Exhibit 99.1
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Kellogg Company News
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| For release: | February 12, 2015 | |||||
| Analyst Contact: | Simon Burton, CFA | (269) 961-6636 | ||||
| Media Contact: | Kris Charles | (269) 961-3799 | ||||
KELLOGG COMPANY REPORTS FOURTH-QUARTER AND FULL-YEAR 2014 RESULTS,
PROVIDES GUIDANCE FOR 2015, AND CHANGES ITS LONG-TERM SALES TARGET
BATTLE CREEK, Mich. – Kellogg Company (NYSE: K) today announced that fourth quarter 2014 reported net sales were $3.5 billion, an increase of 0.3 percent from the fourth quarter of 2013. Fourth quarter comparable net sales* decreased by 2.2 percent. Full-year 2014 reported net sales decreased by 1.4 percent to $14.6 billion. Full-year comparable net sales decreased by 2.0 percent. Comparable net sales results exclude the effects of foreign currency translation, acquisitions, dispositions, costs associated with the efficiency-and-effectiveness program (Project K), differences in the number of shipping days, and integration costs.
The reported quarterly operating loss was $422 million; this included a significant non-cash mark-to-market adjustment of $822 million, which was primarily driven by the impact that changes in interest rates had on pension plans; comparable operating profit* decreased by 0.1 percent in the fourth quarter. Comparable results for operating profit exclude the effects of foreign currency translation, acquisitions, dispositions, Project K costs, mark-to-market accounting, differences in the number of shipping days, integration costs, and other factors that affect comparability. Full-year reported operating profit decreased by 63.9 percent; this included significant impacts from the effect of mark-to-market adjustments and costs associated with Project K. Full-year comparable operating profit decreased by 3.9 percent.
| * | Comparable sales growth, comparable operating profit growth, comparable earnings, currency-neutral comparable earnings, comparable effective tax rate and cash flow are all non-GAAP financial measures. See the tables herein for important information regarding these measures and a full reconciliation to the most comparable GAAP measure. |
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The reported fourth quarter 2014 net earnings loss was $293 million, or a loss of $0.82 per diluted share; comparable earnings* were $0.84 per share; this represented a decrease of 1.2 percent from the fourth quarter of 2013’s comparable earnings per share. Reported full-year 2014 net earnings were $632 million, or $1.75 per diluted share; comparable full-year earnings were $3.81 per share, a decrease of 1.0 percent from 2013’s comparable earnings per share. Please see the table below and the appendices to this press release for detail regarding items that affect comparability.
| Reconciliation of Reported to Comparable Earnings Per Share |
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| Fourth Quarter 2014 ($) |
Full-Year 2014 ($) |
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| Reported EPS |
(0.82 | ) | 1.75 | |||||
| Mark-to-Market |
(1.52 | ) | (1.42 | ) | ||||
| Project K |
(0.16 | ) | (0.61 | ) | ||||
| Integration |
(0.04 | ) | (0.09 | ) | ||||
| Other Items |
(0.01 | ) | (0.01 | ) | ||||
| 53rd Week |
0.07 | 0.07 | ||||||
| Comparable EPS |
0.84 | 3.81 | ||||||
| Foreign Exchange |
(0.02 | ) | (0.01 | ) | ||||
| Currency-Neutral Comparable* EPS |
0.86 | 3.82 | ||||||
“In 2014, we have been addressing the challenges we have faced in some of the company’s developed businesses,” said John Bryant, Kellogg Company’s president and chief executive officer. “Project K, our four-year efficiency-and-effectiveness program, is providing flexibility, and we have invested in brand-building initiatives, in-store sales capabilities, and new, improved products. We expect that 2015 will be a rebuilding year for us and that our investment will provide a strong platform for future growth.”
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North America
Kellogg North America’s reported net sales increased by 2.3 percent in the fourth quarter and decreased by 2.2 percent for the full year. Comparable net sales declined by 3.9 percent for the fourth quarter and by 3.4 percent for the full year. The U.S. Morning Foods segment posted a decrease in comparable net sales of 7.7 percent in the fourth quarter and a decrease of 5.7 percent for the full year. U.S. Snacks posted a decline in comparable net sales of 3.1 percent in the fourth quarter and a decline of 2.4 percent for the full year. The U.S. Specialty Channels business posted a decline in comparable net sales of 1.0 percent in the fourth quarter and a decline of 1.4 percent for the full year. The North America Other business posted comparable net sales growth of 1.3 percent in the fourth quarter and a decline in comparable net sales of 1.8 percent for the full year.
International
Comparable net sales growth in the Latin American business was 7.2 percent in the fourth quarter; comparable growth for the full year was 3.9 percent. Comparable net sales in our European business decreased by 1.2 percent in the fourth quarter and by 0.7 percent for the full year. The Asia Pacific business posted a decline in comparable net sales of 1.2 percent in the fourth quarter and an increase of 0.7 percent for the full year.
Interest and Tax
Kellogg’s interest expense totaled $53 million in the fourth quarter and was $209 million for the year. Including the impact of mark-to-market adjustments and costs related to Project K, the reported effective tax rate was 39.1 percent for the fourth quarter and 22.6 percent for the full year. Excluding the mark-to-market adjustments and costs related to Project K, the comparable effective tax rate* was 28.2 percent for the year, lower than expectations due to the geographic mix of profits.
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Cash flow
Cash flow*, a non-GAAP measure defined as cash from operating activities less capital expenditures, was $1.2 billion for the full year; this was greater than expected and was due to improved working capital and changes to tax legislation. Kellogg repurchased approximately $690 million of shares during the year.
Kellogg Issues Guidance for 2015
The company issued guidance for comparable net sales in 2015, which are expected to remain approximately unchanged year-over-year. Kellogg expects full-year 2015 comparable operating profit to decrease at a rate between two and four percent; this includes a negative impact of between three and four percentage points from the rebasing of incentive compensation for 2015. Full-year 2015 currency-neutral comparable earnings per share are anticipated to be in a range between two percent lower and approximately unchanged; this estimate also includes a negative impact of between three and four percentage points from the rebasing of incentive compensation for 2015. Guidance for both operating profit and earnings per share excludes the impact of mark-to-market adjustments, 2014’s 53rd week, integration costs, costs related to Project K, acquisitions, dispositions, foreign-currency translation, and other items that could affect comparability. Cash flow is expected to be approximately $1.0 billion, which includes the cash required by Project K.
Kellogg Announces a Change to Its Long-Term Sales Target
The company also announced that it is making a change to its long-term financial targets. It now expects low-single-digit (one to three percent) comparable annual revenue growth, lower than the previous target of between three and four percent growth. The company’s targets for mid-single-digit (four to six percent) annual comparable operating profit growth and high-single-digit (seven to nine percent) annual, currency-neutral comparable earnings per share growth remain unchanged.
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Conference Call / Webcast
Kellogg will host a conference call to discuss these results on Thursday, February 12, 2015 at 9:30 a.m. Eastern Time. The conference call and accompanying presentation slides will be broadcast live over the Internet at http://investor.kelloggs.com. Analysts and institutional investors may participate in the Q&A session by dialing (877) 270-2148 in the U.S., and (412) 902-6510 outside of the U.S. Members of the media and the public are invited to attend in a listen-only mode. Rebroadcast information is available at http://investor.kelloggs.com.
About Kellogg Company
At Kellogg Company (NYSE: K), we are driven to enrich and delight the world through foods and brands that matter. With 2014 sales of approximately $14.6 billion, Kellogg is the world’s leading cereal company; second largest producer of cookies and crackers; a leading producer of savory snacks; and a leading North American frozen foods company. Every day, our well-loved brands nourish families so they can flourish and thrive. These brands include Kellogg’s®, Keebler®, Special K®, Pringles®, Kellogg’s Frosted Flakes®, Pop-Tarts®, Kellogg’s Corn Flakes®, Rice Krispies®, Kashi®, Cheez-It®, Eggo®, Coco Pops®, Mini-Wheats®, and many more. To learn more about our responsible business leadership, foods that delight and how we strive to make a difference in our communities around the world, visit www.kelloggcompany.com.
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Use of Non-GAAP Financial Measures
Certain financial measures have been provided on a non-GAAP (Generally Accepted Accounting Principles) basis. Management believes the use of such non-GAAP measures provides increased transparency and assists investors in understanding the underlying operating performance of the company and its segments and in the analysis of ongoing operating trends. All non-GAAP financial measures have been reconciled with the most directly comparable GAAP financial measures in the attachments provided with the release.
Forward-Looking Statements Disclosure
This news release contains, or incorporates by reference, “forward-looking statements” with projections concerning, among other things, the Company’s efficiency-and-effectiveness program (Project K), the integration of acquired businesses, the Company’s strategy, and the Company’s sales, earnings, margin, operating profit, costs and expenditures, interest expense, tax rate, capital expenditure, dividends, cash flow, debt reduction, share repurchases, costs, charges, rates of return, brand building, ROIC, working capital, growth, new products, innovation, cost reduction projects, workforce reductions, savings, and competitive pressures. Forward-looking statements include predictions of future results or activities and may contain the words “expects,” “believes,” “should,” “will,” “anticipates,” “projects,” “estimates,” “implies,” “can,” or words or phrases of similar meaning.
The Company’s actual results or activities may differ materially from these predictions. The Company’s future results could also be affected by a variety of factors, including the ability to implement Project K as planned, whether the expected amount of costs associated with Project K will differ from forecasts, whether the Company will be able to realize the anticipated benefits from
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Project K in the amounts and times expected, the ability to realize the anticipated benefits and synergies from business acquisitions in the amounts and at the times expected, 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 food safety, 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 other items.
Forward-looking statements speak only as of the date they were made, and the Company undertakes no obligation to update them publicly.
[Kellogg Company Financial News]
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Kellogg Company and Subsidiaries
CONSOLIDATED STATEMENT OF INCOME
(millions, except per share data)
| Quarter ended | Year ended | |||||||||||||||
| (Results are unaudited) |
January 3, 2015 |
December 28, 2013 |
January 3, 2015 |
December 28, 2013 |
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| Net sales |
$ | 3,514 | $ | 3,501 | $ | 14,580 | $ | 14,792 | ||||||||
| Cost of goods sold |
2,658 | $ | 1,718 | 9,517 | $ | 8,689 | ||||||||||
| Selling, general and administrative expense |
1,278 | 523 | 4,039 | 3,266 | ||||||||||||
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| Operating profit |
(422 | ) | 1,260 | 1,024 | 2,837 | |||||||||||
| Interest expense |
53 | 58 | 209 | 235 | ||||||||||||
| Other income (expense), net |
(4 | ) | 12 | 10 | 4 | |||||||||||
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| Income before income taxes |
(479 | ) | 1,214 | 825 | 2,606 | |||||||||||
| Income taxes |
(187 | ) | 394 | 186 | 792 | |||||||||||
| Earnings (loss) from joint ventures |
(1 | ) | (1 | ) | (6 | ) | (6 | ) | ||||||||
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| Net income |
($ | 293 | ) | $ | 819 | $ | 633 | $ | 1,808 | |||||||
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| Net income (loss) attributable to noncontrolling interests |
— | 1 | 1 | 1 | ||||||||||||
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| Net income attributable to Kellogg Company |
($ | 293 | ) | $ | 818 | $ | 632 | $ | 1,807 | |||||||
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| Per share amounts: |
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| Basic |
($ | .82 | ) | $ | 2.26 | $ | 1.76 | $ | 4.98 | |||||||
| Diluted |
($ | .82 | ) | $ | 2.24 | $ | 1.75 | $ | 4.94 | |||||||
| Dividends per share |
$ | 0.49 | $ | 0.46 | $ | 1.90 | $ | 1.80 | ||||||||
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| Average shares outstanding: |
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| Basic |
355 | 363 | 358 | 363 | ||||||||||||
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| Diluted |
355 | 364 | 360 | 365 | ||||||||||||
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| Actual shares outstanding at period end |
356 | 363 | ||||||||||||||
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Kellogg Company and Subsidiaries
SELECTED OPERATING SEGMENT DATA
(millions)
| Quarter ended | Year-to-date period ended | |||||||||||||||
| (Results are unaudited) |
January 3, 2015 |
December 28, 2013 |
January 3, 2015 |
December 28, 2013 |
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| Net sales |
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| U.S. Morning Foods |
$ | 816 | $ | 808 | $ | 3,338 | $ | 3,465 | ||||||||
| U.S. Snacks |
850 | 830 | 3,495 | 3,534 | ||||||||||||
| U.S. Specialty |
280 | 270 | 1,198 | 1,202 | ||||||||||||
| North America Other |
357 | 342 | 1,468 | 1,515 | ||||||||||||
| Europe |
681 | 716 | 2,887 | 2,860 | ||||||||||||
| Latin America |
287 | 281 | 1,205 | 1,195 | ||||||||||||
| Asia Pacific |
243 | 254 | 989 | 1,021 | ||||||||||||
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| Consolidated |
$ | 3,514 | $ | 3,501 | $ | 14,580 | $ | 14,792 | ||||||||
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| Operating profit |
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| U.S. Morning Foods |
$ | 102 | $ | 10 | $ | 491 | $ | 485 | ||||||||
| U.S. Snacks |
103 | 106 | 395 | 447 | ||||||||||||
| U.S. Specialty |
57 | 55 | 266 | 265 | ||||||||||||
| North America Other |
60 | 52 | 252 | 275 | ||||||||||||
| Europe |
59 | 36 | 240 | 256 | ||||||||||||
| Latin America |
24 | 28 | 169 | 157 | ||||||||||||
| Asia Pacific |
13 | (3 | ) | 45 | 60 | |||||||||||
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| Total Reportable Segments |
418 | 284 | 1,858 | 1,945 | ||||||||||||
| Corporate |
(840 | ) | 976 | (834 | ) | 892 | ||||||||||
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| Consolidated |
($ | 422 | ) | $ | 1,260 | $ | 1,024 | $ | 2,837 | |||||||
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Kellogg Company and Subsidiaries
CONSOLIDATED STATEMENT OF CASH FLOWS
(millions)
| Year-to-date period ended | ||||||||
| (unaudited) |
January 3, 2015 |
December 28, 2013 |
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| Operating activities |
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| Net income |
$ | 633 | $ | 1,808 | ||||
| Adjustments to reconcile net income to operating cash flows: |
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| Depreciation and amortization |
503 | 532 | ||||||
| Postretirement benefit plan expense (benefit) |
803 | (1,078 | ) | |||||
| Deferred income taxes |
(300 | ) | 317 | |||||
| Other |
(42 | ) | 25 | |||||
| Postretirement benefit plan contributions |
(53 | ) | (48 | ) | ||||
| Changes in operating assets and liabilities, net of acquisitions |
249 | 251 | ||||||
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| Net cash provided by (used in) operating activities |
1,793 | 1,807 | ||||||
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| Investing activities |
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| Additions to properties |
(582 | ) | (637 | ) | ||||
| Other |
9 | (4 | ) | |||||
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| Net cash provided by (used in) investing activities |
(573 | ) | (641 | ) | ||||
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| Financing activities |
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| Net issuances (reductions) of notes payable |
89 | (326 | ) | |||||
| Issuances of long-term debt |
952 | 645 | ||||||
| Reductions of long-term debt |
(960 | ) | (762 | ) | ||||
| Net issuances of common stock |
217 | 475 | ||||||
| Common stock repurchases |
(690 | ) | (544 | ) | ||||
| Cash dividends |
(680 | ) | (653 | ) | ||||
| Other |
9 | 24 | ||||||
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| Net cash provided by (used in) financing activities |
(1,063 | ) | (1,141 | ) | ||||
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| Effect of exchange rate changes on cash and cash equivalents |
13 | (33 | ) | |||||
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| Increase (decrease) in cash and cash equivalents |
170 | (8 | ) | |||||
| Cash and cash equivalents at beginning of period |
273 | 281 | ||||||
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| Cash and cash equivalents at end of period |
$ | 443 | $ | 273 | ||||
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| Supplemental financial data: |
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| Net cash provided by (used in) operating activities |
$ | 1,793 | $ | 1,807 | ||||
| Additions to properties |
(582 | ) | (637 | ) | ||||
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| Cash Flow (operating cash flow less property additions) (a) |
$ | 1,211 | $ | 1,170 | ||||
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| (a) | We use this non-GAAP measure of cash flow to focus management and investors on the amount of cash available for debt reduction, dividend distributions, acquisition opportunities, and share repurchase. |
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Kellogg Company and Subsidiaries
CONSOLIDATED BALANCE SHEET
(millions, except per share data)
| January
3, 2015 (unaudited) |
December 28, 2013 * |
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| Current assets |
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| Cash and cash equivalents |
$ | 443 | $ | 273 | ||||
| Accounts receivable, net |
1,276 | 1,424 | ||||||
| Inventories: |
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| Raw materials and supplies |
327 | 319 | ||||||
| Finished goods and materials in process |
952 | 929 | ||||||
| Deferred income taxes |
184 | 195 | ||||||
| Other prepaid assets |
152 | 127 | ||||||
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| Total current assets |
3,334 | 3,267 | ||||||
| Property, net of accumulated depreciation of $5,526 and $5,501 |
3,769 | 3,856 | ||||||
| Goodwill |
4,971 | 5,051 | ||||||
| Other intangibles, net of accumulated amortization of $43 and $34 |
2,295 | 2,367 | ||||||
| Pension |
250 | 419 | ||||||
| Other assets |
507 | 514 | ||||||
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| Total assets |
$ | 15,126 | $ | 15,474 | ||||
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| Current liabilities |
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| Current maturities of long-term debt |
$ | 607 | $ | 289 | ||||
| Notes payable |
828 | 739 | ||||||
| Accounts payable |
1,528 | 1,432 | ||||||
| Accrued advertising and promotion |
446 | 476 | ||||||
| Accrued income taxes |
39 | 69 | ||||||
| Accrued salaries and wages |
320 | 327 | ||||||
| Other current liabilities |
590 | 503 | ||||||
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| Total current liabilities |
4,358 | 3,835 | ||||||
| Long-term debt |
5,935 | 6,330 | ||||||
| Deferred income taxes |
726 | 928 | ||||||
| Pension liability |
777 | 277 | ||||||
| Nonpension postretirement benefits |
82 | 68 | ||||||
| Other liabilities |
397 | 429 | ||||||
| Commitments and contingencies |
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| Equity |
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| Common stock, $.25 par value |
105 | 105 | ||||||
| Capital in excess of par value |
678 | 626 | ||||||
| Retained earnings |
6,689 | 6,749 | ||||||
| Treasury stock, at cost |
(3,470 | ) | (2,999 | ) | ||||
| Accumulated other comprehensive income (loss) |
(1,213 | ) | (936 | ) | ||||
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| Total Kellogg Company equity |
2,789 | 3,545 | ||||||
| Noncontrolling interests |
62 | 62 | ||||||
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| Total equity |
2,851 | 3,607 | ||||||
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| Total liabilities and equity |
$ | 15,126 | $ | 15,474 | ||||
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| * | Condensed from audited financial statements. |
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Kellogg Company and Subsidiaries
Analysis of net sales and operating profit performance
Fourth Quarter of 2014 versus 2013
| (dollars in millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
North America |
Europe | Latin America |
Asia Pacific |
Corporate | Consolidated | ||||||||||||||||||||||||||||||
| 2014 net sales |
$ | 816 | $ | 850 | $ | 280 | $ | 357 | $ | 2,303 | $ | 681 | $ | 287 | $ | 243 | $ | 0 | $ | 3,514 | ||||||||||||||||||||
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| 2013 net sales |
$ | 808 | $ | 830 | $ | 270 | $ | 342 | $ | 2,250 | $ | 716 | $ | 281 | $ | 254 | $ | 0 | $ | 3,501 | ||||||||||||||||||||
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| % change - 2014 vs. 2013: |
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| As Reported |
0.9 | % | 2.4 | % | 3.7 | % | 4.5 | % | 2.3 | % | -4.8 | % | 2.1 | % | -4.6 | % | 0.0 | % | 0.3 | % | ||||||||||||||||||||
| Acquisitions/Divestitures |
0.0 | % | 0.0 | % | -1.0 | % | 0.0 | % | -0.1 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | -0.1 | % | ||||||||||||||||||||
| Integration impact (a) |
0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | -0.1 | % | 0.0 | % | 0.0 | % | ||||||||||||||||||||
| Project K (c) |
0.0 | % | 0.0 | % | 0.0 | % | -0.2 | % | -0.1 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | -0.1 | % | ||||||||||||||||||||
| Differences in shipping days (d) |
8.6 | % | 5.5 | % | 5.7 | % | 7.1 | % | 6.9 | % | 4.5 | % | 0.3 | % | 3.5 | % | 0.0 | % | 5.6 | % | ||||||||||||||||||||
| Foreign currency impact |
0.0 | % | 0.0 | % | 0.0 | % | -3.7 | % | -0.5 | % | -8.1 | % | -5.4 | % | -6.8 | % | 0.0 | % | -2.9 | % | ||||||||||||||||||||
| Comparable growth (f) |
-7.7 | % | -3.1 | % | -1.0 | % | 1.3 | % | -3.9 | % | -1.2 | % | 7.2 | % | -1.2 | % | 0.0 | % | -2.2 | % | ||||||||||||||||||||
| Volume (tonnage) (g) |
-3.5 | % | 0.3 | % | 0.1 | % | -1.5 | % | 0.0 | % | -2.3 | % | ||||||||||||||||||||||||||||
| Pricing/mix |
-0.4 | % | -1.5 | % | 7.1 | % | 0.3 | % | 0.0 | % | 0.1 | % | ||||||||||||||||||||||||||||
| (dollars in millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
North America |
Europe | Latin America |
Asia Pacific |
Corporate | Consolidated | ||||||||||||||||||||||||||||||
| 2014 operating profit |
$ | 102 | $ | 103 | $ | 57 | $ | 60 | $ | 322 | $ | 59 | $ | 24 | $ | 13 | ($ | 840 | ) | ($ | 422 | ) | ||||||||||||||||||
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|||||||||||||||||||||
| 2013 operating profit |
$ | 10 | $ | 106 | $ | 55 | $ | 52 | $ | 223 | $ | 36 | $ | 28 | ($ | 3 | ) | $ | 976 | $ | 1,260 | |||||||||||||||||||
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|||||||||||||||||||||
| % change - 2014 vs. 2013: |
||||||||||||||||||||||||||||||||||||||||
| As Reported |
867.6 | % | -1.7 | % | 2.6 | % | 16.9 | % | 44.6 | % | 65.8 | % | -15.6 | % | 510.4 | % | -186.0 | % | -133.5 | % | ||||||||||||||||||||
| Acquisitions/Divestitures |
0.0 | % | 0.0 | % | -0.2 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.8 | % | 0.0 | % | 0.0 | % | ||||||||||||||||||||
| Integration impact (a) |
0.0 | % | 0.7 | % | 0.0 | % | 0.5 | % | 0.3 | % | 8.6 | % | 0.5 | % | -8.5 | % | 17.2 | % | 0.3 | % | ||||||||||||||||||||
| Mark-to-market (b) |
0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | -226.7 | % | -191.4 | % | ||||||||||||||||||||
| Project K (c) |
855.8 | % | 3.5 | % | 2.9 | % | 6.4 | % | 41.1 | % | 31.4 | % | -2.2 | % | 483.4 | % | 268.4 | % | 53.4 | % | ||||||||||||||||||||
| Differences in shipping days (d) |
18.7 | % | 4.7 | % | 4.9 | % | 11.3 | % | 10.1 | % | 7.9 | % | -9.7 | % | -1.2 | % | -42.7 | % | 7.6 | % | ||||||||||||||||||||
| Other costs impacting comparability (e) |
0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | -0.4 | % | 0.0 | % | -0.9 | % | -91.9 | % | -1.3 | % | ||||||||||||||||||||
| Foreign currency impact |
0.6 | % | 0.0 | % | 0.0 | % | -3.7 | % | -0.4 | % | -5.6 | % | -0.2 | % | -12.7 | % | -18.3 | % | -2.0 | % | ||||||||||||||||||||
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| Comparable growth (f) |
-7.5 | % | -10.6 | % | -5.0 | % | 2.4 | % | -6.5 | % | 23.9 | % | -4.0 | % | 49.5 | % | -92.0 | % | -0.1 | % | ||||||||||||||||||||
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| (a) | Includes impact of integration costs associated with the Pringles acquisition. |
| (b) | Includes mark-to-market adjustments for pension plans and commodity contracts as reflected in cost of goods sold and selling, general and administrative expense. Actuarial gains/losses for pension plans are recognized in the year they occur. A portion of these mark-to-market adjustments were capitalized as inventoriable cost at the end of 2014, 2013, and 2012. The amounts capitalized at the end of 2013 and 2012 have been recognized in the first quarter of 2014 and 2013, respectively. Mark-to-market adjustments for commodities reflect the changes in the fair value of contracts for the difference between contract and market prices for the underlying commodities. The resulting gains/losses are recognized in the quarter they occur. |
| (c) | Costs incurred related primarily to execution of Project K, a four-year efficiency and effectiveness program. The focus of the program will be to strengthen existing businesses in core markets, increase growth in developing and emerging markets, and drive an increased level of value-added innovation. The program is expected to provide a number of benefits, including an optimized supply chain infrastructure, the implementation of global business services, and a new global focus on categories. Prior periods presented have been recast to exclude all restructuring and cost reduction activities from comparable results. Previously, only costs associated with Project K were excluded from comparable results. |
| (d) | Difference in shipping days resulting from 53rd week of business results that occurred in the fourth quarter of 2014. |
| (e) | Consists of costs related to evaluation of potential acquisitions. |
| (f) | Comparable net sales growth and comparable operating profit growth are non-GAAP measures which are reconciled to the directly comparable measure in accordance with U.S. GAAP within this table. We believe the use of such non-GAAP measures provides increased transparency and assists in understanding our comparable operating performance. |
| (g) | We measure the volume impact (tonnage) on revenues based on the stated weight of our product shipments. |
- more -
- 12 -
Kellogg Company and Subsidiaries
Analysis of net sales and operating profit performance
Year ended 2014 versus 2013
| (dollars in millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
North America |
Europe | Latin America |
Asia Pacific |
Corporate | Consolidated | ||||||||||||||||||||||||||||||
| 2014 net sales |
$ | 3,338 | $ | 3,495 | $ | 1,198 | $ | 1,468 | $ | 9,499 | $ | 2,887 | $ | 1,205 | $ | 989 | $ | 0 | $ | 14,580 | ||||||||||||||||||||
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| 2013 net sales |
$ | 3,465 | $ | 3,534 | $ | 1,202 | $ | 1,515 | $ | 9,716 | $ | 2,860 | $ | 1,195 | $ | 1,021 | $ | 0 | $ | 14,792 | ||||||||||||||||||||
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| % change - 2014 vs. 2013: |
||||||||||||||||||||||||||||||||||||||||
| As Reported |
-3.7 | % | -1.1 | % | -0.3 | % | -3.1 | % | -2.2 | % | 0.9 | % | 0.9 | % | -3.1 | % | 0.0 | % | -1.4 | % | ||||||||||||||||||||
| Acquisitions/Divestitures |
0.0 | % | 0.0 | % | -0.2 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | -0.1 | % | 0.0 | % | -0.1 | % | ||||||||||||||||||||
| Integration impact (a) |
0.0 | % | 0.0 | % | 0.0 | % | 0.1 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.3 | % | 0.0 | % | 0.1 | % | ||||||||||||||||||||
| Project K (c) |
0.0 | % | 0.0 | % | 0.0 | % | -0.1 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | ||||||||||||||||||||
| Differences in shipping days (d) |
2.0 | % | 1.3 | % | 1.3 | % | 1.6 | % | 1.6 | % | 1.2 | % | 0.1 | % | 0.9 | % | 0.0 | % | 1.4 | % | ||||||||||||||||||||
| Foreign currency impact |
0.0 | % | 0.0 | % | 0.0 | % | -2.9 | % | -0.4 | % | 0.4 | % | -3.1 | % | -4.9 | % | 0.0 | % | -0.8 | % | ||||||||||||||||||||
| Comparable growth (f) |
-5.7 | % | -2.4 | % | -1.4 | % | -1.8 | % | -3.4 | % | -0.7 | % | 3.9 | % | 0.7 | % | 0.0 | % | -2.0 | % | ||||||||||||||||||||
| Volume (tonnage) (g) |
-3.2 | % | 0.0 | % | -5.4 | % | -0.1 | % | 0.0 | % | -2.6 | % | ||||||||||||||||||||||||||||
| Pricing/mix |
-0.2 | % | -0.7 | % | 9.3 | % | 0.8 | % | 0.0 | % | 0.6 | % | ||||||||||||||||||||||||||||
| (dollars in millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
North America |
Europe | Latin America |
Asia Pacific |
Corporate | Consolidated | ||||||||||||||||||||||||||||||
| 2014 operating profit |
$ | 491 | $ | 395 | $ | 266 | $ | 252 | $ | 1,404 | $ | 240 | $ | 169 | $ | 45 | ($ | 834 | ) | $ | 1,024 | |||||||||||||||||||
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|||||||||||||||||||||
| 2013 operating profit |
$ | 485 | $ | 447 | $ | 265 | $ | 275 | $ | 1,472 | $ | 256 | $ | 157 | $ | 60 | $ | 892 | $ | 2,837 | ||||||||||||||||||||
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|||||||||||||||||||||
| % change - 2014 vs. 2013: |
||||||||||||||||||||||||||||||||||||||||
| As Reported |
1.1 | % | -11.5 | % | 0.4 | % | -8.4 | % | -4.6 | % | -6.2 | % | 7.3 | % | -24.3 | % | -193.4 | % | -63.9 | % | ||||||||||||||||||||
| Acquisitions/Divestitures |
0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | -0.1 | % | 0.0 | % | 0.0 | % | 1.2 | % | 0.0 | % | 0.1 | % | ||||||||||||||||||||
| Integration impact (a) |
0.0 | % | 2.4 | % | 0.0 | % | 0.5 | % | 0.8 | % | 0.9 | % | 0.6 | % | 3.1 | % | 8.0 | % | 1.0 | % | ||||||||||||||||||||
| Mark-to-market (b) |
0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | -203.3 | % | -59.6 | % | ||||||||||||||||||||
| Project K (c) |
8.4 | % | -6.4 | % | 0.7 | % | -2.9 | % | 0.6 | % | -19.3 | % | -1.6 | % | -13.7 | % | -28.5 | % | -2.7 | % | ||||||||||||||||||||
| Differences in shipping days (d) |
3.4 | % | 1.2 | % | 1.0 | % | 2.4 | % | 2.2 | % | 1.8 | % | -1.7 | % | -0.2 | % | -12.9 | % | 1.6 | % | ||||||||||||||||||||
| Other costs impacting comparability (e) |
0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | 0.0 | % | -0.1 | % | 0.0 | % | -0.2 | % | -22.5 | % | -0.3 | % | ||||||||||||||||||||
| Foreign currency impact |
0.1 | % | 0.0 | % | 0.0 | % | -3.2 | % | -0.5 | % | 2.7 | % | 1.5 | % | -5.3 | % | 13.3 | % | -0.1 | % | ||||||||||||||||||||
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| Comparable growth (f) |
-10.8 | % | -8.7 | % | -1.3 | % | -5.2 | % | -7.6 | % | 7.8 | % | 8.5 | % | -9.2 | % | 52.5 | % | -3.9 | % | ||||||||||||||||||||
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|||||||||||||||||||||
| (a) | Includes impact of integration costs associated with the Pringles acquisition. |
| (b) | Includes mark-to-market adjustments for pension plans and commodity contracts as reflected in cost of goods sold and selling, general and administrative expense. Actuarial gains/losses for pension plans are recognized in the year they occur. A portion of these mark-to-market adjustments were capitalized as inventoriable cost at the end of 2014, 2013, and 2012. The amounts capitalized at the end of 2013 and 2012 have been recognized in the first quarter of 2014 and 2013, respectively. Mark-to-market adjustments for commodities reflect the changes in the fair value of contracts for the difference between contract and market prices for the underlying commodities. The resulting gains/losses are recognized in the quarter they occur. |
| (c) | Costs incurred related primarily to execution of Project K, a four-year efficiency and effectiveness program. The focus of the program will be to strengthen existing businesses in core markets, increase growth in developing and emerging markets, and drive an increased level of value-added innovation. The program is expected to provide a number of benefits, including an optimized supply chain infrastructure, the implementation of global business services, and a new global focus on categories. Prior periods presented have been recast to exclude all restructuring and cost reduction activities from comparable results. Previously, only costs associated with Project K were excluded from comparable results. |
| (d) | Difference in shipping days resulting from 53rd week of business results that occurred in the fourth quarter of 2014. |
| (e) | Consists of costs related to evaluation of potential acquisitions. |
| (f) | Comparable net sales growth and comparable operating profit growth are non-GAAP measures which are reconciled to the directly comparable measure in accordance with U.S. GAAP within this table. We believe the use of such non-GAAP measures provides increased transparency and assists in understanding our comparable operating performance. |
| (g) | We measure the volume impact (tonnage) on revenues based on the stated weight of our product shipments. |
- more -
- 13 -
Kellogg Company and Subsidiaries
Restructuring and cost reduction activities
(millions)
| Quarter ended January 3, 2015 | Year-to-date period ended January 3, 2015 | |||||||||||||||||||||||||||||||
| Net Sales | Cost of goods sold |
Selling, general and administrative expense |
Total | Net Sales | Cost of goods sold |
Selling, general and administrative expense |
Total | |||||||||||||||||||||||||
| 2014 |
||||||||||||||||||||||||||||||||
| U.S. Morning Foods |
$ | — | $ | 16 | $ | 3 | $ | 19 | $ | — | $ | 52 | $ | 8 | $ | 60 | ||||||||||||||||
| U.S. Snacks |
— | 12 | 3 | 15 | — | 51 | 6 | 57 | ||||||||||||||||||||||||
| U.S. Specialty |
— | — | 1 | 1 | — | 1 | 2 | 3 | ||||||||||||||||||||||||
| North America Other |
1 | 5 | 1 | 7 | 1 | 13 | 4 | 18 | ||||||||||||||||||||||||
| Europe |
— | 7 | 10 | 17 | — | 37 | 43 | 80 | ||||||||||||||||||||||||
| Latin America |
1 | — | 1 | 2 | 1 | 1 | 6 | 8 | ||||||||||||||||||||||||
| Asia Pacific |
— | 12 | 3 | 15 | — | 29 | 8 | 37 | ||||||||||||||||||||||||
| Corporate |
— | (20 | ) | 18 | (2 | ) | — | (32 | ) | 67 | 35 | |||||||||||||||||||||
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|||||||||||||||||
| Total |
$ | 2 | $ | 32 | $ | 40 | $ | 74 | $ | 2 | $ | 152 | $ | 144 | $ | 298 | ||||||||||||||||
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|||||||||||||||||
| Quarter ended December 28, 2013 | Year-to-date period ended December 28, 2013 | |||||||||||||||||||||||||||||||
| Net Sales | Cost of goods sold |
Selling, general and administrative expense |
Total | Net Sales | Cost of goods sold |
Selling, general and administrative expense |
Total | |||||||||||||||||||||||||
| 2013 |
||||||||||||||||||||||||||||||||
| U.S. Morning Foods |
$ | — | $ | 94 | $ | 3 | $ | 97 | $ | — | $ | 101 | $ | 8 | $ | 109 | ||||||||||||||||
| U.S. Snacks |
— | 17 | 3 | 20 | — | 21 | 9 | 30 | ||||||||||||||||||||||||
| U.S. Specialty |
— | 1 | 1 | 2 | — | 2 | 3 | 5 | ||||||||||||||||||||||||
| North America Other |
— | 8 | 2 | 10 | — | 8 | 3 | 11 | ||||||||||||||||||||||||
| Europe |
— | 18 | 3 | 21 | — | 21 | 6 | 27 | ||||||||||||||||||||||||
| Latin America |
— | 0 | 2 | 2 | — | 1 | 4 | 5 | ||||||||||||||||||||||||
| Asia Pacific |
— | 22 | 3 | 25 | — | 29 | 3 | 32 | ||||||||||||||||||||||||
| Corporate |
— | 12 | 12 | 24 | — | 12 | 19 | 31 | ||||||||||||||||||||||||
|
|
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|
|
|
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|
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|
|
|
|
|
|
|||||||||||||||||
| Total |
$ | — | $ | 172 | $ | 29 | $ | 201 | $ | — | $ | 195 | $ | 55 | $ | 250 | ||||||||||||||||
|
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|
|||||||||||||||||
| 2014 Variance - better(worse) than 2013 |
||||||||||||||||||||||||||||||||
| U.S. Morning Foods |
$ | — | $ | 78 | $ | — | $ | 78 | $ | — | $ | 49 | $ | — | $ | 49 | ||||||||||||||||
| U.S. Snacks |
— | 6 | — | 6 | — | (30 | ) | 3 | (27 | ) | ||||||||||||||||||||||
| U.S. Specialty |
— | 1 | — | 1 | — | 1 | 1 | 2 | ||||||||||||||||||||||||
| North America Other |
(1 | ) | 3 | 1 | 3 | (1 | ) | (5 | ) | (1 | ) | (7 | ) | |||||||||||||||||||
| Europe |
— | 11 | (7 | ) | 4 | — | (16 | ) | (37 | ) | (53 | ) | ||||||||||||||||||||
| Latin America |
(1 | ) | (1 | ) | 2 | — | (1 | ) | — | (2 | ) | (3 | ) | |||||||||||||||||||
| Asia Pacific |
— | 11 | (1 | ) | 10 | — | — | (5 | ) | (5 | ) | |||||||||||||||||||||
| Corporate |
— | 32 | (5 | ) | 27 | — | 44 | (48 | ) | (4 | ) | |||||||||||||||||||||
|
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|
|||||||||||||||||
| Total |
$ | (2 | ) | $ | 141 | $ | (10 | ) | $ | 129 | $ | (2 | ) | $ | 43 | $ | (89 | ) | $ | (48 | ) | |||||||||||
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- more -
- 14 -
Kellogg Company and Subsidiaries
Integration Costs*
(millions)
| Quarter ended January 3, 2015 | Year-to-date period ended January 3, 2015 | |||||||||||||||||||||||||||||||
| Net Sales | Cost of goods sold |
Selling, general and administrative expense |
Total | Net Sales | Cost of goods sold |
Selling, general and administrative expense |
Total | |||||||||||||||||||||||||
| 2014 |
||||||||||||||||||||||||||||||||
| U.S. Snacks |
$ | — | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | $ | — | ||||||||||||||||
| North America Other |
— | — | — | — | — | — | — | — | ||||||||||||||||||||||||
| Europe |
— | 4 | 11 | 15 | — | 18 | 18 | 36 | ||||||||||||||||||||||||
| Latin America |
— | — | — | — | — | — | — | — | ||||||||||||||||||||||||
| Asia Pacific |
1 | 2 | 1 | 4 | 1 | 4 | 2 | 7 | ||||||||||||||||||||||||
| Corporate |
— | — | (1 | ) | (1 | ) | — | — | — | — | ||||||||||||||||||||||
|
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|
|
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|
|
|||||||||||||||||
| Total |
$ | 1 | $ | 6 | $ | 11 | $ | 18 | $ | 1 | $ | 22 | $ | 20 | $ | 43 | ||||||||||||||||
|
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|||||||||||||||||
| Quarter ended December 28, 2013 | Year-to-date period ended December 28, 2013 | |||||||||||||||||||||||||||||||
| Net Sales | Cost of goods sold |
Selling, general and administrative expense |
Total | Net Sales | Cost of goods sold |
Selling, general and administrative expense |
Total | |||||||||||||||||||||||||
| 2013 |
||||||||||||||||||||||||||||||||
| U.S. Snacks |
$ | — | $ | — | $ | 1 | 1 | $ | — | $ | 1 | $ | 11 | $ | 12 | |||||||||||||||||
| North America Other |
— | — | — | — | 1 | — | — | 1 | ||||||||||||||||||||||||
| Europe |
— | 6 | 10 | 16 | — | 13 | 21 | 34 | ||||||||||||||||||||||||
| Latin America |
— | — | — | — | — | — | 1 | 1 | ||||||||||||||||||||||||
| Asia Pacific |
— | — | — | — | 4 | 1 | 6 | 11 | ||||||||||||||||||||||||
| Corporate |
— | — | — | — | — | — | 6 | 6 | ||||||||||||||||||||||||
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|
|||||||||||||||||
| Total |
$ | — | $ | 6 | $ | 11 | $ | 17 | $ | 5 | $ | 15 | $ | 45 | $ | 65 | ||||||||||||||||
|
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|
|||||||||||||||||
| 2014 Variance - better(worse) than 2013 |
||||||||||||||||||||||||||||||||
| U.S. Snacks |
$ | — | $ | — | $ | 1 | $ | 1 | $ | — | $ | 1 | $ | 11 | $ | 12 | ||||||||||||||||
| North America Other |
— | — | — | — | 1 | — | — | 1 | ||||||||||||||||||||||||
| Europe |
— | 2 | (1 | ) | 1 | — | (5 | ) | 3 | (2 | ) | |||||||||||||||||||||
| Latin America |
— | — | — | — | — | — | 1 | 1 | ||||||||||||||||||||||||
| Asia Pacific |
(1 | ) | (2 | ) | (1 | ) | (4 | ) | 3 | (3 | ) | 4 | 4 | |||||||||||||||||||
| Corporate |
— | — | 1 | 1 | — | — | 6 | 6 | ||||||||||||||||||||||||
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|
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|
|
|||||||||||||||||
| Total |
$ | (1 | ) | $ | — | $ | 0 | $ | (1 | ) | $ | 4 | $ | (7 | ) | $ | 25 | $ | 22 | |||||||||||||
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|||||||||||||||||
| * | Integration costs are charges incurred by the Company as a direct result of the work performed for the acquisition of the Pringles business. |
- more -
- 15 -
Kellogg Company and Subsidiaries
Reconciliation of Non-GAAP Amounts - Reported Net Sales to Comparable Net Sales
Quarter ended January 3, 2015
| (millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
Europe | Latin America | Asia Pacific | Corporate | Kellogg Consolidated |
|||||||||||||||||||||||||||
| Reported Net Sales |
$ | 816 | $ | 850 | $ | 280 | $ | 357 | $ | 681 | $ | 287 | $ | 243 | $ | 0 | $ | 3,514 | ||||||||||||||||||
| Integration impact (a) |
— | — | — | — | — | — | (1 | ) | — | (1 | ) | |||||||||||||||||||||||||
| Project K (b) |
— | — | — | (1 | ) | — | (1 | ) | — | — | (2 | ) | ||||||||||||||||||||||||
| Differences in shipping days (c) |
70 | 46 | 16 | 24 | 32 | 1 | 8 | — | 197 | |||||||||||||||||||||||||||
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|||||||||||||||||||
| Comparable Net Sales (d) |
$ | 746 | $ | 804 | $ | 264 | $ | 334 | $ | 649 | $ | 287 | $ | 236 | $ | 0 | $ | 3,320 | ||||||||||||||||||
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Quarter ended December 28, 2013
| (millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
Europe | Latin America | Asia Pacific | Corporate | Kellogg Consolidated |
|||||||||||||||||||||||||||
| Reported Net Sales |
$ | 808 | $ | 830 | $ | 270 | $ | 342 | $ | 716 | $ | 281 | $ | 254 | $ | 0 | $ | 3,501 | ||||||||||||||||||
| Integration impact (a) |
— | — | — | — | — | — | — | — | — | |||||||||||||||||||||||||||
| Project K (b) |
— | — | — | — | — | — | — | — | — | |||||||||||||||||||||||||||
| Differences in shipping days (c) |
— | — | — | — | — | — | — | — | — | |||||||||||||||||||||||||||
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| Comparable Net Sales (d) |
$ | 808 | $ | 830 | $ | 270 | $ | 342 | $ | 716 | $ | 281 | $ | 254 | $ | 0 | $ | 3,501 | ||||||||||||||||||
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| (a) | Includes impact of integration costs associated with the Pringles acquisition. |
| (b) | Costs incurred related primarily to execution of Project K, a four-year efficiency and effectiveness program. The focus of the program will be to strengthen existing businesses in core markets, increase growth in developing and emerging markets, and drive an increased level of value-added innovation. The program is expected to provide a number of benefits, including an optimized supply chain infrastructure, the implementation of global business services, and a new global focus on categories. Prior periods presented have been recast to exclude all restructuring and cost reduction activities from comparable results. Previously, only costs associated with Project K were excluded from comparable results. |
| (c) | Difference in shipping days resulting from 53rd week of business results that occurred in the fourth quarter of 2014. |
| (d) | Comparable net sales and comparable operating profit are non-GAAP measures which are reconciled to the directly comparable measure in accordance with U.S. GAAP within this table. We believe the use of such non-GAAP measures provides increased transparency and assists in understanding our comparable operating performance. |
- more -
- 16 -
Kellogg Company and Subsidiaries
Reconciliation of Non-GAAP Amounts - Reported Net Sales to Comparable Net Sales
Year-to-date period ended January 3, 2015
| (millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
Europe | Latin America | Asia Pacific | Corporate | Kellogg Consolidated |
|||||||||||||||||||||||||||
| Reported Net Sales |
$ | 3,338 | $ | 3,495 | $ | 1,198 | $ | 1,468 | $ | 2,887 | $ | 1,205 | $ | 989 | $ | 0 | $ | 14,580 | ||||||||||||||||||
| Integration impact (a) |
— | — | — | — | — | — | (1 | ) | — | (1 | ) | |||||||||||||||||||||||||
| Project K (b) |
— | — | — | (1 | ) | — | (1 | ) | — | — | (2 | ) | ||||||||||||||||||||||||
| Differences in shipping days (c) |
70 | 46 | 16 | 24 | 32 | 1 | 8 | — | 197 | |||||||||||||||||||||||||||
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|||||||||||||||||||
| Comparable Net Sales (d) |
$ | 3,268 | $ | 3,449 | $ | 1,182 | $ | 1,445 | $ | 2,855 | $ | 1,205 | $ | 982 | $ | 0 | $ | 14,386 | ||||||||||||||||||
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Year-to-date period ended December 28, 2013
| (millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
Europe | Latin America | Asia Pacific | Corporate | Kellogg Consolidated |
|||||||||||||||||||||||||||
| Reported Net Sales |
$ | 3,465 | $ | 3,534 | $ | 1,202 | $ | 1,515 | $ | 2,860 | $ | 1,195 | $ | 1,021 | $ | 0 | $ | 14,792 | ||||||||||||||||||
| Integration impact (a) |
— | — | — | (1 | ) | — | — | (4 | ) | — | (5 | ) | ||||||||||||||||||||||||
| Project K (b) |
— | — | — | — | — | — | — | — | — | |||||||||||||||||||||||||||
| Differences in shipping days (c) |
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| Comparable Net Sales (d) |
$ | 3,465 | $ | 3,534 | $ | 1,202 | $ | 1,516 | $ | 2,860 | $ | 1,195 | $ | 1,025 | $ | 0 | $ | 14,797 | ||||||||||||||||||
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| (a) | Includes impact of integration costs associated with the Pringles acquisition. |
| (b) | Costs incurred related primarily to execution of Project K, a four-year efficiency and effectiveness program. The focus of the program will be to strengthen existing businesses in core markets, increase growth in developing and emerging markets, and drive an increased level of value-added innovation. The program is expected to provide a number of benefits, including an optimized supply chain infrastructure, the implementation of global business services, and a new global focus on categories. Prior periods presented have been recast to exclude all restructuring and cost reduction activities from comparable results. Previously, only costs associated with Project K were excluded from comparable results. |
| (c) | Difference in shipping days resulting from 53rd week of business results that occurred in the fourth quarter of 2014. |
| (d) | Comparable net sales and comparable operating profit are non-GAAP measures which are reconciled to the directly comparable measure in accordance with U.S. GAAP within this table. We believe the use of such non-GAAP measures provides increased transparency and assists in understanding our comparable operating performance. |
- more -
- 17 -
Kellogg Company and Subsidiaries
Reconciliation of Non-GAAP Amounts - Reported Operating Profit to Comparable Operating Profit
Quarter ended January 3, 2015
| (millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
Europe | Latin America | Asia Pacific | Corporate | Kellogg Consolidated |
|||||||||||||||||||||||||||
| Reported Operating Profit |
$ | 102 | $ | 103 | $ | 57 | $ | 60 | $ | 59 | $ | 24 | $ | 13 | $ | (840 | ) | ($ | 422 | ) | ||||||||||||||||
| Integration impact (a) |
— | — | — | — | (15 | ) | — | (4 | ) | 1 | (18 | ) | ||||||||||||||||||||||||
| Mark-to-market (b) |
— | — | — | — | — | — | — | (822 | ) | (822 | ) | |||||||||||||||||||||||||
| Project K (c) |
(19 | ) | (15 | ) | (1 | ) | (7 | ) | (17 | ) | (2 | ) | (15 | ) | 2 | (74 | ) | |||||||||||||||||||
| Differences in shipping days (d) |
20 | 6 | 3 | 7 | 6 | (3 | ) | — | (3 | ) | 36 | |||||||||||||||||||||||||
| Other costs impacting comparability (e) |
— | — | — | — | — | — | — | (6 | ) | (6 | ) | |||||||||||||||||||||||||
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|||||||||||||||||||
| Comparable Operating Profit (f) |
$ | 101 | $ | 112 | $ | 55 | $ | 60 | $ | 85 | $ | 29 | $ | 32 | $ | (12 | ) | $ | 462 | |||||||||||||||||
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Quarter ended December 28, 2013
| (millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
Europe | Latin America | Asia Pacific | Corporate | Kellogg Consolidated |
|||||||||||||||||||||||||||
| Reported Operating Profit |
$ | 10 | $ | 106 | $ | 55 | $ | 52 | $ | 36 | $ | 28 | ($ | 3 | ) | $ | 976 | $ | 1,260 | |||||||||||||||||
| Integration impact (a) |
— | (1 | ) | — | — | (16 | ) | — | — | — | (17 | ) | ||||||||||||||||||||||||
| Mark-to-market (b) |
— | — | — | — | — | — | — | 1,006 | 1,006 | |||||||||||||||||||||||||||
| Project K (c) |
(97 | ) | (20 | ) | (2 | ) | (10 | ) | (21 | ) | (2 | ) | (25 | ) | (24 | ) | (201 | ) | ||||||||||||||||||
| Differences in shipping days (d) |
— | — | — | — | — | — | — | — | — | |||||||||||||||||||||||||||
| Other costs impacting comparability (e) |
— | — | — | — | — | — | — | — | — | |||||||||||||||||||||||||||
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| Comparable Operating Profit (f) |
$ | 107 | $ | 127 | $ | 57 | $ | 62 | $ | 73 | $ | 30 | $ | 22 | $ | (6 | ) | $ | 472 | |||||||||||||||||
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| (a) | Includes impact of integration costs associated with the Pringles acquisition. |
| (b) | Includes mark-to-market adjustments for pension plans and commodity contracts as reflected in cost of goods sold and selling, general and administrative expense. Actuarial gains/losses for pension plans are recognized in the year they occur. A portion of these mark-to-market adjustments were capitalized as inventoriable cost at the end of 2014, 2013, and 2012. The amounts capitalized at the end of 2013 and 2012 have been recognized in the first quarter of 2014 and 2013, respectively. Mark-to-market adjustments for commodities reflect the changes in the fair value of contracts for the difference between contract and market prices for the underlying commodities. The resulting gains/losses are recognized in the quarter they occur. |
| (c) | Costs incurred related primarily to execution of Project K, a four-year efficiency and effectiveness program. The focus of the program will be to strengthen existing businesses in core markets, increase growth in developing and emerging markets, and drive an increased level of value-added innovation. The program is expected to provide a number of benefits, including an optimized supply chain infrastructure, the implementation of global business services, and a new global focus on categories. Prior periods presented have been recast to exclude all restructuring and cost reduction activities from comparable results. Previously, only costs associated with Project K were excluded from comparable results. |
| (d) | Difference in shipping days resulting from 53rd week of business results that occurred in the fourth quarter of 2014. |
| (e) | Consists of costs related to evaluation of potential acquisitions. |
| (f) | Comparable net sales and comparable operating profit are non-GAAP measures which are reconciled to the directly comparable measure in accordance with U.S. GAAP within this table. We believe the use of such non-GAAP measures provides increased transparency and assists in understanding our comparable operating performance. |
- more -
- 18 -
Kellogg Company and Subsidiaries
Reconciliation of Non-GAAP Amounts - Reported Operating Profit to Comparable Operating Profit
Year-to-date period ended January 3, 2015
| (millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
Europe | Latin America | Asia Pacific | Corporate | Kellogg Consolidated |
|||||||||||||||||||||||||||
| Reported Operating Profit |
$ | 491 | $ | 395 | $ | 266 | $ | 252 | $ | 240 | $ | 169 | $ | 45 | $ | (834 | ) | $ | 1,024 | |||||||||||||||||
| Integration impact (a) |
— | — | — | — | (36 | ) | — | (7 | ) | — | (43 | ) | ||||||||||||||||||||||||
| Mark-to-market (b) |
— | — | — | — | — | — | — | (784 | ) | (784 | ) | |||||||||||||||||||||||||
| Project K (c) |
(60 | ) | (57 | ) | (3 | ) | (18 | ) | (80 | ) | (8 | ) | (37 | ) | (35 | ) | (298 | ) | ||||||||||||||||||
| Differences in shipping days (d) |
20 | 6 | 3 | 7 | 6 | (3 | ) | — | (3 | ) | 36 | |||||||||||||||||||||||||
| Other costs impacting comparability (e) |
— | — | — | — | — | — | — | (6 | ) | (6 | ) | |||||||||||||||||||||||||
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| Comparable Operating Profit (f) |
$ | 531 | $ | 446 | $ | 266 | $ | 263 | $ | 350 | $ | 180 | $ | 89 | $ | (6 | ) | $ | 2,119 | |||||||||||||||||
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Year-to-date period ended December 28, 2013
| (millions) |
U.S. Morning Foods |
U.S. Snacks |
U.S. Specialty |
N. America Other |
Europe | Latin America | Asia Pacific | Corporate | Kellogg Consolidated |
|||||||||||||||||||||||||||
| Reported Operating Profit |
$ | 485 | $ | 447 | $ | 265 | $ | 275 | $ | 256 | $ | 157 | $ | 60 | $ | 892 | $ | 2,837 | ||||||||||||||||||
| Integration impact (a) |
— | (12 | ) | — | (1 | ) | (34 | ) | (1 | ) | (11 | ) | (6 | ) | (65 | ) | ||||||||||||||||||||
| Mark-to-market (b) |
— | — | — | — | — | — | — | 947 | 947 | |||||||||||||||||||||||||||
| Project K (c) |
(109 | ) | (30 | ) | (5 | ) | (11 | ) | (27 | ) | (5 | ) | (32 | ) | (31 | ) | (250 | ) | ||||||||||||||||||
| Differences in shipping days (d) |
— | — | — | — | — | — | — | — | — | |||||||||||||||||||||||||||
| Other costs impacting comparability (e) |
— | — | — | — | — | — | — | — | — | |||||||||||||||||||||||||||
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| Comparable Operating Profit (f) |
$ | 594 | $ | 489 | $ | 270 | $ | 287 | $ | 317 | $ | 163 | $ | 103 | $ | (18 | ) | $ | 2,205 | |||||||||||||||||
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| (a) | Includes impact of integration costs associated with the Pringles acquisition. |
| (b) | Includes mark-to-market adjustments for pension plans and commodity contracts as reflected in cost of goods sold and selling, general and administrative expense. Actuarial gains/losses for pension plans are recognized in the year they occur. A portion of these mark-to-market adjustments were capitalized as inventoriable cost at the end of 2014, 2013, and 2012. The amounts capitalized at the end of 2013 and 2012 have been recognized in the first quarter of 2014 and 2013, respectively. Mark-to-market adjustments for commodities reflect the changes in the fair value of contracts for the difference between contract and market prices for the underlying commodities. The resulting gains/losses are recognized in the quarter they occur. |
| (c) | Costs incurred related primarily to execution of Project K, a four-year efficiency and effectiveness program. The focus of the program will be to strengthen existing businesses in core markets, increase growth in developing and emerging markets, and drive an increased level of value-added innovation. The program is expected to provide a number of benefits, including an optimized supply chain infrastructure, the implementation of global business services, and a new global focus on categories. Prior periods presented have been recast to exclude all restructuring and cost reduction activities from comparable results. Previously, only costs associated with Project K were excluded from comparable results. |
| (d) | Difference in shipping days resulting from 53rd week of business results that occurred in the fourth quarter of 2014. |
| (e) | Consists of costs related to evaluation of potential acquisitions. |
| (f) | Comparable net sales and comparable operating profit are non-GAAP measures which are reconciled to the directly comparable measure in accordance with U.S. GAAP within this table. We believe the use of such non-GAAP measures provides increased transparency and assists in understanding our comparable operating performance. |
- more -
- 19 -
Kellogg Company and Subsidiaries
Reconciliation of Non-GAAP Amounts - Reported EPS to Comparable EPS
| Quarter ended | Year-to-date period ended | |||||||||||||||
| January 3, 2015 |
December 28, 2013 |
January 3, 2015 |
December 28, 2013 |
|||||||||||||
| Reported EPS |
($ | 0.82 | ) | $ | 2.24 | $ | 1.75 | $ | 4.94 | |||||||
| Pringles integration costs (a) |
(0.04 | ) | (0.03 | ) | (0.09 | ) | (0.13 | ) | ||||||||
| Mark-to-market (b) |
(1.52 | ) | 1.83 | (1.42 | ) | 1.72 | ||||||||||
| Project K (c) |
(0.16 | ) | (0.41 | ) | (0.61 | ) | (0.50 | ) | ||||||||
| Differences in shipping days (d) |
0.07 | — | 0.07 | — | ||||||||||||
| Other costs impacting comparability (e) |
(0.01 | ) | — | (0.01 | ) | — | ||||||||||
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|||||||||
| Comparable EPS (f) |
$ | 0.84 | $ | 0.85 | $ | 3.81 | $ | 3.85 | ||||||||
| Impact of foreign currency translation |
($ | 0.02 | ) | ($ | 0.01 | ) | ||||||||||
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|||||||||
| Currency-neutral comparable EPS |
$ | 0.86 | $ | 3.82 | ||||||||||||
| (a) | Includes impact of integration costs associated with the Pringles acquisition. |
| (b) | Includes mark-to-market adjustments for pension plans and commodity contracts as reflected in cost of goods sold and selling, general and administrative expense. Actuarial gains/losses for pension plans are recognized in the year they occur. A portion of these mark-to-market adjustments were capitalized as inventoriable cost at the end of 2014, 2013, and 2012. The amounts capitalized at the end of 2013 and 2012 have been recognized in the first quarter of 2014 and 2013, respectively. Mark-to-market adjustments for commodities reflect the changes in the fair value of contracts for the difference between contract and market prices for the underlying commodities. The resulting gains/losses are recognized in the quarter they occur. |
| (c) | Costs incurred related primarily to execution of Project K, a four-year efficiency and effectiveness program. The focus of the program will be to strengthen existing businesses in core markets, increase growth in developing and emerging markets, and drive an increased level of value-added innovation. The program is expected to provide a number of benefits, including an optimized supply chain infrastructure, the implementation of global business services, and a new global focus on categories. Prior periods presented have been recast to exclude all restructuring and cost reduction activities from comparable results. Previously, only costs associated with Project K were excluded from comparable results. |
| (d) | Difference in shipping days resulting from 53rd week of business results that occurred in the fourth quarter of 2014. |
| (e) | Consists of costs related to evaluation of potential acquisitions. |
| (f) | Comparable EPS is a non-GAAP measure which is reconciled to the directly comparable measure in accordance with U.S. GAAP within this table. We believe the use of such non-GAAP measures provides increased transparency and assists in understanding our comparable operating performance. |
- more -
- 20 -
Kellogg Company and Subsidiaries
Reconciliation of Non-GAAP Amounts
Reported Effective Tax Rate to Comparable Effective Tax Rate
| Quarter ended January 3, 2015 |
Year-to-date
period ended January 3, 2015 |
|||||||
| Reported Effective Tax Rate |
39.1 | % | 22.6 | % | ||||
| Integration impact |
-0.1 | % | 0.0 | % | ||||
| Mark-to-market (a) |
12.1 | % | -5.8 | % | ||||
| Project K (b) |
0.5 | % | 0.2 | % | ||||
| Differences in shipping days (c) |
0.2 | % | 0.0 | % | ||||
| Other costs impacting comparability (d) |
-0.1 | % | 0.0 | % | ||||
|
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|
|||||
| Comparable Effective Tax Rate (e) |
26.5 | % | 28.2 | % | ||||
|
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|
|||||
| (a) | Mark-to-market adjustments, in general, were incurred in jurisdictions with tax rates higher than our reported effective tax rate during the quarter and year-to-date period ended January 3, 2015. |
| (b) | Costs incurred related to the execution of restructuring and cost reduction activities, in general, were incurred in jurisdictions with tax rates lower than our effective tax rate during the quarter and year-to-date period ended January 3, 2015. |
| (c) | Difference in shipping days resulting from 53rd week of business results that occurred in the fourth quarter of 2014. |
| (d) | Consists of costs related to evaluation of potential acquisitions. |
| (e) | Comparable effective tax rate is reconciled to the directly comparable measure in accordance with U.S. GAAP within this table. |
- more -
- 21 -