The principal considerations for our determination that performing procedures relating to the indefinite-lived intangible asset quantitative impairment assessment is a critical audit matter are (i) the significant judgment by management when determining the fair value estimate of the indefinite-lived intangible asset related to one brand in the North America operating segment; (ii) a high degree of auditor judgment, subjectivity, and effort in performing procedures and evaluating management’s significant assumptions related to estimates of future sales, royalty rate, and discount rate; and (iii) the audit effort involved the use of professionals with specialized skill and knowledge.
Addressing the matter involved performing procedures and evaluating audit evidence in connection with forming our overall opinion on the consolidated financial statements. These procedures included testing the effectiveness of controls relating to management’s indefinite-lived intangible asset quantitative impairment assessment, including controls over the valuation of the Company’s indefinite-lived intangible asset related to one brand in the North America operating segment. These procedures also included, among others (i) testing management’s process for determining the fair value estimate; (ii) evaluating the appropriateness of the relief from royalty valuation method; (iii) testing the completeness and accuracy of the underlying data used in the relief from royalty valuation method; and (iv) evaluating the reasonableness of significant assumptions used by management related to the estimates of future sales, royalty rate, and discount rate. Evaluating management’s assumption related to estimates of future sales involved evaluating whether the assumption used by management was reasonable considering (i) the current and past performance of the brand; (ii) the consistency with external market and industry data; and (iii) whether the assumption was consistent with evidence obtained in other areas of the audit. Professionals with specialized skill and knowledge were used to assist in evaluating (i) the appropriateness of the Company’s relief from royalty valuation method and (ii) the reasonableness of the royalty rate and discount rate significant assumptions.
/s/PricewaterhouseCoopers LLP
Detroit, Michigan
February 25, 201922, 2022
We have served as the Company’s auditor since at least 1937. We have not been able to determine the specific year we began serving as auditor of the Company.
ITEM 9. CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE
None.
ITEM 9A. CONTROLS AND PROCEDURES
(a) Disclosure Controls and Procedures.
We maintain disclosure controls and procedures that are designed to provide reasonable assurance that information required to be disclosed in our reports that we file or submit under the Exchange Act is recorded, processed, summarized and reported within the time periods specified in the SEC’s rules and forms, and that such information is accumulated and communicated to our management, including our Chief Executive Officer and Chief Financial Officer as appropriate, to allow timely decisions regarding required disclosure. Disclosure controls and procedures, no matter how well designed and operated, can provide only reasonable, rather than absolute, assurance of achieving the desired control objectives.
As of December 29, 2018,January 1, 2022, management carried out an evaluation under the supervision and with the participation of our Chief Executive Officer and our Chief Financial Officer, of the effectiveness of the design and operation of our disclosure controls and procedures. SEC staff guidance discusses the exclusion of an acquired entity from management's assessment of internal control over financial reporting and disclosure controls and procedures. Management excluded from its assessment those disclosure controls and procedures of Multipro, which was consolidated in May 2018, upon acquiring an additional 1% ownership interest, that are subsumed by internal control over financial reporting. Multipro is a 51% owned and accounted for approximately 1% of consolidated total assets and 4% of consolidated net sales as of and for the year ended December 29, 2018. Based on the foregoing evaluation, our Chief Executive Officer and Chief Financial Officer concluded that our disclosure controls and procedures were effective at the reasonable assurance level.
(b) Internal Control over Financial Reporting.
Pursuant to Section 404 of the Sarbanes-Oxley Act of 2002, we have included a report of management’s assessment of the design and effectiveness of our internal control over financial reporting as part of this Annual Report on Form 10-K. The independent registered public accounting firm of PricewaterhouseCoopers LLP also audited, and reported on, the effectiveness of our internal control over financial reporting. Management’s report and the independent registered public accounting firm’s audit report are included in our 20182021 financial statements in Item 8 of this Report under the captions entitled “Management’s Report on Internal Control over Financial Reporting” and “Report of Independent Registered Public Accounting Firm” and are incorporated herein by reference.
(c) Changes in Internal Control over Financial Reporting.
There were no changes during the quarter ended December 29, 2018,January 1, 2022, that materially affected, or are reasonably likely to materially affect our internal controls over financial reporting.
ITEM 9B. OTHER INFORMATION
Not applicable.
ITEM 9C. DISCLOSURE REGARDING FOREIGN JURISDICTIONS THAT PREVENT INSPECTIONS
PART III
ITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
Directors —Refer to the information in our Proxy Statement to be filed with the Securities and Exchange Commission for the Annual Meeting of Shareowners to be held on April 26, 201929, 2022 (the “Proxy Statement”), under the caption “Proposal 1 — Election of Directors,” which information is incorporated herein by reference.
Identification and Members of Audit Committee; Audit Committee Financial Expert —Refer to the information in the Proxy Statement under the caption “Board and Committee Membership,” which information is incorporated herein by reference.
Executive Officers of the Registrant —Refer to “Executive Officers” under Item 1 of this Report.
For information concerning Section 16(a) of the Securities Exchange Act of 1934 —Refer to the information under the caption “Security Ownership — Section 16(a) Beneficial Ownership Reporting Compliance” of the Proxy Statement, which information is incorporated herein by reference.
Code of Ethics for Chief Executive Officer, Chief Financial Officer and Controller —We have adopted a Global Code of Ethics which applies to our chief executive officer, chief financial officer, corporate controller and all our other
employees, and which can be found at www.kelloggcompany.com. Any amendments or waivers to the Global Code of Ethics applicable to our chief executive officer, chief financial officer or corporate controller may also be found at www.kelloggcompany.com.
ITEM 11. EXECUTIVE COMPENSATION
Refer to the information under the captions “2018“2021 Director Compensation and Benefits,” “Compensation Discussion and Analysis,” “Executive Compensation,” “Retirement and Non-Qualified Defined Contribution and Deferred Compensation Plans,” and “Potential Post-Employment Payments”Payments,” and "CEO Pay Ratio" of the Proxy Statement, which is incorporated herein by reference. See also the information under the caption “Compensation and Talent Management Committee Report” of the Proxy Statement, which information is incorporated herein by reference; however, such information is only “furnished” hereunder and not deemed “filed” for purposes of Section 18 of the Securities Exchange Act of 1934.
ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS
Refer to the information under the captions “Security Ownership — Five Percent Holders”, “Security Ownership — Officer and Director Stock Ownership” and "Equity Compensation Plan Information" of the Proxy Statement, which information is incorporated herein by reference.
EQUITY COMPENSATION PLAN INFORMATION
|
| | | | | | | | | |
| (millions, except per share data) | | | | | | | | |
| Plan Category | | Number of Securities to be Issued Upon Exercise of Outstanding Options, Warrants and Rights as of December 29, 2018 (a) | | Weighted-Average Exercise Price of Outstanding Options, Warrants and Rights as of December 29, 2018 ($)(b) | | Number of Securities Remaining Available for Future Issuance Under Equity Compensation Plans (excluding Securities Reflected in Column (a)) as of December 29, 2018 (c)(1) |
| Equity compensation plans approved by security holders | | 15.4 |
| (2) | | 66 | | 20.2 | (3) |
| Equity compensation plans not approved by security holders | | — |
| | | NA | | 0.3 | |
| Total | | 15.4 |
| | | 66 | | 20.5 | |
|
| | | | |
(1) | The total number of shares remaining available for issuance under the 2017 Long-Term Incentive Plan will be reduced by two shares for each share issued pursuant to an award other than a stock option or stock appreciation right, or potentially issuable pursuant to an outstanding award other than a stock option or stock appreciation right, which will in each case reduce the total number of shares remaining by one share for each share issued.
|
(2) | Includes 13.7 million stock options and 1.7 million restricted share units. |
(3) | The total number of shares available remaining for issuance as of December 29, 2018 for each Equity Compensation Plan approved by shareowners are as follows:
- The 2017 Long-Term Incentive Plan - 19.8 million;
- The Non-Employee Director Stock Plan (2009 Director Plan) - 0.2 million;
- The 2002 Employee Stock Purchase Plan - 0.2 million.
|
Three plans are considered “Equity compensation plans not approved by security holders.” The Kellogg Share Incentive Plan, which was adopted in 2002 and is available to most U.K. employees of specified Kellogg Company subsidiaries; a similar plan, which is available to employees in the Republic of Ireland; and the Deferred Compensation Plan for Non-Employee Directors, which was adopted in 1986 and amended in 1993 and 2002.
Under the Kellogg Share Incentive Plan, eligible U.K. employees may contribute up to 1,500 Pounds Sterling annually to the plan through payroll deductions. The trustees of the plan use those contributions to buy shares of our common stock at fair market value on the open market, with Kellogg matching those contributions on a 1:1 basis. Shares must be withdrawn from the plan when employees cease employment. Under current law, eligible employees generally receive certain income and other tax benefits if those shares are held in the plan for a specified number of years. A similar plan is also available to employees in the Republic of Ireland. As these plans are open market plans with no set overall maximum, no amounts for these plans are included in the above table. However, approximately 63,000 shares were purchased by eligible employees under the Kellogg Share Incentive Plan, the plan for the Republic of Ireland and other similar predecessor plans during 2018, with approximately an additional 63,000 shares being provided as matched shares.
The Deferred Compensation Plan for Non-Employee Directors was amended and restated during 2013. Under the Deferred Compensation Plan for Non-Employee Directors, non-employee Directors may elect to defer all or part of their compensation (other than expense reimbursement) into units which are credited to their accounts. The units have a value equal to the fair market value of a share of our common stock on the appropriate date, with dividend equivalents being earned on the whole units in non-employee Directors’ accounts. Units must be paid in shares of our common stock, either in a lump sum or in up to ten annual installments, with the installments to begin as soon as practicable after the non-employee Director’s service as a Director terminates. No more than 300,000 shares are authorized for use under this plan, of which approximately 24,000 had been issued as of December 29, 2018.
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE
Refer to the information under the captions “Corporate Governance — Director Independence” and “Related“Corporate Governance — Related Person Transactions” of the Proxy Statement, which information is incorporated herein by reference.
ITEM 14. PRINCIPAL ACCOUNTANT FEES AND SERVICES
Refer to the information under the captions “Proposal 3 — Ratification of PricewaterhouseCoopers LLP — Fees Paid to Independent Registered Public Accounting Firm” and “Proposal 3 — Ratification of PricewaterhouseCoopers LLP — Preapproval Policies and Procedures” of the Proxy Statement, which information is incorporated herein by reference.
PART IV
ITEM 15. EXHIBITS, FINANCIAL STATEMENT SCHEDULES
The Consolidated Financial Statements and related Notes, together with Management’s Report on Internal Control over Financial Reporting, and the Report thereon of PricewaterhouseCoopers LLP dated February 25, 2019,22, 2022, are included herein in Part II, Item 8.
(a) 1. Consolidated Financial Statements
Consolidated Statement of Income for the years ended December 29, 2018, December 30, 2017January 1, 2022, January 2, 2021 and December 31, 2016.28, 2019.
Consolidated Statement of Comprehensive Income for the years ended December 29, 2018, December 30, 2017January 1, 2022, January 2, 2021 and December 31, 2016.28, 2019.
Consolidated Balance Sheet at December 29, 2018January 1, 2022 and December 30, 2017.January 2, 2021.
Consolidated Statement of Equity for the years ended December 29, 2018, December 30, 2017January 1, 2022, January 2, 2021 and December 31, 2016.28, 2019.
Consolidated Statement of Cash Flows for the years ended December 29, 2018, December 30, 2017January 1, 2022, January 2, 2021 and December 31, 2016.28, 2019.
Notes to Consolidated Financial Statements.
Management’s Report on Internal Control over Financial Reporting.
Report of Independent Registered Public Accounting Firm.Firm (PCAOB ID 238).
(a) 2. Consolidated Financial Statement Schedule
All financial statement schedules are omitted because they are not applicable or the required information is shown in the financial statements or the notes thereto.
(a) 3. Exhibits required to be filed by Item 601 of Regulation S-K
The information called for by this Item is incorporated herein by reference from the Exhibit Index included in this Report.
ITEM 16. FORM 10-K SUMMARY
Not applicable.
EXHIBIT INDEX
| | | | | | | | | | | | | | | | | | | | |
| | | | | | |
Exhibit
No. | | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF) | | |
Exhibit
| | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF)
| |
| | Amended and Restated Transaction Agreement between us and The Procter & Gamble Company, incorporated by reference to Exhibit 1.1 of our Current Report on Form 8-K dated May 31, 2012, Commission file number 1-4171. | | | IBRF | |
| | Amended Restated Certificate of Incorporation of Kellogg Company, incorporated by reference to Exhibit 4.1 to our Registration Statement on Form S-8, file number 333-56536. | | | IBRF | |
| | Bylaws of Kellogg Company, as amended, incorporated by reference to Exhibit 3.1 to our Current Report on Form 8-K dated December 15, 2017,February 22, 2022, Commission file number 1-4171. | | | IBRF | |
| | Indenture, dated March 15, 2001, between Kellogg Company and BNY Midwest Trust Company, including the form of 7.45% Debentures due 2031, incorporated by reference to Exhibit 4.01 to our Quarterly Report on Form 10-Q for the quarter ending March 31, 2001, Commission file number 1-4171. | | | IBRF | |
| | Supplemental Indenture, dated March 29, 2001, between Kellogg Company and BNY Midwest Trust Company, including the form of 7.45% Debentures due 2031, incorporated by reference to Exhibit 4.02 to our Quarterly Report on Form 10-Q for the quarter ending March 31, 2001, Commission file number 1-4171. | | | IBRF | |
| | Indenture, dated as of May 21, 2009, between Kellogg Company and The Bank of New York Mellon Trust Company, N.A., incorporated by reference to Exhibit 4.1 to our Registration Statement on Form S-3, Commission file number 333-209699. | | | IBRF | |
| | Officers’ Certificate of Kellogg Company (with form of Kellogg Company 4.150% Senior Note Due 2019), incorporated by reference to Exhibit 4.2 to our Current Report on Form 8-K dated November 16, 2009, Commission file number 1-4171. | | | IBRF | |
| | Officers’ Certificate of Kellogg Company (with form of Kellogg Company 4.000% Senior Note Due 2020), incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated December 8, 2010, Commission file number 1-4171. | | | IBRF | |
| | Officers’ Certificate of Kellogg Company (with form of 1.125% Senior Note due 2015, 1.750% Senior Note due 2017 and 3.125% Senior Note due 2022), incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated May 17, 2012, Commission file number 1-4171. | | | IBRF | |
|
| | | | | | |
| | | | | | |
Exhibit
| | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF)
| |
| | Officer’s Certificate of Kellogg Company (with form of Floating Rate Senior Notes due 2015 and 2.750% Senior Notes due 2023), incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated February 14, 2013, Commission file number 1-4171. | | | IBRF | |
| | Officer’s Certificate of Kellogg Company (with form of 1.250% Senior Notes due 2025), incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated March 9, 2015, Commission file number 1-4171. | | | IBRF | |
| | | | | | | | | | | | | | | | | | | | |
| | | | | | |
Exhibit
No. | | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF) | |
| | Officers’ Certificate of Kellogg Company (with form of 3.250% Senior Notes due 2026 and 4.500% Senior Debentures due 2046), incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated March 7, 2016, Commission file number 1-4171. | | | IBRF | |
| | Officers’ Certificate of Kellogg Company (with form of 1.000% Senior Notes due 2024), incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated May 19, 2016, Commission file number 1-4171. | | | IBRF | |
| | Officers’ Certificate of Kellogg Company (with form of 2.650% Senior Notes due 2023), incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated November 15, 2016, Commission file number 1-4171. | | | IBRF | |
| | Officers’ Certificate of Kellogg Company (with form of 0.800% Senior Notes due 2022), incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated May 17, 2017, Commission file number 1-4171. | | | IBRF | |
| | Officers’ Certificate of Kellogg Company (with form of 3.400% Senior Notes due 2027), incorporated by reference to Exhibit 4.1 to our Current Report on Form 8-K dated November 13, 2017, Commission file number 1-4171. | | | IBRF | |
| | Officers’ Certificate of Kellogg Company (with form of 3.250% Senior Notes due 202012021 and form of 4.300% Senior Notes due 2028), incorporated by reference to Exhibit 4.1 of our Current Report on Form 8-K dated May 15, 2018, Commission file number 1-4171. | | | IBRF | |
| | Officers’ Certificate of Kellogg Company (with form of 0.500% Senior Notes due 2029), incorporated by reference to Exhibit 4.1 of our Current Report on Form 8-K dated May 20, 2021, Commission file number 1-4171. | | | IBRF | |
| | Description of Equity Securities | | | E | |
| | Description of Debt Securities | | | E | |
| | Officers’ Certificate of Kellogg Company (with form of 2.100% Senior Notes due 2030), incorporated by reference to Exhibit 4.1 of our Current Report on Form 8-K dated June 1, 2020, Commission file number 1-4171. | | | IBRF | |
| | | | | | |
| | | | | | |
| | | | | | | | | | | | | | | | | | | | |
Exhibit
No. | | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF) | |
| | Kellogg Company Supplemental Savings and Investment Plan, as amended and restated as of January 1, 2003, incorporated by reference to Exhibit 10.03 to our Annual Report on Form 10-K for the fiscal year ended December 28, 2002, Commission file number 1-4171.* | | | IBRF | |
| | Kellogg Company Key Employee Long Term Incentive Plan, incorporated by reference to Exhibit 10.07 to our Annual Report on Form 10-K for the fiscal year ended December 29, 2007, Commission file number 1-4171.* | | | IBRF | |
| | Kellogg Company 2000 Non-Employee Director Stock Plan, incorporated by reference to Exhibit 10.10 to our Annual Report on Form 10-K for the fiscal year ended December 29, 2007, Commission file number 1-4171.* | | | IBRF | |
|
| | | | | | |
| | | | | | |
Exhibit
| | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF)
| |
| | Agreement between us and other executives, incorporated by reference to Exhibit 10.05 of our Quarterly Report on Form 10-Q for the quarter ended June 30, 2000, Commission file number 1-4171.* | | | IBRF | |
| | Kellogg Company 2002 Employee Stock Purchase Plan, as amended and restated as of JanuaryJuly 1, 2008,2020, incorporated by reference to Exhibit 10.2210.1 to our Annual ReportRegistration Statement on Form 10-K for the fiscal year ended December 29, 2007, CommissionS-8, file number 1-4171.333-239564.* | | | IBRF | |
| | Kellogg Company 1993 Employee Stock Ownership Plan, incorporated by reference to Exhibit 10.23 to our Annual Report on Form 10-K for the fiscal year ended December 29, 2007, Commission file number 1-4171.* | | | IBRF | |
| | Kellogg Company 2003 Long-Term Incentive Plan, as amended and restated as of December 8, 2006, incorporated by reference to Exhibit 10.10 to our Annual Report on Form 10-K for the fiscal year ended December 30, 2006, Commission file number 1-4171.* | | | IBRF | |
| | Kellogg Company Severance Plan, incorporated by reference to Exhibit 10.25 of our Annual Report on Form 10-K for the fiscal year ended December 28, 2002, Commission file number 1-4171.* | | | IBRF | |
| | First Amendment to the Key Executive Benefits Plan, incorporated by reference to Exhibit 10.39 of our Annual Report in Form 10-K for our fiscal year ended January 1, 2005, Commission file number 1-4171.* | | | IBRF | |
| | Five-Year Credit Agreement dated as of December 21, 2021 with JPMorgan Chase Bank, N.A., as Administrative Agent, JPMorgan Chase Bank, N.A., Barclays Bank PLC, BOFA Securities, INC., Citibank, N.A., Cooperatieve Rabobank U.A., New York Branch, and Morgan Stanley MUFG Loan Partners, LLC, as Joint Lead Arrangers and Joint Bookrunners, Bank of America, N.A., Barclays Bank PLC, Citibank, N.A., Cooperatieve Rabobank U.A., New York Branch, and Morgan Stanley MUFG Loan Partners, LLC as Co-Syndication agents and the lenders named therein, incorporated by reference to Exhibit 10.2 of our Current Report on Form 8-K dated December 23, 2021, Commission file number 1-4171. | | | IBRF | |
| | | | | | | | | | | | | | | | | | | | |
| | | | | | |
Exhibit
No. | | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF) | |
| | Executive Survivor Income Plan, incorporated by reference to Exhibit 10.42 of our Annual Report in Form 10-K for our fiscal year ended December 31, 2005, Commission file number 1-4171.* | | | IBRF | |
| | Form of Amendment to Form of Agreement between us and certain executives, incorporated by reference to Exhibit 10.1 to our Current Report on Form 8-K dated December 18, 2008, Commission file number 1-4171.* | | | IBRF | |
| | Kellogg Company 2009 Long-Term Incentive Plan, incorporated by reference to Exhibit 10.1 to our Registration Statement on Form S-8 dated April 27, 2009, Commission file number 333-158824.* | | | IBRF | |
| | Kellogg Company 2009 Non-Employee Director Stock Plan, incorporated by reference to Exhibit 10.1 to our Registration Statement on Form S-8 dated April 27, 2009, Commission file number 333-158826.* | | | IBRF | |
| | Form of Option Terms and Conditions under 2009 Long-Term Incentive Plan, incorporated by reference to Exhibit 10.2 to our Current Report on Form 8-K dated February 25, 2011, Commission file number 1-4171.* | | | IBRF | |
|
| | | | | | |
| | | | | | |
Exhibit
| | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF)
| |
| | Letter Agreement between us and Gary Pilnick, dated May 20, 2008, incorporated by reference to Exhibit 10.54 to our Annual Report on Form 10-K for the fiscal year ended January 1, 2011, commission file number 1-4171.* | | | IBRF | |
| | Form of Option Terms and Conditions, incorporated by reference to Exhibit 10.2 to our Current Report on Form 8-K dated February 23, 2012, Commission file number 1-4171.* | | | IBRF | |
| | Kellogg Company 2013 Long-Term Incentive Plan, incorporated by reference to Exhibit 10.1 to our Registration Statement on Form S-8, file number 333-188222.* | | | IBRF | |
| | Kellogg Company Pringles Savings and Investment Plan, incorporated by reference to Exhibit 4.3 to our Registration Statement on Form S-8, file number 333-189638.* | | | IBRF | |
| | Amendment Number 1.1 to the Kellogg Company Pringles Savings and Investment Plan, incorporated by reference to Exhibit 4.4 to our Registration Statement on Form S-8, file number 333-189638.* | | | IBRF | |
| | Kellogg Company Deferred Compensation Plan for Non-Employee Directors, incorporated by reference to Exhibit 10.49 to our Annual Report on Form 10-K dated February 24, 2014, Commission file number 1-4171.* | | | IBRF | |
| | Kellogg Company Executive Compensation Deferral Plan, incorporated by reference to Exhibit 10.50 to our Annual Report on Form 10-K dated February 24, 2014, Commission file number 1-4171.* | | | IBRF | |
| | | | | | | | | | | | | | | | | | | | |
| | | | | | |
Exhibit
No. | | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF) | |
| | Kellogg Company Change of Control Severance Policy for Key Executives, incorporated by reference to Exhibit 10.1 to our Current Report on Form 8-K dated December 11, 2014.* | | | IBRF | |
| | Form of Option Terms and Conditions, incorporated by reference to Exhibit 10.2 of our Current Report on Form 8-K dated February 24, 2015, Commission file number 1-4171.* | | | IBRF | |
| | 2016-2018 Executive Performance Plan, incorporated by reference to Exhibit 10.1 of our Current Report on Form 8-K dated February 23, 2016, Commission file number 1-4171.* | | | IBRF | |
| | Form of Option Terms and Conditions, incorporated by reference to Exhibit 10.2 of our Current Report on Form 8-K dated February 23, 2016, Commission file number 1-4171.* | | | IBRF | |
| | 2017-2019 Executive Performance Plan, incorporated by reference to Exhibit 10.1 of our Current Report on Form 8-K dated February 24, 2017, Commission file number 1-4171.* | | | IBRF | |
| | Form of Restricted Stock Unit Terms and Conditions, incorporated by reference to Exhibit 10.2 of our Current Report on Form 8-K dated February 24, 2017, Commission file number 1-4171.* | | | IBRF | |
|
| | | | | IBRF | |
| | | | | | |
Exhibit
| | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF)
| |
| | Kellogg Company 2017 Long-Term Incentive Plan, incorporated by reference to Exhibit 10.1 to our Registration Statement on Form S-8, file number 333-217769.* | | | IBRF | |
| | Letter agreement with Steve Cahillane, dated September 22, 2017, incorporated by reference to Exhibit 10.1 of our Current Report on Form 8-K dated September 28, 2017, Commission file number 1-4171.* | | | IBRF | |
| | Letter agreement with John Bryant,2021-2023 Executive Performance Plan, incorporated by reference to Exhibit 10.1 to our Current Report on Form 8-K dated September 22, 2017,February 23, 2021, Commission file number 1-4171.* | | | IBRF | |
| | Form of Restricted Stock Unit Terms and Conditions, incorporated by reference to Exhibit 10.2 of our Current Report on Form 8-K dated September 28, 2017,February 23, 2021, Commission file number 1-4171.* | | | IBRF | |
| | Five-YearForm of Option Terms and Conditions, incorporated by reference to Exhibit 10.3 of our Current Report on Form 8-K dated February 23, 2021, Commission file number 1-4171.* | | | IBRF | |
| | 364-Day Credit Agreement dated as of January 30, 2018December 21, 2021 with JPMorgan Chase Bank, N.A., as Administrative Agent, Barclays Bank PLC, as Syndication Agent, Bank of America, N.A., Citibank, N.A., Cooperatieve Rabobank U.A., New York Branch, Morgan Stanley MUFG Loan Partners, LLC and Wells Fargo Bank, National Association, as Documentation Agents, JPMorgan Chase Bank, N.A., Barclays Bank PLC, Merrill Lynch, Pierce, Fenner & Smith Incorporated, Citigroup Global Markets Inc.BOFA Securities, INC.,Citibank, N.A., CooperatieveCoöperatieve Rabobank U.A., New York Branch and Morgan Stanley MUFG Loan Partners, LLC and Wells Fargo Securities, LLC, as Joint Lead Arrangers and Joint Bookrunners and Bank of America, N.A., Barclays Bank PLC, Citibank, N.A., Coöperatieve Rabobank U.A., New York Branch, and Morgan Stanley MUFG Loan Partners, LLC as Co-Syndication Agents, and the lenders named therein, incorporated by reference to Exhibit 4.1 of our Current Report on Form 8-K dated February 1, 2018, Commission file number 1-4171. | | | IBRF | |
| | Letter Agreement with Paul Norman, dated February 16, 2018, incorporated by reference to Exhibit 10.1 of our Current Report on Form 8-K dated February 16, 2018,December 23, 2021, Commission file number 1-4171.* | | | IBRF | |
| | | | | | | | | | | | | | | | | | | | |
| | | | | | |
Exhibit
No. | | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF) | |
| | 2018-2020 Executive Performance Plan, incorporated by reference to Exhibit 10.1 of our Current Report on Form 8-K dated February 22, 2018, Commission file number 1-4171.* | | | IBRF | |
| | Form of Restricted Stock Unit Terms and Conditions, incorporated by reference to Exhibit 10.2 of our Current Report on Form 8-K dated February 22, 2018, Commission File number 1-4171.* | | | IBRF | |
| | Form of Option Terms and Conditions, incorporated by reference to Exhibit 10.3 of our Current Report on Form 8-K dated February 22, 2018, Commission file number 4-4171.1-4171.* | | | IBRF | |
| | Amendment to the Kellogg Company 2017 Long-Term Incentive Plan, incorporated by reference to Exhibit 10.1 of our Current Report on Form 8-K dated June 11, 2018, Commission file number 1-4171.* | | | IBRF | |
|
| | | | | IBRF | |
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Exhibit
| | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF)
| |
| | 364-Day Credit Agreement dated as of January 29, 2019 with JPMorgan Chase Bank, N.A., as Administrative Agent, Barclays Bank PLC, as Syndication Agent, and JPMorgan Chase Bank, N.A. Barclays Bank PLC, Merrill Lynch, Pierce, Fenner & Smith Incorporated, Citigroup Global Markets Inc., Coöperatieve Rabobank U.A., New York Branch, Morgan Stanley MUFG Loan Partners, LLC and Wells Fargo Securities, LLC, as Joint Lead Arrangers and Joint Bookrunners and the lenders named therein,2019-2021 Executive Performance Plan, incorporated by reference to Exhibit 4.110.1 to our Current Report on Form 8-K dated February 26, 2019, Commission file number 1-4171.* | | | IBRF | |
| | Form of Restricted Stock Unit Terms and Conditions, incorporated by reference to Exhibit 10.2 to our Current Report on Form 8-K dated February 26, 2019, Commission file number 1-4171.* | | | IBRF | |
| | Form of Option Terms and Conditions, incorporated by reference to Exhibit 10.3 of our Current Report on Form 8-K dated February 4,26, 2019, Commission file number 1-4171.* | | | IBRF | |
| | Agreement with Fareed Khan, dated May 2, 2019, incorporated by reference to Exhibit 10.1 to our Current Report on Form 8-K, Commission file number 1-4171.* | | | IBRF | |
| | 2020-2022 Executive Performance Plan, incorporated by reference to Exhibit 10.1 of our Current Report on Form 8-K dated February 25, 2020, Commission file number 1-4171.* | | | IBRF | |
| | Form of Restricted Stock Unit Terms and Conditions, incorporated by reference to Exhibit 10.2 of our Current Report on Form 8-K dated February 25, 2020, Commission file number 1-4171.* | | | IBRF | |
| | Form of Option Terms and Conditions, incorporated by reference to Exhibit 10.3 of our Current Report on Form 8-K dated February 25, 2020, Commission file number 1-4171.* | | | IBRF | |
| | Domestic and Foreign Subsidiaries of Kellogg. | | | E | |
| | Consent of Independent Registered Public Accounting Firm. | | | E | |
| | Powers of Attorney authorizing Gary H. Pilnick to execute our Annual Report on Form 10-K for the fiscal year ended December 29, 2018,January 1, 2022, on behalf of the Board of Directors, and each of them. | | | E | |
| | Rule 13a-14(a)/15d-14(a) Certification by Steven A. Cahillane. | | | E | |
| | Rule 13a-14(a)/15d-14(a) Certification by Fareed Khan.Amit Banati. | | | E | |
| | Section 1350 Certification by Steven A. Cahillane. | | | E | |
| | Section 1350 Certification by Fareed Khan.Amit Banati. | | | E | |
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101.INSExhibit
No. | | Description | | Electronic(E),
Paper(P) or
Incorp. By
Ref.(IBRF) | |
| 101.INS | | XBRL Instance Document | | | E | |
| 101.SCH | | XBRL Taxonomy Extension Schema Document | | | E | |
| 101.CAL | | XBRL Taxonomy Extension Calculation Linkbase Document | | | E | |
| 101.DEF | | XBRL Taxonomy Extension Definition Linkbase Document | | | E | |
| 101.LAB | | XBRL Taxonomy Extension Label Linkbase Document | | | E | |
| 101.PRE | | XBRL Taxonomy Extension Presentation Linkbase Document | | | E | |
|
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| * | A management contract or compensatory plan required to be filed with this Report. |
We agree to furnish to the Securities and Exchange Commission, upon its request, a copy of any instrument defining the rights of holders of long-term debt of Kellogg and our subsidiaries and any of our unconsolidated subsidiaries for which Financial Statements are required to be filed.
We will furnish any of our shareowners a copy of any of the above Exhibits not included herein upon the written request of such shareowner and the payment to Kellogg of the reasonable expenses incurred in furnishing such copy or copies.
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Registrant has duly caused this Report to be signed on its behalf by the undersigned, thereunto duly authorized, this 25th22nd day of February, 2019.2022.
| | | | | | | | |
| | |
| | KELLOGG COMPANY |
KELLOGG COMPANY | |
| By: | |
By: | | /s/ Steven A. Cahillane |
| | Steven A. Cahillane |
| | Chairman and Chief Executive Officer |
Pursuant to the requirements of the Securities Exchange Act of 1934, this Report has been signed below by the following persons on behalf of the Registrant and in the capacities and on the dates indicated.
| | | | | | | | | | | | | | |
| | | | |
| Name | | Capacity | | Date |
Name | | Capacity | | Date |
| | |
/s/ Steven A. Cahillane
Steven A. Cahillane
| | Chairman and Chief Executive Officer and Director (Principal Executive Officer) | | February 25, 201922, 2022 |
| | |
/s/ Fareed A. Khan Fareed A. Khan
Amit Banati
Amit Banati | | Senior Vice President and Chief Financial Officer (Principal Financial Officer) | | February 25, 201922, 2022 |
| | | | |
/s/ Kurt Forche
Kurt Forche
| | Vice President and Corporate Controller (Principal Accounting Officer) | | February 25, 201922, 2022 |
| | |
*
Stephanie A. Burns | | Director | | February 25, 201922, 2022 |
| | | | |
*
Carter A. Cast
| | Director | | February 25, 201922, 2022 |
| | |
*
Richard W. Dreiling | | Director | | February 25, 201922, 2022 |
| | | | |
*
Zachary Gund | | Director | | February 25, 2019 |
| | | | |
*
James M. Jenness
Roderick D. Gillum | | Director | | February 25, 201922, 2022 |
| | | | |
*
Zachary Gund | | Director | | February 22, 2022 |
| | |
*
Donald R. Knauss | | Director | | February 25, 201922, 2022 |
| | |
*
Mary A. Laschinger | | Director | | February 25, 201922, 2022 |
| | | | |
*
Cynthia H. Milligan | | Director | | February 25, 2019 |
| | | | |
*
Erica L. Mann | | Director | | February 22, 2022 |
| | |
*
La June Montgomery Tabron | | Director | | February 25, 201922, 2022 |
| | | | |
*
J. Michael Schlotman
| | Director | | February 22, 2022 |
| | |
*
Carolyn M. Tastad | | Director | | February 25, 201922, 2022 |
| | |
| | | | |
|
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| * By: | | /s/ Gary H. Pilnick
Gary H. Pilnick
| | Attorney-in-fact | | February 25, 201922, 2022 |