Form 10K 2011
Form 10K 2011
Form 10K 2011
FORM 10-K
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES
EXCHANGE ACT OF 1934
For the fiscal year ended December 31, 2011
OR
20FEB200902055832
(Exact name of Registrant as specified in its charter)
DELAWARE
58-0628465
(State or other jurisdiction of
(IRS Employer
incorporation or organization)
Identification No.)
One Coca-Cola Plaza
Atlanta, Georgia
30313
(Address of principal executive offices)
(Zip Code)
Registrants telephone number, including area code: (404) 676-2121
Securities registered pursuant to Section 12(b) of the Act:
Title of each class
Accelerated filer
Non-accelerated filer
Smaller reporting company
(Do not check if a smaller reporting company)
Indicate by check mark if the Registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes No
The aggregate market value of the common equity held by non-affiliates of the Registrant (assuming for these purposes, but
without conceding, that all executive officers and Directors are affiliates of the Registrant) as of July 1, 2011, the last
business day of the Registrants most recently completed second fiscal quarter, was $148,385,503,727 (based on the closing sale
price of the Registrants Common Stock on that date as reported on the New York Stock Exchange).
The number of shares outstanding of the Registrants Common Stock as of February 20, 2012, was 2,263,204,221.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the Companys Proxy Statement for the Annual Meeting of Shareowners to be held on April 25, 2012, are
incorporated by reference in Part III.
Table of Contents
Page
Forward-Looking Statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Part I
Item
Item
Item
Item
Item
Item
Item
1.
1A.
1B.
2.
3.
4.
X.
Business . . . . . . . . . . . . . . . . . . .
Risk Factors . . . . . . . . . . . . . . . .
Unresolved Staff Comments . . . . .
Properties . . . . . . . . . . . . . . . . . .
Legal Proceedings . . . . . . . . . . . .
Mine Safety Disclosures . . . . . . . .
Executive Officers of the Company
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1
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25
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76
77
150
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150
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150
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151
151
151
159
Part II
Item 5.
Item
Item
Item
Item
Item
Item
Item
6.
7.
7A.
8.
9.
9A.
9B.
Part III
Item
Item
Item
Item
Item
10.
11.
12.
13.
14.
Part IV
Item 15.
FORWARD-LOOKING STATEMENTS
This report contains information that may constitute forward-looking statements. Generally, the words believe, expect, intend,
estimate, anticipate, project, will and similar expressions identify forward-looking statements, which generally are not historical
in nature. However, the absence of these words or similar expressions does not mean that a statement is not forward-looking. All
statements that address operating performance, events or developments that we expect or anticipate will occur in the future including
statements relating to volume growth, share of sales and earnings per share growth, and statements expressing general views about future
operating results are forward-looking statements. Management believes that these forward-looking statements are reasonable as and
when made. However, caution should be taken not to place undue reliance on any such forward-looking statements because such
statements speak only as of the date when made. Our Company undertakes no obligation to publicly update or revise any forwardlooking statements, whether as a result of new information, future events or otherwise, except as required by law. In addition, forwardlooking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from our Companys
historical experience and our present expectations or projections. These risks and uncertainties include, but are not limited to, those
described in Part I, Item 1A. Risk Factors and elsewhere in this report and those described from time to time in our future reports
filed with the Securities and Exchange Commission.
PART I
ITEM 1. BUSINESS
In this report, the terms The Coca-Cola Company, Company, we, us and our mean The Coca-Cola Company and all
entities included in our consolidated financial statements.
General
The Coca-Cola Company is the worlds largest beverage company. We own or license and market more than 500 nonalcoholic
beverage brands, primarily sparkling beverages but also a variety of still beverages such as waters, enhanced waters, juices and
juice drinks, ready-to-drink teas and coffees, and energy and sports drinks. We own and market four of the worlds top five
nonalcoholic sparkling beverage brands: Coca-Cola, Diet Coke, Fanta and Sprite. Finished beverage products bearing our
trademarks, sold in the United States since 1886, are now sold in more than 200 countries.
We make our branded beverage products available to consumers throughout the world through our network of Company-owned
or controlled bottling and distribution operations as well as independently owned bottling partners, distributors, wholesalers and
retailers the worlds largest beverage distribution system. Of the approximately 56 billion beverage servings of all types
consumed worldwide every day, beverages bearing trademarks owned by or licensed to us account for more than 1.7 billion.
We believe that our success depends on our ability to connect with consumers by providing them with a wide variety of options to
meet their desires, needs and lifestyle choices. Our success further depends on the ability of our people to execute effectively,
every day.
Our goal is to use our Companys assets our brands, financial strength, unrivaled distribution system, global reach and the
talent and strong commitment of our management and associates to become more competitive and to accelerate growth in a
manner that creates value for our shareowners.
We were incorporated in September 1919 under the laws of the State of Delaware and succeeded to the business of a Georgia
corporation with the same name that had been organized in 1892.
Acquisition of Coca-Cola Enterprises Inc.s North American Business and Related Transactions
On October 2, 2010, we acquired the North American business of Coca-Cola Enterprises Inc. (CCE), one of our major bottlers,
consisting of CCEs production, sales and distribution operations in the United States, Canada, the British Virgin Islands, the
United States Virgin Islands and the Cayman Islands, and a substantial majority of CCEs corporate segment. CCE shareowners
other than the Company exchanged their CCE common stock for common stock in a new entity named Coca-Cola
Enterprises, Inc. (New CCE), which after the closing of the transaction continued to hold the European operations that had
been held by CCE prior to the acquisition. The Company does not have any ownership interest in New CCE. Upon completion of
the CCE transaction, we combined the management of the acquired North American business with the management of our
existing foodservice business; Minute Maid and Odwalla juice businesses; North America supply chain operations; and Companyowned bottling operations in Philadelphia, Pennsylvania, into a unified bottling and customer service organization called
Coca-Cola Refreshments (CCR). In addition, we reshaped our remaining Coca-Cola North America (CCNA) operations into
an organization that primarily provides franchise leadership and consumer marketing and innovation for the North American
market. As a result of the transaction and related reorganization, our North American businesses operate as aligned and agile
organizations with distinct capabilities, responsibilities and strengths.
In contemplation of the closing of our acquisition of CCEs North American business, we reached an agreement with Dr Pepper
Snapple Group, Inc. (DPS) to distribute certain DPS brands in territories where DPS brands had been distributed by CCE prior
to the CCE transaction. Under the terms of our agreement with DPS, concurrently with the closing of the CCE transaction, we
entered into license agreements with DPS to distribute Dr Pepper trademark brands in the U.S., Canada Dry in the Northeast
U.S., and Canada Dry and C Plus in Canada, and we made a net one-time cash payment of $715 million to DPS. Under the
license agreements, the Company agreed to meet certain performance obligations to distribute DPS products in retail and
foodservice accounts and vending machines. The license agreements have initial terms of 20 years, with automatic 20-year renewal
periods unless otherwise terminated under the terms of the agreements. The license agreements replaced agreements between
DPS and CCE existing immediately prior to the completion of the CCE transaction. In addition, we entered into an agreement
with DPS to include Dr Pepper and Diet Dr Pepper in our Coca-Cola Freestyle fountain dispensers in certain outlets throughout
the United States. The Coca-Cola Freestyle agreement has a term of 20 years.
On October 2, 2010, we sold all of our ownership interests in Coca-Cola Drikker AS (the Norwegian bottling operation) and
Coca-Cola Drycker Sverige AB (the Swedish bottling operation) to New CCE for $0.9 billion in cash. In addition, in connection
with the acquisition of CCEs North American business, we granted to New CCE the right to negotiate the acquisition of our
majority interest in our German bottler at any time from 18 to 39 months after February 25, 2010, at the then current fair value
and subject to terms and conditions as mutually agreed.
Operating Segments
The Companys operating structure is the basis for our internal financial reporting. As of December 31, 2011, our operating
structure included the following operating segments, the first six of which are sometimes referred to as operating groups or
groups:
Eurasia and Africa
Europe
Latin America
North America
Pacific
Bottling Investments
Corporate
Our North America operating segment includes the CCE North American business we acquired on October 2, 2010. Except to the
extent that differences among operating segments are material to an understanding of our business taken as a whole, the
description of our business in this report is presented on a consolidated basis.
For financial information about our operating segments and geographic areas, refer to Note 19 of Notes to Consolidated Financial
Statements set forth in Part II, Item 8. Financial Statements and Supplementary Data of this report, incorporated herein by
reference. For certain risks attendant to our non-U.S. operations, refer to Item 1A. Risk Factors below.
Company Trademark Beverages means beverages bearing our trademarks and certain other beverage products bearing
trademarks licensed to us by third parties for which we provide marketing support and from the sale of which we derive
economic benefit; and
Trademark Coca-Cola Beverages or Trademark Coca-Cola means beverages bearing the trademark Coca-Cola or any
trademark that includes Coca-Cola or Coke (that is, Coca-Cola, Diet Coke and Coca-Cola Zero and all their variations and
line extensions, including Coca-Cola Light, caffeine free Diet Coke, Cherry Coke, etc.). Likewise, when we use the
capitalized word Trademark together with the name of one of our other beverage products (such as Trademark Fanta,
Trademark Sprite or Trademark Simply), we mean beverages bearing the indicated trademark (that is, Fanta, Sprite or
Simply, respectively) and all its variations and line extensions (such that Trademark Fanta includes Fanta Orange, Fanta
Zero Orange and Fanta Apple; Trademark Sprite includes Sprite, Diet Sprite, Sprite Zero and Sprite Light; and
Trademark Simply includes Simply Orange, Simply Apple and Simply Grapefruit).
Our Company markets, manufactures and sells:
beverage concentrates, sometimes referred to as beverage bases, and syrups, including fountain syrups (we refer to this
part of our business as our concentrate business or concentrate operations); and
finished sparkling and still beverages (we refer to this part of our business as our finished products business or finished
products operations).
Generally, finished products operations generate higher net operating revenues but lower gross profit margins than concentrate
operations.
In our concentrate operations, we typically generate net operating revenues by selling concentrates and syrups to authorized
bottling and canning operations (to which we typically refer as our bottlers or our bottling partners). Our bottling partners
either combine the concentrates with sweeteners (depending on the product), still water and/or sparkling water, or combine the
syrups with sparkling water to produce finished beverages. The finished beverages are packaged in authorized containers bearing
our trademarks or trademarks licensed to us such as cans and refillable and nonrefillable glass and plastic bottles and are
then sold to retailers directly or, in some cases, through wholesalers or other bottlers. Outside the United States, we also sell
concentrates for fountain beverages to our bottling partners who are typically authorized to manufacture fountain syrups, which
they sell to fountain retailers such as restaurants and convenience stores which use the fountain syrups to produce beverages for
immediate consumption, or to fountain wholesalers who in turn sell and distribute the fountain syrups to fountain retailers.
Our finished products operations consist primarily of the production, sales and distribution operations managed by CCR and our
Company-owned or controlled bottling and distribution operations. CCR is included in our North America operating segment, and
our Company-owned or controlled bottling and distribution operations are included in our Bottling Investments operating
segment. Our finished products operations generate net operating revenues by selling sparkling beverages and a variety of still
beverages, such as juices and juice drinks, energy and sports drinks, ready-to-drink teas and coffees, and certain water products, to
retailers or to distributors, wholesalers and bottling partners who distribute them to retailers. In addition, in the United States, we
manufacture fountain syrups and sell them to fountain retailers, such as restaurants and convenience stores who use the fountain
syrups to produce beverages for immediate consumption, or to authorized fountain wholesalers or bottling partners who resell the
fountain syrups to fountain retailers. In the United States, we authorize wholesalers to resell our fountain syrups through
nonexclusive appointments that neither restrict us in setting the prices at which we sell fountain syrups to the wholesalers nor
restrict the territories in which the wholesalers may resell in the United States.
For information about net operating revenues and unit case volume related to our concentrate operations and finished products
operations, respectively, refer to the heading Our Business General in Part II, Item 7. Managements Discussion and
Analysis of Financial Condition and Results of Operations of this report, which is incorporated herein by reference.
Most of our branded beverage products, particularly outside of North America, are manufactured, sold and distributed by
independently owned and managed bottling partners. However, from time to time we acquire or take control of bottling or
canning operations, often in underperforming markets where we believe we can use our resources and expertise to improve
performance. Owning such a controlling interest enables us to compensate for limited local resources; help focus the bottlers sales
and marketing programs; assist in the development of the bottlers business and information systems; and establish an appropriate
capital structure for the bottler. The Company-owned or controlled bottling operations, other than those managed by CCR, are
included in our Bottling Investments group.
In line with our long-term bottling strategy, we may periodically consider options for reducing our ownership interest in a
Bottling Investments group bottler. One such option is to combine our bottling interests with the bottling interests of others to
form strategic business alliances. Another option is to sell our interest in a bottling operation to one of our other bottling
partners in which we have an equity method investment. In both of these situations, our Company continues to participate in the
bottlers results of operations through our share of the strategic business alliances or equity method investees earnings or losses.
The following table sets forth our most significant brands in each of our major beverage categories:
SPARKLING BEVERAGES*
Core Sparkling
Energy Drinks
Coca-Cola
Sprite
Fanta5
Diet Coke / Coca-Cola Light
Coca-Cola Zero
Schweppes12
Thums Up13
Fresca
Inca Kola15
Lift
Barqs4
Burn
Nos4
Real Gold3
Minute Maid1
Minute Maid Pulpy
Del Valle9
Simply4
Hi-C
Dobriy6
Cappy1
STILL BEVERAGES*
Coffees and Teas
Nestea teas2
Georgia coffees3
Le
ao / Matte Le
ao teas7
3
Sokenbicha teas
Dogadan teas10
Ayataka teas3
Waters
Ciel1
Dasani1
Ice Dew8
Bonaqua / Bonaqa1
Kinley11
glac
eau vitaminwater
Fuze4
Sports Drinks
Powerade1
Aquarius14
* Includes, for each brand, all flavor variations and line extensions. Unless otherwise indicated in a footnote below, products under the brands are
sold in markets across two or more geographic operating groups.
In some markets, certain of our energy drink products are still beverages.
In some markets, certain products sold under this brand are sparkling beverages.
Nestea products are distributed in the United States under a sublicense from a subsidiary of Nestl
e S.A. (Nestl
e), and in various other markets
worldwide through Beverage Partners Worldwide (BPW), the Companys joint venture with Nestl
e. The Nestea trademark is owned by Soci
et
e
des Produits Nestl
e S.A. In January 2012, the Company and Nestl
e announced that they are refocusing BPW on markets in Europe and Canada. In
Taiwan and Hong Kong, the Company will enter into a license agreement with Nestl
e for Nestea. In all other territories, the joint venture will be
phased out by the end of 2012. In addition, the sublicense agreement for Nestea in the United States will terminate at the end of 2012. In some
markets, certain Nestea products are sparkling beverages.
Dobriy juice products are manufactured, marketed and sold primarily in Russia, Ukraine and Belarus by Multon, a Russian juice business operated
as a joint venture with Coca-Cola Hellenic Bottling Company S.A. Certain products sold under this brand are sparkling beverages.
Sold in China.
The Company manufactures, markets and sells juices and juice drinks under the Del Valle trademark through joint ventures with our bottling
partners in Mexico and Brazil.
10
Sold in Turkey.
11
12
The Schweppes brand is owned by the Company in some countries (excluding the U.S., among others). In some markets, certain Schweppes
products are still beverages.
13
14
In some markets, we offer water products or sparkling beverages in addition to sports drinks under the brand Aquarius.
15
Consumer demand determines the optimal menu of Company product offerings. Consumer demand can vary from one locale to
another and can change over time within a single locale. Employing our business strategy, and with special focus on core brands,
our Company seeks to build its existing brands and, at the same time, to broaden its historical family of brands, products and
services in order to create and satisfy consumer demand locale by locale.
During 2011, our Company introduced a variety of new brands, brand extensions and new beverage products. The Latin America
group launched Frugos Sabores Caseros, a juice nectar targeted to capture the homemade juice category, in Peru, and leveraged
its existing portfolio through search and reapply initiatives such as Powerade ION4, glac
eau smartwater, Del Valle Limon & Nada
and Burn, an energy drink. In the Pacific group, Fanta, a fruit-flavored sparkling beverage, was relaunched in Singapore and
Malaysia after a significant period of absence from those markets; Real Leaf, a green tea-based beverage, extended its footprint
with launches of two varieties in Vietnam; and in South Korea we introduced three flavor variants of the Georgia Emerald
Mountain Blend ready-to-drink coffee beverage and Burn Intense, an energy drink. The Europe group saw the launch of
Powerade ION4 in Denmark, Norway, Sweden and France, with France also launching Powerade Zero. In the Eurasia and Africa
group, Turkey saw the launch of Cappy Pulpy, and India launched Fanta Powder, an orange-flavored powder formulation.
Schweppes Novida, a sparkling malt drink, was launched in Kenya and Uganda; and in Uganda we also launched Coca-Cola Zero.
In Egypt, we launched Cappy Fruitbite, the Companys first juice drink with real fruit pieces in that market, and Schweppes Gold,
a sparkling flavored malt drink. In addition, in Ghana, we launched Schweppes Malt, a dark malt drink.
In furtherance of our commitments to sustainability and innovation, our PlantBottle technology, which allows us to replace
100 percent petroleum-based PET plastic with PET plastic that contains up to 30 percent material derived from plants, is
becoming more widely used around the world. By the end of 2011, PlantBottle packaging was available in 20 countries, and nearly
10 billion PlantBottle packages had been shipped. Also in 2011, the availability of our Coca-Cola Freestyle fountain dispenser
expanded in the United States to over 2,000 locations in 44 states. In addition, we added 19 beverages to bring the number of
regular and low-calorie beverage choices available on Coca-Cola Freestyle to 125 in honor of the Companys 125th anniversary.
We measure the volume of Company beverage products sold in two ways: (1) unit cases of finished products and (2) concentrate
sales. As used in this report, unit case means a unit of measurement equal to 192 U.S. fluid ounces of finished beverage (24
eight-ounce servings); and unit case volume means the number of unit cases (or unit case equivalents) of Company beverage
products directly or indirectly sold by the Company and its bottling partners (the Coca-Cola system) to customers. Unit case
volume primarily consists of beverage products bearing Company trademarks. Also included in unit case volume are certain
products licensed to, or distributed by, our Company, and brands owned by Coca-Cola system bottlers for which our Company
provides marketing support and from the sale of which we derive economic benefit. In addition, unit case volume includes sales by
joint ventures in which the Company has an equity interest. We believe unit case volume is one of the measures of the underlying
strength of the Coca-Cola system because it measures trends at the consumer level. The unit case volume numbers used in this
report are derived based on estimates received by the Company from its bottling partners and distributors. Concentrate sales
volume represents the amount of concentrates and syrups (in all cases expressed in equivalent unit cases) sold by, or used in
finished beverages sold by, the Company to its bottling partners or other customers. Unit case volume and concentrate sales
volume growth rates are not necessarily equal during any given period. Factors such as seasonality, bottlers inventory practices,
supply point changes, timing of price increases, new product introductions and changes in product mix can impact unit case
volume and concentrate sales volume and can create differences between unit case volume and concentrate sales volume growth
rates. In addition to the items mentioned above, the impact of unit case volume from certain joint ventures, in which the
Company has an equity interest, but to which the Company does not sell concentrates or syrups, may give rise to differences
between unit case volume and concentrate sales volume growth rates.
Unit case volume outside the United States represented approximately 80 percent of the Companys worldwide unit case volume
for 2011. The countries outside the United States in which our unit case volumes were the largest in 2011 were Mexico, China,
Brazil and Japan, which together accounted for approximately 31 percent of our worldwide unit case volume. Of the non-U.S. unit
case volume for 2011, approximately 77 percent was attributable to sparkling beverages and approximately 23 percent to still
beverages. Trademark Coca-Cola Beverages accounted for approximately 49 percent of non-U.S. unit case volume for 2011.
In our concentrate operations, we typically sell concentrates and syrups to our bottling partners, who use the concentrate to
manufacture finished products which they sell to distributors and other customers. Separate contracts (Bottlers Agreements)
exist between our Company and each of our bottling partners regarding the manufacture and sale of Company products. Subject
to specified terms and conditions and certain variations, the Bottlers Agreements generally authorize the bottlers to prepare
specified Company Trademark Beverages, to package the same in authorized containers, and to distribute and sell the same in
(but, subject to applicable local law, generally only in) an identified territory. The bottler is obligated to purchase its entire
requirement of concentrates or syrups for the designated Company Trademark Beverages from the Company or Companyauthorized suppliers. We typically agree to refrain from selling or distributing, or from authorizing third parties to sell or
distribute, the designated Company Trademark Beverages throughout the identified territory in the particular authorized
containers; however, we typically reserve for ourselves or our designee the right (1) to prepare and package such beverages in
such containers in the territory for sale outside the territory, and (2) to prepare, package, distribute and sell such beverages in the
territory in any other manner or form. Territorial restrictions on bottlers vary in some cases in accordance with local law.
Being a bottler does not create a legal partnership or joint venture between us and our bottlers. Our bottlers are independent
contractors and are not our agents.
While, as described below, under most of our Bottlers Agreements we generally have complete flexibility to determine the price
and other terms of sale of the concentrates and syrups we sell to our bottlers, as a practical matter, our Companys ability to
exercise its contractual flexibility to determine the price and other terms of sale of its syrups, concentrates and finished beverages
is subject, both outside and within the United States, to competitive market conditions.
subject to termination by the Company for nonperformance or upon the occurrence of certain defined events of default that may
vary from contract to contract.
Under the terms of the Bottlers Agreements, bottlers in the United States are authorized to manufacture and distribute Company
Trademark Beverages in bottles and cans. However, these bottlers generally are not authorized to manufacture fountain syrups.
Rather, in the United States, our Company manufactures and sells fountain syrups to authorized fountain wholesalers (including
certain authorized bottlers) and some fountain retailers. These wholesalers in turn sell the syrups or deliver them on our behalf to
restaurants and other retailers.
Certain of the Bottlers Agreements for cola-flavored sparkling beverages in effect in the United States give us complete flexibility
to determine the price and other terms of sale of concentrates and syrups for Company Trademark Beverages. In some instances,
we have agreed or may in the future agree with a bottler with respect to concentrate pricing on a prospective basis for specified
time periods. Certain Bottlers Agreements, entered into prior to 1987, provide for concentrates or syrups for certain Trademark
Coca-Cola Beverages and other cola-flavored Company Trademark Beverages to be priced pursuant to a stated formula. Bottlers
that accounted for approximately 3.7 percent of total unit case volume in the United States in 2011 have contracts for certain
Trademark Coca-Cola Beverages and other cola-flavored Company Trademark Beverages with pricing formulas that generally
provide for a baseline price. This baseline price may be adjusted periodically by the Company, up to a maximum indexed ceiling
price, and is adjusted quarterly based upon changes in certain sugar or sweetener prices, as applicable. Bottlers that accounted for
approximately 0.1 percent of total unit case volume in the United States in 2011 operate under our oldest form of contract, which
provides for a fixed price for Coca-Cola syrup used in bottles and cans. This price is subject to quarterly adjustments to reflect
changes in the quoted price of sugar.
We have standard contracts with bottlers in the United States for the sale of concentrates and syrups for non-cola-flavored
sparkling beverages and certain still beverages in bottles and cans, and, in certain cases, for the sale of finished still beverages in
bottles and cans. All of these standard contracts give the Company complete flexibility to determine the price and other terms of
sale.
In an effort to allow our Company and our bottling partners to grow together through shared value, aligned incentives and the
flexibility necessary to meet consumers always changing needs and tastes, we worked with bottling partners that produce and
distribute most of our non-CCR unit case volume in the United States to develop and implement an incidence-based pricing
model, primarily for sparkling beverages. Under this model, the concentrate price we charge is impacted by a number of factors,
including, but not limited to, bottler pricing, the channels in which the finished products are sold and package mix. We expect to
use an incidence-based pricing model in 2012 with bottlers that produce and distribute most of our non-CCR unit case volume in
the United States.
Under most of our Bottlers Agreements and other standard beverage contracts with bottlers in the United States, our Company
has no obligation to participate with bottlers in expenditures for advertising and marketing. Nevertheless, at our discretion, we
may contribute toward such expenditures and undertake independent or cooperative advertising and marketing activities. Some
U.S. Bottlers Agreements entered into prior to 1987 impose certain marketing obligations on us with respect to certain Company
Trademark Beverages.
equity investment provides us with the ability to exercise significant influence over the investee bottlers operating and financial
policies, we account for the investment under the equity method, and we sometimes refer to such a bottler as an equity method
investee bottler or equity method investee.
Our significant equity method investee bottlers include the following:
Coca-Cola Hellenic Bottling Company S.A. (Coca-Cola Hellenic). Our ownership interest in Coca-Cola Hellenic was 23 percent
at December 31, 2011. Coca-Cola Hellenic has bottling and distribution rights, through direct ownership or joint ventures, in
Armenia, Austria, Belarus, Bosnia-Herzegovina, Bulgaria, Croatia, Cyprus, the Czech Republic, Estonia, the Former Yugoslav
Republic of Macedonia, Greece, Hungary, Italy, Latvia, Lithuania, Moldova, Montenegro, Nigeria, Northern Ireland, Poland,
Republic of Ireland, Romania, Russia, Serbia, Slovakia, Slovenia, Switzerland and Ukraine. Coca-Cola Hellenic estimates that the
area in these 28 countries which it serves through its bottling and distribution rights has a combined population of 560 million
people. In 2011, 46 percent of the unit case volume of Coca-Cola Hellenic consisted of Trademark Coca-Cola Beverages;
50 percent of its unit case volume consisted of other Company Trademark Beverages; and approximately 4 percent of its unit case
volume consisted of beverage products of Coca-Cola Hellenic or other companies.
Coca-Cola FEMSA, S.A.B. de C.V. (Coca-Cola FEMSA). Our ownership interest in Coca-Cola FEMSA was 29 percent at
December 31, 2011. Coca-Cola FEMSA is a Mexican holding company with bottling subsidiaries in a substantial part of central
Mexico, including Mexico City and the southeast and northeast parts of Mexico; greater S
ao Paulo, Campinas, Santos, the state of
Matto Grosso do Sul, part of the state of Minas Gerais and part of the state of Goias in Brazil; central Guatemala; most of
Colombia; all of Costa Rica, Nicaragua, Panama and Venezuela; and greater Buenos Aires, Argentina. Coca-Cola FEMSA
estimates that the territories in which it markets beverage products contain 55 percent of the population of Mexico, 22 percent of
the population of Brazil, 99 percent of the population of Colombia, 35 percent of the population of Guatemala, 100 percent of
the populations of Costa Rica, Nicaragua, Panama and Venezuela, and 32 percent of the population of Argentina. In 2011,
62 percent of the unit case volume of Coca-Cola FEMSA consisted of Trademark Coca-Cola Beverages and 38 percent of its unit
case volume consisted of other Company Trademark Beverages.
Coca-Cola Amatil Limited (Coca-Cola Amatil). Our ownership interest in Coca-Cola Amatil was 29 percent at December 31,
2011. Coca-Cola Amatil has bottling and distribution rights, through direct ownership or joint ventures, in Australia, New Zealand,
Fiji, Papua New Guinea and Indonesia. Coca-Cola Amatil estimates that the territories in which it markets beverage products
contain 100 percent of the populations of Australia, New Zealand, Fiji and Papua New Guinea, and 98 percent of the population
of Indonesia. In 2011, 45 percent of the unit case volume of Coca-Cola Amatil consisted of Trademark Coca-Cola Beverages;
41 percent of its unit case volume consisted of other Company Trademark Beverages; and 14 percent of its unit case volume
consisted of beverage products of Coca-Cola Amatil or other companies.
Seasonality
Sales of our nonalcoholic ready-to-drink beverages are somewhat seasonal, with the second and third calendar quarters accounting
for the highest sales volumes. The volume of sales in the beverage business may be affected by weather conditions.
Competition
Our Company competes in the nonalcoholic beverage segment of the commercial beverage industry. The nonalcoholic beverage
segment of the commercial beverage industry is highly competitive, consisting of numerous companies. These include companies
that, like our Company, compete in multiple geographic areas, as well as businesses that are primarily regional or local in
operation. Competitive products include numerous nonalcoholic sparkling beverages; various water products, including packaged,
flavored and enhanced waters; juices and nectars; fruit drinks and dilutables (including syrups and powdered drinks); coffees and
teas; energy and sports and other performance-enhancing drinks; dairy-based drinks; functional beverages; and various other
nonalcoholic beverages. These competitive beverages are sold to consumers in both ready-to-drink and other than ready-to-drink
form. In many of the countries in which we do business, including the United States, PepsiCo, Inc., is one of our primary
competitors. Other significant competitors include, but are not limited to, Nestl
e, Dr Pepper Snapple Group, Inc., Groupe
Danone, Kraft Foods Inc. and Unilever. In certain markets, our competition includes beer companies. We also compete against
numerous regional and local companies and, in some markets, against retailers that have developed their own store or private
label beverage brands.
Competitive factors impacting our business include, but are not limited to, pricing, advertising, sales promotion programs, product
innovation, increased efficiency in production techniques, the introduction of new packaging, new vending and dispensing
equipment, and brand and trademark development and protection.
Our competitive strengths include leading brands with a high level of consumer acceptance; a worldwide network of bottlers and
distributors of Company products; sophisticated marketing capabilities; and a talented group of dedicated associates. Our
competitive challenges include strong competition in all geographic regions and, in many countries, a concentrated retail sector
with powerful buyers able to freely choose among Company products, products of competitive beverage suppliers and individual
retailers own store or private label beverage brands.
Raw Materials
Water is a main ingredient in substantially all of our products. While historically we have not experienced significant water supply
difficulties, water is a limited resource in many parts of the world and our Company recognizes water availability, quality and the
sustainability of that natural resource for both our operations and also the communities where we operate as one of the key
challenges facing our business.
In addition to water, the principal raw materials used in our business are nutritive and non-nutritive sweeteners. In the United
States, the principal nutritive sweetener is high fructose corn syrup (HFCS), a form of sugar, which is available from numerous
domestic sources and is historically subject to fluctuations in its market price. The principal nutritive sweetener used by our
business outside the United States is sucrose, another form of sugar, which is also available from numerous sources and is
historically subject to fluctuations in its market price. Our Company generally has not experienced any difficulties in obtaining its
requirements for nutritive sweeteners. In the United States, we purchase HFCS to meet our and our bottlers requirements with
the assistance of Coca-Cola Bottlers Sales & Services Company LLC (CCBSS). CCBSS is a limited liability company that is
owned by authorized Coca-Cola bottlers doing business in the United States. Among other things, CCBSS provides procurement
services to our Company for the purchase of various goods and services in the United States, including HFCS.
The principal non-nutritive sweeteners we use in our business are aspartame, acesulfame potassium, saccharin, cyclamate and
sucralose. Generally, these raw materials are readily available from numerous sources. However, our Company purchases
aspartame, an important non-nutritive sweetener that is used alone or in combination with other important non-nutritive
sweeteners such as saccharin or acesulfame potassium in our low-calorie sparkling beverage products, primarily from The
NutraSweet Company and Ajinomoto Co., Inc., which we consider to be our primary sources for the supply of this product. We
currently purchase acesulfame potassium from Nutrinova Nutrition Specialties & Food Ingredients GmbH, which we consider to
be our primary source for the supply of this product, and from one additional supplier. Our Company generally has not
experienced any difficulties in obtaining its requirements for non-nutritive sweeteners.
Our Company sells a number of products sweetened with sucralose, a non-nutritive sweetener. We work closely with Tate &
Lyle PLC, our primary sucralose supplier, to maintain continuity of supply, and we do not anticipate difficulties in obtaining our
requirements. We also purchase Truvia, a non-nutritive natural sweetener made with rebiana, which is derived from the stevia
plant, from Cargill, Incorporated, and we do not anticipate any supply issues with this ingredient.
With regard to juice and juice drink products, juice and juice concentrate from citrus fruit, particularly orange juice and orange
juice concentrate, are our principal raw materials. The citrus industry is subject to the variability of weather conditions. In
particular, freezing weather or hurricanes in central Florida may result in shortages and higher prices for orange juice and orange
juice concentrate throughout the industry. The Company sources our orange juice and orange juice concentrate from both Florida
and the Southern Hemisphere (particularly Brazil). Therefore, we typically have an adequate supply of orange juice and orange
juice concentrate that meets our Companys standards.
Our Company-owned or consolidated bottling and canning operations and our finished products business also purchase various
other raw materials including, but not limited to, PET resin, preforms and bottles; glass and aluminum bottles; aluminum and
steel cans; plastic closures; aseptic fiber packaging; labels; cartons; cases; post-mix packaging; and carbon dioxide. We generally
purchase these raw materials from multiple suppliers and historically have not experienced material shortages.
Governmental Regulation
Our Company is required to comply, and it is our policy to comply, with applicable laws in the numerous countries throughout the
world in which we do business. In many jurisdictions, compliance with competition laws is of special importance to us, and our
operations may come under special scrutiny by competition law authorities due to our competitive position in those jurisdictions.
In the United States, the safety, production, transportation, distribution, advertising, labeling and sale of many of our Companys
products and their ingredients are subject to the Federal Food, Drug, and Cosmetic Act; the Federal Trade Commission Act; the
Lanham Act; state consumer protection laws; competition laws; federal, state and local workplace health and safety laws; various
federal, state and local environmental protection laws; and various other federal, state and local statutes and regulations. Outside
the United States, our business is subject to numerous similar statutes and regulations, as well as other legal and regulatory
requirements.
A California law known as Proposition 65 requires that a warning appear on any product sold in California that contains a
substance that, in the view of the state, causes cancer or birth defects. The state maintains lists of these substances and
periodically adds other substances to these lists. Proposition 65 exposes all food and beverage producers to the possibility of
having to provide warnings on their products in California because it does not provide for any generally applicable quantitative
threshold below which the presence of a listed substance is exempt from the warning requirement. Consequently, the detection of
even a trace amount of a listed substance can subject an affected product to the requirement of a warning label. However,
Proposition 65 does not require a warning if the manufacturer of a product can demonstrate that the use of that product exposes
consumers to a daily quantity of a listed substance that is:
below a safe harbor threshold that may be established;
naturally occurring;
the result of necessary cooking; or
subject to another applicable exemption.
One or more substances that are currently on the Proposition 65 lists, or that may be added in the future, can be detected in
Company products at low levels that are safe. With respect to substances that have not yet been listed under Proposition 65, the
Company takes the position that listing is not scientifically justified. With respect to substances that are already listed, the
Company takes the position that the presence of each such substance in Company products is subject to an applicable exemption
from the warning requirement. The State of California or other parties, however, may take a contrary position.
Bottlers of our beverage products presently offer and use nonrefillable, recyclable containers in the United States and various
other markets around the world. Some of these bottlers also offer and use refillable containers, which are also recyclable. Legal
requirements apply in various jurisdictions in the United States and overseas requiring that deposits or certain ecotaxes or fees be
charged for the sale, marketing and use of certain nonrefillable beverage containers. The precise requirements imposed by these
measures vary. Other types of statutes and regulations relating to beverage container deposits, recycling, ecotaxes and/or product
stewardship also apply in various jurisdictions in the United States and overseas. We anticipate that additional, similar legal
requirements may be proposed or enacted in the future at local, state and federal levels, both in the United States and elsewhere.
All of our Companys facilities and other operations in the United States and elsewhere around the world are subject to various
environmental protection statutes and regulations, including those relating to the use of water resources and the discharge of
wastewater. Our policy is to comply with all such legal requirements. Compliance with these provisions has not had, and we do
not expect such compliance to have, any material adverse effect on our Companys capital expenditures, net income or competitive
position.
Employees
We refer to our employees as associates. As of December 31, 2011 and 2010, our Company had approximately 146,200 and
139,600 associates, respectively, of which approximately 4,700 and 4,900, respectively, were employed by consolidated variable
interest entities (VIEs). The increase in the total number of associates in 2011 was primarily due to an increase in the North
America operating segment, mostly related to the Great Plains Coca-Cola Bottling Company acquisition, as well as an increase in
the Bottling Investments operating segment. As of December 31, 2011 and 2010, our Company had approximately 67,400 and
64,500 associates, respectively, located in the United States, of which approximately 600 and 700, respectively, were employed by
consolidated VIEs.
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Our Company, through its divisions and subsidiaries, is a party to numerous collective bargaining agreements. As of December 31,
2011, approximately 19,000 associates in North America were covered by collective bargaining agreements. These agreements
typically have terms of three to five years. We currently expect that we will be able to renegotiate such agreements on satisfactory
terms when they expire.
The Company believes that its relations with its associates are generally satisfactory.
Obesity and other health concerns may reduce demand for some of our products.
Consumers, public health officials and government officials are highly concerned about the public health consequences associated
with obesity, particularly among young people. In addition, some researchers, health advocates and dietary guidelines are
encouraging consumers to reduce consumption of sugar-sweetened beverages, including those sweetened with HFCS or other
nutritive sweeteners. Increasing public concern about these issues; possible new taxes on sugar-sweetened beverages; additional
governmental regulations concerning the marketing, labeling, packaging or sale of our beverages; and negative publicity resulting
from actual or threatened legal actions against us or other companies in our industry relating to the marketing, labeling or sale of
sugar-sweetened beverages may reduce demand for our beverages, which could affect our profitability.
Water scarcity and poor quality could negatively impact the Coca-Cola systems production costs and capacity.
Water is the main ingredient in substantially all of our products. It is also a limited resource in many parts of the world, facing
unprecedented challenges from overexploitation, increasing pollution, poor management and climate change. As demand for water
continues to increase around the world, and as water becomes scarcer and the quality of available water deteriorates, our system
may incur increasing production costs or face capacity constraints which could adversely affect our profitability or net operating
revenues in the long run.
Changes in the nonalcoholic beverage business environment and retail trends could impact our financial results.
The nonalcoholic beverage business environment is rapidly evolving as a result of, among other things, changes in consumer
preferences, including changes based on health and nutrition considerations and obesity concerns; shifting consumer tastes and
needs; changes in consumer lifestyles; and competitive product and pricing pressures. In addition, the nonalcoholic beverage retail
landscape is very dynamic and constantly evolving, not only in emerging and developing markets, where modern trade is growing
at a faster pace than traditional trade outlets, but also in developed markets, where new formats such as discounters and value
stores, as well as the volume of transactions through e-commerce, are growing at a rapid pace. Our industry is also being affected
by the trend toward consolidation in the retail channel, particularly in Europe and the United States. If we are unable to
successfully adapt to the rapidly changing environment and retail trends, our share of sales, volume growth and overall financial
results could be negatively affected.
If we fail to realize a significant portion of the anticipated benefits of the acquisition of CCEs North American business, the value of
your investment in our Company may be adversely affected.
On October 2, 2010, we acquired CCEs North American bottling and distribution operations. We believe the acquisition will
enable us to evolve our entire business in North America, including the acquired operations, to more profitably deliver our
valuable brands in the largest nonalcoholic ready-to-drink beverage market in the world. When we determined to make the
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acquisition, we believed that the transaction would, among other things, enhance our ability to create a more fully integrated and
adaptable supply chain in the North American market to allow our combined North American business to more efficiently and
effectively operate our distribution chain in the North American territories and enhance revenue opportunities; create a unified
operating system in North America that will address the unique needs of the North American market; strategically position us to
better market and distribute our products in North America; improve efficiencies by streamlining operations and reducing or
eliminating the costs, expenses, management time and resources associated with interactions and negotiations between the
previously separate organizations; allow us to optimize and improve the efficiencies of manufacturing and logistics operations in
North America through economies of scale and geography; generate significant operational synergies; facilitate and increase the
pace of innovation and new product introduction in North America; and optimize our operating model and improve the strategic
planning process, increasing management focus and streamlining decision making. While we believe that the anticipated benefits
of the acquisition are achievable, it is possible that we may not be able to realize some or even a significant portion of such
benefits, or may not be able to achieve them within the anticipated time frame. If we are unable to realize a significant portion of
the anticipated benefits, or if it takes us significantly longer than expected to realize such benefits, our future results of operations
may be adversely affected and we may not be able to meet investors expectations or achieve our long-term growth objectives,
which could negatively affect the value of your investment in our Company.
Our indebtedness increased significantly as a result of the acquisition of CCEs North American business. Our higher level of
indebtedness will increase our borrowing costs and interest expense in future periods and, therefore, may adversely affect our financial
performance.
As a result of the CCE transaction, we assumed $7.9 billion of debt from CCE. Our increased level of indebtedness and resulting
higher borrowing costs and interest expense may reduce amounts available for dividends, stock repurchases, capital expenditures
and acquisitions, and may cause rating agencies to downgrade our debt, all of which could have adverse effects on our future
financial performance.
Our pension expense increased substantially as a result of the acquisition of CCEs North American business and we may incur multiemployer plan withdrawal liabilities in the future, which could negatively impact our financial performance.
Our total pension expense for 2011 was $249 million compared with $176 million for 2010. Most of the pension expense increase
in 2011 was due to the full year impact of our acquisition of CCEs North American business and a decrease in the Companys
discount rate compared to 2010. In addition, the Companys expense for U.S. multi-employer pension plans totaled $69 million in
2011, of which $32 million was related to our withdrawal from certain of these plans. The U.S. multi-employer pension plans in
which we currently participate have contractual arrangements that extend into 2017. If, in the future, we choose to withdraw from
any of the multi-employer pension plans in which we participate, we will likely need to record withdrawal liabilities which could
negatively impact our financial performance in the applicable periods.
Continuing uncertainty in the credit and equity markets may adversely affect our financial performance.
The global credit markets experienced unprecedented disruptions during late 2008 and early 2009. While credit market conditions
have improved somewhat since the crisis, the improvements have not been uniform. In addition, the sovereign debt crisis affecting
various countries in the European Union is creating further uncertainties in the global credit markets. The cost and availability of
credit vary by market and are subject to changes in the global or regional economic environment. If the current uncertain
conditions in the credit markets continue or worsen, our ability to access credit markets on favorable terms may be negatively
affected, which could increase our cost of borrowing. In addition, the current uncertain credit market conditions may make it
more difficult for our bottling partners to access financing on terms comparable to those available prior to the global credit crisis,
which would affect the Coca-Cola systems profitability as well as our share of the income of bottling partners in which we have
equity method investments. The current uncertain global credit market conditions and their actual or perceived effects on our and
our major bottling partners results of operations and financial condition, along with the current unfavorable economic
environment in the United States and much of the world, may increase the likelihood that the major independent credit agencies
will downgrade our credit ratings, which could have a negative effect on our borrowing costs.
In addition, some of the major financial institutions remain fragile, and the counterparty risk associated with our existing
derivative financial instruments remains higher than pre-crisis levels. Therefore, we may be unable to secure creditworthy
counterparties for derivative transactions in the future or may incur higher than anticipated costs in our hedging activities. The
decrease in availability of consumer credit resulting from the financial crisis, as well as general unfavorable economic conditions,
may also cause consumers to reduce their discretionary spending, which would reduce the demand for our beverages and
negatively affect our net operating revenues and the Coca-Cola systems profitability.
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If we are unable to expand our operations in developing and emerging markets, our growth rate could be negatively affected.
Our success depends in part on our ability to grow our business in developing and emerging markets, which in turn depends on
economic and political conditions in those markets and on our ability to acquire bottling operations in those markets or to form
strategic business alliances with local bottlers and to make necessary infrastructure enhancements to production facilities,
distribution networks, sales equipment and technology. Moreover, the supply of our products in developing and emerging markets
must match consumers demand for those products. Due to product price, limited purchasing power and cultural differences, there
can be no assurance that our products will be accepted in any particular developing or emerging market.
Fluctuations in foreign currency exchange rates could affect our financial results.
We earn revenues, pay expenses, own assets and incur liabilities in countries using currencies other than the U.S. dollar, including
the euro, the Japanese yen, the Brazilian real and the Mexican peso. In 2011, we used 72 functional currencies in addition to the
U.S. dollar and derived $27.8 billion of net operating revenues from operations outside the United States. Because our
consolidated financial statements are presented in U.S. dollars, we must translate revenues, income and expenses, as well as assets
and liabilities, into U.S. dollars at exchange rates in effect during or at the end of each reporting period. Therefore, increases or
decreases in the value of the U.S. dollar against other major currencies affect our net operating revenues, operating income and
the value of balance sheet items denominated in foreign currencies. In addition, unexpected and dramatic devaluations of
currencies in developing or emerging markets, such as the devaluation of the Venezuelan bolivar, could negatively affect the value
of our earnings from, and of the assets located in, those markets. Because of the geographic diversity of our operations,
weaknesses in some currencies might be offset by strengths in others over time. We also use derivative financial instruments to
further reduce our net exposure to currency exchange rate fluctuations. However, we cannot assure you that fluctuations in foreign
currency exchange rates, particularly the strengthening of the U.S. dollar against major currencies or the currencies of large
developing countries, would not materially affect our financial results.
We rely on our bottling partners for a significant portion of our business. If we are unable to maintain good relationships with our
bottling partners, our business could suffer.
We generate a significant portion of our net operating revenues by selling concentrates and syrups to independent bottling
partners. As independent companies, our bottling partners, some of which are publicly traded companies, make their own
business decisions that may not always align with our interests. In addition, many of our bottling partners have the right to
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manufacture or distribute their own products or certain products of other beverage companies. If we are unable to provide an
appropriate mix of incentives to our bottling partners through a combination of pricing and marketing and advertising support, or
if our bottling partners are not satisfied with our brand innovation and development efforts, they may take actions that, while
maximizing their own short-term profits, may be detrimental to our Company or our brands, or they may devote more of their
energy and resources to business opportunities or products other than those of the Company. Such actions could, in the long run,
have an adverse effect on our profitability.
If our bottling partners financial condition deteriorates, our business and financial results could be affected.
We derive a significant portion of our net operating revenues from sales of concentrates and syrups to our bottling partners and,
therefore, the success of our business depends on our bottling partners financial strength and profitability. While under our
bottling partners agreements we generally have the right to unilaterally change the prices we charge for our concentrates and
syrups, our ability to do so may be materially limited by our bottling partners financial condition and their ability to pass price
increases along to their customers. In addition, we have investments in certain of our bottling partners, which we account for
under the equity method, and our operating results include our proportionate share of such bottling partners income or loss. Our
bottling partners financial condition is affected in large part by conditions and events that are beyond our and their control,
including competitive and general market conditions in the territories in which they operate; the availability of capital and other
financing resources on reasonable terms; loss of major customers; or disruptions of bottling operations that may be caused by
strikes, work stoppages, labor unrest or natural disasters. A deterioration of the financial condition or results of operations of one
or more of our major bottling partners could adversely affect our net operating revenues from sales of concentrates and syrups;
could result in a decrease in our equity income; and could negatively affect the carrying values of our investments in bottling
partners, resulting in asset write-offs.
Increases in income tax rates or changes in income tax laws could have a material adverse impact on our financial results.
We are subject to income tax in the United States and in numerous other jurisdictions in which we generate net operating
revenues. Increases in income tax rates could reduce our after-tax income from affected jurisdictions. In addition, there have been
proposals to reform U.S. tax laws that could significantly impact how U.S. multinational corporations are taxed on foreign
earnings. We earn a substantial portion of our income in foreign countries. Although we cannot predict whether or in what form
these proposals will pass, several of the proposals being considered, if enacted into law, could have a material adverse impact on
our tax expense and cash flow.
Increased or new indirect taxes in the United States or in one or more of our other major markets could negatively affect our
business.
Our business operations are subject to numerous duties or taxes that are not based on income, sometimes referred to as indirect
taxes, including import duties, excise taxes, sales or value-added taxes, property taxes and payroll taxes, in many of the
jurisdictions in which we operate, including indirect taxes imposed by state and local governments. In addition, in the past, the
United States Congress considered imposing a federal excise tax on beverages sweetened with sugar, HFCS or other nutritive
sweeteners and may consider similar proposals in the future. As federal, state and local governments experience significant budget
deficits, some lawmakers have proposed singling out beverages among a plethora of revenue-raising items. Increases in or the
imposition of new indirect taxes on our business operations or products would increase the cost of products or, to the extent
levied directly on consumers, make our products less affordable, which may negatively impact our net operating revenues.
If we are unable to renew collective bargaining agreements on satisfactory terms, or we or our bottling partners experience strikes,
work stoppages or labor unrest, our business could suffer.
Many of our associates at our key manufacturing locations and bottling plants are covered by collective bargaining agreements.
With the acquisition of CCEs North American business on October 2, 2010, the number of our associates in North America
represented by labor unions substantially increased to approximately 19,000 as of December 31, 2011. While we generally have
been able to renegotiate collective bargaining agreements on satisfactory terms when they expire and regard our relations with
associates and their representatives as generally satisfactory, negotiations in the current environment remain challenging, as the
Company must have competitive cost structures in each market while meeting the compensation and benefits needs of our
associates. If we are unable to renew collective bargaining agreements on satisfactory terms, our labor costs could increase, which
would affect our profit margins. In addition, many of our bottling partners employees are represented by labor unions. Strikes,
work stoppages or other forms of labor unrest at any of our major manufacturing facilities or at our or our major bottlers plants
could impair our ability to supply concentrates and syrups to our bottling partners or our bottlers ability to supply finished
beverages to customers, which would reduce our net operating revenues and could expose us to customer claims.
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Increase in the cost, disruption of supply or shortage of energy could affect our profitability.
CCR, our North America bottling and customer service organization, and our Company-owned or controlled bottlers operate a
large fleet of trucks and other motor vehicles to distribute and deliver beverage products to customers. In addition, we use a
significant amount of electricity, natural gas and other energy sources to operate our concentrate plants and the bottling plants
and distribution facilities operated by CCR and our Company-owned or controlled bottlers. An increase in the price, disruption of
supply or shortage of fuel and other energy sources in North America, in other countries in which we have concentrate plants, or
in any of the major markets in which our Company-owned or controlled bottlers operate that may be caused by increasing
demand or by events such as natural disasters, power outages or the like would increase our operating costs and negatively impact
our profitability.
Our bottling partners also operate large fleets of trucks and other motor vehicles to distribute and deliver beverage products to
their own customers and use a significant amount of electricity, natural gas and other energy sources to operate their own bottling
plants and distribution facilities. Increases in the price, disruption of supply or shortage of fuel and other energy sources in any of
the major markets in which our bottling partners operate would increase the affected bottling partners operating costs and could
indirectly negatively impact our results of operations.
Increase in the cost, disruption of supply or shortage of ingredients, other raw materials or packaging materials could harm our
business.
We and our bottling partners use various ingredients in our business, including HFCS, sucrose, aspartame, saccharin, acesulfame
potassium, sucralose, ascorbic acid, citric acid, phosphoric acid and caramel color, other raw materials such as orange and other
citrus fruit juice and juice concentrates, as well as packaging materials such as PET for bottles and aluminum for cans. The prices
for these ingredients, other raw materials and packaging materials fluctuate depending on market conditions. Substantial increases
in the prices of our or our bottling partners ingredients, other raw materials and packaging materials, to the extent they cannot
be recouped through increases in the prices of finished beverage products, would increase our and the Coca-Cola systems
operating costs and could reduce our profitability. Increases in the prices of our finished products resulting from a higher cost of
ingredients, other raw materials and packaging materials could affect affordability in some markets and reduce Coca-Cola system
sales. In addition, some of our ingredients, such as aspartame, acesulfame potassium, sucralose, saccharin and ascorbic acid, as
well as some of the packaging containers, such as aluminum cans, are available from a limited number of suppliers, some of which
are located in countries experiencing political or other risks. We cannot assure you that we and our bottling partners will be able
to maintain favorable arrangements and relationships with these suppliers.
The citrus industry is subject to the variability of weather conditions, which affect the supply of orange juice and orange juice
concentrate, which are important raw materials for our business. In particular, freezing weather or hurricanes in central Florida
may result in shortages and higher prices for orange juice and orange juice concentrate throughout the industry. In addition, in
December 2011, we learned that orange juice from Brazil contained residues of carbendazim, a fungicide that is not registered in
the U.S. for use on food products. The Company uses Brazilian orange juice and orange juice concentrate to make various orange
juice products for distribution in the U.S. under the Simply Orange and Minute Maid brands. The Company disclosed to the U.S.
Food and Drug Administration (the FDA) that carbendazim had been detected in orange juice from Brazil. The Company also
informed the FDA that orange juice and orange juice concentrate from all or most suppliers in Brazil contained the prohibited
residues. The FDA subsequently issued a letter stating that carbendazim at the low levels reported as present in finished orange
juice products in the U.S. does not raise safety concerns. In addition, however, the FDA stated that it will deny entry into the
U.S. to shipments [of orange juice] that test positive for carbendazim. Because the FDA will refuse admission of orange juice
and orange juice concentrate containing carbendazim, the supply of orange juice and orange juice concentrate from Brazil and
other exporting countries to the U.S. will be reduced in 2012 and may be negatively affected beyond 2012. This has required us to
make additional purchases of Florida juice at a higher cost than Brazilian juice. Depending on consumer demand, additional
purchases of Florida juice may be necessary in the future.
An increase in the cost, a sustained interruption in the supply, or a shortage of some of these ingredients, other raw materials,
packaging materials or cans and other containers that may be caused by a deterioration of our or our bottling partners
relationships with suppliers; by supplier quality and reliability issues; or by events such as natural disasters, power outages, labor
strikes, political uncertainties or governmental instability, or the like, could negatively impact our net revenues and profits.
Because manufacturing and bottling operations are heavy users of ingredients and packaging materials, our Companys direct
exposure to the risk of an increase in the cost, disruption of supply or shortage of ingredients or packaging materials has increased
as a result of our acquisition of CCEs North American business.
15
Changes in laws and regulations relating to beverage containers and packaging could increase our costs and reduce demand for our
products.
We and our bottlers currently offer nonrefillable, recyclable containers in the United States and in various other markets around
the world. Legal requirements have been enacted in various jurisdictions in the United States and overseas requiring that deposits
or certain ecotaxes or fees be charged for the sale, marketing and use of certain nonrefillable beverage containers. Other
proposals relating to beverage container deposits, recycling, ecotax and/or product stewardship have been introduced in various
jurisdictions in the United States and overseas, and we anticipate that similar legislation or regulations may be proposed in the
future at local, state and federal levels, both in the United States and elsewhere. Consumers increased concerns and changing
attitudes about solid waste streams and environmental responsibility and related publicity could result in the adoption of such
legislation or regulations. If these types of requirements are adopted and implemented on a large scale in any of the major
markets in which we operate, they could affect our costs or require changes in our distribution model, which could reduce our net
operating revenues or profitability.
Significant additional labeling or warning requirements may inhibit sales of affected products.
Various jurisdictions may seek to adopt significant additional product labeling or warning requirements relating to the content or
perceived adverse health consequences of certain of our products. If these types of requirements become applicable to one or
more of our major products under current or future environmental or health laws or regulations, they may inhibit sales of such
products. One such law, which is in effect in California and is known as Proposition 65, requires that a warning appear on any
product sold in California that contains a substance that, in the view of the state, causes cancer or birth defects. The state
maintains lists of these substances and periodically adds other substances to these lists. Proposition 65 exposes all food and
beverage producers to the possibility of having to provide warnings on their products in California because it does not provide for
any generally applicable quantitative threshold below which the presence of a listed substance is exempt from the warning
requirement. Consequently, the detection of even a trace amount of a listed substance can subject an affected product to the
requirement of a warning label. However, Proposition 65 does not require a warning if the manufacturer of a product can
demonstrate that the use of the product in question exposes consumers to a daily quantity of a listed substance that is below a
safe harbor threshold that may be established, is naturally occurring, is the result of necessary cooking, or is subject to another
applicable exception. One or more substances that are currently on the Proposition 65 lists, or that may be added to the lists in
the future, can be detected in Company products at low levels that are safe. With respect to substances that have not yet been
listed under Proposition 65, the Company takes the position that listing is not scientifically justified. With respect to substances
that are already listed, the Company takes the position that the presence of each such substance in Company products is subject
to an applicable exemption from the warning requirement. The State of California or other parties, however, may take a contrary
position. If we were required to add Proposition 65 warnings on the labels of one or more of our beverage products produced for
sale in California, the resulting consumer reaction to the warnings and possible adverse publicity could negatively affect our sales
both in California and in other markets.
Unfavorable general economic conditions in the United States or in other major markets could negatively impact our financial
performance.
Unfavorable general economic conditions, such as a recession or economic slowdown in the United States or in one or more of
our other major markets, could negatively affect the affordability of, and consumer demand for, some of our beverages. Under
difficult economic conditions, consumers may seek to reduce discretionary spending by forgoing purchases of our products or by
shifting away from our beverages to lower-priced products offered by other companies, including private label brands. Softer
consumer demand for our beverages in the United States or in other major markets could reduce the Coca-Cola systems
profitability and could negatively affect our financial performance.
Unfavorable economic and political conditions in international markets could hurt our business.
We derive a significant portion of our net operating revenues from sales of our products in international markets. In 2011, our
operations outside the United States accounted for $27.8 billion of our net operating revenues. Unfavorable economic and
political conditions, including civil unrest and governmental changes, in certain of our international markets, as well as the
financial uncertainties in the euro zone, could undermine consumer confidence and reduce consumers purchasing power, thereby
reducing demand for our products. In addition, product boycotts resulting from political activism could reduce demand for our
products, while restrictions on our ability to transfer earnings or capital across borders which may be imposed or expanded as a
result of political and economic instability could impact our profitability. Without limiting the generality of the preceding
sentences, the unfavorable business environment in Venezuela; the current unstable economic and political conditions and civil
unrest and political activism in the Middle East, India, Pakistan or the Philippines; the civil unrest and instability in Egypt and
other countries in North Africa; the unstable situation in Iraq; or the continuation or escalation of terrorist activities could
adversely impact our international business.
16
Litigation or legal proceedings could expose us to significant liabilities and damage our reputation.
We are party to various litigation claims and legal proceedings. We evaluate these litigation claims and legal proceedings to assess
the likelihood of unfavorable outcomes and to estimate, if possible, the amount of potential losses. Based on these assessments
and estimates, we establish reserves and/or disclose the relevant litigation claims or legal proceedings, as appropriate. These
assessments and estimates are based on the information available to management at the time and involve a significant amount of
management judgment. We caution you that actual outcomes or losses may differ materially from those envisioned by our current
assessments and estimates. In addition, we have bottling and other business operations in markets with high-risk legal compliance
environments. Our policies and procedures require strict compliance by our associates and agents with all United States and local
laws and regulations and consent orders applicable to our business operations, including those prohibiting improper payments to
government officials. Nonetheless, we cannot assure you that our policies, procedures and related training programs will always
ensure full compliance by our associates and agents with all applicable legal requirements. Improper conduct by our associates or
agents could damage our reputation in the United States and internationally or lead to litigation or legal proceedings that could
result in civil or criminal penalties, including substantial monetary fines, as well as disgorgement of profits.
Adverse weather conditions could reduce the demand for our products.
The sales of our products are influenced to some extent by weather conditions in the markets in which we operate. Unusually cold
or rainy weather during the summer months may have a temporary effect on the demand for our products and contribute to lower
sales, which could have an adverse effect on our results of operations for such periods.
If product safety or quality issues, or negative publicity, even if unwarranted, damage our brand image and corporate reputation, our
business may suffer.
Our success depends on our ability to maintain consumer confidence in the safety and quality of our products. Our success also
depends on our ability to maintain the brand image of our existing products, build up brand image for new products and brand
extensions, and maintain our corporate reputation. We cannot assure you, however, that our commitment to product safety and
quality and our continuing investment in advertising and marketing will have the desired impact on our products brand image and
on consumer preferences. Product safety or quality issues, actual or perceived, or allegations of product contamination, even when
false or unfounded, could tarnish the image of the affected brands and may cause consumers to choose other products.
Allegations of product safety or quality issues or contamination, even if untrue, may require us from time to time to recall a
beverage or other product from all of the markets in which the affected production was distributed. Such issues or recalls could
negatively affect our profitability and brand image. In some emerging markets, the production and sale of counterfeit or
spurious products, which we and our bottling partners may not be able to fully combat, may damage the image and reputation
of our products. In addition, campaigns by activists attempting to connect us or our bottling system with human and workplace
rights issues in certain emerging markets could adversely impact our corporate image and reputation. For example, in June 2011,
the United Nations Human Rights Council endorsed the Guiding Principles for Business and Human Rights, which outlines how
businesses should implement the corporate responsibility to respect human rights principles included in the UN Protect, Respect
and Remedy framework on human rights. Through our Human Rights Statement and Workplace Rights Policy and Supplier
Guiding Principles, and our participation in the United Nations Global Compact and its LEAD program, as well as our active
participation in the Global Business Initiative on Human Rights, we have made a number of commitments to respect all human
rights. Allegations that we are not respecting any of the 30 human rights found in the United Nations Universal Declaration of
Human Rights, even if untrue, could have a significant impact on our corporate reputation and long-term financial results. Also,
adverse publicity surrounding obesity and health concerns related to our products, water usage, environmental concerns, labor
relations and the like, could negatively affect our Companys overall reputation and our products acceptance by consumers.
Changes in, or failure to comply with, the laws and regulations applicable to our products or our business operations could increase
our costs or reduce our net operating revenues.
Our Companys business is subject to various laws and regulations in the numerous countries throughout the world in which we
do business, including laws and regulations relating to competition, product safety, advertising and labeling, container deposits,
recycling or stewardship, the protection of the environment, and employment and labor practices. In the United States, the
production, distribution and sale of many of our products are subject to, among others, the Federal Food, Drug, and Cosmetic
Act, the Federal Trade Commission Act, the Lanham Act, state consumer protection laws, the Occupational Safety and Health
Act, and various environmental statutes, as well as various state and local statutes and regulations. Outside the United States,
the production, distribution, sale, advertising and labeling of many of our products are also subject to various laws and
regulations. Changes in applicable laws or regulations or evolving interpretations thereof, including increased government
regulations to limit carbon dioxide and other greenhouse gas emissions as a result of concern over climate change or to limit or
17
eliminate the use of bisphenol-A, or BPA (an odorless, tasteless food-grade chemical commonly used in the food and beverage
industries as a component in the coating of the interior of cans), may result in increased compliance costs, capital expenditures
and other financial obligations for us and our bottling partners, which could affect our profitability or impede the production or
distribution of our products, which could affect our net operating revenues. In addition, failure to comply with environmental,
health or safety requirements and other applicable laws or regulations could result in the assessment of damages, the imposition
of penalties, suspension of production, changes to equipment or processes, or a cessation of operations at our or our bottling
partners facilities, as well as damage to our and the Coca-Cola systems image and reputation, all of which could harm our and
the Coca-Cola systems profitability.
If we are not able to achieve our overall long-term goals, the value of an investment in our Company could be negatively affected.
We have established and publicly announced certain long-term growth objectives. These objectives were based on our evaluation
of our growth prospects, which are generally based on volume and sales potential of many product types, some of which are more
profitable than others, and on an assessment of the potential price and product mix. There can be no assurance that we will
achieve the required volume or revenue growth or the mix of products necessary to achieve our long-term growth objectives.
If we are unable to realize the significant benefits from our productivity and reinvestment program, our financial results could be
negatively affected.
We believe that productivity gains are essential to achieving our long-term growth objectives and, therefore, a leading priority of
our Company is to design and implement the most effective and efficient business system possible. As part of our efforts to
become more efficient, leaner and adaptive to changing market conditions, we recently announced a productivity and reinvestment
program consisting of (i) a new productivity initiative focused on global supply chain optimization, global marketing and
innovation effectiveness, operating expense leverage, operational excellence and data and information technology systems
standardization; and (ii) an expansion of our initiative to capture CCR integration synergies in North America, focused primarily
on our North American product supply. We expect to incur significant costs to capture these savings and additional synergies.
We intend to invest the savings generated by this program to enhance ongoing systemwide brand-building initiatives and also to
mitigate potential incremental near-term commodity costs. If we are unable to successfully implement our productivity and
reinvestment program, or if we are unable to capture the anticipated savings and additional synergies, our financial results could
be negatively affected.
If we are unable to protect our information systems against service interruption, misappropriation of data or breaches of security,
our operations could be disrupted and our reputation may be damaged.
We rely on networks and information systems and other technology (information systems), including the Internet and thirdparty hosted services, to support a variety of business processes and activities, including procurement and supply chain,
manufacturing, distribution, invoicing and collection of payments. We use information systems to process financial information
and results of operations for internal reporting purposes and to comply with regulatory financial reporting, legal and tax
requirements. In addition, we depend on information systems for digital marketing activities and electronic communications
among our locations around the world and between Company personnel and our bottlers and other customers, suppliers and
consumers. Because information systems are critical to many of the Companys operating activities, our business processes may
be impacted by system shutdowns or service disruptions. These disruptions may be caused by failures during routine operations
such as system upgrades or user errors, as well as network or hardware failures, malicious or disruptive software, computer
hackers, geopolitical events, natural disasters, failures or impairments of telecommunications networks, or other catastrophic
events. In addition, such events could result in unauthorized disclosure of confidential information. If our information systems
suffer severe damage, disruption or shutdown and our business continuity plans do not effectively resolve the issues in a timely
manner, we could experience delays in reporting our financial results and we may lose revenue and profits as a result of our
inability to timely manufacture, distribute, invoice and collect payments for concentrate or finished products. Misuse, leakage
or falsification of information could result in a violation of data privacy laws and regulations and damage the reputation and
credibility of the Company and have a negative impact on net operating revenues. In addition, we may suffer financial and
reputational damage because of lost or misappropriated confidential information belonging to us or to our bottling partners,
other customers, suppliers or consumers. The Company could also be required to spend significant financial and other
18
resources to remedy the damage caused by a security breach or to repair or replace networks and information systems.
Like most major corporations, the Companys information systems are a target of attacks. In order to address potential risks to
our information systems, we continue to make investments in personnel, technologies, cyberinsurance, training of Company
personnel, bottlers and third parties. The Company maintains an information risk management program which is supervised by
information technology management and reviewed by a cross-functional committee. As part of this program, reports which include
analysis of emerging risks as well as the Companys plans and strategies to address them are regularly prepared and presented to
senior management.
We may be required to recognize additional impairment charges which could materially affect our financial results.
We assess our goodwill, trademarks and other intangible assets as well as our other long-lived assets as and when required by
accounting principles generally accepted in the United States to determine whether they are impaired and, if they are, we record
appropriate impairment charges. Our equity method investees also perform impairment tests, and we record our proportionate
share of impairment charges recorded by them adjusted, as appropriate, for the impact of items such as basis differences, deferred
taxes and deferred gains. It is possible that we may be required to record significant impairment charges or our proportionate
share of significant charges recorded by equity method investees in the future and, if we do so, our operating or equity income
could be materially adversely affected.
If we do not successfully integrate and manage our Company-owned or controlled bottling operations, our results could suffer.
From time to time we acquire or take control of bottling operations, often in underperforming markets where we believe we can
use our resources and expertise to improve performance. We may incur unforeseen liabilities and obligations in connection with
acquiring, taking control of or managing bottling operations and may encounter unexpected difficulties and costs in restructuring
and integrating them into our Companys operating and internal control structures. We may also experience delays in extending
our Companys internal control over financial reporting to newly acquired or controlled bottling operations, which may increase
the risk of failure to prevent misstatements in such operations financial records and in our consolidated financial statements. In
2011, net operating revenues generated by our Bottling Investments group (which includes Company-owned or controlled bottling
operations other than those managed by CCR) represented approximately 18 percent of our Companys consolidated net
operating revenues. Our financial performance depends in large part on how well we can manage and improve the performance of
Company-owned or controlled bottling operations. We cannot assure you, however, that we will be able to achieve our strategic
and financial objectives for such bottling operations. If we are unable to achieve such objectives, our consolidated results could be
negatively affected.
Global or regional catastrophic events could impact our operations and financial results.
Because of our global presence and worldwide operations, our business can be affected by large-scale terrorist acts, especially
those directed against the United States or other major industrialized countries; the outbreak or escalation of armed hostilities;
major natural disasters; or widespread outbreaks of infectious diseases. Such events could impair our ability to manage our
business around the world, could disrupt our supply of raw materials and ingredients, and could impact production, transportation
and delivery of concentrates, syrups and finished products. In addition, such events could cause disruption of regional or global
economic activity, which can affect consumers purchasing power in the affected areas and, therefore, reduce demand for our
products.
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ITEM 2. PROPERTIES
Our worldwide headquarters is located on a 35-acre office complex in Atlanta, Georgia. The complex includes the approximately
621,000 square foot headquarters building and an approximately 870,000 square foot building in which CCNAs and CCRs main
offices are located. The complex also includes several other buildings, including the approximately 264,000 square foot Coca-Cola
Plaza building, technical and engineering facilities, a learning center and a reception center. We also own an office and retail building
at 711 Fifth Avenue in New York, New York. These properties are primarily included in the Corporate operating segment.
We own or lease additional facilities, real estate and office space throughout the world which we use for administrative,
manufacturing, processing, packaging, packing, storage, warehousing, distribution and retail operations. These properties are
generally included in the geographic operating segment in which they are located.
In North America, as of December 31, 2011, we owned 69 beverage production facilities, 10 principal beverage concentrate and/or
syrup manufacturing plants, one facility that manufactures juice concentrates for foodservice use and two bottled water facilities;
we leased one bottled water facility, one beverage production facility and six container manufacturing facilities; and we operated
287 principal beverage distribution warehouses, of which 104 were leased and the rest were owned. Also included in the North
America operating segment is a portion of the Atlanta office complex.
Additionally, as of December 31, 2011, our Company owned and operated 20 principal beverage concentrate manufacturing plants
outside of North America, of which four are included in the Eurasia and Africa operating segment; three are included in the
Europe operating segment; five are included in the Latin America operating segment; and eight are included in the Pacific
operating segment.
We own or hold a majority interest in or otherwise consolidate under applicable accounting rules bottling operations that, as of
December 31, 2011, owned 97 principal beverage bottling and canning plants located throughout the world. These plants are
included in the Bottling Investments operating segment.
Management believes that our Companys facilities for the production of our products are suitable and adequate, that they are
being appropriately utilized in line with past experience, and that they have sufficient production capacity for their present
intended purposes. The extent of utilization of such facilities varies based upon seasonal demand for our products. However,
management believes that additional production can be obtained at the existing facilities by adding personnel and capital
equipment and, at some facilities, by adding shifts of personnel or expanding the facilities. We continuously review our anticipated
requirements for facilities and, on the basis of that review, may from time to time acquire additional facilities and/or dispose of
existing facilities.
Aqua-Chem Litigation
On December 20, 2002, the Company filed a lawsuit (The Coca-Cola Company v. Aqua-Chem, Inc., Civil Action
No. 2002CV631-50) in the Superior Court of Fulton County, Georgia (the Georgia Case), seeking a declaratory judgment that
the Company has no obligation to its former subsidiary, Aqua-Chem, Inc., now known as Cleaver-Brooks, Inc. (Aqua-Chem), for
any past, present or future liabilities or expenses in connection with any claims or lawsuits against Aqua-Chem. Subsequent to the
Companys filing but on the same day, Aqua-Chem filed a lawsuit (Aqua-Chem, Inc. v. The Coca-Cola Company, Civil Action
No. 02CV012179) in the Circuit Court, Civil Division of Milwaukee County, Wisconsin (the Wisconsin Case). In the Wisconsin
Case, Aqua-Chem sought a declaratory judgment that the Company is responsible for all liabilities and expenses not covered by
insurance in connection with certain of Aqua-Chems general and product liability claims arising from occurrences prior to the
Companys sale of Aqua-Chem in 1981, and a judgment for breach of contract in an amount exceeding $9 million for costs
incurred by Aqua-Chem to date in connection with such claims. The Wisconsin Case initially was stayed, pending final resolution
of the Georgia Case, and later was voluntarily dismissed without prejudice by Aqua-Chem.
The Company owned Aqua-Chem from 1970 to 1981. During that time, the Company purchased over $400 million of insurance
coverage, which also insures Aqua-Chem for some of its prior and future costs for certain product liability and other claims.
The Company sold Aqua-Chem to Lyonnaise American Holding, Inc., in 1981 under the terms of a stock sale agreement. The
1981 agreement, and a subsequent 1983 settlement agreement, outlined the parties rights and obligations concerning past and
future claims and lawsuits involving Aqua-Chem. Cleaver-Brooks, a division of Aqua-Chem, manufactured boilers, some of
which contained asbestos gaskets. Aqua-Chem was first named as a defendant in asbestos lawsuits in or around 1985 and
20
Chapman
On June 30, 2005, Maryann Chapman filed a purported shareholder derivative action (Chapman v. Isdell, et al.) in the Superior
Court of Fulton County, Georgia, alleging violations of state law by certain individual current and former members of the Board
of Directors of the Company and senior management, including breaches of fiduciary duties, abuse of control, gross
mismanagement, waste of corporate assets and unjust enrichment, between January 2003 and the date of filing of the complaint
that have caused substantial losses to the Company and other damages, such as to its reputation and goodwill. The defendants
named in the lawsuit include Neville Isdell, Douglas Daft, Gary Fayard, Ronald Allen, Cathleen Black, Warren Buffett, Herbert
Allen, Barry Diller, Donald McHenry, Sam Nunn, James Robinson, Peter Ueberroth, James Williams, Donald Keough, Maria
Lagomasino, Pedro Reinhard, Robert Nardelli and Susan Bennett King. The Company is also named a nominal defendant. The
complaint further alleges that the September 2004 earnings warning issued by the Company resulted from factors known by the
individual defendants as early as January 2003 that were not adequately disclosed to the investing public until the earnings
warning. The factors cited in the complaint include (i) a flawed business strategy and a business model that was not working;
(ii) a workforce so depleted by layoffs that it was unable to properly react to changing market conditions; (iii) impaired
relationships with key bottlers; and (iv) the fact that the foregoing conditions would lead to diminished earnings. The plaintiff,
purportedly on behalf of the Company, seeks damages in an unspecified amount, extraordinary equitable and/or injunctive relief,
restitution and disgorgement of profits, reimbursement for costs and disbursements of the action, and such other and further relief
as the Court deems just and proper. The Companys motion to dismiss the complaint and the plaintiffs response were filed and
fully briefed. The Court heard oral argument on the Companys motion to dismiss on June 6, 2006. Following the hearing, the
Court took the matter under advisement and the parties are awaiting a ruling. There were no material developments in this case
during 2011.
The Company intends to vigorously defend its interests in this matter.
21
22
Gary P. Fayard, 59, is Executive Vice President and Chief Financial Officer of the Company. Mr. Fayard joined the Company in
April 1994. In July 1994, he was elected Vice President and Controller. In December 1999, he was elected Senior Vice President
and Chief Financial Officer. Mr. Fayard was elected Executive Vice President of the Company in February 2003.
Irial Finan, 54, is Executive Vice President of the Company and President, Bottling Investments and Supply Chain. Mr. Finan
joined the Coca-Cola system in 1981 with Coca-Cola Bottlers Ireland, Ltd., where for several years he held a variety of accounting
positions. From 1987 until 1990, Mr. Finan served as Finance Director of Coca-Cola Bottlers Ireland, Ltd. From 1991 to 1993, he
served as Managing Director of Coca-Cola Bottlers Ulster, Ltd. He was Managing Director of Coca-Cola bottlers in Romania and
Bulgaria until late 1994. From 1995 to 1999, he served as Managing Director of Molino Beverages, with responsibility for
expanding markets, including the Republic of Ireland, Northern Ireland, Romania, Moldova, Russia and Nigeria. Mr. Finan served
from May 2001 until 2003 as Chief Executive Officer of Coca-Cola Hellenic. Mr. Finan joined the Company and was named
President, Bottling Investments in August 2004. He was elected Executive Vice President of the Company in October 2004.
Bernhard Goepelt, 49, is Senior Vice President, General Counsel and Chief Legal Counsel of the Company. Mr. Goepelt joined
the Company in 1992 as Legal Counsel for the German Division. In 1997, he was appointed Legal Counsel for the Middle and
Far East Group and in 1999 was promoted to Division Counsel, Southeast and West Asia Division, based in Thailand. In January
2003, Mr. Goepelt was appointed Group Counsel for the Central Europe, Eurasia and Middle East Group. In 2005, he assumed
the position of General Counsel for Japan and China and in 2007 Mr. Goepelt was appointed General Counsel, Pacific Group. In
April 2010, he moved to Atlanta to become Associate General Counsel, Global Marketing, Commercial Leadership & Strategy. In
September 2010, Mr. Goepelt took on the additional responsibility of General Counsel for the Pacific Group. In addition to his
functional responsibilities, he also managed the administration of the Legal Division. Mr. Goepelt was elected Senior Vice
President, General Counsel and Chief Legal Counsel of the Company in December 2011.
Glenn G. Jordan S., 55, is President of the Pacific Group. Mr. Jordan joined the Company in 1978 as a field representative for
Coca-Cola de Colombia where, for several years, he held various positions, including Region Manager from 1985 to 1989.
Mr. Jordan served as Marketing Operations Manager, Pacific Group from 1989 to 1990 and as Vice President of Coca-Cola
International and Executive Assistant to the Pacific Group President from 1990 to 1991. Mr. Jordan served as Senior Vice
President, Marketing and Operations, for the Brazil Division from 1991 to 1995; as President of the River Plate Division, which
comprised Argentina, Uruguay and Paraguay, from 1995 to 2000; and as President of the South Latin America Division,
comprising Argentina, Bolivia, Chile, Ecuador, Paraguay, Peru and Uruguay, from 2000 to 2003. In February 2003, Mr. Jordan was
appointed Executive Vice President and Director of Operations for the Latin America Group and served in that capacity until
February 2006. Mr. Jordan was appointed President of the East, South Asia and Pacific Rim Group in February 2006. The East,
South Asia and Pacific Rim Group was reconfigured and renamed the Pacific Group, effective January 1, 2007.
Geoffrey J. Kelly, 67, served as General Counsel of the Company until December 2011 and will continue to serve as Senior Vice
President until his retirement in February 2012. Mr. Kelly joined the Company in 1970 in Australia as manager of the Legal
Department for the Australasia Area. From 1970 until 2000, Mr. Kelly held a number of key roles, including Senior Counsel for
the Pacific Group and subsequently for the Middle and Far East Group. In 2000, Mr. Kelly was appointed Senior Counsel for
International Operations. He became Chief Deputy General Counsel in 2003 and was elected Senior Vice President of the
Company in February 2004. In January 2005, he assumed the role of Acting General Counsel to the Company, and in July 2005,
he was elected General Counsel of the Company.
Muhtar Kent, 59, is Chairman of the Board of Directors, Chief Executive Officer and President of the Company. Mr. Kent joined the
Company in 1978 and held a variety of marketing and operations roles throughout his career with the Company. In 1985, he was
appointed General Manager of Coca-Cola Turkey and Central Asia. From 1989 to 1995, Mr. Kent served as President of the East
Central Europe Division and Senior Vice President of Coca-Cola International. Between 1995 and 1998, he served as Managing
Director of Coca-Cola Amatil-Europe covering bottling operations in 12 countries, and from 1999 until 2005, he served as President
and Chief Executive Officer of Efes Beverage Group, a diversified beverage company with Coca-Cola and beer operations across
Southeast Europe, Turkey and Central Asia. Mr. Kent rejoined the Company in May 2005 as President and Chief Operating
Officer, North Asia, Eurasia and Middle East Group, an organization serving a broad and diverse region that included China,
Japan and Russia. He was appointed President, Coca-Cola International in January 2006 and was elected Executive Vice President
of the Company in February 2006. He was elected President and Chief Operating Officer of the Company in December 2006 and
was elected to the Board of Directors in April 2008. Mr. Kent was elected Chief Executive Officer of the Company effective
July 1, 2008. Mr. Kent was elected Chairman of the Board of Directors of the Company in April 2009.
Dominique Reiniche, 56, is President of the Europe Group. Ms. Reiniche joined the Company in May 2005 as President of the
European Union Group, which was reconfigured effective July 1, 2008, to include the Adriatic and Balkans Business Unit and
renamed the Europe Group. Prior to joining the Company, Ms. Reiniche held a number of marketing, sales and general
23
management positions with CCE. From May 1998 until December 2002, she served as General Manager of France for CCE, and
from January 2003 until May 2005, Ms. Reiniche was President of CCE Europe. Before joining the Coca-Cola system, she was
Director of Marketing and Strategy with Kraft Jacobs-Suchard and Associate Advertising Manager at Procter & Gamble.
Jose Octavio Reyes, 59, is President of the Latin America Group. Mr. Reyes began his career with the Company in 1980 at
Coca-Cola de M
exico as Manager of Strategic Planning. In 1987, he was appointed Manager of the Sprite and Diet Coke brands
at Corporate Headquarters. In 1990, he was appointed Marketing Director for the Brazil Division, and later became Marketing
and Operations Vice President for the Mexico Division. Mr. Reyes assumed the role of Deputy Division President for the Mexico
Division in January 1996 and was named Division President for the Mexico Division in May 1996. He assumed his position as
President of the Latin America Group in December 2002.
Joseph V. Tripodi, 56, is Executive Vice President and Chief Marketing and Commercial Officer of the Company. Prior to joining
the Company, Mr. Tripodi served as Senior Vice President and Chief Marketing Officer for Allstate Insurance Co. Prior to joining
Allstate in November 2003, Mr. Tripodi was Chief Marketing Officer for The Bank of New York. From 1999 until April 2002, he
served as Chief Marketing Officer for Seagram Spirits & Wine Group. From 1989 to 1998, he was the Executive Vice President
for Global Marketing, Products and Services for MasterCard International. Previously, Mr. Tripodi spent seven years with the
Mobil Oil Corporation in roles of increasing responsibility in planning, marketing, business development and operations in New
York, Paris, Hong Kong and Guam. Mr. Tripodi joined the Company as Chief Marketing and Commercial Officer effective
September 2007 and was elected Senior Vice President of the Company in October 2007, a capacity in which he served until July
2009 when he was elected Executive Vice President of the Company.
Clyde C. Tuggle, 49, is Senior Vice President, Global Public Affairs and Communications Officer of the Company. Mr. Tuggle
joined the Company in January 1989 in the Corporate Issues Communications Department. In June 1992, he was named
Executive Assistant to Roberto C. Goizueta, then Chairman and Chief Executive Officer of the Company, where he managed
external affairs and communications for the Office of the Chairman. In 1998, Mr. Tuggle transferred to the Companys Central
European Division Office in Vienna where he held a variety of positions, including Director of Operations Development, Deputy
to the Division President and Region Manager for Austria. In January 2000, Mr. Tuggle returned to Atlanta as Executive Assistant
to then Chairman and Chief Executive Officer Douglas N. Daft and was elected Vice President of the Company. In February
2003, he was elected Senior Vice President of the Company and appointed Director of Worldwide Public Affairs and
Communications. From 2005 until September 2008, Mr. Tuggle served as President of the Russia, Ukraine & Belarus Business
Unit. In September 2008, he returned to Atlanta as Senior Vice President, Corporate Affairs and Productivity. In May 2009,
Mr. Tuggle was named Senior Vice President, Global Public Affairs and Communications of the Company.
Jerry S. Wilson, 57, is Senior Vice President and Chief Customer and Commercial Officer of the Company. Prior to joining the
Company, Mr. Wilson held various positions in roles of increasing responsibility in distribution, district management, franchise
leadership and brand management within Volkswagen of America from 1981 to 1988. Mr. Wilson joined the Company in 1988 as
an Area Account Executive for the Foodservice Division of Coca-Cola USA. From 1990 to 1992, he served as Manager of
Account Executives, and from 1992 to 1994, he served as Manager of Sales Development. Mr. Wilson was promoted to Director
of Sales Operations in 1994 and later that year became Director of Strategic Marketing. In 1995, Mr. Wilson was named Director
of Strategic Planning for Coca-Cola USA. In 1996, he was promoted to Vice President, Coca-Cola USA Foodservice, West Area,
and in 1999, Mr. Wilson was named Vice President of the North America operations within the McDonalds Division. In April
2003, he was promoted to global Chief Operating Officer of the McDonalds Division, and in December 2005, Mr. Wilson was
promoted to President of the global McDonalds Division and was elected Vice President of the Company. Mr. Wilson was elected
Senior Vice President of the Company in October 2006 and was appointed global Chief Customer and Commercial Officer
effective March 1, 2009.
Guy Wollaert, 52, is Senior Vice President and Chief Technical Officer of the Company. Mr. Wollaert joined the Company in 1992
in Brussels as a Project Manager and has held various positions of increasing responsibility in the technical and supply chain
fields. From 1997 to 1999, he served as Technical Director for the Indonesia region based in Jakarta. In 1999, Mr. Wollaert
relocated to Atlanta where he held the position of Value Chain Account Manager for the Asia Pacific region. In late 2000, he
joined Coca-Cola Tea Products Co. Ltd. (CCTPC), a Company subsidiary based in Tokyo. Mr. Wollaert became President of
CCTPC in January 2002. From 2003 to 2006, he was President of Coca-Cola National Beverages Ltd., a national supply
management Company subsidiary that managed the Companys Japan supply business. In 2006, Mr. Wollaert returned to Atlanta
as Vice President, Global Supply Chain Development, and from January 2008 until December 2010, he served as General
Manager, Global Juice Center. Mr. Wollaert was appointed Chief Technical Officer effective January 1, 2011, and was elected
Senior Vice President of the Company in February 2011.
All executive officers serve at the pleasure of the Board of Directors. There is no family relationship between any of the Directors
or executive officers of the Company.
24
PART II
ITEM 5. MARKET FOR REGISTRANTS COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER
PURCHASES OF EQUITY SECURITIES
The principal United States market in which the Companys common stock is listed and traded is the New York Stock Exchange.
The following table sets forth, for the quarterly periods indicated, the high and low market prices per share for the Companys
common stock, as reported on the New York Stock Exchange composite tape, and dividend per share information:
Common Stock
Market Prices
High
Low
Dividends
Declared
2011
Fourth quarter
Third quarter
Second quarter
First quarter
$ 70.29
71.77
68.77
67.48
$ 63.34
63.59
64.43
61.29
$ 0.47
0.47
0.47
0.47
2010
Fourth quarter
Third quarter
Second quarter
First quarter
$ 65.88
59.24
55.56
57.43
$ 58.55
50.02
49.47
52.23
$ 0.44
0.44
0.44
0.44
While we have historically paid dividends to holders of our common stock on a quarterly basis, the declaration and payment of
future dividends will depend on many factors, including, but not limited to, our earnings, financial condition, business development
needs and regulatory considerations, and is at the discretion of our Board of Directors.
As of February 20, 2012, there were 250,275 shareowner accounts of record. This figure does not include a substantially greater
number of street name holders or beneficial holders of our common stock, whose shares are held of record by banks, brokers
and other financial institutions.
The information under the principal heading EQUITY COMPENSATION PLAN INFORMATION in the Companys definitive
Proxy Statement for the Annual Meeting of Shareowners to be held on April 25, 2012, to be filed with the Securities and
Exchange Commission (the Companys 2012 Proxy Statement), is incorporated herein by reference.
During the fiscal year ended December 31, 2011, no equity securities of the Company were sold by the Company that were not
registered under the Securities Act of 1933, as amended.
25
The following table presents information with respect to purchases of common stock of the Company made during the three
months ended December 31, 2011, by the Company or any affiliated purchaser of the Company as defined in Rule 10b-18(a)(3)
under the Exchange Act.
Period
Total Number of
Shares Purchased1
Average
Price Paid
Per Share
Total Number of
Shares Purchased
as Part of Publicly
Announced Plans
or Programs2
1,370,988
3,926,672
8,244,042
$ 66.42
67.33
67.83
1,350,000
3,800,000
7,979,076
13,541,702
$ 67.54
13,129,076
Maximum Number of
Shares That May
Yet Be Purchased
Under the Publicly
Announced Plans
or Programs
93,759,148
89,959,148
81,980,072
The total number of shares purchased includes: (i) shares purchased pursuant to the 2006 Plan described in footnote 2 below and (ii) shares
surrendered to the Company to pay the exercise price and/or to satisfy tax withholding obligations in connection with so-called stock swap exercises
of employee stock options and/or the vesting of restricted stock issued to employees, totaling 20,988 shares, 126,672 shares and 264,966 shares for
the fiscal months of October, November and December 2011, respectively.
On July 20, 2006, we publicly announced that our Board of Directors had authorized a plan (the 2006 Plan) for the Company to purchase up to
300 million shares of our Companys common stock. This column discloses the number of shares purchased pursuant to the 2006 Plan during the
indicated time periods.
26
Performance Graph
Comparison of Five-Year Cumulative Total Return Among
The Coca-Cola Company, the Peer Group Index and the S&P 500 Index
Total Return
Stock Price Plus Reinvested Dividends
$250
$200
$150
12/31/06
12/31/07
12/31/08
12/31/09
12/31/10
12/31/11
Peer
KO Group S&P
$100 $100 $100
$130 $119 $105
$ 99 $ 91 $ 67
$129 $110 $ 84
$153 $129 $ 97
$168 $152 $ 99
$168
$152
$100
$99
$50
$0
12/31/06
12/31/07
12/31/08
12/31/09
12/31/10
The Coca-Cola
Company
Peer Group
Index
The
S&P 500
(KO)
(FBT)
(S&P)
12/31/11
1FEB201217485126
The total return assumes that dividends were reinvested quarterly and is based on a $100 investment on December 31, 2006.
The Peer Group Index is a self-constructed peer group of companies that are included in the Dow Jones Food and Beverage
Group and the Dow Jones Tobacco Group of companies, from which the Company has been excluded.
The Peer Group Index consists of the following companies: Altria Group, Inc., Archer-Daniels-Midland Company, Beam Inc.,
Brown-Forman Corporation (Class B Stock), Bunge Limited, Campbell Soup Company, Coca-Cola Enterprises, Inc., ConAgra
Foods, Inc., Constellation Brands, Inc., Corn Products International, Inc., Darling International Inc., Dean Foods Company,
Diamond Foods, Inc., Dr Pepper Snapple Group, Inc., Flowers Foods, Inc., Fresh Del Monte Produce Inc., General Mills, Inc.,
Green Mountain Coffee Roasters, Inc., Herbalife Ltd., H.J. Heinz Company, Hormel Foods Corporation, Kellogg Company, Kraft
Foods Inc., Lancaster Colony Corporation, Lorillard, Inc., McCormick & Company, Inc., Mead Johnson Nutrition Company,
Molson Coors Brewing Company, Monsanto Company, Monster Beverage Corporation (formerly known as Hansen Natural
Corporation), PepsiCo, Inc., Philip Morris International Inc., Ralcorp Holdings, Inc., Reynolds American Inc., Sara Lee
Corporation, Smithfield Foods, Inc., The Hain Celestial Group, Inc., The Hershey Company, The J.M. Smucker Company, Tootsie
Roll Industries, Inc., TreeHouse Foods, Inc., Tyson Foods, Inc., and Universal Corporation.
Companies included in the Dow Jones Food and Beverage Group and the Dow Jones Tobacco Group change periodically. This
year, the groups include Beam Inc. and Diamond Foods, Inc., both of which were not included in the groups last year.
Additionally, this year the groups do not include Central European Distribution Corporation, Chiquita Brands International, Inc.,
Del Monte Foods Company, and Martek Biosciences Corporation, all of which were included in the groups last year.
27
SUMMARY OF OPERATIONS
Net operating revenues
Net income attributable to shareowners of The Coca-Cola Company
PER SHARE DATA
Basic net income
Diluted net income
Cash dividends
BALANCE SHEET DATA
Total assets
Long-term debt
1
20101
2011
2009
2008
2007
$ 46,542
8,572
$ 35,119
11,809
$ 30,990
6,824
$ 31,944
5,807
$ 28,857
5,981
3.75
3.69
1.88
$ 79,974
13,656
5.12
5.06
1.76
$ 72,921
14,041
2.95
2.93
1.64
$ 48,671
5,059
2.51
2.49
1.52
$ 40,519
2,781
2.59
2.57
1.36
$ 43,269
3,277
Includes the impact of the Companys acquisition of CCEs North American business and the sale of our Norwegian and Swedish bottling operations
to New CCE. Both of these transactions occurred on October 2, 2010. This information also includes the impact of the deconsolidation of certain
entities, primarily bottling operations, on January 1, 2010, as a result of the Companys adoption of new accounting guidance issued by the Financial
Accounting Standards Board (FASB). Refer to Note 1 and Note 2 of Notes to Consolidated Financial Statements.
28
Our Business
General
The Coca-Cola Company is the worlds largest beverage company. We own or license and market more than 500 nonalcoholic
beverage brands, primarily sparkling beverages but also a variety of still beverages such as waters, enhanced waters, juices and
juice drinks, ready-to-drink teas and coffees, and energy and sports drinks. We own and market four of the worlds top five
nonalcoholic sparkling beverage brands: Coca-Cola, Diet Coke, Fanta and Sprite. Finished beverage products bearing our
trademarks, sold in the United States since 1886, are now sold in more than 200 countries.
We make our branded beverage products available to consumers throughout the world through our network of Company-owned
or controlled bottling and distribution operations as well as independently owned bottling partners, distributors, wholesalers and
retailers the worlds largest beverage distribution system. Of the approximately 56 billion beverage servings of all types
consumed worldwide every day, beverages bearing trademarks owned by or licensed to us account for more than 1.7 billion.
We believe our success depends on our ability to connect with consumers by providing them with a wide variety of choices to meet
their desires, needs and lifestyle choices. Our success further depends on the ability of our people to execute effectively, every day.
Our goal is to use our Companys assets our brands, financial strength, unrivaled distribution system, global reach and the
talent and strong commitment of our management and associates to become more competitive and to accelerate growth in a
manner that creates value for our shareowners.
Our Company markets, manufactures and sells:
beverage concentrates, sometimes referred to as beverage bases, and syrups, including fountain syrups (we refer to this
part of our business as our concentrate business or concentrate operations); and
finished sparkling and still beverages (we refer to this part of our business as our finished products business or finished
products operations).
Generally, finished products operations generate higher net operating revenues but lower gross profit margins than concentrate
operations.
In our concentrate operations, we typically generate net operating revenues by selling concentrates and syrups to authorized
bottling and canning operations (to which we typically refer as our bottlers or our bottling partners). Our bottling partners
either combine the concentrates with sweeteners (depending on the product), still water and/or sparkling water, or combine the
syrups with sparkling water to produce finished beverages. The finished beverages are packaged in authorized containers bearing
our trademarks or trademarks licensed to us such as cans and refillable and nonrefillable glass and plastic bottles and are
then sold to retailers directly or, in some cases, through wholesalers or other bottlers. Outside the United States, we also sell
concentrates for fountain beverages to our bottling partners who are typically authorized to manufacture fountain syrups, which
they sell to fountain retailers such as restaurants and convenience stores which use the fountain syrups to produce beverages for
immediate consumption, or to fountain wholesalers who in turn sell and distribute the fountain syrups to fountain retailers.
Our finished products operations consist primarily of the production, sales and distribution operations managed by CCR and our
Company-owned or controlled bottling and distribution operations. CCR is included in our North America operating segment, and
our Company-owned or controlled bottling and distribution operations are included in our Bottling Investments operating
segment. Our finished products operations generate net operating revenues by selling sparkling beverages and a variety of still
beverages, such as juices and juice drinks, energy and sports drinks, ready-to-drink teas and coffees, and certain water products, to
retailers or to distributors, wholesalers and bottling partners who distribute them to retailers. In addition, in the United States, we
manufacture fountain syrups and sell them to fountain retailers such as restaurants and convenience stores who use the fountain
syrups to produce beverages for immediate consumption or to authorized fountain wholesalers or bottling partners who resell the
fountain syrups to fountain retailers. In the United States, we authorize wholesalers to resell our fountain syrups through
nonexclusive appointments that neither restrict us in setting the prices at which we sell fountain syrups to the wholesalers nor
restrict the territories in which the wholesalers may resell in the United States.
29
The following table sets forth the percentage of total net operating revenues related to concentrate operations and finished
products operations:
Year Ended December 31,
2011
Concentrate operations
Finished products operations2
39%
613
2010
2009
51%
493
54%
46
Includes concentrates sold by the Company to authorized bottling partners for the manufacture of fountain syrups. The bottlers then typically sell
the fountain syrups to wholesalers or directly to fountain retailers.
Includes fountain syrups manufactured by the Company, including consolidated bottling operations, and sold to fountain retailers or to authorized
fountain wholesalers or bottling partners who resell the fountain syrups to fountain retailers.
Includes net operating revenues related to the acquired CCE North American business for the full year in 2011. In 2010, the percentage includes net
operating revenues from the date of the CCE acquisition on October 2, 2010.
The following table sets forth the percentage of total worldwide unit case volume related to concentrate operations and finished
products operations:
Year Ended December 31,
2011
Concentrate operations1
Finished products operations2
70%
303
2010
76%
243
2009
78%
22
Includes unit case volume related to concentrates sold by the Company to authorized bottling partners for the manufacture of fountain syrups. The
bottlers then typically sell the fountain syrups to wholesalers or directly to fountain retailers.
Includes unit case volume related to fountain syrups manufactured by the Company, including consolidated bottling operations, and sold to fountain
retailers or to authorized fountain wholesalers or bottling partners who resell the fountain syrups to fountain retailers.
Includes unit case volume related to the acquired CCE North American business for the full year in 2011. In 2010, the percentage includes unit case
volume from the date of the CCE acquisition on October 2, 2010.
30
Although the CCE transaction was structured to be primarily cashless, under the terms of the merger agreement, we agreed to
assume $8.9 billion of CCE debt. In the event the actual CCE debt on the acquisition date was less than the agreed amount, we
agreed to make a cash payment to New CCE for the difference. As of the acquisition date, the debt assumed by the Company was
$7.9 billion. The total cash consideration paid to New CCE as part of the transaction was $1.4 billion, which included $1.0 billion
related to the debt shortfall.
In contemplation of the closing of our acquisition of CCEs North American business, we reached an agreement with DPS to
distribute certain DPS brands in territories where DPS brands had been distributed by CCE prior to the CCE transaction. Under
the terms of our agreement with DPS, concurrently with the closing of the CCE transaction, we entered into license agreements
with DPS to distribute Dr Pepper trademark brands in the U.S., Canada Dry in the Northeast U.S., and Canada Dry and C Plus
in Canada, and we made a net one-time cash payment of $715 million to DPS. Under the license agreements, the Company
agreed to meet certain performance obligations to distribute DPS products in retail and foodservice accounts and vending
machines. The license agreements have initial terms of 20 years, with automatic 20-year renewal periods unless otherwise
terminated under the terms of the agreements. The license agreements replaced agreements between DPS and CCE existing
immediately prior to the completion of the CCE transaction. In addition, we entered into an agreement with DPS to include
Dr Pepper and Diet Dr Pepper in our Coca-Cola Freestyle fountain dispensers in certain outlets throughout the United States.
The Coca-Cola Freestyle agreement has a term of 20 years.
On October 2, 2010, we sold all of our ownership interests in our Norwegian and Swedish bottling operations to New CCE for
$0.9 billion in cash. In addition, in connection with the acquisition of CCEs North American business, we granted to New CCE
the right to negotiate the acquisition of our majority interest in our German bottler at any time from 18 to 39 months after
February 25, 2010, at the then current fair value and subject to terms and conditions as mutually agreed.
Our Objective
Our objective is to use our formidable assets brands, financial strength, unrivaled distribution system, global reach, and the
talent and strong commitment of our management and associates to achieve long-term sustainable growth. Our vision for
sustainable growth includes the following:
People: Being a great place to work where people are inspired to be the best they can be.
Portfolio: Bringing to the world a portfolio of beverage brands that anticipates and satisfies peoples desires and needs.
Partners: Nurturing a winning network of partners and building mutual loyalty.
Planet: Being a responsible global citizen that makes a difference.
Profit: Maximizing return to shareowners while being mindful of our overall responsibilities.
Productivity: Managing our people, time and money for greatest effectiveness.
Strategic Priorities
We have four strategic priorities designed to create long-term sustainable growth for our Company and the Coca-Cola system and
value for our shareowners. These strategic priorities are driving global beverage leadership; accelerating innovation; leveraging our
balanced geographic portfolio; and leading the Coca-Cola system for growth. To enable the entire Coca-Cola system so that we
can deliver on these strategic priorities, we must further enhance our core capabilities of consumer marketing; commercial
leadership; franchise leadership; and bottling and distribution operations.
31
Core Capabilities
Consumer Marketing
Marketing investments are designed to enhance consumer awareness of and increase consumer preference for our brands. This
produces long-term growth in unit case volume, per capita consumption and our share of worldwide nonalcoholic beverage sales.
Through our relationships with our bottling partners and those who sell our products in the marketplace, we create and
implement integrated marketing programs, both globally and locally, that are designed to heighten consumer awareness of and
product appeal for our brands. In developing a strategy for a Company brand, we conduct product and packaging research,
establish brand positioning, develop precise consumer communications and solicit consumer feedback. Our integrated marketing
activities include, but are not limited to, advertising, point-of-sale merchandising and sales promotions.
We have disciplined marketing strategies that focus on driving volume in emerging markets, increasing our brand value in
developing markets and growing profit in our developed markets. In emerging markets, we are investing in infrastructure
programs that drive volume through increased access to consumers. In developing markets, where consumer access has largely
been established, our focus is on differentiating our brands. In our developed markets, we continue to invest in brands and
infrastructure programs, but at a slower rate than revenue growth.
We are focused on affordability and ensuring we are communicating the appropriate message based on the current economic
environment.
Commercial Leadership
The Coca-Cola system has millions of customers around the world who sell or serve our products directly to consumers. We focus
on enhancing value for our customers and providing solutions to grow their beverage businesses. Our approach includes
understanding each customers business and needs whether that customer is a sophisticated retailer in a developed market or a
kiosk owner in an emerging market. We focus on ensuring that our customers have the right product and package offerings and
the right promotional tools to deliver enhanced value to themselves and the Company. We are constantly looking to build new
beverage consumption occasions in our customers outlets through unique and innovative consumer experiences, product
availability and delivery systems, and beverage merchandising and displays. We participate in joint brand-building initiatives with
our customers in order to drive customer preference for our brands. Through our commercial leadership initiatives, we embed
ourselves further into our retail customers businesses while developing strategies for better execution at the point of sale.
Franchise Leadership
We must continue to improve our franchise leadership capabilities to give our Company and our bottling partners the ability to
grow together through shared values, aligned incentives and a sense of urgency and flexibility that supports consumers always
changing needs and tastes. The financial health and success of our bottling partners are critical components of the Companys
success. We work with our bottling partners to identify system requirements that enable us to quickly achieve scale and
efficiencies, and we share best practices throughout the bottling system. Our system leadership allows us to leverage recent
acquisitions to expand our volume base and enhance margins. With our bottling partners, we work to produce differentiated
beverages and packages that are appropriate for the right channels and consumers. We also design business models for sparkling
and still beverages in specific markets to ensure that we appropriately share the value created by these beverages with our bottling
partners. We will continue to build a supply chain network that leverages the size and scale of the Coca-Cola system to gain a
competitive advantage.
32
33
Principles of Consolidation
Our Company consolidates all entities that we control by ownership of a majority voting interest as well as VIEs for which our
Company is the primary beneficiary. Generally, we consolidate only business enterprises that we control by ownership of a
majority voting interest. However, there are situations in which consolidation is required even though the usual condition of
consolidation (ownership of a majority voting interest) does not apply. Generally, this occurs when an entity holds an interest in
another business enterprise that was achieved through arrangements that do not involve voting interests, which results in a
disproportionate relationship between such entitys voting interests in, and its exposure to the economic risks and potential
rewards of, the other business enterprise. This disproportionate relationship results in what is known as a variable interest, and the
entity in which we have the variable interest is referred to as a VIE. An enterprise must consolidate a VIE if it is determined to
be the primary beneficiary of the VIE. The primary beneficiary has both (a) the power to direct the activities of the VIE that
most significantly impact the entitys economic performance, and (b) the obligation to absorb losses or the right to receive benefits
from the VIE that could potentially be significant to the VIE.
Our Company holds interests in certain VIEs, primarily bottling and container manufacturing operations, for which we were not
determined to be the primary beneficiary. Our variable interests in these VIEs primarily relate to profit guarantees or
subordinated financial support. Refer to Note 11 of Notes to Consolidated Financial Statements. Although these financial
arrangements resulted in us holding variable interests in these entities, the majority of these arrangements did not empower us to
direct the activities of the VIEs that most significantly impact the VIEs economic performance. Our Companys investments, plus
any loans and guarantees, related to these VIEs totaled $1,183 million and $1,274 million as of December 31, 2011 and 2010,
respectively, representing our maximum exposures to loss. The Companys investments, plus any loans and guarantees, related to
these VIEs were not significant to the Companys consolidated financial statements.
In addition, our Company holds interests in certain VIEs, primarily bottling and container manufacturing operations, for which we
were determined to be the primary beneficiary. As a result, we have consolidated these entities. Our Companys investments, plus
any loans and guarantees, related to these VIEs totaled $199 million and $191 million as of December 31, 2011 and 2010,
respectively, representing our maximum exposures to loss. The assets and liabilities of VIEs for which we are the primary
beneficiary were not significant to the Companys consolidated financial statements.
Creditors of our VIEs do not have recourse against the general credit of the Company, regardless of whether they are accounted
for as consolidated entities.
The information presented above reflects the impact of the Companys adoption of accounting guidance issued by the FASB
related to VIEs in June 2009. This accounting guidance resulted in a change in our accounting policy effective January 1, 2010.
Among other things, the guidance requires more qualitative than quantitative analyses to determine the primary beneficiary of a
VIE, requires continuous assessments of whether an enterprise is the primary beneficiary of a VIE, enhances disclosures about an
enterprises involvement with a VIE, and amends certain guidance for determining whether an entity is a VIE.
Beginning January 1, 2010, we deconsolidated certain entities as a result of this change in accounting policy. These entities are
primarily bottling operations and had previously been consolidated due to certain loan guarantees and/or other financial support
34
given by the Company. These financial arrangements, although not significant to our consolidated financial statements, resulted in
a disproportionate relationship between our voting interests in these entities and our exposure to the economic risks and potential
rewards of the entities. As a result, we determined that we held a majority of the variable interests in these entities and, therefore,
were deemed to be the primary beneficiary in accordance with accounting principles generally accepted in the United States as of
December 31, 2009. Although these financial arrangements resulted in us holding a majority of the variable interests in these
VIEs, the majority of these arrangements did not empower us to direct the activities of the VIEs that most significantly impact
the VIEs economic performance. Consequently, subsequent to the change in accounting policy, the Company deconsolidated the
majority of these VIEs.
The entities that have been deconsolidated accounted for less than 1 percent of net income attributable to shareowners of The
Coca-Cola Company in 2009. On January 1, 2010, the Company began to account for these entities under the equity method of
accounting. Although the deconsolidation of these entities impacted individual line items in our consolidated financial statements,
the impact on net income attributable to shareowners of The Coca-Cola Company in future periods will be nominal. The equity
method of accounting is intended to be a single line consolidation and, therefore, generally should result in the same net income
attributable to the investor as would be the case if the investee had been consolidated. The main impact on our consolidated
financial statements in 2010 was that, instead of these entities results of operations and balance sheets affecting our consolidated
line items, our proportionate share of net income or loss from these entities was reported in equity income (loss) net in our
consolidated statements of income, and our investment in these entities was reported as equity method investments in our
consolidated balance sheets. Refer to the heading Operations Review Structural Changes, Acquired Brands and New License
Agreements below for additional information.
35
rates, tax rates and capital spending. These factors are even more difficult to predict when global financial markets are highly
volatile. The estimates we use when assessing the recoverability of noncurrent assets are consistent with those we use in our
internal planning. When performing impairment tests, we estimate the fair values of the assets using managements best
assumptions, which we believe would be consistent with what a hypothetical marketplace participant would use. Estimates and
assumptions used in these tests are evaluated and updated as appropriate. The variability of these factors depends on a number of
conditions, including uncertainty about future events, and thus our accounting estimates may change from period to period. If
other assumptions and estimates had been used when these tests were performed, impairment charges could have resulted. As
mentioned above, these factors do not change in isolation and, therefore, we do not believe it is practicable or meaningful to
present the impact of changing a single factor. Furthermore, if management uses different assumptions or if different conditions
occur in future periods, future impairment charges could result. Refer to the heading Operations Review below for additional
information related to our present business environment. Certain factors discussed above are impacted by our current business
environment and are discussed throughout this report, as appropriate.
Our Company faces many uncertainties and risks related to various economic, political and regulatory environments in the
countries in which we operate, particularly in developing or emerging markets. Refer to the heading Our Business Challenges
and Risks above and Item 1A. Risk Factors in Part I of this report. As a result, management must make numerous
assumptions which involve a significant amount of judgment when completing recoverability and impairment tests of noncurrent
assets in various regions around the world.
Carrying
Value
$ 7,233
1,401
211
155
113
9%
2
*
*
*
Total
$ 9,113
11%
36
Investments classified as trading securities are not assessed for impairment, since they are carried at fair value with the change in
fair value included in net income. We review our investments in equity and debt securities that are accounted for using the equity
method or cost method or that are classified as available-for-sale or held-to-maturity each reporting period to determine whether
a significant event or change in circumstances has occurred that may have an adverse effect on the fair value of each investment.
When such events or changes occur, we evaluate the fair value compared to our cost basis in the investment. We also perform this
evaluation every reporting period for each investment for which our cost basis has exceeded the fair value in the prior period. The
fair values of most of our Companys investments in publicly traded companies are often readily available based on quoted market
prices. For investments in nonpublicly traded companies, managements assessment of fair value is based on valuation
methodologies including discounted cash flows, estimates of sales proceeds and appraisals, as appropriate. We consider the
assumptions that we believe hypothetical marketplace participants would use in evaluating estimated future cash flows when
employing the discounted cash flow or estimates of sales proceeds valuation methodologies. The ability to accurately predict future
cash flows, especially in developing and emerging markets, may impact the determination of fair value.
In the event the fair value of an investment declines below our cost basis, management is required to determine if the decline in
fair value is other than temporary. If management determines the decline is other than temporary, an impairment charge is
recorded. Managements assessment as to the nature of a decline in fair value is based on, among other things, the length of time
and the extent to which the market value has been less than our cost basis, the financial condition and near-term prospects of the
issuer, and our intent and ability to retain the investment for a period of time sufficient to allow for any anticipated recovery in
market value.
In 2011, the Company recognized impairment charges of $17 million as a result of the other-than-temporary decline in the fair
value of available-for-sale securities. In addition, the Company recognized charges of $41 million during 2011 related to the
impairment of an investment in an entity accounted for under the equity method of accounting. Each of the impairment charges
mentioned above impacted the Corporate operating segment and was recorded in other income (loss) net. Refer to the heading
Operations Review Other Income (Loss) Net below and Note 16 and Note 17 of Notes to Consolidated Financial
Statements.
In 2010, the Company recognized other-than-temporary impairments of $41 million related to certain available-for-sale securities
and an equity method investment. These impairment charges were recorded in other income (loss) net and impacted the
Bottling Investments and Corporate operating segments. Refer to Note 16 and Note 17 of Notes to Consolidated Financial
Statements.
In 2009, the Company recorded a charge of $27 million in other income (loss) net as a result of an other-than-temporary
decline in the fair value of a cost method investment. As of December 31, 2008, the estimated fair value of this investment
approximated the Companys carrying value in the investment. However, in 2009, the Company was informed by the investee of its
intent to reorganize its capital structure in 2009, which resulted in the Companys shares in the investee being canceled. As a
result, the Company determined that the decline in fair value of this cost method investment was other than temporary. This
impairment charge impacted the Corporate operating segment. Refer to Note 16 and Note 17 of Notes to Consolidated Financial
Statements.
The following table presents the difference between calculated fair values, based on quoted closing prices of publicly traded
shares, and our Companys cost basis in publicly traded bottlers accounted for as equity method investments (in millions):
December 31, 2011
Fair
Value
Carrying
Value
Difference
5,532
2,551
1,506
622
183
154
145
$ 1,569
999
1,442
155
186
86
84
$ 3,963
1,552
64
467
(3)
68
61
Total
$ 10,693
$ 4,521
$ 6,172
37
Other Assets
Our Company invests in infrastructure programs with our bottlers that are directed at strengthening our bottling system and
increasing unit case volume. Additionally, our Company advances payments to certain customers to fund future marketing
activities intended to generate profitable volume and expenses such payments over the periods benefited. Advance payments are
also made to certain customers for distribution rights. Payments under these programs are generally capitalized and reported in
the line items prepaid expenses and other assets or other assets, as appropriate, in our consolidated balance sheets. When facts
and circumstances indicate that the carrying value of these assets (or asset groups) may not be recoverable, management assesses
the recoverability of the carrying value by preparing estimates of sales volume and the resulting gross profit and cash flows. These
estimated future cash flows are consistent with those we use in our internal planning. If the sum of the expected future cash flows
(undiscounted and without interest charges) is less than the carrying amount, we recognize an impairment loss. The impairment
loss recognized is the amount by which the carrying amount exceeds the fair value.
As a result of our acquisition of CCEs North American business, the Company recorded charges of $266 million related to
preexisting relationships. These charges were primarily related to the write-off of our investment in infrastructure programs with
CCE. Our investment in these infrastructure programs with CCE did not meet the criteria to be recognized as an asset subsequent
to the acquisition. Refer to Note 2 and Note 6 of Notes to Consolidated Financial Statements.
Percentage
of Total
Assets
Goodwill
Bottlers franchise rights with indefinite lives
Trademarks with indefinite lives
Definite-lived intangible assets, net
Other intangible assets not subject to amortization
$ 12,219
7,770
6,430
1,137
113
15%
10
8
1
*
Total
$ 27,669
35%
38
When facts and circumstances indicate that the carrying value of definite-lived intangible assets may not be recoverable,
management assesses the recoverability of the carrying value by preparing estimates of sales volume and the resulting gross profit
and cash flows. These estimated future cash flows are consistent with those we use in our internal planning. If the sum of the
expected future cash flows (undiscounted and without interest charges) is less than the carrying amount of the asset (or asset
group), we recognize an impairment loss. The impairment loss recognized is the amount by which the carrying amount exceeds the
fair value. We use a variety of methodologies to determine the fair value of these assets, including discounted cash flow models,
which are consistent with the assumptions we believe hypothetical marketplace participants would use.
We test intangible assets determined to have indefinite useful lives, including trademarks, franchise rights and goodwill, for
impairment annually, or more frequently if events or circumstances indicate that assets might be impaired. Our Company
performs these annual impairment reviews as of the first day of our third fiscal quarter. We use a variety of methodologies in
conducting impairment assessments of indefinite-lived intangible assets, including, but not limited to, discounted cash flow models,
which are based on the assumptions we believe hypothetical marketplace participants would use. For indefinite-lived intangible
assets, other than goodwill, if the carrying amount exceeds the fair value, an impairment charge is recognized in an amount equal
to that excess.
We perform impairment tests of goodwill at our reporting unit level, which is one level below our operating segments. Our
operating segments are primarily based on geographic responsibility, which is consistent with the way management runs our
business. Our operating segments are subdivided into smaller geographic regions or territories that we sometimes refer to as
business units. These business units are also our reporting units. The Bottling Investments operating segment includes all
Company-owned or consolidated bottling operations, regardless of geographic location, except for bottling operations managed by
CCR, which are included in our North America operating segment. Generally, each Company-owned or consolidated bottling
operation within our Bottling Investments operating segment is its own reporting unit. Goodwill is assigned to the reporting unit
or units that benefit from the synergies arising from each business combination.
The goodwill impairment test consists of a two-step process, if necessary. The first step is to compare the fair value of a reporting
unit to its carrying value, including goodwill. We typically use discounted cash flow models to determine the fair value of a
reporting unit. The assumptions used in these models are consistent with those we believe hypothetical marketplace participants
would use. If the fair value of the reporting unit is less than its carrying value, the second step of the impairment test must be
performed in order to determine the amount of impairment loss, if any. The second step compares the implied fair value of the
reporting units goodwill with the carrying amount of that goodwill. If the carrying amount of the reporting units goodwill exceeds
its implied fair value, an impairment charge is recognized in an amount equal to that excess. The loss recognized cannot exceed
the carrying amount of goodwill.
Intangible assets acquired in recent transactions are naturally more susceptible to impairment, primarily due to the fact that they
are recorded at fair value based on recent operating plans and macroeconomic conditions present at the time of acquisition.
Consequently, if operating results and/or macroeconomic conditions deteriorate shortly after an acquisition, it could result in the
impairment of the acquired assets. A deterioration of macroeconomic conditions may not only negatively impact the estimated
operating cash flows used in our cash flow models, but may also negatively impact other assumptions used in our analyses,
including, but not limited to, the estimated cost of capital and/or discount rates. Additionally, as discussed above, in accordance
with accounting principles generally accepted in the United States, we are required to ensure that assumptions used to determine
fair value in our analyses are consistent with the assumptions a hypothetical marketplace participant would use. As a result, the
cost of capital and/or discount rates used in our analyses may increase or decrease based on market conditions and trends,
regardless of whether our Companys actual cost of capital has changed. Therefore, if the cost of capital and/or discount rates
change, our Company may recognize an impairment of an intangible asset in spite of realizing actual cash flows that are
approximately equal to, or greater than, our previously forecasted amounts.
As of our most recent annual impairment review, the Company had no significant impairments of its intangible assets,
individually or in the aggregate. In addition, as of December 31, 2011, we did not have any reporting units with a material
amount of goodwill for which it is reasonably likely that they will fail step one of a goodwill impairment test in the near term.
However, if macroeconomic conditions worsen, it is possible that we may experience significant impairments of some of our
intangible assets, which would require us to recognize impairment charges. Management will continue to monitor the fair value
of our intangible assets in future periods.
In 2010, the Company had no significant impairments of its intangible assets, individually or in the aggregate. We acquired
CCEs North American business on October 2, 2010, which resulted in the Company recording $14,327 million of intangible
assets, including goodwill. Refer to Note 2 of Notes to Consolidated Financial Statements. The acquired intangible assets
included $5,850 million of bottler franchise rights, which consisted of $5,200 million of franchise rights with indefinite lives
and $650 million of franchise rights with definite lives. The franchise rights with indefinite lives represent franchise rights
that had previously provided CCE with exclusive and perpetual rights to manufacture and/or distribute certain beverages in
39
specified territories. The franchise rights with definite lives relate to franchise rights that had previously provided CCE with
exclusive rights to manufacture and/or distribute certain beverages in specified territories for a finite period of time and, therefore,
have been classified as definite-lived intangible assets.
The Company recorded $8,050 million of goodwill in connection with this acquisition that was assigned to the North America
operating segment, of which $170 million is tax deductible. This goodwill is primarily related to synergistic value created from
having a unified operating system that will strategically position us to better market and distribute our nonalcoholic beverage
brands in North America. It also includes certain other intangible assets that do not qualify for separate recognition, such as an
assembled workforce.
In 2009, the Company recognized a $23 million impairment charge due to a change in the expected useful life of an intangible
asset, which was previously determined to have an indefinite life. Refer to the heading Operations Review Other Operating
Charges below and Note 16 and Note 17 of Notes to Consolidated Financial Statements.
Hyperinflationary Economies
Our Company conducts business in more than 200 countries, some of which have been deemed to be hyperinflationary economies
due to excessively high inflation rates in recent years. These economies create financial exposure to the Company. Venezuela was
deemed to be a hyperinflationary economy subsequent to December 31, 2009.
As of December 31, 2009, two main exchange rate mechanisms existed in Venezuela. The first exchange rate mechanism is known
as the official rate of exchange (official rate), which is set by the Venezuelan government. In order to utilize the official rate,
entities must seek approval from the government-operated Foreign Exchange Administration Board (CADIVI). As of
December 31, 2009, the official rate set by the Venezuelan government was 2.15 bolivars per U.S. dollar. The second exchange
rate mechanism was known as the parallel rate, which in some circumstances provided entities with a more liquid exchange
through the use of a series of transactions via a broker.
Subsequent to December 31, 2009, Venezuela was determined to be a hyperinflationary economy, and the Venezuelan government
devalued the bolivar by resetting the official rate to 2.6 bolivars per U.S. dollar for essential goods and 4.3 bolivars per U.S. dollar
for nonessential goods. In accordance with hyperinflationary accounting under accounting principles generally accepted in the
United States, our local subsidiary was required to use the U.S. dollar as its functional currency. As a result, we remeasured the
net assets of our Venezuelan subsidiary using the official rate for nonessential goods of 4.3 bolivars per U.S. dollar. During the
first quarter of 2010, we recorded a loss of $103 million related to the remeasurement of our Venezuelan subsidiarys net assets.
The loss was recorded in the line item other income (loss) net in our consolidated statement of income. We classified the
impact of the remeasurement loss in the line item effect of exchange rate changes on cash and cash equivalents in our
consolidated statement of cash flows.
In early June 2010, the Venezuelan government introduced a newly regulated foreign currency exchange system known as the
Transaction System for Foreign Currency Denominated Securities (SITME). This new system, which is subject to annual limits,
replaced the parallel market whereby entities domiciled in Venezuela are able to exchange their bolivars to U.S. dollars through
authorized financial institutions (commercial banks, savings and lending institutions, etc.).
In December 2010, the Venezuelan government announced that it was eliminating the official rate of 2.6 bolivars per U.S. dollar
for essential goods. As a result, there are currently only two exchange rates available for remeasuring bolivar-denominated
transactions, the official rate of 4.3 bolivars per U.S. dollar for nonessential goods and the SITME rate. As discussed above, the
Company has remeasured the net assets of our Venezuelan subsidiary using the official rate for nonessential goods of 4.3 bolivars
per U.S. dollar since January 1, 2010. Therefore, the elimination of the official rate for essential goods had no impact on the
remeasurement of the net assets of our Venezuelan subsidiary. We continue to use the official exchange rate for nonessential
goods to remeasure the financial statements of our Venezuelan subsidiary. If the official exchange rate devalues further, it would
result in our Company recognizing additional foreign currency exchange losses in our consolidated financial statements. As of
December 31, 2011, our Venezuelan subsidiary held monetary assets of $300 million.
In addition to the foreign currency exchange exposure related to our Venezuelan subsidiarys net assets, we also sell concentrate
to our bottling partner in Venezuela from outside the country. These sales are denominated in U.S. dollars. Some of our
concentrate sales were approved by the CADIVI to receive the official rate for essential goods of 2.6 bolivars per U.S. dollar
prior to the elimination of the official rate for essential goods in December 2010. Prior to the elimination of the official rate for
essential goods, our bottling partner in Venezuela was able to convert bolivars to U.S. dollars to settle our receivables related to
sales approved by the CADIVI. However, if we are unable to utilize a government-approved exchange rate mechanism to settle
future concentrate sales to our bottling partner in Venezuela, the Companys outstanding receivables balance related to these
sales will continue to increase. In addition, we have certain intangible assets associated with products sold in Venezuela. If we
are unable to utilize a government-approved exchange rate mechanism for concentrate sales, or if the bolivar further devalues,
it could result in the impairment of these intangible assets. As of December 31, 2011, the carrying value of our accounts
40
receivable from our bottling partner in Venezuela and intangible assets associated with products sold in Venezuela was
$147 million. The revenues and cash flows associated with concentrate sales to our bottling partner in Venezuela in 2012 are not
anticipated to be significant to the Companys consolidated financial statements.
Revenue Recognition
We recognize revenue when persuasive evidence of an arrangement exists, delivery of products has occurred, the sales price is
fixed or determinable, and collectibility is reasonably assured. For our Company, this generally means that we recognize revenue
when title to our products is transferred to our bottling partners, resellers or other customers. Title usually transfers upon
shipment to or receipt at our customers locations, as determined by the specific sales terms of each transaction. Our sales terms
do not allow for a right of return except for matters related to any manufacturing defects on our part.
Our customers can earn certain incentives, which are included in deductions from revenue, a component of net operating revenues
in our consolidated statements of income. These incentives include, but are not limited to, cash discounts, funds for promotional
and marketing activities, volume-based incentive programs and support for infrastructure programs. Refer to Note 1 of Notes to
Consolidated Financial Statements. The aggregate deductions from revenue recorded by the Company in relation to these
programs, including amortization expense on infrastructure programs, were $5.8 billion, $5.0 billion and $4.5 billion in 2011, 2010
and 2009, respectively. In preparing the financial statements, management must make estimates related to the contractual terms,
customer performance and sales volume to determine the total amounts recorded as deductions from revenue. Management also
considers past results in making such estimates. The actual amounts ultimately paid may be different from our estimates. Such
differences are recorded once they have been determined, and have historically not been significant.
41
Income Taxes
Our annual tax rate is based on our income, statutory tax rates and tax planning opportunities available to us in the various
jurisdictions in which we operate. Significant judgment is required in determining our annual tax expense and in evaluating our tax
positions. We establish reserves to remove some or all of the tax benefit of any of our tax positions at the time we determine that
the positions become uncertain based upon one of the following: (1) the tax position is not more likely than not to be sustained,
(2) the tax position is more likely than not to be sustained, but for a lesser amount, or (3) the tax position is more likely than
not to be sustained, but not in the financial period in which the tax position was originally taken. For purposes of evaluating
whether or not a tax position is uncertain, (1) we presume the tax position will be examined by the relevant taxing authority that
has full knowledge of all relevant information, (2) the technical merits of a tax position are derived from authorities such as
legislation and statutes, legislative intent, regulations, rulings and case law and their applicability to the facts and circumstances of
the tax position, and (3) each tax position is evaluated without considerations of the possibility of offset or aggregation with other
tax positions taken. We adjust these reserves, including any impact on the related interest and penalties, in light of changing facts
and circumstances, such as the progress of a tax audit. Refer to the heading Operations Review Income Taxes below.
A number of years may elapse before a particular matter for which we have established a reserve is audited and finally resolved.
The number of years with open tax audits varies depending on the tax jurisdiction. The tax benefit that has been previously
reserved because of a failure to meet the more likely than not recognition threshold would be recognized in our income tax
expense in the first interim period when the uncertainty disappears under any one of the following conditions: (1) the tax position
is more likely than not to be sustained, (2) the tax position, amount, and/or timing is ultimately settled through negotiation or
litigation, or (3) the statute of limitations for the tax position has expired. Settlement of any particular issue would usually require
the use of cash.
Tax law requires items to be included in the tax return at different times than when these items are reflected in the consolidated
financial statements. As a result, the annual tax rate reflected in our consolidated financial statements is different from that
reported in our tax return (our cash tax rate). Some of these differences are permanent, such as expenses that are not deductible
in our tax return, and some differences reverse over time, such as depreciation expense. These timing differences create deferred
tax assets and liabilities. Deferred tax assets and liabilities are determined based on temporary differences between the financial
reporting and tax bases of assets and liabilities. The tax rates used to determine deferred tax assets or liabilities are the enacted
tax rates in effect for the year and manner in which the differences are expected to reverse. Based on the evaluation of all
available information, the Company recognizes future tax benefits, such as net operating loss carryforwards, to the extent that
realizing these benefits is considered more likely than not.
We evaluate our ability to realize the tax benefits associated with deferred tax assets by analyzing our forecasted taxable income
using both historical and projected future operating results; the reversal of existing taxable temporary differences; taxable income
in prior carryback years (if permitted); and the availability of tax planning strategies. A valuation allowance is required to be
established unless management determines that it is more likely than not that the Company will ultimately realize the tax benefit
associated with a deferred tax asset. As of December 31, 2011, the Companys valuation allowances on deferred tax assets were
$859 million and are primarily related to uncertainties regarding the future realization of recorded tax benefits on tax loss
carryforwards generated in various jurisdictions. Current evidence does not suggest we will realize sufficient taxable income of the
appropriate character (e.g., capital gain versus ordinary income) within the carryforward period to allow us to realize these
deferred tax benefits. If we were to identify and implement tax planning strategies to recover these deferred tax assets or generate
sufficient income of the appropriate character in these jurisdictions in the future, it could lead to the reversal of these valuation
allowances and a reduction of income tax expense. The Company believes it will generate sufficient future taxable income to
realize the tax benefits related to the remaining net deferred tax assets in our consolidated balance sheets.
The Company does not record a U.S. deferred tax liability for the excess of the book basis over the tax basis of its investments in
foreign corporations to the extent that the basis difference results from earnings that meet the indefinite reversal criteria. This
criteria is met if the foreign subsidiary has invested, or will invest, the undistributed earnings indefinitely. The decision as to the
amount of undistributed earnings that the Company intends to maintain in non-U.S. subsidiaries takes into account items
including, but not limited to, forecasts and budgets of financial needs of cash for working capital, liquidity plans, capital
improvement programs, merger and acquisition plans, and planned loans to other non-U.S. subsidiaries. The Company also
evaluates its expected cash requirements in the United States. Other factors that can influence that determination are local
restrictions on remittances (for example, in some countries a central bank application and approval are required in order for the
Companys local country subsidiary to pay a dividend), economic stability and asset risk. As of December 31, 2011, undistributed
earnings of the Companys foreign subsidiaries that met the indefinite reversal criteria amounted to $23.5 billion. Refer to Note 14
of Notes to Consolidated Financial Statements.
The Companys effective tax rate is expected to be approximately 24.0 percent to 25.0 percent in 2012. This estimated tax rate
does not reflect the impact of any unusual or special items that may affect our tax rate in 2012.
42
Operations Review
Our organizational structure as of December 31, 2011, consisted of the following operating segments, the first six of which are
sometimes referred to as operating groups or groups: Eurasia and Africa; Europe; Latin America; North America; Pacific;
Bottling Investments; and Corporate. For further information regarding our operating segments, refer to Note 19 of Notes to
Consolidated Financial Statements.
43
Acquired brands refers to brands acquired during the past 12 months. Typically, the Company has not reported unit case volume
or recognized concentrate sales volume related to acquired brands in periods prior to the closing of the transaction. Therefore,
the unit case volume and concentrate sales volume from the sale of these brands is incremental to prior year volume. We do not
generally consider acquired brands to be structural changes.
License agreements refers to brands not owned by the Company, but for which we hold certain rights, generally including, but
not limited to, distribution rights, and we derive an economic benefit from the ultimate sale of these brands. Typically, the
Company has not reported unit case volume or recognized concentrate sales volume related to these brands in periods prior to
the beginning of the term of the license agreement. Therefore, the unit case volume and concentrate sales volume from the sale
of these brands is incremental to prior year volume. We do not generally consider new license agreements to be structural
changes.
Although there were no significant transactions that occurred during 2011, the following transactions and agreements impacted the
Companys operating results during both 2011 and 2010:
on October 2, 2010, in legally separate transactions, we acquired CCEs North American business and entered into a
license agreement with DPS;
on October 2, 2010, we sold all of our ownership interests in our Norwegian and Swedish bottling operations to New CCE;
and
on January 1, 2010, we deconsolidated certain entities, primarily bottling operations, as a result of the Companys adoption
of new accounting guidance issued by the FASB.
The impact that each of the aforementioned items had on the Companys consolidated financial statements is discussed
throughout this report, as appropriate. The sections below are intended to provide an overview of the impact these items had on
our 2011 and 2010 operating results and are expected to have on key metrics used by management.
Acquisition of CCEs North American Business and the DPS License Agreements
Immediately prior to our October 2, 2010, acquisition of CCEs North American business, the Company owned 33 percent of
CCEs outstanding common stock. This ownership represented our indirect ownership interest in both CCEs North American
business and its European operations. On October 2, 2010, the Company acquired the remaining 67 percent of CCEs North
American business not already owned by the Company for consideration that included the Companys indirect ownership interest
in CCEs European operations. As a result of this transaction, the Company now owns 100 percent of CCEs North American
business and does not own any interest in New CCEs European operations. The operating results of CCEs North American
business were included in our consolidated financial statements starting October 2, 2010. The operating results of New CCE do
not directly impact the Companys consolidated financial statements, since we have no ownership interest in this entity. Refer to
the heading Our Business General above and Note 2 of Notes to Consolidated Financial Statements for additional details
related to the acquisition.
On October 2, 2010, the Company also entered into an agreement with DPS to distribute certain DPS brands in territories where
these brands were distributed by CCE prior to our acquisition of CCEs North American business. The license agreements
replaced agreements between DPS and CCE existing immediately prior to our acquisition of CCEs North American business.
Refer to the heading Our Business General above and Note 2 of Notes to Consolidated Financial Statements for additional
details related to these new license agreements.
Prior to the acquisition of CCEs North American business and entering into the DPS license agreements, the Companys North
America operating segment was predominantly a concentrate operation. As a result of the acquisition of CCEs North American
business and the DPS license agreements, the North America operating segment is now predominantly a finished products
operation. Generally, finished products operations produce higher net operating revenues but lower gross profit margins and
operating margins compared to concentrate operations. Refer to Item 1. Business Products and Brands for additional
discussion of the differences between the Companys concentrate operations and our finished products operations. These
transactions resulted in higher net operating revenues but lower gross profit margins and operating margins for the North
America operating segment and our consolidated operating results.
Prior to the acquisition of CCEs North American business, the Company reported unit case volume for the sale of Company
beverage products sold by CCE. After the transaction closing, we reported unit case volume of Company beverage products just as
we had prior to the transaction.
Prior to the acquisition of CCEs North American business, the Company recognized concentrate sales volume at the time we sold
the concentrate to CCE. Upon the closing of the transaction, we do not recognize the concentrate sales volume until CCR has
sold finished products manufactured from concentrate to a customer.
44
The DPS license agreements impact both the Companys unit case and concentrate sales volume. Sales made pursuant to these
license agreements represent acquired volume and are incremental unit case volume and concentrate sales volume to the
Company only during the 12-month period following the acquisition. Prior to entering into the license agreements, the Company
did not include the DPS brands as unit case volume or concentrate sales volume, as these brands were not Company beverage
products. Refer to the heading Unit Case Volume below for additional information.
Prior to the acquisition, we recognized the revenues and profits associated with concentrate sales when the concentrate was sold
to CCE, excluding the portion that was deemed to be intercompany due to our previous ownership interest in CCE. However,
subsequent to the acquisition, the Company does not recognize the revenues and profits associated with concentrate sold to CCEs
North American business until the finished products manufactured from those concentrates are sold. For example, in 2010, most
of our pre-Easter concentrate sales to CCE impacted our first quarter operating results. In 2011, our Easter-related finished
product sales had a greater impact on our second quarter operating results. As a result of this transaction, the Company does not
have an indirect ownership interest in New CCEs European operations. Therefore, we are no longer required to defer the
portion of revenues and profits associated with concentrate sales to New CCE.
The acquisition of CCEs North American business has resulted in a significant adjustment to our overall cost structure, especially
in North America. The following inputs represent a substantial portion of the Companys total cost of goods sold: (1) sweeteners,
(2) metals, (3) juices and (4) polyethylene terephthalate (PET). The bulk of these costs resides within our North America and
Bottling Investments operating segments. The cost to purchase these inputs increased significantly in 2011 when compared to
2010. As a result, the Company incurred incremental costs of $800 million related to these inputs during 2011. The Company
increased our hedging activities related to certain commodities in order to mitigate a portion of the price risk associated with
forecasted purchases. Many of the derivative financial instruments used by the Company to mitigate the risk associated with these
commodity exposures do not qualify for hedge accounting. As a result, the changes in fair value of these derivative instruments
have been, and will continue to be, included as a component of net income in each reporting period. Refer to the heading Gross
Profit Margin below and Note 5 of Notes to Consolidated Financial Statements for additional information regarding our
commodity hedging activity. The Company anticipates that the cost of underlying commodities will continue to face upward
pressure in 2012. We currently expect the incremental impact of commodity costs related to the inputs described above, primarily
juices and sweeteners, to range between $350 million and $450 million on our full year 2012 consolidated results.
In 2010, the gross profit for our North America operating segment was negatively impacted by $235 million, primarily due to the
elimination of gross profit in inventory on intercompany sales and an inventory fair value adjustment as a result of the acquisition.
Refer to the headings Gross Profit Margin and Operating Income and Operating Margin below.
The acquisition of CCEs North American business increased the Companys selling, general and administrative expenses in 2011
and 2010, primarily due to delivery-related expenses. Selling, general and administrative expenses are typically higher, as a
percentage of net operating revenues, for finished products operations compared to concentrate operations. Selling, general and
administrative expenses were also negatively impacted by the amortization of definite-lived intangible assets acquired in the
acquisition. The Company recorded $650 million of definite-lived acquired franchise rights that are being amortized over a
weighted-average life of approximately eight years from the date of acquisition, which is equal to the weighted-average remaining
contractual term of the acquired franchise rights. In addition, the Company recorded $380 million of customer rights that are
being amortized over 20 years. We estimate the amortization expense related to these definite-lived intangible assets to be
approximately $100 million per year for the next several years, which will be recorded in selling, general and administrative
expenses.
In connection with the Companys acquisition of CCEs North American business, we assumed $7,602 million of long-term debt,
which had an estimated fair value of $9,345 million as of the acquisition date. In accordance with accounting principles generally
accepted in the United States, we recorded the assumed debt at its fair value as of the acquisition date. Refer to Note 2 of Notes
to Consolidated Financial Statements.
During 2011, the Company issued $2,979 million of long-term debt. We used $979 million of this newly issued debt and paid a
premium of $208 million to exchange $1,022 million of existing long-term debt that was assumed in connection with our
acquisition of CCEs North American business in the fourth quarter of 2010. The remaining cash from the issuance was used to
reduce the Companys outstanding commercial paper balance and exchange a certain amount of short-term debt.
45
During the fourth quarter of 2011, the Company extinguished long-term debt that had a carrying value of $20 million and was not
scheduled to mature until 2012. This debt was outstanding prior to the Companys acquisition of CCEs North American business.
In addition, the Company repurchased long-term debt during 2011 that was assumed in connection with our acquisition of CCEs
North American business. The repurchased debt included $99 million in unamortized fair value adjustments recorded as part of
our purchase accounting for the CCE transaction and was settled throughout the year as follows:
During the first quarter of 2011, the Company repurchased all of our outstanding U.K. pound sterling notes that had a
carrying value of $674 million;
During the second quarter of 2011, the Company repurchased long-term debt that had a carrying value of $42 million; and
During the third quarter of 2011, the Company repurchased long-term debt that had a carrying value of $19 million.
The Company recorded a net charge of $9 million in the line item interest expense in our consolidated statement of income
during the year ended December 31, 2011. This net charge was due to the exchange, repurchase and/or extinguishment of
long-term debt described above.
On November 15, 2010, the Company issued $4,500 million of long-term notes and used some of the proceeds to repurchase
$2,910 million of long-term debt. The Company used the remaining cash from the issuance to reduce our outstanding commercial
paper balance. The repurchased debt consisted of $1,827 million of debt assumed in our acquisition of CCEs North American
business and $1,083 million of the Companys debt that was outstanding prior to the acquisition. The Company recorded a charge
of $342 million in 2010 related to the premiums paid to repurchase the long-term debt and the costs associated with the
settlement of treasury rate locks issued in connection with the debt tender offer.
Refer to the heading Interest Expense below and Note 10 of Notes to Consolidated Financial Statements for additional
information related to the Companys long-term debt balance.
In 2010, we recognized a gain of $4,978 million due to the remeasurement of our equity interest in CCE to fair value upon the
close of the transaction. This gain was classified in the line item other income (loss) net in our consolidated statement of
income.
Although our 2010 operating results and certain key metrics were affected by these structural changes, our 2011 consolidated
financial statements reflect 12 months of operating results of the acquired CCE North American business and DPS license
agreements compared to three months in 2010. Therefore, these structural changes had a much larger impact on our operating
results and certain key metrics in 2011, when compared to 2010.
Prior to the closing of this acquisition, we had accounted for our investment in CCE under the equity method of accounting.
Under the equity method of accounting, we recorded our proportionate share of CCEs net income or loss in the line item equity
income (loss) net in our consolidated statements of income. However, as a result of this transaction, beginning October 2,
2010, the Company no longer records equity income or loss related to CCE; and therefore, this transaction negatively impacted
the amount of equity income the Company recorded during both 2011 and 2010. Refer to the heading Equity Income (Loss)
Net below.
46
Beverage Volume
We measure the volume of Company beverage products sold in two ways: (1) unit cases of finished products and (2) concentrate
sales. As used in this report, unit case means a unit of measurement equal to 192 U.S. fluid ounces of finished beverage (24
eight-ounce servings); and unit case volume means the number of unit cases (or unit case equivalents) of Company beverage
products directly or indirectly sold by the Company and its bottling partners to customers. Unit case volume primarily consists of
beverage products bearing Company trademarks. Also included in unit case volume are certain products licensed to, or distributed
by, our Company, and brands owned by Coca-Cola system bottlers for which our Company provides marketing support and from
the sale of which we derive economic benefit. In addition, unit case volume includes sales by joint ventures in which the Company
has an equity interest. We believe unit case volume is one of the measures of the underlying strength of the Coca-Cola system
because it measures trends at the consumer level. The unit case volume numbers used in this report are derived based on
estimates received by the Company from its bottling partners and distributors. Concentrate sales volume represents the amount of
concentrates and syrups (in all cases expressed in equivalent unit cases) sold by, or used in finished beverages sold by, the
Company to its bottling partners or other customers. Unit case volume and concentrate sales volume growth rates are not
necessarily equal during any given period. Factors such as seasonality, bottlers inventory practices, supply point changes, timing of
price increases, new product introductions and changes in product mix can impact unit case volume and concentrate sales volume
and can create differences between unit case volume and concentrate sales volume growth rates. In addition to the items
mentioned above, the impact of unit case volume from certain joint ventures, in which the Company has an equity interest, but to
which the Company does not sell concentrates or syrups, may give rise to differences between unit case volume and concentrate
sales volume growth rates.
Information about our volume growth by operating segment is as follows:
Percent Change
2011 vs. 2010
2010 vs. 2009
Concentrate
Concentrate
Unit Cases1,2
Sales
Unit Cases1,2
Sales
Worldwide
Eurasia & Africa
Europe
Latin America
North America
Pacific
Bottling Investments
5%
5%
5%
5%
6%
2
6
4
5
5%
1
5
4
6
N/A
12%
5
2
6
(1)
12%
7
2
6
N/A
Bottling Investments operating segment data reflects unit case volume growth for consolidated bottlers only.
Geographic segment data reflects unit case volume growth for all bottlers in the applicable geographic areas, both consolidated and unconsolidated.
47
Year Ended December 31, 2011, versus Year Ended December 31, 2010
In Eurasia and Africa, unit case volume increased 6 percent, which consisted of 5 percent growth in sparkling beverages and
13 percent growth in still beverages. The groups unit case volume growth was largely due to growth in our key markets, including
India and Turkey. India experienced 12 percent unit case volume growth, which consisted of 12 percent growth in sparkling
beverages and 11 percent growth in still beverages. Indias growth in sparkling beverages was primarily due to 17 percent growth
in Trademark Sprite, 15 percent growth in Trademark Thums Up and 11 percent growth in Trademark Coca-Cola. Still beverages
in India benefited from 14 percent growth in our Kinley water brand and 11 percent growth in Maaza, a component of our juice
portfolio in India. The group also benefited from unit case volume growth of 10 percent in Turkey, which included strong growth
in brand Coca-Cola. Unit case volume grew 5 percent in Russia, primarily due to our acquisition of Nidan in the third quarter of
2010. Excluding the impact of the acquired Nidan juice, Russias overall unit case volume declined 2 percent in 2011. Eurasia and
Africa also benefited from unit case volume growth of 8 percent in the Companys Middle East and North Africa Business Unit
despite ongoing geopolitical challenges in the region. The groups unit case volume growth in the markets described above was
partially offset by a 2 percent unit case volume decline in South Africa. This decline was primarily due to the impact of
unfavorable weather conditions during our peak summer selling season as well as higher pricing in the marketplace.
Unit case volume in Europe increased 2 percent, despite an unseasonably cold and rainy summer selling season and moderate
consumer confidence. The Company achieved these results by strategically tailoring our price and package offerings to meet the
needs of each market with consideration for the current economic environment. The group benefited from the Companys
successful launch of our 125th anniversary marketing campaign as well as other integrated marketing campaigns. The group had
2 percent growth in sparkling beverages, including 3 percent growth in Trademark Coca-Cola and growth of 14 percent in
Coca-Cola Zero. Unit case volume for still beverages increased 2 percent, led by growth in energy drinks and tea. Germanys unit
case volume increased 6 percent, primarily attributable to 6 percent growth in Trademark Coca-Cola and 13 percent growth in
Trademark Fanta. Our German business continued to benefit from the Companys bottler restructuring efforts and our effective
marketing campaigns. In addition, France and Great Britain had growth of 5 percent and 4 percent, respectively, each led by
growth in Trademark Coca-Cola.
In Latin America, unit case volume increased 6 percent, which consisted of 4 percent growth in sparkling beverages and
15 percent growth in still beverages. The groups sparkling beverage unit case volume growth was led by 4 percent growth in
brand Coca-Cola. Still beverages benefited from the successful performance of Del Valle as well as strong growth in other still
beverages, including water and tea. Mexico had unit case volume growth of 9 percent, led by 7 percent growth in sparkling
beverages, which included 7 percent growth in Trademark Coca-Cola. In addition, Argentina had 10 percent growth in Trademark
Coca-Cola which contributed to its overall unit case volume growth of 10 percent. Argentinas unit case volume growth benefited
from strong integrated marketing campaigns, including sponsorship of the Copa America soccer tournament in July. Brazils unit
case volume increased 1 percent despite a general slowdown in the countrys economy. The groups unit case volume growth in
the markets described above was partially offset by a 10 percent volume decline in Venezuela. The decline in Venezuela is a
reflection of the continued economic and political pressures affecting the country.
Unit case volume in North America increased 4 percent, including 3 percent growth attributable to the new license agreements
with DPS. The groups unit case volume growth was driven by 3 percent growth in sparkling beverages, primarily due to the sale
of Dr Pepper brands under the new license agreements. Coca-Cola Zero continued its strong performance in North America with
11 percent unit case volume growth. Unit case volume for still beverages in North America increased 4 percent, including
12 percent growth in Trademark Powerade, 10 percent growth in Trademark Dasani and 48 percent growth in Gold Peak. The
growth in still beverages in North America was partially offset by a decline of 2 percent in juice and juice drinks, a reflection of
increased pricing to offset commodity costs. In December 2011, the Company acquired Great Plains Coca-Cola Bottling Company
(Great Plains) in the United States. As a result of this acquisition, we will report volume from cross-licensed brands, primarily
Dr Pepper, that were previously distributed by Great Plains. Unit case volume for these cross-licensed brands was 12 million unit
cases for full year 2011. The Company began reporting unit case volume for these cross-licensed brands in December 2011.
48
In Pacific, unit case volume increased 5 percent, which consisted of 4 percent growth in sparkling beverages and 8 percent growth
in still beverages. The groups volume growth was led by 13 percent growth in China, which included 12 percent growth in
sparkling beverages attributable to strong growth in Trademark Sprite, Coca-Cola and Fanta. The group also benefited from
Chinas 16 percent growth in still beverages, including strong growth in Minute Maid Pulpy and other still beverages, including
water. In Japan, unit case volume growth was even, reflecting the impact of the earthquake and tsunami that devastated the
northern and eastern portions of the country on March 11, 2011. The groups unit case volume growth in the markets described
above was partially offset by a 9 percent volume decline in the Philippines.
Unit case volume for Bottling Investments was even when compared to the prior year. The group had growth in key markets
where we own or otherwise consolidate bottling operations, including unit case volume growth of 13 percent in China, 12 percent
in India and 6 percent in Germany. The Companys consolidated bottling operations accounted for 34 percent, 66 percent and
100 percent of the unit case volume in China, India and Germany, respectively. However, growth in these markets was offset by
the unfavorable impact of the Companys sale of our Norwegian and Swedish bottling operations to New CCE during the fourth
quarter of 2010 as well as a unit case volume decline of 9 percent in the Philippines where we own 100 percent of the countrys
bottling operations.
Year Ended December 31, 2010, versus Year Ended December 31, 2009
In Eurasia and Africa, unit case volume increased 12 percent, which consisted of 10 percent growth in sparkling beverages and
21 percent growth in still beverages. The groups unit case volume growth was primarily attributable to 17 percent growth in India,
which included growth of 15 percent and 23 percent in sparkling and still beverages, respectively. Indias growth in sparkling
beverages was led by double-digit growth in Trademarks Sprite, Thums Up and Coca-Cola, which reflected the benefit of
successful national marketing programs. Still beverage growth in India included the impact of 22 percent growth in our Maaza
juice brand. In addition to growth in India, the groups unit case volume growth included 14 percent growth in Turkey, 8 percent
growth in North and West Africa, 16 percent growth in Russia, 20 percent growth in Southern Eurasia, 12 percent growth in East
and Central Africa and 5 percent growth in South Africa. The growth across the African continent was attributable to the strong
performance of both sparkling and still beverages and the benefit of our FIFA World CupTM activation programs.
Unit case volume in Europe was even, which reflected the impact of continuing difficult macroeconomic conditions throughout
certain regions in Europe. The groups unit case volume included unit case volume growth of 5 percent in France, 1 percent in
Germany and 2 percent in our Nordic Business Unit. The growth in these regions was offset by unit case volume declines in other
regions, including a 7 percent decline in South and Eastern Europe, primarily due to continuing macroeconomic pressures. The
groups unit case volume also included unit case volume declines of 2 percent and 1 percent in Italy and Iberia, respectively.
In Latin America, unit case volume increased 5 percent, which consisted of 4 percent growth in sparkling beverages and 9 percent
growth in still beverages. The groups unit case volume growth was led by 11 percent growth in Brazil and 3 percent growth in
Mexico. Brazils unit case volume growth was primarily due to 11 percent growth in sparkling beverages, led by 11 percent growth
in Trademark Coca-Cola. Mexicos unit case volume growth was impacted by adverse weather conditions. The groups unit case
volume growth also included 5 percent growth in our South Latin Business Unit. All of the aforementioned markets benefited
from our strong FIFA World CupTM activation programs.
Unit case volume in North America increased 2 percent, including 1 percent attributable to the new license agreements with DPS.
The groups unit case volume growth was driven by 5 percent growth in still beverages, led by 19 percent growth in Trademark
Powerade, 12 percent growth in teas and 23 percent growth in Trademark Simply. Unit case volume for sparkling beverages in
North America increased 1 percent, primarily due to the sale of DPS brands under the new license agreements. Coca-Cola Zero
continued its strong performance in North America with 15 percent growth in 2010. The groups strong marketing initiatives,
including our FIFA World CupTM activation programs, contributed to the unit case volume growth in North America.
The volume and net operating revenues attributable to the sale of DPS brands have been included as a structural change in our
analysis of net operating revenues. Refer to the heading Net Operating Revenues below and Structural Changes, Acquired
Brands and New License Agreements above.
In Pacific, unit case volume increased 6 percent, which consisted of 13 percent growth in still beverages and 2 percent growth in
sparkling beverages. The groups volume growth was led by 6 percent growth in China, 15 percent growth in the Philippines and
3 percent growth in Japan. Chinas volume growth included 21 percent growth in juices and juice drinks primarily due to the
continued strong momentum of Minute Maid Pulpy, as well as strong growth in other still beverages including water. Tough
weather conditions, including flooding in the higher per capita consumption regions, negatively impacted unit case volume in
China. In the Philippines, unit case volume growth was led by 14 percent growth in Trademark Coca-Cola. In Japan, the unit case
volume growth was driven by successful in-market activations, strong innovation and favorable weather conditions.
49
Included in Japans unit case volume growth was 5 percent growth in Trademark Coca-Cola, primarily due to strong FIFA World
CupTM activation programs and our Coca-Cola Summer Promotion. Japans unit case volume growth also benefited from
17 percent growth in sports drinks.
Unit case volume for Bottling Investments decreased 1 percent, primarily due to the deconsolidation of certain entities as a result
of the Companys adoption of new accounting guidance issued by the FASB. These entities are primarily bottling operations and
have been accounted for under the equity method of accounting since they were deconsolidated on January 1, 2010. Refer to the
heading Critical Accounting Policies and Estimates Principles of Consolidation and Structural Changes, Acquired Brands
and New License Agreements above. The deconsolidation of these entities negatively impacted the unit case volume for Bottling
Investments by approximately 9 percent. Unit case volume for Bottling Investments was also negatively impacted by the sale of
our Norwegian and Swedish bottling operations to New CCE. The unfavorable impact of the aforementioned items was partially
offset by growth in markets where we own or otherwise consolidate the bottling operations. Unit case volume grew 6 percent in
China, 17 percent in India, 15 percent in the Philippines and 1 percent in Germany. The Companys consolidated bottling
operations account for 33 percent, 66 percent, 100 percent and 100 percent of the unit case volume in China, India, the
Philippines and Germany, respectively.
50
2011
2010
2009
$ 46,542
18,216
$ 35,119
12,693
$ 30,990
11,088
GROSS PROFIT
GROSS PROFIT MARGIN
Selling, general and administrative expenses
Other operating charges
28,326
60.9%
17,440
732
22,426
63.9%
13,158
819
19,902
64.2%
11,358
313
OPERATING INCOME
OPERATING MARGIN
Interest income
Interest expense
Equity income (loss) net
Other income (loss) net
10,154
21.8%
483
417
690
529
8,449
24.1%
317
733
1,025
5,185
8,231
26.6%
249
355
781
40
11,439
2,805
24.5%
14,243
2,384
16.7%
8,634
62
11,859
50
8,572
$ 11,809
$
$
3.75
3.69
$
$
5.12
5.06
Percent Change
2011 vs. 2010 2010 vs. 2009
26
13
33
*
16
*
20
3
27
106
31
*
8,946
2,040
22.8%
(20)
18
59
17
6,906
82
(27)
24
72
(39)
6,824
(27)%
73%
$
$
2.95
2.93
(27)%
(27)%
74%
73%
Basic net income per share and diluted net income per share are calculated based on net income attributable to shareowners of
The Coca-Cola Company.
51
13%
14
52
(43)
(33)
*
33%
44
Volume2
Total
5%
(3)%
2%
4%
8%
5%
1
5
6
4
(2)
(8)
7%
7
(2)
3
(1)%
3
4
7
4
11%
4
14
11
3
Represents the total change in net operating revenues for Bottling Investments and each of our geographic operating segments, excluding North
America.
Represents the percent change in net operating revenues attributable to the increase (decrease) in concentrate sales volume for our geographic
operating segments (expressed in equivalent unit cases). For our Bottling Investments operating segment, this represents the percent change in net
operating revenues attributable to the increase (decrease) in unit case volume for the Bottling Investments operating segment after considering the
impact of structural changes. Our Bottling Investments operating segment data reflects unit case volume growth for consolidated bottlers only. Refer
to the heading Beverage Volume above.
Refer to the heading Beverage Volume above for additional information related to changes in our unit case and concentrate
sales volume.
The structural change in the Bottling Investments operating segment was primarily related to the sale of all our ownership
interests in our Norwegian and Swedish bottling operations to New CCE on October 2, 2010. Refer to the heading Structural
Changes, Acquired Brands and New License Agreements above. The structural change in the Latin America operating segment
was related to the sale of 50 percent of our investment in Le
ao Junior, S.A. (Le
ao Junior) during the third quarter of 2010.
Price, product and geographic mix had a favorable 2 percent impact on our international and Bottling Investments net operating
revenues. Price, product and geographic mix for our operating segments was impacted by a variety of factors and events including,
but not limited to, the following:
Our international and Bottling Investments operating segments results were unfavorably impacted by geographic mix as a
result of growth in our emerging and developing markets. The revenue per unit sold in these markets is generally less than
in developed markets;
Eurasia and Africa was favorably impacted by price mix as a result of pricing increases in a number of key markets;
Europes price mix was even, including a negative 1 percent impact as a result of a change in our concentrate pricing
strategy in Germany with our consolidated bottler;
Latin America was favorably impacted by price mix as a result of pricing increases in a number of key markets. Also, still
beverages grew faster than sparkling beverages in Latin America, bolstered by the strong performance of Del Valle;
Pacific was unfavorably impacted by geographic mix due to the growth in emerging and developing markets. The revenue
per unit sold in these markets is generally less than in developed markets;
Pacific was unfavorably impacted by channel and product mix due to the earthquake and tsunami that devastated
52
Year Ended December 31, 2010, versus Year Ended December 31, 2009
Net operating revenues increased $4,129 million, or 13 percent. The following table illustrates, on a percentage basis, the
estimated impact of key factors resulting in the increase (decrease) in net operating revenues by operating segment:
Volume1
Consolidated
Eurasia & Africa
Europe
Latin America
North America
Pacific
Bottling Investments
Corporate
5%
5%
12%
7
1
6
10
*
(11)
*
%
2
(13)
32
1
Currency
Fluctuations
Total
1%
2%
13%
(2)%
1
9
(5)
(1)
*
6%
(2)
3
1
6
2
*
16%
1
6
35
8
Represents the percent change in net operating revenues attributable to the increase (decrease) in concentrate sales volume for our geographic
operating segments, excluding the impact of volume associated with new license agreements (expressed in equivalent unit cases). For our Bottling
Investments operating segment, this represents the percent change in net operating revenues attributable to the increase (decrease) in unit case
volume for the Bottling Investments operating segment after considering the impact of structural changes. Our Bottling Investments operating
segment data reflects unit case volume growth for consolidated bottlers only. Refer to the heading Beverage Volume above.
Represents the percent change in net operating revenues attributable to the increase (decrease) in concentrate sales volume related to new license
agreements for our geographic operating segments. For our Bottling Investments operating segment, this represents the percent change in net
operating revenues attributable to the increase (decrease) in unit case volume for the Bottling Investments operating segment due to structural
changes. Our Bottling Investments operating segment data reflects unit case volume growth for consolidated bottlers only. Refer to the heading
Beverage Volume above.
Refer to the heading Beverage Volume above for additional information related to changes in our unit case and concentrate
sales volume.
Refer to the heading Structural Changes, Acquired Brands and New License Agreements above for additional information
related to significant structural changes. Although we do not normally consider new license agreements to be structural changes,
in the case of the DPS license agreements, given their correlation to our acquisition of CCEs North American business, we have
included the impact of these license agreements as structural changes when explaining our 2010 financial results. Likewise, the
total revenues attributable to CCEs North American business, including DPS, recognized by the Company during the three
months following the date of acquisition in 2010 are considered a structural change.
53
Price, product and geographic mix had a favorable 1 percent impact on consolidated net operating revenues. Price, product and
geographic mix for our operating segments was impacted by a variety of factors and events including, but not limited to, the
following:
Consolidated results were unfavorably impacted by geographic mix as a result of growth in our emerging and developing
markets. The growth in our emerging and developing markets resulted in unfavorable geographic mix due to the fact that
the revenue per unit sold in these markets is generally less than in developed markets;
Eurasia and Africa was unfavorably impacted by negative geographic mix due to the growth in emerging and developing
markets such as India and Russia. The revenue per unit sold in these markets is generally less than in developed markets;
Latin America was favorably impacted by pricing in a number of our key markets and the impact of still beverages growing
faster than sparkling beverages; and
Pacific was negatively impacted by unfavorable geographic mix due to the growth in emerging and developing markets such
as China and the Philippines. The revenue per unit sold in these markets is generally less than in developed markets.
The favorable impact of foreign currency fluctuations increased net operating revenues by 2 percent. The favorable impact of
changes in foreign currency exchange rates was primarily due to a weaker U.S. dollar compared to certain other foreign
currencies, including the Japanese yen, Mexican peso, Brazilian real, South African rand and Australian dollar, which had a
favorable impact on the Eurasia and Africa, Latin America, Pacific and Bottling Investments operating segments. The favorable
impact of a weaker U.S. dollar compared to the aforementioned currencies was partially offset by the impact of a stronger U.S.
dollar compared to certain other foreign currencies, including the euro and British pound, which had an unfavorable impact on
the Europe and Bottling Investments operating segments. Refer to the heading Liquidity, Capital Resources and Financial
Position Foreign Exchange.
2011
2010
2009
5.8%
10.3
9.4
44.2
11.7
18.3
0.3
6.9%
12.6
11.0
31.7
14.1
23.4
0.3
6.4%
13.9
12.0
26.4
14.6
26.4
0.3
100.0%
100.0%
100.0%
Net operating revenue growth rates are impacted by sales volume, structural changes, price and product/geographic mix, and
foreign currency fluctuations. The percentage of the Companys net operating revenues contributed by our North America
operating segment increased 12.5 percent and 5.3 percent in 2011 and 2010, respectively, as a result of our acquisition of CCEs
North American business on October 2, 2010. The CCE acquisition resulted in a decrease in the proportionate share of the
Companys consolidated net operating revenues contributed by our operating segments outside of North America for both 2011
and 2010. The percentage of the Companys net operating revenues contributed by our Bottling Investments operating segment
decreased 5.1 percent and 3.0 percent in 2011 and 2010, respectively, primarily due to the sale of our Norwegian and Swedish
bottling operations to New CCE and the segments proportionate decrease in the Companys consolidated net operating revenues
due to the CCE acquisition in North America. Refer to the heading Structural Changes, Acquired Brands and New License
Agreements above.
The size and timing of structural changes are not consistent from period to period. As a result, anticipating the impact of such
events on future net operating revenues, and other financial statement line items, usually is not possible. We expect structural
changes to have an impact on our consolidated financial statements in future periods.
54
Year Ended December 31, 2010, versus Year Ended December 31, 2009
Our gross profit margin decreased to 63.9 percent in 2010 from 64.2 percent in 2009. The decrease was primarily due to our
acquisition of CCEs North American business, partially offset by favorable geographic mix, product mix, the sale of our
Norwegian and Swedish bottling operations and the deconsolidation of certain entities as a result of the Companys adoption of
new accounting guidance issued by the FASB.
Refer to the heading Structural Changes, Acquired Brands and New License Agreements above for additional information
regarding the impact of our acquisition of CCEs North American business, the sale of our Norwegian and Swedish bottling
operations and the deconsolidation of certain entities as a result of the Companys adoption of new accounting guidance issued by
the FASB. The favorable geographic mix was primarily due to many of our emerging markets recovering from the global recession
at a quicker pace than our developed markets. Although this shift in geographic mix has a negative impact on net operating
revenues, it generally has a favorable impact on our gross profit margin due to the correlated impact it has on our product mix.
The product mix in the majority of our emerging and developing markets is more heavily skewed toward our sparkling beverage
products, which generally yield a higher gross profit margin compared to our still beverages and finished products. Refer to the
heading Net Operating Revenues above.
55
2011
354
3,256
8,501
5,329
$ 17,440
2010
380
2,917
3,902
5,959
$ 13,158
2009
241
2,791
2,627
5,699
$ 11,358
Year Ended December 31, 2011, versus Year Ended December 31, 2010
Selling, general and administrative expenses increased $4,282 million, or 33 percent. Foreign currency fluctuations increased
selling, general and administrative expenses by 3 percent. The decrease in stock-based compensation expense was primarily related
to the impact of modifications made to certain replacement performance share unit awards on our prior year results, partially
offset by higher estimated payouts tied to performance in conjunction with our long-term incentive compensation programs.
Advertising expenses increased during the year and reflect the Companys continued investment in the health and strength of our
brands and building market execution capabilities. The increase in bottling and distribution expenses was primarily due to the full
year impact of consolidating CCEs North American business in addition to our continued investments in our other bottling
operations around the world. This increase was partially offset by the full year impact of the sale of our Norwegian and Swedish
bottling operations to New CCE during the fourth quarter of 2010. Other operating expenses decreased during the year, partially
reflecting the impact of the Companys productivity and integration initiatives.
In 2012, our pension expense is expected to decrease by approximately $50 million compared to 2011. The anticipated decrease is
primarily due to approximately $953 million of contributions the Company expects to make to various plans in 2012, of which
$900 million was contributed to the Companys U.S. pension plans during the first quarter of 2012. The expected favorable impact
of this item will be partially offset by the expected unfavorable impact of a decrease in the weighted-average discount rate used to
calculate the Companys benefit obligation. Refer to the heading Liquidity, Capital Resources and Financial Position below for
information related to these contributions. Refer to the heading Critical Accounting Policies and Estimates Pension Plan
Valuations above and Note 13 of Notes to Consolidated Financial Statements for additional information related to the discount
rates used by the Company.
As of December 31, 2011, we had $516 million of total unrecognized compensation cost related to nonvested share-based
compensation arrangements granted under our plans. This cost is expected to be recognized over a weighted-average period of
1.8 years as stock-based compensation expense. This expected cost does not include the impact of any future stock-based
compensation awards. Refer to Note 12 of Notes to Consolidated Financial Statements.
Year Ended December 31, 2010, versus Year Ended December 31, 2009
Selling, general and administrative expenses increased $1,800 million, or 16 percent. Foreign currency fluctuations increased
selling, general and administrative expenses by 1 percent. The increase in stock-based compensation was primarily related to
higher payouts tied to performance in conjunction with our long-term incentive compensation programs and the impact of
modifications made to certain replacement performance share unit awards issued by the Company in connection with our
acquisition of CCEs North American business. The Company modified primarily all of these replacement performance share unit
awards to eliminate the remaining holding period, which resulted in $74 million of accelerated expense in the fourth quarter of
2010. Refer to Note 2 of Notes to Consolidated Financial Statements. The increase in advertising expenses reflected the
Companys continued investment in our brands and building market execution capabilities.
The increase in bottling and distribution expenses was primarily related to the impact of our acquisition of CCEs North American
business and our continued investments in our other bottling operations. The unfavorable impact of these items was partially
offset by the deconsolidation of certain entities as a result of the Companys adoption of new accounting guidance issued by the
FASB. These entities are primarily bottling operations and accounted for approximately 2 percent of the Companys consolidated
selling, general and administrative expenses in 2009. Bottling and distribution expenses were also reduced due to the sale of our
Norwegian and Swedish bottling operations to New CCE. Refer to the heading Structural Changes, Acquired Brands and New
License Agreements above for additional information related to significant structural changes.
56
2011
12
25
4
374
54
89
174
Total
$ 732
2010
7
50
133
22
122
485
$ 819
2009
4
7
31
1
141
129
$ 313
In 2011, the Company incurred other operating charges of $732 million, which primarily consisted of $633 million associated with
the Companys productivity, integration and restructuring initiatives; $50 million due to charges associated with the earthquake
and tsunami that devastated northern and eastern Japan on March 11, 2011; $35 million of costs associated with the merger of
Embotelladoras Arca, S.A.B. de C.V. (Arca) and Grupo Continental S.A.B. (Contal); and $10 million associated with the
floods in Thailand that impacted the Companys supply chain operations in the region. The Companys integration activities
include costs associated with the integration of CCEs North American business, as well as the integration of 18 German bottling
and distribution operations acquired in 2007.
In 2010, the Company began an integration initiative related to our acquisition of CCEs North American business on October 2,
2010. Upon completion of the CCE transaction, we combined the management of the acquired North American business with the
management of our existing foodservice business; Minute Maid and Odwalla juice businesses; North America supply chain
operations; and Company-owned bottling operations in Philadelphia, Pennsylvania, into a unified bottling and customer service
organization called CCR. In addition, we reshaped our remaining CCNA operations into an organization that primarily provides
franchise leadership and consumer marketing and innovation for the North American market. As a result of the transaction and
related reorganization, our North American businesses operate as aligned and agile organizations with distinct capabilities,
responsibilities and strengths. Refer to Note 2 of Notes to Consolidated Financial Statements.
We incurred expenses of $358 million in 2011 related to this initiative which impacted the North America and Corporate
operating segments. These expenses were primarily related to both internal and external costs associated with the development,
design and initial implementation of our future operating framework as well as contract termination fees and relocation costs. We
believe this acquisition will result in an evolved franchise system that will enable us to better serve the unique needs of the North
American market. The creation of a unified operating system will strategically position us to better market and distribute our
nonalcoholic beverage brands in North America. The Company initially estimated that the total cost of these integration initiatives
would be approximately $425 million, and the initiatives were expected to generate annualized savings of at least $350 million per
year. The Company realized nearly all of the $350 million in annualized savings by the end of 2011, and the total cost we incurred
since the inception of this integration initiative was $493 million. As such, this initiative was successfully completed at the end of
2011. Refer to Note 18 of Notes to Consolidated Financial Statements for additional information related to this integration
initiative.
The Companys integration initiatives include costs related to the integration of 18 German bottling and distribution operations
acquired in 2007. We incurred expenses of $67 million in 2011 related to this initiative. The expenses recorded in connection with
these integration activities have been primarily due to involuntary terminations. The Company began these integration initiatives
in 2008 and has incurred total pretax expenses of $292 million since they commenced. The Company is currently reviewing other
integration and restructuring opportunities within the German bottling and distribution operations, which if implemented will
result in additional charges in future periods. However, as of December 31, 2011, the Company had not finalized any additional
plans. Refer to Note 18 of Notes to Consolidated Financial Statements for additional information related to this integration
initiative.
During 2011, the Company successfully completed our four-year global productivity program and exceeded our target of
providing $500 million in annualized savings from these initiatives by the end of 2011. These savings have provided the
Company additional flexibility to invest for growth. The Company generated these savings in a number of areas, which include
aggressively managing operating expenses supported by lean techniques, redesigning key processes to drive standardization and
effectiveness, better leveraging our size and scale, and driving savings in indirect costs through the implementation of a
procure-to-pay program. In realizing these savings, the Company incurred total costs of $508 million related to these
57
productivity initiatives since they commenced during the first quarter of 2008. Refer to Note 18 of Notes to Consolidated
Financial Statements for additional information related to the Companys ongoing productivity initiatives.
In February 2012, the Company announced a new four-year productivity and reinvestment program. This program will further
enable our efforts to strengthen our brands and reinvest our resources to drive long-term profitable growth. The first component
of this program is a new global productivity initiative that will target annualized savings of $350 million to $400 million. This
initiative will be focused around four primary areas: global supply chain optimization; global marketing and innovation
effectiveness; operating expense leverage and operational excellence; and data and IT systems standardization. The Company is in
the initial stages of defining the costs associated with this initiative.
The second component of our new productivity and reinvestment program involves beginning a new integration initiative in North
America related to our acquisition of CCEs North American business. The Company has identified incremental synergies in
North America, primarily in the area of our North American product supply, which will better enable us to service our customers
and consumers. We believe these efforts will create annualized savings of $200 million to $250 million and will result in costs of
approximately $300 million.
As a combined productivity and reinvestment program, the Company anticipates generating annualized savings of $550 million to
$650 million which will be phased in over the next four years starting in 2012. We expect to begin fully realizing the annual benefit
of these savings in 2015, the final year of the program. The savings generated by this program will be reinvested in brand-building
initiatives, and in the short term will also mitigate potential incremental commodity costs.
In 2010, the Company incurred other operating charges of $819 million, which consisted of $478 million associated with the
Companys productivity, integration and restructuring initiatives; $250 million related to charitable contributions; $81 million due
to transaction costs incurred in connection with our acquisition of CCEs North American business and the sale of our Norwegian
and Swedish bottling operations to New CCE; and $10 million of charges related to bottling activities in Eurasia. The Companys
integration activities include costs associated with the integration of CCEs North American business, as well as the integration of
18 German bottling and distribution operations acquired in 2007. The charitable contributions were primarily attributable to a
cash donation to The Coca-Cola Foundation. Refer to Note 18 of Notes to Consolidated Financial Statements for additional
information on our productivity, integration and restructuring initiatives. Refer to Note 2 of Notes to Consolidated Financial
Statements for additional information related to the transaction costs.
In 2009, the Company incurred other operating charges of $313 million, which consisted of $273 million related to the Companys
productivity, integration and restructuring initiatives and $40 million due to asset impairments. Refer to Note 18 of Notes to
Consolidated Financial Statements for additional information on our productivity, integration and restructuring initiatives. The
impairment charges were related to a $23 million impairment of an intangible asset and a $17 million impairment of a building.
The impairment of the intangible asset was due to a change in the expected useful life of the asset, which was previously
determined to have an indefinite life. The $17 million impairment was due to a change in disposal strategy related to a building
that is no longer occupied. The Company had originally intended to sell the building along with the related land. However, we
determined that the maximum potential sales proceeds would likely be realized through the sale of vacant land. As a result, the
building was removed. The land was not considered held-for-sale, primarily due to the fact that it was not probable a sale would
be completed within one year.
58
2011
2010
2009
10.8%
30.4
27.7
22.8
21.2
2.2
(15.1)
11.6%
35.2
28.5
18.0
24.2
2.7
(20.2)
9.8%
35.8
24.8
20.7
22.9
2.2
(16.2)
Total
100.0%
100.0%
100.0%
2011
2010
2009
Consolidated
21.8%
24.1%
26.6%
40.6%
64.7
63.9
11.3
39.4
2.6
*
40.4%
67.3
62.0
13.6
41.4
2.8
*
41.0%
68.4
55.2
20.7
41.6
2.2
*
Information about our operating margin on a consolidated basis and by operating segment is as follows:
As demonstrated by the tables above, the percentage contribution to operating income and operating margin by operating segment
fluctuated from year to year. Operating income and operating margin by operating segment were influenced by a variety of factors
and events, including the following:
In 2011, foreign currency exchange rates favorably impacted consolidated operating income by 4 percent. The favorable
impact of changes in foreign currency exchange rates was primarily due to a weaker U.S. dollar compared to most foreign
currencies, including the euro, Japanese yen, Mexican peso, Brazilian real, British pound, South African rand and
Australian dollar, which had a favorable impact on the Eurasia and Africa, Europe, Latin America, Pacific and Bottling
Investments operating segments. Refer to the heading Liquidity, Capital Resources and Financial Position Foreign
Exchange.
In 2011, operating income was favorably impacted by fluctuations in foreign currency exchange rates by 2 percent for
Europe, 4 percent for Latin America, 1 percent for North America, 7 percent for Pacific, 7 percent for Bottling
Investments and 1 percent for Corporate. Operating income was unfavorably impacted by fluctuations in foreign currency
exchange rates by 1 percent for Eurasia and Africa.
In 2011, our consolidated operating margin was favorably impacted by geographic mix. The favorable geographic mix was
primarily due to many of our emerging markets recovering from the global recession at a quicker pace than our developed
markets. Although this shift in geographic mix has a negative impact on net operating revenues, it generally has a favorable
impact on our gross profit margin and operating margin due to the correlated impact it has on our product mix. The
product mix in the majority of our emerging and developing markets is more heavily skewed toward products in our
sparkling beverage portfolio, which generally yield a higher gross profit margin compared to our still beverages and finished
products. Consequently, the shift in our geographic mix is driving favorable product mix from a global perspective.
In 2011, operating income and operating margin for Europe were unfavorably impacted by a change in our concentrate
pricing strategy in Germany with our consolidated bottler.
59
In 2011, operating income and operating margin for Latin America were favorably impacted by volume growth across all of
the groups business units and pricing increases in key markets, partially offset by continued investments in the business.
In 2011, the operating margin for North America was unfavorably impacted by the full year impact of the Companys
acquisition of CCEs North American business. Generally, bottling and finished products operations have higher net
operating revenues but lower operating margins when compared to concentrate and syrup operations. The impact of this
transaction was also reflected in the Companys operating margin. Refer to the heading Structural Changes, Acquired
Brands and New License Agreements above.
In 2011, operating income and operating margin for North America were unfavorably impacted by higher commodity costs
in the segments finished products businesses.
In 2011, operating income was reduced by $19 million for North America due to the amortization of favorable supply
contracts acquired in connection with our acquisition of CCEs North American business.
In 2011, operating income and operating margin for Pacific and North America were unfavorably impacted as a result of
the earthquake and tsunami that devastated northern and eastern Japan on March 11, 2011. Operating income was reduced
by $82 million and $2 million for Pacific and North America, respectively. The charges were primarily related to the
Companys charitable donations in support of relief and rebuilding efforts in Japan as well as funds we provided certain
bottling partners in the affected regions.
In 2011, operating income was reduced by $10 million for Corporate due to charges associated with the floods in Thailand
that impacted the Companys supply chain operations in the region.
In 2011, operating income was reduced by $12 million for Eurasia and Africa, $25 million for Europe, $4 million for Latin
America, $374 million for North America, $4 million for Pacific, $89 million for Bottling Investments and $164 million for
Corporate, primarily due to the Companys ongoing productivity, integration and restructuring initiatives as well as costs
associated with the merger of Arca and Contal.
In 2010, foreign currency exchange rates favorably impacted consolidated operating income by 3 percent. The favorable
impact of changes in foreign currency exchange rates was primarily due to a weaker U.S. dollar compared to most foreign
currencies, including the Japanese yen, Mexican peso, Brazilian real, South African rand and Australian dollar, which had a
favorable impact on the Eurasia and Africa, Latin America, Pacific and Bottling Investments operating segments. The
favorable impact of a weaker U.S. dollar compared to the aforementioned currencies was partially offset by the impact of a
stronger U.S. dollar compared to certain other foreign currencies, including the euro and British pound, which had an
unfavorable impact on the Europe and Bottling Investments operating segments. Refer to the heading Liquidity, Capital
Resources and Financial Position Foreign Exchange below.
In 2010, operating income was favorably impacted by fluctuations in foreign currency exchange rates by 7 percent for
Eurasia and Africa, 3 percent for Latin America, 8 percent for Pacific and 9 percent for Bottling Investments. Operating
income was unfavorably impacted by fluctuations in foreign currency exchange rates by 1 percent for Europe. Fluctuations
in foreign currency exchange rates had a nominal impact on operating income for North America and Corporate.
In 2010, our consolidated operating margin was favorably impacted by geographic mix. The favorable geographic mix was
primarily due to many of our emerging markets recovering from the global recession at a quicker pace than our developed
markets. Although this shift in geographic mix has a negative impact on net operating revenues, it generally has a favorable
impact on our gross profit margin and operating margin due to the correlated impact it has on our product mix. The
product mix in the majority of our emerging and developing markets is more heavily skewed toward products in our
sparkling beverage portfolio, which generally yield a higher gross profit margin compared to our still beverages and finished
products.
In 2010, our consolidated operating margin was favorably impacted by the deconsolidation of certain entities as a result of
the Companys adoption of new accounting guidance issued by the FASB. These entities are primarily bottling operations
and have been accounted for under the equity method of accounting since they were deconsolidated on January 1, 2010.
Generally, bottling and finished products operations produce higher net revenues but lower operating margins compared to
concentrate and syrup operations. The majority of the deconsolidated entities had previously been included in our Bottling
Investments operating segment.
60
In 2010, the operating margin for the Latin America operating segment was favorably impacted by the sale of 50 percent of
our ownership interest in Le
ao Junior, resulting in its deconsolidation, as well as the deconsolidation of certain entities as a
result of the Companys adoption of new accounting guidance issued by the FASB. Price and product mix also favorably
impacted Latin Americas operating income and operating margin during the year.
In 2010, the operating margin for the North America operating segment was unfavorably impacted by the Companys
acquisition of CCEs North American business. Generally, bottling and finished products operations have higher net
operating revenues but lower operating margins when compared to concentrate and syrup operations. Refer to the heading
Structural Changes, Acquired Brands and New License Agreements above.
In 2010, operating income for the North America operating segment was reduced by $74 million due to the acceleration of
expense associated with certain share-based replacement awards issued in connection with our acquisition of CCEs North
American business. Refer to Note 2 of Notes to Consolidated Financial Statements.
In 2010, operating income for the North America operating segment was negatively impacted by $235 million, primarily due
to the elimination of gross profit in inventory on intercompany sales and an inventory fair value adjustment as a result of
our acquisition of CCEs North American business. Prior to the acquisition, we recognized the profit associated with
concentrate sales when the concentrate was sold to CCE, excluding the portion that was deemed to be intercompany due to
our previous ownership interest in CCE. However, subsequent to the acquisition, the Company does not recognize the
profit associated with concentrate sold to CCEs legacy North American business until the finished beverage products made
from those concentrates are sold.
In 2010, operating income for the North America operating segment was reduced by $20 million due to the amortization of
favorable supply contracts acquired in connection with our acquisition of CCEs North American business.
In 2010, operating income was reduced by $7 million for Eurasia and Africa, $50 million for Europe, $133 million for
North America, $22 million for Pacific, $122 million for Bottling Investments and $485 million for Corporate, primarily due
to the Companys productivity, integration and restructuring initiatives; charitable donations; transaction costs incurred in
connection with our acquisition of CCEs North American business and the sale of our Norwegian and Swedish bottling
operations to New CCE; and other charges related to bottling activities in Eurasia. Refer to the heading Other Operating
Charges above.
In 2009, operating income was reduced by $4 million for Eurasia and Africa, $7 million for Europe, $31 million for North
America, $1 million for Pacific, $141 million for Bottling Investments and $129 million for Corporate, primarily as a result
of restructuring costs, the Companys ongoing productivity initiatives and asset impairments. Refer to the heading Other
Operating Charges above.
Interest Income
Year Ended December 31, 2011, versus Year Ended December 31, 2010
Interest income was $483 million in 2011, compared to $317 million in 2010, an increase of $166 million, or 52 percent. The
increase was primarily due to the impact of higher average cash, cash equivalents and short-term investment balances in addition
to higher average interest rates, particularly in international locations. The majority of our cash, cash equivalents and short-term
investments are held by our international locations.
Year Ended December 31, 2010, versus Year Ended December 31, 2009
Interest income was $317 million in 2010, compared to $249 million in 2009, an increase of $68 million, or 27 percent. The
increase was primarily due to the impact of higher average cash and short-term investment balances, partially offset by lower
average interest rates.
Interest Expense
Year Ended December 31, 2011, versus Year Ended December 31, 2010
Interest expense was $417 million in 2011, compared to $733 million in 2010, a decrease of $316 million, or 43 percent. The
decrease was primarily due to a $342 million charge recorded in 2010 related to debt assumed in connection with the Companys
acquisition of CCEs North American business. See prior years discussion below for further information related to the charge
recorded during 2010. This decrease was partially offset by the full year impact of increased interest expense on long-term debt
assumed in connection with the CCE acquisition as well as additional long-term debt issued by the Company in 2011. The
Companys interest expense also includes the impact of interest rate swap agreements. Refer to Note 5 of Notes to Consolidated
Financial Statements for additional information related to our interest rate swaps.
61
During 2011, the Company issued $2,979 million of long-term debt. We used $979 million of this newly issued debt and paid a
premium of $208 million to exchange $1,022 million of existing long-term debt that was assumed in connection with our
acquisition of CCEs North American business in the fourth quarter of 2010. The remaining cash from the issuance was used to
reduce the Companys outstanding commercial paper balance and exchange a certain amount of short-term debt.
The general terms of the notes issued during 2011 are as follows:
$1,655 million total principal amount of notes due September 1, 2016, at a fixed interest rate of 1.8 percent; and
$1,324 million total principal amount of notes due September 1, 2021, at a fixed interest rate of 3.3 percent.
During the fourth quarter of 2011, the Company extinguished long-term debt that had a carrying value of $20 million and was not
scheduled to mature until 2012. This debt was outstanding prior to the Companys acquisition of CCEs North American business.
In addition, the Company repurchased long-term debt during 2011 that was assumed in connection with our acquisition of CCEs
North American business. The repurchased debt included $99 million in unamortized fair value adjustments recorded as part of
our purchase accounting for the CCE transaction and was settled throughout the year as follows:
During the first quarter of 2011, the Company repurchased all of our outstanding U.K. pound sterling notes that had a
carrying value of $674 million;
During the second quarter of 2011, the Company repurchased long-term debt that had a carrying value of $42 million; and
During the third quarter of 2011, the Company repurchased long-term debt that had a carrying value of $19 million.
The Company recorded a net charge of $9 million in the line item interest expense in our consolidated statement of income
during the year ended December 31, 2011. This net charge was due to the exchange, repurchase and/or extinguishment of
long-term debt described above.
As of December 31, 2011, the carrying value of the Companys long-term debt included $733 million of fair value adjustments
related to the debt assumed from CCE. These fair value adjustments will be amortized over a weighted-average period of
approximately 16 years, which is equal to the weighted-average maturity of the assumed debt to which these fair value adjustments
relate. The amortization of these fair value adjustments will be a reduction of interest expense in future periods, which will
typically result in our interest expense being less than the actual interest paid to service the debt. Total interest paid was
$573 million in 2011.
Year Ended December 31, 2010, versus Year Ended December 31, 2009
Interest expense was $733 million in 2010, compared to $355 million in 2009, an increase of $378 million, or 106 percent. The
increase was primarily due to a $342 million charge related to the premiums paid to repurchase long-term debt and the costs
associated with the settlement of treasury rate locks issued in connection with the debt tender offer. The increase also reflects the
impact of interest expense on debt assumed from CCE. In connection with the Companys acquisition of CCEs North American
business, we assumed $266 million of short-term borrowings and $7,602 million of long-term debt. The estimated fair value of the
long-term debt was $9,345 million as of the acquisition date. In accordance with accounting principles generally accepted in the
United States, we recorded the assumed debt at its fair value as of the acquisition date. On November 15, 2010, the Company
issued $4,500 million of long-term notes and used some of the proceeds to repurchase $2,910 million of long-term debt. The
remaining cash from the issuance was used to reduce our outstanding commercial paper balance.
62
Year Ended December 31, 2010, versus Year Ended December 31, 2009
In 2010, equity income was $1,025 million, compared to equity income of $781 million in 2009, an increase of $244 million, or
31 percent. The increase was primarily due to our proportionate share of increased net income from certain of our equity method
investees; the favorable impact of foreign currency exchange fluctuations; a decrease in the Companys proportionate share of
asset impairments and restructuring charges recorded by equity method investees; and the impact of the Companys adoption of
new accounting guidance issued by the FASB. The impact of these items was partially offset by the impact of our acquisition and
consolidation of CCEs North American business. As a result of this transaction, the Company stopped recording equity income
related to CCE beginning October 2, 2010. Refer to the heading Structural Changes, Acquired Brands and New License
Agreements above.
The Companys adoption of new accounting guidance issued by the FASB resulted in the deconsolidation of certain entities. On
January 1, 2010, the Company began to account for these entities under the equity method of accounting. Refer to the heading
Structural Changes, Acquired Brands and New License Agreements above. The entities that have been deconsolidated
accounted for approximately 4 percent of the Companys equity income in 2010.
63
Income Taxes
Our effective tax rate reflects the tax benefits of having significant operations outside the United States, which are generally taxed
at rates lower than the U.S. statutory rate of 35 percent. As a result of employment actions and capital investments made by the
Company, certain tax jurisdictions provide income tax incentive grants, including Brazil, Costa Rica, Singapore and Swaziland. The
terms of these grants range from 2015 to 2020. We expect each of the grants to be renewed indefinitely. Tax incentive grants
favorably impacted our income tax expense by $193 million, $145 million and $191 million for the years ended December 31, 2011,
2010 and 2009, respectively. In addition, our effective tax rate reflects the benefits of having significant earnings generated in
investments accounted for under the equity method of accounting, which are generally taxed at rates lower than the U.S. statutory
rate.
A reconciliation of the statutory U.S. federal tax rate and our effective tax rate is as follows:
Year Ended December 31,
2011
35.0%
0.9
(9.5)1,2,3
(1.4)4
5
0.36
(0.8)7,8,9,10
24.5%
2010
2009
35.0%
0.6
(5.6)11
(1.9)12
(12.5)13,14
0.415
0.416
0.317,18
35.0%
0.7
(11.6)19
(2.3)20
0.621
0.422,23
16.7%
22.8%
Includes a tax benefit of $6 million related to amounts required to be recorded for changes to our uncertain tax positions, including interest and
penalties, in various international jurisdictions.
Includes a zero percent effective tax rate on charges due to the impairment of available-for-sale securities. Refer to Note 3 and Note 17 of Notes
to Consolidated Financial Statements.
Includes a tax expense of $299 million (or a 0.7 percent impact on our effective tax rate) related to the net gain recognized as a result of the
merger of Arca and Contal, the gain recognized on the sale of our investment in Embonor and gains the Company recognized as a result of an
equity method investee issuing additional shares of its own stock during the year at per share amounts greater than the carrying value of the
Companys per share investment. These gains were partially offset by charges associated with certain of the Companys equity method investments
in Japan. Refer to Note 17 of Notes to Consolidated Financial Statements.
Includes a tax benefit of $7 million (or a 0.1 percent impact on our effective tax rate) related to our proportionate share of asset impairments and
restructuring charges recorded by certain of our equity method investees. Refer to Note 17 of Notes to Consolidated Financial Statements.
Includes a tax benefit of $2 million related to the finalization of working capital adjustments on the sale of our Norwegian and Swedish bottling
operations. Refer to Note 2 and Note 17 of Notes to Consolidated Financial Statements.
Includes a tax benefit of $224 million (or a 0.3 percent impact on our effective tax rate) primarily related to the Companys productivity, integration
and restructuring initiatives, transaction costs incurred in connection with the merger of Arca and Contal, costs associated with the earthquake and
tsunami that devastated northern and eastern Japan and costs associated with the flooding in Thailand. Refer to Note 17 of Notes to Consolidated
Financial Statements.
Includes a tax benefit of $8 million related to the amortization of favorable supply contracts acquired in connection with our acquisition of CCEs
North American business.
Includes a tax benefit of $3 million related to net charges we recognized on the repurchase and/or exchange of certain long-term debt assumed in
connection with our acquisition of CCEs North American business as well as the early extinguishment of certain other long-term debt. Refer to
Note 10 of Notes to Consolidated Financial Statements.
Includes a tax benefit of $14 million on charges due to the impairment of an investment in an entity accounted for under the equity method of
accounting. Refer to Note 17 of Notes to Consolidated Financial Statements.
10
Includes a tax benefit of $2 million related to amounts required to be recorded for changes to our uncertain tax positions, including interest and
penalties, in certain domestic jurisdictions.
11
Includes tax expense of $265 million (or a 1.9 percent impact on our effective tax rate), primarily related to deferred tax expense on certain current
year undistributed foreign earnings that are not considered indefinitely reinvested and amounts required to be recorded for changes to our
uncertain tax positions, including interest and penalties.
12
Includes a tax benefit of $9 million (or a 0.1 percent impact on our effective tax rate) related to charges recorded by our equity method investees.
Refer to Note 17 of Notes to Consolidated Financial Statements.
64
13
Includes a tax benefit of $34 million (or a reduction of 12.5 percent on our effective tax rate) related to the remeasurement of our equity
investment in CCE to fair value upon our acquisition of CCEs North American business. The tax benefit reflects the impact of reversing deferred
tax liabilities associated with our equity investment in CCE prior to the acquisition. Refer to Note 2 of Notes to Consolidated Financial Statements.
14
Includes a tax benefit of $99 million related to charges associated with the write-off of preexisting relationships with CCE. Refer to Note 2 of Notes
to Consolidated Financial Statements.
15
Includes a tax expense of $261 million (or a 0.4 percent impact on our effective tax rate) related to the sale of our Norwegian and Swedish bottling
operations. Refer to Note 2 of Notes to Consolidated Financial Statements.
16
Includes a tax benefit of $223 million (or a 0.4 percent impact on our effective tax rate), primarily related to the Companys productivity,
integration and restructuring initiatives, transaction costs and charitable contributions. Refer to Note 17 of Notes to Consolidated Financial
Statements.
17
Includes a tax benefit of $114 million (or a 0.5 percent impact on our effective tax rate) related to charges associated with the repurchase of certain
long-term debt and costs associated with the settlement of treasury rate locks issued in connection with the debt tender offer, the loss related to the
remeasurement of our Venezuelan subsidiarys net assets, other-than-temporary impairment charges and a donation of preferred shares in one of
our equity method investees. Refer to Note 17 of Notes to Consolidated Financial Statements.
18
Includes a tax expense of $31 million (or a 0.2 percent impact on our effective tax rate) related to amounts required to be recorded for changes to
our uncertain tax positions, including interest and penalties, and other tax matters in certain domestic jurisdictions.
19
Includes a tax benefit of $16 million (or a reduction of 0.2 percent on our effective tax rate) related to amounts required to be recorded for
changes to our uncertain tax positions, including interest and penalties, in various international jurisdictions.
20
Includes a tax benefit of $17 million (or a 0.1 percent impact on our effective tax rate) related to charges recorded by our equity method investees.
Refer to Note 17 of Notes to Consolidated Financial Statements.
21
Includes a tax benefit of $16 million (or a 0.6 percent impact on our effective tax rate) related to restructuring charges and asset impairments.
Refer to Note 17 of Notes to Consolidated Financial Statements.
22
Includes a zero percent effective rate (or a reduction of 0.2 percent on our effective tax rate) related to the sale of all or a portion of certain
investments. Refer to Note 3 of Notes to Consolidated Financial Statements.
23
Includes a zero percent effective rate (or a 0.1 percent impact on our effective tax rate) related to an other-than-temporary impairment of a cost
method investment. Refer to Note 17 of Notes to Consolidated Financial Statements.
In 2010, the Company recorded a $4,978 million pre-tax remeasurement gain associated with the acquisition of CCEs North
American business. This remeasurement gain was not recognized for tax purposes and therefore no tax expense was recorded on
this gain. Also, as a result of this acquisition, the Company was required to reverse $34 million of deferred tax liabilities which
were associated with our equity investment in CCE prior to the acquisition. In addition, the Company recognized a $265 million
charge related to the settlement of preexisting relationships with CCE, and we recorded a tax benefit of 37 percent related to this
charge. The tax impact of the remeasurement gain, reversal of the net deferred tax liabilities on our equity investment and the
settlement of preexisting relationships with CCE will not impact our future effective tax rate.
As of December 31, 2011, the gross amount of unrecognized tax benefits was $320 million. If the Company were to prevail on all
uncertain tax positions, the net effect would be a benefit to the Companys effective tax rate of $149 million, exclusive of any
benefits related to interest and penalties. The remaining $171 million, which was recorded as a deferred tax asset, primarily
represents tax benefits that would be received in different tax jurisdictions in the event the Company did not prevail on all
uncertain tax positions. Refer to Note 14 of Notes to Consolidated Financial Statements.
A reconciliation of the changes in the gross balance of unrecognized tax benefit amounts is as follows (in millions):
Year Ended December 31,
2011
2010
2009
$ 387
9
(19)
6
(1)
(5)
(46)
(11)
$ 354
26
(10)
33
(1)
6
(21)
$ 369
49
(28)
16
(27)
(73)
48
$ 320
$ 387
$ 354
65
The Company recognizes accrued interest and penalties related to unrecognized tax benefits in income tax expense. The Company
had $110 million, $112 million and $94 million in interest and penalties related to unrecognized tax benefits accrued as of
December 31, 2011, 2010 and 2009, respectively. Of these amounts, $2 million of benefit, $17 million of expense and $16 million
of benefit was recognized through income tax expense in 2011, 2010 and 2009, respectively. If the Company were to prevail on all
uncertain tax positions, the reversal of this accrual would also be a benefit to the Companys effective tax rate.
Based on current tax laws, the Companys effective tax rate in 2012 is expected to be approximately 24.0 percent to 25.0 percent
before considering the effect of any unusual or special items that may affect our tax rate in future years.
66
partially offset by an increase in cash receipts from customers, a decrease in tax payments, and the favorable impact of foreign
currency exchange rates on operations. Refer to the heading Net Operating Revenues above.
Cash flows from operating activities increased $1,346 million, or 16 percent, in 2010 compared to 2009. This increase was primarily
attributable to increased receipts from customers, the impact of our acquisition of CCEs North American business, the favorable
impact of exchange rates on operations and a decrease in contributions to our pension plans. The impact of these items was
partially offset by higher tax payments in 2010. The increase in cash receipts from customers was primarily due to an increase in
net operating revenues. Refer to the heading Net Operating Revenues above. Also, in 2009, cash flows from operating activities
included the receipt of a $183 million special dividend from Coca-Cola Hellenic. The Company contributed approximately
$77 million to our pension plans during the year ended December 31, 2010, compared to $269 million during the year ended
December 31, 2009.
2011
2010
2009
(977)
(2,511)
(300)
(787)
(132)
(22)
562
972
240
(2,920)
(2,215)
(1,993)
101
134
104
(93)
(106)
(48)
Short-Term Investments
In 2011, purchases of short-term investments were $4,057 million, and proceeds from disposals of short-term investments were
$5,647 million. This activity resulted in a net cash inflow of $1,590 million during 2011. In 2010, purchases of short-term
investments were $4,579 million, and proceeds from disposals of short-term investments were $4,032 million. This activity resulted
in a net cash outflow of $547 million during 2010. In 2009, purchases of short-term investments were $2,130 million. These
short-term investments are time deposits that have maturities of greater than three months but less than one year, and are
classified in the line item short-term investments in our consolidated balance sheets. The Company began investing in longer-term
time deposits during the fourth quarter of 2009 to match the maturities of short-term debt issued as part of our commercial paper
program. Refer to the heading Cash Flows from Financing Activities below. These time deposits are classified in the line item
short-term investments in our consolidated balance sheets.
67
Capital expenditures
Eurasia & Africa
Europe
Latin America
North America
Pacific
Bottling Investments
Corporate
2011
2010
2009
$ 2,920
$ 2,215
$ 1,993
2.9%
1.3
3.6
46.7
3.2
35.6
6.7
2.7%
1.5
4.2
32.1
4.6
42.5
12.4
3.5%
3.4
6.2
23.0
4.6
41.4
17.9
We expect our annual 2012 capital expenditures to range between $3.0 billion and $3.2 billion as we continue to integrate CCEs
North American business and make investments to further enhance our operational effectiveness.
68
2011
2010
2009
Issuances of debt
Payments of debt
Issuances of stock
Purchases of stock for treasury
Dividends
Other financing activities
(2,234) $
(3,465) $ (2,293)
Debt Financing
Our Company maintains debt levels we consider prudent based on our cash flows, interest coverage ratio and percentage of debt
to capital. We use debt financing to lower our overall cost of capital, which increases our return on shareowners equity. This
exposes us to adverse changes in interest rates. Our interest expense may also be affected by our credit ratings.
As of December 31, 2011, our long-term debt was rated A+ by Standard & Poors, Aa3 by Moodys and A+ by Fitch. Our
commercial paper program was rated A-1 by Standard & Poors, P-1 by Moodys and F-1 by Fitch. In assessing our credit
strength, all three agencies consider our capital structure (including the amount and maturity dates of our debt) and financial
policies as well as the aggregated balance sheet and other financial information for the Company. In addition, some rating
agencies also consider financial information for certain bottlers, including New CCE, Coca-Cola Amatil, Coca-Cola Bottling Co.
Consolidated, Coca-Cola FEMSA and Coca-Cola Hellenic. While the Company has no legal obligation for the debt of these
bottlers, the rating agencies believe the strategic importance of the bottlers to the Companys business model provides the
Company with an incentive to keep these bottlers viable. It is our expectation that the credit rating agencies will continue using
this methodology. If our credit ratings were to be downgraded as a result of changes in our capital structure, our major bottlers
financial performance, changes in the credit rating agencies methodology in assessing our credit strength, or for any other reason,
our cost of borrowing could increase. Additionally, if certain bottlers credit ratings were to decline, the Companys share of equity
income could be reduced as a result of the potential increase in interest expense for these bottlers.
We monitor our financial ratios and, as indicated above, the rating agencies consider these ratios in assessing our credit ratings.
Each rating agency employs a different aggregation methodology and has different thresholds for the various financial ratios.
These thresholds are not necessarily permanent, nor are they always fully disclosed to our Company.
Our global presence and strong capital position give us access to key financial markets around the world, enabling us to raise
funds at a low effective cost. This posture, coupled with active management of our mix of short-term and long-term debt and our
mix of fixed-rate and variable-rate debt, results in a lower overall cost of borrowing. Our debt management policies, in conjunction
with our share repurchase programs and investment activity, can result in current liabilities exceeding current assets.
Issuances and payments of debt included both short-term and long-term financing activities. On December 31, 2011, we had
$4,625 million in lines of credit available for general corporate purposes, including commercial paper backup. These backup lines
of credit expire at various times from 2012 through 2016. There were no borrowings under these backup lines of credit during
2011. These credit facilities are subject to normal banking terms and conditions. Some of the financial arrangements require
compensating balances, none of which is presently significant to our Company.
In 2011, the Company had issuances of debt of $27,495 million, which included $25,219 million of issuances of commercial paper
and short-term debt with maturities greater than 90 days. The Companys total issuances of debt also included long-term debt
issuances of $2,276 million, net of the debt issued to exchange a certain amount of our existing long-term debt. The Company
issued $2,979 million of long-term debt during 2011. We used $979 million of this newly issued debt and paid a premium of
$208 million to exchange $1,022 million of existing long-term debt that was assumed in connection with our acquisition of CCEs
North American business in the fourth quarter of 2010. The remaining cash from the issuance was used to reduce the Companys
outstanding commercial paper balance and exchange a certain amount of short-term debt.
69
The general terms of the notes issued during 2011 are as follows:
$1,655 million total principal amount of notes due September 1, 2016, at a fixed interest rate of 1.8 percent; and
$1,324 million total principal amount of notes due September 1, 2021, at a fixed interest rate of 3.3 percent.
During the fourth quarter of 2011, the Company extinguished long-term debt that had a carrying value of $20 million and was not
scheduled to mature until 2012. This debt was outstanding prior to the Companys acquisition of CCEs North American business.
In addition, the Company repurchased long-term debt during 2011 that was assumed in connection with our acquisition of CCEs
North American business. The repurchased debt included $99 million in unamortized fair value adjustments recorded as part of
our purchase accounting for the CCE transaction and was settled throughout the year as follows:
During the first quarter of 2011, the Company repurchased all of our outstanding U.K. pound sterling notes that had a
carrying value of $674 million;
During the second quarter of 2011, the Company repurchased long-term debt that had a carrying value of $42 million; and
During the third quarter of 2011, the Company repurchased long-term debt that had a carrying value of $19 million.
In 2011, the Company had payments of debt of $22,530 million, including the repurchased debt discussed above. Total payments
of debt included $91 million of net payments of commercial paper and short-term debt with maturities of 90 days or less and
$20,334 million of payments of commercial paper and short-term debt with maturities greater than 90 days. The Companys total
payments of debt also included long-term debt payments of $2,105 million. The Company recorded a net charge of $9 million in
the line item interest expense in our consolidated statement of income during the year ended December 31, 2011. This net charge
was due to the exchange, repurchase and/or extinguishment of long-term debt described above.
In 2010, the Company had issuances of debt of $15,251 million, which included $1,171 million of net issuances of commercial
paper and short-term debt with maturities of 90 days or less and $9,503 million of issuances of commercial paper and short-term
debt with maturities greater than 90 days. We also assumed $7.9 billion of debt as a result of our acquisition of CCEs North
American business. In addition, on November 15, 2010, the Company issued $4,500 million of long-term notes. The proceeds from
the debt issuance were used to repurchase $2,910 million of long-term debt, and the remainder was used to reduce our
commercial paper balance. The long-term notes issued on November 15, 2010, had the following general terms:
$1,250 million total principal notes due May 15, 2012, at a variable interest rate of 3 month LIBOR plus 0.05 percent;
$1,250 million total principal notes due November 15, 2013, at a fixed interest rate of 0.75 percent;
$1,000 million total principal notes due November 15, 2015, at a fixed interest rate of 1.5 percent; and
$1,000 million total principal notes due November 15, 2020, at a fixed interest rate of 3.15 percent.
In 2010, the Company had payments of debt of $13,403 million, including the repurchased long-term debt discussed above. Total
payments of debt also included $9,667 million related to commercial paper and short-term debt with maturities greater than
90 days. The Company recorded a charge of $342 million related to the premiums paid to repurchase the long-term debt and the
costs associated with the settlement of treasury rate locks issued in connection with the debt tender offer. Refer to Note 10 of
Notes to Consolidated Financial Statements for additional information related to the Companys long-term debt.
In 2009, the Company had issuances of debt of $14,689 million and payments of debt of $12,326 million. The issuances of debt
included $12,397 million of issuances of commercial paper and short-term debt with maturities greater than 90 days, as well as
$900 million and $1,350 million of long-term debt due March 15, 2014, and March 15, 2019, respectively. The payments of debt
included $1,861 million of net payments of commercial paper and short-term debt with maturities of 90 days or less;
$10,017 million related to commercial paper and short-term debt with maturities greater than 90 days; and $448 million related to
long-term debt. The increase in issuances and payments of commercial paper with maturities of greater than 90 days was primarily
due to a favorable interest rate environment on longer-term commercial paper. As a result, the Company also began investing in
longer-term time deposits that have maturities of greater than three months. Refer to the heading Cash Flows from Investing
Activities above.
70
Issuances of Stock
The issuances of stock in 2011, 2010 and 2009 were primarily related to the exercise of stock options by Company employees.
Share Repurchases
On July 20, 2006, the Board of Directors of the Company authorized a share repurchase program of up to 300 million shares of
the Companys common stock. The program took effect on October 31, 2006. The table below presents annual shares repurchased
and average price per share:
Year Ended December 31,
2011
2010
2009
63
$ 67.46
49
$ 63.85
26
$ 57.09
Since the inception of our initial share repurchase program in 1984 through our current program as of December 31, 2011, we
have purchased approximately 1.4 billion shares of our Companys common stock at an average price per share of $23.43. In
addition to shares repurchased under the stock repurchase plans authorized by our Board of Directors, the Companys treasury
stock activity also includes shares surrendered to the Company to pay the exercise price and/or to satisfy tax withholding
obligations in connection with so-called stock swap exercises of employee stock options and/or the vesting of restricted stock
issued to employees. In 2011, we repurchased $4.3 billion of our stock. However, due to the timing of settlements, the total
amount of treasury stock purchases that settled during 2011 was $4.5 billion, which includes treasury stock that was purchased and
settled during 2011 as well as treasury stock purchased in December 2010 that settled in early 2011. The net impact of the
Companys treasury stock issuance and purchase activities in 2011 resulted in a net cash outflow of $2.9 billion. We currently
expect to repurchase an additional $2.5 billion to $3.0 billion of our stock during 2012, net of proceeds from the issuance of stock
due to the exercise of employee stock options.
Dividends
At its February 2012 meeting, our Board of Directors increased our quarterly dividend by 8.5 percent, raising it to $0.51 per share,
equivalent to a full year dividend of $2.04 per share in 2012. This is our 50th consecutive annual increase. Our annual common
stock dividend was $1.88 per share, $1.76 per share and $1.64 per share in 2010, 2009 and 2008, respectively. The 2011 dividend
represented a 7 percent increase from 2010, and the 2010 dividend represented a 7 percent increase from 2009.
71
borrowings under these backup lines of credit during 2011. These credit facilities are subject to normal banking terms and
conditions. Some of the financial arrangements require compensating balances, none of which is presently significant to our
Company.
2012
20132014
$ 12,135
736
2,038
12,941
5,007
362
13,357
4,389
1,213
$ 12,135
736
2,038
431
362
9,741
2,600
282
$ 52,178
$ 28,325
$ 6,625
3,107
784
1,611
736
387
20152016
3,076
633
1,035
421
226
$ 5,391
2017 and
Thereafter
6,758
3,159
970
632
318
$ 11,837
Refer to Note 10 of Notes to Consolidated Financial Statements for information regarding short-term loans and notes payable. Upon payment of
outstanding commercial paper, we typically issue new commercial paper. Lines of credit and other short-term borrowings are expected to fluctuate
depending upon current liquidity needs, especially at international subsidiaries.
Refer to Note 10 of Notes to Consolidated Financial Statements for information regarding long-term debt. We will consider several alternatives to
settle this long-term debt, including the use of cash flows from operating activities, issuance of commercial paper or issuance of other long-term
debt.
We calculated estimated interest payments for our long-term fixed-rate debt based on the applicable rates and payment dates. We typically expect to
settle such interest payments with cash flows from operating activities and/or short-term borrowings.
Refer to Note 14 of Notes to Consolidated Financial Statements for information regarding income taxes. As of December 31, 2011, the noncurrent
portion of our income tax liability, including accrued interest and penalties related to unrecognized tax benefits, was $418 million, which was not
included in the total above. At this time, the settlement period for the noncurrent portion of our income tax liability cannot be determined. In
addition, any payments related to unrecognized tax benefits would be partially offset by reductions in payments in other jurisdictions.
Purchase obligations include agreements to purchase goods or services that are enforceable and legally binding and that specify all significant terms,
including long-term contractual obligations, open purchase orders, accounts payable and certain accrued liabilities. We expect to fund these
obligations with cash flows from operating activities.
We expect to fund these marketing obligations with cash flows from operating activities.
The total accrued benefit liability for pension and other postretirement benefit plans recognized as of December 31, 2011, was
$3,320 million. Refer to Note 13 of Notes to Consolidated Financial Statements. This amount is impacted by, among other items,
pension expense, funding levels, plan amendments, changes in plan demographics and assumptions, and the investment return on
plan assets. Because the accrued liability does not represent expected liquidity needs, we did not include this amount in the
contractual obligations table.
The Pension Protection Act of 2006 (PPA) was enacted in August 2006 and established, among other things, new standards for
funding of U.S. defined benefit pension plans. We generally expect to fund all future contributions with cash flows from operating
activities. Our international pension plans are generally funded in accordance with local laws and income tax regulations.
72
As of December 31, 2011, the projected benefit obligation of the U.S. qualified pension plans was $5,571 million, and the fair
value of plan assets was $4,274 million. The majority of this underfunding was due to the negative impact that the recent credit
crisis and financial system instability had on the value of our pension plan assets and the decrease in the weighted-average
discount rate used to calculate the Companys benefit obligation.
As of December 31, 2011, the projected benefit obligation of all pension plans other than the U.S. qualified pension plans was
$2,684 million, and the fair value of all other pension plan assets was $1,897 million. The majority of this underfunding is
attributable to an international pension plan for certain non-U.S. employees that is unfunded due to tax law restrictions, as well as
our unfunded U.S. nonqualified pension plans. These U.S. nonqualified pension plans provide, for certain associates, benefits that
are not permitted to be funded through a qualified plan because of limits imposed by the Internal Revenue Code of 1986. The
expected benefit payments for these unfunded pension plans are not included in the table above. However, we anticipate annual
benefit payments for these unfunded pension plans to be approximately $60 million in 2012 and remain near that level through
2030, decreasing annually thereafter. Refer to Note 13 of Notes to Consolidated Financial Statements.
In 2012, we expect to contribute an additional $953 million to various plans, of which approximately $900 million was contributed
in the first quarter of 2012 to the Companys U.S. pension plans. Refer to Note 13 of Notes to Consolidated Financial Statements.
We did not include our estimated contributions to our various plans in the table above.
On December 14, 2011, the Company entered into a definitive agreement with Aujan Industries (Aujan), one of the largest
independent beverage companies in the Middle East, to acquire approximately half of the equity in Aujans existing beverage
business, excluding Aujans Iranian manufacturing and distribution business. Under the terms of the agreement, we will acquire
50 percent of the Aujan entity that holds the rights to Aujan-owned brands, and 49 percent of Aujans bottling and distribution
company, which will continue to hold the licensed brand Vimto. Total consideration for this investment, which will be accounted
for under the equity method, is approximately $980 million, which we expect to fund from our existing cash reserves. Closing of
the transaction is subject to certain conditions and is expected to occur in the first half of 2012. We did not include our
anticipated investment in Aujan in the table above.
In general, we are self-insured for large portions of many different types of claims; however, we do use commercial insurance
above our self-insured retentions to reduce the Companys risk of catastrophic loss. Our reserves for the Companys self-insured
losses are estimated through actuarial procedures of the insurance industry and by using industry assumptions, adjusted for our
specific expectations based on our claim history. As of December 31, 2011, our self-insurance reserves totaled approximately
$527 million. Refer to Note 11 of Notes to Consolidated Financial Statements. We did not include estimated payments related to
our self-insurance reserves in the table above.
Deferred income tax liabilities as of December 31, 2011, were $4,713 million. Refer to Note 14 of Notes to Consolidated Financial
Statements. This amount is not included in the total contractual obligations table because we believe this presentation would not
be meaningful. Deferred income tax liabilities are calculated based on temporary differences between the tax bases of assets and
liabilities and their respective book bases, which will result in taxable amounts in future years when the liabilities are settled at
their reported financial statement amounts. The results of these calculations do not have a direct connection with the amount of
cash taxes to be paid in any future periods. As a result, scheduling deferred income tax liabilities as payments due by period could
be misleading, because this scheduling would not relate to liquidity needs.
73
Foreign Exchange
Our international operations are subject to certain opportunities and risks, including currency fluctuations and governmental
actions. We closely monitor our operations in each country and seek to adopt appropriate strategies that are responsive to
changing economic and political environments, and to fluctuations in foreign currencies.
We use 73 functional currencies. Due to our global operations, weakness in some of these currencies might be offset by strength
in others. In 2011, 2010 and 2009, the weighted-average exchange rates for foreign currencies in which the Company conducted
operations (all operating currencies), and for certain individual currencies, strengthened (weakened) against the U.S. dollar as
follows:
Year Ended December 31,
2011
2010
2009
6%
3%
(9)%
5%
4
14
1
4
7
10
11%
6
13
11
(2)
(5)
6
(8)%
(24)
(8)
(1)
(18)
(8)
9
These percentages do not include the effects of our hedging activities and, therefore, do not reflect the actual impact of
fluctuations in exchange rates on our operating results. Our foreign currency management program is designed to mitigate, over
time, a portion of the impact of exchange rate changes on our net income and earnings per share. The total currency impact on
operating income, including the effect of our hedging activities, was an increase of approximately 4 percent and 3 percent in 2011
and 2010, respectively. Based on the anticipated impact of hedging coverage in place, the Company expects currencies to have a
low single-digit negative impact on operating income for the first quarter of 2012 and a mid single-digit negative impact on
operating income for the full year of 2012.
Foreign currency exchange gains and losses are primarily the result of the remeasurement of monetary assets and liabilities from
certain currencies into functional currencies. The effects of the remeasurement of these assets and liabilities are partially offset by
the impact of our economic hedging program for certain exposures on our consolidated balance sheets. Refer to Note 5 of Notes
to Consolidated Financial Statements. Foreign currency exchange gains and losses are included as a component of other income
(loss) net in our consolidated financial statements. Refer to the heading Operations Review Other Income (Loss) Net
above. The Company recorded foreign currency exchange losses of $73 million, $148 million and $34 million in 2011, 2010 and
2009, respectively.
The remeasurement loss recorded in 2010 was primarily related to our Venezuelan subsidiary. Subsequent to December 31, 2009,
the Venezuelan government announced a currency devaluation, and Venezuela was determined to be a hyperinflationary economy.
As a result, our local subsidiary was required to use the U.S. dollar as its functional currency and we recorded a net
remeasurement loss of $103 million during the first quarter of 2010, in the line item other income (loss) net in our
consolidated statement of income. As of December 31, 2011, our Venezuelan subsidiary held monetary assets of $300 million.
In addition to the foreign currency exchange exposure related to our Venezuelan subsidiarys net assets, we also sell concentrate
to our bottling partner in Venezuela from outside the country. These sales are denominated in U.S. dollars. Some of our
concentrate sales were approved by the CADIVI to receive the official rate for essential goods of 2.6 bolivars per U.S. dollar prior
to the elimination of the official rate for essential goods in December 2010. Prior to the elimination of the official rate for
essential goods, our bottling partner in Venezuela was able to convert bolivars to U.S. dollars to settle our receivables related to
sales approved by the CADIVI. However, if we are unable to utilize a government-approved exchange rate mechanism to settle
future concentrate sales to our bottling partner in Venezuela, the Companys outstanding receivables balance related to these sales
will continue to increase.
The Company will continue to manage its foreign currency exposure to mitigate, over time, a portion of the impact of exchange
rate changes on net income and earnings per share.
74
2011
2010
Increase
(Decrease)
Percent
Change
8,517
2,682
138
4,430
2,650
3,162
6,954
631
2,121
14,727
6,356
7,511
11,665
1,377
$ 4,286
(1,594)
6
490
442
288
279
510
1,374
212
74
259
554
(127)
50%
(59)
4
11
17
9
4
81
65
1
1
3
5
(9)
$ 12,803
1,088
144
4,920
3,092
3,450
7,233
1,141
3,495
14,939
6,430
7,770
12,219
1,250
$ 79,974
$ 72,921
$ 7,053
10%
2%
59
60
33
(3)
13
10
9,009
12,871
2,041
362
13,656
5,420
4,694
8,859
8,100
1,276
273
14,041
4,794
4,261
150
4,771
765
89
(385)
626
433
Total liabilities
$ 48,053
$ 41,604
$ 6,449
Net assets
$ 31,921
$ 31,317
16%
6041
2%
Includes a decrease in net assets of $692 million resulting from translation adjustments in various balance sheet accounts.
The table above includes the impact of the following transactions and events:
Cash and cash equivalents increased $4,286 million, or 50 percent, primarily due to increased receipts from customers and
proceeds from the net issuances of commercial paper. A majority of the Companys consolidated cash and cash equivalents
balance is held by our foreign subsidiaries.
Short-term investments decreased $1,594 million, or 59 percent, primarily due to the maturity of time deposits.
Other investments, principally bottling companies increased $510 million, or 81 percent, primarily due to the merger of
Arca and Contal. Refer to Note 17 of Notes to Consolidated Financial Statements for additional information related to the
merger.
Other assets increased $1,374 million, or 65 percent, primarily due to long-term investments made by our captive insurance
company, the fair value of interest rate swap agreements, and the impact of certain pension contributions. These pension
contributions resulted in certain plans being in a net asset position.
Goodwill increased $554 million, or 5 percent, primarily due to our acquisitions of Great Plains and Honest Tea in addition
to purchase accounting adjustments related to our acquisition of CCEs North American business.
Loans and notes payable increased $4,771 million, or 59 percent, primarily due to an increase in our commercial paper
balance.
Other liabilities increased $626 million, or 13 percent, primarily due to the decrease in the weighted-average discount rate
used to calculate the Companys pension benefit obligation.
75
Interest Rates
We monitor our mix of fixed-rate and variable-rate debt, as well as our mix of short-term debt versus long-term debt. From time
to time, we enter into interest rate swap agreements to manage our mix of fixed-rate and variable-rate debt.
Based on the Companys variable-rate debt and derivative instruments outstanding as of December 31, 2011, a 1 percentage point
increase in interest rates would have increased interest expense by $191 million in 2011. However, this increase in interest expense
would have been partially offset by the increase in interest income related to higher interest rates.
Commodity Prices
The Company is subject to market risk with respect to commodity price fluctuations, principally related to our purchases of
aluminum and plastic, sweeteners, and energy. Whenever possible, we manage our exposure to commodity risks primarily through
the use of supplier pricing agreements that enable us to establish the purchase prices for certain inputs that are used in our
manufacturing and distribution business. We also use derivative financial instruments to manage our exposure to commodity risks
at times. Certain of these derivatives do not qualify for hedge accounting, but they are effective economic hedges that help the
Company mitigate the price risk associated with the purchases of materials used in our manufacturing processes and the fuel used
to operate our extensive vehicle fleet.
Open commodity derivatives that qualify for hedge accounting had a notional value of $26 million as of December 31, 2011. These
contracts had a fair value of $1 million. The potential change in fair value of these commodity derivative instruments, assuming a
10 percent decrease in underlying commodity prices, would have eliminated the net unrealized gain and created an unrealized loss
of $1 million.
Open commodity derivatives that do not qualify for hedge accounting had a notional value of $1,165 million as of December 31,
2011. These contracts had a fair value of $7 million. The potential change in fair value of these commodity derivative instruments,
assuming a 10 percent decrease in underlying commodity prices, would have eliminated our net unrealized gain and created an
unrealized loss of $78 million.
76
78
79
80
81
82
Report of Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
142
144
Report of Independent Registered Public Accounting Firm on Internal Control Over Financial Reporting . . . . . . . . . . . . .
145
146
77
2011
2010
2009
$ 46,542
18,216
$ 35,119
12,693
$ 30,990
11,088
GROSS PROFIT
Selling, general and administrative expenses
Other operating charges
28,326
17,440
732
22,426
13,158
819
19,902
11,358
313
OPERATING INCOME
Interest income
Interest expense
Equity income (loss) net
Other income (loss) net
10,154
483
417
690
529
8,449
317
733
1,025
5,185
8,231
249
355
781
40
11,439
2,805
14,243
2,384
8,946
2,040
8,634
62
11,859
50
6,906
82
8,572
$ 11,809
6,824
3.75
5.12
2.95
3.69
5.06
2.93
1
1
2,284
39
2,308
25
2,314
15
2,323
2,333
2,329
Basic net income per share and diluted net income per share are calculated based on net income attributable to shareowners of
The Coca-Cola Company.
78
December 31,
(In millions except par value)
2011
ASSETS
CURRENT ASSETS
Cash and cash equivalents
Short-term investments
$ 12,803
1,088
2010
8,517
2,682
13,891
11,199
144
4,920
3,092
3,450
138
4,430
2,650
3,162
25,497
21,579
7,233
1,141
3,495
14,939
6,430
7,770
12,219
1,250
6,954
631
2,121
14,727
6,356
7,511
11,665
1,377
$ 79,974
$ 72,921
Marketable securities
Trade accounts receivable, less allowances of $83 and $48, respectively
Inventories
Prepaid expenses and other assets
TOTAL ASSETS
LIABILITIES AND EQUITY
CURRENT LIABILITIES
Accounts payable and accrued expenses
Loans and notes payable
Current maturities of long-term debt
Accrued income taxes
9,009
12,871
2,041
362
8,859
8,100
1,276
273
24,283
18,508
LONG-TERM DEBT
OTHER LIABILITIES
DEFERRED INCOME TAXES
THE COCA-COLA COMPANY SHAREOWNERS EQUITY
Common stock, $0.25 par value; Authorized 5,600 shares;
Issued 3,520 and 3,520 shares, respectively
Capital surplus
Reinvested earnings
Accumulated other comprehensive income (loss)
Treasury stock, at cost 1,257 and 1,228 shares, respectively
13,656
5,420
4,694
14,041
4,794
4,261
880
11,212
53,550
(2,703)
(31,304)
880
10,057
49,278
(1,450)
(27,762)
31,635
286
31,003
314
TOTAL EQUITY
31,921
31,317
$ 79,974
$ 72,921
79
2011
OPERATING ACTIVITIES
Consolidated net income
Depreciation and amortization
Stock-based compensation expense
Deferred income taxes
Equity (income) loss net of dividends
Foreign currency adjustments
Significant (gains) losses on sales of assets net
Other significant (gains) losses net
Other operating charges
Other items
Net change in operating assets and liabilities
2010
(4,713)
214
264
134
(335)
477
221
(1,893)
370
(564)
9,474
9,532
8,186
(4,057)
5,647
(977)
(787)
562
(2,920)
101
(93)
(4,579)
4,032
(2,511)
(132)
972
(2,215)
134
(106)
(2,130)
(300)
(22)
240
(1,993)
104
(48)
(2,524)
(4,405)
(4,149)
27,495
(22,530)
1,569
(4,513)
(4,300)
45
15,251
(13,403)
1,666
(2,961)
(4,068)
50
14,689
(12,326)
664
(1,518)
(3,800)
(2)
(2,234)
(3,465)
(2,293)
(430)
(166)
4,286
8,517
$ 12,803
80
2009
576
1,496
7,021
2,320
4,701
8,517
$ 7,021
2011
2010
2009
2,292
(63)
34
2,303
(49)
38
2,312
(26)
17
2,263
2,292
2,303
880
880
880
CAPITAL SURPLUS
Balance at beginning of year
Stock issued to employees related to stock compensation plans
Replacement share-based awards issued in connection with an acquisition
Tax benefit (charge) from employees stock option and restricted stock plans
Stock-based compensation
Other activities
10,057
724
79
354
(2)
8,537
855
237
48
380
7,966
339
(6)
238
11,212
10,057
8,537
REINVESTED EARNINGS
Balance at beginning of year
Net income attributable to shareowners of The Coca-Cola Company
Dividends (per share $1.88, $1.76 and $1.64 in 2011, 2010 and 2009, respectively)
49,278
8,572
(4,300)
41,537
11,809
(4,068)
38,513
6,824
(3,800)
53,550
49,278
41,537
(1,450)
(640)
145
(7)
(751)
(757)
(935)
(120)
102
260
(2,674)
1,824
34
(52)
111
(1,253)
(693)
1,917
(2,703)
(1,450)
(757)
(27,762)
830
(4,372)
(25,398)
824
(3,188)
(24,213)
333
(1,518)
(31,304)
31,635
(27,762)
(25,398)
$ 31,003
$ 24,799
314
62
(52)
(38)
547
50
(12)
(32)
1
13
(253)
390
82
49
(14)
40
286
314
547
COMPREHENSIVE INCOME
Consolidated net income
Consolidated net other comprehensive income (loss)
8,634
(1,305)
$ 11,859
(705)
6,906
1,966
7,329
$ 11,154
8,872
81
82
Principles of Consolidation
Our Company consolidates all entities that we control by ownership of a majority voting interest as well as VIEs for which our
Company is the primary beneficiary. Generally, we consolidate only business enterprises that we control by ownership of a
majority voting interest. However, there are situations in which consolidation is required even though the usual condition of
consolidation (ownership of a majority voting interest) does not apply. Generally, this occurs when an entity holds an interest in
another business enterprise that was achieved through arrangements that do not involve voting interests, which results in a
disproportionate relationship between such entitys voting interests in, and its exposure to the economic risks and potential
rewards of, the other business enterprise. This disproportionate relationship results in what is known as a variable interest, and the
entity in which we have the variable interest is referred to as a VIE. An enterprise must consolidate a VIE if it is determined to
be the primary beneficiary of the VIE. The primary beneficiary has both (a) the power to direct the activities of the VIE that
most significantly impact the entitys economic performance, and (b) the obligation to absorb losses or the right to receive benefits
from the VIE that could potentially be significant to the VIE.
Our Company holds interests in certain VIEs, primarily bottling and container manufacturing operations, for which we were not
determined to be the primary beneficiary. Our variable interests in these VIEs primarily relate to profit guarantees or
subordinated financial support. Refer to Note 11. Although these financial arrangements resulted in us holding variable interests
in these entities, the majority of these arrangements did not empower us to direct the activities of the VIEs that most significantly
impact the VIEs economic performance. Our Companys investments, plus any loans and guarantees, related to these VIEs
totaled $1,183 million and $1,274 million as of December 31, 2011 and 2010, respectively, representing our maximum exposures to
loss. The Companys investments, plus any loans and guarantees, related to these VIEs were not significant to the Companys
consolidated financial statements.
In addition, our Company holds interests in certain VIEs, primarily bottling and container manufacturing operations, for which we
were determined to be the primary beneficiary. As a result, we have consolidated these entities. Our Companys investments, plus
any loans and guarantees, related to these VIEs totaled $199 million and $191 million as of December 31, 2011 and 2010,
respectively, representing our maximum exposures to loss. The assets and liabilities of VIEs for which we are the primary
beneficiary were not significant to the Companys consolidated financial statements.
Creditors of our VIEs do not have recourse against the general credit of the Company, regardless of whether they are accounted
for as consolidated entities.
The information presented above reflects the impact of the Companys adoption of accounting guidance issued by the Financial
Accounting Standards Board (FASB) related to VIEs in June 2009. This accounting guidance resulted in a change in our
accounting policy effective January 1, 2010. Among other things, the guidance requires more qualitative than quantitative analyses
to determine the primary beneficiary of a VIE, requires continuous assessments of whether an enterprise is the primary
beneficiary of a VIE, enhances disclosures about an enterprises involvement with a VIE, and amends certain guidance for
determining whether an entity is a VIE.
83
Beginning January 1, 2010, we deconsolidated certain entities as a result of this change in accounting policy. These entities are
primarily bottling operations and had previously been consolidated due to certain loan guarantees and/or other financial support
given by the Company. These financial arrangements, although not significant to our consolidated financial statements, resulted in
a disproportionate relationship between our voting interests in these entities and our exposure to the economic risks and potential
rewards of the entities. As a result, we determined that we held a majority of the variable interests in these entities and, therefore,
were deemed to be the primary beneficiary in accordance with accounting principles generally accepted in the United States as of
December 31, 2009. Although these financial arrangements resulted in us holding a majority of the variable interests in these
VIEs, the majority of these arrangements did not empower us to direct the activities of the VIEs that most significantly impact
the VIEs economic performance. Consequently, subsequent to the change in accounting policy, the Company deconsolidated the
majority of these VIEs.
The entities that have been deconsolidated accounted for less than 1 percent of net income attributable to shareowners of The
Coca-Cola Company in 2009. On January 1, 2010, the Company began to account for these entities under the equity method of
accounting. Although the deconsolidation of these entities impacted individual line items in our consolidated financial statements,
the impact on net income attributable to shareowners of The Coca-Cola Company in future periods will be nominal. The equity
method of accounting is intended to be a single line consolidation and, therefore, generally should result in the same net income
attributable to the investor as would be the case if the investee had been consolidated. The main impact on our consolidated
financial statements in 2010 was that instead of these entities results of operations and balance sheets affecting our consolidated
line items, our proportionate share of net income or loss from these entities was reported in equity income (loss) net in our
consolidated statements of income, and our investment in these entities was reported as equity method investments in our
consolidated balance sheets. Refer to Note 6.
Revenue Recognition
Our Company recognizes revenue when persuasive evidence of an arrangement exists, delivery of products has occurred, the sales
price charged is fixed or determinable, and collectibility is reasonably assured. For our Company, this generally means that we
recognize revenue when title to our products is transferred to our bottling partners, resellers or other customers. In particular,
title usually transfers upon shipment to or receipt at our customers locations, as determined by the specific sales terms of the
transactions. Our sales terms do not allow for a right of return except for matters related to any manufacturing defects on
our part.
84
Advertising Costs
Our Company expenses production costs of print, radio, television and other advertisements as of the first date the advertisements
take place. All other marketing expenditures are expensed in the annual period in which the expenditure is incurred. Advertising
costs included in the line item selling, general and administrative expenses in our consolidated statements of income were
$3.3 billion, $2.9 billion and $2.8 billion in 2011, 2010 and 2009, respectively. As of December 31, 2011 and 2010, advertising and
production costs of $349 million and $305 million, respectively, were primarily recorded in the line item prepaid expenses and
other assets in our consolidated balance sheets.
For interim reporting purposes, we allocate our estimated full year marketing expenditures that benefit multiple interim periods to
each of our interim reporting periods. We use the proportion of each interim periods actual unit case volume to the estimated
full year unit case volume as the basis for the allocation. This methodology results in our marketing expenditures being recognized
at a standard rate per unit case. At the end of each interim reporting period, we review our estimated full year unit case volume
and our estimated full year marketing expenditures in order to evaluate if a change in estimate is necessary. The impact of any
changes in these full year estimates is recognized in the interim period in which the change in estimate occurs. Our full year
marketing expenditures are not impacted by this interim accounting policy.
Cash Equivalents
We classify time deposits and other investments that are highly liquid and have maturities of three months or less at the date of
purchase as cash equivalents. We manage our exposure to counterparty credit risk through specific minimum credit standards,
diversification of counterparties and procedures to monitor our credit risk concentrations.
85
Short-Term Investments
We classify time deposits and other investments that have maturities of greater than three months but less than one year as
short-term investments.
86
2011
2010
2009
$ 48 $ 55 $ 51
56
21
24
(12)
(18)
(22)
(9)
(10)
2
$ 83
$ 48
$ 55
A significant portion of our net operating revenues and corresponding accounts receivable is derived from sales of our products in
international markets. Refer to Note 19. We also generate a significant portion of our net operating revenues by selling
concentrates and syrups to bottlers in which we have a noncontrolling interest, including Coca-Cola Hellenic Bottling
Company S.A. (Coca-Cola Hellenic), Coca-Cola FEMSA, S.A.B. de C.V. (Coca-Cola FEMSA) and Coca-Cola Amatil Limited
(Coca-Cola Amatil). Refer to Note 6.
Inventories
Inventories consist primarily of raw materials and packaging (which includes ingredients and supplies) and finished goods (which
include concentrates and syrups in our concentrate operations, and finished beverages in our finished products operations).
Inventories are valued at the lower of cost or market. We determine cost on the basis of the average cost or first-in, first-out
methods. Refer to Note 4.
Derivative Instruments
Our Company, when deemed appropriate, uses derivatives as a risk management tool to mitigate the potential impact of certain
market risks. The primary market risks managed by the Company through the use of derivative instruments are foreign currency
exchange rate risk, commodity price risk and interest rate risk. All derivatives are carried at fair value in our consolidated balance
sheets in the line items prepaid expenses and other assets or accounts payable and accrued expenses, as applicable. Refer to
Note 5.
87
plant and equipment, including appraisals and discounted cash flow models, which are consistent with the assumptions we believe
hypothetical marketplace participants would use. Refer to Note 7.
Contingencies
Our Company is involved in various legal proceedings and tax matters. Due to their nature, such legal proceedings and tax
matters involve inherent uncertainties including, but not limited to, court rulings, negotiations between affected parties and
governmental actions. Management assesses the probability of loss for such contingencies and accrues a liability and/or discloses
the relevant circumstances, as appropriate. Refer to Note 11.
Stock-Based Compensation
Our Company currently sponsors stock option plans and restricted stock award plans. The fair values of the stock awards are
determined using an estimated expected life. The Company recognizes compensation expense on a straight-line basis over the
period the award is earned by the employee. Refer to Note 12.
88
Income Taxes
Income tax expense includes United States, state, local and international income taxes, plus a provision for U.S. taxes on
undistributed earnings of foreign subsidiaries not deemed to be indefinitely reinvested. Deferred tax assets and liabilities are
recognized for the tax consequences of temporary differences between the financial reporting basis and the tax basis of existing
assets and liabilities. The tax rate used to determine the deferred tax assets and liabilities is the enacted tax rate for the year and
manner in which the differences are expected to reverse. Valuation allowances are recorded to reduce deferred tax assets to the
amount that will more likely than not be realized. The Company records taxes that are collected from customers and remitted to
governmental authorities on a net basis in our consolidated statements of income.
The Company is involved in various tax matters, with respect to some of which the outcome is uncertain. We establish reserves to
remove some or all of the tax benefit of any of our tax positions at the time we determine that it becomes uncertain based upon
one of the following conditions: (1) the tax position is not more likely than not to be sustained, (2) the tax position is more
likely than not to be sustained, but for a lesser amount, or (3) the tax position is more likely than not to be sustained, but not
in the financial period in which the tax position was originally taken. For purposes of evaluating whether or not a tax position is
uncertain, (1) we presume the tax position will be examined by the relevant taxing authority that has full knowledge of all relevant
information; (2) the technical merits of a tax position are derived from authorities such as legislation and statutes, legislative
intent, regulations, rulings and case law and their applicability to the facts and circumstances of the tax position; and (3) each tax
position is evaluated without consideration of the possibility of offset or aggregation with other tax positions taken. A number of
years may elapse before a particular uncertain tax position is audited and finally resolved or when a tax assessment is raised. The
number of years subject to tax assessments varies depending on the tax jurisdiction. The tax benefit that has been previously
reserved because of a failure to meet the more likely than not recognition threshold would be recognized in our income tax
expense in the first interim period when the uncertainty disappears under any one of the following conditions: (1) the tax position
is more likely than not to be sustained, (2) the tax position, amount, and/or timing is ultimately settled through negotiation or
litigation, or (3) the statute of limitations for the tax position has expired. Refer to Note 14.
Hyperinflationary Economies
A hyperinflationary economy is one that has cumulative inflation of approximately 100 percent or more over a three-year period.
Effective January 1, 2010, Venezuela was determined to be a hyperinflationary economy, and the Venezuelan government
devalued the bolivar by resetting the official rate of exchange (official rate) from 2.15 bolivars per U.S. dollar to 2.6 bolivars per
U.S. dollar for essential goods and 4.3 bolivars per U.S. dollar for nonessential goods. In accordance with hyperinflationary
accounting under accounting principles generally accepted in the United States, our local subsidiary was required to use the U.S.
dollar as its functional currency. As a result, we remeasured the net assets of our Venezuelan subsidiary using the official rate for
nonessential goods of 4.3 bolivars per U.S. dollar. During the first quarter of 2010, we recorded a loss of $103 million related to
the remeasurement of our Venezuelan subsidiarys net assets. The loss was recorded in the line item other income (loss) net in
our consolidated statement of income. We classified the impact of the remeasurement loss in the line item effect of exchange rate
changes on cash and cash equivalents in our consolidated statement of cash flows.
89
In early June 2010, the Venezuelan government introduced a newly regulated foreign currency exchange system known as the
Transaction System for Foreign Currency Denominated Securities (SITME). This new system, which is subject to annual limits,
replaced the parallel market whereby entities domiciled in Venezuela are able to exchange their bolivars to U.S. dollars through
authorized financial institutions (commercial banks, savings and lending institutions, etc.).
In December 2010, the Venezuelan government announced that it was eliminating the official rate of 2.6 bolivars per U.S. dollar
for essential goods. As a result, there are only two exchange rates available for remeasuring bolivar-denominated transactions as
of December 31, 2011, the official rate of 4.3 bolivars per U.S. dollar for nonessential goods and the SITME rate. As discussed
above, the Company has remeasured the net assets of our Venezuelan subsidiary using the official rate for nonessential goods of
4.3 bolivars per U.S. dollar since January 1, 2010. Therefore, the elimination of the official rate for essential goods had no impact
on the remeasurement of the net assets of our Venezuelan subsidiary. We continue to use the official exchange rate for
nonessential goods to remeasure the financial statements of our Venezuelan subsidiary. If the official exchange rate devalues
further, it would result in our Company recognizing additional foreign currency exchange losses in our consolidated financial
statements. As of December 31, 2011, our Venezuelan subsidiary held monetary assets of $300 million, including cash, which
accounted for approximately 2 percent of our consolidated cash and cash equivalents balance.
In addition to the foreign currency exchange exposure related to our Venezuelan subsidiarys net assets, we also sell concentrate
to our bottling partner in Venezuela from outside the country. These sales are denominated in U.S. dollars. Some of our
concentrate sales were approved by the government-operated Foreign Exchange Administration Board (CADIVI) to receive the
official rate for essential goods of 2.6 bolivars per U.S. dollar prior to the elimination of the official rate for essential goods in
December 2010. Prior to the elimination of the official rate for essential goods, our bottling partner in Venezuela was able to
convert bolivars to U.S. dollars to settle our receivables related to sales approved by the CADIVI. Therefore, as of December 31,
2011, our receivable balance related to concentrate sales that had been approved by the CADIVI was not significant. If we are
unable to utilize a government-approved exchange rate mechanism for future concentrate sales to our bottling partner in
Venezuela, the amount of receivables related to these sales will increase. In addition, we have certain intangible assets associated
with products sold in Venezuela. If we are unable to utilize a government-approved exchange rate mechanism for concentrate
sales, or if the bolivar further devalues, it could result in the impairment of these intangible assets. As of December 31, 2011, the
carrying value of our accounts receivable from our bottling partner in Venezuela and intangible assets associated with products
sold in Venezuela was $147 million. The revenues and cash flows associated with concentrate sales to our bottling partner in
Venezuela in 2012 are not anticipated to be significant to the Companys consolidated financial statements.
90
During 2011, the Company also acquired the remaining ownership interest of Honest Tea not already owned by the Company.
Prior to the Company acquiring the remaining ownership interest of Honest Tea, we accounted for our investment under the
equity method of accounting. We remeasured our equity interest in Honest Tea to fair value upon the close of the transaction.
The resulting gain on the remeasurement was not significant to our consolidated financial statements. The Company finalized our
purchase accounting for Honest Tea during the fourth quarter of 2011.
In December 2011, the Company acquired an additional minority interest in Central Japan. As a result, the Company began to
account for our investment in Central Japan under the equity method of accounting beginning in December 2011.
During 2010, cash payments related to the Companys acquisition and investment activities totaled $2,511 million. These payments
were primarily related to the Companys acquisition of CCEs North American business and the acquisition of certain distribution
rights from Dr Pepper Snapple Group, Inc. (DPS). See the relevant sections below for further discussion of these transactions.
In addition to the transactions listed in the preceding paragraph, our acquisition and investment activities during 2010 also
included the acquisition of OAO Nidan Juices (Nidan), a Russian juice company, and an additional investment in Fresh
Trading Ltd. (innocent). Total consideration for the Nidan acquisition was approximately $276 million, which was primarily
allocated to property, plant and equipment, identifiable intangible assets and goodwill. The Company finalized our purchase
accounting for Nidan in the third quarter of 2011. Under the terms of the agreement for our additional investment in innocent,
innocents founders retain operational control of the business, and we will continue to account for our investment under the
equity method of accounting. Additionally, we have a series of outstanding put and call options with the existing shareowners of
innocent for the Company to potentially acquire the remaining shares not already owned by the Company. The put and call
options are exercisable in stages between 2013 and 2014.
During 2009, cash payments related to the Companys acquisition and investment activities totaled $300 million. None of the
acquisitions or investments was individually significant. Included in these investment activities was the acquisition of a minority
interest in innocent.
91
Under the terms of the merger agreement, the Company replaced share-based payment awards for certain current and former
employees of CCEs North American and corporate operations. The following table provides a list of all replacement awards
and the estimated fair value of those awards issued in conjunction with our acquisition of CCEs North American business
(in millions):
Number of
Shares, Options
and Units Issued
Fair Value
1.6
4.8
0.8
0.2
$ 192
109
50
12
Total
7.4
$ 363
The portion of the fair value of the replacement awards related to services provided prior to the business combination was
included in the total purchase price. The portion of the fair value associated with future service is recognized as expense over the
future service period, which varies by award. The Company determined that $237 million ($154 million net of tax) of the
replacement awards was related to services rendered prior to the business combination.
Each CCE performance share unit (PSU) replaced by the Company was converted at 100 percent of target into an adjusted
PSU of The Coca-Cola Company, determined by multiplying the number of shares of each PSU by an exchange ratio (the
closing exchange ratio) equal to the closing price of a share of CCE common stock on the last day of trading prior to the
acquisition date divided by the closing price of the Companys common stock on the same day. At the time we issued these
replacement PSUs, they were subject to the same vesting conditions and other terms applicable to the CCE PSUs immediately
prior to the closing date. However, in the fourth quarter of 2010, the Company modified primarily all of these PSUs to eliminate
the remaining holding period, which resulted in $74 million of accelerated expense. Refer to Note 12 for additional information.
Each CCE stock option replaced by the Company was converted into an adjusted stock option of The Coca-Cola Company to
acquire a number of shares of Coca-Cola common stock, determined by multiplying the number of shares of CCE common stock
subject to the CCE stock option by the closing exchange ratio. The exercise price per share of the replacement awards was equal
to the per share exercise price of the CCE stock option divided by the closing exchange ratio. All of the replacement stock
options are subject to the same vesting conditions and other terms applicable to the CCE stock options immediately prior to the
closing date. Refer to Note 12 for additional information.
Each CCE restricted share unit (RSU) replaced by the Company was converted into an adjusted RSU of The Coca-Cola
Company, determined by multiplying the number of shares of each RSU by the closing exchange ratio. All of the replacement
RSUs are subject to the same vesting conditions and other terms applicable to the CCE RSUs immediately prior to the closing
date. Refer to Note 12 for additional information.
Each share of CCE restricted stock replaced by the Company was converted into an adjusted share of restricted stock of The
Coca-Cola Company, determined by multiplying the number of shares of CCE restricted stock by the closing exchange ratio. All
of the replacement shares of restricted stock are subject to the same vesting conditions and other terms applicable to the CCE
shares of restricted stock immediately prior to the closing date. Refer to Note 12 for additional information.
The following table reconciles the total purchase price of the Companys acquisition of CCEs North American business, including
adjustments recorded as part of the Companys purchase accounting (in millions):
October 2,
2010
$ 5,373
1,368
154
$ 6,895
Represents the fair value of our 33 percent ownership interest in the outstanding common stock of CCE based on the closing price of CCEs
common stock on the last day the New York Stock Exchange was open prior to the acquisition date. The fair value reflects our indirect ownership
interest in both CCEs North American business and European operations.
Represents the portion of the total fair value of the replacement awards associated with services rendered prior to the business combination, net of
tax.
92
The following table presents the final allocation of the purchase price by major class of assets and liabilities (in millions) as of the
acquisition date, as well as adjustments made during 2011 (referred to as measurement period adjustments):
Amounts
Recognized as of
Acquisition Date1
$ 14,468
$ (542)
$ 13,926
1,826
266
9,345
1,313
2,603
(293)
1,834
266
9,345
1,313
2,310
$ 15,353
$ (285)
$ 15,068
(885)
7,746
(257)
304
49
7
1,194
696
739
4,703
5,200
1,077
261
(1,142)
8,050
6,861
13
47
6,908
13
6,848
47
6,895
(5)
(682)
100
45
Amounts
Recognized as of
Acquisition Date
(as Adjusted)
49
7
1,194
696
744
5,385
5,100
1,032
261
Measurement
Period
Adjustments2
As previously reported in the Notes to Consolidated Financial Statements included in our Annual Report on Form 10-K for the year ended
December 31, 2010.
The measurement period adjustments did not have a significant impact on our consolidated statements of income for the years ended
December 31, 2011, and December 31, 2010. In addition, these adjustments did not have a significant impact on our consolidated balance sheet as
of December 31, 2010. Therefore, we have not retrospectively adjusted the comparative 2010 financial information.
The gross amount due under receivables we acquired was $1,226 million, of which $32 million was expected to be uncollectible.
The measurement period adjustments were due to the finalization of appraisals related to intangible assets and certain fixed assets and resulted in
the following: a decrease to property, plant and equipment; an increase to franchise rights; and a decrease to noncurrent deferred tax liabilities.
The net impact of the measurement period adjustments and the payments made to New CCE that related to the finalization of working capital
adjustments resulted in a net increase to goodwill.
Represents reacquired franchise rights that had previously provided CCE with exclusive and perpetual rights to manufacture and/or distribute
certain beverages in specified territories. These rights have been determined to have indefinite lives and are not amortized.
Other intangible assets primarily relate to franchise rights that had previously provided CCE with exclusive rights to manufacture and/or distribute
certain beverages in specified territories for a finite period of time, and therefore have been classified as definite-lived intangible assets. The
estimated fair value of franchise rights with definite lives was $650 million as of the acquisition date. These franchise rights will be amortized over a
weighted-average life of approximately eight years, which is equal to the weighted-average remaining contractual term of the franchise rights. Other
intangible assets also include $380 million of customer relationships, which will be amortized over approximately 20 years.
The assumed pension and other postretirement liabilities consisted of benefit obligations of $3,544 million and plan assets of $2,231 million. Refer
to Note 13 for additional information related to pension and other postretirement plans assumed from CCE.
Primarily relates to deferred tax liabilities recorded on franchise rights. Refer to Note 14.
10
The goodwill recognized as part of this acquisition has been assigned to the North America operating segment. $170 million of this goodwill is tax
deductible. The goodwill recognized in conjunction with our acquisition of CCEs North American business is primarily related to synergistic value
created from having a unified operating system that will strategically position us to better market and distribute our nonalcoholic beverage brands
in North America. It also includes certain other intangible assets that do not qualify for separate recognition, such as an assembled workforce.
93
In a concurrent transaction, we agreed to sell all of our ownership interests in Coca-Cola Drikker AS (the Norwegian bottling
operation) and Coca-Cola Drycker Sverige AB (the Swedish bottling operation) to New CCE at fair value. The divestiture of
our Norwegian and Swedish bottling operations also closed on October 2, 2010. See further discussion of this divestiture below. In
addition, we granted New CCE the right to negotiate the acquisition of our majority interest in our German bottling operation,
Coca-Cola Erfrischungsgetraenke AG (CCEAG), 18 to 39 months after the date of the merger agreement, at the then current
fair value and subject to terms and conditions as mutually agreed.
The Company incurred $84 million of transaction costs in connection with our acquisition of CCEs North American business and
the sale of our ownership interests in our Norwegian and Swedish bottling operations to New CCE since the transaction
commenced. These costs were included in the line item other operating charges in our consolidated statements of income. Refer
to Note 17 for additional information. In addition, the Company recorded charges of $265 million related to preexisting
relationships during 2010. These charges were primarily related to the write-off of our investment in infrastructure programs with
CCE. Our investment in these infrastructure programs with CCE did not meet the criteria to be recognized as an asset subsequent
to the acquisition. In 2011, the Company recorded an additional charge of $1 million associated with these preexisting
relationships. These charges were included in the line item other income (loss) net in our consolidated statements of income.
Refer to Note 6 for additional information.
The CCE North American business contributed net revenues of approximately $3,637 million and net losses of approximately
$122 million from October 2, 2010 through December 31, 2010. The following table presents unaudited consolidated pro forma
information as if our acquisition of CCEs North American business and the divestiture of our Norwegian and Swedish bottling
operations had occurred on January 1, 2009 (in millions):
Unaudited
2010
$ 43,106
6,839
2009
$ 41,635
11,7673
The deconsolidation of our Norwegian and Swedish bottling operations resulted in a decrease to net operating revenues of approximately
$433 million and $542 million in 2010 and 2009, respectively.
The deconsolidation of our Norwegian and Swedish bottling operations resulted in a decrease to net income attributable to shareowners of The
Coca-Cola Company of approximately $387 million in 2010 and an increase of $294 million in 2009.
Includes the gain related to the remeasurement of our equity interest in CCE to fair value upon the close of the transaction, the gain on the sale of
our Norwegian and Swedish bottling operations, transaction costs and charges related to preexisting relationships. The 2010 pro forma information
has been adjusted to exclude the impact of these items in order to present the pro forma information as if the transactions had occurred on
January 1, 2009.
The unaudited pro forma financial information presented above does not purport to represent what the actual results of our
operations would have been if our acquisition of CCEs North American business and the divestiture of our Norwegian and
Swedish bottling operations had occurred on January 1, 2009, nor is it indicative of the future operating results of The Coca-Cola
Company. The unaudited pro forma financial information does not reflect the impact of future events that may occur after the
acquisition, including, but not limited to, anticipated cost savings from operating synergies.
The unaudited pro forma financial information presented in the table above has been adjusted to give effect to adjustments that
are (1) directly related to the business combination; (2) factually supportable; and (3) expected to have a continuing impact. These
adjustments include, but are not limited to, the application of our accounting policies; elimination of related party transactions
and equity income; and depreciation and amortization related to fair value adjustments to property, plant and equipment and
intangible assets.
94
include Dr Pepper and Diet Dr Pepper in our Coca-Cola Freestyle fountain dispensers in certain outlets throughout the United
States. The Coca-Cola Freestyle agreement has a term of 20 years.
Although these transactions were negotiated concurrently, they are legally separable and have distinct termination provisions and
penalties, if applicable. As a result, the Company recorded an asset of $865 million related to the DPS license agreements and
recorded deferred revenue of $150 million related to the Freestyle agreement. The DPS license agreements were determined to be
indefinite-lived intangible assets and classified in the line item bottlers franchise rights with indefinite lives in our consolidated
balance sheet. The Company reached the conclusion that these distribution rights had an indefinite life based on several key
factors, including, but not limited to, (1) our license agreements with DPS shall remain in effect for 20 years and shall
automatically renew for additional 20-year successive periods thereafter unless terminated pursuant to the provisions of the
agreements; (2) no additional payments shall be due for the renewal periods; (3) we anticipate using the assets indefinitely;
(4) there are no known legal, regulatory or contractual provisions that are likely to limit the useful life of these assets; and (5) the
classification of these assets as indefinite-lived assets is consistent with similar market transactions. The Company will amortize the
deferred revenue related to the Freestyle agreement on a straight-line basis over 20 years, which is the length of the agreement.
The amortization will be included as a component of the Companys net operating revenues.
Divestitures
During 2011, proceeds from the disposal of bottling companies and other investments totaled $562 million, primarily related to the
sale of our investment in Coca-Cola Embonor, S.A. (Embonor), a bottling partner with operations primarily in Chile, for
$394 million. Prior to this transaction, the Company accounted for our investment in Embonor under the equity method of
accounting. Refer to Note 17. None of the Companys other divestitures was individually significant.
In 2010, proceeds from the disposal of bottling companies and other investments totaled $972 million, primarily related to the sale
of all our ownership interests in our Norwegian and Swedish bottling operations to New CCE for $0.9 billion in cash on
October 2, 2010. In addition to the proceeds related to the disposal of our Norwegian and Swedish bottling operations, our
Company sold 50 percent of our investment in Le
ao Junior, S.A. (Le
ao Junior), a Brazilian tea company, for $83 million. Refer
to Note 17 for information related to the gain on these divestitures.
Our Norwegian and Swedish bottling operations (the disposal group) met the criteria to be classified as held for sale prior to their
disposal. The following table presents information related to the major classes of assets and liabilities of the disposal group as of
October 1, 2010 (in millions):
Trade receivables, less allowances for doubtful accounts
Inventories
Prepaid expenses and other current assets
Property, plant and equipment net
Intangible assets
Total assets1
$ 613
$ 159
10
45
Total liabilities1
$ 214
67
42
17
315
172
Prior to the divestiture of our Norwegian and Swedish bottling operations, the assets and liabilities of these entities were included in our Bottling
Investments operating segment. Refer to Note 19.
We determined that our Norwegian and Swedish bottling operations did not meet the criteria to be classified as discontinued
operations, primarily due to our continuing significant involvement with these entities. Although we do not have an ownership
95
interest in New CCE, we have concluded that our ongoing contractual relationship, governed by the Bottlers Agreements,
constitutes a continuing significant involvement.
In 2009, proceeds from the disposal of bottling companies and other investments totaled $240 million, none of which was
individually significant.
NOTE 3: INVESTMENTS
Investments in debt and marketable securities, other than investments accounted for under the equity method, are classified as
trading, available-for-sale or held-to-maturity. Our marketable equity investments are classified as either trading or available-forsale with their cost basis determined by the specific identification method. Realized and unrealized gains and losses on trading
securities and realized gains and losses on available-for-sale securities are included in net income. Unrealized gains and losses, net
of deferred taxes, on available-for-sale securities are included in our consolidated balance sheets as a component of AOCI.
Our investments in debt securities are carried at either amortized cost or fair value. Investments in debt securities that the
Company has the positive intent and ability to hold to maturity are carried at amortized cost and classified as held-to-maturity.
Investments in debt securities that are not classified as held-to-maturity are carried at fair value and classified as either trading or
available-for-sale.
Trading Securities
As of December 31, 2011 and 2010, our trading securities had a fair value of $211 million and $209 million, respectively. The
Company had net unrealized losses on trading securities of $5 million, $3 million and $16 million as of December 31, 2011, 2010
and 2009, respectively. The Companys trading securities were included in the following captions in our consolidated balance
sheets (in millions):
December 31,
2011
2010
Marketable securities
Other assets
$ 138
73
$ 132
77
$ 211
$ 209
Cost
2011
Available-for-sale securities:1,2
Equity securities
Debt securities
Held-to-maturity securities:
Bank and corporate debt
2010
Available-for-sale securities:1
Equity securities
Debt securities
Held-to-maturity securities:
Bank and corporate debt
Gross
Unrealized
Gains
Losses
Estimated
Fair Value
834
332
$ 237
1
$
(3)
$ 1,071
330
$ 1,166
$ 238
$ 1,401
113
113
209
14
$ 267
(5)
471
14
223
$ 267
(5)
485
111
111
(3)
Refer to Note 16 for additional information related to the estimated fair value.
During 2011, the balance of available-for-sale securities increased significantly, primarily due to long-term investments made by our captive insurance
company and an investment in Arca Continental, S.A.B. de C.V. (Arca Contal). Refer to Note 17 for a discussion of the Arca Contal transaction.
96
In 2011, the Company divested certain available-for-sale securities. These divestitures resulted in cash proceeds of $37 million,
gross realized gains of $5 million and gross realized losses of $1 million. In addition to the sale of available-for-sale securities, the
Company also had investments classified as available-for-sale securities in which our cost basis exceeded the fair value of our
investment. Management assessed each of these investments on an individual basis to determine if the decline in fair value was
other than temporary. Managements assessment as to the nature of a decline in fair value is based on, among other things, the
length of time and the extent to which the market value has been less than our cost basis; the financial condition and near-term
prospects of the issuer; and our intent and ability to retain the investment for a period of time sufficient to allow for any
anticipated recovery in market value. Based on these assessments, management determined that the decline in fair value of certain
investments was other than temporary. As a result, the Company recognized other-than-temporary impairment charges of
$17 million. These impairment charges were recorded in other income (loss) net. Refer to Note 16 and Note 17.
In 2010, the Company had several investments classified as available-for-sale securities in which our cost basis exceeded the fair
value of the investment. Management assessed each of these investments on an individual basis to determine if the decline in fair
value was other than temporary. Based on these assessments, management determined that the decline in fair value of certain
investments was other than temporary. As a result, the Company recognized other-than-temporary impairment charges of
$26 million. These impairment charges were recorded in other income (loss) net. Refer to Note 16 and Note 17. The Company
did not sell any available-for-sale securities during 2010.
In 2009, the Company divested certain available-for-sale securities. These divestitures were the result of both sales and a
charitable donation. The sales of available-for-sale securities resulted in cash proceeds of $157 million, gross realized gains of
$44 million and gross realized losses of $2 million. In addition to the sale of available-for-sale securities, the Company donated
certain available-for-sale securities to The Coca-Cola Foundation. The donated investments had a cost basis of $7 million and a
fair value of $106 million at the date of donation. The net impact of this donation was an expense equal to our cost basis in the
securities, which was recorded in other income (loss) net.
The Companys available-for-sale and held-to-maturity securities were included in the following captions in our consolidated
balance sheets (in millions):
December 31, 2011
AvailableHeld-tofor-Sale
Maturity
Securities Securities
5
986
410
$ 112
1
5
471
9
$ 110
1
$ 1,401
$ 113
$ 485
$ 111
The contractual maturities of these investments as of December 31, 2011, were as follows (in millions):
Available-for-Sale Securities
Cost
Fair Value
Within 1 year
After 1 year through 5 years
After 5 years through 10 years
After 10 years
Equity securities
5
32
191
104
834
$ 1,166
Held-to-Maturity Securities
Amortized Cost Fair Value
5
32
191
102
1,071
$ 113
$ 113
$ 1,401
$ 113
$ 113
The Company expects that actual maturities may differ from the contractual maturities above because borrowers have the right to
call or prepay certain obligations.
97
generally use discounted cash flow analyses to determine the fair value. We estimate that the fair values of our cost method
investments approximated or exceeded their carrying values as of December 31, 2011 and 2010. Our cost method investments had
a carrying value of $155 million and $160 million as of December 31, 2011 and 2010, respectively.
In 2009, the Company recorded a charge of $27 million in other income (loss) net as a result of an other-than-temporary
decline in the fair value of a cost method investment. Refer to Note 16 and Note 17 for additional information related to this
impairment.
NOTE 4: INVENTORIES
Inventories consist primarily of raw materials and packaging (which includes ingredients and supplies) and finished goods (which
include concentrates and syrups in our concentrate operations, and finished beverages in our finished products operations).
Inventories are valued at the lower of cost or market. We determine cost on the basis of the average cost or first-in, first-out
methods. Inventories consisted of the following (in millions):
December 31,
2011
2010
$ 1,680
1,198
214
$ 1,425
1,029
196
Total inventories
$ 3,092
$ 2,650
98
thereafter, whether the financial instruments used in hedging transactions are effective at offsetting changes in either the fair
values or cash flows of the related underlying exposures. Any ineffective portion of a financial instruments change in fair value is
immediately recognized into earnings.
The Company determines the fair values of its derivatives based on quoted market prices or using standard valuation models.
Refer to Note 16. The notional amounts of the derivative financial instruments do not necessarily represent amounts exchanged by
the parties and, therefore, are not a direct measure of our exposure to the financial risks described above. The amounts
exchanged are calculated by reference to the notional amounts and by other terms of the derivatives, such as interest rates,
foreign currency exchange rates, commodity rates or other financial indices. The Company does not view the fair values of its
derivatives in isolation, but rather in relation to the fair values or cash flows of the underlying hedged transactions or other
exposures. Virtually all of our derivatives are straightforward over-the-counter instruments with liquid markets.
The following table presents the fair values of the Companys derivative instruments that were designated and qualified as part of
a hedging relationship (in millions):
Assets:
Foreign currency contracts
Commodity contracts
Interest rate swaps
Total assets
Liabilities:
Foreign currency contracts
Commodity contracts
Interest rate swaps
Total liabilities
Fair Value1,2
December 31, December 31,
2011
2010
$ 170
2
246
32
4
$ 418
36
41
1
$ 141
2
97
42
$ 240
All of the Companys derivative instruments are carried at fair value in our consolidated balance sheets after considering the impact of legally
enforceable master netting agreements and cash collateral held or placed with the same counterparties, as applicable. Current disclosure
requirements mandate that derivatives must also be disclosed without reflecting the impact of master netting agreements and cash collateral. Refer
to Note 16 for the net presentation of the Companys derivative instruments.
Refer to Note 16 for additional information related to the estimated fair value.
The following table presents the fair values of the Companys derivative instruments that were not designated as hedging
instruments (in millions):
Assets:
Foreign currency contracts
Commodity contracts
Other derivative instruments
Total assets
Liabilities:
Foreign currency contracts
Commodity contracts
Other derivative instruments
Total liabilities
Fair Value1,2
December 31, December 31,
2011
2010
29
54
5
65
56
17
88
$ 138
$ 116
47
1
$ 144
$ 164
$ 144
All of the Companys derivative instruments are carried at fair value in our consolidated balance sheets after considering the impact of legally
enforceable master netting agreements and cash collateral held or placed with the same counterparties, as applicable. Current disclosure
requirements mandate that derivatives must also be disclosed without reflecting the impact of master netting agreements and cash collateral. Refer
to Note 16 for the net presentation of the Companys derivative instruments.
Refer to Note 16 for additional information related to the estimated fair value.
99
100
The following table presents the pretax impact that changes in the fair values of derivatives designated as cash flow hedges had on
AOCI and earnings during the years ended December 31, 2011, 2010 and 2009 (in millions):
Gain (Loss)
Recognized
in Other
Comprehensive
Income (OCI)
2011
Foreign currency contracts
Interest rate locks
Commodity contracts
3
(11)
(1)
Total
(9)
2010
Foreign currency contracts
Interest rate locks
Commodity contracts
$ (307)
Total
$ (306)
2009
Foreign currency contracts
Interest rate locks
Commodity contracts
Total
(59)
(59)
Gain (Loss)
Reclassified from
AOCI into Income
(Effective Portion)
Gain (Loss)
Recognized in Income
(Ineffective Portion and
Amount Excluded from
Effectiveness Testing)
$ (231)
(12)
$ 2
(1)
$ (243)
$ (1)
(2)
(15)
$ (2)
(17)
$ (2)
(62)
(10)
(47)
$ 2
4
$ (119)
The Company records gains and losses reclassified from AOCI in income for the effective portion and ineffective portion, if any, to the same line
items in our consolidated statements of income.
As of December 31, 2011, the Company estimates that it will reclassify into earnings during the next 12 months losses of
approximately $102 million from the pretax amount recorded in AOCI as the anticipated cash flows occur.
101
The following table summarizes the pretax impact that changes in the fair values of derivatives designated as fair value hedges had
on earnings during the years ended December 31, 2011 and 2010 (in millions):
Location of Gain (Loss)
Recognized in Income
2011
Interest rate swaps
Fixed-rate debt
Gain (Loss)
Recognized in Income
Interest expense
Interest expense
$ 343
(333)
Total
2010
Interest rate swaps
Fixed-rate debt
Interest expense
Interest expense
Total
10
(97)
102
Gain (Loss)
Recognized in OCI
2011
2010
$ (3)
$ (15)
The Company did not reclassify any deferred gains or losses related to net investment hedges from AOCI to earnings during the
years ended December 31, 2011, 2010 and 2009. In addition, the Company did not have any ineffectiveness related to net
investment hedges during the years ended December 31, 2011, 2010 and 2009.
102
expenses in our consolidated statements of income. The total notional value of derivatives related to our economic hedges of this
type as of December 31, 2011 and 2010, was $1,165 million and $425 million, respectively.
In connection with our acquisition of CCEs North American business, the Company assumed certain interest rate derivatives. The
Company did not designate these derivatives as hedges subsequent to the acquisition. These derivatives were originally recorded at
fair value as of October 2, 2010. As of December 31, 2010, all interest rate derivatives acquired from CCE were settled and will
have no additional impact on future earnings. In 2010, the Company recorded $5 million of losses related to these instruments in
interest expense.
The Company entered into interest rate locks that were used as economic hedges to mitigate the interest rate risk associated with
the Companys repurchase of certain long-term debt. These hedges were not designated and did not qualify for hedge accounting,
but were effective economic hedges. The Company settled these hedges and recognized losses of $104 million in interest expense
during 2010. As of December 31, 2010, there were no outstanding interest rate derivatives used as economic hedges.
The following table presents the pretax impact that changes in the fair values of derivatives not designated as hedging instruments
had on earnings during the years ended December 31, 2011, 2010 and 2009 (in millions):
Gains (Losses)
Year Ended December 31,
2011
2010
2009
Total
7
(37)
(12)
(42)
(11)
(15)
(46)
(9)
40
(5)
(104)
21
(87)
$ (118)
(16)
114
12
23
$ 133
103
We accounted for our investment in CCE under the equity method of accounting until our acquisition of CCEs North American
business was completed on October 2, 2010. Therefore, our consolidated net income for the year ended December 31, 2010,
included equity income from CCE during the first nine months of 2010. The Company owned 33 percent of the outstanding
common stock of CCE immediately prior to the acquisition. The following table provides summarized financial information for
CCE for the nine months ended October 1, 2010, and for the year ended December 31, 2009 (in millions):
Nine Months Ended
October 1, 2010
Year Ended
December 31, 2009
$ 16,464
10,028
$ 21,645
13,333
Gross profit
6,436
8,312
1,369
1,527
677
731
The following table provides a summary of our significant transactions with CCE for the nine months ended October 1, 2010, and
for the year ended December 31, 2009 (in millions):
Nine Months Ended
October 1, 2010
4,737
263
251
314
106
268
64
19
Year Ended
December 31, 2009
6,032
351
419
415
174
330
87
66
Syrup and finished product purchases from CCE represent purchases of fountain syrup in certain territories that have been resold
by our Company to major customers and purchases of bottle and can products. Marketing payments made by us directly to CCE
represent support of certain marketing activities and our participation with CCE in cooperative advertising and other marketing
activities to promote the sale of Company trademark products within CCE territories. These programs were agreed to on an
annual basis. Marketing payments made to third parties on behalf of CCE represent support of certain marketing activities and
programs to promote the sale of Company trademark products within CCEs territories in conjunction with certain of CCEs
customers. Pursuant to cooperative advertising and trade agreements with CCE, we received funds from CCE for local media and
marketing program reimbursements. Payments made to CCE for dispensing equipment repair services represent reimbursement to
CCE for its costs of parts and labor for repairs on cooler, dispensing or post-mix equipment owned by us or our customers. The
other payments net line in the table above represents payments made to and received from CCE that are individually
insignificant.
Our Company had previously entered into programs with CCE designed to help develop cold-drink infrastructure. Under these
programs, we paid CCE for a portion of the cost of developing the infrastructure necessary to support accelerated placements of
cold-drink equipment. These payments supported a common objective of increased sales of Company Trademark Beverages from
increased availability and consumption in the cold-drink channel.
Preexisting Relationships
The Company evaluated all of our preexisting relationships with CCE prior to the close of the transaction. Based on these
evaluations, the Company recognized charges of $265 million in 2010 related to preexisting relationships with CCE. These charges
were primarily related to the write-off of our investment in cold-drink infrastructure programs with CCE as our investment in
these programs did not meet the criteria to be recognized as an asset subsequent to the acquisition. These charges were included
in the line item other income (loss) net in our consolidated statements of income and impacted the Corporate operating
segment. Refer to Note 17.
104
2011
2010
2009
$ 42,472
26,271
$ 38,663
23,053
$ 34,292
20,205
Gross profit
$ 16,201
$ 15,610
$ 14,087
Operating income
4,181
4,134
3,657
2,237
99
2,659
89
2,269
78
2,138
2,570
2,191
December 31,
Current assets
Noncurrent assets
Total assets
Current liabilities
Noncurrent liabilities
Total liabilities
Shareowners equity
Noncontrolling interest
Total equity
Company equity investment
2011
2010
$ 13,960
27,152
$ 12,223
26,524
$ 41,112
$ 38,747
$ 10,545
11,646
$ 22,191
$ 20,214
$ 18,392
529
$ 18,046
487
$ 18,921
$ 18,533
7,234
9,039
11,175
6,954
Net sales to equity method investees other than CCE, the majority of which are located outside the United States, were
$6.9 billion, $6.2 billion and $5.6 billion in 2011, 2010 and 2009, respectively. Total payments, primarily marketing, made to equity
method investees other than CCE were $1,147 million, $1,034 million and $878 million in 2011, 2010 and 2009, respectively. In
addition, purchases of finished products from equity method investees other than CCE were $430 million, $205 million and
$152 million in 2011, 2010 and 2009, respectively.
If valued at the December 31, 2011, quoted closing prices of shares actively traded on stock markets, the value of our equity
method investments in publicly traded bottlers would have exceeded our carrying value by $6.2 billion.
105
2011
Land
Buildings and improvements
Machinery, equipment and vehicle fleet
Containers
Construction in progress
1,122
4,883
13,421
826
1,454
23,151
8,212
21,706
6,979
$ 14,939
$ 14,727
2011
2010
1,141
5,240
14,609
895
1,266
2010
Trademarks1
Bottlers franchise rights2
Goodwill3
Other
$ 26,532
6,430
7,770
12,219
113
6,356
7,511
11,665
113
$ 25,645
The increase in 2011 was primarily related to the acquisition of Honest Tea. Refer to Note 2.
The increase in 2011 was primarily related to the reacquisition of Great Plains rights to distribute Trademark Coca-Cola beverages in specified
territories as well as the finalization of purchase accounting for the Companys 2010 acquisition of CCEs North American business. Refer to Note 2.
The increase in 2011 was primarily related to the acquisition of Great Plains and Honest Tea as well as the finalization of purchase accounting for
the Companys 2010 acquisition of CCEs North American business. Refer to Note 2.
The distribution rights acquired from DPS are the only significant indefinite-lived intangible assets subject to renewal or extension arrangements.
Refer to Note 2.
106
The following table provides information related to the carrying value of our goodwill by operating segment (in millions):
Eurasia &
Africa
2010
Balance as of January 1
Effect of foreign currency translation
Acquisitions1
Adjustments related to the finalization of
purchase accounting
Divestitures, deconsolidations and other1,2
Balance as of December 31
2011
Balance as of January 1
Effect of foreign currency translation
Acquisitions1
Adjustments related to the finalization of
purchase accounting1
Divestitures, deconsolidations and other
Balance as of December 31
$ 43
1
Europe
Latin
America
$ 797
(102)
$ 320
4
54
North
America
2,154
7,746
(212)
Pacific
Bottling
Investments
$ 110
2
$ 800
(39)
83
(57)
(39)
Total
4,224
(134)
7,883
$ 44
$ 695
$ 166
9,861
$ 112
$ 787
$ 11,665
$ 44
(6)
$ 695
15
$ 166
(3)
9,861
195
$ 112
2
$ 787
11
$ 11,665
19
195
304
155
$ 38
$ 710
$ 163
$ 10,515
$ 114
(308)
5
(124)
309
31
$ 679
$ 12,219
Refer to Note 2 for information related to the Companys acquisitions and divestitures.
Refer to Note 1 for information related to the deconsolidation of certain entities as a result of the Companys adoption of new accounting guidance
issued by the FASB.
Customer relationships
Bottlers franchise rights1
Trademarks
Other2
619
668
99
196
Total
$ 1,582
Accumulated
Amortization
$ (126) $
(119)
(70)
(130)
Net
493
549
29
66
$ (445) $ 1,137
Gross
Carrying
Amount
606
605
111
258
$ 1,580
Accumulated
Amortization
Net
(83) $
(22)
(67)
(144)
523
583
44
114
$ (316) $ 1,264
The increase in 2011 was primarily related to the acquisition of Great Plains and the finalization of purchase accounting for the Companys 2010
acquisition of CCEs North American business. Refer to Note 2.
The decrease in 2011 was primarily related to the finalization of purchase accounting for certain of the Companys acquisitions and other
individually insignificant items.
Total amortization expense for intangible assets subject to amortization was $192 million, $102 million and $63 million in 2011,
2010 and 2009, respectively. Based on the carrying value of definite-lived intangible assets as of December 31, 2011, we estimate
our amortization expense for the next five years will be as follows (in millions):
Amortization
Expense
2012
2013
2014
2015
2016
$ 160
148
144
137
134
107
2011
2010
Accrued marketing
Other accrued expenses
Trade accounts payable
Accrued compensation
Sales, payroll and other taxes
Container deposits
$ 2,286
2,749
2,172
1,048
405
349
$ 2,250
2,920
1,887
1,068
401
333
$ 9,009
$ 8,859
Long-Term Debt
During 2011, the Company issued $2,979 million of long-term debt. We used $979 million of this newly issued debt and paid a
premium of $208 million to exchange $1,022 million of existing long-term debt that was assumed in connection with our
acquisition of CCEs North American business. The remaining cash from the issuance was used to reduce the Companys
outstanding commercial paper balance and exchange a certain amount of short-term debt.
The general terms of the notes issued during 2011 are as follows:
$1,655 million total principal amount of notes due September 1, 2016, at a fixed interest rate of 1.8 percent; and
$1,324 million total principal amount of notes due September 1, 2021, at a fixed interest rate of 3.3 percent.
During the fourth quarter of 2011, the Company extinguished long-term debt that had a carrying value of $20 million and was not
scheduled to mature until 2012. This debt was outstanding prior to the Companys acquisition of CCEs North American business.
In addition, the Company repurchased long-term debt during 2011 that was assumed in connection with our acquisition of CCEs
North American business. The repurchased debt included $99 million in unamortized fair value adjustments recorded as part of
our purchase accounting for the CCE transaction and was settled throughout the year as follows:
During the first quarter of 2011, the Company repurchased all of our outstanding U.K. pound sterling notes that had a
carrying value of $674 million;
During the second quarter of 2011, the Company repurchased long-term debt that had a carrying value of $42 million; and
During the third quarter of 2011, the Company repurchased long-term debt that had a carrying value of $19 million.
The Company recorded a net charge of $9 million in the line item interest expense in our consolidated statement of income
during the year ended December 31, 2011. This net charge was due to the exchange, repurchase and/or extinguishment of
long-term debt described above.
During 2010, in connection with the Companys acquisition of CCEs North American business, we assumed $7,602 million of
long-term debt, which had an estimated fair value of approximately $9,345 million as of the acquisition date. We recorded the
108
assumed debt at its fair value as of the acquisition date. Refer to Note 2.
On November 15, 2010, the Company issued $4,500 million of long-term notes and used some of the proceeds to repurchase
$2,910 million of long-term debt. The remaining cash from the issuance was used to reduce our outstanding commercial paper
balance. The repurchased debt consisted of $1,827 million of debt assumed in our acquisition of CCEs North American business
and $1,083 million of the Companys debt that was outstanding prior to the acquisition. The Company recorded a charge of
$342 million in interest expense related to the premiums paid to repurchase the long-term debt and the costs associated with the
settlement of treasury rate locks issued in connection with the debt tender offer. The general terms of the notes issued on
November 15, 2010, were as follows:
$1,250 million total principal amount of notes due May 15, 2012, at a variable interest rate of 3 month LIBOR plus
0.05 percent;
$1,250 million total principal amount of notes due November 15, 2013, at a fixed interest rate of 0.75 percent;
$1,000 million total principal amount of notes due November 15, 2015, at a fixed interest rate of 1.5 percent; and
$1,000 million total principal amount of notes due November 15, 2020, at a fixed interest rate of 3.15 percent.
Subsequent to the repurchase of a portion of the long-term debt assumed from CCE, the general terms of the debt assumed and
remaining outstanding as of December 31, 2010, were as follows:
$2,594 million total principal amount of U.S. dollar notes due 2011 to 2037 at an average interest rate of 5.7 percent;
$2,288 million total principal amount of U.S. dollar debentures due 2012 to 2098 at an average interest rate of 7.4 percent;
$275 million total principal amount of U.S. dollar notes due 2011 at a variable interest rate of 1.0 percent;
$544 million total principal amount of U.K. pound sterling notes due 2016 and 2021 at an average interest rate of
6.5 percent;
$303 million principal amount of U.S. dollar zero coupon notes due 2020; and
$26 million of other long-term debt.
On March 6, 2009, the Company issued $2,250 million of long-term notes and used the proceeds to replace a certain amount of
commercial paper and short-term debt with long-term debt. The general terms of these notes were as follows:
$900 million total principal amount of notes due March 15, 2014, at a fixed interest rate of 3.625 percent; and
$1,350 million total principal amount of notes due March 15, 2019, at a fixed interest rate of 4.875 percent.
The Companys long-term debt consisted of the following (in millions, except average rate data):
December 31, 2011
Average
Amount
Rate1
$ 12,270
2,482
130
584
231
1.9%
4.0
8.4
4.8
N/A
$ 11,195
2,946
222
652
404
(102)
1.8%
3.9
8.4
6.5
5.0
N/A
Total5,6
Less current portion
$ 15,697
2,041
2.3%
$ 15,317
1,276
2.6%
Long-term debt
$ 13,656
$ 14,041
These rates represent the weighted-average effective interest rate on the balances outstanding as of year end, as adjusted for the effects of interest
rate swap agreements as well as fair value adjustments, if applicable. Refer to Note 5 for a more detailed discussion on interest rate management.
This amount is shown net of unamortized discounts of $41 million and $81 million as of December 31, 2011 and 2010, respectively.
As of December 31, 2011, the amount shown includes $372 million of debt instruments that are due through 2020.
Refer to Note 5 for additional information about our fair value hedging strategy.
As of December 31, 2011 and 2010, the fair value of our long-term debt, including the current portion, was $16,360 million and $16,218 million,
respectively. The fair value of our long-term debt is estimated based on quoted prices for those or similar instruments.
The above notes and debentures include various restrictions, none of which is presently significant to our Company.
109
The carrying value of the Companys long-term debt included fair value adjustments related to the debt assumed from CCE of
$733 million and $994 million as of December 31, 2011 and 2010, respectively. These fair value adjustments will be amortized over
a weighted-average period of approximately 16 years, which is equal to the weighted-average maturity of the assumed debt to
which these fair value adjustments relate. The amortization of these fair value adjustments will be a reduction of interest expense
in future periods, which will typically result in our interest expense being less than the actual interest paid to service the debt.
Total interest paid was $573 million, $422 million and $346 million in 2011, 2010 and 2009, respectively.
Maturities of long-term debt for the five years succeeding December 31, 2011, are as follows (in millions):
Maturities of
Long-Term Debt
2012
2013
2014
2015
2016
$ 2,041
1,515
1,690
1,462
1,707
Legal Contingencies
The Company is involved in various legal proceedings. We establish reserves for specific legal proceedings when we determine that
the likelihood of an unfavorable outcome is probable and the amount of loss can be reasonably estimated. Management has also
identified certain other legal matters where we believe an unfavorable outcome is reasonably possible and/or for which no
estimate of possible losses can be made. Management believes that the total liabilities to the Company that may arise as a result
of currently pending legal proceedings will not have a material adverse effect on the Company taken as a whole.
During the period from 1970 to 1981, our Company owned Aqua-Chem, Inc., now known as Cleaver-Brooks, Inc. (Aqua-Chem).
During that time, the Company purchased over $400 million of insurance coverage, which also insures Aqua-Chem for some of its prior
and future costs for certain product liability and other claims. A division of Aqua-Chem manufactured certain boilers that contained
gaskets that Aqua-Chem purchased from outside suppliers. Several years after our Company sold this entity, Aqua-Chem received its first
lawsuit relating to asbestos, a component of some of the gaskets. Aqua-Chem was first named as a defendant in asbestos lawsuits in or
around 1985 and currently has approximately 40,000 active claims pending against it. In September 2002, Aqua-Chem notified our
Company that it believed we were obligated for certain costs and expenses associated with its asbestos litigations. Aqua-Chem demanded
that our Company reimburse it for approximately $10 million for out-of-pocket litigation-related expenses. Aqua-Chem also demanded
that the Company acknowledge a continuing obligation to Aqua-Chem for any future liabilities and expenses that are excluded from
coverage under the applicable insurance or for which there is no insurance. Our Company disputes Aqua-Chems claims, and we believe
we have no obligation to Aqua-Chem for any of its past, present or future liabilities, costs or expenses. Furthermore, we believe we have
substantial legal and factual defenses to Aqua-Chems claims. The parties entered into litigation in Georgia to resolve this dispute,
which was stayed by agreement of the parties pending the outcome of litigation filed in Wisconsin by certain insurers of
Aqua-Chem. In that case, five plaintiff insurance companies filed a declaratory judgment action against Aqua-Chem, the Company
and 16 defendant insurance companies seeking a determination of the parties rights and liabilities under policies issued by the
insurers and reimbursement for amounts paid by plaintiffs in excess of their obligations. During the course of the Wisconsin
insurance coverage litigation, Aqua-Chem and the Company reached settlements with several of the insurers, including plaintiffs,
who have or will pay funds into an escrow account for payment of costs arising from the asbestos claims against Aqua-Chem. On
110
July 24, 2007, the Wisconsin trial court entered a final declaratory judgment regarding the rights and obligations of the parties
under the insurance policies issued by the remaining defendant insurers, which judgment was not appealed. The judgment directs,
among other things, that each insurer whose policy is triggered is jointly and severally liable for 100 percent of Aqua-Chems
losses up to policy limits. The courts judgment concluded the Wisconsin insurance coverage litigation. The Georgia litigation
remains subject to the stay agreement. The Company and Aqua-Chem continued to negotiate with various insurers that were
defendants in the Wisconsin insurance coverage litigation over those insurers obligations to defend and indemnify Aqua-Chem for
the asbestos-related claims. The Company anticipated that a final settlement with three of those insurers would be finalized in
May 2011, but such insurers repudiated their settlement commitments and, as a result, Aqua-Chem and the Company filed suit
against them in Wisconsin state court to enforce the coverage-in-place settlement or, in the alternative, to obtain a declaratory
judgment validating Aqua-Chem and the Companys interpretation of the courts judgment in the Wisconsin insurance coverage
litigation. Whether or not Aqua-Chem and the Company prevail in the coverage-in-place settlement litigation, these three
insurance companies will remain subject to the courts judgment in the Wisconsin insurance coverage litigation.
The Company is unable to estimate at this time the amount or range of reasonably possible loss it may ultimately incur as a result
of asbestos-related claims against Aqua-Chem. The Company believes that assuming (a) the defense and indemnity costs for the
asbestos-related claims against Aqua-Chem in the future are in the same range as during the past five years, and (b) the various
insurers that cover the asbestos-related claims against Aqua-Chem remain solvent, regardless of the outcome of the
coverage-in-place settlement litigation, there will likely be little defense or indemnity costs that are not covered by insurance over
the next five to seven years and, therefore, it is unlikely that Aqua-Chem would seek indemnification from the Company within
that period of time. In the event Aqua-Chem and the Company prevail in the coverage-in-place settlement litigation, and based on
the same assumptions, the Company believes insurance coverage for substantially all defense and indemnity costs would be
available for the next 10 to 12 years.
Indemnifications
At the time we acquire or divest our interest in an entity, we sometimes agree to indemnify the seller or buyer for specific
contingent liabilities. Management believes that any liability to the Company that may arise as a result of any such indemnification
agreements will not have a material adverse effect on the Company taken as a whole.
Tax Audits
The Company is involved in various tax matters, with respect to some of which the outcome is uncertain. These audits may result
in the assessment of additional taxes that are subsequently resolved with authorities or potentially through the courts. Refer to
Note 14.
Workforce (Unaudited)
We refer to our employees as associates. As of December 31, 2011, our Company had approximately 146,200 associates, of
which approximately 67,400 associates were located in the United States. Our Company, through its divisions and subsidiaries, is a
party to numerous collective bargaining agreements. As of December 31, 2011, approximately 19,000 associates in North America
were covered by collective bargaining agreements. These agreements typically have terms of three to five years. We currently
expect that we will be able to renegotiate such agreements on satisfactory terms when they expire. The Company believes that its
relations with its associates are generally satisfactory.
111
Operating Leases
The following table summarizes our minimum lease payments under noncancelable operating leases with initial or remaining lease
terms in excess of one year as of December 31, 2011 (in millions):
Operating
Lease Payments
2012
2013
2014
2015
2016
Thereafter
$ 241
174
133
101
78
270
$ 997
$ 9.28
2.7%
19.0%
2.3%
5 years
2010
2009
$ 9.39
2.9%
20.0%
3.0%
6 years
$ 6.38
3.4%
20.0%
2.8%
6 years
The dividend yield is the calculated yield on the Companys stock at the time of the grant.
Expected volatility is based on implied volatilities from traded options on the Companys stock, historical volatility of the Companys stock and other
factors.
The risk-free interest rate for the period matching the expected term of the option is based on the U.S. Treasury yield curve in effect at the time of
the grant.
The expected term of the option represents the period of time that options granted are expected to be outstanding and is derived by analyzing
historic exercise behavior.
112
Generally, stock options granted from 1999 through July 2003 expire 15 years from the date of grant and stock options granted in
December 2003 and thereafter expire 10 years from the date of grant. The shares of common stock to be issued, transferred
and/or sold under the stock option plans are made available from authorized and unissued Company common stock or from the
Companys treasury shares. In 2007, the Company began issuing common stock under these plans from the Companys treasury
shares. The Company had the following active stock option plans as of December 31, 2011:
The Coca-Cola Company 1999 Stock Option Plan (the 1999 Option Plan) was approved by shareowners in April 1999.
Under the 1999 Option Plan, a maximum of 120 million shares of our common stock was approved to be issued or
transferred, through the grant of stock options, to certain officers and employees.
The Coca-Cola Company 2002 Stock Option Plan (the 2002 Option Plan) was approved by shareowners in April 2002.
An amendment to the 2002 Option Plan which permitted the issuance of stock appreciation rights was approved by
shareowners in April 2003. Under the 2002 Option Plan, a maximum of 120 million shares of our common stock was
approved to be issued or transferred, through the grant of stock options or stock appreciation rights, to certain officers and
employees. No stock appreciation rights have been issued under the 2002 Option Plan as of December 31, 2011.
The Coca-Cola Company 2008 Stock Option Plan (the 2008 Option Plan) was approved by shareowners in April 2008.
Under the 2008 Option Plan, a maximum of 140 million shares of our common stock was approved to be issued or
transferred to certain officers and employees pursuant to stock options granted under the 2008 Option Plan.
As of December 31, 2011, there were 90 million shares available to be granted under the stock option plans discussed
above. Options to purchase common stock under all of these plans have generally been granted at fair market value at the
date of grant.
Stock option activity for all stock option plans for the year ended December 31, 2011, was as follows:
Weighted-Average
Remaining
Contractual Life
Aggregate
Intrinsic Value
(In millions)
Shares
(In millions)
Weighted-Average
Exercise Price
171
26
(32)
(3)
$ 48.77
64.03
47.96
53.77
162
$ 51.23
5.93 years
$ 3,028
160
$ 51.13
5.90 years
$ 3,009
106
$ 48.65
4.76 years
$ 2,266
Includes 3 million stock option replacement awards in connection with our acquisition of CCEs North American business in 2010. These options
had a weighted-average exercise price of $36.98, which generally vest over three years and expire 10 years from the original date of grant.
The total intrinsic value of the options exercised was $631 million, $524 million and $146 million in 2011, 2010 and 2009,
respectively. The total shares exercised were 32 million, 37 million and 15 million in 2011, 2010 and 2009, respectively.
113
Weighted-Average
Grant-Date
Fair Value
5,254
3,054
(2,311)
(10)
(304)
5,683
$ 51.60
51.16
53.08
53.13
50.56
$ 50.81
Represents the target amount of performance share units converted to restricted stock units based on the financial results for the 2008-2010
performance period. The vesting of restricted stock units is subject to the terms of the performance share unit agreements.
The performance share unit conversions during 2011 are presented at the target award amount. An additional 173,360 restricted stock units were
awarded during 2011 based on the financial results of the 2008-2010 performance period.
The outstanding performance share units as of December 31, 2011, at the threshold award and maximum award levels were 2.8 million and
8.5 million, respectively.
The Company converted performance share units of 9,731 in 2011, 13,825 in 2010 and 20,958 in 2009 to cash equivalent payments
of $0.7 million, $0.7 million and $1.1 million, respectively, to former executives who were ineligible for restricted stock grants due
to certain events such as death, disability or termination.
114
The following table summarizes information about the conversions of performance share units to restricted stock and restricted
stock units:
Share Units
(In thousands)
797
2,311
(1,024)
(17)
2,067
Weighted-Average
Grant-Date
Fair Value1
$ 43.29
53.08
45.72
43.71
$ 53.05
The weighted-average grant-date fair value is based on the fair values of the performance share units grant fair values.
The granted shares are presented at the performance share units target award amount. An additional 173,360 restricted stock units were granted
based on the financial results of the 20082010 performance period.
The nonvested shares as of December 31, 2011, are presented at the performance share units target award amount. An additional 154,500 shares
were outstanding and nonvested as of December 31, 2011.
The total intrinsic value of restricted shares that were vested and released was $72 million, $58 million and $66 million in 2011,
2010 and 2009, respectively. The total restricted share units vested and released were 1,042,456 in 2011, which included 1,023,597
of shares released at the target award amount. In 2010 and 2009, the total restricted share units vested and released were 925,233
and 1,269,604, respectively.
Replacement performance share unit awards issued by the Company in connection with our acquisition of CCEs North American
business are not included in the tables or discussions above and were originally granted under the Coca-Cola Enterprises Inc. 2007
Incentive Award Plan. Refer to Note 2. These awards were converted into equivalent share units of the Companys common stock
on the acquisition date, and entitle the participant to dividend equivalents (which vest, in some cases, only if the restricted share
units vest), but not the right to vote. Accordingly, the fair value of these units was the quoted value of the Companys stock at the
grant date. The number of shares earned is determined at the end of each performance period, generally one to three years,
based on the actual performance criteria predetermined at the time of grant. These performance share units require achievement
of certain financial measures, primarily compound annual growth in earnings per share, as adjusted for certain items detailed in
the plan documents. In the event the financial results exceed the predefined targets, additional shares up to a maximum of
200 percent of target may be granted. In the event the financial results fall below the predefined targets, a reduced number of
shares may be granted. If the financial results fall below the minimum award performance level, no shares will be granted.
On the acquisition date, the Company issued 1.6 million replacement performance share unit awards at target with a weighted
average grant-date price of $59.12 per share unit for the 20082010, 2009 and 2010 performance periods. The 20082010 and the
2010 performance period awards were projected to pay out at 200 percent on the acquisition date and were certified as such in
February 2011. The 2009 award was already certified at 200 percent prior to the acquisition date. In accordance with accounting
principles generally accepted in the United States, the portion of the fair value of the replacement awards related to services
provided prior to the business combination was included in the total purchase price. Refer to Note 2. The portion of the fair value
associated with future service is recognized as expense over the future service period. However, in the fourth quarter of 2010, the
Company modified primarily all of these performance awards to eliminate the remaining holding period after December 31, 2010,
which resulted in $74 million of accelerated expense included in the total stock-based compensation expense above. As a result of
this modification, the Company released 1.4 million shares at the 200 percent payout for the 2009 performance period award
during the fourth quarter of 2010. The intrinsic value of the release of these shares was $91 million. In addition, the Company
released 1.5 million shares at the 200 percent payout, primarily related to the 20082010 and 2010 performance periods during
2011. The intrinsic value of the release of these shares was $98 million. As of December 31, 2011, the Company had outstanding
replacement performance share units of 0.3 million at the 200 percent payout primarily for the 2009 performance period. The
majority of the remaining shares are scheduled for release in the second quarter of 2012.
Time-Based and Performance-Based Restricted Stock and Restricted Stock Unit Awards
The Coca-Cola Company 1989 Restricted Stock Award Plan allows for the grant of time-based and performance-based
restricted stock and restricted stock units. The performance-based restricted awards are released only upon the achievement of
specific measurable performance criteria. These awards pay dividends during the performance period. The majority of awards
115
have specific performance targets for achievement. If the performance targets are not met, the awards will be canceled. In the
period it becomes probable that the performance criteria will be achieved, we recognize expense for the proportionate share of
the total fair value of the grant related to the vesting period that has already lapsed. The remaining cost of the grant is expensed
on a straight-line basis over the balance of the vesting period.
For time-based and performance-based restricted stock awards, participants are entitled to vote and receive dividends on the
restricted shares. The Company also awards time-based and performance-based restricted stock units for which participants receive
payments of dividend equivalents but are not entitled to vote. As of December 31, 2011, the Company had outstanding nonvested
time-based and performance-based restricted stock awards, including restricted stock units, of 367,000 and 130,000, respectively.
Time-based and performance-based restricted awards were not significant to our consolidated financial statements.
In 2010, the Company issued time-based restricted stock unit replacement awards in connection with our acquisition of CCEs
North American business. Refer to Note 2. These awards were converted into equivalent shares of the Companys common stock.
These restricted share awards entitle the participant to dividend equivalents (which vest, in some cases, only if the restricted share
unit vests), but not the right to vote. As of December 31, 2011, the Company had outstanding nonvested shares of time-based
restricted stock unit replacement awards of 309,000. These time-based restricted stock unit awards were not significant to our
consolidated financial statements.
116
$ 7,292
249
391
30
(57)
773
(440)
(24)
8
33
$ 3,996
143
260
(80)
(6)
109
(249)
3,163
(24)
(22)
Other Benefits
2011
2010
889
32
45
2
(12)
45
(63)
3
12
483
24
30
1
(37)
381
1
6
$ 8,255
$ 7,292
953
889
$ 5,497
73
1,001
(1)
(374)
(27)
2
$ 3,032
445
77
(59)
(193)
2,231
(18)
(20)
2
187
(4)
(1)
173
16
(6)
$ 6,171
$ 5,497
185
187
$ (2,084)
$ (1,795)
$ (768)
$ (702)
For pension benefit plans, the benefit obligation is the projected benefit obligation. For other benefit plans, the benefit obligation is the accumulated
postretirement benefit obligation. The accumulated benefit obligation for our pension plans was $7,958 million and $6,949 million as of
December 31, 2011 and 2010, respectively.
Benefits paid to pension plan participants during 2011 and 2010 included $66 million and $56 million, respectively, in payments related to unfunded
pension plans that were paid from Company assets. Benefits paid to participants of other benefit plans during 2011 and 2010 included $62 million
and $31 million, respectively, that were paid from Company assets.
Related to the acquisition of CCEs North American business during the fourth quarter of 2010. Refer to Note 2.
Primarily related to the sale of our Norwegian bottling operation to New CCE during the fourth quarter of 2010. Refer to Note 2.
Pension and other benefit amounts recognized in our consolidated balance sheets are as follows (in millions):
Pension Benefits
2011
2010
December 31,
Noncurrent asset
Current liability
Long-term liability
$ (2,084)
117
468
(68)
(2,484)
66
(55)
(1,806)
$ (1,795)
Other Benefits
2011
2010
(21)
(747)
$ (768)
(21)
(681)
$ (702)
Effective January 1, 2010, the Companys existing primary U.S. pension plan was transitioned from a traditional final average pay
formula to a cash balance formula. In general, employees may receive credits based on age, service, pay and interest under the
new method. The primary pension plan acquired by the Company in connection with our acquisition of CCEs North American
business transitioned to a cash balance formula in 2011.
Certain of our pension plans have projected benefit obligations in excess of the fair value of plan assets. For these plans, the
projected benefit obligations and the fair value of plan assets were as follows (in millions):
December 31,
2011
2010
$ 7,591
5,048
$ 7,024
5,172
Certain of our pension plans have accumulated benefit obligations in excess of the fair value of plan assets. For these plans, the
accumulated benefit obligations and the fair value of plan assets were as follows (in millions):
December 31,
2011
2010
$ 7,277
4,998
$ 6,503
4,981
December 31,
104
88
Non-U.S. Plans
2011
2010
123
38
1,362
630
1,324
631
33
323
30
107
358
669
323
458
256
114
268
625
431
415
230
106
415
49
406
31
14
503
163
20
700
23
12
286
$ 4,274
$ 4,118
$ 1,897
$ 1,379
Mutual, pooled and commingled funds include investments in equity securities, fixed-income securities and combinations of both. There are a
significant number of mutual and pooled funds from which investors can choose. The selection of the type of fund is dictated by the specific
investment objectives and needs of a given plan. These objectives and needs vary greatly between plans.
Fair value disclosures related to our pension assets are included in Note 16. Fair value disclosures include, but are not limited to, the levels within
the fair value hierarchy on which the fair value measurements in their entirety fall, a reconciliation of the beginning and ending balances of Level 3
assets and information about the valuation techniques and inputs used to measure the fair value of our pension and other postretirement assets.
118
characteristics of each asset class, as well as the correlation of returns among asset classes. Our target allocation is a mix of
approximately 51 percent equity investments, 31 percent fixed-income investments and 18 percent in alternative investments.
Furthermore, we believe our target allocation will enable us to achieve the following long-term investment objectives:
(1) optimize the long-term return on plan assets at an acceptable level of risk;
(2) maintain a broad diversification across asset classes and among investment managers;
(3) maintain careful control of the risk level within each asset class; and
(4) focus on a long-term return objective.
The guidelines that have been established with each investment manager provide parameters within which the investment
managers agree to operate, including criteria that determine eligible and ineligible securities, diversification requirements and
credit quality standards, where applicable. Unless exceptions have been approved, investment managers are prohibited from
buying or selling commodities, futures or option contracts, as well as from short selling of securities. Additionally, investment
managers agree to obtain written approval for deviations from stated investment style or guidelines. As of December 31, 2011, no
investment manager was responsible for more than 10 percent of total U.S. plan assets.
Our target allocation of 51 percent equity investments is composed of approximately 39 percent domestic large-cap securities,
33 percent international securities and 28 percent domestic small-cap securities. Optimal returns through our investments in
domestic large-cap securities are achieved through security selection and sector diversification. Investments in common stock of
our Company accounted for approximately 12 percent of our investments in domestic large-cap securities and approximately
3 percent of total U.S. plan assets. Our investments in international securities are intended to provide equity-like returns, while at
the same time helping to diversify our overall equity investment portfolio. Our investments in domestic small-cap securities are
expected to experience larger swings in their market value on a periodic basis. Our investments in this asset class are selected
based on capital appreciation potential.
Our target allocation of 31 percent fixed-income investments is composed of 71 percent long-duration bonds and 29 percent
high-yield bonds. Long-duration bonds provide a stable rate of return through investments in high-quality publicly traded debt
securities. Our investments in long-duration bonds are diversified in order to mitigate duration and credit exposure. High-yield
bonds are investments in lower-rated and non-rated debt securities, which generally produce higher returns compared to
long-duration bonds. Investments in high-yield bonds also help diversify our fixed-income portfolio.
In addition to investments in equity securities and fixed-income investments, we have a target allocation of 18 percent in
alternative investments. These alternative investments include hedge funds, private equity limited partnerships, leveraged buyout
funds, international venture capital partnerships and real estate. The objective of investing in alternative investments is to provide
a higher rate of return than that available from publicly traded equity securities. These investments are inherently illiquid and
require a long-term perspective in evaluating investment performance.
119
The following table presents total assets for our other postretirement benefit plans (in millions):
December 31,
2011
86
2010
84
70
13
75
14
2
6
3
2
2
1
1
6
3
1
2
1
$ 185
$ 187
Fair value disclosures related to our other postretirement benefit plan assets are included in Note 16. Fair value disclosures include, but are not
limited to, the levels within the fair value hierarchy on which the fair value measurements in their entirety fall, a reconciliation of the beginning and
ending balances of Level 3 assets and information about the valuation techniques and inputs used to measure the fair value of our pension and
other postretirement assets.
Other Benefits
2011
2010
2009
Service cost
Interest cost
Expected return on plan assets
Amortization of prior service cost (credit)
Amortization of actuarial loss
$ 238
3
$ 170
6
$ 203
5
1
9
$ 10
$ (12) $ (19)
1
4
$ 249
$ 176
$ 218
$ 13
$ (11) $ (15)
The special termination benefits primarily relate to the Companys productivity, restructuring and integration initiatives. Refer to Note 18 for
additional information related to our productivity, restructuring and integration initiatives.
120
The following table sets forth the changes in AOCI for our benefit plans (in millions, pretax):
Pension Benefits
2011
2010
December 31,
Other Benefits
2011
2010
$ (1,006) $ (1,119)
5
5
90
63
57
6
(1,194)
41
(8)
(7)
6
72 $ 118
(61)
(61)
2
3
12
(57)
8
(2)
4
$ (2,055) $ (1,006)
(34) $
72
Primarily related to the sale of our Norwegian bottling operation to New CCE. Refer to Note 2.
The following table sets forth amounts in AOCI for our benefit plans (in millions, pretax):
Pension Benefits
2011
2010
December 31,
14 $
(2,069)
Other Benefits
2011
2010
(49)
(957)
$ (2,055) $ (1,006)
73 $ 122
(107)
(50)
(34) $
72
Amounts in AOCI expected to be recognized as components of net periodic pension cost in 2012 are as follows (in millions,
pretax):
Pension Benefits
Other Benefits
(2)
137
$ (52)
7
135
$ (45)
Assumptions
Certain weighted-average assumptions used in computing the benefit obligations are as follows:
December 31,
Pension Benefits
2011
2010
Other Benefits
2011
2010
Discount rate
Rate of increase in compensation levels
4.75%
3.25%
4.75%
N/A
5.50%
4.00%
5.25%
N/A
Certain weighted-average assumptions used in computing net periodic benefit cost are as follows:
December 31,
Pension Benefits
2011
2010
2009
2011
Discount rate
Rate of increase in compensation levels
Expected long-term rate of return on plan assets
5.50%
4.00%
8.25%
5.25%
N/A
4.75%
5.75%
3.75%
8.00%
6.00%
3.75%
8.00%
Other Benefits
2010
2009
5.50%
N/A
4.75%
6.25%
N/A
4.75%
The expected long-term rate of return assumption for U.S. pension plan assets is based upon the target asset allocation and is
determined using forward-looking assumptions in the context of historical returns and volatilities for each asset class, as well as
correlations among asset classes. We evaluate the rate of return assumption on an annual basis. The expected long-term rate of
121
return assumption used in computing 2011 net periodic pension cost for the U.S. plans was 8.5 percent. As of December 31, 2011,
the 10-year annualized return on plan assets in the primary U.S. plan was 6.0 percent, the 15-year annualized return was
6.4 percent, and the annualized return since inception was 10.9 percent.
The assumed health care cost trend rates are as follows:
December 31,
2011
2010
8.00%
5.00%
2018
8.50%
5.00%
2018
The Companys U.S. postretirement benefit plans are primarily defined dollar benefit plans that limit the effects of medical
inflation because the plans have established dollar limits for determining our contributions. As a result, the effect of a
1 percentage point change in the assumed health care cost trend rate would not be significant to the Company.
The discount rate assumptions used to account for pension and other postretirement benefit plans reflect the rates at which the
benefit obligations could be effectively settled. Rates for each of our U.S. plans at December 31, 2011, were determined using a
cash flow matching technique whereby the rates of a yield curve, developed from high-quality debt securities, were applied to the
benefit obligations to determine the appropriate discount rate. For our non-U.S. plans, we base the discount rate on comparable
indices within each of the countries. The rate of compensation increase assumption is determined by the Company based upon
annual reviews. We review external data and our own historical trends for health care costs to determine the health care cost
trend rate assumptions.
Cash Flows
Our estimated future benefit payments for funded and unfunded plans are as follows (in millions):
Year Ended December 31,
2012
2013
2014
2015
2016
20172021
$ 486
53
$ 501
56
$ 521
59
$ 537
62
$ 553
65
$ 3,042
342
$ 539
$ 557
$ 580
$ 599
$ 618
$ 3,384
The expected benefit payments for our other postretirement benefit plans are net of estimated federal subsidies expected to be received under the
Medicare Prescription Drug, Improvement and Modernization Act of 2003. Federal subsidies are estimated to be approximately $17 million for the
period 20122016, and $21 million for the period 20172021.
On March 23, 2010, the Patient Protection and Affordable Care Act (HR 3590) (the Act) was signed into law. As a result of
this legislation, entities are no longer eligible to receive a tax deduction for the portion of prescription drug expenses reimbursed
under the Medicare Part D subsidy. This change resulted in a reduction of our deferred tax assets and a corresponding charge to
income tax expense of $14 million during the first quarter of 2010.
The Company anticipates making contributions in 2012 of approximately $953 million, most of which will be allocated to our
primary U.S. pension plans. The majority of these contributions are discretionary.
Multi-Employer Plans
As a result of our acquisition of CCEs North American business during the fourth quarter of 2010, the Company now participates
in various multi-employer pension plans in the United States. Multi-employer pension plans are designed to cover employees from
multiple employers and are typically established under collective bargaining agreements. These plans allow multiple employers to
pool their pension resources and realize efficiencies associated with the daily administration of the plan.
122
Multi-employer plans are generally governed by a board of trustees composed of management and labor representatives and are
funded through employer contributions.
The Companys expense for U.S. multi-employer pension plans totaled $69 million in 2011, of which $32 million was related to
our withdrawal from certain of these plans. The charges of $32 million were included in the costs related to the Companys
integration initiatives in North America. Refer to Note 18 for additional information related to these initiatives. The Companys
expense for U.S. multi-employer pension plans was $9 million in 2010. The plans we currently participate in have contractual
arrangements that extend into 2017. If, in the future, we choose to withdraw from any of the multi-employer pension plans in
which we participate, we would need to record the appropriate withdrawal liabilities at that time.
2011
United States
International
3,010
8,429
$ 11,439
1
2010
7,2241
7,019
$ 14,243
2009
$ 2,691
6,255
$ 8,946
The increase in 2010 was primarily attributable to a $4,978 million gain due to the remeasurement of our equity investment in CCE to fair value
upon our acquisition of CCEs North American business. Refer to Note 2.
Income tax expense consisted of the following for the years ended December 31, 2011, 2010 and 2009 (in millions):
2011
Current
Deferred
2010
Current
Deferred
2009
Current
Deferred
United States
International
Total
$ 286
891
$ 66
27
$ 1,425
110
$ 1,777
1,028
$ 470
599
$ 85
2
$ 1,212
16
$ 1,767
617
$ 509
322
$ 79
18
$ 1,099
13
$ 1,687
353
We made income tax payments of $1,612 million, $1,766 million and $1,534 million in 2011, 2010 and 2009, respectively.
123
A reconciliation of the statutory U.S. federal tax rate and our effective tax rate is as follows:
Year Ended December 31,
2011
35.0%
0.9
(9.5)1,2,3
(1.4)4
5
0.36
(0.8)7,8,9,10
24.5%
2010
2009
35.0%
0.6
(5.6)11
(1.9)12
(12.5)13,14
0.415
0.416
0.317,18
35.0%
0.7
(11.6)19
(2.3)20
0.621
0.422,23
16.7%
22.8%
Includes a tax benefit of $6 million related to amounts required to be recorded for changes to our uncertain tax positions, including interest and
penalties, in various international jurisdictions.
Includes a zero percent effective tax rate on charges due to the impairment of available-for-sale securities. Refer to Note 3 and Note 17.
Includes a tax expense of $299 million (or a 0.7 percent impact on our effective tax rate) related to the net gain recognized as a result of the
merger of Embotelladoras Arca, S.A.B. de C.V. (Arca) and Grupo Continental S.A.B. (Contal), the gain recognized on the sale of our
investment in Embonor and gains the Company recognized as a result of an equity method investee issuing additional shares of its own stock
during the year at per share amounts greater than the carrying value of the Companys per share investment. These gains were partially offset by
charges associated with certain of the Companys equity method investments in Japan. Refer to Note 17.
Includes a tax benefit of $7 million (or a 0.1 percent impact on our effective tax rate) related to our proportionate share of asset impairments and
restructuring charges recorded by certain of our equity method investees. Refer to Note 17.
Includes a tax benefit of $2 million related to the finalization of working capital adjustments on the sale of our Norwegian and Swedish bottling
operations. Refer to Note 2 and Note 17.
Includes a tax benefit of $224 million (or a 0.3 percent impact on our effective tax rate) primarily related to the Companys productivity, integration
and restructuring initiatives, transaction costs incurred in connection with the merger of Arca and Contal, costs associated with the earthquake and
tsunami that devastated northern and eastern Japan and costs associated with the flooding in Thailand. Refer to Note 17.
Includes a tax benefit of $8 million related to the amortization of favorable supply contracts acquired in connection with our acquisition of CCEs
North American business.
Includes a tax benefit of $3 million related to net charges we recognized on the repurchase and/or exchange of certain long-term debt assumed in
connection with our acquisition of CCEs North American business as well as the early extinguishment of certain other long-term debt. Refer to
Note 10.
Includes a tax benefit of $14 million on charges due to the impairment of an investment in an entity accounted for under the equity method of
accounting. Refer to Note 17.
10
Includes a tax benefit of $2 million related to amounts required to be recorded for changes to our uncertain tax positions, including interest and
penalties, in certain domestic jurisdictions.
11
Includes tax expense of $265 million (or a 1.9 percent impact on our effective tax rate), primarily related to deferred tax expense on certain current
year undistributed foreign earnings that are not considered indefinitely reinvested and amounts required to be recorded for changes to our
uncertain tax positions, including interest and penalties.
12
Includes a tax benefit of $9 million (or a 0.1 percent impact on our effective tax rate) related to charges recorded by our equity method investees.
Refer to Note 17.
13
Includes a tax benefit of $34 million (or a reduction of 12.5 percent on our effective tax rate) related to the remeasurement of our equity
investment in CCE to fair value upon our acquisition of CCEs North American business. The tax benefit reflects the impact of reversing deferred
tax liabilities associated with our equity investment in CCE prior to the acquisition. Refer to Note 2.
14
Includes a tax benefit of $99 million related to charges associated with the write-off of preexisting relationships with CCE. Refer to Note 2.
15
Includes a tax expense of $261 million (or a 0.4 percent impact on our effective tax rate) related to the sale of our Norwegian and Swedish bottling
operations. Refer to Note 2.
16
Includes a tax benefit of $223 million (or a 0.4 percent impact on our effective tax rate), primarily related to the Companys productivity,
integration and restructuring initiatives, transaction costs and charitable contributions. Refer to Note 17.
17
Includes a tax benefit of $114 million (or a 0.5 percent impact on our effective tax rate) related to charges associated with the repurchase of certain
long-term debt and costs associated with the settlement of treasury rate locks issued in connection with the debt tender offer, the loss related to the
remeasurement of our Venezuelan subsidiarys net assets, other-than-temporary impairment charges and a donation of preferred shares in one of
our equity method investees. Refer to Note 17.
124
18
Includes a tax expense of $31 million (or a 0.2 percent impact on our effective tax rate) related to amounts required to be recorded for changes to
our uncertain tax positions, including interest and penalties, and other tax matters in certain domestic jurisdictions.
19
Includes a tax benefit of $16 million (or a reduction of 0.2 percent on our effective tax rate) related to amounts required to be recorded for
changes to our uncertain tax positions, including interest and penalties, in various international jurisdictions.
20
Includes a tax benefit of $17 million (or a 0.1 percent impact on our effective tax rate) related to charges recorded by our equity method investees.
Refer to Note 17.
21
Includes a tax benefit of $16 million (or a 0.6 percent impact on our effective tax rate) related to restructuring charges and asset impairments.
Refer to Note 17.
22
Includes a zero percent effective rate (or a reduction of 0.2 percent on our effective tax rate) related to the sale of all or a portion of certain
investments. Refer to Note 3.
23
Includes a zero percent effective rate (or a 0.1 percent impact on our effective tax rate) related to an other-than-temporary impairment of a cost
method investment. Refer to Note 17.
Our effective tax rate reflects the tax benefits of having significant operations outside the United States, which are generally taxed
at rates lower than the U.S. statutory rate of 35 percent. As a result of employment actions and capital investments made by the
Company, certain tax jurisdictions provide income tax incentive grants, including Brazil, Costa Rica, Singapore and Swaziland. The
terms of these grants range from 2015 to 2020. We expect each of the grants to be renewed indefinitely. Tax incentive grants
favorably impacted our income tax expense by $193 million, $145 million and $191 million for the years ended December 31, 2011,
2010 and 2009, respectively. In addition, our effective tax rate reflects the benefits of having significant earnings generated in
investments accounted for under the equity method of accounting, which are generally taxed at rates lower than the U.S. statutory
rate.
In 2010, the Company recorded a $4,978 million pre-tax remeasurement gain associated with the acquisition of CCEs North
American business. This remeasurement gain was not recognized for tax purposes and therefore no tax expense was recorded on
this gain. Also, as a result of this acquisition, the Company was required to reverse $34 million of deferred tax liabilities which
were associated with our equity investment in CCE prior to the acquisition. In addition, the Company recognized a $265 million
charge related to the settlement of preexisting relationships with CCE, and we recorded a tax benefit of 37 percent related to this
charge.
The Company or one of its subsidiaries files income tax returns in the U.S. federal jurisdiction and various state and foreign
jurisdictions. U.S. tax authorities have completed their federal income tax examinations for all years prior to 2005. With respect to
state and local jurisdictions and countries outside the United States, with limited exceptions, the Company and its subsidiaries are
no longer subject to income tax audits for years before 2002. For U.S. federal and state tax purposes, the net operating losses and
tax credit carryovers acquired in connection with our acquisition of CCEs North American business that were generated between
the years of 1990 through 2010 are subject to adjustments, until the year in which they are actually utilized is no longer subject to
examination.
Although the outcome of tax audits is always uncertain, the Company believes that adequate amounts of tax, including interest
and penalties, have been provided for any adjustments that are expected to result from those years.
As of December 31, 2011, the gross amount of unrecognized tax benefits was $320 million. If the Company were to prevail on all
uncertain tax positions, the net effect would be a benefit to the Companys effective tax rate of $149 million, exclusive of any
benefits related to interest and penalties. The remaining $171 million, which was recorded as a deferred tax asset, primarily
represents tax benefits that would be received in different tax jurisdictions in the event the Company did not prevail on all
uncertain tax positions.
125
A reconciliation of the changes in the gross balance of unrecognized tax benefit amounts is as follows (in millions):
Year Ended December 31,
2011
2010
2009
(5)
(27)
(46)
(1)
(73)
(11)
(21)
48
$ 320
$ 387
$ 354
The Company recognizes accrued interest and penalties related to unrecognized tax benefits in income tax expense. The Company
had $110 million, $112 million and $94 million in interest and penalties related to unrecognized tax benefits accrued as of
December 31, 2011, 2010 and 2009, respectively. Of these amounts, $2 million of benefit, $17 million of expense and $16 million
of benefit was recognized through income tax expense in 2011, 2010 and 2009, respectively. If the Company were to prevail on all
uncertain tax positions, the reversal of this accrual would also be a benefit to the Companys effective tax rate.
It is expected that the amount of unrecognized tax benefits will change in the next 12 months; however, we do not expect the
change to have a significant impact on our consolidated statements of income or consolidated balance sheets. These changes may
be the result of settlement of ongoing audits, statute of limitations expiring, or final settlements in transfer pricing matters that
are the subject of litigation. At this time, an estimate of the range of the reasonably possible outcomes cannot be made.
As of December 31, 2011, undistributed earnings of the Companys foreign subsidiaries amounted to $23.5 billion. Those earnings
are considered to be indefinitely reinvested and, accordingly, no U.S. federal and state income taxes have been provided thereon.
Upon distribution of those earnings in the form of dividends or otherwise, the Company would be subject to both U.S. income
taxes (subject to an adjustment for foreign tax credits) and withholding taxes payable to the various foreign countries.
Determination of the amount of unrecognized deferred U.S. income tax liability is not practical because of the complexities
associated with its hypothetical calculation; however, unrecognized foreign tax credits would be available to reduce a portion of
the U.S. tax liability.
126
The tax effects of temporary differences and carryforwards that give rise to deferred tax assets and liabilities consist of the
following (in millions):
December 31,
2011
224
68
278
43
1,257
2,022
818
418
2010
49
271
304
28
1,257
2,019
911
6831
$ 5,128 $ 5,522
(859)
(950)
$ 4,269
$ (2,039) $ (2,227)
(4,201)
(4,284)
(816)
(509)
(129)
(102)
(129)
(5)
(445)
(383)
(753)
(765)
$ (8,512) $ (8,275)
$ (4,243) $ (3,703)
$ 4,572
Includes $183 million of tax credit carryforwards acquired in conjunction with our acquisition of CCEs North American business.
Noncurrent deferred tax assets of $243 million and $98 million were included in the line item other assets in our consolidated balance sheets as of
December 31, 2011 and 2010, respectively.
Current deferred tax assets of $227 million and $478 million were included in the line item prepaid expenses and other assets in our consolidated
balance sheets as of December 31, 2011 and 2010, respectively.
Current deferred tax liabilities of $19 million and $18 million were included in the line item accounts payable and accrued expenses in our
consolidated balance sheets as of December 31, 2011 and 2010, respectively.
As of December 31, 2011 and 2010, we had $491 million and $445 million, respectively, of net deferred tax liabilities located in
countries outside the United States.
As of December 31, 2011, we had $6,297 million of loss carryforwards available to reduce future taxable income. Loss
carryforwards of $391 million must be utilized within the next five years and the remainder can be utilized over a period greater
than five years.
An analysis of our deferred tax asset valuation allowances is as follows (in millions):
Year Ended December 31,
2011
2010
2009
$ 950
138
(229)
$ 681
291
115
(137)
$ 569
178
(66)
$ 859
$ 950
$ 681
127
The Companys deferred tax asset valuation allowances are primarily the result of uncertainties regarding the future realization of
recorded tax benefits on tax loss carryforwards from operations in various jurisdictions. These valuation allowances were primarily
related to deferred tax assets generated from net operating losses. Current evidence does not suggest we will realize sufficient
taxable income of the appropriate character (e.g., capital gain versus ordinary income) within the carryforward period to allow us
to realize these deferred tax benefits. If we were to identify and implement tax planning strategies to recover these deferred tax
assets or generate sufficient income of the appropriate character in these jurisdictions in the future, it could lead to the reversal of
these valuation allowances and a reduction of income tax expense. The Company believes that it will generate sufficient future
taxable income to realize the tax benefits related to the remaining net deferred tax assets in our consolidated balance sheets.
In 2011, the Company recognized a net decrease of $91 million in its valuation allowances. This decrease was primarily related to
the utilization of net operating losses during the normal course of business operations, the reversal of a deferred tax asset and
related valuation allowance on certain expiring attributes and the reversal of a deferred tax asset and related valuation allowance
on certain equity investments. In addition, the Company recognized an increase in the valuation allowances primarily due to the
carryforward of expenses disallowed in the current year and increases in net operating losses during the normal course of business
operations.
In 2010, the Company recognized a net increase of $269 million in its valuation allowances. This increase was primarily related to
valuation allowances on various tax loss carryforwards acquired in conjunction with our acquisition of CCEs North American
business. The Company also recognized an increase in the valuation allowances due to the carryforward of expenses disallowed in
the current year and changes to deferred tax assets and a related valuation allowance on certain equity method investments. In
addition, the Company recognized a reduction in the valuation allowances primarily due to the reversal of a deferred tax asset and
related valuation allowance on certain expiring attributes, the reversal of a deferred tax asset and related valuation allowance
related to the deconsolidation of certain entities and the impact of foreign currency fluctuations.
In 2009, the Company recognized a net increase of $112 million in its valuation allowances. This increase was primarily related to
asset impairments, increases in net operating losses during the normal course of business operations and the impact of foreign
currency fluctuations. In addition, the Company recognized a reduction in the valuation allowances due to the reversal of a
deferred tax asset and related valuation allowance on certain equity investments.
2011
2010
$ (1,445)
(53)
160
(1,365)
$ (2,703)
$ (1,450)
128
(805)
(198)
167
(614)
OCI attributable to shareowners of The Coca-Cola Company, including our proportionate share of equity method investees OCI,
for the years ended December 31, 2011, 2010 and 2009, is as follows (in millions):
Before-Tax
Amount
2011
Net foreign currency translation adjustment
Net gain (loss) on derivatives1
Net change in unrealized gain on available-for-sale securities
Net change in pension and other benefit liabilities
(639)
240
6
(1,156)
Income
Tax
After-Tax
Amount
(1)
(95)
(13)
405
(640)
145
(7)
(751)
$ (1,549)
$ 296
$ (1,253)
(966)
(222)
133
396
31
102
(31)
(136)
(935)
(120)
102
260
(659)
(34)
(693)
2009
Net foreign currency translation adjustment
Net gain (loss) on derivatives1
Net change in unrealized gain on available-for-sale securities2
Net change in pension and other benefit liabilities
$ 1,968
58
(39)
173
$ (144)
(24)
(13)
(62)
$ 1,824
34
(52)
111
$ 2,160
$ (243)
$ 1,917
2010
Net foreign currency translation adjustment
Net gain (loss) on derivatives1
Net change in unrealized gain on available-for-sale securities
Net change in pension and other benefit liabilities
Refer to Note 5 for information related to the net gain or loss on derivative instruments designated and qualifying as cash flow hedging instruments.
Includes reclassification adjustments related to divestitures of certain available-for-sale securities. Refer to Note 3 for additional information related
to these divestitures.
129
Level 1
Assets:
Trading securities
Available-for-sale securities
Derivatives3
Total assets
Liabilities:
Derivatives3
Total liabilities
166
1,071
39
Level 2
41
214
467
4
1162
(117)
Fair Value
Measurements
211
1,401
389
$ 1,276
$ 722
$ 120
$ (117)
$ 2,001
$ 201
$ (121)
85
$ 201
$ (121)
85
Amounts represent the impact of legally enforceable master netting agreements that allow the Company to settle positive and negative positions and
also cash collateral held or placed with the same counterparties.
Refer to Note 5 for additional information related to the composition of our derivative portfolio.
Level 1
Assets:
Trading securities
Available-for-sale securities
Derivatives2
Total assets
Liabilities:
Derivatives2
Total liabilities
Level 2
183
480
19
23
5
151
682
$ 179
$ 382
$ 382
Fair Value
Measurements
(143)
209
485
31
$ (143)
725
$ (142)
242
$ (142)
242
Amounts represent the impact of legally enforceable master netting agreements that allow the Company to settle positive and negative positions and
also cash collateral held or placed with the same counterparties.
Refer to Note 5 for additional information related to the composition of our derivative portfolio.
130
Gross realized and unrealized gains and losses on Level 3 assets and liabilities were not significant for the years ended
December 31, 2011 and 2010.
The Company recognizes transfers between levels within the hierarchy as of the beginning of the reporting period. Gross transfers
between levels within the hierarchy were not significant for the years ended December 31, 2011 and 2010.
December 31,
$ 4181 $
1222
(41)3
(15)6
(17)4
(26)7
5
(11)
(1)5
4,9788
129
Total
$ 470
$ 4,949
As a result of the merger of Arca and Contal, the Company recognized a gain on the exchange of the shares we previously owned in Contal for
shares in the newly formed entity Arca Contal. The gain represents the difference between the carrying value of the Contal shares we relinquished
and the fair value of the Arca Contal shares we received as a result of the transaction. The gain and initial carrying value of our investment were
calculated based on Level 1 inputs. Refer to Note 17.
The Company recognized a net gain of $122 million, primarily as a result of an equity method investee issuing additional shares of its own stock at
per share amounts greater than the carrying value of the Companys per share investment. Accordingly, the Company is required to treat this type of
transaction as if the Company sold a proportionate share of its investment in the equity method investee. The gains the Company recognized as a
result of the previous transactions were partially offset by charges associated with certain of the Companys equity method investments in Japan. The
gains and charges were determined using Level 1 inputs. Refer to Note 17.
The Company recognized impairment charges of $41 million related to an investment in an entity accounted for under the equity method of
accounting. Subsequent to the recognition of these impairment charges, the Companys remaining financial exposure related to this entity is not
significant. This charge was determined using Level 3 inputs. Refer to Note 17.
The Company recognized other-than-temporary impairment charges of $17 million on certain available-for-sale securities. The Company determined
the fair value of these securities based on Level 1 inputs. Refer to Note 17.
These assets primarily consisted of Company-owned inventory as well as cold-drink equipment that were damaged or lost as a result of the natural
disasters in Japan on March 11, 2011. We recorded impairment charges of $11 million and $1 million related to Company-owned inventory and
cold-drink equipment, respectively. These charges were determined using Level 3 inputs based on the carrying value of the inventory and cold-drink
equipment prior to the disasters. Refer to Note 17.
The Company recognized an other-than-temporary impairment charge of $15 million. The carrying value of the Companys investment prior to
recognizing the impairment was $15 million. The Company determined that the fair value of the investment was zero based on Level 3 inputs. Refer
to Note 17.
The Company recognized other-than-temporary impairment charges on certain available-for-sale securities. The aggregate carrying value of these
securities prior to recognizing the impairment charges was $131 million. The Company determined the fair value of these securities based on Level 1
and Level 2 inputs. The fair value of the Level 2 security was based on a dealer quotation. Refer to Note 17.
The Company recognized a gain on our previously held investment in CCE, which had been accounted for under the equity method of accounting
prior to our acquisition of CCEs North American business. Accounting principles generally accepted in the United States require the acquirer to
remeasure its previously held noncontrolling equity interest in the acquired entity to fair value as of the acquisition date and recognize any gains or
losses in earnings. The Company remeasured our equity interest in CCE based on Level 1 inputs. Refer to Note 2 and Note 17.
131
Fair Value Measurements for Pension and Other Postretirement Benefit Plans
The fair value hierarchy discussed above is not only applicable to assets and liabilities that are included in our consolidated
balance sheets, but is also applied to certain other assets that indirectly impact our consolidated financial statements. For example,
our Company sponsors and/or contributes to a number of pension and other postretirement benefit plans. Assets contributed by
the Company become the property of the individual plans. Even though the Company no longer has control over these assets, we
are indirectly impacted by subsequent fair value adjustments to these assets. The actual return on these assets impacts the
Companys future net periodic benefit cost, as well as amounts recognized in our consolidated balance sheets. Refer to Note 13.
The Company uses the fair value hierarchy to measure the fair value of assets held by our various pension and other
postretirement plans.
Level 1
75
Total
Total
152
1,366
865
15
82
14
6
167
773
718
557
140
99
5
349
270
5181
227
Level 1
50
76
Total
126
1,395
953
1,325
689
14
49
15
1,354
738
773
718
729
489
270
617
248
431
645
863
121
86
20
317
242
3031
431
645
1,131
438
242
392
$ 2,315 $ 2,285
Includes $514 million and $299 million of purchased annuity contracts as of December 31, 2011 and 2010, respectively.
132
$ 897
$ 5,497
The following table provides a reconciliation of the beginning and ending balance of Level 3 assets for our U.S. and non-U.S.
pension plans for the years ended December 31, 2011 and 2010 (in millions):
Corporate
Bonds and
Debt Securities
2010
Balance at beginning of year
Actual return on plan assets:
Related to assets still held at the reporting date
Related to assets sold during the year
Purchases, sales and settlements net
Business combinations and divestitures net1
Transfers in or out of Level 3 net
Translation
Balance at end of year
2011
Balance at beginning of year
Actual return on plan assets:
Related to assets still held at the reporting date
Related to assets sold during the year
Purchases, sales and settlements net
Business combinations and divestitures net
Transfers in or out of Level 3 net
Translation
Balance at end of year
Hedge
Funds/Limited
Partnerships
$ 10
(10)
80
Real
Estate
Equity
Securities
Mutual,
Pooled and
Commingled
Funds
$ 153
19
(3)
7
213
1
(36)
121
10
Other
(1)
1
(4)
24
Total
45
288
10
(1)
288
5
(5)
(39)
37
(3)
255
363
(4)
(39)
$ 317
$ 242
$ 15
$ 20
$ 3032
897
$ 317
$ 242
$ 15
$ 20
$ 303
897
9
(3)
26
1
(1)
$ 349
35
(5)
(2)
(1)
$ 270
(5)
6
(16)
$ 20
61
146
2
6
104
(2)
153
5
5
$ 5182
$ 1,162
Primarily related to our acquisition of CCEs North American business and the sale of our Norwegian and Swedish bottling operations to New CCE.
Refer to Note 2.
Includes $514 million and $299 million of purchased annuity contracts as of December 31, 2011 and 2010, respectively.
Level 1
Level 1
86
$ 84
Total
$ 86
70
13
70
13
75
14
75
14
2
6
3
2
2
2
6
3
2
2
1
1
6
3
1
2
1
6
3
1
2
1
Total
$ 83
$ 98
$ 185
$ 89
$ 95
$ 187
Level 3 assets are not a significant portion of other postretirement benefit plan assets.
133
Total
84
134
Companys proportionate share of asset impairments and restructuring charges recorded by equity method investees. Refer to
Note 19 for the impact these charges had on our operating segments.
In 2010, the Company recorded a net charge of $66 million in equity income (loss) net. This net charge primarily represents
the Companys proportionate share of unusual tax charges, asset impairments, restructuring charges and transaction costs recorded
by equity method investees. The unusual tax charges primarily relate to an additional tax liability recorded by Coca-Cola Hellenic
as a result of the Extraordinary Social Contribution Tax levied by the Greek government. The transaction costs represent our
proportionate share of certain costs incurred by CCE in connection with our acquisition of CCEs North American business and
the sale of our Norwegian and Swedish bottling operations to New CCE. Refer to Note 2 for additional information related to
these transactions. These charges were partially offset by our proportionate share of a foreign currency remeasurement gain
recorded by an equity method investee. The components of the net charge were individually insignificant. Refer to Note 19 for the
impact these charges had on our operating segments.
During 2009, the Company recorded charges of $86 million in equity income (loss) net. These charges primarily represent the
Companys proportionate share of asset impairments and restructuring charges recorded by equity method investees. Refer to
Note 19 for the impact these charges had on our operating segments.
135
impairments of available-for-sale securities and an equity method investment and a donation of preferred shares in one of our
equity method investees. Refer to Note 16 for fair value disclosures related to these impairments. Refer to Note 19 for the impact
these charges had on our operating segments.
During 2009, the Company realized a gain of $44 million in other income (loss) net on the sale of equity securities that were
classified as available-for-sale. In 2008, the Company recognized an other-than-temporary impairment on these same securities,
primarily due to the length of time the market value had been less than our cost basis, and the lack of intent to retain the
investment for a period of time sufficient to allow for recovery in market value. The gain on the sale of these securities represents
the appreciation in market value since the impairment was recognized and impacted the Corporate operating segment.
Also during 2009, the Company recorded a charge of $27 million in other income (loss) net due to an other-than-temporary
decline in the fair value of a cost method investment. As of December 31, 2008, the estimated fair value of this investment
approximated the Companys carrying value in the investment. However, during the first quarter of 2009, the Company was
informed by the investee of its intent to reorganize its capital structure in 2009, which would result in the Companys shares in the
investee being canceled. As a result, the Company determined that the decline in fair value of this cost method investment was
other than temporary. This impairment charge impacted the Corporate operating segment. Refer to Note 16 for fair value
disclosures related to this impairment.
Outside Services1
Other
Direct Costs
Total
2009
Accrued balance as of January 1
Costs incurred
Payments
Noncash and exchange
$ 14
41
(37)
3
47
(41)
$ 18
2010
Costs incurred
Payments
Noncash and exchange
$ 71
(30)
$ 58
(61)
$ 61
(54)
(2)
$ 190
(145)
(2)
$ 59
2011
Costs incurred
Payments
Noncash and exchange
$ 59
(50)
(20)
$ 17
(21)
1
$ 80
(71)
(9)
$ 156
(142)
(28)
$ 48
Primarily relate to expenses in connection with legal, outplacement and consulting activities.
136
$
19
(12)
(3)
17
107
(90)
(3)
31
74
60
Integration Initiatives
Integration of CCEs North American Business
In 2010, we acquired CCEs North American business and began an integration initiative to develop, design and implement our
future operating framework. Upon completion of the CCE transaction, we combined the management of the acquired North
American business with the management of our existing foodservice business; Minute Maid and Odwalla juice businesses; North
America supply chain operations; and Company-owned bottling operations in Philadelphia, Pennsylvania, into a unified bottling
and customer service organization called Coca-Cola Refreshments, or CCR. In addition, we reshaped our remaining CCNA
operations into an organization that primarily provides franchise leadership and consumer marketing and innovation for the North
American market. As a result of the transaction and related reorganization, our North American businesses operate as aligned
and agile organizations with distinct capabilities, responsibilities and strengths.
The Company incurred total pretax expenses of $358 million and $135 million during 2011 and 2010, respectively, related to this
initiative. Other direct costs were primarily related to internal and external costs associated with the development, design and
implementation of our future operating framework. Other direct costs also included, among other items, contract termination fees
and relocation costs and were recorded in the line item other operating charges. Refer to Note 19 for the impact these charges
had on our operating segments. In 2011, we completed this program.
The following table summarizes the balance of accrued expenses related to these integration initiatives and the changes in the
accrued amounts since the commencement of the plan (in millions):
Severance Pay
and Benefits
Outside Services1
Other
Direct Costs
Total
2010
Costs incurred
Payments
Noncash and exchange
$ 45
(1)
4
$ 42
(33)
48
(34)
(2)
$ 48
12
2011
Costs incurred
Payments
Noncash and exchange
$ 40
(40)
$ 91
(89)
$ 227
(210)
3
$ 358
(339)
3
$ 48
$ 11
32
$ 135
(68)
2
$
69
91
Primarily relate to expenses in connection with legal, outplacement and consulting activities.
Restructuring Initiatives
The Company incurred charges of $52 million, $59 million and $51 million related to other restructuring initiatives during 2011,
2010 and 2009, respectively. These other restructuring initiatives were outside the scope of the productivity, integration and
streamlining initiatives discussed above and were related to individually insignificant activities throughout many of our business
units. These charges were recorded in the line item other operating charges. Refer to Note 19 for the impact these charges had on
our operating segments.
137
2011
Concentrate operations
Finished products operations2,3
Net operating revenues
2010
2009
39%
61
51%
49
54%
46
100%
100%
100%
Includes concentrates sold by the Company to authorized bottling partners for the manufacture of fountain syrups. The bottlers then typically sell
the fountain syrups to wholesalers or directly to fountain retailers.
Includes fountain syrups manufactured by the Company, including consolidated bottling operations, and sold to fountain retailers or to authorized
fountain wholesalers or bottling partners who resell the fountain syrups to fountain retailers.
Includes net operating revenues related to the acquired CCE North American business from October 2, 2010.
Geographic Data
The following table provides information related to our net operating revenues (in millions):
Year Ended December 31,
2011
2010
2009
United States
International
$ 18,699
27,843
$ 10,629
24,490
$ 46,542
$ 35,119
$ 30,990
2010
2009
8,011
22,979
The following table provides information related to our property, plant and equipment net (in millions):
Year Ended December 31,
2011
United States
International
$ 14,939
138
8,043
6,896
8,251
6,476
3,115
6,446
$ 14,727
9,561
Information about our Companys operations by operating segment for the years ended December 31, 2011, 2010 and 2009, is as
follows (in millions):
Eurasia &
Africa
Europe
Latin
America
North
America
Pacific
Bottling
Investments
Corporate
Eliminations
Consolidated
2011
Net operating revenues:
Third party
Intersegment
Total net revenues
Operating income (loss)
Interest income
Interest expense
Depreciation and amortization
Equity income (loss) net
Income (loss) before income taxes
Identifiable operating assets2
Investments4
Capital expenditures
$ 2,689 $ 4,777
152
697
2,841
5,474
1,091
3,090
39
109
(3)
33
1,089
3,134
1,245
3,2043
284
243
86
38
$ 4,403
287
4,690
2,815
63
20
2,832
2,446
475
105
$ 20,559
12
20,571
2,318
1,065
6
2,325
33,422
26
1,364
$ 5,4541
384
5,838
2,151
106
1
2,154
2,085
133
92
$ 8,501
90
8,591
224
403
646
897
8,9053
7,140
1,039
159
159
(1,535)
483
417
169
(13)
(992)
20,293
73
196
(1,622)
(1,622)
$ 46,542
46,542
10,154
483
417
1,954
690
11,439
71,600
8,374
2,920
2010
Net operating revenues:
Third party
Intersegment
Total net revenues
Operating income (loss)
Interest income
Interest expense
Depreciation and amortization
Equity income (loss) net
Income (loss) before income taxes
Identifiable operating assets2
Investments4
Capital expenditures
$ 2,426
130
2,556
980
31
18
1,000
1,278
291
59
$ 3,880
241
4,121
2,405
54
24
2,426
2,298
379
94
$ 11,140 $ 4,9411
65
330
11,205
5,271
1,520
2,048
575
101
(4)
1
1,523
2,049
32,793
1,827
57
123
711
101
$ 8,216
97
8,313
227
430
971
1,205
8,3983
6,426
942
92
92
(1,707)
317
733
146
(18)
3,020
16,018
66
275
(1,688)
(1,688)
$ 35,119
35,119
8,449
317
733
1,443
1,025
14,243
65,336
7,585
2,215
2009
Net operating revenues:
Third party
Intersegment
Total net revenues
Operating income (loss)
Interest income
Interest expense
Depreciation and amortization
Equity income (loss) net
Income (loss) before income taxes
Identifiable operating assets2
Investments4
Capital expenditures
$ 1,977 $ 4,308
220
895
2,197
5,203
810
2,946
27
132
(1)
20
810
2,976
1,155
3,0473
331
214
70
68
52
365
95
(4)
(1)
(23)
2,039
1,701
1,866
2,480
10,941
1,929
248
8
82
123
458
91
$ 8,193
127
8,320
179
424
785
980
9,1403
5,809
826
88
88
(1,332)
249
355
141
5
(1,426)
13,224
63
357
(1,846)
(1,846)
$ 30,990
30,990
8,231
249
355
1,236
781
8,946
41,916
6,755
1,993
$ 4,424
825
5,249
2,976
106
33
3,020
2,7243
243
33
Net operating revenues in Japan represented approximately 8 percent of consolidated net operating revenues in 2011, 9 percent in 2010 and
10 percent in 2009.
Principally cash and cash equivalents, trade accounts receivable, inventories, goodwill, trademarks and other intangible assets and property, plant and
equipment net.
Property, plant and equipment net in Germany represented approximately 10 percent of consolidated property, plant and equipment net in
2011, 10 percent in 2010 and 18 percent in 2009.
Principally equity method investments, available-for-sale securities and nonmarketable investments in bottling companies.
139
In 2011, the results of our operating segments were impacted by the following items:
Operating income (loss) and income (loss) before income taxes were reduced by $12 million for Eurasia and Africa,
$25 million for Europe, $4 million for Latin America, $374 million for North America, $4 million for Pacific, $89 million
for Bottling Investments and $164 million for Corporate, primarily due to the Companys ongoing productivity, integration
and restructuring initiatives as well as costs associated with the merger of Arca and Contal. Refer to Note 18 for additional
information on our productivity, integration and restructuring initiatives. Refer to Note 17 for additional information
related to the merger of Arca and Contal.
Operating income (loss) and income (loss) before income taxes were reduced by $82 million for Pacific and $2 million for
North America due to charges associated with the earthquake and tsunami that devastated northern and eastern Japan on
March 11, 2011. Refer to Note 17.
Operating income (loss) and income (loss) before income taxes were reduced by $10 million for Corporate due to charges
associated with the floods in Thailand that impacted the Companys supply chain operations in the region. Refer to
Note 17.
Equity income (loss) net and income (loss) before income taxes were reduced by $53 million for Bottling Investments,
primarily attributable to the Companys proportionate share of asset impairments and restructuring charges recorded by
certain of our equity method investees. Refer to Note 17.
Income (loss) before income taxes was increased by a net $417 million for Corporate, primarily due to the gain the
Company recognized as a result of the merger of Arca and Contal. Refer to Note 17.
Income (loss) before income taxes was increased by a net $122 million for Corporate, primarily due to gains the Company
recognized as a result of an equity method investee issuing additional shares of its own stock during the year at per share
amounts greater than the carrying value of the Companys per share investment. These gains were partially offset by
charges associated with certain of the Companys equity method investments in Japan. Refer to Note 17.
Income (loss) before income taxes was increased by $102 million for Corporate, primarily due to the gain on the sale of
our investment in Embonor, a bottling partner with operations primarily in Chile. Prior to this transaction, the Company
accounted for our investment in Embonor under the equity method of accounting. Refer to Note 17.
Income (loss) before income taxes was reduced by $41 million for Corporate due to the impairment of an investment in an
entity accounted for under the equity method of accounting. Refer to Note 16 and Note 17.
Income (loss) before income taxes was reduced by $17 million for Corporate due to other-than-temporary impairments of
certain available-for-sale securities. Refer to Note 16 and Note 17.
Income (loss) before income taxes was reduced by $9 million for Corporate due to the net charge we recognized on the
repurchase and/or exchange of certain long-term debt assumed in connection with our acquisition of CCEs North
American business as well as the early extinguishment of certain other long-term debt. Refer to Note 10.
Income (loss) before income taxes was reduced by $5 million for Corporate due to the finalization of working capital
adjustments related to the sale of our Norwegian and Swedish bottling operations to New CCE. Refer to Note 2 and
Note 17.
In 2010, the results of our operating segments were impacted by the following items:
Operating income (loss) and income (loss) before income taxes were reduced by $7 million for Eurasia and Africa,
$50 million for Europe, $133 million for North America, $22 million for Pacific, $122 million for Bottling Investments and
$485 million for Corporate, primarily due to the Companys ongoing productivity, integration and restructuring initiatives;
charitable donations; transaction costs incurred in connection with our acquisition of CCEs North American business and
the sale of our Norwegian and Swedish bottling operations to New CCE; and other charges related to bottling activities in
Eurasia. Refer to Note 17.
Operating income (loss) and income (loss) before income taxes were reduced by $74 million for North America due to the
acceleration of expense associated with certain share-based replacement awards issued in connection with our acquisition of
CCEs North American business. Refer to Note 12.
Equity income (loss) net and income (loss) before income taxes were reduced by $66 million for Bottling Investments.
This net charge was primarily attributable to the Companys proportionate share of unusual tax charges, asset impairments,
restructuring charges and transaction costs recorded by equity method investees, which were partially offset by our
proportionate share of a foreign currency remeasurement gain recorded by an equity method investee. The components of
the net charge were individually insignificant. Refer to Note 17.
140
Income (loss) before income taxes was reduced by $23 million for Bottling Investments and $25 million for Corporate due
to other-than-temporary impairments and a donation of preferred shares in one of our equity method investees. Refer to
Note 17.
Income (loss) before income taxes was increased by $4,978 million for Corporate due to the remeasurement of our equity
investment in CCE to fair value upon the close of the transaction. Refer to Note 2.
Income (loss) before income taxes was increased by $597 million for Corporate due to the gain on the sale of our
Norwegian and Swedish bottling operations to New CCE. Refer to Note 2.
Income (loss) before income taxes was reduced by $342 million for Corporate related to the premiums paid to repurchase
the long-term debt and the costs associated with the settlement of treasury rate locks issued in connection with the debt
tender offer. Refer to Note 10.
Income (loss) before income taxes was reduced by $265 million for Corporate due to charges related to preexisting
relationships with CCE. These charges primarily related to the write-off of our investment in infrastructure programs with
CCE. Refer to Note 2.
Income (loss) before income taxes was reduced by $103 million for Corporate due to the remeasurement of our
Venezuelan subsidiarys net assets. Refer to Note 1.
Income (loss) before income taxes was increased by $23 million for Corporate due to the gain on the sale of 50 percent of
our investment in Le
ao Junior. Refer to Note 17.
In 2009, the results of our operating segments were impacted by the following items:
Operating income (loss) and income (loss) before income taxes were reduced by $4 million for Eurasia and Africa,
$7 million for Europe, $31 million for North America, $1 million for Pacific, $141 million for Bottling Investments and
$129 million for Corporate, primarily as a result of the Companys ongoing productivity, integration and restructuring
initiatives and asset impairments. Refer to Note 17.
Equity income (loss) net and income (loss) before income taxes were reduced by $84 million for Bottling Investments
and $2 million for Corporate, primarily attributable to the Companys proportionate share of asset impairment and
restructuring charges recorded by certain of our equity method investees. Refer to Note 17.
Income (loss) before income taxes was increased by $44 million for Corporate due to realized gains on the sale of equity
securities that were classified as available-for-sale. In 2008, the Company recognized an other-than-temporary impairment
related to these securities. Refer to Note 17.
Income (loss) before income taxes was reduced by $27 million for Corporate due to an other-than-temporary impairment of
a cost method investment. Refer to Note 17.
(Increase) decrease
(Increase) decrease
(Increase) decrease
Increase (decrease)
Increase (decrease)
Increase (decrease)
in
in
in
in
in
in
2011
2010
$ (1,893) $ 370
141
2009
$ (564)
REPORT OF MANAGEMENT
Managements Responsibility for the Financial Statements
Management of the Company is responsible for the preparation and integrity of the consolidated financial statements appearing in
our annual report on Form 10-K. The financial statements were prepared in conformity with generally accepted accounting
principles appropriate in the circumstances and, accordingly, include certain amounts based on our best judgments and estimates.
Financial information in this annual report on Form 10-K is consistent with that in the financial statements.
Management of the Company is responsible for establishing and maintaining a system of internal controls and procedures to
provide reasonable assurance regarding the reliability of financial reporting and the preparation of the consolidated financial
statements. Our internal control system is supported by a program of internal audits and appropriate reviews by management,
written policies and guidelines, careful selection and training of qualified personnel and a written Code of Business Conduct
adopted by our Companys Board of Directors, applicable to all officers and employees of our Company and subsidiaries. In
addition, our Companys Board of Directors adopted a written Code of Business Conduct for Non-Employee Directors which
reflects the same principles and values as our Code of Business Conduct for officers and employees but focuses on matters of
relevance to non-employee Directors.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements and, even
when determined to be effective, can only provide reasonable assurance with respect to financial statement preparation and
presentation. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become
inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
142
25FEB200913564291
Muhtar Kent
Chairman of the Board of Directors,
Chief Executive Officer and President
February 23, 2012
22FEB201023414934
Kathy N. Waller
Vice President and Controller
February 23, 2012
21JAN200918403249
Gary P. Fayard
Executive Vice President
and Chief Financial Officer
February 23, 2012
143
Atlanta, Georgia
February 23, 2012
144
Atlanta, Georgia
February 23, 2012
145
Second
Quarter
Third
Quarter
Fourth
Quarter
Full Year
2011
Net operating revenues
Gross profit
Net income attributable to shareowners of The Coca-Cola Company
$ 10,517
6,568
1,900
$ 12,737
7,748
2,797
$ 12,248
7,373
2,221
$ 11,040
6,637
1,654
$ 46,542
28,326
8,572
0.83
1.22
0.97
0.73
3.75
0.82
1.20
0.95
0.72
3.69
7,525
4,984
1,614
8,674
5,719
2,369
8,426
5,508
2,055
0.70
1.03
0.89
2.501
5.121
0.69
1.02
0.88
2.461
5.061,2
2010
Net operating revenues
Gross profit
Net income attributable to shareowners of The Coca-Cola Company
$ 10,4941
6,2151
5,7711
$ 35,1191
22,4261
11,8091
Amounts include the impacts of our acquisition of CCEs North American business and the sale of our Norwegian and Swedish bottling operations
to New CCE. Refer to Note 2.
The sum of the quarterly diluted net income per share amounts does not agree to the full year diluted net income per share. We calculate net
income per share based on the weighted-average number of outstanding shares during the reporting period. The average number of shares fluctuates
throughout the year and can therefore produce a full year result that does not agree to the sum of the individual quarters.
Our reporting period ends on the Friday closest to the last day of the quarterly calendar period. Our fiscal year ends on
December 31 regardless of the day of the week on which December 31 falls.
The Companys first quarter 2011 results were impacted by one less shipping day compared to the first quarter of 2010.
Furthermore, the Company recorded the following transactions which impacted results:
Charges of $1 million for Eurasia and Africa, $1 million for Europe, $111 million for North America, $1 million for Pacific,
$21 million for Bottling Investments and $27 million for Corporate due to the Companys ongoing productivity, integration
and restructuring initiatives. Refer to Note 17 and Note 18.
Gain of $102 million for Corporate due to the sale of our investment in Embonor, a bottling partner with operations
primarily in Chile. Prior to this transaction, the Company accounted for our investment in Embonor under the equity
method of accounting. Refer to Note 17.
Charge of $79 million for Pacific associated with the earthquake and tsunami that devastated northern and eastern Japan
on March 11, 2011. This charge was primarily related to the Companys charitable donations in support of relief and
rebuilding efforts in Japan and funds provided to certain bottling partners in the affected regions. Refer to Note 17.
Charge of $19 million for North America due to the amortization of favorable supply contracts acquired in connection with
our acquisition of CCEs North American business. Refer to Note 17.
Charge of $4 million for Corporate related to premiums paid to repurchase certain long-term debt assumed in connection
with our acquisition of CCEs North American business. Refer to Note 10.
Charge of $4 million for Bottling Investments, primarily attributable to the Companys proportionate share of restructuring
charges recorded by an equity method investee. Refer to Note 17.
A net tax charge of $3 million related to amounts required to be recorded for changes to our uncertain tax positions,
including interest and penalties. Refer to Note 14.
In the second quarter of 2011, the Company recorded the following transactions which impacted results:
Charges of $8 million for Eurasia and Africa, $2 million for Europe, $1 million for Latin America, $66 million for North
146
America, $23 million for Bottling Investments and $47 million for Corporate, primarily due to the Companys ongoing
productivity, integration and restructuring initiatives as well as costs associated with the merger of Arca and Contal. Refer
to Note 17 and Note 18.
A net gain of $417 million for Corporate, primarily due to the merger of Arca and Contal. Refer to Note 16 and Note 17.
Charge of $38 million for Corporate due to the impairment of an investment in an entity accounted for under the equity
method of accounting. Refer to Note 16 and Note 17.
Charge of $4 million for Pacific due to the earthquake and tsunami that devastated northern and eastern Japan on
March 11, 2011. Refer to Note 17.
A net gain of $1 million for Corporate related to the repurchase of certain long-term debt we assumed in connection with
our acquisition of CCEs North American business. Refer to Note 10.
A net tax charge of $16 million related to amounts required to be recorded for changes to our uncertain tax positions,
including interest and penalties. Refer to Note 14.
In the third quarter of 2011, the Company recorded the following transactions which impacted results:
Charges of $2 million for Europe, $2 million for Latin America, $52 million for North America, $2 million for Pacific,
$14 million for Bottling Investments and $26 million for Corporate, due to the Companys ongoing productivity, integration
and restructuring initiatives as well as costs associated with the merger of Arca and Contal. Refer to Note 17 and Note 18.
Charge of $36 million for Bottling Investments, primarily attributable to the Companys proportionate share of asset
impairments and restructuring charges recorded by certain of our equity method investees. Refer to Note 17.
A net charge of $5 million for Corporate due to the repurchase and/or exchange of certain long-term debt assumed in
connection with our acquisition of CCEs North American business. Refer to Note 10.
Charge of $5 million for Corporate due to the finalization of working capital adjustments related to the sale of all our
ownership interests in our Norwegian and Swedish bottling operations to New CCE. Refer to Note 17.
Charge of $3 million for Corporate due to the impairment of an investment in an entity accounted for under the equity
method of accounting. Refer to Note 16 and Note 17.
A net charge of $1 million associated with the earthquake and tsunami that devastated northern and eastern Japan on
March 11, 2011. This net charge included a charge of $2 million for North America and a benefit of $1 million for Pacific.
Refer to Note 17.
A net tax benefit of $4 million related to amounts required to be recorded for changes to our uncertain tax positions,
including interest and penalties. Refer to Note 14.
The Companys fourth quarter 2011 results were impacted by one additional shipping day compared to the fourth quarter of 2010.
Furthermore, the Company recorded the following transactions which impacted results:
Charges of $3 million for Eurasia and Africa, $20 million for Europe, $1 million for Latin America, $145 million for North
America, $1 million for Pacific, $31 million for Bottling Investments and $64 million for Corporate, primarily due to the
Companys ongoing productivity, integration and restructuring initiatives. Refer to Note 17 and Note 18.
A net gain of $122 million for Corporate, primarily due to gains the Company recognized as a result of an equity method
investee issuing additional shares of its own stock during the period at per share amounts greater than the carrying value of
the Companys per share investment. These gains were partially offset by charges associated with certain of the Companys
equity method investments in Japan. Refer to Note 17.
Charge of $17 million for Corporate due to other-than-temporary impairments of certain available-for-sale securities. Refer
to Note 16 and Note 17.
Charge of $13 million for Bottling Investments, primarily attributable to the Companys proportionate share of asset
impairments and restructuring charges recorded by certain of our equity method investees. Refer to Note 17.
Charge of $10 million for Corporate due to the floods in Thailand that impacted the Companys supply chain operations in
the region. Refer to Note 17.
Charge of $1 million for Corporate due to the early extinguishment of certain long-term debt. This debt existed prior to the
Companys acquisition of CCEs North American business. Refer to Note 10.
A net tax benefit of $22 million related to amounts required to be recorded for changes to our uncertain tax positions,
including interest and penalties. Refer to Note 14.
147
In the first quarter of 2010, the Company recorded the following transactions which impacted results:
Charges of $1 million for Eurasia and Africa, $28 million for Europe, $4 million for North America, $33 million for
Bottling Investments and $30 million for Corporate, primarily due to the Companys ongoing productivity initiatives,
restructuring charges and transaction costs. Refer to Note 17 and Note 18.
Charge of $103 million for Corporate due to the remeasurement of our Venezuelan subsidiarys net assets. Refer to
Note 17.
Charge of $29 million for Bottling Investments, primarily attributable to the Companys proportionate share of asset
impairment charges and restructuring costs recorded by equity method investees. Refer to Note 17.
Charges of $23 million for Bottling Investments and $3 million for Corporate, primarily due to other-than-temporary
impairments of available-for-sale securities. Refer to Note 17.
A tax charge of $14 million related to new legislation that changed the tax treatment of Medicare Part D subsidies. Refer
to Note 14.
A net tax benefit of $1 million related to amounts required to be recorded for changes to our uncertain tax positions,
including interest and penalties. Refer to Note 14.
In the second quarter of 2010, the Company recorded the following transactions which impacted results:
Charges of $2 million for Eurasia and Africa, $2 million for Europe, $6 million for North America, $5 million for Pacific,
$11 million for Bottling Investments and $52 million for Corporate, primarily due to the Companys ongoing productivity,
integration and restructuring initiatives and transaction costs. Refer to Note 17 and Note 18.
Charge of $16 million for Bottling Investments, primarily attributable to the Companys proportionate share of unusual tax
charges and transaction costs recorded by equity method investees. Refer to Note 17.
A net tax charge of $16 million related to amounts required to be recorded for changes to our uncertain tax positions,
including interest and penalties. Refer to Note 14.
In the third quarter of 2010, the Company recorded the following transactions which impacted results:
Charges of $1 million for Eurasia and Africa, $13 million for Europe, $8 million for Pacific, $12 million for Bottling
Investments and $68 million for Corporate, primarily due to the Companys ongoing productivity, integration and
restructuring initiatives and transaction costs incurred in connection with our acquisition of CCEs North American business
and the sale of our Norwegian and Swedish bottling operations to New CCE. These charges were partially offset by a
$2 million benefit for North America due to the refinement of previously established restructuring accruals. Refer to
Note 17 and Note 18.
Charge of $10 million for Bottling Investments. This net charge was primarily attributable to the Companys proportionate
share of transaction costs recorded by CCE, which was partially offset by our proportionate share of a foreign currency
remeasurement gain recorded by an equity method investee. The components of the net charge were individually
insignificant. Refer to Note 17.
Gain of $23 million for Corporate due to the sale of 50 percent of our investment in Le
ao Junior. Refer to Note 2 and
Note 17.
A net tax charge of $13 million related to amounts required to be recorded for changes to our uncertain tax positions,
including interest and penalties. Refer to Note 14.
In the fourth quarter of 2010, the Company recorded the following transactions which impacted results:
Charges of $3 million for Eurasia and Africa, $7 million for Europe, $125 million for North America, $9 million for Pacific,
$66 million for Bottling Investments and $335 million for Corporate, primarily due to the Companys productivity,
integration and restructuring initiatives, charitable donations, transaction costs incurred in connection with our acquisition
of CCEs North American business and the sale of our Norwegian and Swedish bottling operations to New CCE and other
charges related to bottling activities in Eurasia. Refer to Note 17 and Note 18.
Benefit of $4,978 million for Corporate due to the remeasurement of our equity investment in CCE to fair value upon the
close of the transaction. Refer to Note 2 and Note 17.
Gain of $597 million for Corporate due to the sale of our Norwegian and Swedish bottling operations to New CCE. Refer
to Note 2 and Note 17.
Charge of $342 million for Corporate related to the premiums paid to repurchase certain long-term debt and the costs
associated with the settlement of treasury rate locks issued in connection with the debt tender offer. Refer to Note 10.
148
Charge of $265 million for Corporate due to expenses related to preexisting relationships with CCE. These expenses
primarily related to the write-off of our investment in infrastructure programs with CCE. Refer to Note 2 and Note 17.
Charge of $74 million for North America due to the acceleration of expense associated with certain share-based
replacement awards issued in connection with our acquisition of CCEs North American business. Refer to Note 17.
Charge of $22 million for Corporate due to an other-than-temporary impairment of an equity method investment and a
donation of preferred shares in one of our equity method investees. Refer to Note 16 and Note 17.
Charge of $20 million for North America due to the amortization of favorable supply contracts acquired in connection with
our acquisition of CCEs North American business. Refer to Note 17.
Charge of $11 million for Bottling Investments, primarily attributable to the Companys proportionate share of restructuring
charges recorded by equity method investees. Refer to Note 17.
A tax charge of $260 million primarily related to deferred tax expense on certain current year undistributed foreign
earnings that are not considered indefinitely reinvested. Refer to Note 14.
A tax benefit of $44 million primarily due to the impact that tax rate changes had on certain deferred tax assets. Refer to
Note 14.
A net tax charge of $38 million related to amounts required to be recorded for changes to our uncertain tax positions,
including interest and penalties. Refer to Note 14.
149
Report of Management on Internal Control Over Financial Reporting and Attestation Report of Independent Registered Public
Accounting Firm
The report of management on our internal control over financial reporting as of December 31, 2011 and the attestation report of
our independent registered public accounting firm on our internal control over financial reporting are set forth in Part II, Item 8.
Financial Statements and Supplementary Data in this report.
Additional Information
The Company is in the process of several productivity and transformation initiatives that include redesigning several key business
processes in a number of areas. As business processes change related to these transformation initiatives, the Company identifies,
documents and evaluates controls to ensure controls over our financial reporting remain strong.
PART III
ITEM 10. DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE
The information under the principal headings ELECTION OF DIRECTORS and SECTION 16(A) BENEFICIAL
OWNERSHIP REPORTING COMPLIANCE, the information under the subheading Codes of Business Conduct under the
principal heading CORPORATE GOVERNANCE, and the information regarding the Audit Committee under the subheading
Board Meetings and Committees under the principal heading CORPORATE GOVERNANCE, in the Companys 2012 Proxy
Statement is incorporated herein by reference. See Item X in Part I of this report for information regarding executive officers of
the Company.
ITEM 12. SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED
STOCKHOLDER MATTERS
The information under the principal headings EQUITY COMPENSATION PLAN INFORMATION and OWNERSHIP OF
EQUITY SECURITIES OF THE COMPANY in the Companys 2012 Proxy Statement is incorporated herein by reference.
150
ITEM 13. CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE
The information under the subheading Independence and Related Person Transactions under the principal heading
CORPORATE GOVERNANCE in the Companys 2012 Proxy Statement is incorporated herein by reference.
PART IV
ITEM 15. EXHIBITS AND FINANCIAL STATEMENT SCHEDULES
(a) The following documents are filed as part of this report:
1.
Financial Statements:
Consolidated Statements of Income Years ended December 31, 2011, 2010 and 2009.
Consolidated Balance Sheets December 31, 2011 and 2010.
Consolidated Statements of Cash Flows Years ended December 31, 2011, 2010 and 2009.
Consolidated Statements of Shareowners Equity Years ended December 31, 2011, 2010 and 2009.
Notes to Consolidated Financial Statements.
Report of Independent Registered Public Accounting Firm.
Report of Independent Registered Public Accounting Firm on Internal Control Over Financial Reporting.
2.
3.
Exhibits
In reviewing the agreements included as exhibits to this report, please remember they are included to provide
you with information regarding their terms and are not intended to provide any other factual or disclosure
information about the Company or the other parties to the agreements. The agreements contain
representations, warranties, covenants and conditions by or of each of the parties to the applicable agreement.
These representations, warranties, covenants and conditions have been made solely for the benefit of the other
parties to the applicable agreement and:
should not in all instances be treated as categorical statements of fact, but rather as a way of allocating the
risk to one of the parties if those statements prove to be inaccurate;
may have been qualified by disclosures that were made to the other party in connection with the negotiation
of the applicable agreement, which disclosures are not necessarily reflected in the agreement;
may apply standards of materiality in a way that is different from what may be viewed as material to you or
other investors; and
were made only as of the date of the applicable agreement or such other date or dates as may be specified in
the agreement and are subject to more recent developments.
Accordingly, these representations and warranties may not describe the actual state of affairs as of the date they
were made or at any other time. Additional information about the Company may be found elsewhere in this
report and the Companys other public filings, which are available without charge through the SECs website at
http://www.sec.gov.
151
Exhibit No.
(With regard to applicable cross-references in the list of exhibits below, the Companys Current, Quarterly and Annual Reports are filed
with the Securities and Exchange Commission (the SEC) under File No. 001-02217; and Coca-Cola Refreshments USA, Inc.s
(formerly known as Coca-Cola Enterprises Inc.) Current, Quarterly and Annual Reports are filed with the SEC under File
No. 01-09300).
2.1.1
Business Separation and Merger Agreement, dated as of February 25, 2010, by and among Coca-Cola Enterprises Inc.,
International CCE, Inc., The Coca-Cola Company and Cobalt Subsidiary LLC.
Exhibit
Exhibit
Exhibit
Exhibit
Exhibit
Exhibit
I
II
III
IV
V-1
V-2
incorporated herein by reference to Exhibit 2.1 of the Companys Current Report on Form 8-K filed on March 3,
2010. In accordance with Item 601(b)(2) of Regulation S-K, certain schedules have not been filed. The Company hereby
agrees to furnish supplementally a copy of any omitted schedule to the SEC upon request.
2.1.2
Amendment No. 1, dated as of September 6, 2010, to the Business Separation and Merger Agreement, dated as of
February 25, 2010, by and among Coca-Cola Enterprises Inc., International CCE Inc., the Company and Cobalt
Subsidiary LLC incorporated by reference to Exhibit 2.1 of the Companys Current Report on Form 8-K filed on
September 7, 2010.
2.2
Tax Sharing Agreement, dated as of February 25, 2010, by and among The Coca-Cola Company, Coca-Cola
Enterprises Inc. and International CCE, Inc. (included as Exhibit I to the Business Separation and Merger
Agreement) incorporated herein by reference to Exhibit 2.2 of the Companys Current Report on Form 8-K filed on
March 3, 2010.
2.3
Employee Matters Agreement, dated as of February 25, 2010, by and among The Coca-Cola Company, Coca-Cola
Enterprises Inc. and International CCE, Inc. (included as Exhibit II to the Business Separation and Merger
Agreement) incorporated herein by reference to Exhibit 2.3 of the Companys Current Report on Form 8-K filed on
March 3, 2010.
2.4
Letter Agreement, dated as of February 25, 2010, by and between the Company and Coca-Cola Enterprises Inc.
incorporated herein by reference to Exhibit 2.4 of the Companys Current Report on Form 8-K filed on March 3, 2010.
2.5
Share Purchase Agreement, dated as of March 20, 2010, by and among The Coca-Cola Company, Bottling Holdings
(Luxembourg) s.a.r.l., Coca-Cola Enterprises Inc. and International CCE, Inc.
Exhibit I
Exhibit II
incorporated herein by reference to Exhibit 2.1 of the Companys Current Report on Form 8-K filed on March 22,
2010. In accordance with Item 601(b)(2) of Regulation S-K, certain schedules have not been filed. The Company hereby
agrees to furnish supplementally a copy of any omitted schedule to the SEC upon request.
3.1
Certificate of Incorporation of the Company, including Amendment of Certificate of Incorporation, effective May 1,
1996 incorporated herein by reference to Exhibit 3 of the Companys Quarterly Report on Form 10-Q for the
quarter ended March 31, 1996.
3.2
By-Laws of the Company, as amended and restated through April 17, 2008 incorporated herein by reference to
Exhibit 3.2 of the Companys Quarterly Report on Form 10-Q for the quarter ended June 27, 2008.
4.1
As permitted by the rules of the SEC, the Company has not filed certain instruments defining the rights of holders of
long-term debt of the Company or consolidated subsidiaries under which the total amount of securities authorized does
not exceed 10 percent of the total assets of the Company and its consolidated subsidiaries. The Company agrees to
furnish to the SEC, upon request, a copy of any omitted instrument.
4.2
Amended and Restated Indenture, dated as of April 26, 1988, between the Company and Deutsche Bank Trust
Company Americas, as successor to Bankers Trust Company, as trustee incorporated herein by reference to
Exhibit 4.1 to the Companys Registration Statement on Form S-3 (Registration No. 33-50743) filed on
October 25, 1993.
152
Exhibit No.
4.3
First Supplemental Indenture, dated as of February 24, 1992, to Amended and Restated Indenture, dated as of April 26,
1988, between the Company and Deutsche Bank Trust Company Americas, as successor to Bankers Trust Company, as
trustee incorporated herein by reference to Exhibit 4.2 to the Companys Registration Statement on Form S-3
(Registration No. 33-50743) filed on October 25, 1993.
4.4
Second Supplemental Indenture, dated as of November 1, 2007, to Amended and Restated Indenture, dated as of
April 26, 1988, as amended, between the Company and Deutsche Bank Trust Company Americas, as successor to
Bankers Trust Company, as trustee incorporated herein by reference to Exhibit 4.3 of the Companys Current Report
on Form 8-K filed on March 5, 2009.
4.5
Form of Note for 5.350% Notes due November 15, 2017 incorporated herein by reference to Exhibit 4.1 to the
Companys Current Report on Form 8-K filed October 31, 2007.
4.6
Form of Note for 3.625% Notes due March 15, 2014 incorporated herein by reference to Exhibit 4.4 of the
Companys Current Report on Form 8-K filed on March 5, 2009.
4.7
Form of Note for 4.875% Notes due March 15, 2019 incorporated herein by reference to Exhibit 4.5 of the
Companys Current Report on Form 8-K filed on March 5, 2009.
4.8
Form of Note for Floating Rate Notes due May 15, 2012 incorporated herein by reference to Exhibit 4.4 to the
Companys Current Report on Form 8-K filed November 18, 2010.
4.9
Form of Note for 0.750% Notes due November 15, 2013 incorporated herein by reference to Exhibit 4.5 to the
Companys Current Report on Form 8-K filed November 18, 2010.
4.10
Form of Note for 1.500% Notes due November 15, 2015 incorporated herein by reference to Exhibit 4.6 to the
Companys Current Report on Form 8-K filed November 18, 2010.
4.10.1
Form of Note for 1.500% Notes due November 15, 2015 incorporated herein by reference to Exhibit 4.7 to the
Companys Current Report on Form 8-K filed November 18, 2010.
4.11
Form of Exchange and Registration Rights Agreement among the Company, the representatives of the initial purchasers
of the Notes and the other parties named therein incorporated herein by reference to Exhibit 4.1 to the Companys
Current Report on Form 8-K filed August 8, 2011.
4.12
Form of Note for 1.80% Notes due September 1, 2016 incorporated herein by reference to Exhibit 4.13 to the
Companys Quarterly Report on Form 10-Q for the quarter ended September 30, 2011.
4.13
Form of Note for 3.30% Notes due September 1, 2021 incorporated herein by reference to Exhibit 4.14 to the
Companys Quarterly Report on Form 10-Q for the quarter ended September 30, 2011.
10.1
Supplemental Disability Plan of the Company, as amended and restated effective January 1, 2003 incorporated
herein by reference to Exhibit 10.2 of the Companys Annual Report on Form 10-K for the year ended
December 31, 2002.*
10.2
Performance Incentive Plan of the Company, as amended and restated as of February 16, 2011 incorporated herein
by reference to Exhibit 10.7 of the Companys Current Report on Form 8-K filed February 17, 2011.*
10.3.1
1999 Stock Option Plan of the Company, as amended and restated through February 16, 2011 incorporated herein by
reference to Exhibit 10.1 to the Companys Current Report on Form 8-K filed February 17, 2011.*
10.3.2
Form of Stock Option Agreement in connection with the 1999 Stock Option Plan of the Company incorporated
herein by reference to Exhibit 99.1 of the Companys Current Report on Form 8-K filed February 14, 2007.*
10.3.3
Form of Stock Option Agreement in connection with the 1999 Stock Option Plan of the Company, as adopted
December 12, 2007 incorporated herein by reference to Exhibit 10.8 of the Companys Current Report on Form 8-K
filed February 21, 2008.*
10.3.4
Form of Stock Option Agreement in connection with the 1999 Stock Option Plan of the Company, as adopted
February 18, 2009 incorporated herein by reference to Exhibit 10.5 of the Companys Current Report on Form 8-K
filed February 18, 2009.*
10.4.1
2002 Stock Option Plan of the Company, amended and restated through February 18, 2009 incorporated herein by
reference to Exhibit 10.3 to the Companys Current Report on Form 8-K filed February 18, 2009.*
10.4.2
Form of Stock Option Agreement in connection with the 2002 Stock Option Plan, as amended incorporated herein
by reference to Exhibit 99.1 of the Companys Current Report on Form 8-K filed on December 8, 2004.*
10.4.3
Form of Stock Option Agreement in connection with the 2002 Stock Option Plan, as adopted December 12, 2007
incorporated herein by reference to Exhibit 10.9 of the Companys Current Report on Form 8-K filed on February 21,
2008.*
153
Exhibit No.
10.4.4
Form of Stock Option Agreement in connection with the 2002 Stock Option Plan, as adopted February 18, 2009
incorporated herein by reference to Exhibit 10.6 of the Companys Current Report on Form 8-K filed on February 18,
2009.*
10.5.1
2008 Stock Option Plan of the Company, as amended and restated, effective February 16, 2011 incorporated herein
by reference to Exhibit 10.2 of the Companys Current Report on Form 8-K filed on February 17, 2011.*
10.5.2
Form of Stock Option Agreement for grants under the Companys 2008 Stock Option Plan incorporated herein by
reference to Exhibit 10.1 of the Companys Current Report on Form 8-K filed July 16, 2008.*
10.5.3
Form of Stock Option Agreement for grants under the Companys 2008 Stock Option Plan, as adopted February 18,
2009 incorporated herein by reference to Exhibit 10.7 of the Companys Current Report on Form 8-K filed
February 18, 2009.*
10.6
1983 Restricted Stock Award Plan of the Company, as amended and restated through February 16, 2011
incorporated herein by reference to Exhibit 10.3 of the Companys Current Report on Form 8-K filed on February 17,
2011.*
10.7.1
1989 Restricted Stock Award Plan of the Company, as amended and restated through February 16, 2011
incorporated herein by reference to Exhibit 10.4 to the Companys Current Report on Form 8-K filed
February 17, 2011.*
10.7.2
Form of Restricted Stock Agreement (Performance Share Unit Agreement) in connection with the 1989 Restricted
Stock Award Plan of the Company, as adopted December 12, 2007 incorporated herein by reference to Exhibit 10.5
of the Companys Current Report on Form 8-K filed February 21, 2008.*
10.7.3
Form of Restricted Stock Agreement (Performance Share Unit Agreement) for France in connection with the 1989
Restricted Stock Award Plan of the Company, as adopted December 12, 2007 incorporated herein by reference to
Exhibit 10.6 of the Companys Current Report on Form 8-K filed February 21, 2008.*
10.7.4
Form of Restricted Stock Agreement in connection with The Coca-Cola Company 1989 Restricted Stock Award Plan, as
adopted February 17, 2010 incorporated herein by reference to Exhibit 10.1 of the Companys Current Report on
Form 8-K filed on February 18, 2010. *
10.7.5
Form of Restricted Stock Agreement (Performance Share Unit Agreement) in connection with The Coca-Cola
Company 1989 Restricted Stock Award Plan, as adopted February 17, 2010 incorporated herein by reference to
Exhibit 10.2 of the Companys Current Report on Form 8-K filed on February 18, 2010.*
10.7.6
Form of Restricted Stock Agreement (Performance Share Unit Agreement) for France in connection with The
Coca-Cola Company 1989 Restricted Stock Award Plan, as adopted February 17, 2010 incorporated herein by
reference to Exhibit 10.3 of the Companys Current Report on Form 8-K filed on February 18, 2010.*
10.7.7
Form of Restricted Stock Agreement (Performance Share Unit Agreement) in connection with the 1989 Restricted
Stock Award Plan of the Company, as adopted February 16, 2011 incorporated herein by reference to Exhibit 10.5 of
the Companys Current Report on Form 8-K filed February 17, 2011.*
10.7.8
Form of Restricted Stock Agreement (Performance Share Unit Agreement) for France in connection with the 1989
Restricted Stock Award Plan of the Company, as adopted February 16, 2011 incorporated herein by reference to
Exhibit 10.6 of the Companys Current Report on Form 8-K filed February 17, 2011.*
10.8.1
Compensation Deferral & Investment Program of the Company, as amended, including Amendment Number Four,
dated November 28, 1995 incorporated herein by reference to Exhibit 10.13 of the Companys Annual Report on
Form 10-K for the year ended December 31, 1995.*
10.8.2
Amendment Number Five to the Compensation Deferral & Investment Program of the Company, effective as of
January 1, 1998 incorporated herein by reference to Exhibit 10.8.2 of the Companys Annual Report on Form 10-K
for the year ended December 31, 1997.*
10.8.3
Amendment Number Six to the Compensation Deferral & Investment Program of the Company, dated as of
January 12, 2004, effective January 1, 2004 incorporated herein by reference to Exhibit 10.9.3 of the Companys
Annual Report on Form 10-K for the year ended December 31, 2003.*
10.9
[RESERVED]
10.10
Supplemental Pension Plan, Amended and Restated Effective January 1, 2010 incorporated herein by reference to
Exhibit 10.10.6 of the Companys Annual Report on Form 10-K for the year ended December 31, 2009.*
10.11
The Coca-Cola Company Supplemental 401(k) Plan (f/k/a the Supplemental Thrift Plan of the Company), Amended
and Restated Effective January 1, 2012, dated December 14, 2011.*
10.12
The Coca-Cola Company Supplemental Cash Balance Plan, effective January 1, 2012.*
154
Exhibit No.
10.13
The Coca-Cola Company Compensation and Deferred Compensation Plan for Non-Employee Directors, effective
January 1, 2009 incorporated herein by reference to Exhibit 10.8 of the Companys Quarterly Report on Form 10-Q
for the quarter ended April 3, 2009.*
10.14
Long-Term Performance Incentive Plan of the Company, as amended and restated effective December 13, 2006
incorporated herein by reference to Exhibit 10.14 of the Companys Annual Report on Form 10-K for the year ended
December 31, 2010.*
10.15
Executive Incentive Plan of the Company, adopted as of February 14, 2001 incorporated herein by reference to
Exhibit 10.19 of the Companys Annual Report on Form 10-K for the year ended December 31, 2000.*
10.16
Deferred Compensation Plan of the Company, as amended and restated December 8, 2010 incorporated herein by
reference to Exhibit 10.16 of the Companys Annual Report on Form 10-K for the year ended December 31, 2010.*
10.17
The Coca-Cola Export Corporation Employee Share Plan, effective as of March 13, 2002 incorporated herein by
reference to Exhibit 10.31 of the Companys Annual Report on Form 10-K for the year ended December 31, 2002.*
10.18
Employees Savings and Share Ownership Plan of Coca-Cola Ltd., effective as of January 1, 1990 incorporated herein
by reference to Exhibit 10.32 of the Companys Annual Report on Form 10-K for the year ended December 31, 2002.*
10.19
Share Purchase Plan Denmark, effective as of 1991 incorporated herein by reference to Exhibit 10.33 of the
Companys Annual Report on Form 10-K for the year ended December 31, 2002.*
10.20.1
The Coca-Cola Company Benefits Plan for Members of the Board of Directors, as amended and restated through
April 14, 2004 incorporated herein by reference to Exhibit 10.1 of the Companys Quarterly Report on Form 10-Q
for the quarter ended March 31, 2004.*
10.20.2
Amendment Number One to the Companys Benefits Plan for Members of the Board of Directors, dated December 16,
2005 incorporated herein by reference to Exhibit 10.31.2 of the Companys Annual Report on Form 10-K for the
year ended December 31, 2005.*
10.21
Employment Agreement, dated as of February 20, 2003, between the Company and Jos
e Octavio Reyes incorporated
herein by reference to Exhibit 10.43 of the Companys Annual Report on Form 10-K for the year ended December 31,
2004.*
10.22
The Coca-Cola Company Severance Pay Plan, As Amended and Restated Effective January 1, 2012, dated
December 14, 2011.*
10.23
Order Instituting Cease and Desist Proceedings, Making Findings and Imposing a Cease-and-Desist Order Pursuant to
Section 8A of the Securities Act of 1933 and Section 21C of the Securities Exchange Act of 1934 incorporated
herein by reference to Exhibit 99.2 of the Companys Current Report on Form 8-K filed on April 18, 2005.
10.24
Offer of Settlement of The Coca-Cola Company incorporated herein by reference to Exhibit 99.2 of the Companys
Current Report on Form 8-K filed on April 18, 2005.
10.25
Employment Agreement, effective as of May 1, 2005, between Refreshment Services S.A.S. and Dominique Reiniche,
dated September 7, 2006 incorporated herein by reference to Exhibit 99.1 of the Companys Current Report on
Form 8-K filed on September 12, 2006.*
10.26
Refreshment Services S.A.S. Defined Benefit Plan, dated September 25, 2006 incorporated herein by reference to
Exhibit 10.3 of the Companys Quarterly Report on Form 10-Q for the quarter ended September 29, 2006.*
10.27
Share Purchase Agreement among Coca-Cola South Asia Holdings, Inc. and San Miguel Corporation, San Miguel
Beverages (L) Pte Limited and San Miguel Holdings Limited in connection with the Companys purchase of Coca-Cola
Bottlers Philippines, Inc., dated December 23, 2006 incorporated herein by reference to Exhibit 99.1 of the
Companys Current Report on Form 8-K filed on December 29, 2006.
10.28
Cooperation Agreement between Coca-Cola South Asia Holdings, Inc. and San Miguel Corporation in connection with
the Companys purchase of Coca-Cola Bottlers Philippines, Inc., dated December 23, 2006 incorporated herein by
reference to Exhibit 99.2 of the Companys Current Report on Form 8-K filed on December 29, 2006.
10.29.1
Offer Letter, dated July 20, 2007, from the Company to Joseph V. Tripodi, including Agreement on Confidentiality,
Non-Competition and Non-Solicitation, dated July 20, 2007 incorporated herein by reference to Exhibit 10.1 to the
Companys Quarterly Report on Form 10-Q for the quarter ended September 28, 2007.*
10.29.2
Agreement between the Company and Joseph V. Tripodi, dated December 15, 2008 incorporated herein by reference
to Exhibit 10.47.2 of the Companys Annual Report on Form 10-K for the year ended December 31, 2008.*
155
Exhibit No.
10.30
Letter, dated July 17, 2008, to Muhtar Kent incorporated herein by reference to Exhibit 10.1 of the Companys
Current Report on Form 8-K filed July 21, 2008.*
10.31
Separation Agreement between the Company and Robert Leechman, dated February 24, 2009, including form of Full
and Complete Release and Agreement on Competition, Trade Secrets and Confidentiality incorporated herein by
reference to Exhibit 10.9 of the Companys Quarterly Report on Form 10-Q for the quarter ended April 3, 2009.*
10.32
Separation Agreement between the Company and Cynthia McCague, dated June 22, 2009 (effective as of July 22, 2009),
including form of Full and Complete Release and Agreement on Competition, Trade Secrets and Confidentiality and
summary of anticipated consulting agreement incorporated herein by reference to Exhibit 10.1 of the Companys
Quarterly Report on Form 10-Q for the quarter ended October 2, 2009.*
10.33
Letter of Understanding between the Company and Ceree Eberly, dated October 26, 2009, including Agreement on
Confidentiality, Non-Competition and Non-Solicitation, dated November 1, 2009 incorporated herein by reference to
Exhibit 10.47 of the Companys Annual Report on Form 10-K for the year ended December 31, 2009.*
10.34.1
The Coca-Cola Export Corporation Overseas Retirement Plan, as amended and restated, effective October 1, 2007
incorporated herein by reference to Exhibit 10.55 of the Companys Annual Report on Form 10-K for the year ended
December 31, 2008.*
10.34.2
Amendment Number One to The Coca-Cola Export Corporation Overseas Retirement Plan, as Amended and Restated
Effective October 1, 2007, dated September 29, 2011.*
10.34.3
Amendment Number Two to The Coca-Cola Export Corporation Overseas Retirement Plan, as Amended and Restated
Effective October 1, 2007, dated November 14, 2011.*
10.35.1
The Coca-Cola Export Corporation International Thrift Plan, as amended and restated, effective January 1, 2011
incorporated herein by reference to Exhibit 10.8 of the Companys Quarterly Report on Form 10-Q for the quarter
ended April 1, 2011.*
10.35.2
Amendment Number One to The Coca-Cola Export Corporation International Thrift Plan, as Amended and Restated,
Effective January 1, 2011, dated September 20, 2011.*
10.36
Letter Agreement, dated as of June 7, 2010, between The Coca-Cola Company and Dr Pepper Seven-Up, Inc.
incorporated herein by reference to Exhibit 10.1 of the Companys Current Report on Form 8-K filed on June 7, 2010.
10.37
[RESERVED]
10.38
Coca-Cola Enterprises Inc. Stock Deferral Plan incorporated herein by reference to Exhibit 99.1 to the Companys
Registration Statement on Form S-3 (Registration No. 333-169724) filed on October 1, 2010.*
10.39
Coca-Cola Enterprises Inc. 1997 Stock Option Plan incorporated herein by reference to Exhibit 99.1 to the
Companys Registration Statement on Form S-8 (Registration No. 333-169722) filed on October 1, 2010.*
10.40
Coca-Cola Enterprises Inc. 1999 Stock Option Plan incorporated herein by reference to Exhibit 99.2 to the
Companys Registration Statement on Form S-8 (Registration No. 333-169722) filed on October 1, 2010.*
10.41
Coca-Cola Enterprises Inc. 2001 Restricted Stock Award Plan incorporated herein by reference to Exhibit 99.3 to the
Companys Registration Statement on Form S-8 (Registration No. 333-169722) filed on October 1, 2010.*
10.42
Coca-Cola Enterprises Inc. 2001 Stock Option Plan incorporated herein by reference to Exhibit 99.4 to the
Companys Registration Statement on Form S-8 (Registration No. 333-169722) filed on October 1, 2010.*
10.43
Coca-Cola Enterprises Inc. 2004 Stock Award Plan incorporated herein by reference to Exhibit 99.5 to the
Companys Registration Statement on Form S-8 (Registration No. 333-169722) filed on October 1, 2010.*
10.44.1
Coca-Cola Enterprises Inc. 2007 Incentive Award Plan incorporated herein by reference to Exhibit 99.6 to the
Companys Registration Statement on Form S-8 (Registration No. 333-169722) filed on October 1, 2010.*
10.44.2
Form of 2007 Stock Option Agreement (Senior Officers) under the Coca-Cola Enterprises Inc. 2007 Incentive Award
Plan incorporated herein by reference to Exhibit 10.32 to Coca-Cola Refreshments USA, Inc.s (formerly known as
Coca-Cola Enterprises Inc.) Annual Report on Form 10-K for the year ended December 31, 2007.*
10.44.3
Form of Stock Option Agreement (Chief Executive Officer and Senior Officers) under the Coca-Cola Enterprises Inc.
2007 Incentive Award Plan for Awards after October 29, 2008 incorporated herein by reference to Exhibit 10.16.4 to
Coca-Cola Refreshments USA, Inc.s (formerly known as Coca-Cola Enterprises Inc.) Annual Report on Form 10-K for
the year ended December 31, 2008.*
156
Exhibit No.
10.44.4
10.44.5
10.44.6
10.45.1
10.45.2
10.45.3
10.45.4
10.45.5
10.46.1
10.46.2
10.46.3
10.47
10.48.1
10.48.2
10.48.3
10.48.4
10.49
Form of 2007 Restricted Stock Unit Agreement (Senior Officers) under the Coca-Cola Enterprises Inc. 2007 Incentive
Award Plan incorporated herein by reference to Exhibit 10.16.7 to Coca-Cola Refreshments USA, Inc.s (formerly
known as Coca-Cola Enterprises Inc.) Annual Report on Form 10-K for the year ended December 31, 2008.*
Form of 2007 Performance Share Unit Agreement (Senior Officers) under the Coca-Cola Enterprises Inc. 2007
Incentive Award Plan incorporated herein by reference to Exhibit 10.16.10 to Coca-Cola Refreshments USA, Inc.s
(formerly known as Coca-Cola Enterprises Inc.) Annual Report on Form 10-K for the year ended December 31, 2008.*
Form of Performance Share Unit Agreement (Chief Executive Officer and Senior Officers) under the Coca-Cola
Enterprises Inc. 2007 Incentive Award Plan for Awards after October 29, 2008 incorporated herein by reference to
Exhibit 10.16.12 to Coca-Cola Refreshments USA, Inc.s (formerly known as Coca-Cola Enterprises Inc.) Annual Report
on Form 10-K for the year ended December 31, 2008.*
Coca-Cola Refreshments USA, Inc. Supplemental Matched Employee Savings and Investment Plan (Amended and
Restated Effective January 1, 2010) incorporated herein by reference to Exhibit 10.2 to Coca-Cola Refreshments
USA, Inc.s (formerly known as Coca-Cola Enterprises Inc.) Annual Report on Form 10-K for the year ended
December 31, 2009.*
First Amendment to the Coca-Cola Refreshments USA, Inc. Supplemental Matched Employee Savings and Investment
Plan (Amended and Restated Effective January 1, 2010), dated September 24, 2010 incorporated herein by reference
to Exhibit 10.45.2 to the Companys Annual Report on Form 10-K for the year ended December 31, 2010.*
Second Amendment to the Coca-Cola Refreshments USA, Inc. Supplemental Matched Employee Savings and
Investment Plan (Amended and Restated Effective January 1, 2010), dated November 3, 2010 incorporated herein by
reference to Exhibit 10.45.3 to the Companys Annual Report on Form 10-K for the year ended December 31, 2010.*
Third Amendment to the Coca-Cola Refreshments USA, Inc. Supplemental Matched Employee Savings and Investment
Plan, Effective January 1, 2010), dated February 15, 2011.*
Fourth Amendment to the Coca-Cola Refreshments USA, Inc. Supplemental Matched Employee Savings and
Investment Plan, effective December 31, 2011, dated December 14, 2011.*
Coca-Cola Refreshments Executive Pension Plan, dated December 13, 2010 (Amended and Restated Effective
January 1, 2011) incorporated herein by reference to Exhibit 10.46 to the Companys Annual Report on Form 10-K
for the year ended December 31, 2010.*
Amendment Number One to the Coca-Cola Refreshments Executive Pension Plan (Amended and Restated Effective
January 1, 2011), dated as of July 14, 2011 incorporated herein by reference to Exhibit 10.1 of the Companys
Quarterly Report on Form 10-Q for the quarter ended September 30, 2011.*
Amendment Number Two to the Coca-Cola Refreshments Executive Pension Plan, effective December 31, 2011, dated
December 14, 2011.*
Summary Plan Description for Coca-Cola Refreshments USA, Inc. Executive Long-Term Disability Plan incorporated
by reference to Exhibit 10.18 of Coca-Cola Refreshments USA, Inc.s (formerly known as Coca-Cola Enterprises Inc.)
Annual Report on Form 10-K for the year ended December 31, 2006.*
Coca-Cola Refreshments USA, Inc. Executive Severance Plan (Amended and Restated Effective December 31, 2008)
incorporated herein by reference to Exhibit 10.5.4 to Coca-Cola Refreshments USA, Inc.s (formerly known as
Coca-Cola Enterprises Inc.) Annual Report on Form 10-K for the year ended December 31, 2008.*
First Amendment to the Coca-Cola Refreshments USA, Inc. Executive Severance Plan (Amended and Restated
Effective December 31, 2008), dated as of November 3, 2010 incorporated herein by reference to Exhibit 10.48.2 to
the Companys Annual Report on Form 10-K for the year ended December 31, 2010.*
Form Agreement in connection with the Coca-Cola Refreshments USA, Inc. Executive Severance Plan (Amended and
Restated Effective September 25, 2008) incorporated herein by reference to Exhibit 10.5.5 to Coca-Cola
Refreshments USA, Inc.s (formerly known as Coca-Cola Enterprises Inc.) Annual Report on Form 10-K for the year
ended December 31, 2008.*
Amendment Number Two to the Coca-Cola Refreshments USA, Inc. Executive Severance Plan (Amended and Restated
Effective December 31, 2008), dated as of July 14, 2011 incorporated herein by reference to Exhibit 10.2 of the
Companys Quarterly Report on Form 10-Q for the quarter ended September 30, 2011.*
Amendment to certain Coca-Cola Refreshments USA, Inc.s (formerly known as Coca-Cola Enterprises Inc.) Employee
Benefit Plans and Equity Plans, effective December 6, 2010 incorporated herein by reference to Exhibit 10.49 to the
Companys Annual Report on Form 10-K for the year ended December 31, 2010.*
157
Exhibit No.
10.50
Offer Letter, dated October 21, 2010, from the Company to Steven A. Cahillane, including Agreement on
Confidentiality, Non-Competition and Non-Solicitation, dated November 10, 2010 incorporated herein by reference
to Exhibit 10.50 to the Companys Annual Report on Form 10-K for the year ended December 31, 2010.*
10.51
Offer Letter, dated January 5, 2011, from the Company to Guy Wollaert, including Agreement on Confidentiality,
Non-Competition and Non-Solicitation, dated June 23, 2008 incorporated herein by reference to Exhibit 10.9 of the
Companys Quarterly Report on Form 10-Q for the quarter ended April 1, 2011.*
12.1
Computation of Ratios of Earnings to Fixed Charges for the years ended December 31, 2011, 2010, 2009, 2008
and 2007.
21.1
23.1
24.1
31.1
Rule 13a-14(a)/15d-14(a) Certification, executed by Muhtar Kent, Chairman of the Board of Directors, Chief Executive
Officer and President of The Coca-Cola Company.
31.2
Rule 13a-14(a)/15d-14(a) Certification, executed by Gary P. Fayard, Executive Vice President and Chief Financial
Officer of The Coca-Cola Company.
32.1
Certifications required by Rule 13a-14(b) or Rule 15d-14(b) and Section 1350 of Chapter 63 of Title 18 of the
United States Code (18 U.S.C. 1350), executed by Muhtar Kent, Chairman of the Board of Directors, Chief Executive
Officer and President of The Coca-Cola Company and by Gary P. Fayard, Executive Vice President and Chief Financial
Officer of The Coca-Cola Company.
101
The following financial information from The Coca-Cola Companys Annual Report on Form 10-K for the year ended
December 31, 2011, formatted in XBRL (eXtensible Business Reporting Language): (i) Consolidated Statements of
Income, (ii) Consolidated Balance Sheets, (iii) Consolidated Statements of Cash Flows, (iv) Consolidated Statements of
Shareowners Equity and (v) the Notes to Consolidated Financial Statements.
* Management contracts and compensatory plans and arrangements required to be filed as exhibits pursuant to Item 15(b) of this report.
158
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Registrant has duly caused this
report to be signed on its behalf by the undersigned, thereunto duly authorized.
THE COCA-COLA COMPANY
(Registrant)
By: /s/ MUHTAR KENT
Muhtar Kent
Chairman of the Board of Directors,
Chief Executive Officer and President
Date: February 23, 2012
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons
on behalf of the Registrant and in the capacities and on the dates indicated.
/s/ MUHTAR KENT
Muhtar Kent
Chairman of the Board of Directors,
Chief Executive Officer,
President and a Director
(Principal Executive Officer)
February 23, 2012
*
Richard M. Daley
Director
*
Barry Diller
Director
Evan G. Greenberg
Director
Herbert A. Allen
Director
Alexis M. Herman
Director
Ronald W. Allen
Director
Donald R. Keough
Director
Howard G. Buffett
Director
Robert A. Kotick
Director
159
Peter V. Ueberroth
Director
Donald F. McHenry
Director
Jacob Wallenberg
Director
Sam Nunn
Director
James B. Williams
Director
160
EXHIBIT 31.1
CERTIFICATIONS
I, Muhtar Kent, Chairman of the Board of Directors, Chief Executive Officer and President of The Coca-Cola Company, certify
that:
1.
I have reviewed this annual report on Form 10-K of The Coca-Cola Company;
2.
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material
fact necessary to make the statements made, in light of the circumstances under which such statements were made, not
misleading with respect to the period covered by this report;
3.
Based on my knowledge, the financial statements, and other financial information included in this report, fairly present
in all material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the
periods presented in this report;
4.
The registrants other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as
defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
(a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed
under our supervision, to ensure that material information relating to the registrant, including its consolidated
subsidiaries, is made known to us by others within those entities, particularly during the period in which this report
is being prepared;
(b) Designed such internal control over financial reporting, or caused such internal control over financial reporting to be
designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and
the preparation of financial statements for external purposes in accordance with generally accepted accounting
principles;
(c) Evaluated the effectiveness of the registrants disclosure controls and procedures and presented in this report our
conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by
this report based on such evaluation; and
(d) Disclosed in this report any change in the registrants internal control over financial reporting that occurred during
the registrants most recent fiscal quarter (the registrants fourth fiscal quarter in the case of an annual report) that
has materially affected, or is reasonably likely to materially affect, the registrants internal control over financial
reporting; and
5.
The registrants other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control
over financial reporting, to the registrants auditors and the audit committee of the registrants board of directors (or
persons performing the equivalent functions):
(a) All significant deficiencies and material weaknesses in the design or operation of internal control over financial
reporting which are reasonably likely to adversely affect the registrants ability to record, process, summarize and
report financial information; and
(b) Any fraud, whether or not material, that involves management or other employees who have a significant role in the
registrants internal control over financial reporting.
Date: February 23, 2012
/s/ MUHTAR KENT
Muhtar Kent
Chairman of the Board of Directors, Chief Executive Officer
and President
EXHIBIT 31.2
CERTIFICATIONS
I, Gary P. Fayard, Executive Vice President and Chief Financial Officer of The Coca-Cola Company, certify that:
1.
I have reviewed this annual report on Form 10-K of The Coca-Cola Company;
2.
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material
fact necessary to make the statements made, in light of the circumstances under which such statements were made, not
misleading with respect to the period covered by this report;
3.
Based on my knowledge, the financial statements, and other financial information included in this report, fairly present
in all material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the
periods presented in this report;
4.
The registrants other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and
procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) and internal control over financial reporting (as
defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the registrant and have:
(a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed
under our supervision, to ensure that material information relating to the registrant, including its consolidated
subsidiaries, is made known to us by others within those entities, particularly during the period in which this report
is being prepared;
(b) Designed such internal control over financial reporting, or caused such internal control over financial reporting to be
designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and
the preparation of financial statements for external purposes in accordance with generally accepted accounting
principles;
(c) Evaluated the effectiveness of the registrants disclosure controls and procedures and presented in this report our
conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by
this report based on such evaluation; and
(d) Disclosed in this report any change in the registrants internal control over financial reporting that occurred during
the registrants most recent fiscal quarter (the registrants fourth fiscal quarter in the case of an annual report) that
has materially affected, or is reasonably likely to materially affect, the registrants internal control over financial
reporting; and
5.
The registrants other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control
over financial reporting, to the registrants auditors and the audit committee of the registrants board of directors (or
persons performing the equivalent functions):
(a) All significant deficiencies and material weaknesses in the design or operation of internal control over financial
reporting which are reasonably likely to adversely affect the registrants ability to record, process, summarize and
report financial information; and
(b) Any fraud, whether or not material, that involves management or other employees who have a significant role in the
registrants internal control over financial reporting.
Date: February 23, 2012
/s/ GARY P. FAYARD
Gary P. Fayard
Executive Vice President and Chief Financial Officer
EXHIBIT 32.1
CERTIFICATION PURSUANT TO
18 U.S.C. SECTION 1350,
AS ADOPTED PURSUANT TO
SECTION 906 OF THE SARBANES-OXLEY ACT OF 2002
In connection with the annual report of The Coca-Cola Company (the Company) on Form 10-K for the period ended
December 31, 2011 (the Report), I, Muhtar Kent, Chairman of the Board of Directors, Chief Executive Officer and President of
the Company and I, Gary P. Fayard, Executive Vice President and Chief Financial Officer of the Company, each certify, pursuant
to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the Sarbanes-Oxley Act of 2002, that:
(1) to my knowledge, the Report fully complies with the requirements of Section 13(a) or 15(d) of the Securities Exchange
Act of 1934; and
(2) the information contained in the Report fairly presents, in all material respects, the financial condition and results of
operations of the Company.
/s/ MUHTAR KENT
Muhtar Kent
Chairman of the Board of Directors, Chief Executive Officer
and President
February 23, 2012
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