UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 10-Q

QUARTERLY REPORT UNDER SECTION 13 OR 15(d)

OF THE SECURITIES EXCHANGE ACT OF 1934

(Mark One)

 

    xQUARTERLY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the quarterly period ended July 2,October 1, 2011

OR

 

    ¨TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the transition period fromto

Commission file number 1-4171

KELLOGG COMPANY

 

State of Incorporation—Delaware IRS Employer Identification No.38-0710690

One Kellogg Square, P.O. Box 3599, Battle Creek, MI 49016-3599

Registrant’s telephone number: 269-961-2000

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  x    No  ¨

Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or shorter period that the registrant was required to submit and post such files).

Yes  x    No  ¨

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company. See the definitions of “large accelerated filer,” “accelerated filer” and “smaller reporting company” in Rule 12b-2 of the Exchange Act.

 

Large accelerated filer  x Accelerated filer  ¨ Non-accelerated filer  ¨ Smaller reporting company  ¨

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).

Yes  ¨    No  x

Common Stock outstanding as of July 30,October 29, 2011 — 362,003,351359,150,227 shares

 

 

 


KELLOGG COMPANY

INDEX

 

   Page 

PART I — Financial Information

  

Item 1:

  

Financial Statements

  

Consolidated Balance Sheet — July 2,October 1, 2011 and January 1, 2011

   3  

Consolidated Statement of Income — quarter and year-to-date periods ended July 2,October 1, 2011 and July  3,October  2, 2010

   4  

Consolidated Statement of Equity — year ended January 1, 2011 and year-to-date period ended July  2,October  1, 2011

   5  

Consolidated Statement of Cash Flows — year-to-date periods ended July 2,October 1, 2011 and July 3,October 2, 2010

   6  

Notes to Consolidated Financial Statements

   7  

Item 2:

  

Management’s Discussion and Analysis of Financial Condition and Results of Operations

   2324  

Item 3:

  

Quantitative and Qualitative Disclosures about Market Risk

   3233  

Item 4:

  

Controls and Procedures

   3233  

PART II — Other Information

  

Item 1A:

  

Risk Factors

   3334  

Item 2:

  

Unregistered Sales of Equity Securities and Use of Proceeds

   3334  

Item 6:

  

Exhibits

   3334  

Signatures

   3435  

Exhibit Index

   3536  


Part I – FINANCIAL INFORMATION

Item 1. Financial Statements.

Kellogg Company and Subsidiaries

CONSOLIDATED BALANCE SHEET

(millions, except per share data)

 

  

July 2,
2011

(unaudited)

 

January 1,
2011

*

   October 1,
2011
(unaudited)
 

January 1,
2011

*

 

Current assets

      

Cash and cash equivalents

  $457  $444   $582   $444  

Accounts receivable, net

   1,364   1,190    1,302    1,190  

Inventories:

      

Raw materials and supplies

   239   224    252    224  

Finished goods and materials in process

   778   832    761    832  

Deferred income taxes

   161   110    159    110  

Other prepaid assets

   137   115    122    115  

Total current assets

   3,136   2,915    3,178    2,915  

Property, net of accumulated depreciation of $4,908 and $4,690

   3,246   3,128 

Property, net of accumulated depreciation of $4,858 and $4,690

   3,193    3,128  

Goodwill

   3,632   3,628    3,622    3,628  

Other intangibles, net of accumulated amortization of $48 and $47

   1,455   1,456    1,455    1,456  

Pension

   474   333    480    333  

Other assets

   413   387    335    387  

Total assets

  $12,356  $11,847   $12,263   $11,847  
      

Current liabilities

      

Current maturities of long-term debt

  $   $952   $   $952  

Notes payable

   734   44    737    44  

Accounts payable

   1,208   1,149    1,200    1,149  

Accrued advertising and promotion

   436   405    446    405  

Accrued income taxes

   31   60    18    60  

Accrued salaries and wages

   205   153    239    153  

Other current liabilities

   412   421    461    421  

Total current liabilities

   3,026   3,184    3,101    3,184  

Long-term debt

   5,308   4,908    5,300    4,908  

Deferred income taxes

   768   697    790    697  

Pension liability

   171   265    195    265  

Nonpension postretirement benefits

   199   214    191    214  

Other liabilities

   416   425    401    425  

Commitments and contingencies

      

Equity

      

Common stock, $.25 par value

   105   105    105    105  

Capital in excess of par value

   513   495    510    495  

Retained earnings

   6,511   6,122    6,644    6,122  

Treasury stock, at cost

   (2,890  (2,650   (3,050  (2,650

Accumulated other comprehensive income (loss)

   (1,765  (1,914   (1,926  (1,914

Total Kellogg Company equity

   2,474   2,158    2,283    2,158  

Noncontrolling interests

   (6  (4   2    (4

Total equity

   2,468   2,154    2,285    2,154  

Total liabilities and equity

  $12,356  $11,847   $12,263   $11,847  
      

 

*Condensed from audited financial statements.

Refer to Notes to Consolidated Financial Statements.

Kellogg Company and Subsidiaries

CONSOLIDATED STATEMENT OF INCOME

(millions, except per share data)

 

  Quarter ended Year-to-date period ended   Quarter ended Year-to-date period ended 
(Results are unaudited)  July 2,
2011
 July 3,
2010
 July 2,
2011
 July 3,
2010
   October 1,
2011
 October 2,
2010
 October 1,
2011
 October 2,
2010
 

Net sales

  $3,386  $3,062   $6,871   $6,380   $3,312   $3,157    $10,183    $9,537  

Cost of goods sold

   1,943   1,757   4,007   3,650    1,962    1,788    5,969    5,438  

Selling, general and administrative expense

   900   822   1,749   1,610    886    828    2,635    2,438  

Operating profit

   543   483   1,115   1,120    464    541    1,579    1,661  

Interest expense

   53   61   120   126    58    62    178    188  

Other income (expense), net

   (1  7   (1  8    (9  1    (10  9  

Income before income taxes

   489   429   994   1,002    397    480    1,391    1,482  

Income taxes

   147   128   287   284    107    143    394    427  

Net income

  $342  $301   $   707   $   718   $290   $337    $997    $1,055  

Net income (loss) attributable to noncontrolling interests

   (1  (1  (2  (2       (1  (2  (3

Net income attributable to Kellogg Company

  $343  $302   $   709   $   720   $290   $338    $999    $1,058  

Per share amounts:

          

Basic

  $0.94  $0.80   $  1.95   $  1.89   $0.81   $0.91    $2.75    $2.80  

Diluted

  $0.94  $0.79   $  1.93   $  1.88   $0.80   $0.90    $2.73    $2.78  

Dividends per share

  $0.405  $0.375   $0.810   $0.750   $0.430   $0.405    $1.240    $1.155  

Average shares outstanding:

          

Basic

   363   381   364   380    360    373    363    378  

Diluted

   366   384   367   384    363    376    365    381  

Actual shares outstanding at period end

    362   378     359    368  
      

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

 Treasury stock 

Accumulated

other

comprehensive

 

Total Kellogg
Company

 

Non-

controlling

 

Total

 

Total

comprehensive

  Common
stock
 

Capital in
excess of

par value

  Retained Treasury stock Accumulated
other
comprehensive
 Total Kellogg
Company
 Non-
controlling
 Total Total
comprehensive
 
(unaudited) shares amount earnings shares   amount   income (loss) equity interests   equity   income (loss)  shares amount earnings shares   amount   income (loss) equity interests   equity   income (loss) 

Balance, January 2, 2010

 419 $105 $472   $5,481  38  $(1,820)   $(1,966  $  2,272  $ 3   $2,275   419 $105 $472    $5,481   38  $(1,820)   $(1,966  $  2,272   $ 3    $2,275   

Common stock repurchases

     21  (1,057)     (1,057   (1,057      21  (1,057)     (1,057   (1,057 

Net income (loss)

     1,247      1,247   (7)    1,240  $1,240      1,247       1,247    (7)    1,240   $1,240  

Dividends

     (584     (584   (584      (584     (584   (584 

Other comprehensive income

        52   52    52   52         52    52     52    52  

Stock compensation

    19       19    19      19        19     19   

Stock options exercised and other

    4   (22 (5)  227     209    209      4    (22 (5)  227      209     209   
  

Balance, January 1, 2011

 419 $105 $495   $6,122  54  $(2,650)   $(1,914  $  2,158  $ (4)   $2,154  $1,292  419 $105 $495    $6,122   54  $(2,650)   $(1,914  $  2,158   $ (4)   $2,154   $1,292  

Common stock repurchases

     9  (513)     (513   (513      13  (688)     (688   (688 

Acquisition of noncontrolling interest

    (8      (8  8       

Net income (loss)

     709      709   (2)    707   707      999       999    (2  997    997  

Dividends

     (296     (296   (296      (452     (452   (452 

Other comprehensive income

        149   149    149   149         (12  (12   (12  (12

Stock compensation

    11       11    11      17        17     17   

Stock options exercised and other

    7   (24 (5)  273     256    256      6    (25 (6)  288      269     269   
  

Balance, July 2, 2011

 419 $105 $513   $6,511  58  $(2,890)   $(1,765  $  2,474  $(6)   $2,468  $856 

Balance, October 1, 2011

 419 $105 $510    $6,644   61  $(3,050)   $(1,926  $  2,283   $2   $2,285   $985  
  

Refer to Notes to Consolidated Financial Statements.

Kellogg Company and Subsidiaries

CONSOLIDATED STATEMENT OF CASH FLOWS

(millions)

 

  Year-to-date period ended   Year-to-date period ended 
(unaudited)  July 2,
2011
 July 3,
2010
   October 1,
2011
 October 2,
2010
 

Operating activities

      

Net income

   $ 707   $ 718    $997    $1,055  

Adjustments to reconcile net income to operating cash flows:

      

Depreciation and amortization

   175   178    270    265  

Deferred income taxes

   (1  (52   (2  (53

Other

   25   73    133    116  

Postretirement benefit plan contributions

   (183  (36   (187  (45

Changes in operating assets and liabilities:

      

Trade receivables

   (285  (84   (224  (125

Inventories

   39   25    43    (43

Accounts payable

   59   (1   51    68  

Accrued income taxes

   122   (22   85    63  

Accrued interest expense

   (18  (1   14    (18

Accrued and prepaid advertising, promotion and trade allowances

   6   (31   25    33  

Accrued salaries and wages

   51   (135   86    (161

All other current assets and liabilities

   (51  (39   (22  (76

Net cash provided by operating activities

   646   593    1,269    1,079  

Investing activities

      

Additions to properties

   (243  (147   (392  (252

Other

   5   2    11    2  

Net cash used in investing activities

   (238  (145   (381  (250

Financing activities

      

Net issuances of notes payable

   687   110    689    547  

Issuances of long-term debt

   397        397      

Reductions of long-term debt

   (946  (1   (946  (1

Net issuances of common stock

   249   148    265    178  

Common stock repurchases

   (518  (266   (693  (907

Cash dividends

   (296  (286   (452  (435

Other

   10   6    10    7  

Net cash used in financing activities

   (417  (289   (730  (611

Effect of exchange rate changes on cash and cash equivalents

   22   (22   (20  7  

Increase in cash and cash equivalents

   13   137    138    225  

Cash and cash equivalents at beginning of period

   444   334    444    334  

Cash and cash equivalents at end of period

   $ 457   $ 471    $582    $559  
      

Refer to Notes to Consolidated Financial Statements.

Notes to Consolidated Financial Statements

for the quarter ended July 2,October 1, 2011 (unaudited)

Note 1 Accounting Policies

Basis of presentation

The unaudited interim financial information of Kellogg Company (the Company) included in this report reflects normal recurring adjustments that management believes are necessary for a fair statement of the results of operations, financial position, equity and cash flows for the periods presented. This interim information should be read in conjunction with the financial statements and accompanying notes contained on pages 27 to 57 of the Company’s 2010 Annual Report on Form 10-K.

The condensed balance sheet data at January 1, 2011 was derived from audited financial statements, but does not include all disclosures required by accounting principles generally accepted in the United States. The results of operations for the quarterly period ended July 2,October 1, 2011 are not necessarily indicative of the results to be expected for other interim periods or the full year.

Accounting standards to be adopted in future periods

In JuneSeptember 2011, the Financial Accounting Standards Board (FASB) issued Accounting Standards Update (ASU) No. 2011-08, “Testing Goodwill for Impairment,” allowing entities the option to first assess qualitative factors to determine whether it is necessary to perform the two-step quantitative goodwill impairment test. Under ASU No. 2011-08, an entity would not be required to calculate the fair value of a reporting unit unless the entity determines, based on a qualitative assessment, that it is more likely than not that its fair value is less than its carrying amount. ASU No. 2011-08 is effective for annual and interim goodwill impairment tests performed for fiscal years beginning after December 15, 2011, with early adoption permitted. The Company will consider early adoption of ASU 2011-08 in connection with its annual goodwill impairment evaluation in the fourth quarter of 2011.

In June 2011, the FASB issued ASU No. 2011-05, “Presentation of Comprehensive Income,” requiring most entities to present items of net income and other comprehensive income either in one continuous statement — referred to as the statement of comprehensive income — or in two separate, but consecutive, statements of net income and other comprehensive income. The update does not change the items that must be reported in other comprehensive income or when an item of other comprehensive income must be reclassified to net income. ASU No. 2011-05 is effective for fiscal years, and interim periods within those years, beginning after December 15, 2011 and should be applied retrospectively. Early adoption is permitted. The Company will be adopting ASU 2011-05 at the beginning of its 2012 fiscal year.

Note 2 Goodwill and other intangible assets

Changes in the carrying amount of goodwill for the quarter ended July 2,October 1, 2011 are presented in the following table.

Carrying amount of goodwill

 

(millions)  North America   Europe   Latin America   Asia Pacific (a)   Consolidated   North America   Europe Latin America   Asia Pacific (a) Consolidated 

January 1, 2011

   $3,539        $62    $—     $27    $3,628    $3,539     $62    $—     $27    $3,628  

Currency translation adjustment

   —         3         1    4         (5       (1  (6

July 2, 2011

   $3,539        $65    $—     $28    $3,632 

October 1, 2011

   $3,539     $57    $—     $26    $3,622  
                        
         

(a) Includes Australia, Asia and South Africa.

Intangible assets subject to amortization

 

  Gross carrying amount  Accumulated amortization  Gross carrying amount  Accumulated amortization
(millions)  July 2,
2011
  January 1,
2011
  July 2,
2011
  January 1,
2011
  October 1,
2011
  January 1,
2011
  October 1,
2011
  January 1,
2011

Trademarks

  $19  $19  $17  $16  $19  $19  $17  $16

Other

    41    41    31    31    41    41    31    31

Total

  $60  $60  $48  $47  $60  $60  $48  $47
                        

For intangible assets in the preceding table, amortization was less than $1 million for each of the current and prior year comparable quarters. The currently estimated aggregate annual amortization expense for full-year 2011 and each of the four succeeding fiscal years is approximately $2 million.

Intangible assets not subject to amortization

 

   Total carrying amount 
(millions)  July 2,
2011
   January 1,
2011
 

Trademarks

  $1,443   $1,443 
           

   Total carrying amount 
(millions)  October 1,
2011
   January 1,
2011
 

Trademarks

  $1,443    $1,443  
           

Note 3 Exit or disposal activities

The Company views its continued spending on cost-reduction activities as part of its ongoing 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 five-year period of completion. Upon completion (or as each major stage is completed in the case of multi-year programs), the project begins to deliver cash savings and/or reduced depreciation.

2011 activities

During 2011, the Company incurred exit costs related to two ongoing programs which will result in cost of goods sold (COGS) and selling, general and administrative (SGA) expense savings. The COGS program relates to Kellogg’s lean, efficient, and agile network (K LEAN). The SGA programs focus on the efficiency and effectiveness of various support functions.

Total charges incurred during the quarter and year-to-date periods ended July 2,October 1, 2011 and July 3,October 2, 2010 were as follows:

 

  Quarter ended, July 2, 2011   Quarter ended, July 3, 2010   Quarter ended, October 1, 2011   Quarter ended, October 2, 2010 
(millions)  COGS
program
   SGA
programs
   Total   COGS
program
   SGA
programs
   Total   COGS
program
   SGA
programs
   Total   COGS
program
   SGA
programs
   Total 

Employee severance

   $1        $1        $2     $—        $1        $1  

Other cash costs (a)

   $—        $—      $—      $—      $1     $1     1        —        1     —        1        1  

Asset write-offs

   1        —        1     —        —         

Retirement benefits (b)

   —                    —          —        6        6     —        5        5  

Total

   $—        $  6     $  6     $  1     $1     $2     $3        $7        $10     $—        $7        $7  
                                    

 

(a)Includes cash costs for equipment removal and relocation.
(b)Pension plan curtailment losses and special termination benefits.

 

  Year-to-date period ended,
July 2, 2011
   Year-to-date period ended,
July 3, 2010
   Year-to-date period ended,
October 1, 2011
   Year-to-date period ended,
October 2, 2010
 
(millions)  COGS
program
   SGA
programs
   Total   COGS
program
   SGA
programs
   Total   COGS
program
   

SGA

  programs  

     Total     

COGS

  program  

   

SGA

 programs 

   Total 

Employee severance

   $4      $—       $  4     $  2     $  1     $  3     $ 5        $  1        $  6     $ 2        $ 2        $  4  

Other cash costs (a)

   —       —       —      —              1        —       1     —       6        6  

Asset write-offs

   1      —           —      —      —      2        —       2     —       —        

Retirement benefits (b)

   —       6              —          —       12        12     1        5        6  

Total

   $5      $  6      $11     $  3     $  6     $  9     $ 8        $13        $21     $ 3        $13        $16  
                                    

 

(a)Includes cash costs for equipment removal and relocation.
(b)Pension plan curtailment losses and special termination benefits.

Total program costs incurred through July 2,October 1, 2011 were as follows:

 

  Total program costs through
July 2, 2011
   Total program costs through
October 1, 2011
 
(millions)  COGS
program
   SGA
programs
   Total   COGS
program
   SGA
programs
   Total 

Employee severance

   $22      $20     $42      $23        $21       $44  

Other cash costs (a)

   6      15     21      7        15       22  

Asset write-offs

   2      —       2      3        —      3  

Retirement benefits (b)

   3      11     14      3        17       20  

Total

   $33      $46     $79      $36        $53       $89  
                  
                  

 

(a)Includes cash costs for equipment removal and relocation.
(b)Pension plan curtailment losses and special termination benefits.

In 2009, the Company commenced K LEAN.various COGS related cost reduction programs. Refer to page 36 of the Company’s 2010 Annual Report on Form 10-K for further information on this initiative.these initiatives. Costs for this program impacted the following operating segments during the quarter and year-to-date periods ended July 2,October 1, 2011 and July 3,October 2, 2010.

  COGS program   COGS program 
  Quarter ended   Year-to-date period ended   Quarter ended   Year-to-date period ended 
(millions)  July 2, 2011   July 3, 2010   July 2, 2011   July 03, 2010   October 1, 2011   October 2, 2010   October 1, 2011   October 2, 2010 

North America

   $—     $—     $—     $1    $—         $—         $—         $1       

Europe

        1    5    2    3          —         8          2       

Total

   $—     $  1    $  5    $3    $  3          $—         $  8          $3       
                        

These costs represent employee severance and other cash costs associated with the elimination of hourly and salaried positions, as well as non-cash asset write offs at various global manufacturing facilities. To date, we have incurred $33$36 million in total exit costs for this program. The costs have impacted our operating segments, as follows (in millions): North America-$14; Europe-$18;21; and Asia Pacific-$1. Based on forecasted exchange rates, the Company currently expects to incur an additional $10$7 million in exit costs for this program during 2011.

In 2009, the Company commenced various SGA programs which resulted in an improvement in the efficiency and effectiveness of various support functions. Refer to page 37 of the Company’s 2010 Annual Report on Form 10-K for further information on these initiatives. Costs for these programs impacted the following operating segments during the quarter and year-to-date periods ended July 2,October 1, 2011 and July 3,October 2, 2010 as follows:

 

  SGA programs  SGA programs
  Quarter ended  Year-to-date period ended  Quarter ended  Year-to-date period ended
(millions)  July 2, 2011  July 3, 2010  July 2, 2011  July 3, 2010  October 1, 2011  October 2, 2010  October 1, 2011  October 2, 2010

North America

  $6  $1  $6  $4  $7  $6  $13  $10

Europe

    (1)          1      1

Asia Pacific (a)

    1    2          2

Total

  $6  $1  $6  $6  $7  $7  $13  $13
                        

 

(a)Includes Australia, Asia and South Africa.

These costs represent severance and other cash costs associated with the elimination of positions. To date, we have incurred $46$53 million in exit costs for these programs. The costs have impacted our operating segments as follows (in millions): North America-$27;34; Europe-$15; Asia Pacific-$3; and Latin America-$1. Based on forecasted exchange rates, the Company currently expects to incur an additional $10$1 million in exit costs for these programs during 2011.

Reserves for the COGS and SGA programs are primarily for employee severance and will be paid out by the end of 2011. The detail is as follows:

 

(millions)  Balance
January 1, 2011
  Accruals  Payments Balance
July 2, 2011
  Balance
January 1, 2011
  Accruals  Payments Balance
October 1, 2011

COGS program

  $2  $4  $(5) $1  $2  $5  $(6) $1

SGA programs

    3      (2)   1  3  1    (3) 1

Total

  $5  $4  $(7) $2  $5  $6  $(9) $2
                  

Note 4 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, 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. The total number of anti-dilutive potential common shares excluded from the reconciliation were 5 million and 84 million for the quarter and year-to-date periods ended July 2,October 1, 2011, respectively, and 9 million and 4 million for both the quarter and year-to-date periods ended July 3, 2010.October 2, 2010, respectively.

Quarters ended July 2,October 1, 2011 and July 3,October 2, 2010:

 

(millions, except per share data)  Net income
attributable to
Kellogg Company
  Average
shares
outstanding
  Earnings
per share
  Net income
attributable to
Kellogg Company
   Average
shares
outstanding
   Earnings
per share
 

2011

               

Basic

    $343     363     $0.94    $290           360         $0.81    

Dilutive potential common shares

       3            3         (0.01)    

Diluted

    $343     366     $0.94    $290           363         $0.80    

2010

               

Basic

    $302     381     $0.80    $338           373         $0.91    

Dilutive potential common shares

       3     (0.01)      3         (0.01)    

Diluted

    $302     384     $0.79    $338           376         $0.90    
                  

Year-to-date period ended July 2,October 1, 2011 and July 3,October 2, 2010:

 

(millions, except per share data)  Net income
attributable to
Kellogg Company
  Average
shares
outstanding
  Earnings
per share
  Net income
attributable to
Kellogg Company
   Average
shares
outstanding
   Earnings
per share
 

2011

               

Basic

    $709     364     $1.95    $   999           363         $2.75    

Dilutive potential common shares

       3     (0.02)      2         (0.02)    

Diluted

    $709     367     $1.93    $   999           365         $2.73    

2010

               

Basic

    $720     380     $1.89    $1,058           378         $2.80    

Dilutive potential common shares

       4     (0.01)      3         (0.02)    

Diluted

    $720     384     $1.88    $1,058           381         $2.78    
                  

During the year-to-date period ended July 2,October 1, 2011, the Company issued 0.4 million shares to employees and directors under various benefit plans and stock purchase programs. Equity-based compensation is discussed further in Note 6.

On April 23, 2010, the Company’s board of directors authorized a $2.5 billion three-year share repurchase program for 2010 through 2012. During the year-to-date period ended July 2,October 1, 2011, the Company repurchased 913 million shares of common stock for a total of $513$688 million. During the year-to-date period ended July 3,October 2, 2010, the Company repurchased 718 million shares of common stock for a total of $356 million, of which $266 million was paid during the six-month period and $90 million was payable at July 3, 2010 for stock repurchases that did not settle prior to the end of the reporting period.$907 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 periods presented consists of foreign currency translation adjustments, fair value adjustments associated with cash flow hedges and adjustments for net experience losses and prior service cost related to employee benefit plans.

During the first quarter of 2010, the Company amended its U.S. postretirement healthcare benefit plan, which resulted in a $17 million decrease of a deferred tax asset.

Quarter ended July 2,October 1, 2011:

 

(millions)  Pre-tax
amount
   Tax (expense)
or benefit
   After-tax
amount
   Pre-tax
amount
   Tax (expense)
or benefit
   After-tax
amount
 

2011

            

Net income

       $342           $290   

Other comprehensive income:

            

Foreign currency translation adjustments

   $  34      $ —       34       $(188)     $—     (188)  

Cash flow hedges:

            

Unrealized gain (loss) on cash flow hedges

   (46)      16       (30)       (1)          (1)  

Reclassification to net earnings

   (3)      1       (2)                   

Postretirement and postemployment benefits:

            

Amounts arising during the period:

            

Net experience gain (loss)

   (1)      —       (1)            (2)       

Prior service credit (cost)

               

Reclassification to net earnings:

            

Net experience loss

   32      (11)       21       33      (12)     21   

Prior service cost

   3        (1)       2            (1)       
   $  19      $    5       24       $(146)     $(15)     (161)  
         

Total comprehensive income

         $366           $129   
                  
         
Quarter ended July 3, 2010:      
Quarter ended October 2, 2010:      
      
(millions)  Pre-tax
amount
   Tax (expense)
or benefit
   After-tax
amount
   Pre-tax
amount
   Tax (expense)
or benefit
   After-tax
amount
 

2010

            

Net income

       $ 301         $337   

Other comprehensive income:

            

Foreign currency translation adjustments

   $(112)      $—        (112)     $163      $—      163   

Cash flow hedges:

            

Unrealized gain (loss) on cash flow hedges

   (4)      —        (4)     (2)          (1)  

Reclassification to net earnings

   18      (5)      13          (1)       

Postretirement and postemployment benefits:

            

Amounts arising during the period:

            

Net experience gain (loss)

   (3)      1      (2)     (27)          (19)  

Prior service credit (cost)

   1      —            (2)     —      (2)  

Reclassification to net earnings:

            

Net experience loss

   26      (8)      18     25      (8)     17   

Prior service cost

   2      (1)               (1)       
   $  (72)      $(13)      (85)     $166      $(1)     165   

Total comprehensive income

         $ 216         $502   
                  
         

Year-to-date period ended July 2,October 1, 2011:

 

(millions)  Pre-tax
amount
   Tax (expense)
or benefit
   After-tax
amount
   Pre-tax
amount
   Tax (expense)
or benefit
   After-tax
amount
 

2011

            

Net income

       $707        $997   

Other comprehensive income:

            

Foreign currency translation adjustments

   $143     $—       143     $(45)     $—       (45)  

Cash flow hedges:

            

Unrealized gain (loss) on cash flow hedges

   (35)     12      (23)     (36)     12      (24)  

Reclassification to net earnings

   (11)     4      (7)     (10)          (6)  

Postretirement and postemployment benefits:

            

Amounts arising during the period:

            

Net experience gain (loss)

   (13)     4      (9)     (9)          (7)  

Prior service credit (cost)

   (1)     —       (1)  

Reclassification to net earnings:

            

Net experience loss

   64     (22)      42     97      (34)     63   

Prior service cost

       (2)          10      (3)       
   $153     $  (4)      149     $7      $   (19)     (12)  

Total comprehensive income

         $856           $985   
                  

Year-to-date period ended July 3,October 2, 2010:

 

(millions)  Pre-tax
amount
   Tax (expense)
or benefit
   After-tax
amount
   Pre-tax
amount
   Tax (expense)
or benefit
   After-tax
amount
 

2010

            

Net income

       $718        $1,055   

Other comprehensive income:

            

Foreign currency translation adjustments

   $(158)     $—       (158)     $5      $—         

Cash flow hedges:

            

Unrealized gain (loss) on cash flow hedges

   (39)     11      (28)     (41)     12      (29)  

Reclassification to net earnings

   31     (9)      22     37      (10)     27   

Postretirement and postemployment benefits:

            

Amounts arising during the period:

            

Net experience gain (loss)

   15     (5)      10     (12)          (9)  

Prior service credit (cost)

       (17)      (15)     —       (17)     (17)  

Reclassification to net earnings:

            

Net experience loss

   51     (16)      35     76      (24)     52   

Prior service cost

       (2)               (3)       
   $  (92)     $(38)      (130)     $  74      $(39)     35   

Total comprehensive income

         $588           $1,090   
                  

Accumulated other comprehensive income (loss) as of July 2,October 1, 2011 and January 1, 2011 consisted of the following:

 

(millions)  July 2,
2011
   January 1,
2011
   October 1,
2011
   January 1,
2011
 

Foreign currency translation adjustments

   $   (646)     $   (789)     $(834)     $(789)  

Cash flow hedges — unrealized net loss

   (5)     25  

Cash flow hedges — unrealized net gain (loss)

   (5)     25  

Postretirement and postemployment benefits:

        

Net experience loss

   (1,042)     (1,075)     (1,019)     (1,075)  

Prior service cost

   (72)     (75)     (68)     (75)  

Total accumulated other comprehensive income (loss)

   $(1,765)     $(1,914)     $(1,926)     $(1,914)  
            

Note 5 Debt

The following table presents the components of notes payable at July 2,October 1, 2011 and January 1, 2011:

 

(millions)  July 2, 2011   January 1, 2011   October 1, 2011   January 1, 2011 
  Principal
amount
   Effective
interest rate
   Principal
amount
   Effective
interest rate
   Principal
amount
   Effective
interest rate
   Principal
amount
   Effective
interest rate
 

U.S. commercial paper

   $675    0.25%     $—     —%     $707     0.27%     $—     —%  

Bank borrowings

   59       44       30        44     

Total

   $734       $44       $737        $44     
                        

In August 2011, the Company terminated interest rate swaps with notional amounts totaling $1.5 billion, which were designated as fair value hedges for (a) $750 million of its 4.25% fixed rate U.S. Dollar Notes due 2013 and (b) $750 million of its 5.125% fixed rate U.S. Dollar Notes due 2012 (collectively, the Notes). The interest rate swaps effectively converted the interest rate on the Notes from fixed to variable and the unrealized gain upon termination of $24 million will be amortized to interest expense over the remaining term of the Notes.

In May 2011, the Company issued $400 million of seven-year 3.25% fixed rate U.S. Dollar Notes, using the proceeds from these Notes for general corporate purposes including repayment of commercial paper. 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.

During the first quarter of 2011, the Company repaid its $946 million, ten-year 6.6% U.S. Dollar Notes at maturity with U.S. commercial paper.

In March 2011, the Company entered into an unsecured Four-Year Credit Agreement to replace its existing unsecured Five-Year Credit Agreement, which would have expired in November 2011. The Four-Year Credit Agreement allows the Company to borrow, on a revolving credit basis, up to $2.0 billion, to obtain letters of credit in an aggregate amount up to $75 million, U.S. swingline loans in an aggregate amount up to $200 million and European swingline loans in an aggregate amount up to $400 million and to provide a procedure for lenders to bid on short-term debt of the Company. The agreement contains customary covenants and warranties, including specified restrictions on indebtedness, liens, sale and leaseback transactions, and 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.

Note 6 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, and to a lesser extent, executive performance shares and restricted stock grants. Additionally, the Company awards restricted stock to its non-employee directors. The interim information below should be read in conjunction with the disclosures included on pages 41 to 44 of the Company’s 2010 Annual Report on Form 10-K.

The Company classifies pre-tax stock compensation expense in SGA expense principally within its corporate operations. For the periods presented, compensation expense for all types of equity-based programs and the related income tax benefit recognized were as follows:

 

  Quarter ended  Year-to-date period ended  Quarter ended  Year-to-date period ended
(millions)  July 2, 2011  July 3, 2010  July 2, 2011  July 3, 2010  October 1, 2011  October 2, 2010  October 1, 2011  October 2, 2010

Pre-tax compensation expense

  $12  $10  $22  $23  $8  $  1  $30  $24
                        

Related income tax benefit

  $  4  $  3  $  8  $  8  $3  $—  $11  $  8
                        

As of July 2,October 1, 2011, total stock-based compensation cost related to non-vested awards not yet recognized was $63$53 million and the weighted-average period over which this amount is expected to be recognized was 2 years.

Stock options

During the year-to-date periods ended July 2,October 1, 2011 and July 3,October 2, 2010, the Company granted non-qualified stock options to eligible employees as presented in the following activity tables. Terms of these grants and the Company’s methods for determining grant-date fair value of the awards were consistent with that described on pages 42 and 43 of the Company’s 2010 Annual Report on Form 10-K.

Year-to-date period ended July 2,October 1, 2011:

 

Employee and director stock options  Shares
(millions)
 Weighted-
average
exercise
price
   Weighted-
average
remaining
contractual
term (yrs.)
   Aggregate
intrinsic
value
(millions)
   Shares
(millions)
   Weighted-
average
exercise
price
   Weighted-
average
remaining
contractual
term (yrs.)
  Aggregate
intrinsic
value
(millions)

Outstanding, beginning of period

     26    $47         26      $47      

Granted

     5    53              53      

Exercised

        (6)    45              (6)     45      

Forfeitures and expirations

   —     —          (1)     52      
                     

Outstanding, end of period

   25    $48     6.7    $177    24      $48    6.5  $121
                     

Exercisable, end of period

   16    $46     5.5    $146    16      $46    5.2  $108
                     
Year-to-date period ended July 3, 2010:  
Employee and director stock options  Shares
(millions)
 Weighted-
average
exercise
price
   Weighted-
average
remaining
contractual
term (yrs.)
   Aggregate
intrinsic
value
(millions)
 

Outstanding, beginning of period

   26   $45     

Granted

   4   53     

Exercised

   (3  44     

Forfeitures and expirations

             
         

Outstanding, end of period

   27   $46    6.7    $132 
         

Exercisable, end of period

   21   $46    5.9    $107 
         

Year-to-date period ended October 2, 2010:

Employee and director stock options  Shares
(millions)
  Weighted-
average
exercise
price
   Weighted-
average
remaining
contractual
term (yrs.)
   Aggregate
intrinsic
value
(millions)
 

Outstanding, beginning of period

   26    $45      

Granted

   4    53      

Exercised

   (4  44      

Forfeitures and expirations

             
                    

Outstanding, end of period

   26    $46     6.5     $129  
                    

Exercisable, end of period

   20    $46     5.7     $104  
                    

The weighted-average fair value of options granted was $7.59 per share for the year-to-date period ended July 2,October 1, 2011 and $7.90 per share for the year-to-date period ended July 3,October 2, 2010. The fair value was estimated using the following assumptions:

 

    Weighted-
average
expected
volatility
 Weighted-
average
expected
term
(years)
  Weighted-
average
risk-free
interest
rate
 Dividend
yield

Grants within the year-to-date period ended July 2, 2011:

  17% 6.98  3.07% 3.10%

Grants within the year-to-date period ended July 3, 2010:

  20% 4.94  2.54% 2.80%
           
    Weighted-
average
expected
volatility
 Weighted-
average
expected
term
(years)
  Weighted-
average
risk-free
interest
rate
 Dividend
yield

Grants within the year-to-date period ended October 1, 2011:

  17% 6.98  3.07% 3.10%

Grants within the year-to-date period ended October 2, 2010:

  20% 4.94  2.54% 2.80%
           

The total intrinsic value of options exercised was $56$59 million for the year-to-date period ended July 2,October 1, 2011 and $33$40 million for the year-to-date period ended July 3,October 2, 2010.

Performance shares

In the first quarter of 2011, 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 on the vesting date, provided cumulative three-year operating profit and internal net sales growth targets are achieved.

The 2011 target grant currently corresponds to approximately 225,000 shares, with a grant-date fair value of $48 per share. The actual number of shares issued on the vesting date could range from 0 to 200% of target, depending on actual performance achieved. Based on the market price of the Company’s common stock at July 2,October 1, 2011, the maximum future value that could be awarded to employees on the vesting date for all outstanding performance share awards was as follows:

 

(millions)  July 2,October 1, 2011

2009 Award

  $1918

2010 Award

  $2221

2011 Award

  $2524

The 2008 performance share award, payable in stock, was settled at 69% of target in February 2011 for a total dollarequivalentdollar

equivalent of $6 million.

Note 7 Employee benefits

The Company sponsors a number of U.S. and foreign pension, other nonpension postretirement and postemployment plans to provide various benefits for its employees. These plans are described on pages 44 to 49 of the Company’s 2010 Annual Report on Form 10-K. Components of Company plan benefit expense for the periods presented are included in the tables below.

Pension

Pension  
  Quarter ended   Year-to-date period ended   Quarter ended   Year-to-date period ended 
(millions)  July 2, 2011   July 3, 2010   July 2, 2011   July 3, 2010   October 1, 2011   October 2, 2010   October 1, 2011   October 2, 2010 

Service cost

   $ 23      $ 21      $   49      $   44      $   23       $   22       $     72       $     66    

Interest cost

   53      49      105      99      52       52       157       151    

Expected return on plan assets

   (94)      (77)      (186)      (156)      (91)      (82)      (277)      (238)   

Amortization of unrecognized prior service cost

   3      3      7      7      4       4       11       11    

Recognized net loss

   26      20      52      40      27       20       79       60    

Settlement cost

   3      —       4      —       3       —       7       —    
                        

Total pension expense

   $ 14      $ 16      $   31      $   34      $   18       $   16       $     49       $     50    
                        
Other nonpension postretirementOther nonpension postretirement  Other nonpension postretirement  
  Quarter ended   Year-to-date period ended   Quarter ended   Year-to-date period ended 
(millions)  July 2, 2011   July 3, 2010   July 2, 2011   July 3, 2010   October 1, 2011   October 2, 2010   October 1, 2011   October 2, 2010 

Service cost

   $   5      $   5      $ 11      $ 10     $    6       $     5       $     17       $     15    

Interest cost

   15      16      31      32     16       16       47       48    

Expected return on plan assets

   (22)      (16)      (44)      (32)     (22)      (16)      (66)      (48)   

Amortization of unrecognized prior service cost

   —       (1)      (1)      (1)     (1)      (1)      (2)      (2)   

Recognized net loss

   5      5      10          5       4       15       13    
                        

Total postretirement benefit expense

   $   3      $   9      $   7      $ 18     $    4       $     8       $     11       $     26    
                        
PostemploymentPostemployment  Postemployment  
  Quarter ended   Year-to-date period ended   Quarter ended   Year-to-date period ended 
(millions)  July 2, 2011   July 3, 2010   July 2, 2011   July 3, 2010   October 1, 2011   October 2, 2010   October 1, 2011   October 2, 2010 

Service cost

   $1    $1    $3    $3    $    2       $     1       $       5       $       4    

Interest cost

     1      1      2      2    1       1       3       3    

Recognized net loss

     1      1      2      2    1       1       3       3    
                        

Total postemployment benefit expense

   $3    $3    $7    $7    $    4       $     3       $     11       $     10    
                        
Company contributions to employee benefit plans are summarized as follows:Company contributions to employee benefit plans are summarized as follows:  

Company contributions to employee benefit plans are summarized as follows:

  

(millions)       Pension   Nonpension
postretirement
   Total        Pension   Nonpension
postretirement
   Total 

Quarter ended:

                

July 2, 2011

     $    1    $    4    $    5 

July 3, 2010

      $  10    $    4    $  14 

October 1, 2011

     $    1     $    3     $    4  

October 2, 2010

      $    6     $    3     $    9  

Year-to-date period ended:

                

July 2, 2011

     $175    $    8    $183 

July 3, 2010

      $  29    $    7    $  36 

October 1, 2011

     $176     $  11     $187  

October 2, 2010

      $  35     $10     $  45  

Full year:

                

Fiscal year 2011 (projected)

     $180    $  20    $200      $180     $15     $195  

Fiscal year 2010 (actual)

      $350    $293    $643       $350     $293     $643  

Plan funding strategies may be modified in response to management’s evaluation of tax deductibility, market conditions, and competing investment alternatives.

Note 8 Income taxes

The consolidated effective tax rate for the quarter ended July 2,October 1, 2011, of 30%27% was comparable tolower than the prior year’s rate of 30%. The consolidated effective tax rate for the year-to-date period ended July 2,October 1, 2011 was 29%28%, compared to the prior year-to-date period ended July 3,October 2, 2010 rate of 28%29%. Both year-to-date periods were positively impacted by discrete items. The effective rate for the third quarter of 2011 benefited from a first quarter international legal restructuringwrite off of an investment in a Latin America subsidiary as well as a decrease in the closing of various audits, while the effective rate for 2010 benefited from an immaterial correction of an item related to prior years.United Kingdom’s statutory income tax rate.

As of July 2,October 1, 2011, the Company classified $12 million of unrecognized tax positions as a net current liability, representing several income tax positions under examination in various jurisdictions. Management’s estimate of reasonably possible changes in unrecognized tax benefits during the next twelve months consists of the current liability balance, expected to be settled within one year, offset by $9$8 million of projected additions. 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 for the year-to-date period ended July 2,October 1, 2011; $50 million of this total represents the amount that, if recognized, would affect the Company’s effective income tax rate in future periods.

 

(millions)          

January 1, 2011

  $104   $104  

Tax positions related to current year:

    

Additions

   5    7  

Tax positions related to prior years:

    

Additions

   4    8  

Reductions

   (14   (16

Settlements

   (29   (34

July 2, 2011

  $70 

October 1, 2011

  $69  
      

The Company had the following amounts of income tax related interest accrued as of January 1, 2011 and July 2,October 1, 2011.

 

(millions)          

Interest accrued at January 1, 2011

  $26   $26  

Reduction of interest expense recognized for the year-to-date period ended July 2, 2011

  $(4

Interest accrued at July 2, 2011

  $16 

Reduction of interest expense recognized for the year-to-date period ended October 1, 2011

  $(2

Interest accrued at October 1, 2011

  $18  

Note 9 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 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.

The Company designates derivatives 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.

Total notional amounts of the Company’s derivative instruments as of July 2,October 1, 2011 and January 1, 2011 were as follows:

 

(millions)  July 2,
2011
   January 1,
2011
   October 1,
2011
   January 1,
2011
 

Foreign currency exchange contracts

   $1,278    $1,075    $1,011     $1,075  

Interest rate contracts

   2,700    1,900    200     1,900  

Commodity contracts

   291    379    251     379  

Total

   $4,269    $3,354    $1,462     $3,354  
            

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 July 2,October 1, 2011 and January 1, 2011, 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 and over-the-counter commodity and 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. 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 July 2,October 1, 2011 or January 1, 2011.

The following table presents assets and liabilities that were measured at fair value in the Consolidated Balance Sheet on a recurring basis as of July 2,October 1, 2011 and January 1, 2011:

 

  Level 1   Level 2   Total   Level 1   Level 2   Total 
(millions)  July 2,
2011
   January 1,
2011
   July 2,
2011
   January 1,
2011
   July 2,
2011
   January 1,
2011
   October 1,
2011
   January 1,
2011
   October 1,
2011
   January 1,
2011
   October 1,
2011
   January 1,
2011
 

Derivatives designated as hedging instruments:

                        

Assets:

                        

Foreign currency exchange contracts:

                        

Other prepaid assets

   $—      $—      $14     $   7     $14    $    7     $—      $—      $14     $   7     $ 14      $     7   

Interest rate contracts:

                        

Other prepaid assets

   —      —      —          —          —      —           5     —        

Other assets

   —      —      54     69     54    69     —      —      16     69     16      69   

Commodity contracts:

                        

Other prepaid assets

       23         —      6    23          23           —            23   

Total assets

   $  5     $ 23     $ 69     $ 81     $ 74    $ 104     $  2      $ 23      $ 30     $ 81     $ 32      $ 104   

Liabilities:

                        

Foreign currency exchange contracts:

                        

Other current liabilities

   $—      $—      $(18)     $(27)     $(18)     $ (27)     $—      $—      $(15)     $(27)     $(15)     $ (27)  

Interest rate contracts:

            

Other liabilities

   —      —      (13)     —      (13)     —   

Commodity contracts:

                        

Other current liabilities

   (12)     —      (9)     (10)     (21)     (10)     (12)     —      (10)     (10)     (22)     (10)  

Other liabilities

   —      —      (25)     (29)     (25)     (29)     —      —      (27)     (29)     (27)     (29)  
                                    

Total liabilities

   $(12)     $—      $(65)     $(66)     $(77)     $ (66)     $(12)     $—      $(52)     $(66)     $(64)     $ (66)  
                  

Derivatives not designated as hedging instruments:

            

Assets:

            

Interest rate contracts:

            

Other assets

   $—      $—      $26    $—      $26     $ —   

Total assets

   $—      $—      $26    $—      $26     $ —   
��                 

The fair value of non designated hedging instruments as of October 1, 2011 and January 1, 2011 was immaterial.

The effect of derivative instruments on the Consolidated Statement of Income for the quarters ended July 2,October 1, 2011 and July 3,October 2, 2010 was as follows:

 

Derivatives in fair value hedging
relationships (millions)
  Location of gain (loss)
recognized in income
  Gain (loss)
recognized in income
   Location of gain (loss)
recognized in income
 Gain (loss)
recognized in income
 
     July 2,
2011
 July 3,
2010
    October 1,
2011
 October 2,
2010
 

Foreign currency exchange contracts

  Other income (expense), net  $3  $(22)    Other income (expense), net $(9 $26  

Interest rate contracts

  Interest expense     12       10 

Total

     $15  $(12)  
         

 

Derivatives in cash flow hedging
relationships (millions)
  

Gain (loss)
recognized in

AOCI

 Location of
gain (loss)
reclassified
from AOCI
  Gain (loss)
reclassified from
AOCI into income
 Location of gain (loss)
recognized in income (a)
  Gain (loss)
recognized in income(a)
   Gain (loss)
recognized in
AOCI
 Location of
gain (loss)
reclassified
from AOCI
  Gain (loss)
reclassified from
AOCI into income
 Location of gain (loss)
recognized in income (a)
 Gain (loss)
recognized in income(a)
 
  July 2,
2011
 July 3,
2010
   July 2,
2011
 July 3,
2010
   July 2,
2011
     July 3,
2010
   October 1,
2011
 October 2,
2010
   October 1,
2011
 October 2,
2010
 October 1,
2011
 October 2,
2010
 

Foreign currency exchange contracts

  $(1 $   COGS  $(1 $(6 Other income (expense), net  $      $    $5   $2   COGS  $(1 $(8 Other income (expense), net $(1 $  

Foreign currency exchange contracts

   (1  1  SGA expense          Other income (expense), net     —         —     2    (2 SGA expense       (1 Other income (expense), net        —  

Interest rate contracts

   (12     Interest expense   1   (1 N/A     —         —            Interest expense   1    (1 N/A        —  

Commodity contracts

   (32  (5 COGS   3   (11 Other income (expense), net     —         —     (8  (2 COGS   (1  4   Other income (expense), net        —  

Total

  $(46 $(4   $3  $(18   $      $    $(1 $(2   $(1 $(6 $(1 $  
                    

 

Derivatives not designated as hedging
instruments (millions)
  Location of gain (loss)
recognized in income
 Gain (loss)
recognized in income
   Location of gain (loss)
recognized in income
 Gain (loss)
recognized in income
 
     July 2,  
2011
     July 3,    
2010
    October 1,
2011
 October 2,
2010
 

Foreign currency exchange contracts

  Other income (expense), net $1  $    Other income (expense), net $(1 $  

Interest rate contracts

  Interest expense          Interest expense $2   $  

Total

   $1  $     $1   $  
      

 

(a)Includes the ineffective portion and amount excluded from effectiveness testing.

The effect of derivative instruments on the Consolidated Statement of Income for the year-to-date periods ended July 2,October 1, 2011 and July 3,October 2, 2010 were as follows:

 

Derivatives in fair value hedging

relationships (millions)

  

Location of gain (loss)

recognized in income

 Gain (loss)
recognized in income
   Location of gain (loss)
recognized in income
 Gain (loss)
recognized in income
 
   July 2,
2011
   July 3,
2010
    October 1,
2011
 October 2,
2010
 

Foreign currency exchange contracts

  Other income (expense), net $25   $(51)    Other income (expense), net $16   $(25)  

Interest rate contracts

  Interest expense  27    20 

Total

   $52   $(31)  
         

 

Derivatives in cash flow hedging

relationships (millions)

  Gain (loss)
recognized in
AOCI
 Location of
gain (loss)
reclassified
from AOCI
  Gain (loss)
reclassified from
AOCI into income
 

Location of gain (loss)

recognized in income (a)

 Gain (loss)
recognized in income(a)
   Gain (loss)
recognized in
AOCI
 Location of
gain (loss)
reclassified
from AOCI
  Gain (loss)
reclassified from
AOCI into income
 Location of gain (loss)
recognized in income (a)
 Gain (loss)
recognized in income(a)
 
  July 2,
2011
 July 3,
2010
   July 2,
2011
 July 3,
2010
 July 2,
2011
 July 3,
2010
   October 1,
2011
 October 2,
2010
   October 1,
2011
 October 2,
2010
 October 1,
2011
 October 2,
2010
 

Foreign currency exchange contracts

  $(3 $(12 COGS  $(3 $(13 Other income (expense), net $(1 $    $2   $(10 COGS  $(4 $(21 Other income (expense), net $(2 $  

Foreign currency exchange contracts

   (2  2  SGA expense          Other income (expense), net                  SGA expense       (1 Other income (expense), net        

Interest rate contracts

   (13     Interest expense   2   (2 N/A           (13     Interest expense   3    (3 N/A        

Commodity contracts

   (17  (29 COGS   12   (16 Other income (expense), net      (1   (25  (31 COGS   11    (12 Other income (expense), net      (1
            

Total

  $(35 $(39   $11  $(31  $(1 $(1  $(36 $(41   $10   $(37  $(2 $(1
            
      

 

Derivatives not designated as hedging

instruments (millions)

  Location of gain (loss)
recognized in income
 Gain (loss)
recognized in income
   Location of gain (loss)
recognized in income
 Gain (loss)
recognized in income
 
   July 2,
2011
 July 3,
2010
    October 1,
2011
 October 2,
2010
 

Foreign currency exchange contracts

  Other income (expense), net $1  $    Other income (expense), net $   $  

Interest rate contracts

  Interest expense  (3      Interest expense $(1 $  
      

Total

   $(2 $     $(1 $  
      
   

 

(a)Includes the ineffective portion and amount excluded from effectiveness testing.

CertainContracts with certain of the Company’s derivative instrumentscounterparties contain provisions requiring the Company to post collateral on thoseif the derivative instruments held with that counterparty are in a net liability position ifand the Company’s credit rating falls below BB+ (S&P), or Baa1Ba1 (Moody’s). The fair value of all derivative instruments with credit-risk-related contingent features in a net liability position on July 2,October 1, 2011 was $33$27 million. If the credit-risk-related contingent features were triggered as of July 2,October 1, 2011, the Company would be required to post collateral of $33$27 million. 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 July 2,October 1, 2011 triggered by credit-risk-related contingent features.

Financial instruments

The carrying values of the Company’s short-term items, including cash, cash equivalents, accounts receivable, accounts payable and notes payable approximate fair value. The fair value of the Company’s long-term debt is calculated based on broker quotes and was as follows at July 2,October 1, 2011:

 

(millions)  Fair Value   Carrying Value   Fair Value   Carrying Value 

Long-term debt

  $5,767   $5,308   $6,134    $5,300  
            
      

CreditCounterparty 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 of the counterparties and the use of master netting and reciprocal collateralization agreements.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. CertainThere were no counterparties representrepresenting a concentration of credit risk to the Company. If those counterparties fail to perform according to the terms of derivative contracts, this would result in a loss to the Company of $48 million as of July 2,at October 1, 2011.

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 lossliability position to the Company or our counterparties exceeds a certain amount. There were no collateral balance requirements at July 2,October 1, 2011.

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 28% of consolidated trade receivables at July 2,October 1, 2011.

Note 10 Product recall

On June 25, 2010, the Company announced a recall of select packages of Kellogg’s cereal in the U.S. due to an odor from waxy resins found in the package liner. Estimated customer returns and consumer rebates were recorded as a reduction of net sales; costs associated with returned product and the disposal and write-off of inventory were recorded as COGS; and other recall costs were recorded as SGA expenses. During the quarter ended October 2, 2010, the Company refined the estimated costs of the recall, which resulted in a reduction of $1 million, for a year-to-date expense through October 2, 2010 of $47 million, or $.09 per share on a diluted basis. In addition to the costs of the recall, the Company also lost sales of the impacted products in the second quarterand third quarters of 2010.

(millions, except per share amount)  

Quarter ended

July 3, 2010

 

Reduction of net sales

  $30 

Cost of goods sold

   18 
      

Total

  $48 
      

Earnings per diluted share impact

  $0.09 
      
      

Note 11 Operating segments

Kellogg Company is the world’s leading producer of cereal and a leading producer of convenience foods, including cookies, crackers, toaster pastries, cereal bars, fruitfruit-flavored snacks, frozen waffles, and veggie foods. Kellogg products are manufactured and marketed globally. Principal markets for these products include the United States and United Kingdom. The Company currently manages its operations in four geographic operating segments, comprised of North America and the three International operating segments of Europe, Latin America, and Asia Pacific.

  Quarter ended Year-to-date
period ended
   Quarter ended Year-to-date
period ended
 
(millions)  July 2,
2011
 July 3,
2010
 July 2,
2011
 July 3,
2010
   October 1,
2011
 October 2,
2010
 October 1,
2011
 October 2,
2010
 

Net sales

          

North America

  $2,231  $2,064  $4,595  $4,339   $2,217   $2,130   $6,812   $6,469  

Europe

   634   560   1,255   1,166    585    564    1,840    1,730  

Latin America

   281   240   542   462    274    247    816    709  

Asia Pacific (a)

   240   198   479   413    236    216    715    629  
      

Consolidated

  $3,386  $3,062  $6,871  $6,380   $3,312   $3,157   $10,183   $9,537  
      

Segment operating profit

          

North America (b)

  $406  $364  $846  $862   $357   $407   $1,203   $1,269  

Europe

   102   100   203   205    84    102    287    307  

Latin America

   61   47   109   92    43    34    152    126  

Asia Pacific (a)

   25   20   56   57    23    25    79    82  

Corporate (b)

   (51  (48  (99  (96   (43  (27  (142  (123
      

Consolidated

  $543  $483  $1,115  $1,120   $464   $541   $1,579   $1,661  
      
   

 

(a)Includes Australia, Asia and South Africa.
(b)Research and Development expense totaling $2$3 million for the quarter ended July 3,October 2, 2010 and $5$8 million for the year-to-date period ended July 3,October 2, 2010 was reallocated to Corporate from North America.

KELLOGG COMPANY

PART I—FINANCIAL INFORMATION

Item 2. Management’s Discussion and Analysis of Financial Condition and Results of Operations

Results of operations

Overview

For more than 100 years, consumers have counted on Kellogg for great-tasting, high-quality and nutritious foods. Kellogg Company is the world’s leading producer of cereal and a leading producer of convenience foods, including cookies, crackers, toaster pastries, cereal bars, fruit-flavored snacks, frozen waffles and veggie foods. Kellogg products are manufactured and marketed globally. We currently manage our operations in four geographic operating segments, consisting of North America and the three International operating segments of Europe, Latin America and Asia Pacific.

We manage our Company for sustainable performance defined by our long-term annualOur long term growth targets. These targets are 3 to 4% for internal net sales, mid single-digit (4 to 6%) for internal operating profit, and high single-digit (7 to 9%) for net earnings per diluted share (EPS) on a currency-neutral basis. Internal net sales and internal operating profit exclude the impact of foreign currency translation, acquisitions, dispositions and shipping day differences. See the “Foreign currency translation” section for an explanation of management’s definition of currency neutral.

For the quarter ended July 2,October 1, 2011, our reported net sales increased 11%5% and internal net sales increased 6%3%. Consolidated operating profit increased 12%decreased 14%, while internal operating profit increased 8%decreased 16%. Diluted earnings per share (EPS) increased 19%decreased 11% to $0.94,$0.80, compared to $0.79$0.90 in the comparable prior year quarter. EPS on a currency-neutral basis was updown 13%. Our performance was in-line withbelow our expectations for the quarter. We had strongWhile we experienced solid top-line growth, drivenour operating profit was negatively impacted by price execution,the lapping of the significant reduction of incentive compensation costs in the third quarter of 2010 and investedthe reinstatement of those costs in brand building2011 and our investments in our supply chain. We lapped a soft 2010 second quarter.

For the full year 2011, we still expect our internal net sales to increase by approximately 4-5%4 to 5%. We are on track to meethave lowered our outlook for internal operating profit guidanceand EPS on a currency-neutral basis to reflect the increased level of investment in our supply chain. We expect internal operating profit to be down 2 to 4%, with EPS on a currency-neutral basis to be approximately flat.

Preliminarily for 2012, we expect our internal net sales to be up 4 to 5%, above our long-term targets. We expect our operating profit to be flat to down 2%,up slightly. This reflects investments to promote sustainable momentum for the long-term health of our business. The investments will focus on three key areas: increased brand-building, our supply chain, and ourthe SAP reimplementation. EPS on a currency-neutral earnings per diluted share growth of low single-digits (1basis is expected to 3%)be up 2 to 4%.

Net sales and operating profit

The following table provides an analysis of net sales and operating profit performance for the secondthird quarter of 2011 versus 2010:

 

(dollars in millions)  North
America
 Europe Latin
America
 Asia
Pacific
(a)
 Corporate Consoli-
dated
   North
America
 Europe Latin
America
 Asia
Pacific
(a)
 Corporate Consoli-
dated
 

2011 net sales

  $2,231  $634  $281  $240  $  $3,386   $ 2,217   $ 585   $274   $ 236   $  $ 3,312  
      

2010 net sales

  $2,064  $560  $240  $198  $  $3,062   $2,130   $564   $247   $216   $  $3,157  
      

% change — 2011 vs. 2010:

              

Volume (tonnage) (b)

   1.9  (3.1)%   (.6)%   .2      .6   (.7)%   (4.5)%   (3.0)%   (5.0)%       (1.9)% 

Pricing/mix

   5.6  3.7  7.7  3.6      5.4   4.4  2.9  12.3  7.0      5.0
   

Subtotal — internal business

   7.5  .6  7.1  3.8      6.0   3.7  (1.6)%   9.3  2.0      3.1

Foreign currency impact

   .6  12.7  10.3  16.6      4.6   .4  5.2  1.3  7.8      1.8

Total change

   8.1  13.3  17.4  20.4      10.6   4.1  3.6  10.6  9.8      4.9
(dollars in millions)  

North
America

(c)

 Europe Latin
America
 

Asia
Pacific

(a)

 

Corporate

(c)

 Consoli-
dated
   

North
America

(c)

 Europe Latin
America
 Asia
Pacific
(a)
 

Corporate

(c)

 Consoli-
dated
 

2011 operating profit

  $406  $102  $61  $25  $(51 $543   $357   $84   $43   $23   $(43 $464  
      

2010 operating profit

  $364  $100  $47  $20  $(48 $483   $407   $102   $34   $25   $(27 $541  
      

% change — 2011 vs. 2010:

              

Internal business

   10.9  (8.9)%   18.9  3.1  (5.3)%   7.8   (12.7)%   (20.9)%   19.0  (13.6)%   (54.5)%   (15.7)% 

Foreign currency impact

   .7  10.2  11.3  20.6    4.6   .5  4.5  2.8  4.5    1.6

Total change

   11.6  1.3  30.2  23.7  (5.3)%   12.4   (12.2)%   (16.4)%   21.8  (9.1)%   (54.5)%   (14.1)% 

 

(a)Includes Australia, Asia, and South Africa.
(b)We measure the volume impact (tonnage) on revenues based on the stated weight of our product shipments.
(c)Research and Development expense totaling $2$3 million for the quarter ended July 3,October 2, 2010 was reallocated to Corporate from North America.

Our reported consolidated net sales grew by 11%5%. Volumes increased slightlyVolume was down 2% in the quarter due to customer trade inventory reductions in the U.S., a challenging operating environment in the U.K. as well as volume declines in Russia and pricing/China due to our continued conversion to value-added formats in these markets. Pricing/mix increased net sales by 5.4%. We lapped the soft comparisons of the second quarter of 2010 when we were negatively impacted by weakness in cereal, lower waffle sales and a recall of select packages of breakfast cereals. If we exclude the impact of the cereal recall, volume would have been down slightly, but net sales would have been up almost 5%. Overall, we are pleased with the performance as we continued to execute our plan to gain momentum in our business by price realization, innovation and brand building. Foreign exchange provided a favorable impact of almost 5%2%.

Our North America operating segment had internal net sales growth of 8%4%. North America has three product groups: retail cereal; retail snacks; and frozen and specialty channels. Internal net sales ofin retail cereal increased 13%was flat. We believe our underlying consumption growth across all channels was 5%, lappingin-line with data for measured channels. The gap between our sales and the consumption data was driven by swings in trade inventory. In the third quarter of 2010, trade inventory was being rebuilt following a soft second quarter 2010 which was negatively impacted by theproduct recall of select breakfast cereals. Duringin the second quarter of 2010. In the third quarter of 2011, we saw improvingtrade inventory declined. The trends in the cereal category which responds wellcontinued to innovation and brand building. These positive trends were reflectedimprove in our secondthe quarter results. Our growth was driven by netstrong price realization, good base performance which was supported by our 2011 first half innovation and increased distribution points.realization.

The retail snack product group (cookies, crackers, toaster pastries, cereal bars and fruit-flavored snacks) grew 3% with growth in crackers, cookies and wholesome snacks driven by strength in our cracker business. Our first quarter cracker innovation has been very successful. Our cookie sales saw strong base growth but delivered lower net sales inexecution, especially during the quarter. We launched theKeebler® master brand initiative in the second quarter which aligned pricing, packaging and scale across theKeebler® brand. This caused aback-to-school period. A trade inventory reduction in activity during the quarter, whichtoaster pastries negatively impacted our results.sales.

Internal net sales in the frozen and specialty channels (frozen foods, food service and vending) increased 10%12%, driven by growth in our frozen food business, particularly in our waffle business.business due to strong innovation and brand building. The veggie category remained strong. Our food service business was softstrong and we saw growth in the quarter due to a continued difficult operating environment.our foodservice business.

Internal net sales in our international operating segments increased 3%2%. Europe’s internal net sales grew by 1%were down 2%, driven by positive performance in France, Italy and Russia. In the U.K., we began The U.K. continued to see early signs of improvementface a challenging operating environment – a tough economy combined with a highly competitive retail landscape. As a result, our cereal consumption was down in the cereal category, whilethird quarter. To address these challenges, we are accelerating our rate of innovation in the 4th quarter of 2011 and the beginning of 2012. The snacks business in the U.K. continued to struggle, as we have seen new products enter the category which have driven significant consumption declines for our products. We are going into 2012 with much stronger snack innovation plans. We saw some positive trends on the continent, with growth in the tough consumerFrance, Spain and trade environment.Italy. Latin America’s internal net sales grew by 7% due to9% with growth in Mexico,

Venezuela and Colombia. Strong price realization helped offset high cost inflation and volume recoverywas used to fund a double-digit increase in Brazil, as well as strength in Colombia. Net sales in Mexico were flat, where we have been negatively impacted by trade issues which we believe are behind us.brand-building. In Asia Pacific, internal net sales were up 4%2% as a result of thecontinued strong sales in our India,Korea, South Africa and KoreaIndia businesses. Offsetting this growth was softness in Australia, Japan and China. In Australia, our sales were up slightly overdeclined compared to last year indue to a difficult retail environment.recent customer issue.

Consolidated operating profit increased by 12%was down 14% on a reported basis, and 8%16% on an internal basis. The increase wasbasis, driven primarily by strong sales growth and savings frominput-cost inflation, investments in our cost savings initiatives. We lapped a soft secondsupply chain, the adjustment we made in the third quarter of 2010 where internalto significantly reduce incentive compensation expense and the reinstatement of those costs in 2011. The net incentive compensation adjustment decreased operating profit by 12%. Brand-building in the quarter was down 11%.compared to last year, resulting in a benefit to operating profit. While we anticipated the third quarter of 2011 would have the highest inflation of the year, we incurred more cost pressures than expected, resulting in less operating profit.

It takes time and consistency to develop sustainable momentum; we underestimated how much work is required in our supply chain. As a result, we have made additional investments. Our supply chain projects represent an important investment for our Company to improve reliability and capability. We have also made additional investments in our physical infrastructure across our network. We have selectively added people in our plants, added resources and intend to expand training and awareness programs. We have changed a number of suppliers and significantly increased our independent testing and auditing. These investments have resulted in additional labor costs, asset write-offs, and in some cases, temporarily increased logistics solutions and sourcing.

Internal operating profit in North America increased by 11%was down 13% in the quarter, lapping last year’s decline of 16%. The increase inquarter. While operating profit reflectedbenefited from strong net sales growth, whichimprovements in price/mix, this benefit was more than offset higher input costsby increased cost pressures, including commodities, energy and increased brand building investments.fuel inflation, investments in our supply chain and the reinstatement of incentive compensation. Europe’s internal operating profit declined by 9%21%, impacted by the difficult operating environment in the U.K. and input costinput-cost inflation across the region. In Latin America, internal operating profit increased by 19%, driven by strong sales growth, partially offset by a double-digit increase in brand-building investment. Latin America’s operating profit for the quarter includes a few discrete items, including a gain on the sale of a previously closed facility. Excluding these discrete items, Latin America operating profit grew approximately 10%. Asia Pacific’s internal operating profit increaseddecreased by 3%14% primarily due to price execution across the region.a customer trading issue in Australia.

The following tables provide analysis of our net sales and operating performance for the year-to-date periods of 2011 as compared to 2010. Our net sales benefited from a slight increase in volume, improved pricing/mix due to price realization and foreign exchange. Internal operating profit was down on a year-to-date basis due to a lagincreased cost pressures, investments in price execution behind a significant increase in input cost inflation inour supply chain and the first quarterreinstatement of 2011.

incentive compensation.

(dollars in millions)  North
America
 Europe Latin
America
 Asia
Pacific
(a)
 Corporate Consoli-
dated
   North
America
 Europe Latin
America
 Asia
Pacific
(a)
 Corporate Consoli-
dated
 

2011 net sales

  $4,595  $1,255  $542  $479  $  $  6,871   $ 6,812   $ 1,840   $816   $715   $  $  10,183  
      

2010 net sales

  $4,339  $1,166  $462  $413  $  $  6,380   $6,469   $1,730   $709   $629   $  $  9,537  
      

% change — 2011 vs. 2010:

              

Volume (tonnage) (b)

   1.8  (1.9)%   1.6  2.6      1.2   1.0  (2.7)%           .2

Pricing/mix

   3.6  1.9  7.0  .3      3.3   3.8  2.2  8.8  2.6      3.8

Subtotal — internal business

   5.4    8.6  2.9      4.5   4.8  (.5)%   8.8  2.6      4.0

Foreign currency impact

   .5  7.7  8.8  12.9      3.2   .5  6.8  6.3  11.1      2.8

Total change

   5.9  7.7  17.4  15.8      7.7   5.3  6.3  15.1  13.7      6.8
(dollars in millions)  North
America
(c)
 Europe Latin
America
 Asia
Pacific
(a)
 Corporate
(c)
 Consoli-
dated
   

North
America

(c)

 Europe Latin
America
 Asia
Pacific
(a)
 

Corporate

(c)

 Consoli-
dated
 

2011 operating profit

  $846  $203  $109  $56  $(99 $  1,115   $1,203   $287   $152   $79   $(142)   $  1,579  
      

2010 operating profit

  $862  $205  $92  $57  $(96 $  1,120   $1,269   $307   $126   $82   $(123)   $  1,661  
      

% change — 2011 vs. 2010:

              

Internal business

   (2.4)%   (8.8)%   10.2  (13.8)%   (3.5)%   (3.6)%    (5.7)%   (12.8)%   12.6  (13.7)%   (14.9)%   (7.6)% 

Foreign currency impact

   .5  7.4  9.3  12.4    3.1 %    .5  6.4  7.5  9.9    2.7 % 

Total change

   (1.9)%   (1.4)%   19.5  (1.4)%   (3.5)%   (.5)%    (5.2)%   (6.4)%   20.1  (3.8)%   (14.9)%   (4.9)% 

 

(a)Includes Australia, Asia, and South Africa.
(b)We measure the volume impact (tonnage) on revenues based on the stated weight of our product shipments.
(c)Research and Development expense totaling $5$8 million for the year-to-date period ended July 3,October 2, 2010 was reallocated to Corporate from North America.

Margin performance

Margin performance for the secondthird quarter and year-to-date periods of 2011 versus 2010 is as follows:

 

Quarter  2011 2010 Change vs.
prior year
(pts.)
   2011 2010 Change vs.
prior year
(pts.)
 

Gross margin (a)

   42.6 %   42.6 %        40.7 %   43.4 %   (2.7

SGA (b)

   (26.6)%   (26.8)%   0.2    (26.7)%   (26.3)%   (0.4

Operating margin

   16.0 %   15.8 %   0.2    14.0 %   17.1 %   (3.1
Year-to-date  2011 2010 Change   2011 2010 Change 

Gross margin (a)

   41.7 %   42.8 %   (1.1   41.4 %   43.0 %   (1.6

SGA (b)

   (25.5)%   (25.2)%   (0.3   (25.9)%   (25.6)%   (0.3

Operating margin

   16.2 %   17.6 %   (1.4   15.5 %   17.4 %   (1.9

 

(a)Gross profit as a percentage of net sales. Gross profit is equal to net sales less cost of goods sold.
(b)Selling, general, and administrative expense as a percentage of net sales.

GrossOur gross profit dollarsmargin for the quarter was 270 basis points lower than in the same period in 2010. Our cost pressures (mainly commodities, energy and fuel) in the third quarter of 2011 were up 11% to $1.4 billion.the highest of the year, slightly higher than anticipated. Our price realization and cost savings initiatives covered input cost inflation, resulting in a flat gross margin comparedcame under additional pressure due to a year ago at 42.6 percent.the investments in our supply chain infrastructure across our U.S. network. These incremental investments resulted in increased logistic costs, and reduced operating leverage while production lines were down and represented approximately half of the decline in gross margin. Our selling, general and administrative (SGA) expense as a percentage of net sales decreasedincreased by 2040 basis points primarily due to anthe reinstatement of incentive compensation. This increase inoffset the impact of reduced brand-building. As a result of lower gross margin and higher SGA as a percentage of net sales, base.our operating margin was down by 310 basis points.

On a year-to-date basis, gross margin iswas down 110160 basis points. This is due toThe year-to-date performance was impacted by the increased cost pressures in the third quarter as well as the lag ofin price execution in the first quarter of 2011 to cover increased input costs. Our SGA expense as a percentage of net sales increased by 30 basis points primarily due to the reinstatement of incentive compensation. On a year-to-date basis, brand-building increased investments in advertisingSGA expense as a percentage of net sales slightly. As a result of lower gross margin and promotion.higher SGA as a percentage of net sales, our operating margin was down by 190 basis points.

For the full year, we expect gross margin to remain under pressure and be down approximately 50100 basis points.points compared to 2010.

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 and Canadian dollar. 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 a significant impact on our results if such increase or decrease in the value of the U.S. dollar is substantial.

Volatility in the foreign exchange markets has limited our ability to forecast future U.S. dollar reported earnings. As such, we are measuring diluted earnings per share growth and providing guidance on future earnings on a currency neutral basis, assuming earnings are translated at the prior year’s exchange rates. This non-GAAP financial measure is being used to focus management and investors on local currency business results, thereby providing visibility to the underlying trends of the Company. Management believes that excluding the impact of foreign currency from EPS provides a useful measurement of comparability given the volatility in foreign exchange markets.

 

  Quarter ended   Year-to-date
period ended
   Quarter ended   Year-to-date
period ended
 
Consolidated results  July 2,
2011
 July 3,
2010
   July 2,
2011
 July 3,
2010
   October 1,
2011
 October 2,
2010
   October 1,
2011
 October 2,
2010
 

Diluted net earnings per share (EPS)

  $0.94  $0.79   $1.93  $1.88   $0.80   $0.90    $2.73   $2.78  

Translation impact (a)

   (0.05  0.03    (0.07  0.01    (0.02  0.02     (0.08  0.02  
            

Currency neutral EPS

  $0.89  $0.82   $1.86  $1.89   $0.78   $0.92    $2.65   $2.80  
            

Currency neutral EPS growth (b)

   13    (1)%     (13)%     (5)%  
            
            

 

(a)Translation impact is the difference between reported EPS and the translation of current year net profits at prior year exchange rates, adjusted for gains (losses) on translational hedges.
(b)Calculated as a percentage of growth from the prior year’s reported EPS.

Product recall

On June 25, 2010, we announced a recall of select packages of Kellogg’s cereal in the U.S. due to an odor from waxy resins found in the package liner. Estimated customer returns and consumer rebates were recorded as a reduction of net sales; costs associated with returned product and the disposal and write-off of inventory were recorded as cost of goods sold (COGS);COGS; and other recall costs were recorded as SGA expense.expenses. During the quarter ended October 2, 2010, we refined the estimated costs of the recall, which resulted in a reduction of $1 million, for a year-to-date expense through October 2, 2010 of $47 million, or $.09 per share on a diluted basis. In addition to the costs of the recall, we also lost sales of the impacted products in the second quarterand third quarters of 2010.

(millions, except per share amount)  Quarter ended
July 3, 2010
 

Reduction of net sales

  $30 

Cost of goods sold

   18 
      

Total

  $48 
      

Earnings per diluted share impact

  $0.09 
      

Cost reduction initiativesExit or disposal activities

We view our continued spending on cost reduction initiatives as part of our ongoing operating principles to provide greater visibility in achieving our long-term profit growth targets. Initiatives undertaken are currently expected to recover cash implementation costs within a five-year period of completion. Each cost reduction initiative is normally up to three years in duration. Upon completion (or as each major stage is completed in the case of multi-year programs), the project begins to deliver cash savings and/or reduced depreciation. Certain of these initiatives represent exit or disposal plans for which material charges will be incurred. See further discussion in Note 3. We include these charges in our measure of operating segment profitability. In 2009, we announced our intention to achieve $1 billion plus of annual cost savings in three years (beginning in 2012). These initiatives are integral to meeting our $1 billion plus savings challenge.

2011 activities

We incurred costs related to our cost reduction initiatives which do not qualify as exit costs under generally accepted accounting principles in the United States. These represent cash costs for consulting and other charges for our COGS and SGA programs.

Costs incurred during the quarter and year-to-date periods ended July 2, 2011 were as follows:

   Quarter ended, July 2, 2011   Year-to-date period ended
July 2, 2011
 
(millions)  COGS
programs
   SGA
programs
   Total   COGS
programs
   SGA
programs
   Total 

North America

  $—       $    $—      $1   $    $1 

Europe

   1         —     1        2      —       2 

Asia Pacific (a)

   —          —     —         1      —       1 

Total

  $  1      $    $  1     $4   $    $4 
                               

(a)Includes Australia, Asia and South Africa.

Total program costs incurred through July 2, 2011 were as follows:

   Total program costs through
July 2, 2011
 
(millions)  COGS
programs
   SGA
programs
   Total 

North America

  $  68    $ 14    $  82  

Europe

   22         25  

Latin America

       —       

Asia Pacific (a)

       —       

Corporate

   —           
                

Total

  $107    $ 20    $127  
                

(a)Includes Australia, Asia and South Africa.

Prior year activities

During the second quarter of 2010, we incurred $13 million of consulting and other costs in connection with our COGS and SGA programs. Costs were recorded in the following operating segments during the quarter and year-to-date periods ended JulySee Note 3 2010.

   Quarter ended, July 3, 2010   Year-to-date period ended,
July 3, 2010
 
(millions)  COGS
programs
   SGA
programs
   Total   COGS
programs
   SGA
programs
   Total 

North America

  $    6    $—     $    6    $  12    $    1    $13  

Europe

       —              —       

Latin America

       —              —       

Asia Pacific (a)

   —      —      —          —       

Corporate

   —              —           

Total

  $  11    $    2    $  13    $  20    $    3    $23  
                               

(a)Includes Australia, Asia and South Africa.

The additional cost and cash outlay in 2011 for these programs, excluding exit costs, is estimated to be $5 million. The projects are expected to be substantially complete by the end of 2011.

SAP reimplementation

We are reimplementing SAP which will result in process and productivity improvements. The program is expected to require approximately $70 million of incremental expense, including consulting, in addition to capital investments. The reimplementation will begin in the third quarter of 2011.

Total costs incurred for this program during the quarter and year-to-date periods ended July 2, 2011 and July 3, 2010 were as follows:

   Quarter ended   Year-to-date
period ended
 
(millions)  July 2,
2011
   July 3,
2010
   July 2,
2011
   July 3,
2010
 

North America

  $2   $2   $4   $4 

Latin America

   1         1      
                     

Total

  $3   $2   $5   $4 
                     
                     

To date, we have incurred $14 million in program costs. These costs impacted our operating segments as follows (in millions): North America-$12; and Latin America-$2. The additional cost and cash outlay for the remainderdetails of 2011 through 2014 for this program is expected to be approximately $55 million.these activities.

Interest expense

For the quarter and year-to-date periods ended July 2,October 1, 2011, interest expense was $ 53$58 million and $ 120$178 million, respectively, as compared to the quarter and year-to-date periods ended July 3,October 2, 2010 with interest expense of $ 61$62 million and $ 126$188 million, respectively. Second quarterYear-to-date 2011 interest expense was lower than prior periodsyear expense due to the differential in interest rates on debt that matured in March 2011 versus debt that was issued in May 2011.

For the full year 2011, we expect gross interest expense to be approximately $235 to $245 million, compared to 2010’s full year amount of $248 million.

Income taxes

The consolidated effective income tax rate was 30%27% for the quarter ended July 2,October 1, 2011, as compared to 30% for the comparable quarter of 2010. Refer to Note 8 of the Consolidated Financial Statements for further discussion.

For the full year 2011, we currently expect the consolidated effective income tax rate to be approximately 29%. 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 rates. Additionally, the rate could be impacted 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.

Liquidity and capital resources

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.

The following table sets forth a summary of our cash flows:

 

   Year-to-date period ended 
(millions)  July 2,
2011
   July 3,
2010
 

Net cash provided by (used in):

    

Operating activities

  $  646    $593  

Investing activities

     (238)     (145)  

Financing activities

     (417)     (289)  

Effect of exchange rates on cash and cash equivalents

     22     (22)  

Net increase in cash and cash equivalents

  $  13    $  137  
           
           

   Year-to-date period ended 
(millions)  October 1,
2011
   October 2,
2010
 

Net cash provided by (used in):

    

Operating activities

  $  1,269     $1,079   

Investing activities

     (381)     (250)  

Financing activities

     (730)     (611)  

Effect of exchange rates on cash and cash equivalents

     (20)       

Net increase in cash and cash equivalents

  $  138     $  225   
           
           

Operating activities

The principal source of our operating cash flow is net earnings, meaning cash receipts from the sale of our products, net of costs to manufacture and market our products.

Net cash provided by our operating activities for the first half ofyear-to-date period ended October 1, 2011, amounted to $646$1,269 million, an increase of more than $50$190 million over the same period in 2010. The increase compared withto the first half of 2010, attributableprior year is primarily due to lower incentive compensation payments during first quarter 2011 partially offset byas well as a negative impact of the timing of working capital.reduction in cash taxes paid.

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 relatively short, equating to approximately 2324 days and 22 days for the 12 month periods ended July 2,October 1, 2011 and July 3,October 2, 2010, respectively. Compared with the 12 month period ended July 3,October 2, 2010, the unfavorable impact on the 2011 cash conversion cycle resulted from higher days of inventory, which was somewhat mitigated by an increase in trade payables outstanding.

Our pension and other postretirement benefit plan contributions amounted to $183$187 million and $36$45 million for the year-to-date periods ended July 2,October 1, 2011 and July 3,October 2, 2010, respectively. For the full year 2011, we currently expect that our contributions to pension and other postretirement plans will total approximately $200 million. Plan funding strategies may be modified in response to our evaluation of tax deductibility, market conditions and competing investment alternatives.

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 for debt repayment, dividend distributions, acquisition opportunities, and share repurchases. Our cash flow metric is reconciled to the most comparable GAAP measure, as follows:

 

  Year-to-date period ended 

Change versus

prior year

   Year-to-date period ended 

Change versus

prior year

 
(millions)  July 2,
2011
 July 3,
2010
   October 1,
2011
 October 2,
2010
 
      

Net cash provided by operating activities

  $646  $593   8.9%     $1,269   $1,079    17.6%  

Additions to properties

   (243  (147    (392  (252 
      

Cash flow

  $403  $446   (9.6)%    $877   $827    6.0%  
      

For 2011, we are projecting cash flow (as defined) within a range of $1.1 billion to $1.2 billion. This projection reflects the impact of our expected pension and postretirement benefit plan contributions, net of tax.

Investing activities

Our net cash used in investing activities during the year-to-date period ended July 2,October 1, 2011 amounted to $238$381 million, an increase of almost $100$131 million compared with the same period in 2010. The year-over-year increase was primarily attributable to the addition of manufacturing capacity to support growth and innovation as well as investments in our supply chain infrastructure.

For full-year 2011, we project capital spending of approximately 4 to 5% of net sales. We are increasing our investment in manufacturing capacity as well as improving our information technology infrastructure.

Financing activities

Our net cash used in financing activities for the year-to-date period ended July 2,October 1, 2011 amounted to $417$730 million compared with $289to $611 million for the comparable period in 2010. The increase was primarily attributable to an increase in repurchases of common stock.

We spent $518 million and $356 million to repurchase common stock during the year-to-date periods ended July 2, 2011 and July 3, 2010, respectively. Of the $518 million spent in 2011, $5 million was related to shares purchased in 2010 that did not settle prior to the end of the 2010 reporting period. During the first half of 2011 we repurchased approximately 9.5 million shares of our common stock. During the same period of 2010, we repurchased approximately 7 million shares of our common stock, $266 million of which was paid during the six-month period ending July 3, 2010; $90 million was payable at that date, for stock repurchases that did not settle prior to the end of the reporting period.

On April 23, 2010, our board of directors authorized a $2.5 billion, three-year share repurchase program for 2010 through 2012. As of July 2, 2011, total purchases under the repurchase authorization amounted to 30 million shares totaling $1.6 billion. During the remainder of 2011 and 2012, we plan to execute the remaining repurchases under the 2010 authorization. We project total purchases of $800 million in 2011, which includes the $518 million executed in the first half of 2011, with the balance in 2012. Actual repurchases could be different from our current projections, as influenced by factors such as the impact of changes in our stock price and other competing priorities.

We paid cash dividends of $296 million in the first half of 2011, compared to $286 million during the same period in 2010. In July 2011,There were several drivers of the boarddifference between the two years, resulting in the net use in cash of directors declared a dividend of $.43 per common share, payable September 15, 2011$119 million compared to shareholders of record at close of business on September 1, 2011. The dividend of $.43 per share represents a 6%2010. There was an overall reduction in long-term debt compared to the prior year, resulting in an increase in the $.405 per share quarterly dividend rate paid during the trailing twelve months.cash used in financing activities. This increase is consistent with our current planwas mitigated by the following items which decreased the cash used in financing activities: lower common stock repurchases; an increase in commercial paper borrowings; and higher proceeds from the issuance of common stock related to maintain our dividend pay-out between 40% and 50% of reported net income.stock option exercises.

We used commercial paper to refinance $946 million of long-term debt that matured in the first quarter of 2011. In May 2011, we issued $400 million of seven-year 3.25% fixed rate U.S. Dollar Notes, and used proceeds of $397 million to pay down commercial paper.

We spent $693 million and $907 million to repurchase common stock during the year-to-date periods ended October 1, 2011 and October 2, 2010, respectively. To date, during 2011 we repurchased approximately 13 million shares of our common stock. Of the $693 million spent in 2011, $5 million related to shares purchased in 2010 that did not settle prior to the end of the 2010 reporting period. During the same period of 2010, we repurchased approximately 18 million shares of our common stock.

On April 23, 2010, our board of directors authorized a $2.5 billion, three-year share repurchase program for 2010 through 2012. As of October 1, 2011, total purchases under the repurchase authorization amounted to 33 million shares totaling $1.7 billion. During the remainder of 2011 and 2012, we plan to execute the remaining repurchases under the 2010 authorization. We project total purchases of $800 million in 2011, which includes the $693 million executed in the first nine months of 2011, with the balance in 2012. Actual repurchases could be different from our current projections, as influenced by factors such as the impact of changes in our stock price and other competing priorities.

We paid cash dividends of $452 million year-to-date 2011, compared to $435 million during the same period in 2010. In July 2011, the board of directors declared a dividend of $.43 per common share, payable December 15, 2011 to shareholders of record at close of business on December 1, 2011. The dividend is consistent with our current plan to maintain our dividend pay-out between 40% and 50% of reported net income.

In March 2011, we entered into an unsecured Four-Year Credit Agreement to replace our existing unsecured Five-Year Credit Agreement, which would have expired in November 2011. The Four-Year Credit Agreement allows us to borrow, on a revolving credit basis, up to $2.0 billion, although we do not plan to usedraw against it. (See Note 5 within Notes to Consolidated Financial Statements for additional information on the Four-Year Credit Agreement.)

We are in compliance with all debt covenants. 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. We expect our access to public debt and commercial paper markets, along with operating cash flows, will be adequate to meet future operating, investing and financing needs, including the pursuit of selected acquisitions.

Accounting standards to be adopted in future periods

In JuneSeptember 2011, the Financial Accounting Standards Board (FASB) issued Accounting Standards Update (ASU) No. 2011-08, “Testing Goodwill for Impairment,” allowing entities the option to first assess qualitative factors to determine whether it is necessary to perform the two-step quantitative goodwill impairment test. Under ASU No. 2011-08, an entity would not be required to calculate the fair value of a reporting unit unless the entity determines, based on a qualitative assessment, that it is more likely than not that its fair value is less than its carrying amount. ASU No. 2011-08 is effective for annual and interim goodwill impairment tests performed for fiscal years beginning after December 15, 2011, with early adoption permitted. We will consider early adoption of ASU 2011-08 in connection with our annual goodwill impairment evaluation in the fourth quarter of 2011.

In June 2011, the FASB issued ASU No. 2011-05, “Presentation of Comprehensive Income,” requiring most entities to present items of net income and other comprehensive income either in one continuous statement — referred to as the statement of comprehensive income — or in two separate, but consecutive, statements of net income and other comprehensive income. The update does not change the items that must be reported in other comprehensive income or when an item of other comprehensive income must be reclassified to net income. ASU No. 2011-05 is effective for fiscal years, and interim periods within those years, beginning after December 15, 2011 and should be applied retrospectively. Early adoption is permitted. We will be adopting ASU 2011-05 at the beginning of our 2012 fiscal year.

Forward-looking statements

This Management’s Discussion and Analysis contains “forward-looking statements” with projections concerning, among other things, our strategy, financial principles, and plans; initiatives, improvements and growth; sales, gross 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; 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,” “project,” “should,” or words or phrases of similar meaning. Our actual results or activities may differ materially from these predictions. Our future results could be affected by a variety of factors, including:

 

the impact of competitive conditions;

 

the effectiveness of pricing, advertising, and promotional programs;

 

the success of innovation, renovation and new product introductions;

 

the recoverability of the carrying value of goodwill and other intangibles;

 

the success of productivity improvements and business transitions;

 

commodity and energy prices;

 

labor costs;

 

disruptions or inefficiencies in supply chain;

 

the availability of and interest rates on short-term and long-term financing;

 

actual market performance of benefit plan trust investments;

 

the levels of spending on systems initiatives, properties, business opportunities, integration of acquired businesses, and other general and administrative costs;

 

changes in consumer behavior and preferences;

 

the effect of U.S. and foreign economic conditions on items such as interest rates, statutory tax rates, currency conversion and availability;

 

legal and regulatory factors including changes in advertising and labeling laws and regulations;

 

the ultimate impact of product recalls;

 

business disruption or other losses from war, terrorist acts, or political unrest; and,

 

the risks and uncertainties described herein under Part II, Item 1A.

Forward-looking statements speak only as of the date they were made, and we undertake no obligation to publicly update them.

Item 3. 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. Refer to Note 9 within Notes to Consolidated Financial Statements for further information on our derivative financial and commodity instruments.

Refer to disclosures contained on pages 25-26 of our 2010 Annual Report on Form 10-K. Other than changes noted here, there have been no material changes in the Company’s market risk as of July 2,October 1, 2011.

During the quarter ended April 2,October 1, 2011, we entered into additionalterminated interest rate swaps in connection with notional amounts totaling $2.5 billion, of which $1.5 billion was previously designated as fair value hedges of certain U.S. Dollar Notes. Refer to Note 5 within Notes to Consolidated Financial Statements. The total notional amount of interest rate swaps at July 2,October 1, 2011 was $2.7 billion,$200 million, representing a settlement receivable of $67$16 million. The total notional amount of interest rate swaps at January 1, 2011 was $1.9 billion, representing a settlement receivable of $74 million.

The total notional amount of commodity derivative instruments at July 2,October 1, 2011 was $291$251 million, representing a settlement obligation of approximately $40$47 million. The total notional amount of commodity derivative instruments at January 1, 2011 was $379 million, representing a settlement obligation of approximately $16 million. Assuming a 10% decrease in period-end commodity prices, the settlement obligation would have increased by approximately $25$20 million at July 2,October 1, 2011, and $36 million at January 1, 2011, generally offset by a reduction in the cost of the underlying commodity purchases.

Item 4. Controls and Procedures

We maintain disclosure controls and procedures that are designed to ensure that information required to be disclosed in our Exchange Act reports 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 under Rules 13a-15(e) and 15d-15(e). 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 July 2,October 1, 2011, we 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. Based on the foregoing, our Chief Executive Officer and Chief Financial Officer concluded that our disclosure controls and procedures were effective at the reasonable assurance level.

During the last fiscal quarter, there have been no changes in our internal control over financial reporting that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.

KELLOGG COMPANY

PART II — OTHER INFORMATION

Item 1A. Risk Factors

There have been no material changes in our risk factors from those disclosed in Part I, Item 1A to our Annual Report on Form 10-K for the fiscal year ended January 1, 2011. The risk factors disclosed under this Part II, Item 1A and in Part I, Item 1A to our Annual report on Form 10-K for the fiscal year ended January 1, 2011, in addition to the other information set forth in this Report, could materially affect our business, financial condition, or results. Additional risks and uncertainties not currently known to us or that we deem to be immaterial could also materially adversely affect our business, financial condition, or results.

Item 2. Unregistered Sales of Equity Securities and Use of Proceeds

(c) Issuer Purchases of Equity Securities

(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
   (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:

                

4/3/11-4/30/11

   —       $0.00     —       $1,119  

7/3/11-7/30/11

   —       $0.00     —       $930  

Month #2:

                

5/1/11-5/28/11

   1,078,431    $57.10     1,078,431    $1,058  

7/31/11-8/27/11

   3,264,034     $52.67     3,264,034     $758  

Month #3:

                

5/29/11-7/2/11

   2,306,266    $55.50     2,306,266    $930  

8/28/11-10/1/11

   61,997     $51.98     61,997     $755  

Total

   3,384,697    $56.01     3,384,697       3,326,031     $52.65     3,326,031     
                        

On April 23, 2010, the board of directors authorized a $2.5 billion three-year share repurchase program for 2010 through 2012. This authorization replaced the previous share buyback program which authorized stock repurchases of up to $1,113 million for 2010.

Item 6. Exhibits

 

(a)Exhibits:

 

31.1  Rule 13a-14(e)/15d-14(a) Certification from John A. Bryant
31.2  Rule 13a-14(e)/15d-14(a) Certification from Ronald L. Dissinger
32.1  Section 1350 Certification from John A. Bryant
32.2  Section 1350 Certification from Ronald L. Dissinger
101.INS  XBRL Instance Document
101.SCH  XBRL Taxonomy Extension Schema Document
101.CAL  XBRL Taxonomy Extension Calculation Linkbase Document
101.DEF  XBRL Taxonomy Extension Definition Linkbase Document
101.LAB  XBRL Taxonomy Extension Label Linkbase Document
101.PRE  XBRL Taxonomy Extension Presentation Linkbase Document

KELLOGG COMPANY

SIGNATURES

Pursuant to the requirements 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.

 

KELLOGG COMPANY

/s/ R. L. Dissinger

R. L. Dissinger

Principal Financial Officer;

Senior Vice President and Chief Financial Officer

/s/ A. R. Andrews

A. R. Andrews

Principal Accounting Officer;

Vice President — Corporate Controller

Date: August 5,November 9, 2011

KELLOGG COMPANY

EXHIBIT INDEX

 

Exhibit No.  Description  

Electronic (E)

Paper (P)

Incorp. By

Ref. (IBRF)

31.1  

Rule 13a-14(e)/15d-14(a) Certification from John A. Bryant

  E
31.2  

Rule 13a-14(e)/15d-14(a) Certification from Ronald L. Dissinger

  E
32.1  

Section 1350 Certification from John A. Bryant

  E
32.2  

Section 1350 Certification from Ronald L. Dissinger

  E
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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