UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
WASHINGTON, D.C. 20549
FORM 10-K
x Annual Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the fiscal year ended December 31, 20142017
OR
¨ Transition Report Pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934
For the transition period from to
Commission File Number 1-183
THE HERSHEY COMPANY
(Exact name of registrant as specified in its charter)
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| Delaware | 23-0691590 |
(State or other jurisdiction of
incorporation or organization) | (I.R.S. Employer Identification No.) |
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| 100 Crystal A Drive, Hershey, PA | 17033 |
| (Address of principal executive offices) | (Zip Code) |
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| Registrant’s telephone number, including area code: (717) 534-4200 |
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| Securities registered pursuant to Section 12(b) of the Act: |
| Title of each class | Name of each exchange on which registered |
| Common Stock, one dollar par value | New York Stock Exchange |
| Securities registered pursuant to Section 12(g) of the Act: |
| Title of class |
| Class B Common Stock, one dollar par value |
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Yes x No ¨
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act. Yes ¨ No x
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes x No ¨
Indicate by check mark whether the registrant has submitted electronically and posted on its corporate Web site, if any, every Interactive Data File required to be submitted and posted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit and post such files). Yes x No ¨
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K (§229.405 of this chapter) is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. x¨
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer”filer,” “smaller reporting company” and “smaller reporting“emerging growth company” in Rule 12b-2 of the Exchange Act. (Check one):
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| Large accelerated filer | x | | Accelerated filer | ¨ | | Smaller reporting company | ¨ | |
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| Non-accelerated filer | ¨ | (Do not check if a smaller reporting company) | | Emerging growth company | ¨ | |
Large accelerated filer x Accelerated filerIf an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ¨
Non-accelerated filer ¨Smaller reporting company ¨
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).
Yes ¨ No x
State
As of June 30, 2017 (the last business day of the registrant’s most recently completed second fiscal quarter), the aggregate market value of the voting and non-voting common equity held by non-affiliates computed by reference to the price at which the common equity was last sold, or the average bid and asked price of such common equity, as of the last business day of the registrant’s most recently completed second fiscal quarter.
Common Stock, one dollar par value—$14,349,963,182 as of June 27, 2014.
Class B Common Stock, one dollar par value—$752,584 as of June 27, 2014. While the$14,885,931,198. Class B Common Stock is not listed for public trading on any exchange or market system,system. However, Class B shares of that class are convertible into shares of Common Stock at any time on a share-for-share basis. Determination of aggregate market value assumes all outstanding shares of Class B Common Stock were converted to Common Stock as of June 30, 2017. The market value indicated is calculated based on the closing price of the Common Stock on the New York Stock Exchange on June 27, 2014.30, 2017 ($107.37 per share).
Indicate the number of shares outstanding of each of the registrant’s classes of common stock as of the latest practicable date.
Common Stock, one dollar par value—160,208,263149,863,997 shares, as of February 6, 2015.16, 2018.
Class B Common Stock, one dollar par value—60,619,777 shares, as of February 6, 2015.16, 2018.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the Proxy Statement for the 20152018 Annual Meeting of Stockholders are incorporated by reference into Part III of this report.Annual Report on Form 10-K.
THE HERSHEY COMPANY
Annual Report on Form 10-K
For the Fiscal Year Ended December 31, 2017
TABLE OF CONTENTS
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| PART II | | | | |
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PART I
The Hershey Company was incorporated under the laws of the State of Delaware on October 24, 1927 as a successor to a business founded in 1894 by Milton S. Hershey. In this report, the terms “Hershey,” “Company,” “we,” “us” or “our” mean The Hershey Company and its wholly-owned subsidiaries and entities in which it has a controlling financial interest, unless the context indicates otherwise.
Hershey is a global confectionery leader known for bringing goodness to the world through chocolate, sweets, mints and other great tasting snacks. We are the largest producer of quality chocolate in North America, a leading snack maker in the United States and a global leader in chocolate and sugarnon-chocolate confectionery. We market, sell and distribute our products under more than 80 brand names in approximately 7080 countries worldwide.
Reportable Segments
We operate under a matrix reportingOur organizational structure is designed to ensure continued focus on North America, coupled with an emphasis on acceleratingprofitable growth in our focus international markets, as we continue to transform into a more global company.markets. Our business is organized around geographic regions, and strategic business units. It is designed to enablewhich enables us to build processes for repeatable success in our global markets. The Presidents of our geographic regions, along with the Senior Vice President responsible for our Global Retail and Licensing business, are accountable for delivering our annual financial plans and report into our CEO, who serves as our Chief Operating Decision Maker (“CODM”), soAs a result, we have defined our operating segments on a geographic basis. Becausebasis, as this aligns with how our Chief Operating Decision Maker (“CODM”) manages our business, including resource allocation and performance assessment. Our North America business, currentlywhich generates over 85%approximately 88% of our consolidated revenue, and noneis our only reportable segment. None of our other geographic regionsoperating segments meet the quantitative thresholds to qualify as reportable segments; therefore, these operating segments are individually significant, we have historically presented our businesscombined and disclosed below as one reportable segment. However, given the recent growth in our international business, combined with the September 2014 acquisition of Shanghai Golden Monkey, we have elected to begin reporting our operations within two segments, North America and International and Other, to provide additional transparency into our operations outside of North America. We have defined our reportable segments as follows:Other.
North America - This segment is responsible for our traditional chocolate and sugarnon-chocolate confectionery market position, as well as our grocery and growing snacks market positions, in the United States and Canada. This includes developing and growing our business in chocolate sugarand non-chocolate confectionery, refreshment, snack, pantry, and food service and other snacking product lines.
International and Other - This segment includesInternational and Other is a combination of all other countriesoperating segments that are not individually material, including those geographic regions where we operate outside of North America. We currently have operations and manufacture import, market,product in China, Mexico, Brazil, India and Malaysia, primarily for consumers in these regions, and also distribute and sell or distribute chocolate, sugar confectionery and other products. Currently, this includes our operationsproducts in export markets of Asia, Latin America, Middle East, Europe, Africa and the Middle East, along with exports to theseother regions. While a minor component, thisThis segment also includes our global retail operations, including Hershey’sHershey's Chocolate World stores in Hershey, Pennsylvania, New York City, Chicago, Las Vegas, Shanghai, Niagara Falls (Ontario), Dubai, and Singapore, as well as operations associated with licensing the use of certain of the Company's trademarks and products to third parties around the world.
Across our business, we also focus on growth within our three strategic business units - Chocolate, Sweets and Refreshments and Snacks and Adjacencies. These strategic business units focus on specific components of our product line and are responsible for building and leveraging the Company’s global brands and disseminating best demonstrated practices around the world. All of our products are marketed and distributed through our existing geographic go-to-market platforms.
Financial and other information regarding our reportable segments is provided in our Management’s Discussion and Analysis and Note 11 to the Consolidated Financial Statements.
Business Acquisitions
In September 2014,January 2018, we completed the acquisition of 80% of the outstanding shares of Shanghai Golden Monkey Food Joint Stock Co., Ltd. (“SGM”), a confectionery company based in Shanghai, China. SGM operates through six production facilities located in China, and the Golden Monkey product line is primarily sold through traditional trade channels.
In 2014, we also acquired all of the outstanding shares of Amplify Snack Brands, Inc. ("Amplify"), a publicly traded company based in Austin, Texas that owns several popular better-for-you snack brands such as SkinnyPop, Oatmega, Paqui and Tyrrells. The Allan Candy Company Limited (“Allan”) headquartered in Ontario, Canada andacquisition enables us to capture more consumer snacking occasions by creating a controlling interest in Lotte Shanghai Food Company, a joint venture established in 2007 in China forbroader portfolio of brands.
In April 2016, we completed the purposeacquisition of manufacturing and selling product to the joint venture partners. These acquisitions provide us with additional manufacturing and distribution capacity to serve primarily the North America and Asia markets, respectively.
In January 2012, we acquired all of the outstanding stockshares of Brookside Foods Ltd. (“Brookside”),Ripple Brand Collective, LLC, a privately held confectionery company based in Abbottsford, British Columbia, Canada. As part of this transaction, we acquired two production facilities locatedCongers, New York that owns the barkTHINS mass premium chocolate snacking brand. The acquisition was undertaken in British Columbia and Quebec and expandedorder to broaden our product lineofferings in the premium and portable snacking categories.
In March 2015, we completed the acquisition of all of the outstanding shares of KRAVE Pure Foods, Inc. (“Krave”), the Sonoma, California based manufacturer of Krave, a leading all-natural brand of premium meat snack products. The transaction was undertaken to include Brookside’s chocolate covered, fruit-flavored confectionery products.enable us to tap into the rapidly growing meat snacks category and further expand into the broader snacks space.
Products and Brands
Our principal confectioneryproduct offerings include chocolate and sugarnon-chocolate confectionery products; gum and mint refreshment products; pantry items, such as baking ingredients, toppings and beverages; and snack items such as spreads.spreads, meat snacks, bars and snack bites and mixes, popcorn and protein bars and cookies.
Within our North America markets, our product portfolio includes a wide variety of chocolate offerings marketed and sold under the renowned brands of Hershey’s, Reese’s, and Kisses, along with other popular chocolate and sugarnon-chocolate confectionery brands such as Jolly Rancher, Almond Joy, Brookside, barkTHINS, Cadbury,Good & Plenty, Heath, Kit Kat®, Lancaster, Payday, Rolo®, Twizzlers, Whoppersand York. We also offer premium chocolate products, primarily in the U.S.,United States, through the Scharffen Berger and Dagoba brands. Our refreshmentgum and mint products includinginclude Ice Breakers mints and chewing gum, Breathsavers mints and Bubble Yum bubble gum. Our pantry and snack items that are principally sold in North America include baking products, and toppings and sundae syrups sold under the Hershey’s, Reese’s and Heath brands, as well as our new family of Hershey’s and Reese’s chocolate spreads.spreads, snack bites and mixes, Krave meat snack products, Popwell half-popped corn snacks, ready-to-eat SkinnyPop popcorn and other better-for-you snack brands such as Oatmega, Paqui and Tyrrells.
Within our International and Other markets, we manufacture, market and sell many of these same brands, as well as other brands that are marketed regionally, such as Golden Monkey confectionery andMunching Monkey snack products in China, Pelon Pelo Rico confectionery products in Mexico, IO-IO snack products in Brazil, and Nutrine and Maha Lacto confectionery products and Jumpin and Sofit beverage products in India.
Principal Customers and Marketing Strategy
Our customers are mainly wholesale distributors, chain grocery stores, mass merchandisers, chain drug stores, vending companies, wholesale clubs, convenience stores, dollar stores, concessionaires and department stores. The majority of our customers, with the exception of wholesale distributors, resell our products to end-consumers in retail outlets in North America and other locations worldwide.
In 2014,2017, approximately 25%29% of our consolidated net sales were made to McLane Company, Inc., one of the largest wholesale distributors in the United States to convenience stores, drug stores, wholesale clubs and mass merchandisers and the primary distributor of our products to Wal-Mart Stores, Inc.
The foundation of our marketing strategy is our strong brand equities, product innovation and the consistently superior quality of our products. We devote considerable resources to the identification, development, testing, manufacturing and marketing of new products. We utilize a variety of promotional programs directed towards our customers, as well as advertising and promotional programs for consumers of our products, to stimulate sales of certain products at various times throughout the year.
In conjunction with our sales and marketing efforts, our efficient product distribution network helps us maintain sales growth and provide superior customer service. We plan optimum stock levels and work with our customers to set reasonable delivery times. Our distribution network provides forservice by facilitating the efficient shipment of our products from our manufacturing plants to strategically located distribution centers. We primarily use common carriers to deliver our products from these distribution points to our customers.
Raw Materials and Pricing
Cocoa products, including cocoa liquor, cocoa butter and cocoa powder processed from cocoa beans, are the most significant raw materials we use to produce our chocolate products. These cocoa products are purchased directly from third-party suppliers, who source cocoa beans that are grown principally in Far Eastern, West African, Central and South American equatorial regions. West Africa accounts for approximately 72%70% of the world’s supply of cocoa beans.
Adverse weather, crop disease, political unrest and other problems in cocoa-producing countries have caused price fluctuations in the past, but have never resulted in the total loss of a particular producing country’s cocoa crop and/or exports. In the event that a significant disruption occurs in any given country, we believe cocoa from other producing countries and from current physical cocoa stocks in consuming countries would provide a significant supply buffer.
In 2016, we established a trading company in Switzerland that performs all aspects of cocoa procurement, including price risk management, physical supply procurement and sustainable sourcing oversight. The trading company was implemented to optimize the supply chain for our cocoa requirements, with a strategic focus on gaining real time access to cocoa market intelligence. It also provides us with the ability to recruit and retain world class commodities traders and procurement professionals and enables enhanced collaboration with commodities trade groups, the global cocoa community and sustainable sourcing resources.
We also use substantial quantities of sugar, Class II fluidand IV dairy milk,products, peanuts, almonds and energy in our production process. Most of these inputs for our domestic and Canadian operations are purchased from suppliers in the United States. For our international operations, inputs not locally available may be imported from other countries.
We change prices and weights of our products when necessary to accommodate changes in input costs, the competitive environment and profit objectives, while at the same time maintaining consumer value. Price increases and weight changes help to offset increases in our input costs, including raw and packaging materials, fuel, utilities, transportation costs and employee benefits. When we implement price increases, as we did in July 2014 in North America, there is usually a time lag between the effective date of the list price increases and the impact of the price increases on net sales, in part because we typically honor previous commitments to planned consumer and customer promotions and merchandising events subsequent to the effective date of the price increases. In addition, promotional allowances may be increased subsequent to the effective date, delaying or partially offsetting the impact of price increases on net sales.
Competition
Many of our confectionery brands enjoy wide consumer acceptance and are among the leading brands sold in the marketplace in North America and certain markets in Latin America. We sell our brands in highly competitive markets with many other global multinational, national, regional and local firms. Some of our competitors are large companies with significant resources and substantial international operations. Competition in our product categories is based on product innovation, product quality, price, brand recognition and loyalty, effectiveness of marketing and promotional activity, the ability to identify and satisfy consumer preferences, as well as convenience and service. In recent years, we have also experienced increased competition from other snack items, which has pressured confectionery category growth.
Working Capital, Seasonality and Backlog
Our sales are typically higher during the third and fourth quarters of the year, representing seasonal and holiday-related sales patterns. We manufacture primarily for stock and typically fill customer orders within a few days of receipt. Therefore, the backlog of any unfilled orders is not material to our total annual sales. Additional information relating to our cash flows from operations and working capital practices is provided in our Management’s Discussion and Analysis.
Trademarks, Service Marks and License Agreements
We own various registered and unregistered trademarks and service marks. The trademarks covering our key product brands are of material importance to our business. We follow a practice of seeking trademark protection in the U.S.United States and other key international markets where our products are sold. We also grant trademark licenses to third parties to produce and sell pantry items, flavored milks and various other products primarily under the Hershey’s and Reese’s brand names.
Furthermore, we have rights under license agreements with several companies to manufacture and/or sell and distribute certain products. Our rights under these agreements are extendible on a long-term basis at our option. Our most significant licensing agreements are as follows:
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| Company | | Brand | | Location | | Requirements |
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| Kraft Foods Ireland Intellectual Property Limited | | York Peter Paul Almond Joy Peter Paul Mounds | | Worldwide | | None |
| Cadbury UK Limited | | Cadbury Caramello | | United States | | Minimum sales requirement exceeded in 20142017 |
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Société des
Produits Nestlé SA | | Kit Kat® Rolo® | | United States | | Minimum unit volume sales exceeded in 20142017 |
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| Huhtamäki Oy affiliate | | Good & Plenty Heath Jolly Rancher Milk Duds Payday Whoppers | | Worldwide | | None |
Research and Development
We engage in a variety of research and development activities in a number of countries, including the United States, Mexico, Brazil, India and China. We develop new products, improve the quality of existing products, improve and modernize production processes, and develop and implement new technologies to enhance the quality and value of both current and proposed product lines. Information concerning our research and development expense is contained in Note 1 to the Consolidated Financial Statements.
Food Quality and Safety Regulation
The manufacture and sale of consumer food products is highly regulated. In the United States, our activities are subject to regulation by various government agencies, including the Food and Drug Administration, the Department of Agriculture, the Federal Trade Commission, the Department of Commerce and the Environmental Protection Agency, as well as various state and local agencies. Similar agencies also regulate our businesses outside of the United States.
We believe our Product Excellence Program provides us with an effective product quality and safety program. This program is integral to our global supply chain platform and is intended to ensure that all products we purchase, manufacture and distribute are safe, are of high quality and comply with applicable laws and regulations.
Through our Product Excellence Program, we evaluate theour supply chain including ingredients, packaging, processes, products, distribution and the environment to determine where product quality and safety controls are necessary. We identify risks and establish controls intended to ensure product quality and safety. Various government agencies and third-party firms as well as our quality assurance staff conduct audits of all facilities that manufacture our products to assure effectiveness and compliance with our program and applicable laws and regulations.
Environmental Considerations
We mademake routine operating and capital expenditures during 2014 to comply with environmental laws and regulations. These annual expenditures wereare not material with respect to our results of operations, capital expenditures or competitive position.
Employees
As of December 31, 2014,2017, we employed approximately 20,80015,360 full-time and 1,6501,550 part-time employees worldwide. Our employee headcount has increased compared to prior years due mainly to recent acquisitions, most notably SGM. Collective bargaining agreements covered approximately 5,7505,450 employees. During 2015,2018, agreements are expected towill be negotiated for certain employees at four facilities outside of the United States, comprising approximately 64%72% of total employees under collective bargaining agreements. We believe that our employee relations are generally good.
Financial Information by Geographic Area
Our principal operations and markets are located in the United States. The percentage of total consolidated net sales for our businesses outside of the United States was 17.5%16.7% for 2014, 16.6%2017, 16.7% for 20132016 and 16.2%17.2% for 2012.2015. The percentage of total consolidatedlong-lived assets outside of the United States was 35.4%25.2% as of December 31, 20142017 and 19.4%29.8% as of December 31, 2013.2016.
Corporate Social Responsibility
Our founder, Milton S. Hershey, established an enduring model of responsible citizenship while creating a successful business. Driving sustainable business practices, making a difference in our communities and operating with the highest integrity are vital parts of our heritage. Milton Hershey School, established by Milton and Catherine Hershey, lies at the center of our unique heritage. Mr. Hershey donated and bequeathed almost his entire fortune to Milton Hershey School, which remains our primary beneficiary and provides a world-class education and nurturing home to nearly 2,000 children in need annually. We continue Milton Hershey'sthis legacy of commitment to consumers, community and childrentoday by providing high-qualityhigh quality products while conducting our business in a socially responsible and environmentally sustainable manner.
In 2014, Each year we published our thirdpublish a full corporate social responsibility (“CSR”) report which providedprovides an update on the progress we have made in advancing theour CSR priorities that were discussed in our last CSR report. The report outlined how we performed against the identified performance indicators and unveiled our new CSR framework, titled Shared Goodness.
The safety and health of our employees, and the safety and quality of our products, are at the core of our operations and are areas of ongoing focus. Our over-arching safety goal is to consistently achieve best in class safety performance. We continue to invest in our quality management systems to ensure that product quality andsuch as food safety, remain top priorities. We carefully monitorresponsible sourcing of ingredients, corporate transparency, our focus on improving basic nutrition to help children learn and rigorously enforcegrow and our high standards of excellence for superior quality, consistency, taste and food safety.
In 2014, Hershey was recognized for its environmental, social and governance performance by being named to both the Dow Jones Sustainability World Index and the North America Index. Hershey is one of only 13 companies from the Food, Beverage and Tobacco Industry recognizedcontinued investment in the Dow Jones Sustainability World Indexcommunities where we live and ranked inwork. To learn more about our goals, progress and initiatives, you can access our full CSR report at least the 90th percentile in this evaluation of economic, environmental and social criteria. The Dow Jones Sustainability World Index tracks the performance of the top 10% of the 2,500 largest companies in the S&P Global Broad Market Index that lead the field in terms of sustainability.
We have committed to minimizing our impact on the environment, regularly reviewing the ways in which we manage our operations and secure our supply of raw materials. Eleven of our facilities, including six manufacturing sites, have achieved zero-waste-to-landfill status. At the beginning of 2014, we reset our environmental goals, as we had achieved many of them ahead of schedule. We now have goals to reduce our environmental impact through efforts such as reducing waste, increasing recycling rates and using water more efficiently.
We focus on promoting fair and ethical business dealings. A condition of doing business with us is compliance with our Supplier Code of Conduct, which outlines our expectations with regard to our suppliers' commitment to legal compliance and business integrity, social and working conditions, food safety and the environment.
We continue our leadership role in supporting programs to improve the lives of cocoa farming families through a variety of initiatives. In 2014, we announced our role as a founding member of CocoaAction, a new strategy to align the cocoa sustainability efforts of the world’s largest cocoa and chocolate companies. This new level of coordination and commitment seeks to build a rejuvenated and economically viable cocoa sector for at least 300,000 cocoa farmers
in Cote d’Ivoire and Ghana by 2020. Our 21st Century Cocoa Strategy aims to impact more than two million West Africans by 2017 through public/private programs as well as through Hershey initiatives, including CocoaLink, a first-of-its kind approach that uses mobile technology to deliver practical information on agricultural and social programs to rural cocoa farmers. It is our goal to source 100% certified cocoa for our global chocolate product lines by 2020, assuming adequate supply. We are progressing ahead of schedule as during 2014, 30% of the cocoa we sourced globally was certified. Our active engagement and financial support also continues for the World Cocoa Foundation and the International Cocoa Initiative.
Our employees share their time and resources generously in their communities. Both directly and through the United Way, we contribute to hundreds of agencies that deliver much needed services and resources. In 2014, Hershey donated more than $8 million in cash and product to worthy causes, including more than $3 million through our United Way Campaign. In 2014, we expanded our annual week of volunteerism, Good to Give Back Week, around the world. More than 1,700 employees volunteered with a variety of causes, and over 600 employees in Hershey, Pennsylvania partnered with the nonprofit Stop Hunger Now to pack 210,000 meals for families in need.
Our Company was founded on an enduring social mission – helping children in need. In North America, we are proud of our Project Fellowship program where employees partner with student homes at the Milton Hershey School, and our longstanding partnership with Children’s Miracle Network Hospitals. Around the world our employees are supporting local programs, such as an orphanage for special needs children in the Philippines and a children's burn center in Guadalajara, Mexico.
We have also initiated efforts to align our global citizenship priorities with our business expertise in manufacturing high quality food. We are working with the non-profit organization Project Peanut Butter to advance the treatment of severe malnutrition, the single largest cause of child death in the world today, through the production of locally produced, peanut-based, ready-to-use therapeutic foods. Hershey has sponsored a new manufacturing facility and feeding clinic and donated significant employee time and expertise to expand this program to Ghana.
Our commitment to CSR is yielding powerful results. As we expand into new markets and build upon our leadership in North America, we are convinced that our values and heritage will be fundamental to our continuing success.www.thehersheycompany.com/en_us/responsibility.html.
Available Information
The Company's website address is www.thehersheycompany.com. We file or furnish annual, quarterly and current reports, proxy statements and other information with the United States Securities and Exchange Commission (“SEC”). You may obtain a copy of any of these reports, free of charge, from the Investors section of our website as soon as reasonably practicable after we electronically file such material with, or furnish it to, the SEC. The SEC maintains an Internet site that also contains these reports at: www.sec.gov. In addition, copies of the Company's annual report will be made available, free of charge, on written request to the Company.
We have a Code of Ethical Business Conduct that applies to our Board of Directors (“Board”) and all Company officers and employees, including, without limitation, our Chief Executive Officer and “senior financial officers” (including the Interim PrincipalChief Financial Officer, Chief Accounting Officer and persons performing similar functions). You can obtain a copy of our Code of Ethical Business Conduct, as well as our Corporate Governance Guidelines and charters for each of the Board’s standing committees, from the Investors section of our website. If we change or waive any portion of the Code of Ethical Business Conduct that applies to any of our directors, executive officers or senior financial officers, we will post that information on our website.
Cautionary Note Regarding Forward-Looking Statements
This Annual Report on Form 10-K, including the exhibits hereto and the information incorporated by reference herein, contains “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, which are subject to risks and uncertainties. Other than statements of historical fact, information regarding activities, events and developments that we expect or anticipate will or may occur in the future, including, but not limited to, information relating to our future growth and profitability targets and strategies designed to increase total shareholder value, are forward-looking statements based on management’s estimates, assumptions and projections. Forward-looking statements also include, but are not limited to, statements regarding our future economic and financial condition and results of operations, the plans and objectives of management and our assumptions regarding our performance and such plans and objectives. Many of the forward-looking statements contained in this document may be identified by the use of words such as “intend,” “believe,” “expect,” “anticipate,” “should,” “planned,” “projected,” “estimated” and “potential,” among others. Forward-looking statements contained in this Annual Report on Form 10-K are predictions only and actual results could differ materially from management’s expectations due to a variety of factors, including those described below. All forward-looking statements attributable to us or persons working on our behalf are expressly qualified in their entirety by such risk factors. The forward-looking statements that we make in this Annual Report on Form 10-K are based on management’s current views and assumptions regarding future events and speak only as of their dates. We assume no obligation to update developments of these risk factors or to announce publicly any revisions to any of the forward-looking statements that we make, or to make corrections to reflect future events or developments, except as required by the federal securities laws.
Issues or concerns related to the quality and safety of our products, ingredients or packaging could cause a product recall and/or result in harm to the Company’s reputation, negatively impacting our operating results.
In order to sell our iconic, branded products, we need to maintain a good reputation with our customers and consumers. Issues related to the quality and safety of our products, ingredients or packaging could jeopardize our Company’s image and reputation. Negative publicity related to these types of concerns, or related to product contamination or product tampering, whether valid or not, could decrease demand for our products or cause production and delivery disruptions. We may need to recall products if any of our products become unfit for consumption. In addition, we could potentially be subject to litigation or government actions, which could result in payments of fines or damages. Costs associated with these potential actions could negatively affect our operating results.
Increases in raw material and energy costs along with the availability of adequate supplies of raw materials could affect future financial results.
We use many different commodities for our business, including cocoa products, sugar, dairy products, peanuts, almonds, corn sweeteners, natural gas and fuel oil.
Commodities are subject to price volatility and changes in supply caused by numerous factors, including:
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| Ÿ | Commodity market fluctuations; |
| Ÿ | Currency exchange rates; |
| Ÿ | Imbalances between supply and demand; |
| Ÿ | The effect of weather on crop yield; |
| Ÿ | Speculative influences; |
| Ÿ | Trade agreements among producing and consuming nations; |
| Ÿ | Supplier compliance with commitments; |
| Ÿ | Political unrest in producing countries; and |
| Ÿ | Changes in governmental agricultural programs and energy policies. |
Although we use forward contracts and commodity futures and options contracts where possible to hedge commodity prices, commodity price increases ultimately result in corresponding increases in our raw material and energy costs. If
we are unable to offset cost increases for major raw materials and energy, there could be a negative impact on our financial condition and results of operations.
Price increases may not be sufficient to offset cost increases and maintain profitability or may result in sales volume declines associated with pricing elasticity.
We may be able to pass some or all raw material, energy and other input cost increases to customers by increasing the selling prices of our products or decreasing the size of our products; however, higher product prices or decreased product sizes may also result in a reduction in sales volume and/or consumption. If we are not able to increase our selling prices or reduce product sizes sufficiently, or in a timely manner, to offset increased raw material, energy or other input costs, including packaging, freight, direct labor, overhead and employee benefits, or if our sales volume decreases significantly, there could be a negative impact on our financial condition and results of operations.
In North America, we announced a weighted average price increase in July 2014 of approximately 8% across our instant consumable, multi-pack, packaged candy and grocery lines to help offset part of the significant increases in our input costs, including raw materials, packaging, fuel, utilities and transportation, which we expect to incur in the future. While the increase was effective immediately, direct buying customers were given an opportunity to purchase transitional amounts of product at price points prior to the increase during the immediately following four-week period, and the increase is not expected to benefit seasonal sales until Halloween 2015. Accordingly, we expect that the majority of the financial benefit from this pricing action will impact earnings in 2015.
Market demand for new and existing products could decline.
We operate in highly competitive markets and rely on continued demand for our products. To generate revenues and profits, we must sell products that appeal to our customers and to consumers. Our continued success is impacted by many factors, including the following:
|
| |
| Ÿ | Effective retail execution; |
| Ÿ | Appropriate advertising campaigns and marketing programs; |
| Ÿ | Our ability to secure adequate shelf space at retail locations; |
| Ÿ | Our ability to drive sustainable innovation and maintain a strong pipeline of new products in the confectionery and broader snacking categories; |
| Ÿ | Changes in product category consumption; |
| Ÿ | Our response to consumer demographics and trends;trends, including but not limited to, trends relating to store trips and the impact of the growing e-commerce channel; and |
| Ÿ | Consumer health concerns, including obesity and the consumption of certain ingredients. |
There continuecontinues to be competitive product and pricing pressures in thesethe markets where we operate, as well as challenges in maintaining profit margins. We must maintain mutually beneficial relationships with our key customers, including retailers and distributors, to compete effectively. Our largest customer, McLane Company, Inc., accounted for approximately 25%29% of our total net sales in 2014.2017. McLane Company, Inc. is one of the largest wholesale distributors in the United States to convenience stores, drug stores, wholesale clubs and mass merchandisers, including Wal-Mart Stores, Inc.
Increased marketplace competition could hurt our business.
The global confectionery packaged goods industry is intensely competitive and consolidation in this industry continues. Some of our competitors are large companies that have significant resources and substantial international operations. In 2014, we also experiencedWe continue to experience increased levels of in-store activity for other snack items, which has pressured confectionery category growth. In order to protect our existing market share or capture increased market share in this highly competitive retail environment, we may be required to increase expenditures for promotions and advertising, and must continue to introduce and establish new products. Due to inherent risks in the marketplace associated with advertising and new product introductions, including uncertainties about trade and consumer acceptance, increased expenditures may not prove successful in maintaining or enhancing our market share and could result in lower sales and profits. In addition, we may incur increased credit and other business risks because we operate in a highly competitive retail environment.
Disruption to our manufacturing operations or supply chain could impair our ability to produce or deliver finished products, resulting in a negative impact on our operating results.
Approximately two-thirds70% of our manufacturing capacity is located in the United States. Disruption to our global manufacturing operations or our supply chain could result from, among other factors, the following:
|
| |
| Ÿ | Natural disaster; |
| Ÿ | Pandemic outbreak of disease; |
| Ÿ | Weather; |
| Ÿ | Fire or explosion; |
| Ÿ | Terrorism or other acts of violence; |
| Ÿ | Labor strikes or other labor activities; |
| Ÿ | Unavailability of raw or packaging materials; and |
| Ÿ | Operational and/or financial instability of key suppliers, and other vendors or service providers.providers; and |
| Ÿ | Suboptimal production planning which could impact our ability to cost-effectively meet product demand.
|
We believe that we take adequate precautions to mitigate the impact of possible disruptions. We have strategies and plans in place to manage disruptive events if they were to occur, including our global supply chain strategies and our principle-based global labor relations strategy. If we are unable, or find that it is not financially feasible, to effectively plan for or mitigate the potential impacts of such disruptive events on our manufacturing operations or supply chain, our financial condition and results of operations could be negatively impacted if such events were to occur.
Our financial results may be adversely impacted by the failure to successfully execute or integrate acquisitions, divestitures and joint ventures.
From time to time, we may evaluate potential acquisitions, divestitures or joint ventures that align with our strategic objectives. The success of such activity depends, in part, upon our ability to identify suitable buyers, sellers or business partners; perform effective assessments prior to contract execution; negotiate contract terms; and, if applicable, obtain government approval. These activities may present certain financial, managerial, staffing and talent, and operational risks, including diversion of management’s attention from existing core businesses; difficulties integrating or separating businesses from existing operations; and challenges presented by acquisitions or joint ventures which may not achieve sales levels and profitability that justify the investments made. If the acquisitions, divestitures or joint ventures are not successfully implemented or completed, there could be a negative impact on our financial condition, results of operations and cash flows.
In January 2018, we completed the acquisition of all of the outstanding shares of Amplify Snack Brands, Inc. While we believe significant operating synergies can be obtained in connection with this acquisition, achievement of these synergies will be driven by our ability to successfully leverage Hershey's resources, expertise and capability-building. In addition, the acquisition of Amplify is an important step in our journey to expand our breadth in snacking, as it should enable us to bring scale and category management capabilities to a key sub-segment of the warehouse snack aisle. If we are unable to successfully couple Hershey’s scale and expertise in brand building with Amplify’s existing operations, it may impact our ability to expand our snacking footprint at our desired pace.
Changes in governmental laws and regulations could increase our costs and liabilities or impact demand for our products.
Changes in laws and regulations and the manner in which they are interpreted or applied may alter our business environment. These negative impacts could result from changes in food and drug laws, laws related to advertising and marketing practices, accounting standards, taxation requirements, competition laws, employment laws and environmental laws, among others. It is possible that we could become subject to additional liabilities in the future resulting from changes in laws and regulations that could result in an adverse effect on our financial condition and results of operations.
Political, economic and/or financial market conditions could negatively impact our financial results.
Our operations are impacted by consumer spending levels and impulse purchases which are affected by general macroeconomic conditions, consumer confidence, employment levels, the availability of consumer credit and interest rates on that credit, consumer debt levels, energy costs and other factors. Volatility in food and energy costs, sustained global recessions, rising unemployment and declines in personal spending could adversely impact our revenues, profitability and financial condition.
Changes in financial market conditions may make it difficult to access credit markets on commercially acceptable terms, which may reduce liquidity or increase borrowing costs for our Company, our customers and our suppliers. A significant reduction in liquidity could increase counterparty risk associated with certain suppliers and service
providers, resulting in disruption to our supply chain and/or higher costs, and could impact our customers, resulting in a reduction in our revenue, or a possible increase in bad debt expense.
Our expanding international operations may not achieve projected growth objectives, which could adversely impact our overall business and results of operations.
In 2014,2017, 2016 and 2015, respectively, we derived approximately 18%17% of our net sales from customers located outside of the United States, versus 17% in 2013 and 16% in 2012.States. Additionally, 35%approximately 25% of our total consolidatedlong-lived assets were located outside of the United States as of December 31, 2014.2017. As part of our global growth strategy, we are increasing ourhave made investments outside of the United States, particularly in China, Malaysia, Mexico, Brazil India and China.India. As a result, we are subject to risks and uncertainties relating to international sales and operations, including:
|
| |
| Ÿ | Unforeseen global economic and environmental changes resulting in business interruption, supply constraints, inflation, deflation or decreased demand; |
| Ÿ | Inability to establish, develop and achieve market acceptance of our global brands in international markets; |
| Ÿ | Difficulties and costs associated with compliance and enforcement of remedies under a wide variety of complex laws, treaties and regulations; |
| Ÿ | Unexpected changes in regulatory environments; |
| Ÿ | Political and economic instability, including the possibility of civil unrest, terrorism, mass violence or armed conflict; |
| Ÿ | Nationalization of our properties by foreign governments; |
| Ÿ | Tax rates that may exceed those in the United States and earnings that may be subject to withholding requirements and incremental taxes upon repatriation; |
| Ÿ | Potentially negative consequences from changes in tax laws; |
| Ÿ | The imposition of tariffs, quotas, trade barriers, other trade protection measures and import or export licensing requirements; |
| Ÿ | Increased costs, disruptions in shipping or reduced availability of freight transportation; |
| Ÿ | The impact of currency exchange rate fluctuations between the U.S. dollar and foreign currencies; |
| Ÿ | Failure to gain sufficient profitable scale in certain international markets resulting in an inability to cover manufacturing fixed costs or resulting in losses from impairment or sale of assets; and |
| Ÿ | Failure to recruit, retain and build a talented and engaged global workforce. |
If we are not able to achieve our projected international growth objectives and mitigate the numerous risks and uncertainties associated with our international operations, there could be a negative impact on our financial condition and results of operations.
Disruptions, failures or security breaches of our information technology infrastructure could have a negative impact on our operations.
Information technology is critically important to our business operations. We use information technology to manage all business processes including manufacturing, financial, logistics, sales, marketing and administrative functions. These processes collect, interpret and distribute business data and communicate internally and externally with employees, suppliers, customers and others.
We are regularly the target of attempted cyber and other security threats. Therefore, we continuously monitor and update our information technology networks and infrastructure to prevent, detect, address and mitigate the risk of unauthorized access, misuse, computer viruses and other events that could have a security impact. We invest in industry standard security technology to protect the Company’s data and business processes against risk of data security breach and cyber attack. Our data security management program includes identity, trust, vulnerability and threat management business processes as well as adoption of standard data protection policies. We measure our data security effectiveness through industry accepted methods and remediate significant findings. Additionally, we certify our major technology suppliers and any outsourced services through accepted security certification standards. We maintain and routinely test backup systems and disaster recovery, along with external network security penetration testing by an independent third party as part of our business continuity preparedness. We also have processes in place to prevent disruptions resulting from the implementation of new software and systems of the latest technology.
While we have been subject to cyber attacks and other security breaches, these incidents did not have a significant impact on our business operations. We believe that our security technology tools and processes provide adequate measures of protection against security breaches and in reducing cybersecurity risks,risks. Nevertheless, despite continued vigilance in these areas, disruptions in or failures of information technology systems are possible
and could have a negative impact on our operations or business reputation. Failure of our systems, including failures due to cyber attacks that would prevent the ability of systems to function as intended, could cause transaction errors, loss of customers and sales, and could have negative consequences to our Company, our employees and those with whom we do business. This in turn could have a negative impact on our financial condition and results or operations. In addition, the cost to remediate any damages to our information technology systems suffered as a result of a cyber attack could be significant.
Future developmentsWe might not be able to hire, engage and retain the talented global workforce we need to drive our growth strategies.
Our future success depends upon our ability to identify, hire, develop, engage and retain talented personnel across the globe. Competition for global talent is intense, and we might not be able to identify and hire the personnel we need to continue to evolve and grow our business. In particular, if we are unable to hire the right individuals to fill new or existing senior management positions as vacancies arise, our business performance may be impacted.
Activities related to civil antitrust lawsuitsidentifying, recruiting, hiring and integrating qualified individuals require significant time and attention. We may also need to invest significant amounts of cash and equity to attract talented new employees, and we may never realize returns on these investments.
In addition to hiring new employees, we must continue to focus on retaining and engaging the possible investigation by government regulators of alleged pricing practices by members of the confectionery industrytalented individuals we need to sustain our core business and lead our developing businesses into new markets, channels and categories. This may require significant investments in the United States could negatively impact our reputation and our operating results.
We are a defendant in a number of civil antitrust lawsuits in the United States, including individual, class and putative class actions brought against us by purchasers of our products. The U.S. Department of Justice also notified the Company in 2007 that it had opened an inquiry into certain alleged pricing practices by members of the confectionery industry, but has not requested any information or documents. Additional information about these proceedings is contained in Note 13 to the Consolidated Financial Statements.
Competition and antitrust law investigations can be lengthy and violators are subject to civil and/or criminal finestraining, coaching and other sanctions. Class action civil antitrust lawsuits are expensive to defendcareer development and could result in significant judgments, including in some cases, payment of treble damages and/or attorneys' fees to the successful plaintiff. Additionally, negative publicity involving these proceedings could affect our Company's brands and reputation, possibly resulting in decreased demand for our products. These possible consequences, in our opinion, currentlyretention activities. If we are not expectedable to materiallyeffectively retain and grow our talent, our ability to achieve our strategic objectives will be adversely affected, which may impact our financial position condition and results of operations.
We may not fully realize the expected costs savings and/or liquidity, butoperating efficiencies associated with our strategic initiatives or restructuring programs, which may have an adverse impact on our business.
We depend on our ability to evolve and grow, and as changes in our business environment occur, we may adjust our business plans by introducing new strategic initiatives or restructuring programs to meet these changes. From time to time, we implement business realignment activities to support key strategic initiatives designed to maintain long-term sustainable growth, such as the Margin for Growth Program we commenced in the first quarter of 2017. These programs are intended to increase our operating effectiveness and efficiency, to reduce our costs and/or to generate savings that can be reinvested in other areas of our business. We cannot guarantee that we will be able to successfully implement these strategic initiatives and restructuring programs, that we will achieve or sustain the intended benefits under these programs, or that the benefits, even if achieved, will be adequate to meet our long-term growth and profitability expectations, which could materiallyin turn adversely affect our business.
Complications with the design or implementation of our new enterprise resource planning system could adversely impact our business and operations.
We rely extensively on information systems and technology to manage our business and summarize operating results. We are in the process of a multi-year implementation of a new global enterprise resource planning (“ERP”) system. This ERP system will replace our existing operating and financial systems. The ERP system is designed to accurately maintain the Company’s financial records, enhance operational functionality and provide timely information to the Company’s management team related to the operation of the business. The ERP system implementation process has required, and will continue to require, the investment of significant personnel and financial resources. We may not be able to successfully implement the ERP system without experiencing delays, increased costs and other difficulties. If we are unable to successfully design and implement the new ERP system as planned, our financial positions, results of operations and cash flows incould be negatively impacted. Additionally, if we do not effectively implement the period in which any fines, settlementsERP system as planned or judgments are accruedthe ERP system does not operate as intended, the effectiveness of our internal control over financial reporting could be adversely affected or paid, respectively.our ability to assess those controls adequately could be delayed.
| |
| Item 1B. | UNRESOLVED STAFF COMMENTS |
None.
Our principal properties include the following:
|
| | | | | | |
| Country | | Location | | Type | | Status (Own/Lease) |
| United States | | Hershey, Pennsylvania (2 principal plants) | | Manufacturing—confectionery products and pantry items | | Own |
| | | Lancaster, Pennsylvania | | Manufacturing—confectionery products | | Own |
| | | Robinson, Illinois | | Manufacturing—confectionery products, and pantry items | | Own |
| | | Stuarts Draft, Virginia | | Manufacturing—confectionery products and pantry items | | Own |
| | | Edwardsville, Illinois | | Distribution | | Own |
| | | Palmyra, Pennsylvania | | Distribution | | Own |
| | | Ogden, Utah | | Distribution | | Own |
| Canada | | Brantford, Ontario | | Distribution | | Own (1) |
| Mexico | | Monterrey, Mexico | | Manufacturing—confectionery products | | Own |
| China | | Shanghai, China | | Manufacturing—confectionery products | | Own |
| Malaysia | | Johor, Malaysia | | Manufacturing—confectionery products | | Own (2) |
(1) We have an agreement with the Ferrero Group for the use of a warehouse and distribution facility of which the Company has been deemed to be the owner for accounting purposes.
| |
(2) | The Malaysia plant is currently under construction, with distribution expected to commence in the second half of 2015. |
In addition to the locations indicated above, we also own or lease several other properties and buildings worldwide which we use for manufacturing, sales, distribution and administrative functions. Our facilities are well maintained
and generally have adequate capacity to accommodate seasonal demands, changing product mixes and certain additional growth. We continually improve our facilities to incorporate the latest technologies. The largest facilities are located in Hershey and Lancaster, Pennsylvania; Monterrey, Mexico; and Stuarts Draft, Virginia. The U.S., Canada and Mexico facilities in the table above primarily support our North America segment, while the China and Malaysia facilities primarily serve our International and Other segment. As discussed in Note 11 to the Consolidated Financial Statements, we do not manage our assets on a segment basis given the integration of certain manufacturing, warehousing, distribution and other activities in support of our global operations.
The Company is subject to certain legal proceedings and claims arising out of the ordinary course of our business, which cover a wide range of matters including antitrust and trade regulation, product liability, advertising, contracts, environmental issues, patent and trademark matters, labor and employment matters and tax. See Note 13While it is not feasible to predict or determine the Consolidated Financial Statements for informationoutcome of such proceedings and claims with certainty, in our opinion these matters, both individually and in the aggregate, are not expected to have a material effect on certain legal proceedings for which there are contingencies.our financial condition, results of operations or cash flows.
| |
| Item 4. | MINE SAFETY DISCLOSURES |
Not applicable.
SUPPLEMENTAL ITEM. EXECUTIVE OFFICERS OF THE REGISTRANT
The executive officers of the Company, their positions and, as of February 6, 2015,16, 2018, their ages are set forth below.
|
| | | | |
| Name | | Age | | Positions Held During the Last Five Years |
Humberto P. AlfonsoMichele G. Buck | | 57 | | President, International (May 2013); Executive Vice President, Chief Financial Officer and Chief Administrative Officer (September 2011); Senior Vice President, Chief Financial Officer (July 2007) |
John P. Bilbrey | | 5856 | | President and Chief Executive Officer (June 2011)(March 2017); Executive Vice President, Chief Operating Officer (November 2010)(June 2016); Senior Vice President, President Hershey North America (December 2007) |
Michele G. Buck | | 53 | | President, North America (May 2013); Senior Vice President, Chief Growth Officer (September 2011) |
| Javier H. Idrovo | | 50 | | Chief Accounting Officer (August 2015); Senior Vice President, Global Chief Marketing Officer (December 2007)Finance and Planning (September 2011) |
Richard M. McConvillePatricia A. Little (1) | | 6157 | | Interim Principal Financial Officer (January 2015) andSenior Vice President, Chief AccountingFinancial Officer (July 2012); Corporate Controller (June 2011); Director, International Controller, International Commercial Group (April 2007)(March 2015) |
| Terence L. O’Day | | 6568 | | Senior Vice President, Chief Product Supply and Technology Officer (March 2017); Senior Vice President, Chief Supply Chain Officer (May 2013); Senior Vice President, Global Operations (December 2008) |
Leslie M. TurnerTodd W. Tillemans (1)(2)
| | 5756 | | President, U.S. (April 2017) |
| Leslie M. Turner | | 60 | | Senior Vice President, General Counsel and Corporate Secretary (July 2012) |
Kevin R. Walling(2) | | 4952 | | Senior Vice President, Chief Human Resources Officer (November 2011); Senior Vice President, Chief People Officer (June 2011) |
D. Michael WegeMary Beth West (3) | | 5255 | | Senior Vice President, Chief Growth and Marketing Officer (May 2013); Senior Vice President, Chief Commercial Officer (September 2011); Senior Vice President, Chocolate Strategic Business Unit (December 2010);Vice President, U.S. Chocolate (April 2008) |
Waheed Zaman (3)
| | 54 | | Senior Vice President, Chief Corporate Strategy and Administrative Officer (August 2013); Senior Vice President, Chief Administrative Officer (April 2013)2017) |
There are no family relationships among any of the above-named officers of our Company.
| |
| (1) | Ms. TurnerLittle was elected Senior Vice President, General Counsel and SecretaryChief Financial Officer effective July 9, 2012.March 16, 2015. Prior to joining our Company she was Executive Vice President and Chief LegalFinancial Officer of Coca-Cola North America (JuneKelly Services, Inc. (July 2008). |
| |
| (2) | Mr. WallingTillemans was elected Senior Vice President, Chief People OfficerU.S. effective June 1, 2011.April 3, 2017. Prior to joining our Company he was Vice President, and Chief Human Resource Officer of Kennametal Inc. (November 2005)Customer Development U.S. at Unilever N.V. (December 2012). |
| |
| (3) | Mr. ZamanMs. West was elected Senior Vice President, Chief Corporate Strategy and AdministrativeGrowth Officer effective August 6, 2013.May 1, 2017. Prior to joining our Company heshe was President and Chief Executive Officer of W&A Consulting (May 2012); Senior Vice President, Special Assignments of Chiquita Brands International (February 2012); SeniorChief Customer and Marketing Officer at J.C. Penney (June 2015) and Executive Vice President, Chief Category and Marketing Officer at Mondelez Global Product Supply of Chiquita Brands InternationalInc. (October 2007)2012). |
Our Executive Officers are generally elected each year at the organization meeting of the Board in April.May.
PART II
| |
| Item 5. | MARKET FOR THE REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS AND ISSUER PURCHASES OF EQUITY SECURITIES |
Our Common Stock is listed and traded principally on the New York Stock Exchange under the ticker symbol “HSY.” The Class B Common Stock (“Class B Stock”) is not publicly traded.
The closing price of our Common Stock on December 31, 2014,2017, was $103.93.$113.51. There were 33,68928,336 stockholders of record of our Common Stock and 6 stockholders of record of our Class B Stock as of December 31, 2014.2017.
We paid $440.4$526.3 million in cash dividends on our Common Stock and Class B Stock in 20142017 and $393.8$499.5 million in 2013.2016. The annual dividend rate on our Common Stock in 20142017 was $2.04$2.548 per share.
Information regarding dividends paid and the quarterly high and low market prices for our Common Stock and dividends paid for our Class B Stock for the two most recent fiscal years is disclosed in Note 1617 to the Consolidated Financial Statements.
On January 29, 2015,31, 2018, our Board declared a quarterly dividend of $0.535$0.656 per share of Common Stock payable on March 16, 2015,15, 2018, to stockholders of record as of February 25, 2015.23, 2018. It is the Company’s 341st353rd consecutive quarterly Common Stock dividend. A quarterly dividend of $0.486$0.596 per share of Class B Stock also was declared.
Unregistered Sales of Equity Securities and Use of Proceeds
None.
Issuer Purchases of Equity Securities
The following table shows theThere were no purchases of shares ofour Common Stock made by or on behalf of Hershey, or any “affiliated purchaser” (as defined in Rule 10b-18(a)(3) under the Securities Exchange Act of 1934, as amended) of Hershey, for each fiscal month induring the three months ended December 31, 2014:2017.
In January 2016, our Board of Directors approved a $500 million share repurchase authorization. As of December 31, 2017, approximately $100 million remained available for repurchases of our Common Stock under this program. In October 2017, our Board of Directors approved an additional $100 million share repurchase authorization, to commence after the existing 2016 authorization is completed. Neither the 2016 nor the 2017 share repurchase programs have an expiration date. |
| | | | | | | | | | | | | | |
| Period | | Total Number of Shares Purchased (1) | | Average Price Paid per Share | | Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs (2) | | Approximate Dollar Value of Shares that May Yet Be Purchased Under the Plans or Programs (2) |
| | | | | | | | | (in thousands of dollars) |
September 29 through
October 26, 2014 | | 100,000 |
| | $ | 93.30 |
| | — |
| | $ | 175,001 |
|
October 27 through
November 23, 2014 | | 100,000 |
| | $ | 95.58 |
| | — |
| | $ | 175,001 |
|
November 24 through
December 31, 2014
| | 152,860 |
| | $ | 99.60 |
| | 22,860 |
| | $ | 172,797 |
|
| Total | | 352,860 |
| | $ | 96.68 |
| | 22,860 |
| | |
| |
(1) | All of the shares of Common Stock purchased during the three months ended December 31, 2014 were purchased in open market transactions. We purchased 330,000 shares of Common Stock during the three months ended December 31, 2014 in connection with our practice of buying back shares sufficient to offset those issued under incentive compensation plans. |
| |
(2) | In February 2014, our Board of Directors approved a $250 million share repurchase authorization. As of December 31, 2014, $172.8 million remained available for repurchases of our Common Stock under this program. The share repurchase program does not have an expiration date. |
Stockholder Return Performance Graph
The following graph compares our cumulative total stockholder return (Common Stock price appreciation plus dividends, on a reinvested basis) over the last five fiscal years with the Standard & Poor’s 500 Index and the Standard & Poor’s Packaged Foods Index.
Comparison of 5 Year Cumulative Total Return*
Among The Hershey Company, the S&P 500 Index,
and the S&P Packaged Foods Index
*Hypothetical $100$100 invested on December 31, 20092012 in Hershey Common Stock, S&P 500 Index and S&P 500 Packaged Foods Index, assumingstock or index, including reinvestment of dividends.
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | December 31, |
| Company/Index | | 2012 | | 2013 | | 2014 | | 2015 | | 2016 | | 2017 |
| The Hershey Company | | $ | 100 |
| | $ | 137 |
| | $ | 150 |
| | $ | 132 |
| | $ | 157 |
| | $ | 176 |
|
| S&P 500 Index | | $ | 100 |
| | $ | 132 |
| | $ | 150 |
| | $ | 153 |
| | $ | 171 |
| | $ | 208 |
|
| S&P 500 Packaged Foods Index | | $ | 100 |
| | $ | 126 |
| | $ | 146 |
| | $ | 156 |
| | $ | 164 |
| | $ | 186 |
|
The stock price performance included in this graph is not necessarily indicative of future stock price performance.
| |
| Item 6. | SELECTED FINANCIAL DATA |
FIVE-YEAR CONSOLIDATED FINANCIAL SUMMARY
(All dollar and share amounts in thousands except market price and per share statistics)
| | | | | 2014 | | 2013 | | 2012 | | 2011 | | 2010 | | 2017 | | 2016 | | 2015 | | 2014 | | 2013 |
| Summary of Operations | | | | | | | | | | | | | | | | | | | | |
| Net Sales | | $ | 7,421,768 |
| | $ | 7,146,079 |
| | $ | 6,644,252 |
| | $ | 6,080,788 |
| | $ | 5,671,009 |
| | $ | 7,515,426 |
| | 7,440,181 |
| | 7,386,626 |
| | 7,421,768 |
| | 7,146,079 |
|
| Cost of Sales | | $ | 4,085,602 |
| | 3,865,231 |
| | 3,784,370 |
| | 3,548,896 |
| | 3,255,801 |
| | $ | 4,070,907 |
| | 4,282,290 |
| | 4,003,951 |
| | 4,085,602 |
| | 3,865,231 |
|
| Selling, Marketing and Administrative | | $ | 1,900,970 |
| | 1,922,508 |
| | 1,703,796 |
| | 1,477,750 |
| | 1,426,477 |
| | $ | 1,913,403 |
| | 1,915,378 |
| | 1,969,308 |
| | 1,900,970 |
| | 1,922,508 |
|
| Business Realignment and Impairment Charges (Credits), Net | | $ | 45,621 |
| | 18,665 |
| | 44,938 |
| | (886 | ) | | 83,433 |
| |
| Goodwill, Indefinite and Long-Lived Asset Impairment Charges | | | $ | 208,712 |
| | 4,204 |
| | 280,802 |
| | 15,900 |
| | — |
|
| Business Realignment Costs | | | $ | 47,763 |
| | 32,526 |
| | 94,806 |
| | 29,721 |
| | 18,665 |
|
| Interest Expense, Net | | $ | 83,532 |
| | 88,356 |
| | 95,569 |
| | 92,183 |
| | 96,434 |
| | $ | 98,282 |
| | 90,143 |
| | 105,773 |
| | 83,532 |
| | 88,356 |
|
| Provision for Income Taxes | | $ | 459,131 |
| | 430,849 |
| | 354,648 |
| | 333,883 |
| | 299,065 |
| | $ | 354,131 |
| | 379,437 |
| | 388,896 |
| | 459,131 |
| | 430,849 |
|
| Net Income | | $ | 846,912 |
| | 820,470 |
| | 660,931 |
| | 628,962 |
| | 509,799 |
| |
| Net Income Attributable to The Hershey Company | | | $ | 782,981 |
| | 720,044 |
| | 512,951 |
| | 846,912 |
| | 820,470 |
|
| Net Income Per Share: | | | | | | | | | | | | | | | | | | | | |
| —Basic—Common Stock | | $ | 3.91 |
| | 3.76 |
| | 3.01 |
| | 2.85 |
| | 2.29 |
| | $ | 3.79 |
| | 3.45 |
| | 2.40 |
| | 3.91 |
| | 3.76 |
|
| —Diluted—Common Stock | | $ | 3.77 |
| | 3.61 |
| | 2.89 |
| | 2.74 |
| | 2.21 |
| | $ | 3.66 |
| | 3.34 |
| | 2.32 |
| | 3.77 |
| | 3.61 |
|
| —Basic—Class B Stock | | $ | 3.54 |
| | 3.39 |
| | 2.73 |
| | 2.58 |
| | 2.08 |
| | $ | 3.44 |
| | 3.15 |
| | 2.19 |
| | 3.54 |
| | 3.39 |
|
| —Diluted—Class B Stock | | $ | 3.52 |
| | 3.37 |
| | 2.71 |
| | 2.56 |
| | 2.07 |
| | $ | 3.44 |
| | 3.14 |
| | 2.19 |
| | 3.52 |
| | 3.37 |
|
| Weighted-Average Shares Outstanding: | | | | | | | | | | | | | | | | | | | | |
| —Basic—Common Stock | | 161,935 |
| | 163,549 |
| | 164,406 |
| | 165,929 |
| | 167,032 |
| | 151,625 |
| | 153,519 |
| | 158,471 |
| | 161,935 |
| | 163,549 |
|
| —Basic—Class B Stock | | 60,620 |
| | 60,627 |
| | 60,630 |
| | 60,645 |
| | 60,708 |
| | 60,620 |
| | 60,620 |
| | 60,620 |
| | 60,620 |
| | 60,627 |
|
| —Diluted | | 224,837 |
| | 227,203 |
| | 228,337 |
| | 229,919 |
| | 230,313 |
| |
| —Diluted—Common Stock | | | 213,742 |
| | 215,304 |
| | 220,651 |
| | 224,837 |
| | 227,203 |
|
| Dividends Paid on Common Stock | | $ | 328,752 |
| | 294,979 |
| | 255,596 |
| | 228,269 |
| | 213,013 |
| | $ | 387,466 |
| | 369.292 |
| | 352,953 |
| | 328,752 |
| | 294,979 |
|
| Per Share | | $ | 2.04 |
| | 1.81 |
| | 1.56 |
| | 1.38 |
| | 1.28 |
| | $ | 2.548 |
| | 2.402 |
| | 2.236 |
| | 2.040 |
| | 1.810 |
|
| Dividends Paid on Class B Stock | | $ | 111,662 |
| | 98,822 |
| | 85,610 |
| | 75,814 |
| | 70,421 |
| | $ | 140,394 |
| | 132,394 |
| | 123,179 |
| | 111,662 |
| | 98,822 |
|
| Per Share | | $ | 1.842 |
| | 1.63 |
| | 1.41 |
| | 1.25 |
| | 1.16 |
| | $ | 2.316 |
| | 2.184 |
| | 2.032 |
| | 1.842 |
| | 1.630 |
|
| Depreciation | | $ | 176,312 |
| | 166,544 |
| | 174,788 |
| | 188,491 |
| | 169,677 |
| | $ | 211,592 |
| | 231,735 |
| | 197,054 |
| | 176,312 |
| | 166,544 |
|
| Amortization | | $ | 35,220 |
| | 34,489 |
| | 35,249 |
| | 27,272 |
| | 27,439 |
| | $ | 50,261 |
| | 70,102 |
| | 47,874 |
| | 35,220 |
| | 34,489 |
|
| Advertising | | $ | 570,223 |
| | 582,354 |
| | 480,016 |
| | 414,171 |
| | 391,145 |
| | $ | 541,293 |
| | 521,479 |
| | 561,644 |
| | 570,223 |
| | 582,354 |
|
| Year-End Position and Statistics | | | | | | | | | | | | | | | | | | | | |
| Capital Additions | | $ | 345,947 |
| | 323,551 |
| | 258,727 |
| | 323,961 |
| | 179,538 |
| |
| Capital Additions (including software) | | | $ | 257,675 |
| | 269,476 |
| | 356,810 |
| | 370,789 |
| | 350,911 |
|
| Total Assets | | $ | 5,629,516 |
| | 5,357,488 |
| | 4,754,839 |
| | 4,407,094 |
| | 4,267,627 |
| | $ | 5,553,726 |
| | 5,524,333 |
| | 5,344,371 |
| | 5,622,870 |
| | 5,349,724 |
|
| Short-term Debt and Current Portion of Long-term Debt | | $ | 635,501 |
| | 166,875 |
| | 375,898 |
| | 139,673 |
| | 285,480 |
| | $ | 859,457 |
| | 632,714 |
| | 863,436 |
| | 635,501 |
| | 166,875 |
|
| Long-term Portion of Debt | | $ | 1,548,963 |
| | 1,795,142 |
| | 1,530,967 |
| | 1,748,500 |
| | 1,541,825 |
| | $ | 2,061,023 |
| | 2,347,455 |
| | 1,557,091 |
| | 1,542,317 |
| | 1,787,378 |
|
| Stockholders’ Equity | | $ | 1,519,530 |
| | 1,616,052 |
| | 1,048,373 |
| | 880,943 |
| | 945,896 |
| | $ | 931,565 |
| | 827,687 |
| | 1,047,462 |
| | 1,519,530 |
| | 1,616,052 |
|
| Full-time Employees | | 20,800 |
| | 12,600 |
| | 12,100 |
| | 11,800 |
| | 11,300 |
| | 15,360 |
| | 16,300 |
| | 19,060 |
| | 20,800 |
| | 12,600 |
|
| Stockholders’ Data | | | | | | | | | | | | | | | | | | | | |
| Outstanding Shares of Common Stock and Class B Stock at Year-end | | 221,045 |
| | 223,895 |
| | 223,786 |
| | 225,206 |
| | 227,030 |
| | 210,861 |
| | 212,260 |
| | 216,777 |
| | 221,045 |
| | 223,895 |
|
| Market Price of Common Stock at Year-end | | $ | 103.93 |
| | 97.23 |
| | 72.22 |
| | 61.78 |
| | 47.15 |
| | $ | 113.51 |
| | 103.43 |
| | 89.27 |
| | 103.93 |
| | 97.23 |
|
| Price Range During Year (high) | | $ | 108.07 |
| | 100.90 |
| | 74.64 |
| | 62.26 |
| | 52.10 |
| | $ | 115.96 |
| | 113.89 |
| | 110.78 |
| | 108.07 |
| | 100.90 |
|
| Price Range During Year (low) | | $ | 88.15 |
| | 73.51 |
| | 59.49 |
| | 46.24 |
| | 35.76 |
| | $ | 102.87 |
| | 83.32 |
| | 83.58 |
| | 88.15 |
| | 73.51 |
|
| | | | | | | | | | | | |
| |
| Item 7. | MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS |
This Management's Discussion and Analysis (“MD&A”) is intended to provide an understanding of Hershey's financial condition, results of operations and cash flows by focusing on changes in certain key measures from year to year. The MD&A should be read in conjunction with our Consolidated Financial Statements and accompanying Notes included in Item 8 of this Annual Report on Form 10-K. This discussion contains forward-looking statements that involve risks and uncertainties. Our actual results could differ materially from those anticipated in these forward-looking statements as a result of various factors, including those discussed elsewhere in this Annual Report on Form 10-K, particularly in Item 1A. “Risk Factors.”
The MD&A is organized in the following sections:
OverviewBusiness Model and OutlookGrowth Strategy
Overview
Non-GAAP Information
Consolidated Results of Operations
Segment Results
Financial Condition
Critical Accounting Policies and Estimates
BUSINESS MODEL AND OUTLOOKGROWTH STRATEGY
We are the largest producer of quality chocolate in North America, a leading snack maker in the United States and a global leader in chocolate and sugar confectionery.non-chocolate confectionery known for bringing goodness to the world through chocolate, sweets, mints and other great tasting snacks. We market, sell and distribute our products under more than 80 brand names in approximately 7080 countries worldwide. As of December 31, 2014, we began reportingWe report our operations through two segments: North America and International and Other.
In 2014, we continued to make progress against our strategic initiatives:
Our U.S. business increased its overall candy, mint and gum (“CMG”) market share to 31.4%, an increase of 0.3 share points versus 2013.
We acquired Shanghai Golden Monkey, more than doubling our presence in China.
We expanded into snacks and adjacencies with the launch of Hershey’s Spreads and the related Snacksters Graham Dippers.
We sourced 30% of our cocoa needs from certified and sustainable cocoa farms, putting us in a solid position to deliver on our goal of sourcing 100% certified cocoa by 2020.
However, 2014 also presented some challenges. In our U.S. markets, we believe lower retail store traffic and changes in consumer spending patterns impacted how consumers shopped for snacks, while a number of our international markets continued to experience macroeconomic headwinds. Despite these challenges, our 2014 net sales and net income growth of 3.9% and 3.2%, respectively, reflects solid performance.
For the full year 2014, our U.S. CMG retail takeaway increase of 2.7% was about one full percentage point greater than the category growth rate. However, throughout the year, retail store traffic and consumer trips were irregular. Additionally, increased levels of distribution and in-store activity of items such as salty, bakery and meat snacks, by both mainstream and newer contemporary niche manufacturers, were prevalent throughout the year and drove broader snacking category growth in 2014, which we believe adversely impacted purchases of non-seasonal candy products.
Our 2014 international net sales increased nearly 15%, including a 2.7% unfavorable impact of foreign currency exchange rates and net sales contribution of approximately 7%, or $54 million, from Shanghai Golden Monkey Food Joint Stock Co., Ltd. (“SGM”). Excluding SGM and the unfavorable foreign currency exchange impact, our international net sales increased approximately 10%.
Our 2014 results were also impacted by increasing commodity and other input costs. In North America, we announced a weighted average price increase in July 2014 of approximately 8% across our instant consumable, multi-pack, packaged candy and grocery lines to help offset part of the significant increases in our input costs, including raw
materials, packaging, fuel, utilities and transportation, which we expect to incur in the future. While the increase was effective immediately, direct buying customers were given an opportunity to purchase transitional amounts of product at price points prior to the increase during the immediately following four-week period, and the increase is not expected to benefit seasonal sales until Halloween 2015. Therefore, this action did not materially benefit our 2014 results, but should be beneficial to our 2015 earnings.
Entering 2015, we are focused on accelerating growth and we have a solid line-upset of new productsdifferentiated capabilities that will bring variety, news and excitement towhen integrated, can create advantage in the category. In addition tomarketplace. Our focus on the fourth quarter carryover benefit from Brookside Crunchy Clusters and Reese’s Spreads take home jar, we are also launching Kit Kat White Minis, Hershey’s Caramels, Ice BreakersCool Blasts Chews, Reese’s Spreads Snacksters Graham Dippers and some other yet-to-be-announced new candy and snacking products. These launches will be supported with higher levelsfollowing key elements of advertising and in-store merchandising and programming thatour strategy should enable us to mitigatedeliver top-tier growth and industry-leading shareholder returns.
Reignite Core Confection and Expand Breadth in Snacking. We are taking actions in an effort to deepen our consumer connections, deliver meaningful innovation and reinvent the shopping experience, while also pursuing opportunities to diversify our portfolio and establish a strong presence across snacking.
| |
| ◦ | We are a part of special meaningful moments with family and friends. Seasons are an important part of our business model and for consumers, they are highly anticipated, cherished special times, centered around traditions. For us, it’s an opportunity for our brands to be part of many connections during the year when family and friends gather. |
| |
| ◦ | Innovation is an important lever in this variety seeking category and we are leveraging some exciting work from our proprietary demand landscape to shape our future innovation and make it more impactful. We are becoming more disciplined in our relentless focus on platform innovation, which enables sustainable growth over time and significant extensions to our core. |
| |
| ◦ | Through our shopper insights, we are currently working with our retail partners on in-aisle strategy that will breathe life into the center of the store and transform the shopping experience by improving paths to purchase, stopping power, navigation, engagement and conversion. We have also responded to the changing retail environment by investing in e-commerce capabilities. |
| |
| ◦ | To expand our breadth in snacking, we are focused on expanding the boundaries of our core confection brands to capture new snacking occasions and increasing our exposure into new snack categories through acquisitions. |
Reallocate Resources to Expand Margins and Fuel Growth. We are focused on ensuring that we allocate our resources efficiently to the areas with the highest potential for profitable growth. We believe this will enable significant margin expansion and position us in the top quartile related to operating income margin.
| |
| ◦ | We have reset our international investment, while we still believe strongly that our targeted emerging markets will provide long-term growth. The uncertain macroeconomic environment in many of these markets is expected to continue and our investments in these international markets need to be relative to the size of the opportunity. |
| |
| ◦ | We have heightened our selling, marketing and administrative expense discipline within the Company in an effort to make improvements without jeopardizing our topline growth. Our expectation is that advertising and related marketing expense will grow roughly in line with sales. |
| |
| ◦ | We will continue cost of goods sold optimization through pricing and programs like network supply chain optimization and lean manufacturing. |
Strengthen Capabilities & Leverage Technology for Commercial Advantage. The world is changing fast and so is the data on which we rely to make decisions. In order to generate insights, we must acquire, integrate and access vast sources of the right data in an effective manner. We are working to leverage our advanced analytical techniques which will give us a deep understanding of consumers, our shoppers, our end-to-end supply chain, our retail environment and macroeconomic factors at both a broad and precision level. In addition, we are in the process of transforming our enterprise resource planning system which will allow employees to work more efficiently and effectively.
OVERVIEW
The Overview presented below is an executive-level summary highlighting the key trends and measures on which the Company’s management focuses in evaluating its financial condition and operating performance. Certain earnings and performance measures within the Overview include financial information determined on a non-GAAP basis, which aligns with how management internally evaluates the Company's results of operations, determines incentive compensation, and assesses the impact of volume elasticity related toknown trends and uncertainties on the 2014 price increase and compete effectively across the CMG and broader snack categories. Additionally, we expect advertising, including a greater shift to digital and mobile communication, to increase at a rate greater than net sales growth.
We currently estimate full year 2015 net sales growth of 5.5% to 7.5%, including the impact of foreign currency exchange rates and a net contribution from acquisitions and divestitures of approximately 2.5%. This reflects our expectation for continued macroeconomic headwinds in international markets and slowly improving U.S. non-seasonal trends. In addition, we now anticipate foreign currency exchange impacts to be greater than our previous estimate and to have an unfavorable impact of approximately 1% on full year net sales growth.
We continue to focus on growth initiatives and margin-enhancing opportunities in addition to normal productivity gains. With the conclusionbusiness. A detailed reconciliation of the Project Next Century (“PNC”) program, in 2015 we will beginnon-GAAP financial measures referenced herein to focus ontheir nearest comparable GAAP financial measures follows this summary. For a detailed analysis of the opportunities that exist for future incremental increases in productivity and costs savings. A portion of any potential savings from this assessment would be reinvested in initiatives to accelerate revenue growth. We continue to have good visibility into our cost structure, with the exception of dairy products which cannot be effectively hedged. We currently expect 2015 gross margin to increase approximately 135 to 145 basis points driven by the 2014 pricing action and productivity. Therefore, we expect 2015 growth in earnings per share-diluted in a range of 10% to 13%, including net dilution from acquisitions and divestitures of $0.03 to $0.05 per share. We expect growth in adjusted earnings per share-diluted of 8% to 10%, as reflected in the reconciliation of reported to adjusted projections for 2015 provided below.
NON-GAAP INFORMATION
The following table provides a reconciliation of projected 2015 earnings per share-diluted and 2014 and 2013 earnings per share-diluted, eachCompany's operations prepared in accordance with accounting principles generally accepted in the United States of America (“GAAP”("GAAP"), referred to non-GAAP projected adjustedas "reported" herein, refer to the discussion and analysis in the Consolidated Results of Operations.
In 2017, we made solid progress on our strategic initiatives, including strengthening our core chocolate brands, positioning our snacks business for success and generating operating profit margin expansion. These initiatives will benefit the Company over the long term and enable us to achieve our sales and earnings per share-diluted for 2015("EPS") targets. We continued to generate solid operating cash flow, totaling approximately $1.2 billion in 2017, which affords the Company significant financial flexibility. The recent acquisition of Amplify is an important step in our journey to expand our breadth in snacking as it should enable us to bring scale and adjusted earnings per share-diluted for 2014 and 2013:
|
| | | | | | |
| | | 2015 (Projected) | | 2014 | | 2013 |
| Reported EPS-Diluted | | $4.14 - $4.25 | | $3.77 | | $3.61 |
| Acquisition integration and transaction charges | | 0.05 - 0.06 | | 0.05 | | 0.03 |
| Business realignment charges, including PNC | | 0.04 - 0.05 | | 0.03 | | 0.05 |
| Non-service related pension expense (income) | | 0.04 - 0.05 | | (0.01) | | 0.03 |
| India impairment charge | | — | | 0.06 | | — |
| Loss on anticipated sale of Mauna Loa | | — | | 0.08 | | — |
| Adjusted EPS-Diluted | | $4.30 - $4.38 | | $3.98 | | $3.72 |
For the non-GAAP adjusted earnings per share-diluted measure presented above, we have provided (1) the most directly comparable GAAP measure; (2)category management capabilities to a reconciliationkey sub-segment of the differences betweenwarehouse snack aisle.
Our full year 2017 net sales totaled $7,515.4 million, an increase of 1.0%, versus $7,440.2 million for the comparable period of 2016. Excluding a 0.2% impact from favorable foreign exchange rates, our net sales increased 0.8%. Net sales growth was driven by lower levels of trade promotional spending in both the North America and International and Other segments, as well as higher sales volume in North America, primarily from 2017 innovation and new launches, including Hershey's Cookie Layer Crunch, Hershey's Gold and Hershey's and Reese's Popped Snack Mix and Chocolate Dipped Pretzels.
Our reported gross margin was 45.8% for the full year 2017, an increase of 340 basis points compared to the full year 2016. Our 2017 non-GAAP measuregross margin of 45.6% was on par with the prior year margin, as the benefits from supply chain productivity and cost savings initiatives, as well as lower input costs, were offset by higher freight rates and increased levels of manufacturing and distribution costs associated with an effort to maintain customer service targets at fast growing retail customers.
Our full year 2017 reported net income and EPS-diluted totaled $783.0 million and $3.66, respectively, compared to the most directly comparable GAAP measure; (3)full year 2016 reported net income and EPS-diluted of $720.0 million and $3.34, respectively. From a non-GAAP perspective, full year 2017 adjusted net income was $1,016.9 million, an explanationincrease of why7.2% versus $948.5 million in 2016. Our adjusted EPS-diluted for the full year 2017 was $4.76 compared to $4.41 for the same period of 2016, an increase of 7.9%.
NON-GAAP INFORMATION
The comparability of certain of our management believes this non-GAAP measure provides usefulfinancial measures is impacted by unallocated mark-to-market (gains) losses on commodity derivatives, costs associated with business realignment activities, costs relating to the integration of acquisitions, non-service related components of our pension expense ("NSRPE"), impairment of goodwill, indefinite and long-lived assets, settlement of the SGM liability in conjunction with the purchase of the remaining 20% of the outstanding shares of SGM, the gain realized on the sale of a trademark, costs associated with the early extinguishment of debt and other non-recurring gains and losses.
To provide additional information to investors;investors to facilitate the comparison of past and (4) additional purposes for whichpresent performance, we use this non-GAAP measure.
We believefinancial measures within MD&A that the disclosure of adjusted earnings per share-diluted provides investors with a better comparison of our year-to-year operating results. We exclude the effectsfinancial impact of certain items from earnings per share-diluted when we evaluate keythese activities. These non-GAAP financial measures are used internally by management in evaluating results of our performance internally,operations and determining incentive compensation, and in assessing the impact of known trends and uncertainties on our business. We also believe that excludingbusiness, but they are not intended to replace the effectspresentation of these items provides a more balanced viewfinancial results in accordance with GAAP. A reconciliation of the underlying dynamicsnon-GAAP financial measures referenced in MD&A to their nearest comparable GAAP financial measures as presented in the Consolidated Statements of Income is provided below.
|
| | | | | | | | | | | |
| Reconciliation of Certain Non-GAAP Financial Measures |
| Consolidated results | For the years ended December 31, |
| In thousands except per share data | 2017 | | 2016 | | 2015 |
| Reported gross profit | $ | 3,444,519 |
| | $ | 3,157,891 |
| | $ | 3,382,675 |
|
| Derivative mark-to-market (gains) losses | (35,292 | ) | | 163,238 |
| | — |
|
| Business realignment activities | 5,147 |
| | 58,106 |
| | 8,801 |
|
| Acquisition integration costs | — |
| | — |
| | 7,308 |
|
| NSRPE | 11,125 |
| | 11,953 |
| | 2,516 |
|
| Non-GAAP gross profit | $ | 3,425,499 |
| | $ | 3,391,188 |
| | $ | 3,401,300 |
|
| | | | | | |
| Reported operating profit | $ | 1,274,641 |
| | $ | 1,205,783 |
| | $ | 1,037,759 |
|
| Derivative mark-to-market (gains) losses | (35,292 | ) | | 163,238 |
| | — |
|
| Business realignment activities | 69,359 |
| | 107,571 |
| | 120,975 |
|
| Acquisition integration costs | 311 |
| | 6,480 |
| | 20,899 |
|
| NSRPE | 35,028 |
| | 27,157 |
| | 18,079 |
|
| Goodwill, indefinite and long-lived asset impairment charges | 208,712 |
| | 4,204 |
| | 280,802 |
|
| Non-GAAP operating profit | $ | 1,552,759 |
| | $ | 1,514,433 |
| | $ | 1,478,514 |
|
| | | | | | |
| Reported provision for income taxes | $ | 354,131 |
| | $ | 379,437 |
| | $ | 388,896 |
|
| Derivative mark-to-market (gains) losses* | (4,746 | ) | | 20,500 |
| | — |
|
| Business realignment activities* | 17,903 |
| | 19,138 |
| | 41,648 |
|
| Acquisition integration costs* | 118 |
| | 2,456 |
| | 8,264 |
|
| NSRPE* | 13,258 |
| | 10,283 |
| | 6,955 |
|
| Goodwill, indefinite and long-lived asset impairment charges* | 23,292 |
| | 1,157 |
| | — |
|
| Impact of U.S. tax reform | (32,467 | ) | | — |
| | — |
|
| Loss on early extinguishment of debt* | — |
| | — |
| | 10,736 |
|
| Gain on sale of trademark* | — |
| | — |
| | (3,652 | ) |
| Non-GAAP provision for income taxes | $ | 371,489 |
| | $ | 432,971 |
| | $ | 452,847 |
|
| | | | | | |
| Reported net income | $ | 782,981 |
| | $ | 720,044 |
| | $ | 512,951 |
|
| Derivative mark-to-market (gains) losses | (30,546 | ) | | 142,738 |
| | — |
|
| Business realignment activities | 51,456 |
| | 88,433 |
| | 79,327 |
|
| Acquisition integration costs | 193 |
| | 4,024 |
| | 14,196 |
|
| NSRPE | 21,770 |
| | 16,874 |
| | 11,124 |
|
| Goodwill, indefinite and long-lived asset impairment charges | 185,420 |
| | 3,047 |
| | 280,802 |
|
| Impact of U.S. tax reform | 32,467 |
| | — |
| | — |
|
| Noncontrolling interest share of business realignment and impairment charges | (26,795 | ) | | — |
| | — |
|
| Settlement of SGM liability | — |
| | (26,650 | ) | | — |
|
| Loss on early extinguishment of debt | — |
| | — |
| | 17,591 |
|
| Gain on sale of trademark | — |
| | — |
| | (6,298 | ) |
| Non-GAAP net income | $ | 1,016,946 |
| | $ | 948,510 |
| | $ | 909,693 |
|
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| | | | | | |
|
| | | | | | | | | | | |
| | | | | | |
| | For the years ended December 31, |
| | 2017 | | 2016 | | 2015 |
| Reported EPS - Diluted | $ | 3.66 |
| | $ | 3.34 |
| | $ | 2.32 |
|
| Derivative mark-to-market (gains) losses | (0.14 | ) | | 0.66 |
| | — |
|
| Business realignment activities | 0.25 |
| | 0.42 |
| | 0.36 |
|
| Acquisition integration costs | — |
| | 0.02 |
| | 0.05 |
|
| NSRPE | 0.09 |
| | 0.08 |
| | 0.05 |
|
| Goodwill, indefinite and long-lived asset impairment charges | 0.87 |
| | 0.01 |
| | 1.28 |
|
| Impact of U.S. tax reform | 0.15 |
| | — |
| | — |
|
| Noncontrolling interest share of business realignment and impairment charges | (0.12 | ) | | — |
| | — |
|
| Settlement of SGM liability | — |
| | (0.12 | ) | | — |
|
| Loss on early extinguishment of debt | — |
| | — |
| | 0.09 |
|
| Gain on sale of trademark | — |
| | — |
| | (0.03 | ) |
| Non-GAAP EPS - Diluted | $ | 4.76 |
| | $ | 4.41 |
| | $ | 4.12 |
|
* The tax effect for each adjustment is determined by calculating the tax impact of the adjustment on the Company's quarterly effective tax rate.
In the assessment of our business.results, we review and discuss the following financial metrics that are derived from the reported and non-GAAP financial measures presented above:
Adjusted earnings per share-diluted excludes |
| | | | | | | | |
| | For the years ended December 31, |
| | 2017 | | 2016 | | 2015 |
| As reported gross margin | 45.8 | % | | 42.4 | % | | 45.8 | % |
| Non-GAAP gross margin (1) | 45.6 | % | | 45.6 | % | | 46.0 | % |
| | | | | | |
| As reported operating profit margin | 17.0 | % | | 16.2 | % | | 14.0 | % |
| Non-GAAP operating profit margin (2) | 20.7 | % | | 20.4 | % | | 20.0 | % |
| | | | | | |
| As reported effective tax rate | 31.9 | % | | 34.5 | % | | 43.1 | % |
| Non-GAAP effective tax rate (3) | 26.7 | % | | 31.3 | % | | 33.2 | % |
| |
| (1) | Calculated as non-GAAP gross profit as a percentage of net sales for each period presented. |
| |
| (2) | Calculated as non-GAAP operating profit as a percentage of net sales for each period presented. |
| |
| (3) | Calculated as non-GAAP provision for income taxes as a percentage of non-GAAP income before taxes (calculated as non-GAAP operating profit minus non-GAAP interest expense, net plus or minus non-GAAP other (income) expense, net). |
Details of the impactsactivities impacting comparability that are presented as reconciling items to derive the non-GAAP financial measures in the tables above are as follows:
Mark-to-market (gains) losses on commodity derivatives
The mark-to-market (gains) losses on commodity derivatives are recorded as unallocated and excluded from adjusted results until such time as the related inventory is sold, at which time the corresponding (gains) losses are reclassified from unallocated to segment income. Since we often purchase commodity contracts to price inventory requirements in future years, we make this adjustment to facilitate the year-over-year comparison of acquisition integrationcost of sales on a basis that matches the derivative gains and transaction costs; chargeslosses with the underlying economic exposure being hedged for the period. For the years ended December 31, 2017 and non-cash impairments associated with our2016, the net adjustment recognized within unallocated was a gain of $35.3 million and a loss of $163.2 million, respectively. See Note 11 to the Consolidated Financial Statements for more information.
Business realignment activities
We periodically undertake restructuring and cost reduction activities as part of ongoing efforts to enhance long-term profitability. For the years ended December 31, 2017, 2016 and 2015, we incurred $69.4 million, $107.6 million and $121.0 million, respectively, of pre-tax costs related to business realignment initiatives;activities. See Note 7 to the non-cash goodwill impairment charge relatingConsolidated Financial Statements for more information.
Acquisition integration costs
For the years ended December 31, 2017 and 2016, we incurred expenses totaling $0.3 million and $6.5 million, respectively, related to integration of the 2016 acquisition of Ripple Brand Collective, LLC, as we incorporated this business into our India business;operating practices and information systems. For the estimated loss onyear ended December 31, 2015, we incurred costs related to the anticipated saleintegration of the 2014 acquisitions of SGM and The Allan Candy Company and the 2015 acquisition of Krave totaling $22.5 million as we incorporated these businesses into our operating practices and information systems. These 2015 expenses included charges incurred to write-down approximately $6.4 million of expired or near-expiration work-in-process inventory at SGM, in connection with the implementation of our Mauna Loa business;global quality standards and non-service-relatedpractices. In addition, integration costs for 2015 were offset by a $6.8 million reduction in the fair value of contingent consideration paid to the Krave shareholders.
Non-service related pension expense (income).
Non-service-related pension expense (income)NSRPE includes interest costs, the expected return on pension plan assets, the amortization of actuarial gains and losses, and certain curtailment and settlement losses or credits. The non-service-related pension expense (income) may be quite volatileNSRPE can fluctuate from year-to-yearyear to year as a result of changes in market interest rates and market returns on pension plan assets. Therefore, we have excluded non-service-related pension expense (income) from our internal performance measures, and we believe that adjusted earnings per share-diluted, excluding non-service-related pension expense (income), will provide investors with a better understanding of the underlying profitability of our ongoing business. We believe that the service cost component of our total pension benefit costs closely reflects the operating costs of our business and provides for a better comparison of our operating results from year-to-year.year to year. Therefore, we exclude NSRPE from our internal performance measures. Our most significant defined benefit pension plans werehave been closed to most new participants in 2007,for a number of years, resulting in ongoing service costs that are stable and predictable. We recorded pre-tax NSRPE of $35.0 million, $27.2 million and $18.1 million for the years ended December 31, 2017, 2016 and 2015, respectively.
Goodwill, indefinite and long-lived asset impairment charges
For the year ended December 31, 2017, we incurred $208.7 million of pre-tax long-lived asset impairment charges related to certain business realignment activities. This includes a write-down of certain intangible assets that had been recognized in connection with the 2014 SGM acquisition and write-down of property, plant and equipment. For the year ended December 31, 2016, in connection with our 2016 annual impairment testing of other indefinite lived assets, we recognized a trademark impairment charge of $4.2 million primarily resulting from plans to discontinue a brand sold in India. In the second and third quarters of 2015, we recorded a total $280.8 million non-cash goodwill impairment charge, representing a write-down of all of the goodwill resulting from the SGM acquisition, including $14.4 million relating to the portion of goodwill that had been allocated to our China chocolate reporting unit, based on synergies to be realized by this business.
Impact of U.S. tax reform
In connection with the enactment of U.S. tax reform in December 2017, we recorded a net charge of $32.5 million during the fourth quarter of 2017, which includes the estimated impact of the one-time mandatory tax on previously deferred earnings of non-U.S. subsidiaries offset in part by the benefit from revaluation of net deferred tax liabilities based on the new lower corporate income tax rate.
Noncontrolling interest share of business realignment and impairment charges
Certain of the business realignment and impairment charges recorded in connection with the Margin for Growth Program related to Lotte Shanghai Foods Co., Ltd., a joint venture in which we own a 50% controlling interest. Therefore, we have also adjusted for the portion of these charges included within the loss attributed to the non-controlling interest.
Settlement of SGM liability
In the fourth quarter of 2015, we reached an agreement with the SGM selling shareholders to reduce the originally-agreed purchase price for the remaining 20% of SGM, and we completed the purchase on February 3, 2016. In the first quarter of 2016, we recorded a $26.7 million gain relating to the settlement of the SGM liability, representing the net carrying amount of the recorded liability in excess of the cash paid to settle the obligation for the remaining 20% of the outstanding shares.
Loss on early extinguishment of debt
During the third quarter of 2015, we recorded a $28.3 million loss on the early extinguishment of debt relating to a cash tender offer. See Note 4 to the Consolidated Financial Statements for further information.
Gain on sale of trademark
During the first quarter of 2015, we recorded a $9.9 million gain relating to the sale of a non-core trademark.
Constant Currency Net Sales Growth
We present certain percentage changes in net sales on a constant currency basis, which excludes the impact of foreign currency exchange. This measure is used internally by management in evaluating results of operations and determining incentive compensation. We believe that this measure provides useful information to investors because it provides transparency to underlying performance in our net sales by excluding the effect that foreign currency exchange rate fluctuations have on the year-to-year comparability given volatility in foreign currency exchange markets.
To present this information for historical periods, current period net sales for entities reporting in other than the U.S. dollar are translated into U.S. dollars at the average monthly exchange rates in effect during the corresponding period of the prior fiscal year, rather than at the actual average monthly exchange rates in effect during the current period of the current fiscal year. As a result, the foreign currency impact is equal to the current year results in local currencies multiplied by the change in average foreign currency exchange rate between the current fiscal period and the corresponding period of the prior fiscal year.
The following tables set forth a reconciliation between reported and constant currency growth rates for the years ended December 31, 2017 and 2016:
|
| | | | | | | | |
| | For the Year Ended December 31, 2017 |
| | Percentage Change as Reported | | Impact of Foreign Currency Exchange | | Percentage Change on Constant Currency Basis |
| North America segment | | | | | |
| Canada | 6.3 | % | | 2.1 | % | | 4.2 | % |
| Total North America segment | 1.3 | % | | 0.1 | % | | 1.2 | % |
| | | | | | |
| International and Other segment | | | | | |
| Mexico | 9.7 | % | | (1.1 | )% | | 10.8 | % |
| Brazil | 19.9 | % | | 9.4 | % | | 10.5 | % |
| India | 17.0 | % | | 3.2 | % | | 13.8 | % |
| Greater China | (18.1 | )% | | (0.8 | )% | | (17.3 | )% |
| Total International and Other segment | (1.4 | )% | | 0.6 | % | | (2.0 | )% |
| | | | | | |
| Total Company | 1.0 | % | | 0.2 | % | | 0.8 | % |
|
| | | | | | | | |
| | For the Year Ended December 31, 2016 |
| | Percentage Change as Reported | | Impact of Foreign Currency Exchange | | Percentage Change on Constant Currency Basis |
| North America segment | | | | | |
| Canada | (3.5 | )% | | (3.0 | )% | | (0.5 | )% |
| Total North America segment | 1.0 | % | | (0.2 | )% | | 1.2 | % |
| | | | | | |
| International and Other segment | | | | | |
| Mexico | (8.5 | )% | | (16.0 | )% | | 7.5 | % |
| Brazil | 15.7 | % | | (6.0 | )% | | 21.7 | % |
| India | (26.6 | )% | | (3.6 | )% | | (23.0 | )% |
| Greater China | (0.3 | )% | | (4.9 | )% | | 4.6 | % |
| Total International and Other segment | (1.2 | )% | | (4.4 | )% | | 3.2 | % |
| | | | | | |
| Total Company | 0.7 | % | | (0.7 | )% | | 1.4 | % |
CONSOLIDATED RESULTS OF OPERATIONS
| | | | | | | | | | | Percent / Point Change | | | | | | | | Percent Change |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 | | 2014 vs 2013 | | 2013 vs 2012 | | 2017 | | 2016 | | 2015 | | 2017 vs 2016 | | 2016 vs 2015 |
| In millions of dollars except per share amounts | | | | | | | | | | | | | | | | | | | | |
| Net Sales | | $ | 7,421.8 |
| | $ | 7,146.0 |
| | $ | 6,644.3 |
| | 3.9 | % | | 7.6 | % | | $ | 7,515.4 |
| | $ | 7,440.2 |
| | $ | 7,386.6 |
| | 1.0 | % | | 0.7 | % |
| Cost of Sales | | 4,085.6 |
| | 3,865.2 |
| | 3,784.4 |
| | 5.7 | % | | 2.1 | % | | 4,070.9 |
| | 4,282.3 |
| | 4,003.9 |
| | (4.9 | )% | | 7.0 | % |
| Gross Profit | | 3,336.2 |
| | 3,280.8 |
| | 2,859.9 |
| | 1.7 | % | | 14.7 | % | | 3,444.5 |
| | 3,157.9 |
| | 3,382.7 |
| | 9.1 | % | | (6.6 | )% |
| Gross Margin | | 45.0 | % | | 45.9 | % | | 43.0 | % | | | | | | 45.8 | % | | 42.4 | % | | 45.8 | % | | | | |
| SM&A Expense | | 1,901.0 |
| | 1,922.5 |
| | 1,703.8 |
| | (1.1 | )% | | 12.8 | % | | 1,913.4 |
| | 1,915.4 |
| | 1,969.3 |
| | (0.1 | )% | | (2.7 | )% |
| SM&A Expense as a percent of net sales | | 25.6 | % | | 26.9 | % | | 25.6 | % | | | | | | 25.5 | % | | 25.7 | % | | 26.7 | % | | | | |
Business Realignment and Impairment Charges, Net | | 45.6 |
| | 18.6 |
| | 45.0 |
| | 144.4 | % | | (58.5 | )% | |
| EBIT | | 1,389.6 |
| | 1,339.7 |
| | 1,111.1 |
| | 3.7 | % | | 20.6 | % | |
| EBIT Margin | | 18.7 | % | | 18.7 | % | | 16.7 | % | | | | | |
| Goodwill, Indefinite and Long-Lived Asset Impairment Charges | | | 208.7 |
| | 4.2 |
| | 280.8 |
| | NM |
| | NM |
|
| Business Realignment Costs | | | 47.8 |
| | 32.5 |
| | 94.8 |
| | 46.8 | % | | (65.7 | )% |
| Operating Profit | | | 1,274.6 |
| | 1,205.8 |
| | 1,037.8 |
| | 5.7 | % | | 16.2 | % |
| Operating Profit Margin | | | 17.0 | % | | 16.2 | % | | 14.0 | % | | | | |
| Interest Expense, Net | | 83.6 |
| | 88.4 |
| | 95.6 |
| | (5.5 | )% | | (7.5 | )% | | 98.3 |
| | 90.2 |
| | 105.8 |
| | 9.0 | % | | (14.8 | )% |
| Other (Income) Expense, Net | | | 65.7 |
| | 16.2 |
| | 30.1 |
| | 306.5 | % | | (46.4 | )% |
| Provision for Income Taxes | | 459.1 |
| | 430.8 |
| | 354.6 |
| | 6.6 | % | | 21.5 | % | | 354.1 |
| | 379.4 |
| | 388.9 |
| | (6.7 | )% | | (2.4 | )% |
| Effective Income Tax Rate | | 35.2 | % | | 34.4 | % | | 34.9 | % | | | | | | 31.9 | % | | 34.5 | % | | 43.1 | % | | | | |
| Net Income | | $ | 846.9 |
| | $ | 820.5 |
| | $ | 660.9 |
| | 3.2 | % | | 24.1 | % | |
| Net Income Including Noncontrolling Interest | | | 756.5 |
| | 720.0 |
| | 513.0 |
| | 5.1 | % | | 40.4 | % |
| Less: Net Loss Attributable to Noncontrolling Interest | | | (26.4 | ) | | — |
| | — |
| | NM |
| | NM |
|
| Net Income Attributable to The Hershey Company | | | $ | 783.0 |
| | $ | 720.0 |
| | $ | 513.0 |
| | 8.7 | % | | 40.4 | % |
| Net Income Per Share—Diluted | | $ | 3.77 |
| | $ | 3.61 |
| | $ | 2.89 |
| | 4.4 | % | | 24.9 | % | | $ | 3.66 |
| | $ | 3.34 |
| | $ | 2.32 |
| | 9.6 | % | | 44.0 | % |
| | | | | | | | | | | | |
| Note: Percentage changes may not compute directly as shown due to rounding of amounts presented above. | | Note: Percentage changes may not compute directly as shown due to rounding of amounts presented above. |
| NM = not meaningful. | | NM = not meaningful. |
Net Sales
20142017 compared with 20132016
Net sales increased 3.9%1.0% in 20142017 compared with 2013,2016, reflecting favorable price realization of 0.7%, a benefit from acquisitions of 0.3%, and a favorable impact from foreign currency exchange rates of 0.2%, partially offset by a volume growthdecrease of 4.4% and0.2%. Excluding foreign currency, our net sales increased 0.8% in 2017. The favorable net price realization was attributed to lower levels of 0.2%trade promotional spending in both the North America and International and Other segments versus the prior year. Consolidated volume decreased as a result of lower sales volume in the International and Other segment, primarily attributed to our China business and the softness in the modern trade channel coupled with a focus on optimizing our product offerings. These volume decreases were partially offset by higher sales volume in North America, specifically from 2017 innovation and new launches, including Hershey's Cookie Layer Crunch, offsetHershey's Gold and Hershey's and Reese's Popped Snack Mix and Chocolate Dipped Pretzels.
2016 compared with 2015
Net sales increased 0.7% in part2016 compared with 2015, reflecting volume increases of 0.8% and a 0.6% benefit from net acquisitions and divestitures, partially offset by an unfavorable impact from foreign currency exchange rates which reducedof 0.7%. Excluding foreign currency, our net sales by approximately 0.7%.increased 1.4% in 2016. The volume growthimprovement was primarily driven by incremental sales of new chocolate and snacking products in ourthe United States, including Snack Mix, Snack Bites and Hershey's Cookie Layer Crunch bars. While the North America andsegment had unfavorable price realization due to increased levels of trade promotional spending, this was essentially offset by favorable price realization in the International and Other segments, coupled with almost 1%segment, due to significantly lower levels of growth from the recent SGM acquisition. The pricing benefit from the mid-year price increase was largely offset by higher trade promotionsspending and lower core volumes associated with near-term volume elasticity related to the price increase. As discussed previously, we expect the 2014 pricing action to be more impactful to our 2015 results.
2013 compared with 2012returns, discounts and allowances.
Net sales increased 7.6% in 2013 compared with 2012, reflecting volume increases of 7.8% and nominal price realization of 0.1%, offset in part by an unfavorable impact from foreign currency exchange rates which reduced net sales by approximately 0.3%. Higher sales of Brookside products contributed approximately 1.3% to the net sales increase.
Key U.S. Marketplace Metrics
|
| | | | | | | | | |
| For the 52 weeks ended December 31, | | 2014 | | 2013 | | 2012 |
| Hershey's Consumer Takeaway Increase | | 2.7 | % | | 6.3 | % | | 5.7 | % |
| Hershey's Market Share Increase | | 0.3 |
| | 1.1 |
| | 0.6 |
|
ConsumerFor the full year 2017, our U.S. candy, mint and gum ("CMG") consumer takeaway andincreased 1.6%, which was in line with the changecategory increase, resulting in market share are provided forof 30.6%. The CMG consumer takeaway and market share information reflect measured channels of distribution accounting for approximately 90% of our U.S. confectionery retail business. These channels of distribution primarily include food, drug, mass merchandisers, and convenience store channels, plus Wal-Mart Stores, Inc., partial dollar, club and military channels. Hershey's Spreads, the jar and instant consumable pack types, is not captured in the U.S. CMG database referenced herein, as Nielsen captures this within grocery items.
These metrics are based on measured market scanned purchases as reported by NielsenInformation Resources, Incorporated ("IRI"), the Company's market insights and analytics provider, and provide a means to assess our retail takeaway and market position relative to the overall category. In 2014,The amounts presented above are solely for the U.S. CMG category which does not include revenue from our snack mixes and Hershey growth rates were below historical levels as retail store traffic and consumer trips were irregular during the year. Additionally, increased levels of distribution and in-store activity of items such as salty, bakery and meat snacks, by both mainstream and newer contemporary niche manufacturers, were prevalent throughout the year and drove broader snacking category growth in 2014. Despite these market dynamics, forgrocery items. For the full year 2014,2017, our U.S. CMG retail takeaway increased 2.7%1.2% in the expanded multi-outlet combined plus convenience store channels (IRI MULO + C-Stores), which exceeded the category growth rate of 1.8%,includes candy, mint, gum, salty snacks, snack bars, meat snacks and our market share increased by 30 basis points.grocery items.
Cost of Sales and Gross Margin
20142017 compared with 20132016
Cost of sales decreased 4.9% in 2017 compared with 2016. The reduction was driven by lower commodity costs coupled with an incremental $116.0 million favorable impact from marking-to-market our commodity derivative instruments intended to economically hedge future years' commodity purchases, a $53.0 million decrease in business realignment costs, and supply chain productivity and cost savings initiatives. These benefits were offset in part by higher freight and warehousing costs and unfavorable manufacturing variances.
Gross margin increased by 340 basis points in 2017 compared with 2016. Lower commodity costs coupled with the favorable year-over-year mark-to-market impact from commodity derivative instruments, lower business realignment costs, and supply chain productivity contributed to the improvement in gross margin. However, higher supply chain costs and unfavorable product mix partially offset the increase in gross margin.
2016 compared with 2015
Cost of sales increased 5.7%7.0% in 20142016 compared with 2013. Higher costs associated with sales volume increases, higher commodity and other incremental supply chain2015. Incremental business realignment costs and unfavorable sales mixmark-to-market losses on commodity derivative instruments increased total cost of sales by approximately 7.8%. The higher commodity costs were largely driven by higher dairy ingredient costs, which cannot be effectively hedged,5.3%, while the unfavorable sales mix resulted from a greater proportion of seasonal sales volumes, which are typically at lower margins than non-seasonal products. These cost increases were offsetremaining increase was primarily attributed to higher volume and higher supply chain costs, in part by supply chain productivity improvementsdue to higher manufacturing variances and lower pensionsome incremental fixed costs which together reduced costrelated to the commencement of sales by approximately 2.1%.manufacturing in the Malaysia facility.
Gross margin decreased by 90340 basis points in 20142016 compared with 2013. Supply chain productivity2015. Mark-to-market losses on commodity derivative instruments and other cost savings initiatives, favorable net price realization, and operating leverage from the higher sales volumes collectively improvedincremental depreciation expense related to business realignment activities drove a 300 basis point decline in gross margin by 150 basis points. The impact of lower pension expenses in 2014 in comparison with 2013 benefited 2014 gross margin by 20 basis points. However, these benefits were more than offset by higher commodity and other input costs and unfavorable sales mix which together reduced gross profit margin by approximately 260 basis points.
2013 compared with 2012
Cost of sales increased 2.1% in 2013 compared with 2012. The impact of sales volume increasesmargin. Higher trade promotional spending and supply chain cost inflation together increased cost of sales by approximately 9.4%. Lower input costs supply chain productivity improvements and a favorable sales mix reduced cost of sales by approximately 6.3%. Business realignment and impairment charges of $0.4 million were included in cost of sales in 2013, compared with $36.4 million inalso contributed to the prior year, benefiting 2013 cost of sales by 1.0%.
Gross margin increased by 290 basis points in 2013 compared with 2012. Reduced input costs, supply chain productivity improvements, a favorable sales mix and lower fixed costs as a percent of sales together improveddecreased gross margin, by 390 basis points. These improvementsbut were partially offset by supply chain productivity and cost inflation which reduced gross margin by 160 basis points. The impact of lower business realignment and impairment charges recorded in 2013 compared with 2012 benefited 2013 gross margin by 60 basis points.savings initiatives.
Selling, Marketing and Administrative
20142017 compared with 20132016
Selling, marketing and administrative (“SM&A”) expenses decreased $21.5$2.0 million or 1.1%0.1% in 2014. This includes a 3.1% reduction2017. Advertising and related consumer marketing expense remaining consistent with 2016 levels, as higher spending by the North America segment was offset by reduced spending by the International and Other segment. While 2017 SM&A benefited from costs savings and efficiency initiatives, lower business realignment costs, and lower acquisition integration costs, these savings were offset in part by higher pension settlement charges and higher costs related to acquisition due diligence activities and the implementation of our new enterprise resource planning system.
2016 compared with 2015
SM&A expenses decreased $53.9 million or 2.7% in 2016. Advertising and related consumer marketing expense decreased 4.0% during this period. We spent less on advertising and related consumer marketing expenses due to the timing of new product launches, a reduction in media production costs and a decision to shift resources to other more productive areas. Excluding advertising and related consumer marketing expenses, selling and administrative expenses were relatively flat compared to 2013 due to lower incentive compensation costs and discretionary cost containment efforts, offset in part by higher employee-related costs, including additional headcount in our China businessInternational and additional focused selling resources, as well as transaction costs associated with the acquisition of SGM. Selling and administrative expenses in 2014 also benefited from the $4.6 million gain recordedOther segment, particularly in the first quarter on the Lotte Shanghai Food Company (“LSFC”) acquisitionChina market, and the $5.6 millionour spending in foreign currency gains realized on forward contracts related to the manufacturing facility under construction in Johor, Malaysia.
2013 compared with 2012
SM&A expenses increased $218.7 million or 12.8% in 2013. Contributing to the overall increase was a 19.7% increase in advertising, consumer promotions and otherNorth America declined as our marketing expenses to support core brands and the introduction of new products in the U.S. and international markets.mix models were weighted toward higher trade promotional spending. Excluding thethese advertising and related consumer marketing costs, selling and administrative expenses increased 8.8% primarilyfor 2016 decreased by 2.0% as compared to 2015 as a result of higher employee-relatedour continued focus on reducing non-essential spending. SM&A expenses increased incentive compensationin 2016 were also impacted by business realignment costs legal feesof $18.6 million, NSRPE of $15.2 million and increased marketing researchacquisition and integration costs of $6.5 million. In 2015, SM&A expenses alongincluded business realignment costs of $17.4 million, NSRPE of $15.6 million and acquisition and integration costs of $13.6 million.
Goodwill, Indefinite and Long-Lived Asset Impairment Charges
In 2017, we recorded long-lived asset impairment charges totaling $106.0 million to write-down distributor relationship and trademark intangible assets that had been recognized in connection with the write-off2014 SGM acquisition and wrote-down property, plant and equipment by $102.7 million.
In 2016, in connection with the annual impairment testing of certainindefinite lived intangible assets, we recognized a trademark impairment charge of $4.2 million, primarily resulting from plans to discontinue a brand sold in India.
In 2015, we recorded goodwill impairment charges totaling $280.8 million resulting from our reassessment of the valuation of the SGM business, coupled with the write-down of goodwill attributed to the China chocolate business in connection with the SGM acquisition from September 2014.
The assessment of the valuation of goodwill and other long-lived assets is based on management estimates and assumptions, as discussed in our critical accounting policies included in Item 7 of this Annual Report on Form 10-K. These estimates and assumptions are subject to change due to changing economic and competitive conditions.
Business Realignment Activities
We are currently pursuing several business realignment activities designed to increase our efficiency and focus our business behind key growth strategies. Costs recorded for business realignment activities during 2017, 2016 and 2015 are as follows: |
| | | | | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| In millions of dollars | | | | | |
| Margin for Growth Program: | | | | | | |
| Severance | | $ | 32.6 |
| | $ | — |
| | $ | — |
|
| Accelerated depreciation | | 6.9 |
| | — |
| | — |
|
| Other program costs | | 16.4 |
| | — |
| | — |
|
| Operational Optimization Program: | | | | | | |
| Severance | | $ | 13.8 |
| | $ | 17.9 |
| | $ | — |
|
| Accelerated depreciation | | — |
| | 48.6 |
| | — |
|
| Other program costs | | (0.3 | ) | | 21.8 |
| | — |
|
| 2015 Productivity Initiative: | | | | | | |
| Severance | | — |
| | — |
| | 81.3 |
|
| Pension settlement charges | | — |
| | 13.7 |
| | 10.2 |
|
| Other program costs | | — |
| | 5.6 |
| | 14.3 |
|
| Other international restructuring programs: | | | | | | |
| Severance | | — |
| | — |
| | 6.6 |
|
| Accelerated depreciation and amortization | | — |
| | — |
| | 5.9 |
|
| Mauna Loa divestiture | | — |
| | — |
| | 2.7 |
|
| Total | | $ | 69.4 |
| | $ | 107.6 |
| | $ | 121.0 |
|
Costs associated with business realignment activities are classified in our Consolidated Statements of Income as described in Note 7 to the Consolidated Financial Statements.
Margin for Growth Program
In February 2017, the Company's Board of Directors unanimously approved several initiatives under a single program designed to drive continued net sales, operating income and earnings per-share diluted growth over the next several years. This program will focus on improving global efficiency and effectiveness, optimizing the Company’s supply chain, streamlining the Company’s operating model and reducing administrative expenses to generate long-term savings.
The Company estimates that the “Margin for Growth” program will result in total pre-tax charges of $375 million to $425 million from 2017 to 2019. This estimate includes plant and office closure expenses of $100 million to $115 million, net intangible asset impairment charges of $100 million to $110 million, employee separation costs of $80 million to $100 million, contract termination costs of approximately $25 million, and other business realignment costs of $70 million to $75 million. The cash portion of the total charge is estimated to be $150 million to $175 million. At the conclusion of the program in 2019, ongoing annual savings are expected to be approximately $150 million to $175 million. The Company expects that implementation of the program will reduce its global workforce by approximately 15%, with a majority of the reductions coming from hourly headcount positions outside of the United States.
The program includes an initiative to optimize the manufacturing operations supporting our China business. We deemed this to be a triggering event requiring us to test our China long-lived asset group for impairment by first determining whether the carrying value of the asset group was recovered by our current estimates of future cash flows associated with the remodelingasset group. Because this assessment indicated that the carrying value was not recoverable, we calculated an impairment loss as the excess of increased office space. There were minimal business realignment charges included in SM&A in 2013 compared with $2.5 million in 2012.
Business Realignment and Impairment Charges
Business realignment andthe asset group's carrying value over its fair value. The resulting impairment loss was allocated to the asset group's long-lived assets. Therefore, as a result of this testing, during the first quarter of 2017, we recorded impairment charges totaling $208.7 million, with $106.0 million representing the
portion of the impairment loss that was allocated to the distributor relationship and trademark intangible assets that had been recognized in connection with the 2014 SGM acquisition and $102.7 million representing the portion of the impairment loss that was allocated to property, plant and equipment. These impairment charges are recorded during 2014, 2013 and 2012 werein the long-lived asset impairment charges caption within the Consolidated Statements of Operations.
During 2017, we recognized estimated employee severance totaling $32.6 million. These charges relate largely to our initiative to improve the cost structure of our China business, as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| In millions of dollars | | | | | | |
| Cost of sales - Next Century and other programs | | $ | 1.6 |
| | $ | 0.4 |
| | $ | 36.4 |
|
| Selling, marketing and administrative - Next Century and other programs | | 2.9 |
| | — |
| | 2.4 |
|
| Business realignment and impairment charges: | | | | | | |
| Next Century program: | | | | | | |
| Pension settlement loss | | — |
| | — |
| | 15.8 |
|
| Plant closure expenses | | 7.5 |
| | 16.3 |
| | 20.8 |
|
| Employee separation costs | | — |
| | — |
| | 0.9 |
|
| Planned divestiture of Mauna Loa | | 22.3 |
| | — |
| | — |
|
| India impairment | | 15.9 |
| | — |
| | — |
|
| India voluntary retirement program | | — |
| | 2.3 |
| | — |
|
| Tri-US, Inc. asset impairment charges | | — |
| | — |
| | 7.5 |
|
| Total business realignment and impairment charges | | 45.7 |
| | 18.6 |
| | 45.0 |
|
| Total charges associated with business realignment initiatives and impairment | | $ | 50.2 |
| | $ | 19.0 |
| | $ | 83.8 |
|
Next Century Program
In June 2010, we announced Project Next Century (the “Next Century program”)well as our initiative to further streamline our corporate operating model. We also recognized non-cash, asset-related incremental depreciation expense totaling $6.9 million as part of optimizing the North America supply chain. During 2017, we also recognized other program costs totaling $16.4 million. These charges relate primarily to third-party charges for our ongoing effortsinitiative of improving global efficiency and effectiveness.
Operational Optimization Program
In the second quarter of 2016, we commenced a program (the “Operational Optimization Program”) to create an advantagedoptimize our production and supply chain network, which includes select facility consolidations. The program encompasses the continued transition of our China chocolate and competitive cost structure. As partSGM operations into a united Golden Hershey platform, including the integration of the program,China sales force, as well as workforce planning efforts and the consolidation of production was transitioned fromwithin certain facilities in China and North America.
For the Company's century-old facility at 19 East Chocolate Avenue in Hershey, Pennsylvania, to an expanded West Hershey facility, which was built in 1992. The Next Century program is essentially complete as ofyear ended December 31, 2014. Project-to-date2017, we incurred pre-tax costs totaled $197.9totaling $13.5 million, through December 31, 2014, in line with our estimates of total pre-tax charges and non-recurring project implementation costs of $190 million to $200 million.
In 2014 and 2013, plant closure expenses were primarily related to costsemployee severance associated with the demolitionworkforce planning efforts within North America. We currently expect to incur additional cash costs of approximately $8 million over the next twelve months to complete this program.
2015 Productivity Initiative
In mid-2015, we initiated a productivity initiative (the “2015 Productivity Initiative”) intended to move decision making closer to the customer and the consumer, to enable a more enterprise-wide approach to innovation, to more swiftly advance our knowledge agenda, and to provide for a more efficient cost structure, while ensuring that we effectively allocate resources to future growth areas. Overall, the 2015 Productivity Initiative was undertaken to simplify the organizational structure to enhance the Company's ability to rapidly anticipate and respond to the changing demands of the former manufacturing facility.global consumer.
In 2012, chargesThe 2015 Productivity Initiative was executed throughout the third and fourth quarters of 2015, resulting in a net reduction of approximately 300 positions, with the majority of the departures taking place by the end of 2015. The 2015 Productivity Initiative was completed during the third quarter 2016. We incurred total costs of $125 million relating to the Next Centurythis program, included the following: $36.4including pension settlement charges of $13.7 million recorded in cost of sales related primarily to start-up costs2016 and accelerated depreciation of fixed assets over the reduced estimated remaining useful lives; $2.4$10.2 million recorded in selling, marketing and administrative expense for project administration; business realignment charges of $15.8 million2015 relating to a non-cash pension settlement loss resulting from lump sum withdrawals by employees retiring or leaving the Company primarily in connection with the Next Century program; and $20.8 million primarily related to costs associated with the closureas a result of a manufacturing facility and the relocation of production lines.
Planned divestiture of Mauna Loa
In December 2014, we entered into an agreement to sell the Mauna Loa Macadamia Nut Corporation. In connection with the anticipated sale, we have recorded an estimated loss of $22.3 million to reflect the disposal entity at fair value, less an estimate of the selling costs. See Note 2 to the Consolidated Financial Statements for additional information.
India impairment
In connection with our annual goodwill and other intangible asset impairment testing, in December 2014, we recorded non-cash goodwill and trademark impairment charges totaling $15.9 million associated with our business in India. See Note 3 to the Consolidated Financial Statements for additional information.this program.
Other international restructuring programs
DuringCosts incurred for the year ended December 31, 2015 related principally to accelerated depreciation and amortization and employee severance costs for minor programs commenced in 2014 we implemented restructuring programs at several non-U.S. entities to rationalize selectcertain non-U.S. manufacturing and distribution activities resulting in severance and accelerated depreciation costs of $4.5 million. These costs are recorded within cost ofto establish our own sales and selling, marketingdistribution teams in Brazil in connection with our exit from the Bauducco joint venture.
Operating Profit and administrative costs. We expect to incur approximately $3.7 million of additional accelerated depreciation in 2015; other remaining costs relating to these programs are not expected to be significant.
Tri-US, Inc. impairment charges
In December 2012, the board of directors of Tri-US, Inc., a company that manufactured, marketed and sold nutritional beverages in which we held a controlling ownership interest, decided to cease operations as a result of operational difficulties, quality issues and competitive constraints. It was determined that investments necessary to continue the business would not generate sufficient return. Accordingly, in December 2012, the Company recorded non-cash impairment charges of approximately $7.5 million, primarily associated with the write off of goodwill and other intangible assets. These charges excluded the portion of the losses attributable to the noncontrolling interests.
Income Before Interest and Income Taxes ("EBIT") and EBITOperating Profit Margin
20142017 compared with 20132016
EBITOperating profit increased 3.7%5.7% in 20142017 compared with 20132016 due primarily to the higher level of gross profit and slightly lower overall selling, marketingSM&A expenses, as discussed previously. Operating profit margin increased to 17.0% in 2017 from 16.2% in 2016 driven by the improvement in gross margin.
2016 compared with 2015
Operating profit increased 16.2% in 2016 compared with 2015 due primarily to lower goodwill and administrativeintangible asset impairment charges, lower SM&A costs and lower business realignment costs, offset in part by the higher business realignment and impairment charges in 2014, as discussed above.
EBIT margin was 18.7% in 2014 and 2013, respectively. Whilelower gross margin declined by 90 basis points in 2014, this was offset by a lower level of SM&A expense as a percent of sales, which was favorable by 130 basis points in 2014.
2013 compared with 2012
EBIT increased in 2013 compared with 2012 as a result of higher grossprofit. Operating profit and lower business realignment charges, partially offset by higher selling, marketing and administrative expenses. Pre-tax net business realignment and impairment charges of $19.1 million were recorded in 2013 compared with $83.8 million recorded in 2012.
EBIT margin increased to 16.2% in 2016 from 16.7%14.0% in 20122015 due primarily to 18.7% in 2013 as a result of higher gross margin and lower business realignment charges, partially offset by higher SM&A expenses as a percent of sales. The net impact of business realignment, impairment and acquisition charges recorded in 2013 reduced EBIT margin by 30 basis points, while business realignment and impairment charges recorded in 2012 reduced EBIT margin by 130 basis point.these same factors.
Interest Expense, Net
20142017 compared with 20132016
Net interest expense was $4.8$8.1 million lowerhigher in 20142017 than in 20132016. The increase was due primarily to a greater levelhigher levels of capitalizedlong-term debt outstanding and higher interest in 2014rates on commercial paper during the 2017 period, as well as higher interest income earned on short-term investments.a decreased benefit from the fixed to floating swaps.
20132016 compared with 20122015
Net interest expense in 2013 was $7.2$15.6 million lower in 2016 than in 2012 primarily2015, as the 2015 amount included the premium paid to repurchase long-term debt as part of a result of lower short-term borrowings,cash tender offer. This decrease was partially offset by a decrease inlower capitalized interest expense and higherlower interest income.
Other (Income) Expense, Net
2017 compared with 2016
Other (income) expense, net totaled expense of $65.7 million in 2017 versus expense of $16.2 million 2016. In 2017 we recognized a $66.2 million write-down on long-term debt.equity investments qualifying for federal historic and energy tax credits, compared to a $43.5 million write down in 2016. Additionally, 2016 was offset by an extinguishment gain of $26.7 million related to the settlement of the SGM liability.
2016 compared with 2015
23Other (income) expense, net totaled expense of $16.2 million in 2016 versus expense of $30.1 million in 2015. The decrease was primarily due to the $26.7 million settlement of the SGM liability in 2016, partially offset by an increase in the write-down of equity investments qualifying for federal historic and energy tax credits.
Income Taxes and Effective Tax Rate
20142017 compared with 20132016
Our effective income tax rate was 35.2%31.9% for 20142017 compared with 34.4%34.5% for 2013. The 20142016. Relative to the statutory rate, the 2017 effective income tax rate was higher dueimpacted by a favorable foreign rate differential relating to unfavorableforeign operations and cocoa procurement, investment tax return true-up adjustments, unfavorable shiftscredits and the benefit of taxable income to higher tax jurisdictions, andASU 2016-09 for the accounting of employee share-based payments, which were partially offset by the impact of business realignmentU.S. tax reform and impairment charges with minimal tax benefit, partly offset by favorablenon-benefited costs resulting from the Margin for Growth Program. The 2016 effective rate benefited from the impact of non-taxable income related to the settlement of Canadian assessmentsthe SGM liability and favorable settlement of U.S. audits.investment tax credits.
20132016 compared with 20122015
Our effective income tax rate was 34.4%34.5% for 20132016 compared with 34.9%43.1% for 2012. The decrease in2015. Relative to the statutory rate, the 2016 effective income tax rate was impacted by greater benefits from manufacturing deductions, research and development and investment tax credits, and a favorable foreign rate differential relating to our cocoa procurement operations.
Net Income attributable to The Hershey Company and Earnings Per Share-diluted
2017 compared with 2016
Net income increased $62.9 million, or 8.7%, while EPS-diluted increased $0.32, or 9.6%, in 2013 reflected2017 compared with 2016. The increase in both net income and EPS-diluted were driven by higher gross profit, lower stateSM&A and lower income taxes, which werepartly offset by the long-lived asset impairment charges and higher in 2012write-downs relating to tax credit investments, as noted above. Our 2017 EPS-diluted also benefited from lower weighted-average shares outstanding as a result of the impact of certain state tax legislation, and an increase in deductions associated with certain foreign tax jurisdictions, partly offset byshare repurchases, including a higher benefit in 2012 resultingcurrent year repurchase from the completion of tax audits.
Net IncomeMilton Hershey School Trust and Net Income Per Shareprior year repurchases pursuant to our Board-approved repurchase programs.
20142016 compared with 20132015
Net income increased $26.4$207.0 million, or 3.2%40.4%, while earnings per share-diluted (“EPS”)EPS-diluted increased $0.16,$1.02, or 4.4%44.0%, in 20142016 compared with 2013.2015. The increases in both net income and EPSEPS-diluted were driven by higher sales, offset by higher commoditythe lower goodwill and intangible asset impairment charges, lower SM&A costs and unfavorable sales mix,lower business realignment costs, as noted above. Our 2014 EPS2016 EPS-diluted also benefited from lower weighted-average shares outstanding as a result of share repurchases pursuant to our Board-approved repurchase programs.
2013 compared with 2012
Net income increased $159.6 million, or 24.1%, while EPS-diluted increased $0.72, or 24.9%, in 2013 compared with 2012. The increases in both net income and EPS were driven by higher sales, lower input costs, favorable sales mix and lower business realignment and impairment charges.
SEGMENT RESULTS
The summary that follows provides a discussion of the results of operations of our two reportable segments: North America and International and Other. The segments reflect our operations on a geographic basis. For segment reporting purposes, we use “segment income” to evaluate segment performance and allocate resources. Segment income excludes unallocated general corporate administrative expenses, as well asunallocated mark-to-market gains and losses on commodity derivatives, business realignment and impairment charges, acquisition-relatedacquisition integration costs the non-service related portion of pension expense and other unusual gains or lossesNSRPE that are not part of our measurement of segment performance. These items of our operating income are largely managed centrally at the corporate level and are excluded from the measure of segment income reviewed by the CODM and used for resource allocation and internal management reporting and performance evaluation. Segment income and segment income margin, which are presented in the segment discussion that follows, are non-GAAP measures and do not purport to be alternatives to operating income as a measure of operating performance. We believe that these measures are useful to investors and other users of our financial information in evaluating ongoing operating profitability as well as in evaluating operating performance in relation to our competitors, as they exclude the activities that are not integraldirectly attributable to our ongoing segment operations. For further information, see the Non-GAAP Disclosures at the beginningInformation section of this Item 7.MD&A.
Our segment results, including a reconciliation to our consolidated results, were as follows:
| | | For the years ended December 31, | For the years ended December 31, | | 2014 | | 2013 | | 2012 | For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| In millions of dollars | In millions of dollars | | | | | | | In millions of dollars | | | | | | |
| Net Sales: | Net Sales: | | | | | | | Net Sales: | | | | | | |
| North America | North America | | $ | 6,352.7 |
| | $ | 6,200.1 |
| | $ | 5,812.7 |
| North America | | $ | 6,621.2 |
| | $ | 6,533.0 |
| | $ | 6,468.1 |
|
| International and Other | International and Other | | 1,069.1 |
| | 946.0 |
| | 831.6 |
| International and Other | | 894.3 |
| | 907.2 |
| | 918.5 |
|
| Total | Total | | $ | 7,421.8 |
| | $ | 7,146.1 |
| | $ | 6,644.3 |
| Total | | $ | 7,515.4 |
| | $ | 7,440.2 |
| | $ | 7,386.6 |
|
| | | | | | | | | | | | | | | |
| Segment Income: | | | | | | | |
| Segment Income (Loss): | | Segment Income (Loss): | | | | | | |
| North America | North America | | $ | 1,916.2 |
| | $ | 1,862.6 |
| | $ | 1,656.1 |
| North America | | $ | 2,045.6 |
| | $ | 2,041.0 |
| | $ | 2,074.0 |
|
| International and Other | International and Other | | 40.0 |
| | 44.6 |
| | 51.4 |
| International and Other | | 11.5 |
| | (29.1 | ) | | (98.1 | ) |
| Total segment income | Total segment income | | 1,956.2 |
| | 1,907.2 |
| | 1,707.5 |
| Total segment income | | 2,057.1 |
| | 2,011.9 |
| | 1,975.9 |
|
| Unallocated corporate expense (1) | Unallocated corporate expense (1) | | 503.4 |
| | 533.5 |
| | 478.6 |
| Unallocated corporate expense (1) | | 504.3 |
| | 497.4 |
| | 497.4 |
|
| Business realignment and impairment charges | | 50.2 |
| | 19.1 |
| | 83.8 |
| |
| Non-service related pension | | (1.8 | ) | | 10.9 |
| | 20.6 |
| |
| Unallocated mark-to-market (gains) losses on commodity derivatives (2) | | Unallocated mark-to-market (gains) losses on commodity derivatives (2) | | (35.3 | ) | | 163.2 |
| | — |
|
| Goodwill, indefinite and long-lived asset impairment charges | | Goodwill, indefinite and long-lived asset impairment charges | | 208.7 |
| | 4.2 |
| | 280.8 |
|
| Costs associated with business realignment activities | | Costs associated with business realignment activities | | 69.4 |
| | 107.6 |
| | 121.0 |
|
| Non-service related pension expense | | Non-service related pension expense | | 35.0 |
| | 27.2 |
| | 18.1 |
|
| Acquisition and integration costs | Acquisition and integration costs | | 14.8 |
| | 4.0 |
| | 13.4 |
| Acquisition and integration costs | | 0.3 |
| | 6.5 |
| | 20.9 |
|
| Income before interest and income taxes | | 1,389.6 |
| | 1,339.7 |
| | 1,111.1 |
| |
| Operating profit | | Operating profit | | 1,274.6 |
| | 1,205.8 |
| | 1,037.7 |
|
| Interest expense, net | Interest expense, net | | 83.6 |
| | 88.4 |
| | 95.6 |
| Interest expense, net | | 98.3 |
| | 90.1 |
| | 105.8 |
|
| Other (income) expense, net | | Other (income) expense, net | | 65.7 |
| | 16.2 |
| | 30.1 |
|
| Income before income taxes | Income before income taxes | | $ | 1,306.0 |
| | $ | 1,251.3 |
| | $ | 1,015.5 |
| Income before income taxes | | $ | 1,110.7 |
| | $ | 1,099.5 |
| | $ | 901.8 |
|
| |
| (1) | Includes centrally-managed (a) corporate functional costs relating to legal, treasury, finance and human resources, (b) expenses associated with the oversight and administration of our global operations, including warehousing, distribution and manufacturing, information systems and global shared services, (c) non-cash stock-based compensation expense and (d) other gains or losses that are not integral to segment performance. |
| |
| (2) | Net (gains) losses on mark-to-market valuation of commodity derivative positions recognized in unallocated derivative (gains) losses. See Note 11 to the Consolidated Financial Statements. |
North America
The North America segment is responsible for our chocolate and sugarnon-chocolate confectionery market position, as well as our grocery and growing snacks market positions, in the United States and Canada. This includes developing and growing our business in chocolate sugarand non-chocolate confectionery, refreshment, snack, pantry, and food service and other snacking product lines. North America accounted for 85.6%88.1%, 86.8%87.8% and 87.5%87.6% of our net sales in 2014, 20132017, 2016 and 2012,2015, respectively. North America results for the years ended December 31, 2014, 20132017, 2016 and 20122015 were as follows: | | | | | | | Percent / Point Change | | | | Percent Change |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 | | 2014 vs 2013 | | 2013 vs 2012 | | 2017 | | 2016 | | 2015 | | 2017 vs 2016 | | 2016 vs 2015 |
| In millions of dollars | | | | | | | | | | | | | | | | | | | | |
| Net sales | | $ | 6,352.7 |
| | $ | 6,200.1 |
| | $ | 5,812.7 |
| | 2.5 | % | | 6.7 | % | | $ | 6,621.2 |
| | $ | 6,533.0 |
| | $ | 6,468.1 |
| | 1.3 | % | | 1.0 | % |
| Segment income | | 1,916.2 |
| | 1,862.6 |
| | 1,656.1 |
| | 2.9 | % | | 12.5 | % | | 2,045.6 |
| | 2,041.0 |
| | 2,074.0 |
| | 0.2 | % | | (1.6 | )% |
| Segment margin | | 30.2 | % | | 30.0 | % | | 28.5 | % | | | | | | 30.9 | % | | 31.2 | % | | 32.1 | % | | | | |
20142017 compared with 20132016
Net sales of our North America segment increased $152.6$88.2 million or 2.5%1.3% in 20142017 compared to 2013,2016, driven by increased volume of 0.5% due to a longer Easter season, as well as 2017 innovation, specifically, Hershey's Cookie Layer Crunch, and the launch of Hershey's Gold and Hershey's and Reese's Popped Snack Mix and Chocolate Dipped Pretzels. Additionally, the barkTHINS brand acquisition contributed 0.3%. Net price realization increased by 0.4% due to decreased levels of trade promotional spending. Excluding the favorable impact of foreign currency exchange rates of 0.1%, the net sales of our North America segment increased by approximately 1.2%.
Our North America segment income increased $4.6 million or 0.2% in 2017 compared to 2016, driven by higher gross profit, partially offset by investments in greater levels of advertising expense and go-to-market capabilities, as well as unfavorable manufacturing variances and higher freight and warehousing costs.
2016 compared with 2015
Net sales of our North America segment increased $64.9 million or 1.0% in 2016 compared to 2015, reflecting volume growthincreases of 2.4%1.4% and the favorable net impact of acquisitions and divestitures of 0.7%, partially offset by unfavorable net price realization of 0.5%0.9% and an unfavorable impact from foreign currency exchange rates that reduced net sales by approximately 0.4%0.2%. 2014Our 2016 North America performance was similar to the slower growth experienced by other CPG companies. Additionally, the U.S. CMG category and manufacturers were impacted by a shorter Easter season and merchandising and display strategies at select customers. The segment's volume increase was primarily attributable to new product introductions, including York and Kit Kat Minis, Nutrageous relaunch, Brookside Crunchy Clusters, Lancaster Soft Cremes and Hershey's Spreads, drove the volume growth, as sales volumes for core,partially offset by lower everyday products were unfavorably impacted byproduct sales. The unfavorable net price realization resulted from increased levels of distribution and in-store activity from confection and other snacking categories. Highertrade promotional spending necessary to support higher levels of trade promotion reduced the benefit from the mid-year pricing action.in-store merchandising and display activity. Our Canada operations were impacted by the stronger U.S. dollar, which drove the unfavorable foreign currency impact.
Our North America segment income increased $53.6decreased $33.0 million or 2.9%1.6% in 20142016 compared to 2013, principally due to2015, driven by lower gross margin as higher sales volumestrade promotional spending and higher supply chain costs were only partially offset by the benefit from supply chain productivity improvements, which offset inputand cost increases and unfavorable sales mix. Our core product mix in 2014 was more heavily weighted toward seasonal offerings which typically generate lower margins than our core, everyday instant consumable products. Additionally, advertising, consumer promotions and marketing expenses decreased 2.8% in 2014 due to the timing of new product launches, a reduction in media production costs, and a decision to shift resources to other more productive areas.savings initiatives.
2013 compared with 2012
Net sales of our North America segment increased $387.4 million or 6.7% in 2013 compared to 2012, reflecting volume growth of 6.4%, positive net price realization of 0.5% and an unfavorable impact from foreign currency exchange rates of 0.2%. Higher sales of Brookside products contributed 1.4% to the 2013 net sales increase for the segment.
Our North America segment income increased $206.5 million or 12.5% in 2013 compared to 2012, principally due to higher sales volumes, positive sales mix and lower commodity input costs. However, advertising, consumer promotions and marketing expenses increased 15.0% to support core brands and the introduction of new products, which offset some of the increase. Additionally, segment expenses were higher as a result of increased employee-related, incentive compensation and marketing research expenses.
International and Other
The International and Other segment includes all other countries where we currently manufacture, import, market, sell or distribute chocolate sugarand non-chocolate confectionery and other products. Currently, this includes our operations in China and other Asia markets, Latin America, Europe, Africa and the Middle East, along with exports to these regions. While a minorless significant component, this segment also includes our global retail operations, including Hershey’s Chocolate World stores in Hershey, Pennsylvania, New York City, Chicago, Las Vegas, Shanghai, Niagara Falls (Ontario), Dubai and Singapore, as well as operations associated with licensing the use of certain trademarks and products to third parties around the world. International and Other accounted for 14.4%11.9%, 13.2%12.2% and 12.5%12.4% of our net sales in 2014, 20132017, 2016 and 2012,2015, respectively. International and Other results for the years ended December 31, 2014, 20132017, 2016 and 20122015 were as follows:
| | | | | | | Percent / Point Change | | | | Percent Change |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 | | 2014 vs 2013 | | 2013 vs 2012 | | 2017 | | 2016 | | 2015 | | 2017 vs 2016 | | 2016 vs 2015 |
| In millions of dollars | | | | | | | | | | | | | | | | | | | | |
| Net sales | | $ | 1,069.1 |
| | $ | 946.0 |
| | $ | 831.6 |
| | 13.0 | % | | 13.8 | % | | $ | 894.3 |
| | $ | 907.2 |
| | $ | 918.5 |
| | (1.4 | )% | | (1.2 | )% |
| Segment income | | 40.0 |
| | 44.6 |
| | 51.4 |
| | (10.3 | )% | | (13.2 | )% | |
| Segment income (loss) | | | 11.5 |
| | (29.1 | ) | | (98.1 | ) | | NM |
| | NM |
|
| Segment margin | | 3.7 | % | | 4.7 | % | | 6.2 | % | | | | | | 1.3 | % | | (3.2 | )% | | (10.7 | )% | | | | |
20142017 compared with 20132016
Net sales of our International and Other segment increased $123.1decreased $12.9 million or 13.0%1.4% in 20142017 compared to 2013,2016, reflecting volume growthdeclines of 17.0%4.7%, unfavorable netpartially offset by favorable price realization of 1.7%,2.7% and an unfavorablea favorable impact from foreign currency exchange rates that reducedof 0.6%. Excluding the unfavorable impact of foreign currency exchange rates, the net sales of our International and Other segment decreased by approximately 2.3%2.0%.
The sales volume increasedecrease is primarily attributed to our China business, driven by softness in the modern trade channel coupled with a focus on optimizing our product offerings. The favorable net price realization was primarily due to increased demand for new and existing productsdriven by higher prices in Chinaselect markets, as well as $54 millionreduced levels of incremental sales fromtrade promotional spending, which declined significantly compared to the newly acquired SGM business. Excluding SGM, our 2014 chocolateprior year. Constant currency net sales grew 35% in China and we increased our market share to almost 10% of the chocolate category. Our 2014 sales in Mexico were unfavorably impactedand Brazil increased by the challenging economic environment, while our Brazil performance improved sequentially as the year progressed, finishing 2014 up approximately 7% from the prior year, excluding the impact10.8% and 10.5%, respectively, driven by solid chocolate marketplace performance. India also experienced constant currency net sales growth of unfavorable currency. The unfavorable price realization reflects increased trade promotions and allowances, particularly in China and Mexico where we have made additional investments to drive sales volume growth.13.8%.
Our International and Other segment generated income decreased $4.6of $11.5 million or 10.3% in 20142017 compared to 2013, as the benefita loss of $29.1 million in 2016 due to benefits from higher sales volume was more than offset by higherreduced trade promotionspromotional spending and a 5.9% higher investment in advertising to support core brands and the introduction of new products in our international markets. The most significant portion of this investment was focused on our China and Mexico markets. We also increased headcount, particularlylower operating expenses in China as a result of our Margin for Growth Program. Additionally, segment income benefited from the improved combined income in support of sales growth.Latin America and export markets versus the prior year.
20132016 compared with 20122015
Net sales of our International and Other segment increased $114.4decreased $11.3 million or 13.8%1.2% in 20132016 compared to 2012,2015, reflecting volume growth of 17.0%, unfavorable net price realization of 2.4%, and an unfavorable impact from foreign currency exchange rates that reducedof 4.4%, volume declines of 3.7% and the unfavorable impact of net acquisitions and divestitures of 0.1%, substantially offset by favorable net price realization of 7.0%. Excluding the unfavorable impact of foreign currency exchange rates, the net sales of our International and Other segment increased by approximately 0.9%3.2%.
The favorable net price realization was driven by lower direct trade expense as well as lower returns, discounts and allowances in China, which declined significantly compared to the prior year. The volume decrease primarily related to lower sales volume increase was primarilyin India due to the discontinuance of the edible oil business as well as lower sales growth in China,our global retail and licensing business, partially offset by net sales increases in Latin America and select export markets. Constant currency net sales in Mexico and Brazil while the unfavorable price realization reflects increased trade promotions and allowances, particularly in China and Mexico where we have made additional investments to drive sales volume growth.on a combined basis by approximately 13%, driven by solid chocolate marketplace performance.
Our International and Other segment incomeloss decreased $6.8$69.0 million or 13.2% in 20132016 compared to 2012, as2015. Combined income in Latin America and export markets improved versus the benefitprior year and performance in China benefited from higher sales volumelower direct trade and improved gross margins was morereturns, discounts and allowances that were significantly lower than offset by a 44.8% higher investment in advertising, consumer promotions and marketing expenses to support core brands and the introduction of new products in our international markets. The most significant portion of this investment was focused on our China and Mexico markets.prior year.
Unallocated Corporate ItemsExpense
Unallocated corporate administrationexpense includes centrally-managed (a) corporate functional costs relating to legal, treasury, finance and human resources, (b) expenses associated with the oversight and administration of our global operations, including warehousing, distribution and manufacturing, information systems and global shared services, (c) non-cash stock-based compensation expense and (d) other gains or losses that are not integral to segment performance.
In 2014, unallocatedUnallocated corporate itemsexpense totaled $503.4$504.3 million in 2017, as compared to $533.5$497.4 million in 2013, with2016. While we realized savings in 2017 from our productivity and cost savings initiatives, these savings were more than offset by higher costs related to the reduction driven by lower incentive compensation expensemulti-year implementation of our enterprise resource planning system, as well as discretionaryhigher due diligence costs related to merger and acquisition activity. Unallocated corporate expense in 2016 was consistent with 2015 levels, as savings realized from our productivity and cost containment measures intended to mitigate thesavings initiatives were offset by higher commodityemployee-related costs and other input costsan increase in 2014.corporate depreciation and amortization.
In 2013, unallocated corporate items totaled $533.5 million compared to $478.6 million in 2012, with the increase primarily a result of higher salaries, benefits and incentive compensation, higher spending on outside services and consulting, and higher legal fees and accruals.
FINANCIAL CONDITION
We assess our liquidity in terms of our ability to generate cash to fund our operating, investing and financing activities. Significant factors affecting liquidity include cash flows generated from operating activities, capital expenditures, acquisitions, dividends, repurchaserepurchases of outstanding shares, the adequacy of available commercial paper and bank lines of credit, and the ability to attract long-term capital with satisfactory terms. We generate substantial cash from operations and remain in a strong financial position, with sufficient liquidity available for capital reinvestment, payment of dividends and strategic acquisitions.
Cash Flow Summary
The following table is derived from our Consolidated Statement of Cash Flows:
| | | In millions of dollars | | 2014 | | 2013 | | 2012 | | 2017 | | 2016 | | 2015 |
| Net cash provided by (used in): | | | | | | | | | | | | |
| Operating activities | | $ | 838.2 |
| | $ | 1,188.4 |
| | $ | 1,094.8 |
| | $ | 1,249.5 |
| | $ | 1,013.4 |
| | $ | 1,256.3 |
|
| Investing activities | | (862.6 | ) | | (351.6 | ) | | (473.4 | ) | | (328.6 | ) | | (595.4 | ) | | (477.2 | ) |
| Financing activities | | (719.3 | ) | | (446.6 | ) | | (586.9 | ) | | (843.8 | ) | | (464.4 | ) | | (797.0 | ) |
| Effect of exchange rate changes on cash and cash equivalents | | | 6.1 |
| | (3.1 | ) | | (10.4 | ) |
| Increase (decrease) in cash and cash equivalents | | (743.7 | ) | | 390.2 |
| | 34.5 |
| | 83.2 |
| | (49.5 | ) | | (28.3 | ) |
Operating activities
Our principal source of liquidity is operating cash flows.flow from operations. Our net income and, consequently, our cash provided by operations are impacted by sales volume, seasonal sales patterns, timing of new product introductions, profit margins and price changes. Sales are typically higher during the third and fourth quarters of the year due to seasonal and holiday-related sales patterns. Generally, working capital needs peak during the summer months. We meet these needs primarily with cash on hand, bank borrowings or the issuance of commercial paper.
Cash provided by operating activities in 2014 decreased $350.22017 increased $236.1 million relative to 2013.2016. This declineincrease was driven by the following factors:
Net income adjusted for non-cash charges to operations (including depreciation, amortization, stock-based compensation, deferred income taxes, goodwill, indefinite and long-lived asset charges, write-down of equity investments, the gain on settlement of the SGM liability and other charges) contributed $329 million of additional cash flow in 2017 relative to 2016.
Prepaid expenses and other current assets generated cash of $18 million in 2017, compared to a use of cash of $43 million in 2016. This $61 million fluctuation was mainly driven by the timing of payments on commodity futures. In addition, in 2017, the volume of commodity futures held, which require margin deposits, was lower compared to 2016. We utilize commodity futures contracts to economically manage the risk of future price fluctuations associated with our purchase of raw materials.
The increase in cash provided by operating activities was partially offset by the following net cash outflows:
| |
| ◦ | Working capital (comprised of trade accounts receivable, inventory, accounts payable and accrued liabilities) consumed cash of $131 million in 2017 and $28 million in 2016. This $103 million fluctuation was mainly due to a higher year-over-year build up of U.S. inventories to satisfy product requirements and maintain sufficient levels to accommodate customer requirements, coupled with a higher investment in inventory in Mexico and India, driven by volume growth in those markets. |
| |
| ◦ | The use of cash for income taxes increased $70 million, mainly due to the variance in actual tax expense for 2017 relative to the timing of quarterly estimated tax payments, which resulted in a higher prepaid tax position at the end of 2017 compared to 2016. |
Cash provided by operating activities in 2016 decreased $242.9 million relative to 2015. This decrease was driven by the following factors:
Working capital (comprised of trade accounts receivable, inventory, accounts payable and accounts payable)accrued liabilities) consumed cash of $169$28 million in 20142016, while it generated cash of $37 million in 2015. This $65 million fluctuation was mainly driven by an $87 million payment to settle an interest rate swap in connection with the issuance of new debt in August 2016.
Prepaid expenses and other current assets consumed cash of $43 million in 2016, compared to $29cash generated of $118 million in 2013. Higher sales volumes late2015. This $161 million fluctuation was mainly driven by higher payments on commodity futures contracts in 2016 as the market price of cocoa declined, versus receipts in the year and slightly higher accounts receivable days sales outstanding drove higher accounts receivable balances, while bulk purchases2015 period. We utilize commodity futures contracts to economically manage the risk of certain ingredients at favorable pricing resulted in higher inventory balances.future price fluctuations associated with our purchase of raw materials.
The impact of our hedging activities unfavorably impacted cash flow by $78 million in 2014 versus a positive $101 million impact in 2013. This reflects the impact of non-cash gains and losses amortized toNet income from accumulated other comprehensive income, coupled with the cash flow impact of market gains and losses on our commodity futures. Our cash outlays typically increase when futures market prices are decreasing.
Lower incentive accruals and advertising and promotion accruals drove additional reductions in 2014 operating cash flow relative to 2013.
Partially offsetting these declines were higher net earnings adjusted for non-cash items (depreciation andcharges to operations (including depreciation, amortization, stock-based compensation, deferred income taxes, impairmentsgoodwill, indefinite and losslong-lived asset charges, write-down of equity investments, the gain on disposalsettlement of business) resulting from higher sales volumes during the year.
Cash providedSGM liability and other charges) decreased cash flow by operating activities$37 million in 2013 increased $93.6 million as compared2016 relative to 2012, primarily due to increased net earnings in 2013, partly offset by a $27 million incrementally higher investment in working capital to support the higher sales volumes. Derivative activities had a similar impact on 2013 and 2012 operating cash flow.2015.
Pension and Post-Retirement Activity. We recorded net periodic benefit costs of $38.2$59.7 million, $55.8$72.8 million and
$83.5 $66.8 million in 2014, 2013,2017, 2016 and 2012,2015, respectively, relating to our benefit plans (including our defined benefit and other post retirement plans). The main drivers of fluctuations in expense from year to year are assumptions in formulating our long-term estimates, including discount rates used to value plan obligations, expected returns on plan assets, the service and interest costs and the amortization of actuarial gains and losses, as well as a $20 million settlement loss in 2012 relating largely to the Next Century program.losses.
The funded status of our qualified defined benefit pension plans is dependent upon many factors, including returns on invested assets, the level of market interest rates and the level of funding. We contribute cash to our plans at our discretion, subject to applicable regulations and minimum contribution requirements. Cash contributions to our pension and post retirement plans totaled $53.1$56.4 million, $57.2$41.7 million and $44.2$53.3 million in 2014, 20132017, 2016 and 2012,2015,
respectively.
Investing activities
Our principal uses of cash for investment purposes relate to purchases of property, plant and equipment and capitalized software, purchases of short-term investments and acquisitions of businesses, partially offset by proceeds from sales of property, plant and equipment.equipment and short-term investments. We used cash of $862.6$328.6 million for investing activities in 20142017 compared to $351.6$595.4 million in 2013,2016, with the increasedecrease driven by 2014less business acquisitions and the purchase of short term investments.acquisition activity in 2017 compared to 2016. We used cash of $473.4$477.2 million for investing activities in 2012,2015, which exceeded the use in 2013 due mainlywas primarily driven by lower business acquisition investment and sales of short-term investments relative to the 2012 Brookside acquisition.2017 and 2016.
Primary investing activities include the following:
Capital spending. Capital expenditures, including capitalized software, primarily to support capacity expansion, innovation and cost savings, were $345.9$257.7 million in 2014, $323.62017, $269.5 million in 20132016 and $258.7$356.8 million in 2012.2015. Our 20142015 expenditures include $115included approximately $80 million relating to the construction of a manufacturing facility in Malaysia compared to $40 million in 2013. Capital expenditures in 2013 and 2012 included $11.8 million and $74.7 million, respectively, relating to the Next Century program.plant construction. Capitalized software additions were primarily related to ongoing enhancements of our information systems. We expect 20152018 capital expenditures, including capitalized software, to approximate $375$330 million to $400 million, of which $90 million$350 million. The increase in our 2018 capital expenditures compared to $110 million2017 and 2016 relates to the facilityincreases in Malaysia.our U.S. core chocolate brand capacity, investing capabilities as part of our enterprise resource planning system implementation and incremental capital expenditures associated with our acquisition of Amplify.
Acquisitions and divestitures. We had no acquisition or divestiture activity in 2017. In 2014,2016, we spent $396.3$285.4 million to acquire three businesses, including $379.7Ripple Brand Collective, LLC. In 2015, we spent $218.7 million for SGM and $26.6 million for Allan,to acquire Krave, partially offset by net cash received of $10.0$32 million relatingfrom the sale of Mauna Loa.
Investments in partnerships qualifying for tax credits. We make investments in partnership entities that in turn make equity investments in projects eligible to receive federal historic and energy tax credits. We invested approximately $78.6 million in 2017, $44.3 million in 2016 and $30.7 million in 2015 in projects qualifying for tax credits.
Short-term investments. We had no short-term investment activity in 2017 or 2016. In 2015, we received proceeds of $95 million from the LSFC acquisition, whereby cash acquired in the transaction exceeded the $5.6 million paid for the controlling interest. In 2012, we acquired Brookside for approximately $172.9 million. See Note 2 to the Consolidated Financial Statements for additional information regarding our recent acquisitions.sale of short-term investments.
Financing activities
Our cash flow from financing activities generally relates to the use of cash for purchases of our Common Stock and payment of dividends, offset by net borrowing activity and proceeds from the exercise of stock options. We used cash of $719.3$843.8 million for financing activities in 20142017 compared to $446.6$464.4 million in 2013, with the increase due mainly to higher dividend payments and share repurchases, offset in part by higher short term borrowings.2016. We used cash of $586.9$797.0 million for financing activities in 2012, which exceeded the use in 20132015, primarily due to higherfund dividend payments and share repurchases, offset in part by higher proceeds from the exercise of stock options and lower dividend payments.repurchases.
The majority of our financing activity was attributed to the following:
Short-term borrowings, net. In addition to utilizing cash on hand, we use short-term borrowings (commercial paper and bank borrowings) to fund seasonal working capital requirements and ongoing business needs. In 2014,2017, we used $81.4 million to reduce commercial paper borrowings and short-term foreign borrowings. In 2016, we generated additional cash flow from the issuance of $55.0$275.6 million inthrough short-term commercial paper borrowings, partially offset by payments in short-term foreign borrowings. In 2015, we generated cash flow of $10.7 million as well as incrementallya result of higher borrowings at certain of our international businesses in support of sales growth.businesses.
Long-term debt borrowings and repayments. In 2013,2017, we repaid $250had minimal incremental long-term borrowings and no repayment activity. In 2016, we used $500 million to repay long-term debt. Additionally, in 2016, we issued $500 million of 5.0%2.30% Notes due in 20132026 and issued $250$300 million of 2.625%3.375% Notes due in 2023.2046. In August 2012,2015, we repaid $92.5used $355 million to repay long-term debt, including $100.2 million to repurchase $71.6 million of 6.95%our long-term debt as part of a cash tender offer. Additionally, in 2015, we issued $300 million of 1.60% Notes due in 2012.2018 and $300 million of 3.20% Notes due in 2025.
Share repurchases. We repurchase shares of Common Stock to offset the dilutive impact of treasury shares issued under our equity compensation plans. The value of these share repurchases in a given period varies based on the volume of stock options exercised and our market price. In addition, we periodically repurchase shares of Common Stock pursuant to Board-authorized programs intended to drive additional stockholder value. In 2014, weWe used $202.3cash for total share repurchases of $300.3 million in 2017, which included a privately negotiated repurchase transaction with the Milton Hershey School Trust to purchase 2.11.5 million shares for $159.0 million. We used cash for total share repurchases of $592.6 million in 2016, which included purchases pursuant to authorized programs while we had noof $420.2 million to purchase 4.6 million shares in 2016. We used cash for total share repurchases under these programsof $582.5 million in 2013. In 2012, we repurchased 2.1 million shares for $124.9 million2015, which included purchases pursuant to authorized programs.programs of $402.5 million to purchase 4.2 million shares. As of December 31, 2014,2017, approximately $173$100 million
remained available under the $250$500 million share repurchase authorization approved by the Board in February 2014.January 2016. In October 2017, our Board of Directors
approved an additional $100 million share repurchase authorization, to commence after the existing 2016 authorization is completed.
Dividend payments. Total dividend payments to holders of our Common Stock and Class B Common Stock were $440.4$526.3 million in 2014, $393.82017, $499.5 million in 20132016 and $341.2$476.1 million in 2012.2015. Dividends per share of Common Stock increased 13%6.1% to $2.04$2.548 per share in 20142017 compared to $1.81$2.402 per share in 2013,2016, while dividends per share of Class B Common Stock increased 13%.6.0% in 2017.
Proceeds from the exercise of stock options, including tax benefits. We received $175.8$63.3 million from employee exercises of stock options, including excess tax benefits,net of employee taxes withheld from share-based awards in 2014,2017, as compared to $195.7$94.8 million in 20132016 and $295.5$55.7 million in 2012.2015. Variances are driven primarily by the number of shares exercised and the share price at the date of grant.
Other. In February 2016, we used $35.8 million to purchase the remaining 20% of the outstanding shares of SGM. In September 2012,2015, we acquired the remaining 49% interest in Godrej Hershey Ltd.do Brasil Ltda. under a cooperative agreement with Bauducco for approximately $15.8$38.3 million. Since MayAdditionally, in December 2015, we paid $10.0 million in contingent consideration to the shareholders of 2007, we had owned a 51% controlling interest on the basis of an agreement with Godrej Beverages and Foods, Ltd., a consumer goods, confectionery and food company, to manufacture and distribute confectionery products, snacks and beverages across India.Krave.
Liquidity and Capital Resources
At December 31, 2014,2017, our cash and cash equivalents totaled $374.9 million, and we held short-term investments in the form of term deposits with original maturities of one-year totaling $97.1$380.2 million. In total,At December 31, 2016, our cash and short-term investments declined $646.5cash equivalents totaled $297.0 million. Our cash and cash equivalents at the end of 2017 increased $83.2 million compared to the 20132016 year-end balance of $1.1 billion as a result of the sources of net uses of cash outlined in the previous discussion.
Approximately half75% of the balance of our cash and cash equivalents and short term investments at December 31, 20142017 was held by subsidiaries domiciled outside of the United States. IfThe Company recognized the one-time U.S. repatriation tax due under U.S. tax reform and, as a result, repatriation of these amounts held outside of the United States werewould not be subject to be repatriated, under current law, theyadditional U.S. federal income tax but would be subject to U.S. federal incomeapplicable withholding taxes less applicable foreign tax credits. However, ourin the relevant jurisdiction. Our intent is to permanently reinvest these funds outside of the United States. The cash that our foreign subsidiaries hold for indefinite reinvestment is expected to be used to finance foreign operations and investments. We believe we have sufficient liquidity to satisfy our cash needs, including our cash needs in the United States.
We maintain debt levels we consider prudent based on our cash flow, 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 stockholders’ equity. Our total debt was $2.2$2.9 billion at December 31, 20142017 and $2.0$3.0 billion at December 31, 2013.2016. Our total debt increaseddecreased slightly in 2014 mainly due to the increase in2017 as we reduced our commercial paper outstanding, additional debt assumed in the SGM acquisition and additional short-term borrowings used to fund growth in our existing China operations.foreign borrowings.
In October 2011,As a source of short-term financing, we entered intomaintain a five-year agreement establishing an$1.0 billion unsecured revolving credit facility, to borrow up to $1.1 billion, with an option to increase borrowings by an additional $400 million with the consent of the lenders. In November 2013, this agreement was amended to reduce the amountAs of borrowings available under the unsecured revolving credit facility to $1.0 billion, maintain the option to increase borrowings by an additional $400 million with the consent of the lenders, and extend the termination date to November 2018. In November 2014,December 31, 2017, the termination date of this agreement was extended an additional year tois November 2019.2020. We may use these funds for general corporate purposes, including commercial paper backstop and business acquisitions. As of December 31, 2014, $1.0 billion was2017, we had $551 million of available to borrowcapacity under the agreement and no borrowings were outstanding.agreement. The unsecured revolving credit agreement contains certain financial and other covenants, customary representations, warranties and events of default. We were in compliance with all covenants as of December 31, 2014. We may use these funds for general corporate purposes, including commercial paper backstop and business acquisitions.2017.
In addition to the revolving credit facility, we maintain lines of credit in various currencies with domestic and international commercial banks. As of December 31, 2014,2017, we had available capacity of $117.9$329 million under these lines of credit.
On January 8, 2018, we entered into an additional credit facility under which the Company may borrow up to $1.5 billion on an unsecured, revolving basis. Funds borrowed may be used for general corporate purposes, including commercial paper backstop and acquisitions. This facility is scheduled to expire on January 7, 2019.
Furthermore, we have a current shelf registration statement filed with the United States Securities and Exchange CommissionSEC that allows for the issuance of an indeterminate amount of debt securities. Proceeds from the debt issuances and any other offerings under the current registration statement may be used for general corporate
requirements, including reducing existing borrowings, financing capital additions and funding contributions to our pension plans, future business acquisitions and working capital requirements.
Our ability to obtain debt financing at comparable risk-based interest rates is partly a function of our existing cash-flow-to-debt and debt-to-capitalization levels as well as our current credit standing.
We believe that our existing sources of liquidity are adequate to meet anticipated funding needs at comparable risk-based interest rates for the foreseeable future. Acquisition spending and/or share repurchases could potentially increase our debt. Operating cash flow and access to capital markets are expected to satisfy our various cash flow requirements, including acquisitions and capital expenditures.
Equity Structure
We have two classes of stock outstanding – Common Stock and Class B Common Stock (“Class B Stock”).Stock. Holders of the Common Stock and the Class B Stock generally vote together without regard to class on matters submitted to stockholders, including the election of directors. Holders of the Common Stock have 1 vote per share. Holders of the Class B Stock have 10 votes per share. Holders of the Common Stock, voting separately as a class, are entitled to elect one-sixth of our Board. With respect to dividend rights, holders of the Common Stock are entitled to cash dividends 10% higher than those declared and paid on the Class B Stock.
Hershey Trust Company, as trustee for the benefit oftrust established by Milton S. and Catherine S. Hershey that has as its sole beneficiary Milton Hershey School (such trust, the "Milton Hershey School Trust"), maintains voting control over The Hershey Company. In addition, a representative of Hershey Trust Company currently has three representatives who are membersserves as a member of the Company's Board, one of whom is the Chairman of the Board. These representatives, from time to time inIn performing theirhis responsibilities on the Company’s Board, this representative may from time to time exercise influence with regard to the ongoing business decisions of our Board or management. Hershey Trust Company, as trustee for the benefit of Milton Hershey School Trust, in its role as controlling stockholder of the Company, has indicated it intends to retain its controlling interest in The Hershey Company and that the CompanyCompany. The Company's Board, and not the Hershey Trust Company board, is solely responsible and accountable for the Company’s management and performance.
Pennsylvania law requires that the Office of Attorney General be provided advance notice of any transaction that would result in Hershey Trust Company, as trustee for the benefit of Milton Hershey School Trust, no longer having voting control of the Company. The law provides specific statutory authority for the Attorney General to intercede and petition the Courtcourt having jurisdiction over the Hershey Trust Company, as trustee for the benefit of Milton Hershey School Trust, to stop such a transaction if the Attorney General can prove that the transaction is unnecessary for the future economic viability of the Company and is inconsistent with investment and management considerations under fiduciary obligations. This legislation makes it more difficult for a third party to acquire a majority of our outstanding voting stock and thereby may delay or prevent a change in control of the Company.
Guarantees and Other Off-Balance Sheet Arrangements
We do not have guarantees or other off-balance sheet financing arrangements, including variable interest entities, whichthat we believe could have a material impact on our financial condition or liquidity.
Contractual Obligations
The following table summarizes our contractual obligations at December 31, 2014:2017:
|
| | | | | | | | | | | | | | | | | | | | |
| | | Payments due by Period |
| | | In millions of dollars |
| Contractual Obligations | | Total | | Less than 1 year | | 1-3 years | | 3-5 years | | More than 5 years |
| Long-term debt | | $ | 1,799.8 |
| | $ | 250.8 |
| | $ | 507.8 |
| | $ | 2.1 |
| | $ | 1,039.1 |
|
| Interest expense (1) | | 491.1 |
| | 73.7 |
| | 117.3 |
| | 106.7 |
| | 193.4 |
|
| Lease obligations (2) | | 56.2 |
| | 28.2 |
| | 23.0 |
| | 4.1 |
| | 0.9 |
|
| Minimum pension plan funding obligations (3) | | 11.9 |
| | 1.1 |
| | 3.6 |
| | 4.8 |
| | 2.4 |
|
| Unconditional purchase obligations (4) | | 2,122.3 |
| | 1,298.8 |
| | 756.7 |
| | 66.8 |
| | — |
|
| Other (5) | | 100.2 |
| | 100.2 |
| | — |
| | — |
| | — |
|
| Total Obligations | | $ | 4,581.5 |
| | $ | 1,752.8 |
| | $ | 1,408.4 |
| | $ | 184.5 |
| | $ | 1,235.8 |
|
|
| | | | | | | | | | | | | | | | | | | | |
| | | Payments due by Period |
| | | In millions of dollars |
| Contractual Obligations | | Total | | Less than 1 year | | 1-3 years | | 3-5 years | | More than 5 years |
| Long-term notes (excluding capital leases obligations) | | $ | 2,278.4 |
| | $ | 300.1 |
| | $ | 350.0 |
| | $ | 84.7 |
| | $ | 1,543.6 |
|
| Interest expense (1) | | 725.3 |
| | 78.4 |
| | 148.9 |
| | 107.2 |
| | 390.8 |
|
| Operating lease obligations (2) | | 254.3 |
| | 16.2 |
| | 31.5 |
| | 24.2 |
| | 182.4 |
|
| Capital lease obligations (3) | | 193.5 |
| | 3.4 |
| | 7.0 |
| | 7.8 |
| | 175.3 |
|
| Minimum pension plan funding obligations (4) | | 17.8 |
| | 1.6 |
| | 6.4 |
| | 6.5 |
| | 3.3 |
|
| Unconditional purchase obligations (5) | | 1,646.6 |
| | 1,359.7 |
| | 283.7 |
| | 3.2 |
| | — |
|
| Total obligations | | $ | 5,115.9 |
| | $ | 1,759.4 |
| | $ | 827.5 |
| | $ | 233.6 |
| | $ | 2,295.4 |
|
(1) Includes the net interest payments on fixed and variable rate debt and associated interest rate swaps. Interest associated with variable rate debt was forecasted using the LIBOR forward curve as of December 31, 2014.long-term notes.
(2) Includes the minimum rental commitments under non-cancelable operating leases primarily for offices, retail stores, warehouses and distribution facilities,facilities.
(3) Includes the minimum rental commitments (including interest expense) under non-cancelable capital leases primarily for offices and certain equipment. We do not have material capital lease obligations.warehouse facilities.
(3)(4) Represents future pension payments to comply with local funding requirements. Our policy is to fund domestic pension liabilities in accordance with the minimum and maximum limits imposed by the Employee Retirement Income Security Act of 1974 (“ERISA”), federal income tax laws and the funding requirements of the Pension Protection Act of 2006. We fund non-domestic pension liabilities in accordance with laws and regulations applicable to those plans. For more information, see Note 9 to the Consolidated Financial Statements.
(4)(5) Purchase obligations consist primarily of fixed commitments for the purchase of raw materials to be utilized in the normal course of business. Amounts presented included fixed price forward contracts and unpriced contracts that were valued using market prices as of December 31, 2014.2017. The amounts presented in the table do not include items already recorded in accounts payable or accrued liabilities at year-end 2014,2017, nor does the table reflect cash flows we are likely to incur based on our plans, but are not obligated to incur. Such amounts are part of normal operations and are reflected in historical operating cash flow trends. We do not believe such purchase obligations will adversely affect our liquidity position.
(5) Represents liability to purchase the remaining 20% of the outstanding shares of SGM. See Note 2 to the Consolidated Financial Statements for additional details.
In entering into contractual obligations, we have assumed the risk that might arise from the possible inability of counterparties to meet the terms of their contracts. We mitigate this risk by performing financial assessments prior to contract execution, conducting periodic evaluations of counterparty performance and maintaining a diverse portfolio of qualified counterparties. Our risk is limited to replacing the contracts at prevailing market rates. We do not expect any significant losses resulting from counterparty defaults.
Plant Construction Obligations
In December 2013, we entered into an agreement for the construction of a new confectionery manufacturing plant in Malaysia. The total cost of construction is expected to be approximately $265 to $275 million. The plant is expected to begin operations in the second half of 2015.
Asset Retirement Obligations
We have a number of facilities that contain varying amounts of asbestos in certain locations within the facilities. Our asbestos management program is compliant with current applicable regulations, which require that we handle or dispose of asbestos in a specialspecified manner if such facilities undergo major renovations or are demolished. Costs associated with the removal of asbestos related to the closure of a manufacturing facility under the Next Century program were recorded primarily in 2012 and included in business realignment and impairment charges. The costs associated with the removal of asbestos from the facility were not material. With regard to other facilities, weWe do not have sufficient information to estimate the fair value of any asset retirement obligations related to these facilities. We cannot specify the settlement date or range of potential settlement dates and, therefore, sufficient information is not
available to apply an expected present value technique. We expect to maintain the facilities with repairs and maintenance activities that would not involve or require the removal of significant quantities of asbestos.
Income Tax Obligations
Liabilities for unrecognized income tax benefits are excluded from the table above as we are unable to reasonably predict the ultimate amount or timing of a settlement of these potential liabilities. See Note 78 to ourthe Consolidated Financial Statements for more information.
Recent Accounting Pronouncements
Information on recently adopted and issued accounting standards is included in Note 1 to the Consolidated Financial Statements.
CRITICAL ACCOUNTING POLICIES AND ESTIMATES
The preparation of financial statements requires management to use judgment and make estimates and assumptions. We believe that our most critical accounting policies and estimates relate to the following:
|
| |
| l | Accrued Liabilities for Trade Promotion Activities |
| l | Pension and Other Post-Retirement Benefits Plans |
| l | Goodwill and Other Intangible Assets |
| l | Commodities Futures and Options Contracts |
l | Income Taxes |
Management has discussed the development, selection and disclosure of critical accounting policies and estimates with the Audit Committee of our Board. While we base estimates and assumptions on our knowledge of current events and
actions we may undertake in the future, actual results may ultimately differ from these estimates and assumptions. Other significant accounting policies are outlined in Note 1 to ourthe Consolidated Financial Statements.
Accrued Liabilities for Trade Promotion Activities
We promote our products with advertising, trade promotions and consumer incentives. These programs include, but are not limited to, discounts, coupons, rebates, in-store display incentives and volume-based incentives. We expense advertising costs and other direct marketing expenses as incurred. We recognize the costs of trade promotion and consumer incentive activities as a reduction to net sales along with a corresponding accrued liability based on estimates at the time of revenue recognition. These estimates are based on our analysis of the programs offered, historical trends, expectations regarding customer and consumer participation, sales and payment trends and our experience with payment patterns associated with similar programs offered in the past.
Our trade promotional costs totaled $1,125.5$1,133.2 million, $995.7$1,157.4 million and $949.3$1,122.3 million in 2014, 20132017, 2016 and 2012,2015, respectively. The estimated costs of these programs are reasonably likely to change in the future due to changes in trends with regard to customer and consumer participation, particularly for new programs and for programs related to the introduction of new products. Differences between estimated expense and actual program performance are recognized as a change in estimate in a subsequent period and are normally not significant. Over the three-year period ended December 31, 2014,2017, actual promotional costs have not deviated from the estimated amount for a given year by more than approximately 3%.
Pension and Other Post-Retirement Benefits Plans
We sponsor various defined benefit pension plans. The primary plans are The Hershey Company Retirement Plan and The Hershey Company Retirement Plan for Hourly Employees, which are cash balance plans that provide pension benefits for most U.S. employees hired prior to January 1, 2007. We also sponsor two primary other post-employment benefit (“OPEB”) plans, consisting of a health care plan and life insurance plan for retirees. The health care plan is contributory, with participants’ contributions adjusted annually, and the life insurance plan is non-contributory.
For accounting purposes, the defined benefit pension and OPEB plans require assumptions to estimate the projected and accumulated benefit obligations, including the following variables: discount rate; expected salary increases; certain employee-related factors, such as turnover, retirement age and mortality; expected return on assets; and health care cost trend rates. These and other assumptions affect the annual expense and obligations recognized for the underlying plans. Our assumptions reflect our historical experiences and management's best judgment regarding future expectations. Our related accounting policies, accounting balances and plan assumptions are discussed in Note 9 to the Consolidated Financial Statements.
Pension Plans
The net periodicChanges in certain assumptions could significantly affect pension expense and benefit costs relating to our pensionobligations, particularly the estimated long-term rate of return on plan assets and OPEB plans were as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| In millions of dollars | | | | | | |
| Pension plans | | | | | | |
| Service cost and amortization of prior service cost (1) | | $ | 26.3 |
| | $ | 31.8 |
| | $ | 31.6 |
|
| Interest cost, expected return on plan assets and amortization of net loss | | (1.9 | ) | | 11.2 |
| | 16.7 |
|
| Administrative expenses | | 0.8 |
| | 0.7 |
| | 0.5 |
|
| Curtailment and settlement loss (credit) | | — |
| | (0.4 | ) | | 19.7 |
|
| Net periodic pension benefit cost | | $ | 25.2 |
| | $ | 43.3 |
| | $ | 68.5 |
|
| OPEB plans | | | | | | |
| Net periodic other post-retirement benefit cost | | $ | 13.0 |
| | $ | 12.5 |
| | $ | 15.1 |
|
(1) We believe that the service cost and amortization of prior service cost components of net periodic pension benefit cost reflect the ongoing operating cost of our pension plans, particularly since our most significant plans were closed to most new entrants after 2007.
Actuarial gains and losses may arise when actual experience differs from assumed experience or when we revise the actuarial assumptionsdiscount rates used to valuecalculate such obligations:
Long-term rate of return on plan assets. The expected long-term rate of return is evaluated on an annual basis. We consider a number of factors when setting assumptions with respect to the plans’ obligations.long-term rate of return, including current and expected asset allocation and historical and expected returns on the plan asset categories. Actual asset allocations are regularly reviewed and periodically rebalanced to the targeted allocations when considered appropriate. Investment gains or losses represent the difference between the expected return estimated using the long-term rate of return and the actual return realized. For 2018, the expected return on plan assets assumption is 5.8%, which was the same percentage used during 2017. The historical average return (compounded annually) over the 20 years prior to December 31, 2017 was approximately 6.2%.
As of December 31, 2017, our primary plans had cumulative unrecognized investment and actuarial losses of approximately $345 million. We only amortize the unrecognized net actuarial gains and losses in excess of the corridor amount, which is the greater of 10% of a respective plan’s projected benefit obligation or the fair market value of assets,plan assets. These unrecognized net losses may increase future pension expense if greater. The estimated recognized net not offset by (i) actual investment returns that exceed the expected long-term rate of investment returns, (ii) other factors, including reduced pension liabilities arising from higher discount rates used to calculate pension obligations or (iii) other
actuarial loss component of net periodic pension benefit expense for 2015gains when actual plan experience is $32.3 million. The 2014 recognized net actuarial loss component of net periodic pension benefit expense was $23.4 million. Projections beyond 2014 are dependent on a variety of factors suchfavorable as changescompared to the discount rate and the actual return on pension plan assets.
The weighted-average assumptions for our pension and OPEB plans were as follows:
|
| | | | | | | | | | |
| | | | 2014 | | 2013 | | 2012 |
| Pension plans | | | | | | | |
| Expense discount rate | | | 4.5 | % | | 3.7 | % | | 4.5 | % |
| Benefit obligation discount rate | | | 3.7 | % | | 4.5 | % | | 3.7 | % |
| Expected return on plan assets | | | 7.0 | % | | 7.75 | % | | 8.0 | % |
| Expected rate of salary increases | | | 4.0 | % | | 4.0 | % | | 4.1 | % |
| OPEB plans | | | | | | | |
| Expense discount rate | | | 4.5 | % | | 3.7 | % | | 4.5 | % |
| Benefit obligation discount rate | | | 3.7 | % | | 4.5 | % | | 3.7 | % |
To determine the expected return on our pension plan assets, we consider the current asset allocations, as well as historical and expected returns on the categories of plan assets. The historical average return over the 27 years prior to December 31, 2014 was approximately 8.7%. The actual return on assets was 8.4%, 16.7% and 13.2% for the years ended December 31, 2014, 2013 and 2012, respectively. Our investment policies specify ranges of allocation percentages for each asset class. The current estimated asset return is based upon the following targeted asset allocation for our domestic pension plans:
|
| | | | |
| | | Target Allocation Range |
| Asset Class | | 2014 | | 2013 |
| Equity securities | | 40% – 60% | | 55% – 75% |
| Debt securities | | 40% – 60% | | 25% – 45% |
| Cash and certain other investments | | 0% – 5% | | 0% – 5% |
Our expected return on plan assets has been reduced to reflect the lower proportion of plan assets allocated to equity securities.
Sensitivity of Assumptions
Since pension and OPEB liabilities are measured on a discounted basis, the discount rate impacts our plan obligations and expenses. The discount rate used for our pension and OPEB plans is based on a yield curve constructed from a portfolio of high-quality bonds for which the timing and amount of cash flows approximate the estimated payouts of the plans. A 100 basis point decline in the weighted average pension discount rate would increase net periodic pension benefit expense by approximately $4.5 million. A decrease in the OPEB discount rate by 100 basis points would decrease annual OPEB expense by approximately $1.3 million. For the OPEB plans, a decrease in the discount rate assumption would result in a decrease in benefit cost because of the lower interest cost, which would more than offset the impact of the lower discount rate assumption on the post-retirement benefit obligation.
The expected return on plan assets assumption impacts our defined benefit expense, since certain of our defined benefit pension plans are partially funded. For 2015, we reduced the expected rate of return assumption to 6.3% from the 7.0% assumption used in 2014, to reflect the revised target equity allocation of 50%. The process for setting the expected rates of return is described in Note 9 to the Consolidated Financial Statements.assumed experience. A 100 basis point decrease or increase in the long-term rate of return foron pension assets would correspondingly increase or decrease annual net periodic pension benefit expense by approximately $10.6$10 million.
For year-end 2014,
Discount rate. Prior to December 31, 2017, the service and interest cost components of net periodic benefit cost were determined utilizing a single weighted-average discount rate derived from the yield curve used to measure the plan obligations. Beginning in 2018, we adoptedhave elected to utilize a full yield curve approach in the Societyestimation of Actuaries updated RP-2014 mortality tables with MP-2014 generational projection scales; however, adoptionservice and interest costs by applying the specific spot rates along that yield curve used in the determination of these tables did notthe benefit obligation to the relevant projected cash flows. We made this change to provide a more precise measurement of service and interest costs by improving the correlation between the projected cash flows to the corresponding spot rates along the yield curve. Compared to the method used in 2017, we expect this change to result in lower pension and other post-retirement benefit expense of approximately $6 million in 2018. This change will have a significantno impact on our pension obligations orand other post-retirement benefit liabilities and will be accounted for prospectively as a change in accounting estimate.
A 100 basis point decrease (increase) in the weighted-average pension discount rate would increase (decrease) annual net periodperiodic pension benefit cost since our primary plans are cash balance plans and most participants take lump-sum settlements upon retirement.
Funding
We fund domestic pension liabilities in accordance with the limits imposedexpense by ERISA, federal income tax lawsapproximately $4 million and the funding requirementsDecember 31, 2017 pension liability would increase by approximately $100 million or decrease by approximately $85 million, respectively.
Pension expense for defined benefit pension plans is expected to be approximately $13 million in 2018. Pension expense beyond 2018 will depend on future investment performance, our contributions to the pension trusts, changes in discount rates and various other factors related to the covered employees in the plans.
Other Post-Employment Benefit Plans
Changes in significant assumptions could affect consolidated expense and benefit obligations, particularly the discount rates used to calculate such obligations and the healthcare cost trend rate:
Discount rate. The determination of the Pension Protection Actdiscount rate used to calculate the benefit obligations of 2006. We fund non-domesticthe OPEB plans is discussed in the pension liabilitiesplans section above. A 100 basis point decrease (increase) in accordance with lawsthe discount rate assumption for these plans would not be material to the OPEB plans' consolidated expense and regulations applicable to those plans. For 2014the December 31, 2017 benefit liability would increase by approximately $26 million or decrease by approximately $22 million, respectively.
Healthcare cost trend rate. The healthcare cost trend rate is based on a combination of inputs including our recent claims history and 2013, minimum funding requirements forinsights from external advisers regarding recent developments in the plans were not material. However, we made contributions of $29.4 million in 2014 and $32.3 million in 2013, including $22.0 million in 2014 and $25.0 million in 2013 to improve the funded status of our domestic planshealthcare marketplace, as well as contributionsprojections of future trends in the marketplace. See Note 9 to pay benefits under our non-qualified pension plansthe Consolidated Financial Statements for disclosure of the effects of a one percentage point change in both years. These contributions were fully tax deductible. For 2015, minimum funding requirements for our pension plans are approximately $1.1 million and we expect to make additional contributions of approximately $23.6 million to improve the funded status of our domestic plans.healthcare cost trend rate.
Goodwill and Other Intangible Assets
Goodwill and indefinite-lived intangible assets are not amortized, but are evaluated for impairment annually or more often if indicators of a potential impairment are present. Our annual impairment tests are conducted at the beginning of the fourth quarter. Our 2014 analysis excluded goodwill and other intangible assets related to the SGM acquisition that was completed on September 26, 2014, just prior to our annual testing date.
We use a two-step process to quantitatively evaluatetest goodwill for impairment. Inimpairment by performing either a qualitative or quantitative assessment. If we choose to perform a qualitative assessment, we evaluate economic, industry and company-specific factors in assessing the first step,fair value of the related reporting unit. If we determine that it is more likely than not that the fair value of the reporting unit is less than its carrying value, a quantitative test is then performed. Otherwise, no further testing is required. For those reporting units tested using a quantitative approach, we compare the fair value of each reporting unit with the carrying amount of the reporting unit, including goodwill. If the estimated fair value of the reporting unit is less than the carrying amount of the reporting unit, we completeimpairment is indicated, requiring recognition of a second step to determine the amount of the goodwill impairment that we should record. In the second step, we determine an implied fair value of the reporting unit’s goodwill by allocating the reporting unit’s fair value to all of its assets and liabilities other than goodwill (including any unrecognized intangible assets). We compare the resulting implied fair value of the goodwill to the carrying amount and record an impairment charge for the difference.differential (up to the carrying value of goodwill). We test individual indefinite-lived intangible assets by comparing the estimated fair valuevalues with the book values of each asset.
We determine the fair value of our reporting units and indefinite-lived intangible assets using an income approach. Under the income approach, we calculate the fair value of our reporting units and indefinite-lived intangible assets based on the present value of estimated future cash flows. Considerable management judgment is necessary to
evaluate the impact of operating and macroeconomic changes and to estimate the future cash flows used to measure fair value. Our estimates of future cash flows consider past performance, current and anticipated market conditions and internal projections and operating plans which incorporate estimates for sales growth and profitability, and cash flows associated with taxes and capital spending. Additional assumptions include forecasted growth rates, estimated
discount rates, which may be risk-adjusted for the operating market of the reporting unit, and estimated royalty rates that would be charged for comparable branded licenses. We believe such assumptions also reflect current and anticipated market conditions and are consistent with those that would be used by other marketplace participants for similar valuation purposes. Such assumptions are subject to change due to changing economic and competitive conditions.
At December 31, 2014, the book value of our goodwill totaled $793 million and related to six reporting units (including SGM which was excluded from 2014 testing as noted above). The percentage of excess fair value over carrying value was at least 50% for each of our tested reporting units, with the exception of our India reporting unit, whose estimated fair value approximated its carrying value. As a result and given the sensitivity of the India impairment analysis to changes in the underlying assumptions, we performed a step two analysis which indicated a goodwill impairment of $11.4 million. Our 2014 annual test of indefinite-lived intangible assets resulted in a $4.5 million pre-tax write-down of a trademark, also associated with the India business. These impairment charges were recorded in the fourth quarter.
We also have intangible assets, consisting primarily of certain trademarks, customer-related intangible assets and patents obtained through business acquisitions, that are expected to have determinable useful lives. The costs of finite-lived intangible assets are amortized to expense over their estimated lives. Our estimates of the useful lives of finite-lived intangible assets consider judgments regarding the future effects of obsolescence, demand, competition and other economic factors. We conduct impairment tests when events or changes in circumstances indicate that the carrying value of these finite-lived assets may not be recoverable. Undiscounted cash flow analyses are used to determine if an impairment exists. If an impairment is determined to exist, the loss is calculated based on the estimated fair value of the assets.
No additional impairments were indicated byAt December 31, 2017, the resultsnet book value of our goodwill totaled $821.1 million and related to five reporting units. Based on our most recent quantitative testing, all of our reporting units had a percentage of excess fair value over carrying value of at least 100%. Therefore, as it relates to our 2017 annual testing in 2014performed at the beginning of the fourth quarter, we tested all five reporting units using a qualitative assessment and determined that no quantitative testing was deemed necessary. There were no other events or 2013. However,circumstances that would indicate that impairment may exist.
In February 2017, we commenced the Margin for Growth Program which includes an initiative to optimize the manufacturing operations supporting our China business. We deemed this to be a triggering event requiring us to test our China long-lived asset group for impairment by first determining whether the carrying value of the asset group was recovered by our current estimates of future cash flows associated with the asset group. Because this assessment indicated that the carrying value was not recoverable, we calculated an impairment loss as the excess of the asset group's carrying value over its fair value. The resulting impairment loss was allocated to the asset group's long-lived assets. Therefore, as a result of this testing, during the first quarter of 2017, we recorded an impairment charge totaling $105.9 million representing the portion of the impairment loss that was allocated to the distributor relationship and trademark intangible assets that had been recognized in connection with the anticipated sale2014 SGM acquisition.
In 2016, in connection with our annual impairment testing of our Mauna Loa business (as discussedindefinite lived intangible assets, we recognized a trademark impairment charge of $4.2 million, primarily resulting from plans to discontinue a brand sold in Note 2 to the Consolidated Financial Statements), during the third and fourth quarters of 2014,India.
In 2015, we recorded estimateda $280.8 million impairment charges totaling $18.5 million to write-down goodwill and an indefinite-lived trademark intangible asset, based oncharge resulting from our interim reassessment of the valuation of these assets as implied by the agreed-upon sales price.
Commodities Futures and Options Contracts
As discussed in Note 1 and Note 5SGM business, coupled with the write-down of goodwill attributed to the Consolidated Financial Statements,China chocolate business in connection with the SGM acquisition. As a result of declining performance levels and our post-acquisition assessment, we use derivative financial instruments to managedetermined that GAAP required an interim impairment test of the SGM reporting unit. We performed the first step of this test as of July 5, 2015 using an income approach based on our estimates of future performance scenarios for the business. The results of this test indicated that the fair value of the reporting unit was less than the carrying amount as of the measurement date, suggesting that a number of our market risks. Specifically, we use commodities futures and options contracts, in combination with forward purchasing of cocoa products and other commodities, to manage our commodity price risk,goodwill impairment was probable, which represents a significant market risk exposure for us. Because commodity costs comprise a significant portion of our cost of sales, we typically apply hedge accounting to our commodity derivative instruments to enablerequired us to reduceperform a second step analysis to confirm that an impairment existed and to determine the effect of future price increases and provide visibility to future costs.
In order to qualify for hedge accounting, a specified level of hedging effectiveness between the derivative instrument and the item being hedged must exist at inception and throughout the hedged period. We must formally document the nature of and relationship between the derivative and the hedged item, as well as our risk management objectives, strategies for undertaking the hedge transaction and method of assessing hedge effectiveness. We must also maintain certain operational processes and controls that support the conduct of our commodities hedging program. Additionally, since these are typically hedges of forecasted transactions, the significant characteristics and expected termsamount of the forecasted transactions must be specifically identified, and it must be probable thatimpairment based on our reassessed value of the forecasted transactions will occur. If it is no longer probable thatreporting unit. Although preliminary, as a hedged forecasted transaction will occur,result of this reassessment, in the second quarter of 2015 we would recognizerecorded an estimated $249.8 million non-cash goodwill impairment charge, representing a write-down of all of the gain or lossgoodwill related to the derivativeSGM reporting unit as of July 5, 2015. During the third quarter, we increased the value of acquired goodwill by $16.6 million, with the corresponding offset principally represented by the establishment of additional opening balance sheet liabilities for additional commitments and contingencies that were identified through our post-acquisition assessment. We also finalized the impairment test of the goodwill relating to the SGM reporting unit, which resulted in earnings.
Becausea write-off of this additional goodwill in the third quarter, for a total impairment of $266.4 million. As of the date of our original impairment test, we generally designate these commodity futurealso tested the other long-lived assets of SGM for recoverability by comparing the sum of the undiscounted cash flows to the carrying value of the asset group, and option contracts as derivative instruments in cash flow hedging relationships, our mark-to-market gains (losses) deferred to accumulated other comprehensive income (“AOCI”) and reclassified from AOCI were as follows:no impairment was indicated.
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| In millions of dollars | | | | | | |
| Net gains (losses) deferred to AOCI for commodity cash flow hedging derivatives | | $ | (11.2 | ) | | $ | 84.7 |
| | $ | 12.8 |
|
| Gains (losses) reclassified from AOCI to earnings | | 68.5 |
| | (8.4 | ) | | (90.9 | ) |
| Hedge ineffectiveness gains recognized in income, before tax | | 2.5 |
| | 3.2 |
| | 0.7 |
|
Income Taxes
We base our deferred income taxes, accrued income taxes and provision for income taxes upon income, statutory tax rates, the legal structure of our Company, and interpretation of tax laws.laws and tax planning opportunities available to us in the various jurisdictions in which we operate. We file income tax returns in the U.S. federal jurisdiction and various state and foreign jurisdictions. We are regularly audited by federal, state and foreign tax authorities, but a number of years may elapse before an uncertain tax position, for which we have unrecognized tax benefits, is audited and finally resolved. From time to time, these audits result in assessments of additional tax. We maintain reserves for such assessments.
We apply a more-likely-than-not threshold to the recognition and derecognition of uncertain tax positions. Accordingly, we recognize the amount of tax benefit that has a greater than 50% likelihood of being ultimately realized upon settlement. Future changes in judgments and estimates related to the expected ultimate resolution of uncertain tax positions will affect income in the quarter of such change. While it is often difficult to predict the final outcome or the timing of resolution of any particular uncertain tax position, we believe that our unrecognized tax benefits reflect the most likely outcome. Accrued interest and penalties related to unrecognized tax benefits are included in income tax expense. We adjust these unrecognized tax benefits, as well as the related interest, in light of changing facts and circumstances, such as receiving audit assessments or clearing of an item for which a reserve has been established. Settlement of any particular position could require the use of cash. Favorable resolution would be recognized as a reduction to our effective income tax rate in the period of resolution.
We believe it is more likely than not that the results of future operations will generate sufficient taxable income to realize the deferred tax assets, net of valuation allowances. Valuation allowances are recorded for deferred income taxes when it is more likely than not that a tax benefit will not be realized. ValuationOur valuation allowances are primarily associated with temporary differences related to advertising and promotions, as well as taxU.S. capital loss carryforwards from operations inand various foreign jurisdictions' net operating loss carryforwards and other deferred tax jurisdictions.assets for which we do not expect to realize a benefit.
| |
| Item 7A. | QUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK |
We use certain derivative instruments to manage our interest rate, foreign currency exchange rate and commodity price risks. We monitor and manage these exposures as part of our overall risk management program.
We enter into interest rate swap agreements and foreign currency forward exchange contracts and options for periods consistent with related underlying exposures. We enter into commodities futures and options contracts and other derivative instruments for varying periods. These commodity derivative instruments are intended to be, and are effective as, economic hedges of market price risks associated with anticipated raw material purchases, energy requirements and transportation costs. We do not hold or issue derivative instruments for trading purposes and are not a party to any instruments with leverage or prepayment features.
In entering into these contracts, we have assumed the risk that might arise from the possible inability of counterparties to meet the terms of their contracts. We mitigate this risk by entering into exchange-traded contracts with collateral posting requirements and/or by performing financial assessments prior to contract execution, conducting periodic evaluations of counterparty performance and maintaining a diverse portfolio of qualified counterparties. We do not expect any significant losses from counterparty defaults.
Refer to Note 1 and Note 5 to the Consolidated Financial Statements for further discussion of these derivative instruments and our hedging policies.
Interest Rate Risk
In order to manage interest rate exposure, we periodically enter into interest rate swap agreements. We are currently using forward starting interest rate swap agreements to reduce interest volatility associated with certain anticipated debt issues and fixed-to-floating interest rate swaps to achieve a desired proportion of variable versus fixed rate debt, based on current and projected market conditions. The notional amount, interest payment and maturity date of these swaps generally match the principal, interest payment and maturity date of the related debt, and the swaps are valued using observable benchmark rates.
The total notional amount of interest rate swaps outstanding at December 31, 20142017 and 20132016 was $1.2 billion and $250 million, respectively.$350 million. The notional amount at December 31, 2014, includes $450 million ofrelates to fixed-to-floating interest rate swaps which convert a comparable amount of fixed-rate debt to variable rate debt.debt at December 31, 2017 and 2016. A hypothetical 100 basis point increase in interest rates applied to this now variable ratevariable-rate debt as of December 31, 20142017 would have increased interest expense by approximately $4.6$3.5 million and $3.6 million for the full year 2014. We had minimal variable rate interest exposure as of December 31, 2013.2017 and 2016, respectively.
We consider our current risk related to market fluctuations in interest rates on our remaining debt portfolio, excluding fixed-rate debt converted to variable rates with fixed-to-floating instruments, to be minimal since this debt is largely long-term and fixed-rate in nature. Generally, the fair market value of fixed-rate debt will increase as interest rates fall and decrease as interest rates rise. A 100 basis point increase in market interest rates would decrease the 2014 year-end fair value of our fixed-rate long-term debt at December 31, 2017 and December 31, 2016 by approximately $83 million.$134 million and $142 million, respectively. However, since we currently have no plans to repurchase our outstanding fixed-rate instruments before their maturities, the impact of market interest rate fluctuations on our long-term debt does not affect our results of operations or financial position.
In order to manage interest rate exposure, in previous years we utilized interest rate swap agreements to protect against unfavorable interest rate changes relating to forecasted debt transactions. These swaps, which were settled upon issuance of the related debt, were designated as cash flow hedges and the gains and losses that were deferred in other comprehensive income are being recognized as an adjustment to interest expense over the same period that the hedged interest payments affect earnings. During 2016, we had one interest rate swap agreement in a cash flow hedging relationship with a notional amount of $500 million, which was settled in connection with the issuance of debt in August 2016, resulting in a payment of approximately $87 million which is reflected as an operating cash flow within the Consolidated Statement of Cash Flows.
Foreign Currency Exchange Rate Risk
We are exposed to currency fluctuations related to manufacturing or selling products in currencies other than the U.S. dollar. We may enter into foreign currency forward exchange contracts and options to reduce fluctuations in our long or short currency positions relating primarily to purchase commitments or forecasted purchases for equipment, raw materials and finished goods denominated in foreign currencies. We also may hedge payment of forecasted intercompany transactions with our subsidiaries outside of the United States. We generally hedge foreign currency price risks for periods from 3 to 2412 months.
A summary of foreign currency forward exchange contracts and the corresponding amounts at contracted forward rates is as follows:
|
| | | | | | | | | | | | |
| December 31, | | 2014 | | 2013 |
| | | Contract Amount | | Primary Currencies | | Contract Amount | | Primary Currencies |
| In millions of dollars | | | | | | | | |
| Foreign currency forward exchange contracts to purchase foreign currencies | | $ | 21.9 |
| | Euros | | $ | 158.4 |
| | Malaysian ringgits
Swiss francs
Euros |
| Foreign currency forward exchange contracts to sell foreign currencies | | $ | 48.8 |
| | Canadian dollars
Brazilian reals
Japanese yen | | $ | 2.8 |
| | Japanese yen |
In 2013, foreign currency forward exchange contracts for the purchase of Malaysian ringgits and certain other currencies were associated with the construction of the manufacturing facility in Malaysia. |
| | | | | | | | | | | | |
| December 31, | | 2017 | | 2016 |
| | | Contract Amount | | Primary Currencies | | Contract Amount | | Primary Currencies |
| In millions of dollars | | | | | | | | |
| Foreign currency forward exchange contracts to purchase foreign currencies | | $ | 19.5 |
| | Euros | | $ | 9.4 |
| | Euros |
| Foreign currency forward exchange contracts to sell foreign currencies | | $ | 158.2 |
| | Canadian dollars
Brazilian reals
Japanese yen | | $ | 80.4 |
| | Canadian dollars
Brazilian reals
Japanese yen |
The fair value of foreign currency forward exchange contracts represents the difference between the contracted and current market foreign currency exchange rates at the end of the period. We estimate the fair value of foreign currency forward exchange contracts on a quarterly basis by obtaining market quotes of spot and forward rates for contracts with similar terms, adjusted where necessary for maturity differences. At December 31, 20142017 and 2013,2016, the net fair value of these instruments was a liability of $1.0 million and an asset of $1.5 million and $3.2$1.4 million, respectively. Assuming an
unfavorable 10% change in year-end foreign currency exchange rates, the fair value of these instruments would have declined by $7.0$19.7 million and $12.9$9.6 million, respectively. Our risk related to foreign currency forward exchange contracts is limited to the cost of replacing the contracts at prevailing market rates.
Commodities—Price Risk Management and Futures Contracts
Our most significant raw material requirements include cocoa products, sugar, dairy products, peanuts and almonds. The cost of cocoa products and prices for related futures contracts and costs for certain other raw materials historically have been subject to wide fluctuations attributable to a variety of factors. These factors include:
|
| |
| l | Commodity market fluctuations; |
| l | Foreign currency exchange rates; |
| l | Imbalances between supply and demand; |
| l | The effect of weather on crop yield; |
| l | Speculative influences; |
| l | Trade agreements among producing and consuming nations; |
| l | Supplier compliance with commitments; |
| l | Political unrest in producing countries; and |
| l | Changes in governmental agricultural programs and energy policies. |
We use futures and options contracts and other commodity derivative instruments in combination with forward purchasing of cocoa products, sugar, corn sweeteners, natural gas and certain dairy products primarily to reduce the risk of future price increases and provide visibility to future costs. Currently, active futures contracts are not available for use in pricing our other major raw material requirements, primarily peanuts and almonds. We attempt to minimize the effect of future price fluctuations related to the purchase of raw materials by using forward purchasing to cover future manufacturing requirements generally for 3 to 24 months. However, the dairy futures markets areliquidity is not as developed as many of the other commodities futures markets and, therefore, it iscan be difficult to hedge our costs for dairy products by entering into futures contracts or other derivative instruments to extend coverage for long periods of time. We use diesel swap futures contracts to minimize price fluctuations associated with our transportation costs. Our commodity procurement practices are intended to reduce the risk of future price increases and provide visibility to future costs, but also may potentially limit our ability to benefit from possible price decreases. Our costs for major raw materials will not necessarily reflect market price fluctuations primarily because of our forward purchasing and hedging practices.
During 2014,2017, average cocoa futures contract prices increaseddecreased compared with 20132016 and traded in a range between $1.25$0.87 and $1.45$0.99 per pound, based on the Intercontinental Exchange futures contract. Cocoa production was higher during the 2016 to 2017 crop year and outpaced the increases in 2014 and global demand, was slightly higher, which producedled to a small surplusrebuild in global cocoa suppliesstocks over the past year. Despite the small increaseAs a result, cocoa prices declined in global cocoa inventories, prices remained elevated in response2017 versus 2016 due to concerns over the future balance of global cocoaexcess supply andrelative to demand.
The table below shows annual average cocoa futures prices and the highest and lowest monthly averages for each of the calendar years indicated. The prices reflect the monthly averages of the quotations at noon of the three active futures trading contracts closest to maturity on the Intercontinental Exchange.
| | | | | | | | | | | | | | | | | | | | | | | |
| | | Cocoa Futures Contract Prices (dollars per pound) | | Cocoa Futures Contract Prices (dollars per pound) |
| | | 2014 | | 2013 | | 2012 | | 2011 | | 2010 | | 2017 | | 2016 | | 2015 | | 2014 | | 2013 |
| Annual Average | | $ | 1.36 |
| | $ | 1.09 |
| | $ | 1.07 |
| | $ | 1.34 |
| | $ | 1.36 |
| | $ | 0.91 |
| | $ | 1.29 |
| | $ | 1.40 |
| | $ | 1.36 |
| | $ | 1.09 |
|
| High | | 1.45 |
| | 1.26 |
| | 1.17 |
| | 1.55 |
| | 1.53 |
| | 0.99 |
| | 1.38 |
| | 1.53 |
| | 1.45 |
| | 1.26 |
|
| Low | | 1.25 |
| | 0.97 |
| | 1.00 |
| | 0.99 |
| | 1.26 |
| | 0.87 |
| | 1.03 |
| | 1.28 |
| | 1.25 |
| | 0.97 |
|
Source: International Cocoa Organization Quarterly Bulletin of Cocoa Statistics
Our costs for cocoa products will not necessarily reflect market price fluctuations because of our forward purchasing and hedging practices, premiums and discounts reflective of varying delivery times, and supply and demand for our specific varieties and grades of cocoa liquor, cocoa butter and cocoa powder. As a result, the average futures contract prices are not necessarily indicative of our average costs.
During 2014,2017, prices for fluid dairy milk ranged from a low of $0.22$0.14 per pound to a high of $0.26$0.16 per pound, on a class II fluidClass IV milk basis. Dairy prices reached historically high levels during 2014,were higher than 2016, driven by increased importsa decline in milk production in Europe and New Zealand. Additionally, in 2017, dairy butter prices reached record highs at $2.50 per pound as European Union inventories were strained by Chinaa supply shortage and supply challenges due to the 2013 drought in New Zealand.adverse weather.
The price of sugar is subject to price supports under U.S. farm legislation. Such legislation establishes import quotas and duties to support the price of sugar. As a result, sugar prices paid by users in the United States are currently higher than prices on the world sugar market. In 2014, U.S. sugar producers filed an Anti-dumping suit against Mexico, which reduced sugar imports from Mexico. As a result,United States delivered east coast refined sugar prices increased compared to 2013, trading highertraded in a range from $0.31$0.38 to $0.42$0.40 per pound.pound during 2017.
Peanut prices in the United States began the year around $0.49$0.65 per pound and closed the year at $0.53$0.47 per pound. PeanutHigher planted acreage and optimal growing conditions throughout 2017 in the key U.S. peanut growing regions resulted in an estimated 21% larger crop versus the 2016 crop and drove price decreases. Almond prices began the year at $2.84 per pound and closed the year at $2.84 per pound. Almond supply is ample to support U.S. demand heading into 2015. Almond prices began2018 as the year at $3.69 per pound and increased to $4.39 per pound during 2014. The third consecutive year of droughts in California had a negative impact on yields, with the 20142017 crop estimatedis expected to be 10% lowerapproximately 5.1% larger than 2013.the 2016 crop. (Source: Almond Board of California)
We make or receive cash transfers to or from commodity futures brokers on a daily basis reflecting changes in the value of futures contracts on the Intercontinental Exchange or various other exchanges. These changes in value represent unrealized gains and losses. We report these cash transfers as a component of other comprehensive income. The cash transfers offset higher or lower cash requirements for the payment of future invoice prices of raw materials, energy requirements and transportation costs.
Commodity Position Sensitivity Analysis
The following sensitivity analysis reflects our market risk toOur open commodity derivative contracts had a hypothetical adverse marketnotional value of $405.3 million as of December 31, 2017 and $739.4 million as of December 31, 2016. At the end of 2017, the potential change in fair value of commodity derivative instruments, assuming a 10% decrease in the underlying commodity price, movement of 10%, based onwould have increased our net commodity positions at four dates spaced equally throughoutunrealized losses in 2017 by $38.6 million, generally offset by a reduction in the year. Our net commodity positions consistcost of the amount of futures contracts we hold over or under the amount of futures contracts we need to price unpriced physical forward contracts for the same commodities (our “requirements”). Inventories, fixed-price forward contracts and anticipated purchases not yet under contract are not included in the sensitivity analysis calculations. The fair values of netunderlying commodity positions reflect quoted market prices or estimated future prices, including estimated carrying costs corresponding with the future delivery period. The market risk noted below reflects the potential loss in future earnings resulting from the hypothetical adverse market price movement.purchases.
|
| | | | | | | | | | | | |
| For the years ended December 31, | 2014 | 2013 |
| | Fair Value | Market Risk (Hypothetical 10% Change) | Fair Value | Market Risk (Hypothetical 10% Change) |
| In millions of dollars | | | | |
| Highest position of futures contracts held over (under) requirements | $ | (362.7 | ) | $ | 36.3 |
| $ | (29.3 | ) | $ | 2.9 |
|
| Lowest position of futures contracts held over (under) requirements | (612.9 | ) | 61.3 |
| (249.4 | ) | 24.9 |
|
| Average of futures contracts held over (under) requirements | (506.6 | ) | 50.7 |
| (105.6 | ) | 10.6 |
|
The negative positions primarily resulted as our requirements exceeded the amount of commodities futures that we held at certain points in time during the years.
| |
| Item 8. | FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA |
INDEX TO CONSOLIDATED FINANCIAL STATEMENTS
|
| | |
| PAGE |
| | |
INDEX TO CONSOLIDATED FINANCIAL STATEMENTS | | |
| | |
| | |
| | |
| | |
| | |
| | |
| | |
| | |
RESPONSIBILITY FOR FINANCIAL STATEMENTS
The Hershey Company is responsible for the financial statements and other financial information contained in this report. We believe that the financial statements have been prepared in conformity with U.S. generally accepted accounting principles appropriate under the circumstances to reflect in all material respects the substance of applicable events and transactions. In preparing the financial statements, it is necessary that management make informed estimates and judgments. The other financial information in this annual report is consistent with the financial statements.
We maintain a system of internal accounting controls designed to provide reasonable assurance that financial records are reliable for purposes of preparing financial statements and that assets are properly accounted for and safeguarded. The concept of reasonable assurance is based on the recognition that the cost of the system must be related to the benefits to be derived. We believe our system provides an appropriate balance in this regard. We maintain an Internal Audit Department which reviews the adequacy and tests the application of internal accounting controls.
The 2014, 20132017 financial statements have been audited by Ernst & Young LLP, an independent registered public accounting firm. The 2016 and 20122015 financial statements have been audited by KPMG LLP, an independent registered public accounting firm. KPMGErnst & Young LLP's reportreports on our financial statements and internal controls over financial reporting isas of December 31, 2017 are included on page 43.herein.
The Audit Committee of the Board of Directors of the Company, consisting solely of independent, non-management directors, meets regularly with the independent auditors, internal auditors and management to discuss, among other things, the audit scope and results. KPMGErnst & Young LLP and the internal auditors both have full and free access to the Audit Committee, with and without the presence of management.
|
| | | |
/s/ JOHN P. BILBREYMICHELE G. BUCK | | /s/ RICHARD M. MCCONVILLEPATRICIA A. LITTLE |
John P. BilbreyMichele G. Buck
Chief Executive Officer (Principal Executive Officer) | | Richard M. McConvillePatricia A. Little
Interim Chief Financial Officer
(Principal Financial OfficerOfficer) |
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
TheTo the Stockholders and the Board of Directors and Stockholders
of The Hershey Company:Company
Opinion on the Financial Statements
We have audited the accompanying consolidated balance sheetssheet of The Hershey Company and subsidiaries (the “Company”)Company) as of December 31, 2014 and 2013, and2017, the related consolidated statements of income, comprehensive income, cash flows, and stockholders’stockholders' equity for each of the years in the three-year periodyear ended December 31, 2014.2017, and the related notes and financial statement schedule listed in the Index at Item 15(a)(2) (collectively referred to as the “consolidated financial statements”). In connection with our audits ofopinion, the consolidated financial statements we also have auditedpresent fairly, in all material respects, the related consolidated financial statement schedule. position of the Company at December 31, 2017, and the results of its operations and its cash flows for the year ended December 31, 2017, in conformity with U.S. generally accepted accounting principles.
We also have audited, in accordance with the Company’sstandards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company's internal control over financial reporting as of December 31, 2014,2017, based on criteria established in Internal Control – IntegratedControl-Integrated Framework (2013 edition) issued by the Committee of Sponsoring Organizations of the Treadway Commission (“COSO”)(2013 framework), and our report dated February 27, 2018 expressed an unqualified opinion thereon.
Basis for Opinion
These financial statements are the responsibility of the Company's management. Our responsibility is to express an opinion on the Company’s financial statements based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audit included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audit also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audit provides a reasonable basis for our opinion.
|
|
| /s/ ERNST & YOUNG LLP |
|
| We have served as the Company‘s auditor since 2016. |
|
| Philadelphia, Pennsylvania |
| February 27, 2018 |
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
To the Stockholders and the Board of Directors of The Hershey Company
Opinion on Internal Control over Financial Reporting
We have audited The Hershey Company’s internal control over financial reporting as of December 31, 2017, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (2013 framework) (the COSO criteria). In our opinion, The Hershey Company (the Company) maintained, in all material respects, effective internal control over financial reporting as of December 31, 2017, based on the COSO criteria.
We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated balance sheet of The Hershey Company (the Company) as of December 31, 2017, the related consolidated statements of income, comprehensive income, cash flows and stockholders' equity for the year ended December 31, 2017, and the related notes and financial statement schedule listed in the Index at Item 15(a)(2) and our report dated February 27, 2018 expressed an unqualified opinion thereon.
Basis for Opinion
The Company’s management is responsible for these consolidated financial statements and financial statement schedule, for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting included in the accompanying ManagementManagement’s Annual Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on these consolidated financial statements and financial statement schedule, and an opinion on the Company’s internal control over financial reporting based on our audits.audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our auditsaudit in accordance with the standards of the Public Company Accounting Oversight Board (United States).PCAOB. Those standards require that we plan and perform the auditsaudit to obtain reasonable assurance about whether the financial statements are free of material misstatement and whether effective internal control over financial reporting was maintained in all material respects. Our audits of the consolidated financial statements included examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, and evaluating the overall financial statement presentation.
Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, and testing and evaluating the design and operating effectiveness of internal control based on the assessed risk. Our audits also includedrisk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audits provideaudit provides a reasonable basis for our opinions.opinion.
Definition and Limitations of Internal Control Over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
|
|
| /s/ ERNST & YOUNG LLP |
|
| Philadelphia, Pennsylvania |
| February 27, 2018 |
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
The Board of Directors and Stockholders
The Hershey Company:
We have audited the accompanying consolidated balance sheet of The Hershey Company and subsidiaries (the “Company”) as of December 31, 2016, and the related consolidated statements of income, comprehensive income, cash flows and stockholders’ equity for each of the years in the two-year period ended December 31, 2016. In connection with our audits of the consolidated financial statements, we also have audited the related consolidated financial statement schedule. These consolidated financial statements and financial statement schedule are the responsibility of the Company's management. Our responsibility is to express an opinion on these consolidated financial statements and financial statement schedule based on our audits.
We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the financial position of The Hershey Company and subsidiaries as of December 31, 2014 and 2013,2016, and the results of their operations and their cash flows for each of the years in the three-yeartwo-year period ended December 31, 2014,2016, in conformity with U.S. generally accepted accounting principles. Also in our opinion, the related consolidated financial statement schedule, when considered in relation to the basic consolidated financial statements taken as a whole, presents fairly, in all material respects, the information set forth therein.
Also in our opinion, The Hershey Company and subsidiaries maintained, in all material respects, effective internal control over financial reporting as of December 31, 2014, based on criteria established in Internal Control – Integrated Framework (2013 edition) issued by the Committee of Sponsoring Organizations of the Treadway Commission.
Management excluded Shanghai Golden Monkey Food Joint Stock Co., Ltd., an entity acquired during 2014, from its assessment of the effectiveness of the Company's internal control over financial reporting as of December 31, 2014. This entity’s net sales and assets excluded from management's assessment of internal control represented 0.7% and 4.7% of the Company’s total net sales and total assets, respectively, for the year ended December 31, 2014. Our audit of internal control over financial reporting of the Company also excluded an evaluation of the internal control over financial reporting of Shanghai Golden Monkey Food Joint Stock Co., Ltd.
|
|
| /s/ KPMG LLP |
|
| New York, New York |
February 20, 201521, 2017, except for the classification adjustments to the Consolidated Statements of Cash Flows related to the adoption of Accounting Standards Update 2016-09, Compensation—Stock Compensation (Topic 718): Improvements to Employee Share-Based Payment Accounting, described in Note 1, as to which the date is February 27, 2018 |
THE HERSHEY COMPANY
CONSOLIDATED STATEMENTS OF INCOME
(in thousands, except per share amounts)
| | | For the years ended December 31, | | 2014 | | 2013 | | 2012 | | 2017 | | 2016 | | 2015 |
| Net sales | | $ | 7,421,768 |
| | $ | 7,146,079 |
| | $ | 6,644,252 |
| | $ | 7,515,426 |
| | $ | 7,440,181 |
| | $ | 7,386,626 |
|
| Costs and expenses: | | | | | | | |
| Cost of sales | | 4,085,602 |
| | 3,865,231 |
| | 3,784,370 |
| | 4,070,907 |
| | 4,282,290 |
| | 4,003,951 |
|
| Selling, marketing and administrative | | 1,900,970 |
| | 1,922,508 |
| | 1,703,796 |
| |
| Business realignment and impairment charges | | 45,621 |
| | 18,665 |
| | 44,938 |
| |
| Total costs and expenses | | 6,032,193 |
| | 5,806,404 |
| | 5,533,104 |
| |
| Income before interest and income taxes | | 1,389,575 |
| | 1,339,675 |
| | 1,111,148 |
| |
| Gross profit | | | 3,444,519 |
| | 3,157,891 |
| | 3,382,675 |
|
| Selling, marketing and administrative expense | | | 1,913,403 |
| | 1,915,378 |
| | 1,969,308 |
|
| Long-lived asset impairment charges | | | 208,712 |
| | — |
| | — |
|
| Goodwill and indefinite-lived intangible asset impairment charges | | | — |
| | 4,204 |
| | 280,802 |
|
| Business realignment costs | | | 47,763 |
| | 32,526 |
| | 94,806 |
|
| Operating profit | | | 1,274,641 |
| | 1,205,783 |
| | 1,037,759 |
|
| Interest expense, net | | 83,532 |
| | 88,356 |
| | 95,569 |
| | 98,282 |
| | 90,143 |
| | 105,773 |
|
| Other (income) expense, net | | | 65,691 |
| | 16,159 |
| | 30,139 |
|
| Income before income taxes | | 1,306,043 |
| | 1,251,319 |
| | 1,015,579 |
| | 1,110,668 |
| | 1,099,481 |
| | 901,847 |
|
| Provision for income taxes | | 459,131 |
| | 430,849 |
| | 354,648 |
| | 354,131 |
| | 379,437 |
| | 388,896 |
|
| Net income | | $ | 846,912 |
| | $ | 820,470 |
| | $ | 660,931 |
| |
| Net income including noncontrolling interest | | | 756,537 |
| | 720,044 |
| | 512,951 |
|
| Less: Net loss attributable to noncontrolling interest | | | (26,444 | ) | | — |
| | — |
|
| Net income attributable to The Hershey Company | | | $ | 782,981 |
| | $ | 720,044 |
| | $ | 512,951 |
|
| | | | | | | | | | | | | |
| Net income per share—basic: | | | | | | | | | | | | |
| Common stock | | $ | 3.91 |
| | $ | 3.76 |
| | $ | 3.01 |
| | $ | 3.79 |
| | $ | 3.45 |
| | $ | 2.40 |
|
| Class B common stock | | $ | 3.54 |
| | $ | 3.39 |
| | $ | 2.73 |
| | $ | 3.44 |
| | $ | 3.15 |
| | $ | 2.19 |
|
| | | | | | | | | | | | | |
| Net income per share—diluted: | | | | | | | | | | | | |
| Common stock | | $ | 3.77 |
| | $ | 3.61 |
| | $ | 2.89 |
| | $ | 3.66 |
| | $ | 3.34 |
| | $ | 2.32 |
|
| Class B common stock | | $ | 3.52 |
| | $ | 3.37 |
| | $ | 2.71 |
| | $ | 3.44 |
| | $ | 3.14 |
| | $ | 2.19 |
|
| | | | | | | | | | | | | |
| Dividends paid per share: | | | | | | | | | | | | |
| Common stock | | $ | 2.040 |
| | $ | 1.81 |
| | $ | 1.560 |
| | $ | 2.548 |
| | $ | 2.402 |
| | $ | 2.236 |
|
| Class B common stock | | $ | 1.842 |
| | $ | 1.63 |
| | $ | 1.412 |
| | $ | 2.316 |
| | $ | 2.184 |
| | $ | 2.032 |
|
See Notes to Consolidated Financial Statements.
THE HERSHEY COMPANY
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
(in thousands)
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Net income | | $ | 846,912 |
| | $ | 820,470 |
| | $ | 660,931 |
|
| Other comprehensive (loss) income, net of tax: | | | | | | |
| Foreign currency translation adjustments | | (26,851 | ) | | (26,003 | ) | | 7,714 |
|
| Pension and post-retirement benefit plans | | (85,016 | ) | | 166,403 |
| | (9,634 | ) |
| Cash flow hedges: | | | | | | |
| (Losses) gains on cash flow hedging derivatives | | (37,077 | ) | | 72,334 |
| | (868 | ) |
| Reclassification adjustments | | (43,062 | ) | | 5,775 |
| | 60,043 |
|
| Total other comprehensive (loss) income, net of tax | | (192,006 | ) | | 218,509 |
| | 57,255 |
|
| Comprehensive income | | $ | 654,906 |
| | $ | 1,038,979 |
| | $ | 718,186 |
|
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | For the years ended December 31, |
| | | 2017 | | 2016 | | 2015 |
| | | Pre-Tax Amount | | Tax (Expense) Benefit | | After-Tax Amount | | Pre-Tax Amount | | Tax (Expense) Benefit | | After-Tax Amount | | Pre-Tax Amount | | Tax (Expense) Benefit | | After-Tax Amount |
| Net income including noncontrolling interest | | | | | | $ | 756,537 |
| | | | | | $ | 720,044 |
| | | | | | $ | 512,951 |
|
| Other comprehensive income (loss), net of tax: | | | | | | | | | | | | | | | | | | |
| Foreign currency translation adjustments | | $ | 19,616 |
| | $ | — |
| | 19,616 |
| | $ | (13,041 | ) | | $ | — |
| | (13,041 | ) | | $ | (59,707 | ) | | $ | — |
| | (59,707 | ) |
| Pension and post-retirement benefit plans: | | | | | | | | | | | | | | | | | | |
| Net actuarial gain (loss) and prior service cost | | 28,718 |
| | (10,883 | ) | | 17,835 |
| | 20,304 |
| | (7,776 | ) | | 12,528 |
| | (5,559 | ) | | 2,002 |
| | (3,557 | ) |
| Reclassification to earnings | | 46,305 |
| | (26,497 | ) | | 19,808 |
| | 56,604 |
| | (21,653 | ) | | 34,951 |
| | 52,469 |
| | (18,910 | ) | | 33,559 |
|
| Cash flow hedges: | | | | | | | | | | | | | | | | | | |
| Gains (losses) on cash flow hedging derivatives | | (4,931 | ) | | 73 |
| | (4,858 | ) | | (52,708 | ) | | 18,701 |
| | (34,007 | ) | | 61,839 |
| | (23,520 | ) | | 38,319 |
|
| Reclassification to earnings | | 14,434 |
| | (3,853 | ) | | 10,581 |
| | (16,482 | ) | | 7,524 |
| | (8,958 | ) | | (36,634 | ) | | 13,416 |
| | (23,218 | ) |
| Total other comprehensive income (loss), net of tax | | $ | 104,142 |
| | $ | (41,160 | ) | | 62,982 |
| | $ | (5,323 | ) | | $ | (3,204 | ) | | (8,527 | ) | | $ | 12,408 |
| | $ | (27,012 | ) | | (14,604 | ) |
| Total comprehensive income including noncontrolling interest | | | | | | $ | 819,519 |
| | | | | | $ | 711,517 |
| | | | | | $ | 498,347 |
|
| Comprehensive loss attributable to noncontrolling interest | | | | | | (25,604 | ) | | | | | | (3,664 | ) | | | | | | (2,152 | ) |
| Comprehensive income attributable to The Hershey Company | | | | | | $ | 845,123 |
| | | | | | $ | 715,181 |
| | | | | | $ | 500,499 |
|
See Notes to Consolidated Financial Statements.
THE HERSHEY COMPANY
CONSOLIDATED BALANCE SHEETS
(in thousands, except share data)
| | | December 31, | | 2014 | | 2013 | | 2017 | | 2016 |
| ASSETS | | | | | | | | |
| Current assets: | | | | | | | | |
| Cash and cash equivalents | | $ | 374,854 |
| | $ | 1,118,508 |
| | $ | 380,179 |
| | $ | 296,967 |
|
| Short-term investments | | 97,131 |
| | — |
| |
| Accounts receivable—trade, net | | 596,940 |
| | 477,912 |
| | 588,262 |
| | 581,381 |
|
| Inventories | | 801,036 |
| | 659,541 |
| | 752,836 |
| | 745,678 |
|
| Deferred income taxes | | 100,515 |
| | 52,511 |
| |
| Prepaid expenses and other | | 276,571 |
| | 178,862 |
| | 280,633 |
| | 192,752 |
|
| Total current assets | | 2,247,047 |
| | 2,487,334 |
| | 2,001,910 |
| | 1,816,778 |
|
| Property, plant and equipment, net | | 2,151,901 |
| | 1,805,345 |
| | 2,106,697 |
| | 2,177,248 |
|
| Goodwill | | 792,955 |
| | 576,561 |
| | 821,061 |
| | 812,344 |
|
| Other intangibles | | 294,841 |
| | 195,244 |
| | 369,156 |
| | 492,737 |
|
| Other assets | | 142,772 |
| | 293,004 |
| | 251,879 |
| | 168,365 |
|
| Deferred income taxes | | | 3,023 |
| | 56,861 |
|
| Total assets | | $ | 5,629,516 |
| | $ | 5,357,488 |
| | $ | 5,553,726 |
| | $ | 5,524,333 |
|
| LIABILITIES AND STOCKHOLDERS’ EQUITY | | | | | | | | |
| Current liabilities: | | | | | | | | |
| Accounts payable | | $ | 482,017 |
| | $ | 461,514 |
| | $ | 523,229 |
| | $ | 522,536 |
|
| Accrued liabilities | | 813,513 |
| | 699,722 |
| | 676,134 |
| | 750,986 |
|
| Accrued income taxes | | 4,616 |
| | 79,911 |
| | 17,723 |
| | 3,207 |
|
| Short-term debt | | 384,696 |
| | 165,961 |
| | 559,359 |
| | 632,471 |
|
| Current portion of long-term debt | | 250,805 |
| | 914 |
| | 300,098 |
| | 243 |
|
| Total current liabilities | | 1,935,647 |
| | 1,408,022 |
| | 2,076,543 |
| | 1,909,443 |
|
| Long-term debt | | 1,548,963 |
| | 1,795,142 |
| | 2,061,023 |
| | 2,347,455 |
|
| Other long-term liabilities | | 526,003 |
| | 434,068 |
| | 438,939 |
| | 400,161 |
|
| Deferred income taxes | | 99,373 |
| | 104,204 |
| | 45,656 |
| | 39,587 |
|
| Total liabilities | | 4,109,986 |
| | 3,741,436 |
| | 4,622,161 |
| | 4,696,646 |
|
| | | | | | |
| Stockholders’ equity: | | | | | | | | |
| The Hershey Company stockholders’ equity | | | | | | | | |
| Preferred stock, shares issued: none in 2014 and 2013 | | — |
| | — |
| |
| Common stock, shares issued: 299,281,967 in 2014 and 299,281,527 in 2013 | | 299,281 |
| | 299,281 |
| |
| Class B common stock, shares issued: 60,619,777 in 2014 and 60,620,217 in 2013 | | 60,620 |
| | 60,620 |
| |
| Preferred stock, shares issued: none in 2017 and 2016 | | | — |
| | — |
|
| Common stock, shares issued: 299,281,967 in 2017 and 2016 | | | 299,281 |
| | 299,281 |
|
| Class B common stock, shares issued: 60,619,777 in 2017 and 2016 | | | 60,620 |
| | 60,620 |
|
| Additional paid-in capital | | 754,186 |
| | 664,944 |
| | 924,978 |
| | 869,857 |
|
| Retained earnings | | 5,860,784 |
| | 5,454,286 |
| | 6,371,082 |
| | 6,115,961 |
|
| Treasury—common stock shares, at cost: 138,856,786 in 2014 and 136,007,023 in 2013 | | (5,161,236 | ) | | (4,707,730 | ) | |
| Treasury—common stock shares, at cost: 149,040,927 in 2017 and 147,642,009 in 2016 | | | (6,426,877 | ) | | (6,183,975 | ) |
| Accumulated other comprehensive loss | | (358,573 | ) | | (166,567 | ) | | (313,746 | ) | | (375,888 | ) |
| The Hershey Company stockholders’ equity | | 1,455,062 |
| | 1,604,834 |
| |
| Noncontrolling interests in subsidiaries | | 64,468 |
| | 11,218 |
| |
| Total—The Hershey Company stockholders’ equity | | | 915,338 |
| | 785,856 |
|
| Noncontrolling interest in subsidiary | | | 16,227 |
| | 41,831 |
|
| Total stockholders’ equity | | 1,519,530 |
| | 1,616,052 |
| | 931,565 |
| | 827,687 |
|
| Total liabilities and stockholders’ equity | | $ | 5,629,516 |
| | $ | 5,357,488 |
| | $ | 5,553,726 |
| | $ | 5,524,333 |
|
See Notes to Consolidated Financial Statements.
THE HERSHEY COMPANY
CONSOLIDATED STATEMENTS OF CASH FLOWS
(in thousands)
| | | For the years ended December 31, | | 2014 | | 2013 | | 2012 | 2017 | | 2016 | | 2015 |
| Operating Activities | | | | | | | | | | | |
| Net income | | $ | 846,912 |
| | $ | 820,470 |
| | $ | 660,931 |
| |
| Adjustments to reconcile net income to net cash provided from operations: | | | | | | | |
| Net income including noncontrolling interest | | $ | 756,537 |
| | $ | 720,044 |
| | $ | 512,951 |
|
| Adjustments to reconcile net income to net cash provided by operating activities: | | | | | | |
| Depreciation and amortization | | 211,532 |
| | 201,033 |
| | 210,037 |
| 261,853 |
| | 301,837 |
| | 244,928 |
|
| Stock-based compensation expense | | 54,068 |
| | 53,967 |
| | 50,482 |
| 51,061 |
| | 54,785 |
| | 51,533 |
|
| Excess tax benefits from stock-based compensation | | (53,497 | ) | | (48,396 | ) | | (33,876 | ) | |
| Deferred income taxes | | 18,796 |
| | 7,457 |
| | 13,785 |
| 18,582 |
| | (38,097 | ) | | (38,537 | ) |
| Non-cash business realignment and impairment charges | | 39,988 |
| | — |
| | 38,144 |
| |
| Contributions to pension and other benefits plans | | (53,110 | ) | | (57,213 | ) | | (44,208 | ) | |
| Changes in assets and liabilities, net of effects from business acquisitions and divestitures: | | | | | | | |
| Impairment of goodwill, indefinite and long-lived assets (see Notes 3 and 7) | | 208,712 |
| | 4,204 |
| | 280,802 |
|
| Loss on early extinguishment of debt (see Note 4) | | — |
| | — |
| | 28,326 |
|
| Write-down of equity investments | | 66,209 |
| | 43,482 |
| | 39,489 |
|
| Gain on settlement of SGM liability (see Note 2) | | — |
| | (26,650 | ) | | — |
|
| Other | | 77,291 |
| | 51,375 |
| | 28,467 |
|
| Changes in assets and liabilities, net of business acquisitions and divestitures: | | | | | | |
| Accounts receivable—trade, net | | (67,464 | ) | | (16,529 | ) | | (50,470 | ) | (6,881 | ) | | 21,096 |
| | (24,440 | ) |
| Inventories | | (88,497 | ) | | (26,279 | ) | | 26,598 |
| (71,404 | ) | | 13,965 |
| | 52,049 |
|
| Prepaid expenses and other current assets | | 18,214 |
| | (42,955 | ) | | 118,007 |
|
| Accounts payable and accrued liabilities | | (13,847 | ) | | 102,411 |
| | 69,645 |
| (52,960 | ) | | (63,467 | ) | | 9,574 |
|
| Accrued income taxes | | (71,027 | ) | | (937 | ) | | 36,848 |
|
| Contributions to pension and other benefit plans | | (56,433 | ) | | (41,697 | ) | | (53,273 | ) |
| Other assets and liabilities | | (56,660 | ) | | 151,484 |
| | 153,759 |
| 49,761 |
| | 16,443 |
| | (30,413 | ) |
| Net cash provided by operating activities | | 838,221 |
| | 1,188,405 |
| | 1,094,827 |
| 1,249,515 |
| | 1,013,428 |
| | 1,256,311 |
|
| Investing Activities | | | | | | | | | | | |
| Capital additions | | (345,947 | ) | | (323,551 | ) | | (258,727 | ) | |
| Capitalized software additions | | (24,842 | ) | | (27,360 | ) | | (19,239 | ) | |
| Capital additions (including software) | | (257,675 | ) | | (269,476 | ) | | (356,810 | ) |
| Proceeds from sales of property, plant and equipment | | 1,612 |
| | 15,331 |
| | 453 |
| 7,609 |
| | 3,651 |
| | 1,205 |
|
| Loan to affiliate | | — |
| | (16,000 | ) | | (23,000 | ) | |
| Proceeds from sale of business | | — |
| | — |
| | 32,408 |
|
| Equity investments in tax credit qualifying partnerships | | (78,598 | ) | | (44,255 | ) | | (30,720 | ) |
| Business acquisitions, net of cash and cash equivalents acquired | | (396,265 | ) | | — |
| | (172,856 | ) | — |
| | (285,374 | ) | | (218,654 | ) |
| Purchase of short-term investments | | (97,131 | ) | | — |
| | — |
| |
| Sale of short-term investments | | — |
| | — |
| | 95,316 |
|
| Net cash used in investing activities | | (862,573 | ) | | (351,580 | ) | | (473,369 | ) | (328,664 | ) | | (595,454 | ) | | (477,255 | ) |
| Financing Activities | | | | | | | | | | | |
| Net increase in short-term debt | | 117,515 |
| | 54,351 |
| | 77,698 |
| |
| Net (decrease) increase in short-term debt | | (81,426 | ) | | 275,607 |
| | 10,720 |
|
| Long-term borrowings | | 3,051 |
| | 250,595 |
| | 4,025 |
| 954 |
| | 792,953 |
| | 599,031 |
|
| Repayment of long-term debt | | (1,442 | ) | | (250,761 | ) | | (99,381 | ) | — |
| | (500,000 | ) | | (355,446 | ) |
| Payment of SGM liability (see Note 2) | | — |
| | (35,762 | ) | | — |
|
| Cash dividends paid | | (440,414 | ) | | (393,801 | ) | | (341,206 | ) | (526,272 | ) | | (499,475 | ) | | (476,132 | ) |
| Repurchase of common stock | | (300,312 | ) | | (592,550 | ) | | (582,623 | ) |
| Exercise of stock options | | 122,306 |
| | 147,255 |
| | 261,597 |
| 63,288 |
| | 94,831 |
| | 55,703 |
|
| Excess tax benefits from stock-based compensation | | 53,497 |
| | 48,396 |
| | 33,876 |
| |
| Payments to noncontrolling interests | | — |
| | — |
| | (15,791 | ) | |
| Contributions from noncontrolling interests | | 2,940 |
| | 2,940 |
| | 2,940 |
| |
| Repurchase of common stock | | (576,755 | ) | | (305,564 | ) | | (510,630 | ) | |
| Other | | — |
| | — |
| | (48,270 | ) |
| Net cash used in financing activities | | (719,302 | ) | | (446,589 | ) | | (586,872 | ) | (843,768 | ) | | (464,396 | ) | | (797,017 | ) |
| (Decrease) increase in cash and cash equivalents | | (743,654 | ) | | 390,236 |
| | 34,586 |
| |
| Cash and cash equivalents at January 1 | | 1,118,508 |
| | 728,272 |
| | 693,686 |
| |
| Cash and cash equivalents at December 31 | | $ | 374,854 |
| | $ | 1,118,508 |
| | $ | 728,272 |
| |
| Effect of exchange rate changes on cash and cash equivalents | | 6,129 |
| | (3,140 | ) | | (10,364 | ) |
| Increase (decrease) in cash and cash equivalents | | 83,212 |
| | (49,562 | ) | | (28,325 | ) |
| Cash and cash equivalents, beginning of period | | 296,967 |
| | 346,529 |
| | 374,854 |
|
| Cash and cash equivalents, end of period | | $ | 380,179 |
| | $ | 296,967 |
| | $ | 346,529 |
|
| Supplemental Disclosure | | | | | | | | | | | |
| Interest paid | | $ | 87,801 |
| | $ | 92,551 |
| | $ | 100,269 |
| |
| Interest paid (excluding loss on early extinguishment of debt in 2015) | | $ | 101,874 |
| | $ | 90,951 |
| | $ | 88,448 |
|
| Income taxes paid | | 384,318 |
| | 373,902 |
| | 327,230 |
| 351,832 |
| | 425,539 |
| | 368,926 |
|
See Notes to Consolidated Financial Statements.
THE HERSHEY COMPANY
CONSOLIDATED STATEMENTS OF STOCKHOLDERS’ EQUITY
| |
| | Preferred
Stock | | Common
Stock | | Class B
Common
Stock | | Additional
Paid-in
Capital | | Retained
Earnings | | Treasury
Common
Stock | | Accumulated Other
Comprehensive
Income (Loss) | | Noncontrolling
Interests in
Subsidiaries | | Total
Stockholders’
Equity | | Preferred
Stock | | Common
Stock | | Class B
Common
Stock | | Additional
Paid-in
Capital | | Retained
Earnings | | Treasury
Common
Stock | | Accumulated Other
Comprehensive
Income (Loss) | | Noncontrolling
Interests in
Subsidiaries | | Total
Stockholders’
Equity |
| Balance, January 1, 2012 | | $ | — |
| | $ | 299,269 |
| | $ | 60,632 |
| | $ | 490,817 |
| | $ | 4,707,892 |
| | $ | (4,258,962 | ) | | $ | (442,331 | ) | | $ | 23,626 |
| | $ | 880,943 |
| |
| Balance, January 1, 2015 | | | $ | — |
| | $ | 299,281 |
| | $ | 60,620 |
| | $ | 754,186 |
| | $ | 5,860,784 |
| | $ | (5,161,236 | ) | | $ | (358,573 | ) | | $ | 64,468 |
| | $ | 1,519,530 |
|
| Net income | | | | | | | | | | 660,931 |
| | | | | | | | 660,931 |
| | | | | | | | | | 512,951 |
| | | | | | | | 512,951 |
|
| Other comprehensive income | | | | | | | | | | | | | | 57,255 |
| | | | 57,255 |
| |
| Other comprehensive loss | | | | | | | | | | | | | | | (12,452 | ) | | (2,152 | ) | | (14,604 | ) |
| Dividends: | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| Common stock, $1.56 per share | | | | | | | | | | (255,596 | ) | | | | | | | | (255,596 | ) | |
| Class B common stock, $1.412 per share | | | | | | | | | | (85,610 | ) | | | | | | | | (85,610 | ) | |
| Conversion of Class B common stock into common stock | | | | 3 |
| | (3 | ) | | | | | | | | | | | | — |
| |
| Common Stock, $2.236 per share | | | | | | | | | | | (352,953 | ) | | | | | | | | (352,953 | ) |
| Class B Common Stock, $2.032 per share | | | | | | | | | | | (123,179 | ) | | | | | | | | (123,179 | ) |
| Stock-based compensation | | | | | | | | 49,175 |
| | | | | | | | | | 49,175 |
| | | | | | | | 50,722 |
| | | | | | | | | | 50,722 |
|
| Exercise of stock options and incentive-based transactions | | | | | | | | 64,028 |
| | | | 210,924 |
| | | | | | 274,952 |
| | | | | | | | 8,204 |
| | | | 71,500 |
| | | | | | 79,704 |
|
| Repurchase of common stock | | | | | | | | | | | | (510,630 | ) | | | | | | (510,630 | ) | | | | | | | | | | | | (582,623 | ) | | | | | | (582,623 | ) |
| Acquisition of Tri-US, Inc. | | | | | | | | (11,045 | ) | | | | | | | | (4,746 | ) | | (15,791 | ) | |
| Earnings of and contributions from noncontrolling interests, net | | | | | | | | | | | | | | | | (7,256 | ) | | (7,256 | ) | |
| Balance, December 31, 2012 | | — |
| | 299,272 |
| | 60,629 |
| | 592,975 |
| | 5,027,617 |
| | (4,558,668 | ) | | (385,076 | ) | | 11,624 |
| | 1,048,373 |
| |
| Impact of reclassifications to and purchase of redeemable noncontrolling interest | | | | | | | | | (29,235 | ) | | | | | | | | (13,428 | ) | | (42,663 | ) |
| Earnings of noncontrolling interests | | | | | | | | | | | | | | | | | 577 |
| | 577 |
|
| Balance, December 31, 2015 | | | — |
| | 299,281 |
| | 60,620 |
| | 783,877 |
| | 5,897,603 |
| | (5,672,359 | ) | | (371,025 | ) | | 49,465 |
| | 1,047,462 |
|
| Net income | | | | | | | | | | 820,470 |
| | | | | | | | 820,470 |
| | | | | | | | | | 720,044 |
| | | | | | | | 720,044 |
|
| Other comprehensive income | | | | | | | | | | | | | | 218,509 |
| | | | 218,509 |
| |
| Dividends: | | | | | | | | | | | | | | | | | | | |
| Common stock, $1.81 per share | | | | | | | | | | (294,979 | ) | | | | | | | | (294,979 | ) | |
| Class B common stock, $1.63 per share | | | | | | | | | | (98,822 | ) | | | | | | | | (98,822 | ) | |
| Conversion of Class B common stock into common stock | | | | 9 |
| | (9 | ) | | | | | | | | | | | | — |
| |
| Other comprehensive loss | | | | | | | | | | | | | | | (4,863 | ) | | (3,664 | ) | | (8,527 | ) |
| Dividends (including dividend equivalents): | | | | | | | | | | | | | | | | | | | |
| Common Stock, $2.402 per share | | | | | | | | | | | (369,292 | ) | | | | | | | | (369,292 | ) |
| Class B Common Stock, $2.184 per share | | | | | | | | | | | (132,394 | ) | | | | | | | | (132,394 | ) |
| Stock-based compensation | | | | | | | | 52,465 |
| | | | | | | | | | 52,465 |
| | | | | | | | 54,429 |
| | | | | | | | | | 54,429 |
|
| Exercise of stock options and incentive-based transactions | | | | | | | | 19,504 |
| | | | 156,502 |
| | | | | | 176,006 |
| | | | | | | | 31,551 |
| | | | 80,934 |
| | | | | | 112,485 |
|
| Repurchase of common stock | | | | | | | | | | | | (305,564 | ) | | | | | | (305,564 | ) | | | | | | | | | | | | (592,550 | ) | | | | | | (592,550 | ) |
| Earnings of and contributions from noncontrolling interests, net | | | | | | | | | | | | | | | | (406 | ) | | (406 | ) | |
| Balance, December 31, 2013 | | — |
| | $ | 299,281 |
| | $ | 60,620 |
| | $ | 664,944 |
| | $ | 5,454,286 |
| | $ | (4,707,730 | ) | | $ | (166,567 | ) | | $ | 11,218 |
| | $ | 1,616,052 |
| |
| Net income | | | | | | | | | | 846,912 |
| | | | | | | | 846,912 |
| |
| Other comprehensive loss | | | | | | | | | | | | | | (192,006 | ) | | | | (192,006 | ) | |
| Dividends: | | | | | | | | | | | | | | | | | | | |
| Common stock, $2.04 per share | | | | | | | | | | (328,752 | ) | | | | | | | | (328,752 | ) | |
| Class B common stock, $1.842 per share | | | | | | | | | | (111,662 | ) | | | | | | | | (111,662 | ) | |
| Loss of noncontrolling interest | | | | | | | | | | | | | | | | | (3,970 | ) | | (3,970 | ) |
| Balance, December 31, 2016 | | | — |
| | 299,281 |
| | 60,620 |
| | 869,857 |
| | 6,115,961 |
| | (6,183,975 | ) | | (375,888 | ) | | 41,831 |
| | 827,687 |
|
| Net income (loss) | | | | | | | | | | | 782,981 |
| | | | | | (26,444 | ) | | 756,537 |
|
| Other comprehensive income | | | | | | | | | | | | | | | 62,142 |
| | 840 |
| | 62,982 |
|
| Dividends (including dividend equivalents): | | | | | | | | | | | | | | | | | | | |
| Common Stock, $2.548 per share | | | | | | | | | | | (387,466 | ) | | | | | | | | (387,466 | ) |
| Class B Common Stock, $2.316 per share | | | | | | | | | | | (140,394 | ) | | | | | | | | (140,394 | ) |
| Stock-based compensation | | | | | | | | 52,870 |
| | | | | | | | | | 52,870 |
| | | | | | | | 49,243 |
| | | | | | | | | | 49,243 |
|
| Exercise of stock options and incentive-based transactions | | | | | | | | 36,372 |
| | | | 123,249 |
| | | | | | 159,621 |
| | | | | | | | 5,878 |
| | | | 57,410 |
| | | | | | 63,288 |
|
| Repurchase of common stock | | | | | | | | | | | | (576,755 | ) | | | | | | (576,755 | ) | | | | | | | | | | | | (300,312 | ) | | | | | | (300,312 | ) |
| Acquisition of Lotte Shanghai Food Company | | | | | | | | | | | | | | | | 49,724 |
| | 49,724 |
| |
| Earnings of and contributions from noncontrolling interests, net | | | | | | | | | | | | | | | | 3,526 |
| | 3,526 |
| |
| Balance, December 31, 2014 | | $ | — |
| | $ | 299,281 |
| | $ | 60,620 |
| | $ | 754,186 |
| | $ | 5,860,784 |
| | $ | (5,161,236 | ) | | $ | (358,573 | ) | | $ | 64,468 |
| | $ | 1,519,530 |
| |
| Balance, December 31, 2017 | | | $ | — |
| | $ | 299,281 |
| | $ | 60,620 |
| | $ | 924,978 |
| | $ | 6,371,082 |
| | $ | (6,426,877 | ) | | $ | (313,746 | ) | | $ | 16,227 |
| | $ | 931,565 |
|
See Notes to Consolidated Financial Statements.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
(amounts in thousands, except share data or if otherwise indicated)
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Description of Business
The Hershey Company together with its wholly-owned subsidiaries and entities in which it has a controlling interest,(the “Company,” “Hershey,” “we” or “us”) is a global confectionery leader known for its branded portfolio of chocolate, sweets, mints and other great-tasting snacks. The Company has more than 80 brands worldwide including such iconic brand names as Hershey’s, Reese’s, Hershey’s Kisses, Jolly Rancher and Ice Breakers, which are marketed, sold and distributed in approximately 7080 countries worldwide. Hershey is focused on growing its presence in key international markets while continuing to build its competitive advantage in North America. The Company currently operates through two reportable segments that are aligned with its management structure and the key markets it serves: North America and International and Other. For additional information on our segment presentation, see Note 11.
Basis of Presentation
Our consolidated financial statements include the accounts of The Hershey Company and its majority-owned or controlled subsidiaries. Intercompany transactions and balances have been eliminated. We have a controlling financial interest if we own a majority of the outstanding voting common stock and minority shareholders do not have substantive participating rights, we have significant control through contractual or economic interests in which we are the primary beneficiary or we have the power to direct the activities that most significantly impact the entity's economic performance. Net income (loss) attributable to noncontrolling interests isin 2016 and 2015 was not considered significant and iswas recorded within selling, marketing and administrative expense in the Consolidated Statements of Income. See Note 12 for additional information on our noncontrolling interest. We use the equity method of accounting when we have a 20% to 50% interest in other companies and exercise significant influence. Net income (loss) from suchIn addition, we use the equity method of accounting for our investments is not significant and is also recorded in selling, marketing and administrative expense. As of December 31, 2013,partnership entities which make equity investments included within other long-term assets in the Consolidated Balance Sheets totaled $39,872. We held no equity investments at December 31, 2014.projects eligible to receive federal historic and energy tax credits. See Note 128 for additional information on our noncontrolling interests.equity investments in partnership entities qualifying for tax credits.
Use of Estimates
The preparation of financial statements in conformity with accounting principles generally accepted in the United States of America (“U.S. GAAP”) requires management to make estimates and assumptions that affect the amounts reported in the consolidated financial statements and accompanying disclosures. Our significant estimates and assumptions include, among others, pension and other post-retirement benefit plan assumptions, valuation assumptions of goodwill and other intangible assets, useful lives of long-lived assets, marketing and trade promotion accruals and income taxes. These estimates and assumptions are based on management’s best judgment. Management evaluates its estimates and assumptions on an ongoing basis using historical experience and other factors, including the current economic environment, and the effects of any revisions are reflected in the consolidated financial statements in the period that they are determined. As future events and their effects cannot be determined with precision, actual results could differ significantly from these estimates.
Revenue Recognition
We record sales when all of the following criteria have been met:
|
| |
| l | A valid customer order with a fixed price has been received; |
| l | The product has been delivered to the customer; |
| l | There is no further significant obligation to assist in the resale of the product; and |
| l | Collectability is reasonably assured. |
Net sales include revenue from the sale of finished goods and royalty income, net of allowances for trade promotions, consumer coupon programs and other sales incentives, and allowances and discounts associated with aged or potentially unsaleable products. Trade promotions and sales incentives primarily include reduced price features,
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
merchandising displays, sales growth incentives, new item allowances and cooperative advertising. Sales, use, value-added and other excise taxes are not recognized in revenue.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amountsIn 2017, 2016 and 2015, approximately 29%, 25% and 26%, respectively, of our consolidated net sales were made to McLane Company, Inc., one of the largest wholesale distributors in thousands, except share data or if otherwise indicated)the United States to convenience stores, drug stores, wholesale clubs and mass merchandisers and the primary distributor of our products to Wal-Mart Stores, Inc.
Cost of Sales
Cost of sales represents costs directly related to the manufacture and distribution of our products. Primary costs include raw materials, packaging, direct labor, overhead, shipping and handling, warehousing and the depreciation of manufacturing, warehousing and distribution facilities. Manufacturing overhead and related expenses include salaries, wages, employee benefits, utilities, maintenance and property taxes.
Selling, Marketing and Administrative Expense
Selling, marketing and administrative expense (“SM&A”) represents costs incurred in generating revenues and in managing our business. Such costs include advertising and other marketing expenses, selling expenses, research and development, administrative and other indirect overhead costs, amortization of capitalized software and intangible assets and depreciation of administrative facilities. Research and development costs, charged to expense as incurred, totaled $47,554$45,850 in 2014, $47,6362017, $47,268 in 20132016 and $38,959$49,281 in 2012.2015. Advertising expense is also charged to expense as incurred and totaled $570,223$541,293 in 2014, $582,3542017, $521,479 in 20132016 and $480,016$561,644 in 2012.2015. Prepaid advertising expense was $8,193$56 and $8,432$651 as of December 31, 20142017 and 2013,2016, respectively.
Cash Equivalents
Cash equivalents consist of highly liquid debt instruments, time deposits and money market funds with original maturities of three months or less. The fair value of cash and cash equivalents approximates the carrying amount.
Short-term Investments
Short-term investments consist of bank term deposits that have original maturity dates ranging from greater than three months to twelve months. Short-term investments are carried at cost, which approximates fair value.
Accounts Receivable—Trade
In the normal course of business, we extend credit to customers that satisfy pre-defined credit criteria, based upon the results of our recurring financial account reviews and our evaluation of current and projected economic conditions. Our primary concentrations of credit risk are associated with Wal-Mart Stores,McLane Company, Inc. and McLane Company, Inc.,Target Corporation, two customers served principally by our North America segment. McLane Company, Inc. is one of the largest wholesale distributors in the United States to convenience stores, drug stores, wholesale clubs and mass merchandisers. As of December 31, 2014,2017, McLane Company, Inc. accounted for approximately 12.8%24% of our total accounts receivable. Wal-Mart Stores, Inc.Target Corporation accounted for approximately 12.3%11% of our total accounts receivable as of December 31, 2014.2017. No other customer accounted for more than 10% of our year-end accounts receivable. We believe that we have little concentration of credit risk associated with the remainder of our customer base. Accounts receivable-trade in the Consolidated Balance Sheets is presented net of allowances for bad debts and anticipated discounts of $15,885$41,792 and $14,329$40,153 at December 31, 20142017 and 2013,2016, respectively.
Inventories
Inventories are valued at the lower of cost or market value, adjusted for the value of inventory that is estimated to be excess, obsolete or otherwise unsaleable. As of December 31, 2014,2017, approximately 54%59% of our inventories, representing the majority of our U.S. inventories, were valued under the last-in, first-out (“LIFO”) method. The remainder of our inventories in the U.S. and inventories for our international businesses are valued at the lower of first-in, first-out (“FIFO”) cost or market. LIFO cost of inventories valued using the LIFO method was $430,094$443,492 as of December 31, 20142017 and $314,999$402,919 as of December 31, 2013.2016. The adjustment to LIFO, as shown in Note 16, approximates the excess of replacement cost over the stated LIFO inventory value. The net impact of LIFO acquisitions and liquidations was not material to 2014, 20132017, 2016 or 2012.2015.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Property, Plant and Equipment
Property, plant and equipment areis stated at cost and depreciated on a straight-line basis over the estimated useful lives of the assets, as follows: 3 to 15 years for machinery and equipment; and 25 to 40 years for buildings and related improvements. At December 31, 2017 and December 31, 2016, property, plant and equipment includes assets under capital lease arrangements with net book values totaling $116,843 and $104,503, respectively. Total depreciation expense for the years ended December 31, 2017, 2016 and 2015 was $211,592, $231,735 and $197,054, respectively, and includes depreciation on assets recorded under capital lease arrangements. Maintenance and repairs are expensed as incurred. We capitalize applicable interest charges incurred during the construction of new facilities and production lines and amortize these costs over the assets’ estimated useful lives.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
We review long-lived assets for impairment whenever events or changes in circumstances indicate that the carrying amount of such assets may not be recoverable. We measure the recoverability of assets to be held and used by a comparison of the carrying amount of long-lived assets to future undiscounted net cash flows expected to be generated. If these assets are considered to be impaired, we measure impairment as the amount by which the carrying amount of the assets exceeds the fair value of the assets. We report assets held for sale or disposal at the lower of the carrying amount or fair value less cost to sell.
We assess asset retirement obligations on a periodic basis and recognize the fair value of a liability for an asset retirement obligation in the period in which it is incurred if a reasonable estimate of fair value can be made. We capitalize associated asset retirement costs as part of the carrying amount of the long-lived asset.
Computer Software
We capitalize costs associated with software developed or obtained for internal use when both the preliminary project stage is completed and it is probable the software being developed will be completed and placed in service. Capitalized costs include only (i) external direct costs of materials and services consumed in developing or obtaining internal-use software, (ii) payroll and other related costs for employees who are directly associated with and who devote time to the internal-use software project and (iii) interest costs incurred, when material, while developing internal-use software. We cease capitalization of such costs no later than the point at which the project is substantially complete and ready for its intended purpose.
The unamortized amount of capitalized software totaled $63,252$104,881 and $56,502$95,301 at December 31, 20142017 and 2013,2016, respectively. We amortize software costs using the straight-line method over the expected life of the software, generally 3 to 57 years. Accumulated amortization of capitalized software was $300,698$296,042 and $277,872$322,807 as of December 31, 20142017 and 2013,2016, respectively. Such amounts are recorded within other assets in the Consolidated Balance Sheets.
We review the carrying value of software and development costs for impairment in accordance with our policy pertaining to the impairment of long-lived assets. Generally, we measure impairment under the following circumstances:
|
| |
l | When internal-use computer software is not expected to provide substantive service potential; |
l | When a significant change occurs in the extent or manner in which the software is used or is expected to be used; |
l | When a significant change is made or will be made to the software program; and |
l | When the costs of developing or modifying internal-use computer software significantly exceed the amount originally expected to develop or modify the software. |
Goodwill and Other Intangible Assets
Goodwill and indefinite-lived intangible assets are not amortized, but are evaluated for impairment annually or more often if indicators of a potential impairment are present. Our annual impairment tests are conducted at the beginning of the fourth quarter. We use a two-step process to quantitatively evaluatetest goodwill for impairment. Inimpairment by performing either a qualitative or quantitative assessment. If we choose to perform a qualitative assessment, we evaluate economic, industry and company-specific factors in assessing the first step,fair value of the related reporting unit. If we determine that it is more likely than not that the fair value of the reporting unit is less than its carrying value, a quantitative test is then performed. Otherwise, no further testing is required. For those reporting units tested using a quantitative approach, we compare the fair value of each reporting unit with the carrying amount of the reporting unit, including goodwill. If the estimated fair value of the reporting unit is less than the carrying amount of the reporting unit, we completeimpairment is indicated, requiring recognition of a second step to determine the amount of the goodwill impairment that we should record. In the second step, we determine an implied fair value of the reporting unit’s goodwill by allocating the reporting unit’s fair value to all of its assets and liabilities other than goodwill (including any unrecognized intangible assets). We compare the resulting implied fair value of the goodwill to the carrying amount and record an impairment charge for the difference.differential (up to the carrying value of goodwill). We test individual indefinite-lived intangible assets by comparing the estimated fair valuevalues with the book values of each asset.
We determine the fair value of our reporting units and indefinite-lived intangible assets using an income approach. Under the income approach, we calculate the fair value of our reporting units and indefinite-lived intangible assets based on the present value of estimated future cash flows. Considerable management judgment is necessary to
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
evaluate the impact of operating and macroeconomic changes and to estimate the future cash flows used to measure fair value. Our estimates of future cash flows consider past performance, current and anticipated market conditions
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
and internal projections and operating plans which incorporate estimates for sales growth and profitability, and cash flows associated with taxes and capital spending. Additional assumptions include forecasted growth rates, estimated discount rates, which may be risk-adjusted for the operating market of the reporting unit, and estimated royalty rates that would be charged for comparable branded licenses. We believe such assumptions also reflect current and anticipated market conditions and are consistent with those that would be used by other marketplace participants for similar valuation purposes. Such assumptions are subject to change due to changing economic and competitive conditions. See Note 3 for additional information regarding the results of our annual impairment test.tests.
The cost of intangible assets with finite useful lives is amortized on a straight-line basis. Our finite-lived intangible assets consist primarily of certain trademarks, customer-related intangible assets and patents obtained through business acquisitions, which are amortized over estimated useful lives of approximately 25 years, 15 years, and 5 years, respectively. WhenIf certain events or changes in operating conditions indicate that the carrying value of these assets, or related asset groups, may not be recoverable, we perform an impairment assessment and may adjust the remaining useful lives.
Currency Translation
The financial statements of our foreign entities with functional currencies other than the U.S. dollar are translated into U.S. dollars, with the resulting translation adjustments recorded as a component of other comprehensive income (loss). Assets and liabilities are translated into U.S. dollars using the exchange rates in effect at the balance sheet date, while income and expense items are translated using the average exchange rates during the period.
Derivative Instruments
We use derivative instruments principally to offset exposure to market risks arising from changes in commodity prices, foreign currency exchange rates and interest rates. See Note 5 for additional information on our risk management strategy and the types of instruments we use.
Derivative instruments are recognized on the balance sheet at their fair values. When we become party to a derivative instrument and intend to apply hedge accounting, we designate the instrument for financial reporting purposes as a cash flow or fair value hedge. The accounting for changes in fair value (gains or losses) of a derivative instrument depends on whether we hadhave designated it and it qualified as part of a hedging relationship, as noted below:
Changes in the fair value of a derivative that is designated as a cash flow hedge are recorded in accumulated other comprehensive income (“AOCI”) to the extent effective and reclassified into earnings in the same period or periods during which the transaction hedged by that derivative also affects earnings.
Changes in the fair value of a derivative that is designated as a fair value hedge, along with the offsetting loss or gain on the hedged asset or liability that is attributable to the risk being hedged, are recorded in earnings, thereby reflecting in earnings the net extent to which the hedge is not effective in achieving offsetting changes in fair value.
Changes in the fair value of a derivative not designated as a hedging instrument are recognized in earnings in cost of sales or SM&A, consistent with the related exposure.
For derivatives designated as hedges, we assess, both at the hedge's inception and on an ongoing basis, whether they are highly effective in offsetting changes in fair values or cash flows of hedged items. The ineffective portion, if any, is recorded directly in earnings. In addition, if we determine that a derivative is not highly effective as a hedge or that it has ceased to be a highly effective hedge, we discontinue hedge accounting prospectively.
We do not hold or issue derivative instruments for trading or speculative purposes and are not a party to any instruments with leverage or prepayment features.
Cash flows related to the derivative instruments we use to manage interest, commodity or other currency exposures are classified as operating activities.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Reclassifications
Certain prior period amounts have been reclassified to conform to current year presentation. Specifically, this includes amounts reclassified to conform to the current year presentation in the Consolidated Statements of Cash Flows.
Recent Accounting Pronouncements
Recently Adopted Accounting Pronouncements
In March 2016, the Financial Accounting Standards Board (“FASB”) issued Accounting Standards Update (“ASU”) No. 2016-09, Compensation—Stock Compensation (Topic 718): Improvements to Employee Share-Based Payment Accounting. We adopted the provisions of this ASU in the first quarter of 2017. This update principally affects the recognition of excess tax benefits and deficiencies and the cash flow classification of share-based compensation-related transactions. The requirement to recognize excess tax benefits and deficiencies as income tax expense or benefit in the income statement was applied prospectively, with a benefit of $11,745 recognized during the year ended December 31, 2017. Additionally, within the Consolidated Statement of Cash Flows, the impact of the adoption resulted in a $24,901 increase in net cash flow from operating activities and a corresponding decrease in net cash flow from financing activities for the year ended December 31, 2017. These classification requirements were adopted retrospectively to the Consolidated Statement of Cash Flows. As a result, for the year ended December 31, 2016, the impact resulted in a $29,953 increase in net cash flow from operating activities and a corresponding $29,953 decrease in net cash flow from financing activities. For the year ended December 31, 2015, the impact resulted in a $41,855 increase in net cash flow from operating activities and a corresponding $41,855 decrease in net cash flow from financing activities.
In January 2017, the FASB issued ASU No. 2017-04, Intangibles-Goodwill and Other (Topic 350): Simplifying the Test for Goodwill Impairment. This ASU eliminated Step 2 from the goodwill impairment test, which required a hypothetical purchase price allocation. A goodwill impairment will now be the amount by which a reporting unit’s carrying value exceeds its fair value. ASU 2017-04 is effective for annual or any interim goodwill impairment tests in fiscal years beginning after December 15, 2019. Entities are permitted to adopt the standard early for interim or annual goodwill impairment tests performed on testing dates after January 1, 2017. We early-adopted the provisions of this ASU in the fourth quarter of 2017 in conjunction with our annual impairment testing. The adoption had no impact on our Consolidated Financial Statements.
Recently Issued Accounting Pronouncements Not Yet Adopted
In May 2014, the Financial Accounting Standards BoardFASB issued Accounting Standards Update (“ASU”)ASU No. 2014-09, Revenue from Contracts with Customers, which outlines a single comprehensive model for entities to use in accounting for revenue arising from contracts with customers that supersedes most current revenue recognition guidance. This guidance requires an entity to recognize the amount of revenue to whichwhen it expects to be entitled for the transfer oftransfers promised goods or services to customers. ASU No. 2014-09customers in an amount that reflects the consideration to which the entity expects to be entitled in exchange for those goods or services. The guidance also requires additional financial statement disclosures that will replace most existingenable users to understand the nature, amount, timing and uncertainty of revenue recognition guidance in U.S. GAAP when it becomes effective.and cash flows relating to customer contracts. The new standard iswas originally effective for us on January 1, 2017.2017; however, in July 2015 the FASB decided to defer the effective date by one year. Early application is not permitted.permitted, but reporting entities may choose to adopt the standard as of the original effective date. The standard permits the use of either the full retrospective or cumulative effectmodified retrospective transition method. We are currently evaluatinghave concluded our assessment of the effect thatnew standard and will be adopting the provisions of this ASU in the first quarter of 2018 utilizing the modified retrospective transition method. The adoption of the new standard will not have a material impact on our Consolidated Financial Statements.
In February 2016, the FASB issued ASU No. 2014-092016-02, Leases (Topic 842). This ASU will require lessees to recognize a right-of-use asset and lease liability for all leases with terms of more than 12 months. Recognition, measurement and presentation of expenses will depend on classification as a finance or operating lease. This ASU also requires certain quantitative and qualitative disclosures. Accounting guidance for lessors is largely unchanged. The amendments should be applied on a modified retrospective basis. ASU 2016-02 is effective for us beginning January 1, 2019. We are in the process of developing an inventory of our lease arrangements in order to determine the impact that the adoption of ASU 2016-02 will have on our consolidated financial statements and related disclosures. Based on our assessment to date, we expect adoption of this standard to result in a material increase in lease-related assets and
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
liabilities on our Consolidated Balance Sheets; however, we do not expect it to have a significant impact on our Consolidated Statements of Income or Cash Flows.
In March 2017, the FASB issued ASU No. 2017-07, Compensation-Retirement Benefits (Topic 715). This ASU will require an employer to report the service cost component of net benefit cost in the same line item as other compensation costs arising from services rendered by the pertinent employees during the period. The other components of net benefit cost are required to be presented in the income statement separately from the service cost component and outside a subtotal of income from operations, if presented, or disclosed separately. In addition, only the service cost component may be eligible for capitalization where applicable. The amendments should be applied on a retrospective basis. ASU 2017-07 is effective for us beginning January 1, 2018, with early adoption permitted as of the beginning of a financial year. We will adopt the provisions of this ASU in the first quarter of 2018. Adoption of the new standard will only impact classification within our Consolidated Statements of Income.
In August 2017, the FASB issued ASU No. 2017-12, Derivatives and Hedging (Topic 815): Targeted Improvements to Accounting for Hedging Activities, which amends ASC 815. The purpose of this ASU is to better align accounting rules with a company’s risk management activities and financial reporting for hedging relationships, better reflect economic results of hedging in financial statements, simplify hedge accounting requirements and improve the disclosures of hedging arrangements. The amendment should be applied using the modified retrospective transition method. ASU 2017-12 is effective for annual periods beginning after December 15, 2018 and interim periods within those annual periods, with early adoption permitted. We intend to adopt the provisions of this ASU in the first quarter of 2018. We believe the adoption of the new standard will not have a material impact on our Consolidated Financial Statements.
No other new accounting pronouncement issued or effective during the fiscal year had or is expected to have a material impact on our consolidated financial statements or disclosures.
2. BUSINESS ACQUISITIONS AND DIVESTITURES
Acquisitions
Acquisitions of businesses are accounted for as purchases and, accordingly, the results of operations of the businesses acquired have been included in the consolidated financial statements since the respective dates of the acquisitions. The purchase price for each of the acquisitionsacquisition is allocated to the assets acquired and liabilities assumed.
Shanghai Golden Monkey2016 Activity
Ripple Brand Collective, LLC
On SeptemberApril 26, 2014 (the “Initial Acquisition”), our wholly-owned subsidiary, Hershey Netherlands B.V.,2016, we completed the acquisition of 80% of the total outstanding shares of Shanghai Golden Monkey Food Joint Stock Co., Ltd. (“SGM”), a privately held confectionery company based in Shanghai, China operating through six production facilities located in China. The Golden Monkey product line is primarily sold in China's traditional trade channels. The business complements our position in China, and we expect to take advantage of SGM's distribution and manufacturing capabilities to expand sales of our Hershey products in the China marketplace. Our consolidated net sales for the year ended December 31, 2014 included approximately $54 million generated by SGM since the date of acquisition.
The Initial Acquisition was funded by cash consideration of $394,470, subject to working capital and net debt adjustments. As of December 31, 2014, we have recorded a receivable of $37,860, reflecting our current best estimate of the amount due from the selling SGM shareholders for the working capital and net debt adjustments. Such amount is reflected within prepaid expenses and other in the Consolidated Balance Sheet at December 31, 2014.
Hershey Netherlands B.V. has contractually agreed to purchase the remaining 20%all of the outstanding shares of SGM onRipple Brand Collective, LLC, a privately held company that owned the one-year anniversary of the Initial Acquisition, subject to the parties obtaining government and regulatory approvals and satisfaction of other closing conditions. As such, we have recorded a liability of $100,067, reflecting the fair value of the future payment to be made to the SGM shareholders. This liabilitybarkTHINS mass premium chocolate snacking brand. The barkTHINS brand is included within accrued liabilitieslargely sold in the Consolidated Balance Sheet at December 31, 2014.United States in take-home resealable packages and is available in the club channel, as well as select natural and conventional grocers.
The total purchase consideration net of cash and cash equivalents acquired totaling $14,727, was allocated to the net assets acquired and liabilities assumed based on their respective fair values at September 26, 2014, as follows:
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
|
| | | |
| In millions of dollars | Purchase Price Allocation |
| Accounts receivable - trade | $ | 46 |
|
| Inventories | 42 |
|
| Other current assets | 37 |
|
| Property, plant and equipment | 112 |
|
| Goodwill | 235 |
|
| Distribution channel relationships | 85 |
|
| Trademarks | 60 |
|
| Other non-current assets | 35 |
|
| Current liabilities assumed | (54 | ) |
| Short-term debt assumed | (105 | ) |
| Other non-current liabilities assumed, principally deferred taxes | (52 | ) |
| Net assets acquired | $ | 441 |
|
|
| | | |
| Goodwill | $ | 128,110 |
|
| Trademarks | 91,200 |
|
| Other intangible assets | 60,900 |
|
| Other assets, primarily current assets, net of cash acquired totaling $674 | 12,375 |
|
| Current liabilities | (7,211 | ) |
| Net assets acquired | $ | 285,374 |
|
We are continuing to refine the valuations of acquired assets and liabilities and expect to finalize the purchase price allocation in 2015. Most notably, we are conducting additional procedures to assess the valuation of working capital-related balances at the acquisition date.
Goodwill is calculated as the excess of the purchase price over the fair value of the net assets acquired. The goodwill resulting from the acquisition is attributable primarily to the value of providing an established platformleveraging our brand building expertise, consumer insights, supply chain capabilities and retail relationships to leverage our brands in the China market, as well as expected synergiesaccelerate growth and access to barkTHINS products. Acquired trademarks were assigned estimated useful lives of 27 years, while other benefitsintangibles, including customer relationships and covenants not to compete, were assigned estimated useful lives ranging from the combined brand portfolios.2 to 14 years. The recorded goodwill, is nottrademarks and other intangibles are expected to be deductible for tax purposes.
Acquired distribution channel relationships and trademarks were assigned estimated useful lives of 16 years and 22 years, respectively.
Lotte Shanghai Food Company
In March 2014, we acquired an additional 5.9% interest in Lotte Shanghai Food Company (“LSFC”), a joint venture established in 2007 in China for the purpose of manufacturing and selling product to the venture partners. For this additional interest, we paid $5,580 in cash, increasing our ownership from 44.1% to 50%. At the same time, we also amended the LSFC shareholders' agreement resulting in our operational control over the venture. With the additional operational control, we reassessed our involvement with LSFC and concluded that we have a controlling financial interest. Therefore, we consolidated the venture as of the March 2014 acquisition date. We had previously accounted for our investment in LSFC using the equity method.
Total consideration transferred was approximately $99,161, including the $5,580 cash consideration paid, the estimated fair value of our previously held equity interest of $43,857 and the estimated fair value of the remaining noncontrolling interest in LSFC of $49,724, which fair values were determined using a market-based approach. The fair value of the LSFC assets acquired and liabilities assumed on the acquisition date was $99,449, including fixed assets of $106,253, short-term debt obligations of $13,292 and other net assets of $6,488.
We recognized a gain of approximately $4,627 in connection with this transaction, primarily related to the remeasurement of the fair value of our equity interest immediately before the business combination. The gain is included in selling, marketing and administrative within our Consolidated Statement of Income for the year ended December 31, 2014. Additionally, cash acquired in the transaction exceeded the $5,580 paid for the controlling interest by $10,035, resulting in a positive cash impact from the acquisition as presented in the Consolidated Statement of Cash Flows for the year ended December 31, 2014.
The Allan Candy Company Limited
In December 2014, our wholly-owned subsidiary, Hershey Canada Inc., completed the acquisition of all of the outstanding shares of The Allan Candy Company Limited (“Allan”) for cash consideration of approximately $27,376,
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
subject to a working capital adjustment. Allan is headquartered in Ontario, Canada and manufactures certain non-chocolate products on behalf of Hershey, in addition to manufacturing and distributing its own branded products, principally in Canada. The preliminary purchase price allocation includes fixed assets of $10,897, goodwill of $6,996, other intangible assets of $8,092, and other net assets of $1,391. Other intangibles include customer relationships and trademarks with estimated useful lives ranging from 3 to 19 years. We expect to finalize the purchase price allocation for Allan by mid-2015.
Brookside Foods Ltd.Shanghai Golden Monkey
In January 2012,September 2014, we acquired allcompleted the acquisition of 80% of the outstanding stockshares of Brookside FoodsShanghai Golden Monkey Food Joint Stock Co., Ltd. (“Brookside”SGM”), a privately held confectionery company based in Abbottsford, British Columbia, Canada. As part of this transaction, we acquired two production facilities located in British Columbia and Quebec. The BrooksideShanghai, China, whose product line is primarily sold through traditional trade channels. The acquisition was undertaken in order to leverage these traditional trade channels, which complemented our traditional China chocolate business that has historically been primarily distributed through Tier 1 or hypermarket channels.
On February 3, 2016, we completed the U.S. and Canada inpurchase of the remaining 20% of the outstanding shares of SGM for cash consideration totaling $35,762, pursuant to a take-home re-sealable pack type.
Our financial statements reflectnew agreement entered into during the final accounting forfourth quarter of 2015 with the Brookside acquisition. Theselling SGM shareholders which revised the originally-agreed purchase price for these shares. For accounting purposes, we treated the acquisition as if we had acquired 100% at the initial acquisition date in 2014 and financed the payment for the remaining 20% of the outstanding shares. Therefore, the cash settlement of the liability for the purchase of these remaining shares is reflected within the financing section of the Consolidated Statements of Cash Flows.
The final settlement also resulted in an extinguishment gain of $26,650 representing the net carrying amount of the recorded liability in excess of the cash paid to settle the obligation for the remaining 20% of the outstanding shares. This gain is recorded within non-operating other (income) expense, net within the Consolidated Statements of Income.
2015 Activity
KRAVE Pure Foods
In March 2015, we completed the acquisition of all of the outstanding shares of KRAVE Pure Foods, Inc. (“Krave”), the Sonoma, California based manufacturer of Krave, a leading all-natural brand of premium meat snack products. The transaction was approximately $173,000. undertaken to allow Hershey to tap into the rapidly growing meat snacks category and further expand into the broader snacks space.
Total purchase consideration included cash consideration of $220,016, as well as agreement to pay additional cash consideration of up to $20,000 to the Krave shareholders if certain defined targets related to net sales and gross profit margin are met or exceeded during the twelve-month periods ending December 31, 2015 or March 31, 2016. The fair value of the contingent cash consideration was classified as a liability of $16,800 as of the acquisition date. Based on revised targets in a subsequent agreement with the Krave shareholders, the fair value was reduced over the second and third quarters of 2015 to $10,000, with the adjustment to fair value recorded within selling, marketing and administrative expenses. The remaining $10,000 was paid in December 2015.
The purchase price allocation of the Brookside acquisition isconsideration was allocated to assets acquired and liabilities assumed based on their respective fair values as follows:
|
| | | |
| In millions of dollars | Purchase Price Allocation |
| Goodwill | $ | 68 |
|
| Trademarks | 60 |
|
| Other intangibles | 51 |
|
| Other assets, net of liabilities assumed of $18.7 million | 22 |
|
| Non-current deferred tax liabilities | (28 | ) |
| Purchase price | $ | 173 |
|
|
| | | |
| Goodwill | $ | 147,089 |
|
| Trademarks | 112,000 |
|
| Other intangible assets | 17,000 |
|
| Other assets, primarily current assets, net of cash acquired totaling $1,362 | 9,465 |
|
| Current liabilities | (2,756 | ) |
| Non-current deferred tax liabilities | (47,344 | ) |
| Net assets acquired | $ | 235,454 |
|
TheGoodwill was calculated as the excess of the purchase price over the estimatedfair value of the net tangibleassets acquired. The goodwill resulting from the acquisition was attributable primarily to the value of leveraging our brand building expertise, consumer insights, supply chain capabilities and identifiable intangible assets wasretail relationships to accelerate growth and access to Krave products. The recorded to goodwill. The goodwill is not expected to be deductible for tax purposes.
Acquired trademarks were assigned estimated useful lives of 25 years, while other intangibles, including customer relationships, patents and covenants not to compete, were assigned estimated useful lives ranging from 6 to 17 years.
Pro Forma Presentation
Pro forma results of operations have not been presented for these acquisitions, as the impact on our consolidated financial statements is not material. In 2014 and 2013, we incurred net acquisition-related costs primarily related to the SGM acquisition of $13,270 and $4,072, respectively. In 2012, we incurred acquisition costs of $13,374, primarily related to the Brookside acquisition. These costs are recorded within selling, marketing and administrative costs in the Consolidated Statements of Income and primarily include third-party advisory fees; however, the 2014 costs also include net foreign currency exchange losses relating to our strategy to cap the SGM acquisition price as denominated in U.S. dollars.
Planned Divestiture
In December 2014, we entered into an agreement to sell the Mauna Loa Macadamia Nut Corporation (“Mauna Loa”) for $38,000, subject to a working capital adjustment and customary closing conditions. The sale is expected to be finalized in the first quarter of 2015. As a result of the expected sale, we have recorded an estimated loss on the anticipated sale of $22,256 to reflect the disposal entity at fair value, less an estimate of the selling costs. This amount includes impairment charges totaling $18,531 to write down goodwill and the indefinite-lived trademark intangible asset, based on the valuation of these assets as implied by the agreed-upon sales price. The estimated loss on the anticipated sale is reflected within business realignment and impairment costs in the Consolidated Statements of Income. Mauna Loa is reported within our North America segment. Its operations are not material to our annual net sales, net income or earnings per share.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Amounts classified as assets and liabilities held for sale atMauna Loa
In December
31, 2014,
havewe entered into an agreement to sell the Mauna Loa Macadamia Nut Corporation (“Mauna Loa”), a business that had historically been
presentedreported within
prepaidour North America segment. The transaction closed in the first quarter of 2015, resulting in proceeds, net of selling expenses and
other assetsan estimated working capital adjustment, of $32,408. The sale of Mauna Loa resulted in the recording of an additional loss on sale of $2,667 in the first quarter of 2015, based on updates to the selling expenses and
accrued liabilities, respectively, and includetax benefits. The loss on the
following: sale is reflected within business realignment costs in the Consolidated Statements of Income. |
| | | |
| Assets held for sale | |
| Inventories | $ | 21,489 |
|
| Prepaid expenses and other | 173 |
|
| Property, plant and equipment, net | 12,691 |
|
| Other intangibles | 12,705 |
|
| | $ | 47,058 |
|
| Liabilities held for sale | |
| Accounts payable and accrued liabilities | $ | 3,726 |
|
| Other long-term liabilities | 9,029 |
|
| | $ | 12,755 |
|
3. GOODWILL AND INTANGIBLE ASSETS
The changes in the carrying value of goodwill by reportable segment for the years ended December 31, 20142017 and 20132016 are as follows:
|
| | | | | | | | | | | | |
| | | North America | | International and Other | | Total |
| Goodwill | | $ | 552,596 |
| | $ | 105,553 |
| | $ | 658,149 |
|
| Accumulated impairment loss | | (4,973 | ) | | (65,173 | ) | | (70,146 | ) |
| Balance at January 1, 2013 | | 547,623 |
| | 40,380 |
| | 588,003 |
|
| Acquisitions | | — |
| | — |
| | — |
|
| Foreign currency translation | | (8,968 | ) | | (2,474 | ) | | (11,442 | ) |
| Balance at December 31, 2013 | | 538,655 |
| | 37,906 |
| | 576,561 |
|
| Acquisitions | | 6,996 |
| | 235,138 |
| | 242,134 |
|
| Impairment charge | | — |
| | (11,400 | ) | | (11,400 | ) |
| Transfer to assets held for sale | | (1,448 | ) | | — |
| | (1,448 | ) |
| Foreign currency translation | | (10,854 | ) | | (2,038 | ) | | (12,892 | ) |
| Balance at December 31, 2014 | | $ | 533,349 |
| | $ | 259,606 |
| | $ | 792,955 |
|
|
| | | | | | | | | | | | |
| | | North America | | International and Other | | Total |
| Goodwill | | $ | 667,056 |
| | $ | 379,544 |
| | $ | 1,046,600 |
|
| Accumulated impairment loss | | (4,973 | ) | | (357,375 | ) | | (362,348 | ) |
| Balance at January 1, 2016 | | 662,083 |
| | 22,169 |
| | 684,252 |
|
| Acquired during the period (see Note 2) | | 128,110 |
| | — |
| | 128,110 |
|
| Foreign currency translation | | 1,997 |
| | (2,015 | ) | | (18 | ) |
| Balance at December 31, 2016 | | 792,190 |
| | 20,154 |
| | 812,344 |
|
| Foreign currency translation | | 7,739 |
| | 978 |
| | 8,717 |
|
| Balance at December 31, 2017 | | $ | 799,929 |
| | $ | 21,132 |
| | $ | 821,061 |
|
AsWe had no goodwill impairment charges in 2017 or 2016. In 2015, we recorded goodwill impairment charges totaling $280,802, which resulted from our interim reassessment of the valuation of the SGM business, coupled with a write-down of goodwill attributed to the China chocolate business in connection with the SGM acquisition, as discussed in Note 1,below.
In 2015, since the SGM business had been performing below expectations, with net sales and earnings levels well below pre-acquisition levels, we perform our annualperformed an interim impairment test of goodwill and other indefinite-lived intangible assets at the beginningSGM reporting unit as of July 5, 2015 using an income approach based on our estimates of future performance scenarios for the business. The results of this test indicated that the fair value of the fourth quarter. Ourreporting unit was less than the carrying amount as of the measurement date, suggesting that a goodwill is currently attributedimpairment was probable, which required us to sixperform a second step analysis to confirm that an impairment exists and to determine the amount of the impairment based on our reassessed value of the reporting units. For step oneunit. Although preliminary, as a result of our 2014 annual test,this reassessment, in the percentagesecond quarter of excess fair2015 we recorded an estimated $249,811 non-cash goodwill impairment charge, representing a write-down of all of the goodwill related to the SGM reporting unit as of July 5, 2015. During the third quarter of 2015, we increased the value over carrying value was at least 50% for each of our six tested reporting units,acquired goodwill by $16,599, with the exceptioncorresponding offset principally represented by the establishment of our Indiaadditional opening balance sheet liabilities. We also finalized the impairment test of the goodwill relating to the SGM reporting unit, whose estimated fair value approximated its carrying value. As a result and given the sensitivity of the India impairment analysis to changes in the underlying assumptions, we performed a step two analysis which indicated goodwill impairment of $11,400. Our 2014 annual test of indefinite-lived intangible assets also resulted in a $4,500 pre-taxwrite-off of this additional goodwill in the third quarter, for a total impairment of $266,409. At this time, we also tested the other long-lived assets of SGM for recoverability by comparing the sum of the undiscounted cash flows to the carrying value of the asset group, and no impairment was indicated.
In connection with the 2014 SGM acquisition, we assigned approximately $15,000 of goodwill to our existing China chocolate business, as this reporting unit was expected to benefit from acquisition synergies relating to the sale of Golden Monkey-branded product through its Tier 1 and hypermarket distributor networks. As the net sales and earnings of our China business continued to be adversely impacted by macroeconomic challenges and changing consumer shopping behavior through the third quarter of 2015, we determined that an interim impairment test of the goodwill in this reporting unit was also required. We performed the first step of this test in the third quarter of 2015 using an income approach based on our estimates of future performance scenarios for the business. The results of this test suggested that a goodwill impairment was probable, and the conclusions of the second step analysis resulted in a write-down of a trademark associated with$14,393, representing the India business. These impairment charges were recorded in the fourth quarter. We believe the impairments are largely a resultfull value of our recent decisiongoodwill attributed to exit the oils portionthis reporting unit as of the business and realign our approach to regional marketing and distribution in India.October 4, 2015.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
The following table provides the gross carrying amount and accumulated amortization for each major class of intangible asset:
| | | December 31, | | 2014 | | 2013 | | 2017 | | 2016 |
| | | Gross Carrying Amount | | Accumulated Amortization | | Gross Carrying Amount | | Accumulated Amortization | | Gross Carrying Amount | | Accumulated Amortization | | Gross Carrying Amount | | Accumulated Amortization |
| Amortized intangible assets: | | | | | | | | | |
| Intangible assets subject to amortization: | | | | | | | | | |
| Trademarks | | $ | 129,223 |
| | $ | (7,593 | ) | | $ | 66,274 |
| | $ | (5,198 | ) | | $ | 277,473 |
| | $ | (37,510 | ) | | $ | 317,023 |
| | $ | (30,458 | ) |
| Customer-related | | 138,964 |
| | (20,404 | ) | | 70,906 |
| | (26,844 | ) | | 128,182 |
| | (34,659 | ) | | 200,409 |
| | (36,482 | ) |
| Patents | | 18,383 |
| | (11,447 | ) | | 19,278 |
| | (9,737 | ) | | 17,009 |
| | (15,975 | ) | | 16,426 |
| | (13,700 | ) |
| Other | | 8,805 |
| | (6,090 | ) | | 9,906 |
| | (5,861 | ) | |
| Total | | 295,375 |
| | (45,534 | ) | | 166,364 |
| | (47,640 | ) | | 422,664 |
| | (88,144 | ) | | 533,858 |
| | (80,640 | ) |
| | | | | | | | | | | | | | | | | |
| Unamortized intangible assets: | | | | | | | | | |
| Trademarks with indefinite lives | | 45,000 |
| | | | 76,520 |
| | | |
| Total intangible assets, net | | $ | 294,841 |
| | | | $ | 195,244 |
| | | |
| Intangible assets not subject to amortization: | | | | | | | | | |
| Trademarks | | | 34,636 |
| | | | 39,519 |
| | |
| Total other intangible assets | | | $ | 369,156 |
| | | | $ | 492,737 |
| | |
As discussed in Note 7, in February 2017, we commenced the Margin for Growth Program which includes an initiative to optimize the manufacturing operations supporting our China business. We deemed this to be a triggering event requiring us to test our China long-lived asset group for impairment by first determining whether the carrying value of the asset group was recovered by our current estimates of future cash flows associated with the asset group. Because this assessment indicated that the carrying value was not recoverable, we calculated an impairment loss as the excess of the asset group's carrying value over its fair value. The resulting impairment loss was allocated to the asset group's long-lived assets. Therefore, as a result of this testing, during the first quarter of 2017, we recorded an impairment charge totaling $105,992 representing the portion of the impairment loss that was allocated to the distributor relationship and trademark intangible assets that had been recognized in connection with the 2014 SGM acquisition.
In connection with our annual impairment testing of indefinite lived intangible assets for 2016, we recognized a trademark impairment charge of $4,204, primarily resulting from plans to discontinue a brand sold in India.
Total amortization expense for the years ended December 31, 2014, 20132017, 2016 and 20122015 was $11,328, $10,849$23,376, $26,687 and $10,559,$22,306, respectively.
Amortization expense for the next five years, based on current intangible balances, is estimated to be as follows:
|
| | | | | | | | | | | | | | | | | | | | |
| Annual Amortization Expense | | 2015 | | 2016 | | 2017 | | 2018 | | 2019 |
| Estimated amortization expense | | $ | 16,676 |
| | $ | 16,629 |
| | $ | 16,253 |
| | $ | 13,972 |
| | $ | 13,792 |
|
|
| | | | | | | | | | | | | | | | | | | | |
| Year ending December 31, | | 2018 | | 2019 | | 2020 | | 2021 | | 2022 |
| Amortization expense | | $ | 20,529 |
| | $ | 19,599 |
| | $ | 19,360 |
| | $ | 19,345 |
| | $ | 19,345 |
|
4. SHORT AND LONG-TERM DEBT
Short-term Debt
As a source of short-term financing, we utilize cash on hand and commercial paper or bank loans with an original maturity of three months or less. In October 2011, we entered intoWe maintain a new five-year agreement establishing an$1.0 billion unsecured revolving credit facility, to borrow up to $1.1 billion, withwhich currently expires in November 2020. This agreement also includes an option to increase borrowings by an additional $400,000$400 million with the consent of the lenders. In November 2013, this agreement was amended to reduce the amount of borrowings available under the unsecured revolving credit facility to $1.0 billion, maintain the option to increase borrowings by an additional $400,000 with the consent of the lenders, and extend the termination date to November 2018. In November 2014, the termination date of this agreement was extended an additional year to November 2019. At December 31, 2014, we had outstanding commercial paper totaling $54,995, at a weighted average interest rate of 0.09%. We had no commercial paper borrowings at December 31, 2013.
The unsecured committed revolving credit agreement contains a financial covenant whereby the ratio of (a) pre-tax income from operations from the most recent four fiscal quarters to (b) consolidated interest expense for the most recent four fiscal quarters may not be less than 2.0 to 1.0 at the end of each fiscal quarter. The credit agreement also contains customary representations, warranties and events of default. Payment of outstanding advances may be accelerated, at the option of the lenders, should we default in our obligation under the credit agreement. As of December 31, 2014,2017, we complied with all customary affirmative and negative covenants and the financial covenant pertaining to our credit agreement. There were no significant compensating balance agreements that legally restricted these funds.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
In addition to the revolving credit facility, we maintain lines of credit with domestic and international commercial banks. Our credit limit in various currencies was $447,629 in 2014$440,148 at December 31, 2017 and $290,336 in 2013.$504,237 at December 31, 2016. These lines permit us to borrow at the respective banks’ prime commercial interest rates, or lower. We had short-term foreign bank loans against these lines of credit for $329,701 in 2014$110,684 at December 31, 2017 and $165,961 in 2013.$158,805 at December 31, 2016. Commitment fees relating to our revolving credit facility and lines of credit are not material.
At December 31, 2017, we had outstanding commercial paper totaling $448,675, at a weighted average interest rate of 1.4%. At December 31, 2016, we had outstanding commercial paper totaling $473,666, at a weighted average interest rate of 0.6%.
58The maximum amount of short-term borrowings outstanding during 2017 was $815,588. The weighted-average interest rate on short-term borrowings outstanding was 1.7% as of December 31, 2017 and 1.0% as of December 31, 2016.
Long-term Debt
Long-term debt consisted of the following:
|
| | | | | | | | |
| December 31, | | 2017 | | 2016 |
| 1.60% Notes due 2018 | | $ | 300,000 |
| | $ | 300,000 |
|
| 4.125% Notes due 2020 | | 350,000 |
| | 350,000 |
|
| 8.8% Debentures due 2021 | | 84,715 |
| | 84,715 |
|
| 2.625% Notes due 2023 | | 250,000 |
| | 250,000 |
|
| 3.20% Notes due 2025 | | 300,000 |
| | 300,000 |
|
| 2.30% Notes due 2026 | | 500,000 |
| | 500,000 |
|
| 7.2% Debentures due 2027 | | 193,639 |
| | 193,639 |
|
| 3.375% Notes due 2046 | | 300,000 |
| | 300,000 |
|
| Capital lease obligations | | 99,194 |
| | 83,619 |
|
| Net impact of interest rate swaps, debt issuance costs and unamortized debt discounts | | (16,427 | ) | | (14,275 | ) |
| Total long-term debt | | 2,361,121 |
| | 2,347,698 |
|
| Less—current portion | | 300,098 |
| | 243 |
|
| Long-term portion | | $ | 2,061,023 |
| | $ | 2,347,455 |
|
In September 2016, we repaid $250,000 of 5.45% Notes due in 2016 upon their maturity. In November 2016, we repaid $250,000 of 1.50% Notes due in 2016 upon their maturity. In August 2016, we issued $500,000 of 2.30% Notes due in 2026 and $300,000 of 3.375% Notes due in 2046 (the "Notes"). Proceeds from the issuance of the Notes, net of discounts and issuance costs, totaled $792,953. The Notes were issued under a shelf registration statement on Form S-3 filed in June 2015 that registered an indeterminate amount of debt securities.
In August 2015, we paid $100,165 to repurchase $71,646 of our long-term debt as part of a cash tender offer, consisting of $15,285 of our 8.80% Debentures due in 2021 and $56,361 of our 7.20% Debentures due in 2027. We used a portion of the proceeds from the Notes issued in August 2015 to fund the repurchase. As a result of the repurchase, we recorded interest expense of $28,326 which represented the premium paid for the tender offer as well as the write-off of the related unamortized debt discount and debt issuance costs. Upon extinguishment of the debt, we unwound the fixed-to-floating interest rate swaps related to the tendered bonds and recognized a gain of $278 currently in interest expense resulting from the hedging instruments.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
The maximum amount of short-term borrowings outstanding during 2014 was $649,195. The weighted-average interest rate on short-term borrowings outstanding was 3.2% as of December 31, 2014 and 1.9% as of December 31, 2013.
Long-term Debt
Long-term debt consisted of the following:
|
| | | | | | | | |
| December 31, | | 2014 | | 2013 |
| 4.85% Notes due 2015 | | $ | 250,000 |
| | $ | 250,000 |
|
| 5.45% Notes due 2016 | | 250,000 |
| | 250,000 |
|
| 1.50% Notes due 2016 | | 250,000 |
| | 250,000 |
|
| 4.125% Notes due 2020 | | 350,000 |
| | 350,000 |
|
| 8.8% Debentures due 2021 | | 100,000 |
| | 100,000 |
|
| 2.625% Notes due 2023 | | 250,000 |
| | 250,000 |
|
| 7.2% Debentures due 2027 | | 250,000 |
| | 250,000 |
|
| Other obligations, net of unamortized debt discount | | 99,768 |
| | 96,056 |
|
| Total long-term debt | | 1,799,768 |
| | 1,796,056 |
|
| Less—current portion | | 250,805 |
| | 914 |
|
| Long-term portion | | $ | 1,548,963 |
| | $ | 1,795,142 |
|
In the third quarter of 2014, we reclassified to current liabilities $250,000 in outstanding principal amount relating to our 4.85% Notes which come due in August 2015.
In May 2012, we filed a Registration Statement on Form S-3 with the U.S. Securities and Exchange Commission that registered an indeterminate amount of debt securities. In April 2013, we repaid $250,000 of 5.0% Notes due in 2013. In May 2013, we issued $250,000 of 2.625% Notes due in 2023 under this Registration Statement.
Aggregate annual maturities of our long-term Notes (excluding capital lease obligations and net impact of interest rate swaps, debt issuance costs and unamortized debt discounts) are as follows for the years ending December 31:
| | | 2015 | $ | 250,805 |
| |
| 2016 | 506,342 |
| |
| 2017 | 1,454 |
| |
| 2018 | 1,024 |
| $ | 300,098 |
|
| 2019 | 1,111 |
| — |
|
| 2020 | | 350,000 |
|
| 2021 | | 84,715 |
|
| 2022 | | — |
|
| Thereafter | 1,039,032 |
| 1,543,639 |
|
Our debt is principally unsecured and of equal priority. None of our debt is convertible into our Common Stock.
Interest Expense
Net interest expense consistedconsists of the following:
| | | For the years ended December 31, | | 2014 | | 2013 | | 2012 | | 2017 | | 2016 | | 2015 |
| Long-term debt and lease obligations | | $ | 82,105 |
| | $ | 84,604 |
| | $ | 81,203 |
| |
| Short-term debt | | 11,672 |
| | 8,654 |
| | 23,084 |
| |
| Interest expense | | | $ | 104,232 |
| | $ | 97,851 |
| | $ | 93,520 |
|
| Capitalized interest | | (6,179 | ) | | (1,744 | ) | | (5,778 | ) | | (4,166 | ) | | (5,903 | ) | | (12,537 | ) |
| Loss on extinguishment of debt | | | — |
| | — |
| | 28,326 |
|
| Interest expense | | 87,598 |
| | 91,514 |
| | 98,509 |
| | 100,066 |
| | 91,948 |
| | 109,309 |
|
| Interest income | | (4,066 | ) | | (3,158 | ) | | (2,940 | ) | | (1,784 | ) | | (1,805 | ) | | (3,536 | ) |
| Interest expense, net | | $ | 83,532 |
| | $ | 88,356 |
| | $ | 95,569 |
| | $ | 98,282 |
| | $ | 90,143 |
| | $ | 105,773 |
|
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
5. DERIVATIVE INSTRUMENTS AND FAIR VALUE MEASUREMENTS
We are exposed to market risks arising principally from changes in foreign currency exchange rates, interest rates and commodity prices. We use certain derivative instruments to manage these risks. These include interest rate swaps to manage interest rate risk, foreign currency forward exchange contracts and options to manage foreign currency exchange rate risk, and commodities futures and options contracts to manage commodity market price risk exposures.
We also use derivatives that do not qualify for hedge accounting treatment. We account for such derivatives at market value with the resulting gains and losses reflected in the income statement.
In entering into these contracts, we have assumed the risk that might arise from the possible inability of counterparties to meet the terms of their contracts. We mitigate this risk by entering into exchanged-traded contracts with collateral posting requirements and/or by performing financial assessments prior to contract execution, conducting periodic evaluations of counterparty performance and maintaining a diverse portfolio of qualified counterparties. We do not expect any significant losses from counterparty defaults.
Commodity Price Risk
We enter into commodities futures and options contracts and other commodity derivative instruments to reduce the effect of future price fluctuations associated with the purchase of raw materials, energy requirements and transportation services. We generally hedge commodity price risks for 3- to 24-month periods. The majority of ourOur open commodity derivative instruments meetcontracts had a notional value of $405,288 as of December 31, 2017 and $739,374 as of December 31, 2016.
Derivatives used to manage commodity price risk are not designated for hedge accounting requirements andtreatment. Therefore, the changes in fair value of these derivatives are designatedrecorded as cash flow hedges. We account for the effective portionincurred within cost of mark-to-marketsales. As discussed in Note 11, we define our segment income to exclude gains and losses on commodity derivative instruments in other comprehensive income, to be recognized in cost of sales inderivatives until the same period that we recordrelated inventory is sold, at which time the hedged raw material requirements in cost of sales. The ineffective portion ofrelated gains and losses is recorded currentlyare reflected within segment income. This enables us to continue to align the derivative gains and losses with the underlying economic exposure being hedged and thereby eliminate the mark-to-market volatility within our reported segment income.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in cost of sales.thousands, except share data or if otherwise indicated)
Foreign Exchange Price Risk
We are exposed to foreign currency exchange rate risk related to our international operations, including non-functional currency intercompany debt and other non-functional currency transactions of certain subsidiaries. Principal currencies hedged include the euro, Canadian dollar, Malaysian ringgit, Swiss franc, Chinese renminbi, Japanese yen, and Brazilian real. We typically utilize foreign currency forward exchange contracts and options to hedge these exposures for periods ranging from 3 to 2412 months. The contracts are either designated as cash flow hedges or are undesignated. The net notional amount of foreign exchange contracts accounted for as cash flow hedges was $22,725$135,962 at December 31, 20142017 and $158,375$68,263 at December 31, 2013.2016. The effective portion of the changes in fair value on these contracts is recorded in other comprehensive income and reclassified into earnings in the same period in which the hedged transactions affect earnings. The net notional amount of foreign exchange contracts that are not designated as accounting hedges was $4,144$2,791 at December 31, 20142017 and $2,823 at December 31, 2013.2016, respectively. The change in fair value on these instruments is recorded directly in cost of sales or selling, marketing and administrative expense, depending on the nature of the underlying exposure.
Interest Rate Risk
In order to manage interest rate exposure, from time to time we enter into interest rate swap agreements that effectively convert variable rate debt to a fixed interest rate. These swaps are designated as cash flow hedges, with gains and losses deferred in other comprehensive income to be recognized as an adjustment to interest expense in the same period that the hedged interest payments affect earnings. The notional amount of interest rate derivative instruments in cash flow hedging relationships was $750,000 at December 31, 2014 and $250,000 at December 31, 2013.
We also manage our targeted mix of fixed and floating rate debt with debt issuances and by entering into fixed-to-floating interest rate swaps in order to mitigate fluctuations in earnings and cash flows that may result from interest rate volatility. These swaps are designated as fair value hedges, for which the gain or loss on the derivative and the offsetting loss or gain on the hedged item are recognized in current earnings as interest expense (income), net. TheWe had one interest rate derivative instrument in a fair value hedging relationship with a notional amount of $350,000 at December 31, 2017 and 2016.
In order to manage interest payment and maturity date of theserate exposure, in previous years we utilized interest rate swap agreements to protect against unfavorable interest rate changes relating to forecasted debt transactions. These swaps, generally match the principal, interest payment and maturity datewhich were settled upon issuance of the related debt, were designated as cash flow hedges and the swapsgains and losses that were deferred in other comprehensive income are valued using observable benchmark rates (Level 2 valuation). Thebeing recognized as an adjustment to interest expense over the same period that the hedged interest payments affect earnings. During 2016, we had one interest rate swap agreement in a cash flow hedging relationship with a notional amount of interest rate derivative instruments$500,000, which was settled in fair value hedge relationships was $450,000 at December 31, 2014. We had no derivative instrumentsconnection with the issuance of debt in fair value hedge relationships at December 31, 2013.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amountsAugust 2016, resulting in thousands, except share data or if otherwise indicated)a payment of approximately $87,000 which is reflected as an operating cash flow within the Consolidated Statement of Cash Flows.
Equity Price Risk
We are exposed to market price changes in certain broad market indices related to our deferred compensation obligations to our employees. In the first quarter of 2014,To mitigate this risk, we entered intouse equity swap contracts to hedge the portion of the exposure that is linked to market-level equity returns. These contracts are not designated as hedges for accounting purposes and are entered into for periods of 3 to 12 months. The change in fair value of these derivatives is recorded in selling, marketing and administrative expense, together with the change in the related liabilities. The notional amount of the contracts settled onoutstanding at December 31, 20142017 and 2016 was $26,417.$25,246 and $22,099, respectively.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
The following table presents the classification of derivative assets and liabilities within the Consolidated Balance Sheets as of December 31, 2017 and 2016:
|
| | | | | | | | | | | | | | | | |
| December 31, | | 2017 | | 2016 |
| | | Assets (1) | | Liabilities (1) | | Assets (1) | | Liabilities (1) |
| Derivatives designated as cash flow hedging instruments: | | | | | | | | |
| Foreign exchange contracts | | $ | 423 |
| | $ | 1,427 |
| | $ | 2,229 |
| | $ | 809 |
|
| | | | | | | | | |
| Derivatives designated as fair value hedging instruments: | | | | | | | | |
| Interest rate swap agreements | | — |
| | 1,897 |
| | 1,768 |
| | — |
|
| | | | | | | | | |
| Derivatives not designated as hedging instruments: | | | | | | | | |
| Commodities futures and options (2) | | 390 |
| | 3,054 |
| | 2,348 |
| | 10,000 |
|
| Deferred compensation derivatives | | 1,581 |
| | — |
| | 717 |
| | — |
|
| Foreign exchange contracts | | 31 |
| | — |
| | — |
| | 16 |
|
| | | 2,002 |
| | 3,054 |
| | 3,065 |
| | 10,016 |
|
| Total | | $ | 2,425 |
| | $ | 6,378 |
| | $ | 7,062 |
| | $ | 10,825 |
|
| |
| (1) | Derivatives assets are classified on our balance sheet within prepaid expenses and other as well as other assets. Derivative liabilities are classified on our balance sheet within accrued liabilities and other long-term liabilities. |
| |
| (2) | As of December 31, 2017, amounts reflected on a net basis in liabilities were assets of $48,505 and liabilities of $50,179, which are associated with cash transfers receivable or payable on commodities futures contracts reflecting the change in quoted market prices on the last trading day for the period. The comparable amounts reflected on a net basis in liabilities at December 31, 2016 were assets of $140,885 and liabilities of $150,872. At December 31, 2017 and 2016, the remaining amount reflected in assets and liabilities related to the fair value of other non-exchange traded derivative instruments, respectively. |
Income Statement Impact of Derivative Instruments
The effect of derivative instruments on the Consolidated Statements of Income for the years ended December 31, 2017 and December 31, 2016 was as follows:
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | Non-designated Hedges | | Cash Flow Hedges |
| | | |
| | | Gains (losses) recognized in income (a) | | Gains (losses) recognized in other comprehensive income (“OCI”) (effective portion) | | Gains (losses) reclassified from accumulated OCI into income (effective portion) (b) |
| | | | | | | | | | | | | |
| | | 2017 | | 2016 | | 2017 | | 2016 | | 2017 | | 2016 |
| Commodities futures and options | | $ | (55,734 | ) | | $ | (171,753 | ) | | $ | — |
| | $ | — |
| | $ | (1,774 | ) | | $ | 30,783 |
|
| Foreign exchange contracts | | (23 | ) | | (46 | ) | | (4,931 | ) | | (5,485 | ) | | (3,180 | ) | | (5,625 | ) |
| Interest rate swap agreements | | — |
| | — |
| | — |
| | (47,223 | ) | | (9,480 | ) | | (8,676 | ) |
| Deferred compensation derivatives | | 4,497 |
| | 2,203 |
| | — |
| | — |
| | — |
| | — |
|
| Total | | $ | (51,260 | ) | | $ | (169,596 | ) | | $ | (4,931 | ) | | $ | (52,708 | ) | | $ | (14,434 | ) | | $ | 16,482 |
|
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
| |
| (a) | Gains (losses) recognized in income for non-designated commodities futures and options contracts were included in cost of sales. Gains (losses) recognized in income for non-designated foreign currency forward exchange contracts and deferred compensation derivatives were included in selling, marketing and administrative expenses. |
| |
| (b) | Gains (losses) reclassified from AOCI into income were included in cost of sales for commodities futures and options contracts and for foreign currency forward exchange contracts designated as hedges of purchases of inventory or other productive assets. Other gains (losses) for foreign currency forward exchange contracts were included in selling, marketing and administrative expenses. Losses reclassified from AOCI into income for interest rate swap agreements were included in interest expense. |
The amount of pretax net losses on derivative instruments, including interest rate swap agreements and foreign currency forward exchange contracts expected to be reclassified into earnings in the next 12 months was approximately $10,484 as of December 31, 2017. This amount was primarily associated with interest rate swap agreements.
Fair Value Hedges
For the years ended December 31, 2017 and 2016, we recognized a net pretax benefit to interest expense of $2,660 and $4,365 relating to our fixed-to-floating interest swap arrangements.
6. FAIR VALUE MEASUREMENTS
Accounting guidance on fair value measurements requires that financial assets and liabilities be classified and disclosed in one of the following categories of the fair value hierarchy:
|
|
Level 1 – Based on unadjusted quoted prices for identical assets or liabilities in an active market. |
Level 2 – Based on observable market-based inputs or unobservable inputs that are corroborated by market data. |
Level 3 – Based on unobservable inputs that reflect the entity's own assumptions about the assumptions that a market participant would use in pricing the asset or liability. |
We did not have any level 3 financial assets or liabilities, nor were there any transfers between levels during the periods presented.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
The following table presents assets and liabilities that were measured at fair value in the Consolidated Balance Sheet on a recurring basis as of December 31, 20142017 and 2013:2016:
|
| | | | | | | | | | | | | | | | |
| December 31, | | 2014 | | 2013 |
| | | Assets (1) | | Liabilities (1) | | Assets (1) | | Liabilities (1) |
| Derivatives designated as cash flow hedging instruments: | | | | | | | | |
| Commodities futures and options (2) | | $ | — |
| | $ | 9,944 |
| | $ | 4,306 |
| | $ | 129 |
|
| Foreign exchange contracts (3) | | 2,196 |
| | 2,447 |
| | 2,813 |
| | — |
|
| Interest rate swap agreements (4) | | — |
| | 29,505 |
| | 22,745 |
| | — |
|
| Cross-currency swap agreement (5) | | 2,016 |
| | — |
| | — |
| | — |
|
| | | 4,212 |
| | 41,896 |
| | 29,864 |
| | 129 |
|
| Derivatives designated as fair value hedging instruments: | | | | | | | | |
| Interest rate swap agreements (4) | | 1,746 |
| | — |
| | — |
| | — |
|
| | | | | | | | | |
| Derivatives not designated as hedging instruments: | | | | | | | | |
| Deferred compensation derivatives (6) | | 1,074 |
| | — |
| | — |
| | — |
|
| Foreign exchange contracts (3) | | 4,049 |
| | 2,334 |
| | 610 |
| | 198 |
|
| | | 5,123 |
| | 2,334 |
| | 610 |
| | 198 |
|
| Total | | $ | 11,081 |
| | $ | 44,230 |
| | $ | 30,474 |
| | $ | 327 |
|
|
| | | | | | | | | | | | | | | | |
| | | Assets (Liabilities) |
| | | Level 1 | | Level 2 | | Level 3 | | Total |
| December 31, 2017: | | | | | | | | |
| Derivative Instruments: | | | | | | | | |
| Assets: | | | | | | | | |
| Foreign exchange contracts (1) | | $ | — |
| | $ | 454 |
| | $ | — |
| | $ | 454 |
|
| Deferred compensation derivatives (3) | | — |
| | 1,581 |
| | — |
| | 1,581 |
|
| Commodities futures and options (4) | | 390 |
| | — |
| | — |
| | 390 |
|
| Liabilities: | | | | | | | | |
| Foreign exchange contracts (1) | | — |
| | 1,427 |
| | — |
| | 1,427 |
|
| Interest rate swap agreements (2) | | — |
| | 1,897 |
| | — |
| | 1,897 |
|
| Commodities futures and options (4) | | 3,054 |
| | — |
| | — |
| | 3,054 |
|
| December 31, 2016: | | | | | | | | |
| Assets: | | | | | | | | |
| Foreign exchange contracts (1) | | $ | — |
| | $ | 2,229 |
| | $ | — |
| | $ | 2,229 |
|
| Interest rate swap agreements (2) | | — |
| | 1,768 |
| | — |
| | 1,768 |
|
| Deferred compensation derivatives (3) | | — |
| | 717 |
| | — |
| | 717 |
|
| Commodities futures and options (4) | | 2,348 |
| | — |
| | — |
| | 2,348 |
|
| Liabilities: | | | | | | | | |
| Foreign exchange contracts (1) | | — |
| | 825 |
| | — |
| | 825 |
|
| Commodities futures and options (4) | | 10,000 |
| | — |
| | — |
| | 10,000 |
|
| |
| (1) | Derivatives assets are classified on our balance sheet within prepaid expenses and other as well as other assets. Derivative liabilities are classified on our balance sheet within accrued liabilities and other long-term liabilities. |
| |
(2) | The fair value of commodities futures and options contracts is based on quoted market prices and is, therefore, categorized as Level 1 within the fair value hierarchy. As of December 31, 2014, liabilities include the net of assets of $51,225 and liabilities of $56,840 associated with cash transfers receivable or payable on commodities futures contracts reflecting the change in quoted market prices on the last trading day for the period. The comparable amounts reflected on a net basis in liabilities at December 31, 2013 were assets of $23,780 and |
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
liabilities of $23,909. At December 31, 2014, the remaining amount reflected in liabilities related to the fair value of options contracts and other non-exchange traded derivative instruments. At December 31, 2013, the amount reflected in assets related to the fair value of options contracts.
| |
(3) | The fair value of foreign currency forward exchange contracts is the difference between the contract and current market foreign currency exchange rates at the end of the period. We estimate the fair value of foreign currency forward exchange contracts on a quarterly basis by obtaining market quotes of spot and forward rates for contracts with similar terms, adjusted where necessary for maturity differences. These contracts are classified as Level 2 within the fair value hierarchy. |
| |
(4)(2) | The fair value of interest rate swap agreements represents the difference in the present value of cash flows calculated at the contracted interest rates and at current market interest rates at the end of the period. We calculate the fair value of interest rate swap agreements quarterly based on the quoted market price for the same or similar financial instruments. Such contracts are categorized as Level 2 within the fair value hierarchy. |
| |
(5) | The fair value of the cross-currency swap agreement is categorized as Level 2 within the fair value hierarchy and is estimated based on the difference between the contract and current market foreign currency exchange rates at the end of the period. |
| |
(6)(3) | The fair value of deferred compensation derivatives is based on quotesquoted prices for market interest rates and a broad market equity index and is, therefore, categorized as Level 2 within theindex. |
| |
| (4) | The fair value hierarchy.of commodities futures and options contracts is based on quoted market prices. |
Other Financial Instruments
The carrying amounts of cash and cash equivalents, short-term investments, accounts receivable, accounts payable and short-term debt approximated fair valuevalues as of December 31, 20142017 and December 31, 20132016 because of the relatively short maturity of these instruments.
The estimated fair value of our long-term debt is based on quoted market prices for similar debt issues and is, therefore, classified as Level 2 within the valuation hierarchy. The fair values and carrying values of long-term debt, including the current portion, waswere as follows:
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
|
| | | | | | | | | | | | | | | | | | |
| | | Fair Value | | Carrying Value |
| At December 31, | | 2014 | | 2013 | | 2014 | | 2013 |
| Current portion of long-term debt | | $ | 257,280 |
| | $ | 914 |
| | $ | 250,805 |
| | $ | 914 |
|
| Long-term debt | | 1,722,308 |
| | 1,947,023 |
| | 1,548,963 |
| | 1,795,142 |
|
| Total | | $ | 1,979,588 |
| | $ | 1,947,937 |
| | $ | 1,799,768 |
| | $ | 1,796,056 |
|
|
| | | | | | | | | | | | | | | | |
| | | Fair Value | | Carrying Value |
| At December 31, | | 2017 | | 2016 | | 2017 | | 2016 |
| Current portion of long-term debt | | $ | 299,430 |
| | $ | 243 |
| | $ | 300,098 |
| | $ | 243 |
|
| Long-term debt | | 2,113,296 |
| | 2,379,054 |
| | 2,061,023 |
| | 2,347,455 |
|
| Total | | $ | 2,412,726 |
| | $ | 2,379,297 |
| | $ | 2,361,121 |
| | $ | 2,347,698 |
|
Other Fair Value Measurements
In addition to assets and liabilities that are recorded at fair value on a recurring basis, U.S. GAAP requires that, under certain circumstances, we also record assets and liabilities at fair value on a nonrecurring basis. Generally, assets are recorded at fair value on a nonrecurring basis as a result of impairment charges. As discussed in Note 2, in connection withDuring the planned Mauna Loa divestiture, we classified the net assets as held for sale asfirst quarter of December 31, 2014, resulting in an impairment charge of $18,531 based upon the agreed-upon sales price and related transaction costs. The loss was calculated based on Level 3 inputs and included in 2014 earnings. Also in 2014,2017, as discussed in Note 3, in connection with our annual impairment testing of goodwill and indefinite-lived intangible assets,7, we recorded impairment charges totaling $15,900 relating$105,992 to our India business.write-down distributor relationship and trademark intangible assets that had been recognized in connection with the 2014 SGM acquisition and wrote-down property, plant and equipment by $102,720. These charges were determined by comparing the fair value of the assets to their carrying value. The fair value of the assets waswere derived using a combination of an estimated market liquidation approach and discounted cash flow analyses based on Level 3 inputs.
7. BUSINESS REALIGNMENT ACTIVITIES
We are currently pursuing several business realignment activities designed to increase our efficiency and focus our business in support of our key growth strategies. Costs recorded in 2017, 2016 and 2015 related to these activities are as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| Margin for Growth Program: | | | | | | |
| Severance | | $ | 32,554 |
| | $ | — |
| | $ | — |
|
| Accelerated depreciation | | 6,873 |
| | — |
| | — |
|
| Other program costs | | 16,407 |
| | — |
| | — |
|
| Operational Optimization Program: | | | | | | |
| Severance | | 13,828 |
| | 17,872 |
| | — |
|
| Accelerated depreciation | | — |
| | 48,590 |
| | — |
|
| Other program costs | | (303 | ) | | 21,831 |
| | — |
|
| 2015 Productivity Initiative: | | | | | | |
| Severance | | — |
| | — |
| | 81,290 |
|
| Pension settlement charges | | — |
| | 13,669 |
| | 10,178 |
|
| Other program costs | | — |
| | 5,609 |
| | 14,285 |
|
| Other international restructuring programs: | | | | | | |
| Severance | | — |
| | — |
| | 6,651 |
|
| Accelerated depreciation and amortization | | — |
| | — |
| | 5,904 |
|
| Mauna Loa Divestiture (see Note 2) | | — |
| | — |
| | 2,667 |
|
| Total | | $ | 69,359 |
| | $ | 107,571 |
| | $ | 120,975 |
|
The costs and related benefits of the Margin for Growth Program relate approximately 45% to the North America segment and 55% to the International and Other segment. The costs and related benefits of the Operational Optimization Program relate approximately 35% to the North America segment and 65% to the International and Other segment on a cumulative program to date basis. The costs and related benefits to be derived from the 2015 Productivity Initiative relate primarily to the North American segment. However, segment operating results do not include these business realignment expenses because we evaluate segment performance excluding such costs.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Margin for Growth Program
In February 2017, the Company's Board of Directors unanimously approved several initiatives under a single program designed to drive continued net sales, operating income and earnings per-share diluted growth over the next several years. This program will focus on improving global efficiency and effectiveness, optimizing the Company’s supply chain, streamlining the Company’s operating model and reducing administrative expenses to generate long-term savings.
The Company estimates that the “Margin for Growth” program will result in total pre-tax charges of $375,000 to $425,000 from 2017 to 2019. This estimate includes plant and office closure expenses of $100,000 to $115,000, net intangible asset impairment charges of $100,000 to $110,000, employee separation costs of $80,000 to $100,000, contract termination costs of approximately $25,000, and other business realignment costs of $70,000 to $75,000. The cash portion of the total charge is estimated to be $150,000 to $175,000. The Company expects that implementation of the program will reduce its global workforce by approximately 15%, with a majority of the reductions coming from hourly headcount positions outside of the United States.
The program includes an initiative to optimize the manufacturing operations supporting our China business. We deemed this to be a triggering event requiring us to test our China long-lived asset group for impairment by first determining whether the carrying value of the asset group was recovered by our current estimates of future cash flows associated with the asset group. Because this assessment indicated that the carrying value was not recoverable, we calculated an impairment loss as the excess of the asset group's carrying value over its fair value. The resulting impairment loss was allocated to the asset group's long-lived assets. Therefore, as a result of this testing, during the first quarter of 2017, we recorded impairment charges totaling $208,712, with $105,992 representing the portion of the impairment loss that was allocated to the distributor relationship and trademark intangible assets that had been recognized in connection with the 2014 SGM acquisition and $102,720 representing the portion of the impairment loss that was allocated to property, plant and equipment. These impairment charges are recorded in the long-lived asset impairment charges caption within the Consolidated Statements of Operations.
During 2017, we recognized estimated employee severance totaling $32,554. These charges relate largely to our initiative to improve the cost structure of our China business, as well as our initiative to further streamline our corporate operating model. We also recognized non-cash, asset-related incremental depreciation expense totaling $6,873 as part of optimizing the North America supply chain. During 2017, we also incurred other program costs totaling $16,407, which relate primarily to third-party charges in support of our initiative to improve global efficiency and effectiveness.
2016 Operational Optimization Program
In the second quarter of 2016, we commenced a program (the “Operational Optimization Program”) to optimize our production and supply chain network, which includes select facility consolidations. The program encompasses the continued transition of our China chocolate and SGM operations into a united Golden Hershey platform, including the integration of the China sales force, as well as workforce planning efforts and the consolidation of production within certain facilities in China and North America.
For the year ended December 31, 2017, we incurred pre-tax costs totaling $13,525, primarily related to employee severance associated with the workforce planning efforts within North America. We currently expect to incur additional cash costs of approximately $8,000 over the next twelve months to complete the remaining facility consolidation efforts relating to this program.
2015 Productivity Initiative
In mid-2015, we initiated a productivity initiative (the “2015 Productivity Initiative”) intended to move decision making closer to the customer and the consumer, to enable a more enterprise-wide approach to innovation, to more swiftly advance our knowledge agenda, and to provide for a more efficient cost structure, while ensuring that we effectively allocate resources to future growth areas. Overall, the 2015 Productivity Initiative was undertaken to simplify the organizational structure to enhance the Company's ability to rapidly anticipate and respond to the changing demands of the global consumer.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
The 2015 Productivity Initiative was executed throughout the third and fourth quarters of 2015, resulting in a net reduction of approximately 300 positions, with the majority of the departures taking place by the end of 2015. The 2015 Productivity Initiative was completed during the third quarter 2016. We incurred total costs of $125,031 relating to this program, including pension settlement charges of $13,669 recorded in 2016 and $10,178 recorded in 2015 relating to lump sum withdrawals by employees retiring or leaving the Company as a result of this program.
Other international restructuring programs
Costs incurred for the year ended December 31, 2015 related principally to accelerated depreciation and amortization and employee severance costs for minor programs commenced in 2014 to rationalize certain non-U.S. manufacturing and distribution activities and to establish our own sales and distribution teams in Brazil in connection with our exit from the Bauducco joint venture.
Costs associated with business realignment activities are classified in our Consolidated Statements of Income as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| Cost of sales | | $ | 5,147 |
| | $ | 58,106 |
| | $ | 8,801 |
|
| Selling, marketing and administrative expense | | 16,449 |
| | 16,939 |
| | 17,368 |
|
| Business realignment costs | | 47,763 |
| | 32,526 |
| | 94,806 |
|
| Costs associated with business realignment activities | | $ | 69,359 |
| | $ | 107,571 |
| | $ | 120,975 |
|
The following table presents the liability activity for costs qualifying as exit and disposal costs for the year ended December 31, 2017:
|
| | | |
| | Total |
| Liability balance at December 31, 2016 | $ | 3,725 |
|
| 2017 business realignment charges (1) | 61,872 |
|
| Cash payments | (26,536 | ) |
| Other, net | (69 | ) |
| Liability balance at December 31, 2017 (reported within accrued and other long-term liabilities) | $ | 38,992 |
|
| |
| (1) | The costs reflected in the liability roll-forward represent employee-related and certain third-party service provider charges. These costs do not include items charged directly to expense, such as accelerated depreciation and amortization and certain of the third-party charges associated with various programs, as those items are not reflected in the business realignment liability in our Consolidated Balance Sheets. |
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Income Statement Impact of Derivative Instruments8. INCOME TAXES
The effectcomponents of derivative instruments on the Consolidated Statements of Income for the years ended December 31, 2014 and December 31, 2013 wasincome (loss) before income taxes are as follows:
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | Non-designated Hedges | | Cash Flow Hedges |
| | | |
| | | Gains (losses) recognized in income (a) | | Gains (losses) recognized in other comprehensive income (“OCI”) (effective portion) | | Gains (losses) reclassified from accumulated OCI into income (effective portion) (b) | | Gains recognized in income (ineffective portion) (c) |
| | | | | | | | | | | | | | | | | |
| | | 2014 | | 2013 | | 2014 | | 2013 | | 2014 | | 2013 | | 2014 | | 2013 |
| Commodities futures and options | | $ | 2,339 |
| | $ | — |
| | $ | (11,165 | ) | | $ | 84,746 |
| | $ | 68,500 |
| | $ | (8,400 | ) | | $ | 2,498 |
| | $ | 3,241 |
|
| Foreign exchange contracts | | (1,486 | ) | | — |
| | 2,056 |
| | 4,049 |
| | 3,403 |
| | 2,641 |
| | — |
| | — |
|
| Interest rate swap agreements | | — |
| | — |
| | (52,249 | ) | | 27,534 |
| | (4,500 | ) | | (3,606 | ) | | — |
| | — |
|
| Deferred compensation derivatives | | 2,983 |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Total | | $ | 3,836 |
| | $ | — |
| | $ | (61,358 | ) | | $ | 116,329 |
| | $ | 67,403 |
| | $ | (9,365 | ) | | $ | 2,498 |
| | $ | 3,241 |
|
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| Domestic | | $ | 1,187,825 |
| | $ | 1,395,440 |
| | $ | 1,357,618 |
|
| Foreign | | (77,157 | ) | | (295,959 | ) | | (455,771 | ) |
| Income before income taxes | | $ | 1,110,668 |
| | $ | 1,099,481 |
| | $ | 901,847 |
|
| |
(a) | Gains recognized in income for non-designated commodities futures and options contracts were included in cost of sales. Gains (losses) recognized in income for non-designated foreign currency forward exchange contracts and deferred compensation derivatives were included in selling, marketing and administrative expenses. |
| |
(b) | Gains (losses) reclassified from AOCI into income were included in cost of sales for commodities futures and options contracts and for foreign currency forward exchange contracts designated as hedges of purchases of inventory or other productive assets. Other gains for foreign currency forward exchange contracts were included in selling, marketing and administrative expenses. For the year ended December 31, 2014, this included $3,801 relating to unrealized gains on foreign currency forward exchange contracts that were reclassified from AOCI to selling, marketing and administrative expenses as a result of the discontinuance of cash flow hedge accounting because it was determined to be probable that the original forecasted transactions would not occur within the time period originally designated or the subsequent two months thereafter. Losses reclassified from AOCI into income for interest rate swap agreements were included in interest expense. |
| |
(c) | Gains representing hedge ineffectiveness were included in cost of sales for commodities futures and options contracts. |
The amountcomponents of net gainsour provision for income taxes are as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| Current: | | | | | | |
| Federal | | $ | 314,277 |
| | $ | 391,705 |
| | $ | 409,060 |
|
| State | | 37,628 |
| | 51,706 |
| | 47,978 |
|
| Foreign | | (16,356 | ) | | (25,877 | ) | | (29,605 | ) |
| | | 335,549 |
| | 417,534 |
| | 427,433 |
|
| Deferred: | | | | | | |
| Federal | | 19,204 |
| | (7,706 | ) | | (31,153 | ) |
| State | | 7,573 |
| | (452 | ) | | (2,346 | ) |
| Foreign | | (8,195 | ) | | (29,939 | ) | | (5,038 | ) |
| | | 18,582 |
| | (38,097 | ) | | (38,537 | ) |
| Total provision for income taxes | | $ | 354,131 |
| | $ | 379,437 |
| | $ | 388,896 |
|
U.S. Tax Cuts and Jobs Act of 2017
The U.S. Tax Cuts and Jobs Act, enacted in December 2017, (“U.S. tax reform”) significantly changes U.S. corporate income tax laws by, among other things, reducing the U.S. corporate income tax rate to 21% starting in 2018 and creating a territorial tax system with a one-time mandatory tax on derivative instruments, including interest rate swap agreements,previously deferred foreign currency forward exchange contractsearnings of U.S. subsidiaries. Under GAAP (specifically, ASC Topic 740), the effects of changes in tax rates and options, commodities futures and options contracts, and other commodity derivative instruments expected to be reclassified into earningslaws on deferred tax balances are recognized in the next 12 monthsperiod in which the new legislation is enacted.
In response to U.S. tax reform, the Staff of the U.S. Securities and Exchange Commission issued Staff Accounting Bulletin No. 118 (“SAB No. 118”) to provide guidance to registrants in applying ASC Topic 740 in connection with U.S. tax reform. SAB No. 118 provides that in the period of enactment, the income tax effects of U.S. tax reform may be reported as a provisional amount based on a reasonable estimate (to the extent a reasonable estimate can be determined), which would be subject to adjustment during a “measurement period.” The measurement period begins in the reporting period of U.S. tax reform’s enactment and ends when a registrant has obtained, prepared and analyzed the information that was approximately $377 afterneeded in order to complete the accounting requirements under ASC Topic 740. SAB No. 118 also describes supplemental disclosure that should accompany the provisional amounts.
U.S. tax reform represents the first significant change in U.S. tax law in over 30 years. As permitted by SAB No. 118, some elements of the tax expense recorded in the fourth quarter of 2017 due to the enactment of U.S. tax reform are considered “provisional,” based on reasonable estimates. The Company is continuing to collect and analyze detailed information about deferred income taxes, the earnings and profits of its non-U.S. subsidiaries, the related taxes paid, the amounts which could be repatriated, the foreign taxes which may be incurred on repatriation and the associated impact of these items under U.S. tax reform. The Company may record adjustments to refine those estimates during the measurement period, as of December 31, 2014. This amount was primarily associated with commodities futures contracts.additional analysis is completed.
Fair Value Hedges
For the year ended December 31, 2014, we recognized a net pretax benefit to interest expense of $938 relating to our fixed-to-floating interest swap arrangements.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
6. COMPREHENSIVE INCOME
A summaryAs a result, we recorded a net charge of $32.5 million during the componentsfourth quarter of comprehensive income2017. This amount, which is as follows:
|
| | | | | | | | | | | | |
| For the year ended December 31, 2014 | | Pre-Tax
Amount | | Tax
(Expense)
Benefit | | After-Tax
Amount |
| Net income | | | | | | $ | 846,912 |
|
| Other comprehensive loss: | | | | | | |
| Foreign currency translation adjustments | | $ | (26,851 | ) | | $ | — |
| | (26,851 | ) |
| Pension and post-retirement benefit plans | | (135,361 | ) | | 50,345 |
| | (85,016 | ) |
| Cash flow hedges: | | | | | | |
| Losses on cash flow hedging derivatives | | (61,358 | ) | | 24,281 |
| | (37,077 | ) |
| Reclassification adjustments | | (67,403 | ) | | 24,341 |
| | (43,062 | ) |
| Total other comprehensive loss | | $ | (290,973 | ) | | $ | 98,967 |
| | (192,006 | ) |
| Comprehensive income | | | | | | $ | 654,906 |
|
|
| | | | | | | | | | | | |
| For the year ended December 31, 2013 | | Pre-Tax
Amount | | Tax
(Expense)
Benefit | | After-Tax
Amount |
| Net income | | | | | | $ | 820,470 |
|
| Other comprehensive income (loss): | | | | | | |
| Foreign currency translation adjustments | | $ | (26,003 | ) | | $ | — |
| | (26,003 | ) |
| Pension and post-retirement benefit plans | | 265,015 |
| | (98,612 | ) | | 166,403 |
|
| Cash flow hedges: | | | | | | |
| Gains on cash flow hedging derivatives | | 116,329 |
| | (43,995 | ) | | 72,334 |
|
| Reclassification adjustments | | 9,365 |
| | (3,590 | ) | | 5,775 |
|
| Total other comprehensive income | | $ | 364,706 |
| | $ | (146,197 | ) | | 218,509 |
|
| Comprehensive income | | | | | | $ | 1,038,979 |
|
|
| | | | | | | | | | | | |
| For the year ended December 31, 2012 | | Pre-Tax
Amount | | Tax
(Expense)
Benefit | | After-Tax
Amount |
| Net income | | | | | | $ | 660,931 |
|
| Other comprehensive income (loss): | | | | | | |
| Foreign currency translation adjustments | | $ | 7,714 |
| | $ | — |
| | 7,714 |
|
| Pension and post-retirement benefit plans | | (15,159 | ) | | 5,525 |
| | (9,634 | ) |
| Cash flow hedges: | | | | | | |
| Losses on cash flow hedging derivatives | | (543 | ) | | (325 | ) | | (868 | ) |
| Reclassification adjustments | | 96,993 |
| | (36,950 | ) | | 60,043 |
|
| Total other comprehensive income | | $ | 89,005 |
| | $ | (31,750 | ) | | 57,255 |
|
| Comprehensive income | | | | | | $ | 718,186 |
|
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
The components of accumulated other comprehensive loss, as shown onreflected within the Consolidated Balance Sheets, are as follows:
|
| | | | | | | | |
| December 31, | | 2014 | | 2013 |
| Foreign currency translation adjustments | | $ | (43,681 | ) | | $ | (16,830 | ) |
| Pension and post-retirement benefit plans, net of tax | | (284,650 | ) | | (199,634 | ) |
| Cash flow hedges, net of tax | | (30,242 | ) | | 49,897 |
|
| Total accumulated other comprehensive loss | | $ | (358,573 | ) | | $ | (166,567 | ) |
7. INCOME TAXES
Our income (loss) before income taxes was as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Domestic | | $ | 1,320,738 |
| | $ | 1,252,208 |
| | $ | 980,176 |
|
| Foreign | | (14,695 | ) | | (889 | ) | | 35,403 |
|
| Income before income taxes | | $ | 1,306,043 |
| | $ | 1,251,319 |
| | $ | 1,015,579 |
|
Our provision for income taxes was as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Current: | | | | | | |
| Federal | | $ | 385,642 |
| | $ | 372,649 |
| | $ | 299,122 |
|
| State | | 52,331 |
| | 47,980 |
| | 36,187 |
|
| Foreign | | 2,362 |
| | 2,763 |
| | 5,554 |
|
| Current provision for income taxes | | 440,335 |
| | 423,392 |
| | 340,863 |
|
| Deferred: | | | | | | |
| Federal | | 20,649 |
| | 11,334 |
| | 5,174 |
|
| State | | 2,725 |
| | 2,212 |
| | 1,897 |
|
| Foreign | | (4,578 | ) | | (6,089 | ) | | 6,714 |
|
| Deferred income tax provision | | 18,796 |
| | 7,457 |
| | 13,785 |
|
| Total provision for income taxes | | $ | 459,131 |
| | $ | 430,849 |
| | $ | 354,648 |
|
The increase in the federalConsolidated Statement of Income, includes the estimated impact of the one-time mandatory tax on previously deferred tax provisionearnings of non-U.S. subsidiaries offset in 2014 was primarily due to higherpart by the benefit from revaluation of net deferred tax liabilities associated with bonus depreciation in 2014 compared with 2013. The foreign deferred tax benefit in 2014 principally reflected higher deferred tax assets related to advertising and promotion reserves.
Thebased on the new lower corporate income tax benefit associated with stock-based compensationrate. The impact of $53,497the U.S. tax reform may differ from this estimate, possibly materially, due to, among other things, changes in interpretations and $48,396 forassumptions made, additional guidance that may be issued and actions taken by Hershey as a result of the years ended December 31, 2014 and 2013, respectively, reduced accrued income taxes on the Consolidated Balance Sheets. We credited additional paid-in capital to reflect these excess incomeU.S. tax benefits.
THE HERSHEY COMPANYreform.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Deferred taxes reflect temporary differences between the tax basis and financial statement carrying value of assets and liabilities. The significant temporary differences that comprised the deferred tax assets and liabilities wereare as follows:
| | | December 31, | | 2014 | | 2013 | | 2017 | | 2016 |
| Deferred tax assets: | | | | | | | | |
| Post-retirement benefit obligations | | $ | 109,973 |
| | $ | 101,674 |
| | $ | 58,306 |
| | $ | 90,584 |
|
| Accrued expenses and other reserves | | 139,492 |
| | 119,387 |
| | 103,769 |
| | 141,228 |
|
| Stock-based compensation | | 46,061 |
| | 47,324 |
| | 31,364 |
| | 48,500 |
|
| Derivative instruments | | 14,954 |
| | — |
| | 27,109 |
| | 44,010 |
|
| Pension | | 24,584 |
| | — |
| | — |
| | 14,662 |
|
| Lease financing obligation | | 18,991 |
| | 19,065 |
| | 12,310 |
| | 18,950 |
|
| Accrued trade promotion reserves | | 41,332 |
| | 39,234 |
| | 26,028 |
| | 50,463 |
|
| Net operating loss carryforwards | | 50,044 |
| | 39,606 |
| | 226,142 |
| | 143,085 |
|
| Basis difference on assets held for sale | | 43,155 |
| | — |
| |
| Capital loss carryforwards | | | 23,215 |
| | 38,691 |
|
| Other | | 7,425 |
| | 11,754 |
| | 7,748 |
| | 14,452 |
|
| Gross deferred tax assets | | 496,011 |
| | 378,044 |
| | 515,991 |
| | 604,625 |
|
| Valuation allowance | | (147,223 | ) | | (87,159 | ) | | (312,148 | ) | | (235,485 | ) |
| Total deferred tax assets | | 348,788 |
| | 290,885 |
| | 203,843 |
| | 369,140 |
|
| Deferred tax liabilities: | | | | | | | | |
| Property, plant and equipment, net | | 221,389 |
| | 201,224 |
| | 132,443 |
| | 202,300 |
|
| Acquired intangibles | | 85,037 |
| | 64,249 |
| | 68,476 |
| | 113,074 |
|
| Inventories | | 32,157 |
| | 33,885 |
| | 20,769 |
| | 27,608 |
|
| Derivative instruments | | — |
| | 33,779 |
| |
| Pension | | — |
| | 8,037 |
| | 969 |
| | — |
|
| Other | | 9,063 |
| | 1,404 |
| | 23,819 |
| | 8,884 |
|
| Total deferred tax liabilities | | 347,646 |
| | 342,578 |
| | 246,476 |
| | 351,866 |
|
| Net deferred tax (liabilities) assets | | $ | 1,142 |
| | $ | (51,693 | ) | | $ | (42,633 | ) | | $ | 17,274 |
|
| Included in: | | | | | | | | |
| Current deferred tax assets, net | | $ | 100,515 |
| | $ | 52,511 |
| |
| Non-current deferred tax assets, net | | | 3,023 |
| | 56,861 |
|
| Non-current deferred tax liabilities, net | | (99,373 | ) | | (104,204 | ) | | (45,656 | ) | | (39,587 | ) |
| Net deferred tax (liabilities) assets | | $ | 1,142 |
| | $ | (51,693 | ) | | $ | (42,633 | ) | | $ | 17,274 |
|
We believe that it is more likely than not thatChanges in deferred taxes includes the resultsimpact of future operations will generate sufficient taxable income to realizeremeasurement on U.S. deferred taxes at the net deferredlower enacted corporate tax assets.rates resulting from the U.S. tax reform. Changes in deferred tax assets and deferred tax liabilities for derivative instruments reflected the tax impact on net operating loss carryforwards resulted primarily from current year losses as of December 31, 2014 and on net gains as of December 31, 2013. Changes in deferred tax assets and deferred tax liabilities for pension resulted from the change in funded status of our pension plans as of December 31, 2014 compared with December 31, 2013. Additional information on income tax benefits and expenses related to components of accumulated other comprehensive loss is provided in Note 6.foreign jurisdictions.
The valuation allowances as of December 31, 20142017 and 2013 were2016 are primarily related to temporary differences associated with advertising and promotions, U.S. capital loss carryforwards and various foreign jurisdictions' taxnet operating loss carryforwards.carryforwards and other deferred tax assets that we do not expect to realize.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
The following table reconciles the federal statutory income tax rate with our effective income tax rate:
|
| | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Federal statutory income tax rate | | 35.0 | % | | 35.0 | % | | 35.0 | % |
| Increase (reduction) resulting from: | | | | | | |
| State income taxes, net of Federal income tax benefits | | 3.0 |
| | 2.8 |
| | 3.2 |
|
| Qualified production income deduction | | (2.4 | ) | | (2.6 | ) | | (2.5 | ) |
| Business realignment and impairment charges and gain on sale of trademark licensing rights | | 0.7 |
| | 0.1 |
| | 0.2 |
|
| International operations | | (0.1 | ) | | (0.4 | ) | | (0.1 | ) |
| Other, net | | (1.0 | ) | | (0.5 | ) | | (0.9 | ) |
| Effective income tax rate | | 35.2 | % | | 34.4 | % | | 34.9 | % |
The effective income tax rate for 2014 was higher than the effective income tax rate for 2013 due to the impact of tax rates associated with business realignment activities and impairment charges. The reduction in the 2013 effective income tax rate from international operations resulted from an increase in deductions associated with certain foreign tax jurisdictions. The 2012 impact from state income taxes reflects the impact of certain state tax legislation. |
| | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| Federal statutory income tax rate | | 35.0 | % | | 35.0 | % | | 35.0 | % |
| Increase (reduction) resulting from: | | | | | | |
| State income taxes, net of Federal income tax benefits | | 2.6 |
| | 3.4 |
| | 4.2 |
|
| Qualified production income deduction | | (2.9 | ) | | (3.8 | ) | | (4.4 | ) |
| Business realignment and impairment charges and gain on sale of trademark licensing rights | | 4.3 |
| | 0.4 |
| | 10.8 |
|
| Foreign rate differences | | (4.3 | ) | | 3.6 |
| | 2.2 |
|
| Historic and solar tax credits | | (4.8 | ) | | (3.3 | ) | | (3.3 | ) |
| U.S. tax reform | | 2.9 |
| | — |
| | — |
|
| Other, net | | (0.9 | ) | | (0.8 | ) | | (1.4 | ) |
| Effective income tax rate | | 31.9 | % | | 34.5 | % | | 43.1 | % |
A reconciliation of the beginning and ending amount of unrecognized tax benefits is as follows:
| | | December 31, | | 2014 | | 2013 | | 2017 | | 2016 |
| Balance at beginning of year | | $ | 103,963 |
| | $ | 51,520 |
| | $ | 36,002 |
| | $ | 33,411 |
|
| Additions for tax positions taken during prior years | | — |
| | 58,246 |
| | 2,492 |
| | 2,804 |
|
| Reductions for tax positions taken during prior years | | (71,643 | ) | | (5,776 | ) | | (1,689 | ) | | (4,080 | ) |
| Additions for tax positions taken during the current year | | 8,403 |
| | 5,523 |
| | 10,018 |
| | 9,100 |
|
| Settlements | | (4,643 | ) | | — |
| | (1,481 | ) | | — |
|
| Expiration of statutes of limitations | | (3,850 | ) | | (5,550 | ) | | (3,260 | ) | | (5,233 | ) |
| Balance at end of year | | $ | 32,230 |
| | $ | 103,963 |
| | $ | 42,082 |
| | $ | 36,002 |
|
The total amount of unrecognized tax benefits that, if recognized, would affect the effective tax rate was $23,502$37,587 as of December 31, 20142017 and $31,712$27,691 as of December 31, 2013.2016.
We report accrued interest and penalties related to unrecognized tax benefits in income tax expense. We recognized a net tax expense of $795 in 2017, a net tax benefit of $9,082$75 in 2014,2016 and a net tax expense of $5,901$1,153 in 2013 and a net tax benefit of $5,270 in 20122015 for interest and penalties. Accrued net interest and penalties were $2,638$4,966 as of December 31, 20142017 and $11,718$3,716 as of December 31, 2013.2016.
We file income tax returns in the U.S. federal jurisdiction and various state and foreign jurisdictions. A number of years may elapse before an uncertain tax position, for which we have unrecognized tax benefits, is audited and finally resolved. While it is often difficult to predict the final outcome or the timing of resolution of any particular uncertain tax position, we believe that our unrecognized tax benefits reflect the most likely outcome. We adjust these unrecognized tax benefits, as well as the related interest, in light of changing facts and circumstances. Settlement of any particular position could require the use of cash. Favorable resolution would be recognized as a reduction to our effective income tax rate in the period of resolution.
The Company’s major taxing jurisdictions currently include the United States (federal and state), as well as various foreign jurisdictions such as Canada, China, Mexico, Brazil, India, Malaysia and Switzerland. The number of years with open tax audits varies depending on the tax jurisdiction. Our majorjurisdiction, with 2013 representing the earliest tax year that remains open for examination by certain taxing jurisdictions include the United States (federal and state), Canada and Mexico. U.S., Canadian and Mexican federal audit issues typically involve the timing of deductions and transfer pricing adjustments. During the first quarter of 2013,authorities. In 2017, the U.S. Internal Revenue Service (“IRS”) commenced its auditbegan an examination of our U.S. federal income tax returns for 2009 through 2011. The audit was concluded2013 and 2014.
We reasonably expect reductions in the second quarterliability for unrecognized tax benefits of 2014. Tax examinations by various state taxing authorities could be conducted for years beginning in 2011.approximately $8,089 within the next 12 months because of the expiration of statutes of limitations and settlements of tax audits.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
We are no longer subject to Canadian federal income tax examinations by the Canada Revenue Agency (“CRA”) for years before 2007. The CRA commenced its audit of our Canadian income tax returns for 2010 through 2012 in the second quarter of 2014. During the fourth quarter of 2013, the CRA concluded its audit for 2007 through 2009 and issued a letter to us indicating proposed adjustments primarily associated with business realignment charges and transfer pricing. During the third quarter of 2014, the CRA withdrew the proposed adjustments related to business realignment charges and transfer pricing of inventory, and we paid a $2,212 assessment related to other cross-border adjustments. During the fourth quarter of 2014, the CRA concluded its audit for 2010 through 2012 and issued a letter to us indicating proposed transfer pricing adjustments. We provided notice to the U.S. Competent Authority and the CRA provided notice to the Canada Competent Authority of the likely need for their assistance to resolve the adjustments. Accordingly, as of December 31, 2014, we recorded a non-current receivable of approximately $1,568 associated with the anticipated resolution of the adjustments by the Competent Authority of each country.
We are no longer subject to Mexican federal income tax examinations by the Servicio de Administracion Tributaria (“SAT”) for years before 2009. We work with the IRS, the CRA, and the SAT to resolve proposed audit adjustments and to minimize the amount of adjustments. We do not anticipate that any potential tax adjustments will have a significant impact on our financial position or results of operations.
We reasonably expect reductions in the liability for unrecognized tax benefits of approximately $6,407 within the next 12 months because of the expiration of statutes of limitations and settlements of tax audits.
As of December 31, 2014,2017, we had approximately $195,887$370,027 of undistributed earnings of our international subsidiaries. We intend to continue to reinvest earnings outside the United States for the foreseeable future and, therefore, have not recognized any U.S.additional tax expense (e.g., foreign withholding taxes) on these earnings.
8. BUSINESS REALIGNMENT AND IMPAIRMENT CHARGESearnings beyond the one-time U.S. repatriation tax due under the Tax Cuts and Jobs Act.
Business realignment
Investments in Partnerships Qualifying for Tax Credits
We invest in partnerships which make equity investments in projects eligible to receive federal historic and impairment charges recorded during 2014, 2013energy tax credits. The investments are accounted for under the equity method and 2012 werereported within other assets in our Consolidated Balance Sheets. The tax credits, when realized, are recognized as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Cost of sales - Next Century and other programs | | $ | 1,622 |
| | $ | 402 |
| | $ | 36,383 |
|
| Selling, marketing and administrative - Next Century and other programs | | 2,947 |
| | 18 |
| | 2,446 |
|
| Business realignment and impairment charges: | | | | | | |
| Next Century program: | | | | | | |
| Pension settlement loss | | — |
| | — |
| | 15,787 |
|
| Plant closure expenses | | 7,465 |
| | 16,387 |
| | 20,780 |
|
| Employee separation costs | | — |
| | — |
| | 914 |
|
| Planned divestiture of Mauna Loa | | 22,256 |
| | — |
| | — |
|
| India impairment | | 15,900 |
| | — |
| | — |
|
| India voluntary retirement program | | — |
| | 2,278 |
| | — |
|
| Tri-US, Inc. asset impairment charges | | — |
| | — |
| | 7,457 |
|
| Total business realignment and impairment charges | | 45,621 |
| | 18,665 |
| | 44,938 |
|
| Total charges associated with business realignment initiatives | | $ | 50,190 |
| | $ | 19,085 |
| | $ | 83,767 |
|
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Next Century Program
In June 2010, we announced Project Next Century (the “Next Century program”) as parta reduction of our ongoing efforts to create an advantaged supply chain and competitive cost structure. As part oftax expense, at which time the program, production was transitioned from the Company's century-old facility at 19 East Chocolate Avenue in Hershey, Pennsylvania, to an expanded West Hershey facility, which was built in 1992. The Next Century programcorresponding equity investment is substantially complete as of December 31, 2014. Project-to-date costs totaled $197.9 million through December 31, 2014, in line with our estimates of total pre-tax charges and non-recurring project implementation costs of $190 million to $200 million.
In 2014 and 2013, plant closure and other expenses were primarily related to costs associated with the demolition of the former manufacturing facility.
In 2012, charges relating to the Next Century program included the following: $36,383 recorded in cost of sales related primarily to start-up costs and accelerated depreciation of fixed assets over the reduced estimated remaining useful lives; $2,446 recorded in selling, marketing and administrative expense for project administration; business realignment charges of $15,787 relating to a non-cash pension settlement loss resulting from lump sum withdrawals by employees retiring or leaving the Company, primarily in connection with the Next Century program; and $20,780 primarily related to costs associated with the closure of the former manufacturing facility and the relocation of production lines.
Planned divestiture of Mauna Loa
In December 2014, we entered into an agreement to sell Mauna Loa. In connection with the anticipated sale, we have recorded an estimated loss of $22,256written-down to reflect the disposal entity at fairremaining value less an estimate of the selling costs. See Note 2 for additional information.
India impairment
In connection with our annual goodwill and other intangible asset impairment testing, in December 2014, we recorded a non-cash goodwill and other intangible asset impairment charge of $15,900 associated with our business in India. See Note 3 for additional information.
Other international restructuring programs
During 2014, we implemented restructuring programs at several non-U.S. entities to rationalize select manufacturing and distribution activities, resulting in severance and accelerated depreciation costs of $4,476. These costs were recorded within cost of sales and selling, marketing and administrative expenses. We expect to incur approximately $3,700 of additional accelerated depreciation in 2015; other remaining costs relating to these programs are not expectedfuture benefits to be significant.realized. For the years ended December 31, 2017 and 2016, we recognized investment tax credits and related outside basis difference benefit totaling $74,600 and $52,342, respectively, and we wrote-down the equity investment by $66,209 and $43,482, respectively, to reflect the realization of these benefits. The equity investment write-down is reflected within other (income) expense, net in the Consolidated Statements of Income.
Tri-US, Inc. impairment charges
In December 2012, the board of directors of Tri-US, Inc., a company that manufactured, marketed and sold nutritional beverages in which we held a controlling ownership interest decided to cease operations as a result of operational difficulties, quality issues and competitive constraints. It was determined that investments necessary to continue the business would not generate a sufficient return. Accordingly, in December 2012, the Company recorded non-cash asset impairment charges of $7,457, primarily associated with the write off of goodwill and other intangible assets. These charges excluded the portion of the losses attributable to the noncontrolling interests.
9. PENSION AND OTHER POST-RETIREMENT BENEFIT PLANS
We sponsor a number of defined benefit pension plans. The primary plans are The Hershey Company Retirement Plan and The Hershey Company Retirement Plan for Hourly Employees. These are cash balance plans that provide pension benefits for most domestic employees hired prior to January 1, 2007. We also sponsor two post-retirement benefit plans: health care and life insurance. The health care plan is contributory, with participants’ contributions adjusted annually. The life insurance plan is non-contributory.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Obligations and Funded Status
A summary of the changes in benefit obligations, plan assets and funded status of these plans is as follows:
| | | | | Pension Benefits | | Other Benefits | | Pension Benefits | | Other Benefits |
| December 31, | | 2014 | | 2013 | | 2014 | | 2013 | | 2017 | | 2016 | | 2017 | | 2016 |
| Change in benefit obligation | | | | | | | | | | | | | | | | |
| Projected benefits obligation at beginning of year | | $ | 1,120,492 |
| | $ | 1,237,778 |
| | $ | 270,937 |
| | $ | 318,415 |
| |
| Projected benefit obligation at beginning of year | | | $ | 1,118,318 |
| | $ | 1,169,424 |
| | $ | 242,846 |
| | $ | 255,617 |
|
| Service cost | | 26,935 |
| | 31,339 |
| | 706 |
| | 1,094 |
| | 20,657 |
| | 23,075 |
| | 263 |
| | 299 |
|
| Interest cost | | 48,886 |
| | 43,962 |
| | 11,696 |
| | 10,747 |
| | 40,996 |
| | 41,875 |
| | 8,837 |
| | 9,731 |
|
| Plan amendments | | 168 |
| | 55 |
| | — |
| | — |
| | (8,473 | ) | | (43,065 | ) | | — |
| | — |
|
| Actuarial (gain) loss | | 134,902 |
| | (100,872 | ) | | 35,688 |
| | (33,412 | ) | | 40,768 |
| | 15,804 |
| | 2,207 |
| | (2,998 | ) |
| Curtailment | | — |
| | (8,833 | ) | | — |
| | — |
| |
| Settlement | | — |
| | (319 | ) | | — |
| | — |
| | (44,978 | ) | | (59,784 | ) | | — |
| | — |
|
| Currency translation and other | | (6,204 | ) | | (5,976 | ) | | (1,264 | ) | | (1,030 | ) | | 6,749 |
| | 1,416 |
| | 889 |
| | 314 |
|
| Benefits paid | | (64,284 | ) | | (76,642 | ) | | (23,699 | ) | | (24,877 | ) | | (56,473 | ) | | (30,427 | ) | | (18,930 | ) | | (20,117 | ) |
| Projected benefits obligation at end of year | | 1,260,895 |
| | 1,120,492 |
| | 294,064 |
| | 270,937 |
| |
| Projected benefit obligation at end of year | | | 1,117,564 |
| | 1,118,318 |
| | 236,112 |
| | 242,846 |
|
| Change in plan assets | | | | | | | | | | | | | | | | |
| Fair value of plan assets at beginning of year | | 1,091,985 |
| | 988,167 |
| | — |
| | — |
| | 1,023,676 |
| | 1,041,902 |
| | — |
| | — |
|
| Actual return on plan assets | | 85,921 |
| | 152,976 |
| | — |
| | — |
| | 121,241 |
| | 49,012 |
| | — |
| | — |
|
| Employer contribution | | 29,409 |
| | 32,336 |
| | 23,699 |
| | 24,877 |
| |
| Employer contributions | | | 37,503 |
| | 21,580 |
| | 18,930 |
| | 20,117 |
|
| Settlement | | — |
| | (319 | ) | | — |
| | — |
| | (44,978 | ) | | (59,784 | ) | | — |
| | — |
|
| Currency translation and other | | (6,088 | ) | | (4,533 | ) | | — |
| | — |
| | 5,257 |
| | 1,393 |
| | — |
| | — |
|
| Benefits paid | | (64,284 | ) | | (76,642 | ) | | (23,699 | ) | | (24,877 | ) | | (56,473 | ) | | (30,427 | ) | | (18,930 | ) | | (20,117 | ) |
| Fair value of plan assets at end of year | | 1,136,943 |
| | 1,091,985 |
| | — |
| | — |
| | 1,086,226 |
| | 1,023,676 |
| | — |
| | — |
|
| Funded status at end of year | | $ | (123,952 | ) | | $ | (28,507 | ) | | $ | (294,064 | ) | | $ | (270,937 | ) | | $ | (31,338 | ) | | $ | (94,642 | ) | | $ | (236,112 | ) | | $ | (242,846 | ) |
| | | | | | | | | | | | | | | | | |
| Amounts recognized in the Consolidated Balance Sheets: | | | | | | | | | | | | | | | | |
| Other assets | | $ | 25 |
| | $ | 32,533 |
| | $ | — |
| | $ | — |
| | $ | 14,988 |
| | $ | 39 |
| | $ | — |
| | $ | — |
|
| Accrued liabilities | | (9,054 | ) | | (10,198 | ) | | (25,214 | ) | | (25,477 | ) | | (6,916 | ) | | (28,994 | ) | | (20,792 | ) | | (22,576 | ) |
| Other long-term liabilities | | (114,923 | ) | | (50,842 | ) | | (268,850 | ) | | (245,460 | ) | | (39,410 | ) | | (65,687 | ) | | (215,320 | ) | | (220,270 | ) |
| Total | | $ | (123,952 | ) | | $ | (28,507 | ) | | $ | (294,064 | ) | | $ | (270,937 | ) | | $ | (31,338 | ) | | $ | (94,642 | ) | | $ | (236,112 | ) | | $ | (242,846 | ) |
| | | | | | | | | | | | | | | | | |
| Amounts recognized in Accumulated Other Comprehensive Income (Loss), net of tax: | | | | | | | | | | | | | | | | |
| Actuarial net (loss) gain | | $ | (279,625 | ) | | $ | (215,702 | ) | | $ | (7,936 | ) | | $ | 13,107 |
| | $ | (207,659 | ) | | $ | (243,228 | ) | | $ | 8,313 |
| | $ | 9,264 |
|
| Net prior service credit (cost) | | 5,341 |
| | 5,698 |
| | (2,430 | ) | | (2,737 | ) | | 30,994 |
| | 28,360 |
| | (1,174 | ) | | (1,565 | ) |
| Net amounts recognized in AOCI | | $ | (274,284 | ) | | $ | (210,004 | ) | | $ | (10,366 | ) | | $ | 10,370 |
| | $ | (176,665 | ) | | $ | (214,868 | ) | | $ | 7,139 |
| | $ | 7,699 |
|
The accumulated benefit obligation for all defined benefit pension plans was $1,206,929$1,077,112 as of December 31, 20142017 and $1,072,234$1,081,261 as of December 31, 2013.2016.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Plans with accumulated benefit obligations in excess of plan assets were as follows:
| | | December 31, | | 2014 | | 2013 | | 2017 | | 2016 |
| Projected benefit obligation | | $ | 1,193,151 |
| | $ | 76,801 |
| | $ | 711,767 |
| | $ | 1,118,294 |
|
| Accumulated benefit obligation | | 1,151,210 |
| | 64,340 |
| | 675,660 |
| | 1,081,254 |
|
| Fair value of plan assets | | 1,071,539 |
| | 15,760 |
| | 665,441 |
| | 1,023,613 |
|
Net Periodic Benefit Cost
The components of net periodic benefit cost were as follows:
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | Pension Benefits | | Other Benefits |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 | | 2014 | | 2013 | | 2012 |
| Amounts recognized in net periodic benefit cost | | | | | | | | | | | | |
| Service cost | | $ | 26,935 |
| | $ | 31,339 |
| | $ | 30,823 |
| | $ | 706 |
| | $ | 1,094 |
| | $ | 1,172 |
|
| Interest cost | | 48,886 |
| | 43,962 |
| | 49,909 |
| | 11,696 |
| | 10,747 |
| | 13,258 |
|
| Expected return on plan assets | | (74,080 | ) | | (73,128 | ) | | (72,949 | ) | | — |
| | — |
| | — |
|
| Amortization of prior service cost (credit) | | (667 | ) | | 422 |
| | 731 |
| | 616 |
| | 618 |
| | 619 |
|
| Amortization of net loss (gain) | | 23,360 |
| | 40,397 |
| | 39,723 |
| | (141 | ) | | (73 | ) | | (101 | ) |
| Administrative expenses | | 786 |
| | 692 |
| | 545 |
| | 89 |
| | 75 |
| | 120 |
|
| Curtailment credit | | — |
| | (364 | ) | | — |
| | — |
| | — |
| | — |
|
| Settlement loss | | — |
| | 18 |
| | 19,676 |
| | — |
| | — |
| | — |
|
| Total net periodic benefit cost | | $ | 25,220 |
| | $ | 43,338 |
| | $ | 68,458 |
| | $ | 12,966 |
| | $ | 12,461 |
| | $ | 15,068 |
|
| | | | | | | | | | | | | |
| Change in plan assets and benefit obligations recognized in AOCI, pre-tax | | | | | | | | | | | | |
| Actuarial net (gain) loss | | $ | 99,136 |
| | $ | (230,605 | ) | | $ | 8,536 |
| | $ | 36,021 |
| | $ | (33,165 | ) | | $ | 7,952 |
|
| Prior service (credit) cost | | 833 |
| | (613 | ) | | (716 | ) | | (629 | ) | | (632 | ) | | (613 | ) |
| Total recognized in other comprehensive (income) loss, pre-tax | | $ | 99,969 |
| | $ | (231,218 | ) | | $ | 7,820 |
| | $ | 35,392 |
| | $ | (33,797 | ) | | $ | 7,339 |
|
| Net amounts recognized in periodic benefit cost and AOCI | | $ | 125,189 |
| | $ | (187,880 | ) | | $ | 76,278 |
| | $ | 48,358 |
| | $ | (21,336 | ) | | $ | 22,407 |
|
A portion of the pension settlement loss recorded in 2012, totaling $15,787, was associated with the Next Century program, as discussed in Note 8. The remaining settlement losses in 2012 were associated with one of our international businesses. |
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | Pension Benefits | | Other Benefits |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 | | 2017 | | 2016 | | 2015 |
| Amounts recognized in net periodic benefit cost | | | | | | | | | | | | |
| Service cost | | $ | 20,657 |
| | $ | 23,075 |
| | $ | 28,300 |
| | $ | 263 |
| | $ | 299 |
| | $ | 542 |
|
| Interest cost | | 40,996 |
| | 41,875 |
| | 44,179 |
| | 8,837 |
| | 9,731 |
| | 10,187 |
|
| Expected return on plan assets | | (57,370 | ) | | (58,820 | ) | | (68,830 | ) | | — |
| | — |
| | — |
|
| Amortization of prior service (credit) cost | | (5,822 | ) | | (1,555 | ) | | (1,178 | ) | | 748 |
| | 575 |
| | 611 |
|
| Amortization of net loss (gain) | | 33,648 |
| | 34,940 |
| | 30,510 |
| | (1 | ) | | (13 | ) | | (57 | ) |
| Curtailment credit | | — |
| | — |
| | (688 | ) | | — |
| | — |
| | 204 |
|
| Settlement loss | | 17,732 |
| | 22,657 |
| | 23,067 |
| | — |
| | — |
| | — |
|
| Total net periodic benefit cost | | $ | 49,841 |
| | $ | 62,172 |
| | $ | 55,360 |
| | $ | 9,847 |
| | $ | 10,592 |
| | $ | 11,487 |
|
| | | | | | | | | | | | | |
| Change in plan assets and benefit obligations recognized in AOCI, pre-tax | | | | | | | | | | | | |
| Actuarial net (gain) loss | | $ | (73,768 | ) | | $ | (31,772 | ) | | $ | (21,554 | ) | | $ | 2,139 |
| | $ | (3,047 | ) | | $ | (26,270 | ) |
| Prior service (credit) cost | | (2,650 | ) | | (41,517 | ) | | 1,748 |
| | (744 | ) | | (572 | ) | | (834 | ) |
| Total recognized in other comprehensive (income) loss, pre-tax | | $ | (76,418 | ) | | $ | (73,289 | ) | | $ | (19,806 | ) | | $ | 1,395 |
| | $ | (3,619 | ) | | $ | (27,104 | ) |
| Net amounts recognized in periodic benefit cost and AOCI | | $ | (26,577 | ) | | $ | (11,117 | ) | | $ | 35,554 |
| | $ | 11,242 |
| | $ | 6,973 |
| | $ | (15,617 | ) |
Amounts expected to be amortized from AOCI into net periodic benefit cost during 20152018 are as follows:
| | | | Pension Plans | | Post-Retirement Benefit Plans | Pension Plans | | Post-Retirement Benefit Plans |
| Amortization of net actuarial loss | $ | 32,308 |
| | $ | 616 |
| $ | 26,735 |
| | $ | — |
|
| Amortization of prior service credit | $ | (1,163 | ) | | $ | — |
| |
| Amortization of prior service (credit) cost | | $ | (7,197 | ) | | $ | 836 |
|
Assumptions
The weighted-average assumptions used in computing the benefit obligations were as follows:
|
| | | | | | | | | | | | |
| | | Pension Benefits | | Other Benefits |
| December 31, | | 2017 | | 2016 | | 2017 | | 2016 |
| Discount rate | | 3.4 | % | | 3.8 | % | | 3.5 | % | | 3.8 | % |
| Rate of increase in compensation levels | | 3.8 | % | | 3.8 | % | | N/A |
| | N/A |
|
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Assumptions
The weighted-average assumptions used in computing the benefit obligations were as follows:
|
| | | | | | | | | | | | |
| | | Pension Benefits | | Other Benefits |
| December 31, | | 2014 | | 2013 | | 2014 | | 2013 |
| Discount rate | | 3.7 | % | | 4.5 | % | | 3.7 | % | | 4.5 | % |
| Rate of increase in compensation levels | | 4.0 | % | | 4.0 | % | | N/A |
| | N/A |
|
The weighted-average assumptions used in computing net periodic benefit cost were as follows:
| | | | | Pension Benefits | | Other Benefits | | Pension Benefits | | Other Benefits |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 | | 2014 | | 2013 | | 2012 | | 2017 | | 2016 | | 2015 | | 2017 | | 2016 | | 2015 |
| Discount rate | | 4.5 | % | | 3.7 | % | | 4.5 | % | | 4.5 | % | | 3.7 | % | | 4.5 | % | | 3.8 | % | | 4.0 | % | | 3.7 | % | | 3.8 | % | | 4.0 | % | | 3.7 | % |
| Expected long-term return on plan assets | | 7.0 | % | | 7.75 | % | | 8.0 | % | | N/A |
| | N/A |
| | N/A |
| | 5.8 | % | | 6.1 | % | | 6.3 | % | | N/A |
| | N/A |
| | N/A |
|
| Rate of compensation increase | | 4.0 | % | | 4.0 | % | | 4.1 | % | | N/A |
| | N/A |
| | N/A |
| | 3.8 | % | | 3.8 | % | | 4.1 | % | | N/A |
| | N/A |
| | N/A |
|
The Company’s discount rate assumption is determined by developing a yield curve based on high quality corporate bonds with maturities matching the plans’ expected benefit payment streams. The plans’ expected cash flows are then discounted by the resulting year-by-year spot rates.
We basedbase the asset return assumption of 7.0% for 2014, 7.75% for 2013 and 8.0% for 2012 on current and expected asset allocations, as well as historical and expected returns on the plan asset categories. For 2015, we reduced the expected return on plan assets assumption to 6.3% from the 7.0% assumption used during 2014, reflecting lower expected future returns on plan assets resulting from a reduction of the pension plan asset allocation to equity securities. The historical average return over the 27 years prior
Prior to December 31, 2014, was2017, the service and interest cost components of net periodic benefit cost were determined utilizing a single weighted-average discount rate derived from the yield curve used to measure the plan obligations. Beginning in 2018, we have elected to utilize a full yield curve approach in the estimation of service and interest costs by applying the specific spot rates along the yield curve used in the determination of the benefit obligation to the relevant projected cash flows. We made this change to provide a more precise measurement of service and interest costs by improving the correlation between the projected cash flows to the corresponding spot rates along the yield curve. This change does not affect the measurement of our pension and other post-retirement benefit liabilities but generally results in lower benefit expense in periods when the yield curve is upward sloping. Compared to the method used in 2017, we expect this change to result in lower pension and other post-retirement benefit expense of approximately 8.7%.$5,800 in 2018. We are accounting for this change prospectively as a change in accounting estimate that is inseparable from a change in accounting principle.
For purposes of measuring our post-retirement benefit obligation at December 31, 2014,2017, we assumed a 7.8%7.0% annual rate of increase in the per capita cost of covered health care benefits for 2015,2018, grading down to 5.0% by 2019. Similarly, for2023. For measurement purposes as of December 31, 2013,2016, we assumed a 8.5%7.0% annual rate of increase in the per capita cost of covered health care benefits for 2014,2017, grading down to 5.0% by 2019.2021. Assumed health care cost trend rates could have a significant effect on the amounts reported for the post-retirement health care plans. A one-percentage point change in assumed health care cost trend rates would have the following effects:
| | | Impact of assumed health care cost trend rates | | One-Percentage
Point Increase | | One-Percentage
Point (Decrease) | | One-Percentage
Point Increase | | One-Percentage
Point Decrease |
| Effect on total service and interest cost components | | $ | 164 |
| | $ | (149 | ) | | $ | 148 |
| | $ | (129 | ) |
| Effect on post-retirement benefit obligation | | 4,567 |
| | (4,051 | ) | |
| Effect on accumulated post-retirement benefit obligation | | | 3,133 |
| | (2,758 | ) |
The valuations and assumptions reflect adoption of the Society of Actuaries updated RP-2014 mortality tables with MP-2014MP-2017 generational projection scales, which we adopted as of December 31, 2014.2017. Adoption of the updated tablesscale did not have a significant impact on our current pension obligations or net period benefit cost since our primary plans are cash balance plans and most participants take lump-sum settlements upon retirement.
Plan Assets
We broadly diversify our pension plan assets across domesticpublic equity, fixed income, diversified credit strategies and international common stock and fixed incomediversified alternative strategies asset classes. Our asset investment policies specify ranges oftarget asset allocation percentages for each asset class. The ranges for our major domestic pension plans wereas of December 31, 2017 was as follows:
|
| | | | | |
| Asset Class | | Target Allocation 2014 |
| Equity securities | | 40 | % | - | 60% |
| Debt securities | | 40 | % | - | 60% |
| Cash and certain other investments | | 0 | % | - | 5% |
|
| | |
| Asset Class | | Target Asset Allocation |
| Cash | | 1% |
| Equity securities | | 25% |
| Fixed income securities | | 49% |
| Alternative investments, including real estate, listed infrastructure and other | | 25% |
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
As of December 31, 2014,2017, actual allocations were consistent with the targets and within the specifiedour allowable ranges. We expect the level of volatility in pension plan asset returns to be in line with the overall volatility of the markets within each asset class.
The following table sets forth by level, within the fair value hierarchy (as defined in Note 5)6), pension plan assets at their fair values as of December 31, 2014:2017:
|
| | | | | | | | | | | | | | | |
| | Quoted prices in active markets of identical assets
(Level 1) | | Significant other observable inputs
(Level 2) | | Significant other unobservable
inputs (Level 3) | | Total |
| Cash and cash equivalents | $ | 2,123 |
| | $ | 47,702 |
| | $ | — |
| | $ | 49,825 |
|
| Equity securities: | | | | | | | |
| U.S. all-cap (a) | 1,034 |
| | 140,948 |
| | — |
| | 141,982 |
|
| U.S. large-cap (b) | 91,363 |
| | — |
| | — |
| | 91,363 |
|
| U.S. small/mid-cap | 37,797 |
| | — |
| | — |
| | 37,797 |
|
| International all-cap (c) | 121,901 |
| | 3,510 |
| | — |
| | 125,411 |
|
| Global all-cap (d) | 165,131 |
| | — |
| | — |
| | 165,131 |
|
| Fixed income securities: | | | | | | | |
| U.S. government/agency | 138,556 |
| | 42,787 |
| | — |
| | 181,343 |
|
| Corporate bonds (e) | 144,289 |
| | 41,248 |
| | — |
| | 185,537 |
|
| Collateralized obligations (f) | 33,753 |
| | 24,305 |
| | — |
| | 58,058 |
|
| International government/ corporate bonds (g) | 53,205 |
| | 47,291 |
| | — |
| | 100,496 |
|
| Total assets at fair value | $ | 789,152 |
| | $ | 347,791 |
| | $ | — |
| | $ | 1,136,943 |
|
|
| | | | | | | | | | | | | | | | | | | |
| | Quoted prices in active markets of identical assets
(Level 1) | | Significant other observable inputs
(Level 2) | | Significant other unobservable inputs (Level 3) | | Investments Using NAV as a Practical Expedient (1) | | Total |
| Cash and cash equivalents | $ | 1,179 |
| | $ | 18,161 |
| | $ | — |
| | $ | 730 |
| | $ | 20,070 |
|
| Equity securities: | | | | | | | | | |
| Global all-cap (a) | — |
| | — |
| | — |
| | 276,825 |
| | 276,825 |
|
| Fixed income securities: | | | | | | | | | |
| U.S. government/agency | — |
| | — |
| | — |
| | 239,686 |
| | 239,686 |
|
| Corporate bonds (b) | — |
| | 33,019 |
| | — |
| | 162,633 |
| | 195,652 |
|
| Collateralized obligations (c) | — |
| | 40,350 |
| | — |
| | 34,538 |
| | 74,888 |
|
| International government/corporate bonds (d) | — |
| | — |
| | — |
| | 32,447 |
| | 32,447 |
|
| Alternative investments: | | | | | | | | | |
| Global diversified assets (e) | — |
| | — |
| | — |
| | 149,030 |
| | 149,030 |
|
| Global real estate investment trusts (f) | — |
| | — |
| | — |
| | 50,213 |
| | 50,213 |
|
| Global infrastructure (g) | — |
| | — |
| | — |
| | 47,415 |
| | 47,415 |
|
| Total pension plan assets | $ | 1,179 |
| | $ | 91,530 |
| | $ | — |
| | $ | 993,517 |
| | $ | 1,086,226 |
|
The following table sets forth by level, within the fair value hierarchy, pension plan assets at their fair values as of December 31, 2013:2016:
|
| | | | | | | | | | | | | | | |
| | Quoted prices in active markets of identical assets
(Level 1) | | Significant other observable inputs(Level 2) | | Significant other unobservable
inputs (Level 3) | | Total |
| Cash and cash equivalents | $ | 657 |
| | $ | 22,998 |
| | $ | — |
| | $ | 23,655 |
|
| Equity securities: | | | | | | | |
| U.S. all-cap (a) | 64,949 |
| | 137,385 |
| | — |
| | 202,334 |
|
| U.S. large-cap (b) | 144,254 |
| | — |
| | — |
| | 144,254 |
|
| U.S. small/mid-cap | 33,145 |
| | — |
| | — |
| | 33,145 |
|
| International all-cap (c) | 136,892 |
| | 3,062 |
| | — |
| | 139,954 |
|
| Global all-cap (d) | 181,702 |
| | — |
| | — |
| | 181,702 |
|
| Fixed income securities: | | | | | | | |
| U.S. government/agency | 109,995 |
| | 34,907 |
| | — |
| | 144,902 |
|
| Corporate bonds (e) | 57,735 |
| | 34,616 |
| | — |
| | 92,351 |
|
| Collateralized obligations (f) | 56,016 |
| | 22,350 |
| | — |
| | 78,366 |
|
| International government/corporate bonds (g) | 14,018 |
| | 37,304 |
| | — |
| | 51,322 |
|
| Total assets at fair value | $ | 799,363 |
| | $ | 292,622 |
| | $ | — |
| | $ | 1,091,985 |
|
|
| | | | | | | | | | | | | | | |
| | Quoted prices in active markets of identical assets
(Level 1) | | Significant other observable inputs (Level 2) | | Significant other unobservable inputs (Level 3) | | Total |
| Cash and cash equivalents | $ | 576 |
| | $ | 9,540 |
| | $ | — |
| | $ | 10,116 |
|
| Equity securities: | | | | | | | |
| Global all-cap (a) | 20,216 |
| | 242,214 |
| | — |
| | 262,430 |
|
| Fixed income securities: | | | | | | | |
| U.S. government/agency | — |
| | 228,648 |
| | — |
| | 228,648 |
|
| Corporate bonds (b) | — |
| | 199,634 |
| | — |
| | 199,634 |
|
| Collateralized obligations (c) | — |
| | 50,532 |
| | — |
| | 50,532 |
|
| International government/corporate bonds (d) | — |
| | 30,928 |
| | — |
| | 30,928 |
|
| Alternative investments: | | | | | | | |
| Global diversified assets (e) | — |
| | 146,975 |
| | — |
| | 146,975 |
|
| Global real estate investment trusts (f) | — |
| | 48,000 |
| | — |
| | 48,000 |
|
| Global infrastructure (g) | — |
| | 46,413 |
| | — |
| | 46,413 |
|
| Total pension plan assets | $ | 20,792 |
| | $ | 1,002,884 |
| | $ | — |
| | $ | 1,023,676 |
|
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
| |
| (1) | Certain investments that are measured at fair value using the net asset value per share (or its equivalent) practical expedient have not been categorized in the fair value hierarchy but are included to reconcile to the amounts presented in our Obligations and Funded Status table. |
|
| |
| (a) | This category comprises equity funds that track the Russell 3000 index. |
(b) | This category comprises equity funds that track the S&P 500 and/or Russell 1000 indices. |
(c) | This category comprises equity funds thatprimarily track the MSCI World Ex-US index.Index or MSCI All Country World Index. |
(d) | This category comprises equity funds that track the MSCI World index. |
(e)(b) | This category comprises fixed income funds primarily invested in investment grade and high yield bonds. |
(f)(c) | This category comprises fixed income funds primarily invested in high quality mortgage-backed securities and other asset-backed obligations. |
(g)(d) | This category comprises fixed income funds primarily invested in Canadian and other international bonds. |
| (e) | This category comprises diversified funds invested across alternative asset classes. |
| (f) | This category comprises equity funds primarily invested in publicly traded real estate securities. |
| (g) | This category comprises equity funds primarily invested in publicly traded listed infrastructure securities. |
The fair value of the Level 1 assets was based on quoted prices in active markets for the identical assets. The fair value of the Level 2 assets was determined by management based on an assessment of valuations provided by asset management entities and was calculated by aggregating market prices for all underlying securities.
Investment objectives for our domestic plan assets are:
|
| |
| l | To ensure high correlation between the value of plan assets and liabilities; |
| l | To maintain careful control of the risk level within each asset class; and |
| l | To focus on a long-term return objective. |
We believe that there are no significant concentrations of risk within our plan assets as of December 31, 2014.2017. We comply with the rules and regulations promulgated under the Employee Retirement Income Security Act of 1974 (“ERISA”) and we prohibit investments and investment strategies not allowed by ERISA. We do not permit direct purchases of our Company’s securities or the use of derivatives for the purpose of speculation. We invest the assets of non-domestic plans in compliance with laws and regulations applicable to those plans.
Cash Flows and Plan Termination
Our policy is to fund domestic pension liabilities in accordance with the limits imposed by the ERISA, federal income tax laws and the funding requirements of the Pension Protection Act of 2006. We fund non-domestic pension liabilities in accordance with laws and regulations applicable to those plans.
We made total contributions to the pension plans of $29,409$37,503 during 2014, including2017. This included contributions totaling $29,201 to fund payouts from the unfunded supplemental retirement plans and $6,461 to complete the termination of $22,000 to improve the funded status of our domestic plans.Hershey Company Puerto Rico Hourly Pension Plan, which was approved in 2016 by the Company's Board Compensation and Executive Organization Committee. In 2013,2016, we made total contributions of $32,336$21,580 to the pension plans. For 2015,2018, minimum funding requirements for our pension plans are approximately $1,088 and we expect to make additional contributions of approximately $23,600 to improve the funded status of our domestic plans.$1,591.
Total benefit payments expected to be paid to plan participants, including pension benefits funded from the plans and other benefits funded from Company assets, are as follows:
| | | | Expected Benefit Payments | Expected Benefit Payments |
| | 2015 | | 2016 | | 2017 | | 2018 | | 2019 | | 2020-2024 | 2018 | | 2019 | | 2020 | | 2021 | | 2022 | | 2023-2027 |
| Pension Benefits | $ | 71,685 |
| | $ | 69,918 |
| | $ | 103,081 |
| | $ | 81,715 |
| | $ | 88,847 |
| | $ | 545,365 |
| $ | 126,392 |
| | $ | 78,614 |
| | $ | 85,804 |
| | $ | 87,159 |
| | $ | 107,005 |
| | $ | 407,769 |
|
| Other Benefits | 25,247 |
| | 24,344 |
| | 22,933 |
| | 21,364 |
| | 19,954 |
| | 83,846 |
| 20,773 |
| | 19,026 |
| | 17,768 |
| | 16,863 |
| | 15,767 |
| | 69,003 |
|
Multiemployer Pension Plan
WithDuring the acquisitionthird quarter of Brookside Foods Ltd. in January 2012, we began participation in2017, cumulative lump sum distributions from our supplemental executive retirement plan exceeded the Bakeryplan’s anticipated annual service and Confectionery Union and Industry Canadian Pension Fund,interest costs, triggering the recognition of non-cash pension settlement charges due to the acceleration of a trustee-managed multiemployer defined benefit pension plan. We currently have approximately 160 employees participating in the plan and contributions were not significant in 2014, 2013 or 2012. Our obligation during the termportion of the collective bargaining agreement is limited to remitting the required contributions to the plan.accumulated unrecognized actuarial loss. In addition,
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
settlement charges were also triggered in the pension plan benefiting our employees in Puerto Rico as a result of lump sum distributions and the purchase of annuity contracts relating to the termination of this plan.
Multiemployer Pension Plan
During 2016, we exited a facility as part of the 2016 Operational Optimization Program (see Note 7) and no longer participate in the BCTGM Union and Industry Canadian Pension Plan, a trustee-managed multiemployer defined benefit pension plan. Our obligation during the term of the collective bargaining agreement was limited to remitting the required contributions to the plan and contributions made were not significant during 2015 through 2016.
Savings Plans
The Company sponsors several defined contribution plans to provide retirement benefits to employees. Contributions to The Hershey Company 401(k) Plan and similar plans for non-domestic employees are based on a portion of eligible pay up to a defined maximum. All matching contributions were made in cash. Expense associated with the defined contribution plans was $46,064$46,154 in 2014, $43,2572017, $43,545 in 20132016 and $39,759$44,285 in 2012.2015.
10. STOCK COMPENSATION PLANS
Share-based grants for compensation and incentive purposes are made pursuant to the Equity and Incentive Compensation Plan (“EICP”). The EICP provides for grants of one or more of the following stock-based compensation awards to employees, non-employee directors and certain service providers upon whom the successful conduct of our business is dependent:
|
| |
| l | Non-qualified stock options (“stock options”); |
| l | Performance stock units (“PSUs”) and performance stock; |
| l | Stock appreciation rights; |
| l | Restricted stock units (“RSUs”) and restricted stock; and |
| l | Other stock-based awards. |
As of December 31, 2014, 68.52017, 65.8 million shares were authorized and approved by our stockholders for grants under the EICP. The EICP also provides for the deferral of stock-based compensation awards by participants if approved by the Compensation and Executive Organization Committee of our Board and if in accordance with an applicable deferred compensation plan of the Company. Currently, the Compensation and Executive Organization Committee has authorized the deferral of PSU and RSU awards by certain eligible employees under the Company’s Deferred Compensation Plan. Our Board has authorized our non-employee directors to defer any portion of their cash retainer, committee chair fees and RSUs awarded after 2007 that they elect to convert into deferred stock units under our Directors’ Compensation Plan.
The following table summarizesAt the time stock options are exercised or RSUs and PSUs become payable, common stock is issued from our accumulated treasury shares. Dividend equivalents are credited on RSUs on the same date and at the same rate as dividends are paid on Hershey’s common stock. These dividend equivalents are charged to retained earnings.
For the periods presented, compensation costs: expense for all types of stock-based compensation programs and the related income tax benefit recognized were as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Total compensation amount charged against income for stock compensation plans, including stock options, PSUs and RSUs | | $ | 54,068 |
| | $ | 53,984 |
| | $ | 50,482 |
|
| Total income tax benefit recognized in Consolidated Statements of Income for share-based compensation | | 18,653 |
| | 18,517 |
| | 17,517 |
|
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| Pre-tax compensation expense | | $ | 51,061 |
| | $ | 54,785 |
| | $ | 51,533 |
|
| Related income tax benefit | | 13,684 |
| | 17,148 |
| | 17,109 |
|
Compensation costs for stock compensation plans are primarily included in selling, marketing and administrative expense. As of December 31, 2017, total stock-based compensation cost related to non-vested awards not yet recognized was $62,274 and the weighted-average period over which this amount is expected to be recognized was approximately 2.1 years.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Stock Options
The exercise price of each stock option awarded under the EICP equals the closing price of our Common Stock on the New York Stock Exchange on the date of grant. Each stock option has a maximum term of 10 years. Grants of stock options provide for pro-rated vesting, typically over a four yearfour-year period. We recognize expenseExpense for stock options is based on the straight-line method as of the grant date fair value.value and recognized on a straight-line method over the vesting period, net of estimated forfeitures.
The following table summarizes our compensation costs for stock options:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Compensation amount charged against income for stock options | | $ | 25,074 |
| | $ | 21,390 |
| | $ | 19,272 |
|
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
A summary of the statusactivity relating to grants of our Company’s stock options and changes duringfor the last three yearsyear ended December 31, 2017 is as follows:
| | | | | 2014 | | 2013 | | 2012 | | | | | | | |
| Stock Options | | Shares | | Weighted-
Average
Exercise
Price | | Shares | | Weighted-
Average
Exercise
Price | | Shares | | Weighted-
Average
Exercise
Price | Shares | Weighted-Average
Exercise Price (per share) | Weighted-Average Remaining
Contractual Term | Aggregate Intrinsic Value |
| Outstanding at beginning of year | | 8,660,336 |
| | $ | 55.47 |
| | 10,553,914 |
| | $ | 48.08 |
| | 14,540,442 |
| | $ | 44.86 |
| |
| Outstanding at beginning of the period | | 6,192,008 |
| $82.67 | 6.2 years | |
| Granted | | 1,387,580 |
| | $ | 105.75 |
| | 1,779,109 |
| | $ | 81.95 |
| | 2,110,945 |
| | $ | 60.89 |
| 1,094,155 |
| $108.06 | | |
| Exercised | | (2,537,581 | ) | | $ | 48.61 |
| | (3,315,990 | ) | | $ | 45.25 |
| | (5,870,607 | ) | | $ | 44.55 |
| (1,133,511 | ) | $69.64 | | |
| Forfeited | | (190,958 | ) | | $ | 82.80 |
| | (356,697 | ) | | $ | 64.38 |
| | (226,866 | ) | | $ | 52.02 |
| (231,590 | ) | $103.03 | | |
| Outstanding at end of year | | 7,319,377 |
| | $ | 66.69 |
| | 8,660,336 |
| | $ | 55.47 |
| | 10,553,914 |
| | $ | 48.08 |
| |
| Options exercisable at year-end | | 3,673,726 |
| | $ | 51.01 |
| | 4,290,416 |
| | $ | 46.45 |
| | 5,320,775 |
| | $ | 45.74 |
| |
| Weighted-average fair value of options granted during the year (per share) | | $21.50 | | | | $14.51 | | | | $10.60 | | | |
| Outstanding as of December 31, 2017 | | 5,921,062 |
| $89.06 | 5.8 years | $ | 141,893 |
|
| Options exercisable as of December 31, 2017 | | 3,699,469 |
| $81.65 | 4.3 years | $ | 116,067 |
|
We useThe weighted-average fair value of options granted was $15.76, $11.46 and $18.99 per share in 2017, 2016 and 2015, respectively. The fair value was estimated on the thedate of grant using a Black-Scholes option-pricing model to determineand the fair value of stock options granted to employees. The following table sets forth the weighted-average assumptions used for such grants during the year:assumptions: | | | For the years ended December 31, | | 2014 | | 2013 | | 2012 | | 2017 | | 2016 | | 2015 |
| Dividend yields | | 2.0 | % | | 2.2 | % | | 2.4 | % | | 2.4 | % | | 2.4 | % | | 2.1 | % |
| Expected volatility | | 22.3 | % | | 22.2 | % | | 22.4 | % | | 17.2 | % | | 16.8 | % | | 20.7 | % |
| Risk-free interest rates | | 2.1 | % | | 1.4 | % | | 1.5 | % | | 2.2 | % | | 1.5 | % | | 1.9 | % |
| Expected lives in years | | 6.7 |
| | 6.6 |
| | 6.6 |
| |
| Expected term in years | | | 6.8 |
| | 6.8 |
| | 6.7 |
|
|
| |
| l | “Dividend yields” means the sum of dividends declared for the four most recent quarterly periods, divided by the average price of our Common Stock for the comparable periods; |
| l | “Expected volatility” means the historical volatility of our Common Stock over the expected term of each grant; |
| l | “Risk-free interest rates” means the U.S. Treasury yield curve rate in effect at the time of grant for periods within the contractual life of the stock option; and |
| l | “Expected lives”term” means the period of time that stock options granted are expected to be outstanding based primarily on historical data. |
The following table summarizes thetotal intrinsic value of our stock options:
|
| | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Intrinsic value of options exercised | | $133,948 | | $135,396 | | $130,219 |
The aggregate intrinsic value of stock options outstanding as of December 31, 2014exercised was $258,809. The aggregate intrinsic value of exercisable stock options as of December 31, 2014 was $184,477.$45,998, $73,944 and $66,161 in 2017, 2016 and 2015, respectively.
As of December 31, 2014,2017, there was $22,193$15,849 of total unrecognized compensation cost related to non-vested stock option compensation arrangementsawards granted under the EICP, which we expect to recognize over a weighted-average period of 2.4 years.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
The following table summarizes information about stock options outstanding as of December 31, 2014:2017:
|
| | | | | | | | | | | | |
| | | Options Outstanding | | Options Exercisable |
| Range of Exercise Prices | | Number
Outstanding as
of 12/31/14 | | Weighted-
Average
Remaining
Contractual
Life in Years | | Weighted-
Average
Exercise Price | | Number
Exercisable as of
12/31/14 | | Weighted-
Average
Exercise Price |
| $33.40 - $51.42 | | 2,484,189 |
| | 4.6 | | $42.84 | | 2,092,239 |
| | $41.23 |
| $51.65 - $72.44 | | 2,031,766 |
| | 5.5 | | $59.25 | | 1,211,277 |
| | $58.21 |
| $81.73 - $106.65 | | 2,803,422 |
| | 8.4 | | $93.22 | | 370,210 |
| | $82.69 |
| $33.40 - $106.65 | | 7,319,377 |
| | 6.3 | | $66.69 | | 3,673,726 |
| | $51.01 |
|
| | | | | | | | | | | | |
| | | Options Outstanding | | Options Exercisable |
| Range of Exercise Prices | | Number
Outstanding as
of 12/31/17 | | Weighted-
Average
Remaining
Contractual
Life in Years | | Weighted-
Average
Exercise Price | | Number
Exercisable as of
12/31/17 | | Weighted-
Average
Exercise Price |
| $33.40 - $81.73 | | 1,985,084 |
| | 3.4 | | $63.53 | | 1,985,084 |
| | $63.53 |
| $81.74 - $105.91 | | 2,060,833 |
| | 6.9 | | $97.25 | | 929,199 |
| | $99.72 |
| $105.92 - $111.76 | | 1,875,145 |
| | 7.1 | | $107.06 | | 785,186 |
| | $106.04 |
| $33.40 - $111.76 | | 5,921,062 |
| | 5.8 | | $89.06 | | 3,699,469 |
| | $81.65 |
Performance Stock Units and Restricted Stock Units
Under the EICP, we grant PSUs to selected executives and other key employees. Vesting is contingent upon the achievement of certain performance objectives. We grant PSUs over 3-year performance cycles. If we meet targets for financial measures at the end of the applicable 3-year performance cycle, we award a resulting number of shares of our Common Stock to the participants. For each PSUPSUs granted, from 2012 through 2014, 50% of the target award was comprisedis a combination of a market-based total shareholder return component and 50% of the target award was comprised of performance-based components. The performance scores for 20122015 through 20142017 grants of PSUs can range from 0% to 250% of the targeted amounts.
We recognize the compensation cost associated with PSUs ratably over the 3-year term. Compensation cost is based on the grant date fair value because the grants can only be settled in shares of our Common Stock. The grant date fair value of PSUs is determined based on the Monte Carlo simulation model for the market-based total shareholder return component and the closing market price of the Company’s Common Stock on the date of grant for performance-based components.
In 2014, 20132017, 2016 and 2012,2015, we awarded RSUs to certain executive officers and other key employees under the EICP. We also awarded RSUs quarterly to non-employee directors.
We recognize the compensation cost associated with employee RSUs over a specified restrictionaward vesting period based on the grant date fair value or year-end market value of our Common Stock. We recognize expense for employee RSUs based on the straight-line method. We recognize the compensation cost associated with non-employee director RSUs ratably over the vesting period.period, net of estimated forfeitures.
A summary of activity relating to grants of PSUs and RSUs for the period ended December 31, 2017 is as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Compensation amount charged against income for PSUs and RSUs | | $ | 28,994 |
| | $ | 32,594 |
| | $ | 31,210 |
|
|
| | | | | |
| Performance Stock Units and Restricted Stock Units | | Number of units | | Weighted-average grant date fair value for equity awards (per unit) |
| Outstanding at beginning of year | | 828,228 |
| | $102.66 |
| Granted | | 478,044 |
| | $110.97 |
| Performance assumption change | | 21,305 |
| | $96.71 |
| Vested | | (277,261 | ) | | $109.35 |
| Forfeited | | (126,952 | ) | | $107.91 |
| Outstanding at end of year | | 923,364 |
| | $103.11 |
The following table sets forth information about the fair value of the PSUs and RSUs granted for potential future distribution to employees and non-employee directors. In addition, the table provides assumptions used to determine the fair value of the market-based total shareholder return component using the Monte Carlo simulation model on the date of grant.
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Units granted | | 331,788 |
| | 395,862 |
| | 503,761 |
|
| Weighted-average fair value at date of grant | | $ | 115.57 |
| | $ | 88.49 |
| | $ | 64.99 |
|
| Monte Carlo simulation assumptions: | | | | | | |
| Estimated values | | $ | 80.95 |
| | $ | 55.49 |
| | $ | 35.62 |
|
| Dividend yields | | 1.8 | % | | 2.0 | % | | 2.5 | % |
| Expected volatility | | 15.5 | % | | 17.1 | % | | 20.0 | % |
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| Units granted | | 478,044 |
| | 545,750 |
| | 381,407 |
|
| Weighted-average fair value at date of grant | | $ | 110.97 |
| | $ | 93.55 |
| | $ | 104.68 |
|
| Monte Carlo simulation assumptions: | | | | | | |
| Estimated values | | $ | 46.85 |
| | $ | 38.02 |
| | $ | 61.22 |
|
| Dividend yields | | 2.3 | % | | 2.5 | % | | 2.0 | % |
| Expected volatility | | 20.4 | % | | 17.0 | % | | 14.9 | % |
|
| |
| l | “Estimated values” means the fair value for the market-based total shareholder return component of each PSU at the date of grant using a Monte Carlo simulation model; |
| l | “Dividend yields” means the sum of dividends declared for the four most recent quarterly periods, divided by the average price of our Common Stock for the comparable periods; |
| l | “Expected volatility” means the historical volatility of our Common Stock over the expected term of each grant. |
A summaryThe fair value of the status of our Company’sshares vested totaled $29,981, $22,062 and $46,113 in 2017, 2016 and 2015, respectively.
Deferred PSUs, deferred RSUs and RSUs as of December 31, 2014 and the change during 2014 follows:
|
| | | | | |
| Performance Stock Units and Restricted Stock Units | | 2014 | | Weighted-average grant date fair value for equity awards or market value for liability awards |
| Outstanding at beginning of year | | 1,411,399 |
| | $72.43 |
| Granted | | 331,788 |
| | $115.57 |
| Performance assumption change | | (214,145 | ) | | $91.85 |
| Vested | | (565,520 | ) | | $63.93 |
| Forfeited | | (59,216 | ) | | $95.86 |
| Outstanding at end of year | | 904,306 |
| | $94.48 |
The table above excludes PSU awards for 25,462deferred stock units representing directors’ fees totaled 369,278 units as of December 31, 2014 and 29,596 units as2017. Each unit is equivalent to one share of December 31, 2013 for which the measurement date has not yet occurred for accounting purposes.Company’s Common Stock.
As of December 31, 2014, there was $37,341 of unrecognized compensation cost relating to non-vested PSUs and RSUs. We expect to recognize that cost over a weighted-average period of 2.0 years.
|
| | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Intrinsic value of share-based liabilities paid, combined with the fair value of shares vested | | $ | 57,360 |
| | $ | 62,582 |
| | 37,329 |
|
Deferred PSUs, deferred RSUs, deferred directors’ fees and accumulated dividend amounts totaled 524,195 units as of December 31, 2014.
11. SEGMENT INFORMATION
We operate under a matrix reportingOur organizational structure is designed to ensure continued focus on North America, coupled with an emphasis on acceleratingprofitable growth in our focus international markets, as we transform into a more global company.markets. Our business is organized around geographic regions, and strategic business units. It is designed to enablewhich enables us to build processes for repeatable success in our global markets. The Presidents of our geographic regions, along with the Senior Vice President responsible for our Global Retail and Licensing business, are accountable for delivering our annual financial plans and report into our CEO, who serves as our Chief Operating Decision Maker (“CODM”), soAs a result, we have defined our operating segments on a geographic basis.basis, as this aligns with how our Chief Operating Decision Maker (“CODM”) manages our business, including resource allocation and performance assessment. Our North America business, currentlywhich generates over 85%approximately 88% of our consolidated revenue, and noneis our only reportable segment. None of our other geographic regionsoperating segments meet the quantitative thresholds to qualify as reportable segments; therefore, these operating segments are individually significant, so we have historically presented our businesscombined and disclosed below as one reportable segment. However, given the recent growth in our international business, combined with the September 2014 acquisition of Shanghai Golden Monkey, we have elected to begin reporting our operations within two segments, North America and International and Other, to provide additional transparency into our operations outside of North America. We have defined our reportable segments as follows:Other.
North America - This segment is responsible for our traditional chocolate and sugarnon-chocolate confectionery market position, as well as our grocery and growing snacks market positions, in the United States and Canada. This includes developing and growing our business in chocolate sugarand non-chocolate confectionery, refreshment, pantry, and food service and other snacking product lines.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
International and Other - This segment includesInternational and Other is a combination of all other countriesoperating segments that are not individually material, including those geographic regions where The Hershey Companywe operate outside of North America. We currently manufactures, imports,have operations and manufacture product in China, Mexico, Brazil, India and Malaysia, primarily for consumers in these regions, and also distribute and sell confectionery products in export markets sells or distributes chocolate, sugar confectioneryof Asia, Latin America, Middle East, Europe, Africa and other products. Currently, this includes our operations in Mexico, Brazil and Puerto Rico, as well as Europe, Africa the Middle East and Asia, primarily China, India, Korea, Japan and the Philippines; along with exports to these regions. While a minor component, thisThis segment also includes our global retail operations, including Hershey's Chocolate World stores in Hershey, Pennsylvania, New York City, Chicago, Las Vegas, Shanghai, Niagara Falls (Ontario), Dubai, and Singapore, as well as operations associated with licensing the use of certain of the Company's trademarks and products to third parties around the world.
For segment reporting purposes, we use “segment income” to evaluate segment performance and allocate resources. Segment income excludes unallocated general corporate administrative expenses, as well asunallocated mark-to-market gains and losses on commodity derivatives, business realignment and impairment charges, acquisition-relatedacquisition integration costs, the non-service related portion of pension expense and other unusual gains or losses that are not part of our measurement of segment performance. These items of our operating income are managed centrally at the corporate level and are excluded from the measure of segment income reviewed by the CODM.CODM as well the measure of segment performance used for incentive compensation purposes.
Accounting policies associated with our operating segments are generally the same as those described in Note 1.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Certain manufacturing, warehousing, distribution and other activities supporting our global operations are integrated to maximize efficiency and productivity. As a result, assets and capital expenditures are not managed on a segment basis and are not included in the information reported to the CODM for the purpose of evaluating performance or allocating resources. We disclose depreciation and amortization that is generated by segment-specific assets, since these amounts are included within the measure of segment income reported to the CODM.
Our segment net sales and earnings were as follows:
| | | For the years ended December 31, | For the years ended December 31, | | 2014 | | 2013 | | 2012 | For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| Net sales: | Net sales: | | | | | | | Net sales: | | | | | | |
| North America | North America | | $ | 6,352,729 |
| | $ | 6,200,118 |
| | $ | 5,812,639 |
| North America | | $ | 6,621,173 |
| | $ | 6,532,988 |
| | $ | 6,468,158 |
|
| International and Other | International and Other | | 1,069,039 |
| | 945,961 |
| | 831,613 |
| International and Other | | 894,253 |
| | 907,193 |
| | 918,468 |
|
| Total | Total | | $ | 7,421,768 |
| | $ | 7,146,079 |
| | $ | 6,644,252 |
| Total | | $ | 7,515,426 |
| | $ | 7,440,181 |
| | $ | 7,386,626 |
|
| | | | | | | | | | | | | | | |
| Segment income: | | | | | | | |
| Segment income (loss): | | Segment income (loss): | | | | | | |
| North America | North America | | $ | 1,916,207 |
| | $ | 1,862,636 |
| | $ | 1,656,136 |
| North America | | $ | 2,045,550 |
| | $ | 2,040,995 |
| | $ | 2,073,967 |
|
| International and Other | International and Other | | 40,004 |
| | 44,587 |
| | 51,370 |
| International and Other | | 11,532 |
| | (29,139 | ) | | (98,067 | ) |
| Total segment income | Total segment income | | 1,956,211 |
| | 1,907,223 |
| | 1,707,506 |
| Total segment income | | 2,057,082 |
| | 2,011,856 |
| | 1,975,900 |
|
| Unallocated corporate expense (1) | Unallocated corporate expense (1) | | 503,407 |
| | 533,506 |
| | 478,645 |
| Unallocated corporate expense (1) | | 504,323 |
| | 497,423 |
| | 497,386 |
|
| Business realignment and impairment charges | | 50,190 |
| | 19,085 |
| | 83,767 |
| |
| Non-service related pension | | (1,834 | ) | | 10,885 |
| | 20,572 |
| |
| Acquisition integration costs | | 14,873 |
| | 4,072 |
| | 13,374 |
| |
| Income before interest and income taxes | | 1,389,575 |
| | 1,339,675 |
| | 1,111,148 |
| |
| Unallocated mark-to-market (gains) losses on commodity derivatives | | Unallocated mark-to-market (gains) losses on commodity derivatives | | (35,292 | ) | | 163,238 |
| | — |
|
| Goodwill, indefinite and long-lived asset impairment charges | | Goodwill, indefinite and long-lived asset impairment charges | | 208,712 |
| | 4,204 |
| | 280,802 |
|
| Costs associated with business realignment activities | | Costs associated with business realignment activities | | 69,359 |
| | 107,571 |
| | 120,975 |
|
| Non-service related pension expense | | Non-service related pension expense | | 35,028 |
| | 27,157 |
| | 18,079 |
|
| Acquisition and integration costs | | Acquisition and integration costs | | 311 |
| | 6,480 |
| | 20,899 |
|
| Operating profit | | Operating profit | | 1,274,641 |
| | 1,205,783 |
| | 1,037,759 |
|
| Interest expense, net | Interest expense, net | | 83,532 |
| | 88,356 |
| | 95,569 |
| Interest expense, net | | 98,282 |
| | 90,143 |
| | 105,773 |
|
| Other (income) expense, net | | Other (income) expense, net | | 65,691 |
| | 16,159 |
| | 30,139 |
|
| Income before income taxes | Income before income taxes | | $ | 1,306,043 |
| | $ | 1,251,319 |
| | $ | 1,015,579 |
| Income before income taxes | | $ | 1,110,668 |
| | $ | 1,099,481 |
| | $ | 901,847 |
|
| |
| (1) | Includes centrally-managed (a) corporate functional costs relating to legal, treasury, finance, and human resources, (b) expenses associated with the oversight and administration of our global operations, including warehousing, distribution and manufacturing, information systems and global shared services, (c) non-cash stock-based compensation expense, and (d) other gains or losses that are not integral to segment performance. |
Activity within the unallocated mark-to-market (gains) losses on commodity derivatives is as follows:
|
| | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 |
| Net losses on mark-to-market valuation of commodity derivative positions recognized in income | | $ | 55,734 |
| | $ | 171,753 |
|
| Net losses on commodity derivative positions reclassified from unallocated to segment income | | (91,026 | ) | | (8,515 | ) |
| Net (gains) losses on mark-to-market valuation of commodity derivative positions recognized in unallocated derivative (gains) losses | | $ | (35,292 | ) | | $ | 163,238 |
|
As of December 31, 2017, the cumulative amount of mark-to-market losses on commodity derivatives that have been recognized in our consolidated cost of sales and not yet allocated to reportable segments was $127,946. Based on our forecasts of the timing of the recognition of the underlying hedged items, we expect to reclassify net pretax losses on commodity derivatives of $94,449 to segment operating results in the next twelve months.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Depreciation and amortization expense included within segment income presented above is as follows:
| | | For the years ended December 31, | For the years ended December 31, | 2014 | | 2013 | | 2012 | For the years ended December 31, | 2017 | | 2016 | | 2015 |
| North America | North America | $ | 146,475 |
| | $ | 143,640 |
| | $ | 154,348 |
| North America | $ | 171,265 |
| | $ | 162,211 |
| | $ | 153,185 |
|
| International and Other | International and Other | 28,463 |
| | 23,461 |
| | 21,707 |
| International and Other | 42,542 |
| | 50,753 |
| | 46,342 |
|
Corporate | Corporate | 36,594 |
| | 33,932 |
| | 33,982 |
| Corporate | 48,046 |
| | 88,873 |
| | 45,401 |
|
| Total | Total | $ | 211,532 |
| | $ | 201,033 |
| | $ | 210,037 |
| Total | $ | 261,853 |
| | $ | 301,837 |
| | $ | 244,928 |
|
| |
| (1) | Corporate includes non-cash asset-related accelerated depreciation and amortization related to business realignment activities, as discussed in Note 7. Such amounts are not included within our measure of segment income. |
Additional geographic information is as follows:
| | | | | 2014 | | 2013 | | 2012 | | 2017 | | 2016 | | 2015 |
| Net sales: | Net sales: | | | | | | Net sales: | | | | | |
| United States | United States | $ | 5,996,564 |
| | $ | 5,832,070 |
| | $ | 5,449,877 |
| United States | $ | 6,263,703 |
| | $ | 6,196,723 |
| | $ | 6,116,490 |
|
| Other | Other | 1,425,204 |
| | 1,314,009 |
| | 1,194,375 |
| Other | 1,251,723 |
| | 1,243,458 |
| | 1,270,136 |
|
| Total | Total | $ | 7,421,768 |
| | $ | 7,146,079 |
| | $ | 6,644,252 |
| Total | $ | 7,515,426 |
| | $ | 7,440,181 |
| | $ | 7,386,626 |
|
| | | | | | | | | | | | | |
| Long-lived assets: | Long-lived assets: | | | | | | Long-lived assets: | | | | | |
| United States | United States | $ | 1,477,455 |
| | $ | 1,474,155 |
| | $ | 1,420,548 |
| United States | $ | 1,575,496 |
| | $ | 1,528,255 |
| | $ | 1,528,723 |
|
| Other | Other | 674,446 |
| | 331,190 |
| | 253,523 |
| Other | 531,201 |
| | 648,993 |
| | 711,737 |
|
| Total | Total | $ | 2,151,901 |
| | $ | 1,805,345 |
| | $ | 1,674,071 |
| Total | $ | 2,106,697 |
| | $ | 2,177,248 |
| | $ | 2,240,460 |
|
12. EQUITY AND NONCONTROLLING INTERESTSINTEREST
We had 1,055,000,000 authorized shares of capital stock as of December 31, 2014.2017. Of this total, 900,000,000 shares were designated as Common Stock, 150,000,000 shares were designated as Class B Stock and 5,000,000 shares were designated as Preferred Stock. Each class has a par value of one dollar per share.
Changes in the outstanding shares of Common Stock for the past three years were as follows:
|
| | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Shares issued | | 359,901,744 |
| | 359,901,744 |
| | 359,901,744 |
|
| Treasury shares at beginning of year | | (136,007,023 | ) | | (136,115,714 | ) | | (134,695,826 | ) |
| Stock repurchases: | | | | | | |
| Repurchase programs | | (2,135,268 | ) | | — |
| | (2,054,354 | ) |
| Stock-based compensation programs | | (3,676,513 | ) | | (3,655,830 | ) | | (5,598,537 | ) |
| Stock issuances: | | | | | | |
| Stock-based compensation programs | | 2,962,018 |
| | 3,764,521 |
| | 6,233,003 |
|
| Treasury shares at end of year | | (138,856,786 | ) | | (136,007,023 | ) | | (136,115,714 | ) |
| Net shares outstanding at end of year | | 221,044,958 |
| | 223,894,721 |
| | 223,786,030 |
|
Holders of the Common Stock and the Class B Stock generally vote together without regard to class on matters submitted to stockholders, including the election of directors. The holders of Common Stock have 1 vote per share and the holders of Class B Stock have 10 votes per share. However, the Common Stock holders, voting separately as a class, are entitled to elect one-sixth of the Board. With respect to dividend rights, the Common Stock holders are entitled to cash dividends 10% higher than those declared and paid on the Class B Stock.
Class B Stock can be converted into Common Stock on a share-for-share basis at any time. During 2014, 4402017, 2016, and 2015 no shares of Class B Stock were converted into Common Stock. During 2013, 8,600 shares were converted and during 2012, 3,225 shares were converted.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Changes in the outstanding shares of Common Stock for the past three years were as follows:
|
| | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| Shares issued | | 359,901,744 |
| | 359,901,744 |
| | 359,901,744 |
|
| Treasury shares at beginning of year | | (147,642,009 | ) | | (143,124,384 | ) | | (138,856,786 | ) |
| Stock repurchases: | | | | | | |
| Shares repurchased in the open market under pre-approved share repurchase programs | | — |
| | (4,640,964 | ) | | (4,209,112 | ) |
| Milton Hershey School Trust repurchase | | (1,500,000 | ) | | — |
| | — |
|
| Shares repurchased to replace Treasury Stock issued for stock options and incentive compensation | | (1,278,675 | ) | | (1,820,766 | ) | | (1,776,838 | ) |
| Stock issuances: | | | | | | |
| Shares issued for stock options and incentive compensation | | 1,379,757 |
| | 1,944,105 |
| | 1,718,352 |
|
| Treasury shares at end of year | | (149,040,927 | ) | | (147,642,009 | ) | | (143,124,384 | ) |
| Net shares outstanding at end of year | | 210,860,817 |
| | 212,259,735 |
| | 216,777,360 |
|
We are authorized to purchase our outstanding shares in open market and privately negotiated transactions. The programs have no expiration date and acquired shares of Common Stock will be held as treasury shares. Purchases under approved share repurchase authorizations are in addition to our practice of buying back shares sufficient to offset those issued under incentive compensation plans.
Hershey Trust Company
Hershey Trust Company, as trustee for the benefit of Milton Hershey School Trust (the "Trust") and as direct owner of investment shares, held 12,902,8218,403,121 shares of our Common Stock as of December 31, 2014.2017. As trustee for the benefit of Milton Hershey School,Trust, Hershey Trust Company held 60,612,012 shares of the Class B Stock as of December 31, 2014,2017, and was entitled to cast approximately 80% of all of the votes entitled to be cast on matters requiring the vote of both classes of our common stock voting together. Hershey Trust Company, as trustee for the benefit of Milton Hershey School,Trust, or any successor trustee, or Milton Hershey School, as appropriate, must approve any issuance of shares of Common Stock or other action that would result in it not continuing to have voting control of our Company.
In August 2017, the Company entered into a Stock Purchase Agreement with Hershey Trust Company, as trustee for the Trust, pursuant to which the Company agreed to purchase 1,500,000 shares of the Company’s common stock from the Trust at a price equal to $106.01 per share, for a total purchase price of $159,015.
Noncontrolling InterestsInterest in Subsidiaries
Noncontrolling interests in subsidiaries totaled $64,468 as of December 31, 2014 and $11,218 as of December 31, 2013, with the increase primarily reflecting the 50% noncontrolling interest resulting from our March 2014 acquisition of LSFC, as discussed in Note 2.Subsidiary
We alsocurrently own a 51%50% controlling interest in Hershey do Brasil under a cooperative agreement with Pandurata Netherlands B.V.Lotte Shanghai Foods Co., Ltd. (“Bauducco”LSFC”), a leading manufacturerjoint venture established in 2007 in China for the purpose of baked goods in Brazil whose primary brand is Bauducco. During 2014manufacturing and 2013,selling product to the Company contributed cash of $3,060 to Hershey do Brasil and Bauducco contributed $2,940 in each of these time periods.venture partners.
The share of losses pertainingA roll-forward showing the 2017 activity relating to the noncontrolling interest follows: |
| | | |
| | Noncontrolling Interest |
| Balance, December 31, 2016 | $ | 41,831 |
|
| Net loss attributable to noncontrolling interest | (26,444 | ) |
| Other comprehensive income - foreign currency translation adjustments | 840 |
|
| Balance, December 31, 2017 | $ | 16,227 |
|
The 2017 net loss attributable to the noncontrolling interest reflects the 50% allocation of LSFC-related business realignment and impairment costs (see Note 7). The 2016 net loss attributable to noncontrolling interests in subsidiariestotaled $3,970, which was $227 and $1,682 for the years ended December 31, 2014 and December 31, 2013, respectively. These amounts are reflected inpresented within selling, marketing and administrative expenses.expense in the Consolidated Statements of Income since the amount was not considered significant.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
13. COMMITMENTS AND CONTINGENCIES
Purchase obligations
We enter into certain obligations for the purchase of raw materials. These obligations are primarily in the form of forward contracts for the purchase of raw materials from third-party brokers and dealers. These contracts minimize the effect of future price fluctuations by fixing the price of part or all of these purchase obligations. Total obligations consisted of fixed price contracts for the purchase of commodities and unpriced contracts that were valued using market prices as of December 31, 2014.2017.
The cost of commodities associated with the unpriced contracts is variable as market prices change over future periods. We mitigate the variability of these costs to the extent that we have entered into commodities futures contracts or other commodity derivative instruments to hedge our costs for those periods. Increases or decreases in market prices are offset by gains or losses on commodities futures contracts or other commodity derivative instruments. Taking delivery of and making payments for the specific commodities for use in the manufacture of finished goods satisfies our obligations under the forward purchase contracts. For each of the three years in the period ended December 31, 2014,2017, we satisfied these obligations by taking delivery of and making payment for the specific commodities.
As of December 31, 2014,2017, we had entered into agreements for the purchase agreementsof raw materials with various suppliers. Subject to meeting our quality standards, the purchase obligations covered by these agreements were as follows as of December 31, 2014:2017:
| | | In millions of dollars | 2015 | 2016 | 2017 | 2018 | |
| in millions | | | 2018 | | 2019 | | 2020 | | 2021 | | 2022 |
| Purchase obligations | $ | 1,298.8 |
| $ | 618.1 |
| $ | 138.6 |
| $ | 66.8 |
| | $ | 1,359.7 |
| | $ | 272.3 |
| | $ | 11.4 |
| | $ | 2.5 |
| | $ | 0.7 |
|
Lease commitments
We also have commitments under various operating and capital lease obligations.arrangements. Future minimum payments under lease obligationsarrangements with a remaining term in excess of one year were as follows as of December 31, 2014:2017:
|
| | | | | | | | | | | | | | | | | | |
| In millions of dollars | 2015 | 2016 | 2017 | 2018 | 2019 | Thereafter |
| Future minimum rental payments | $ | 28.2 |
| $ | 13.4 |
| $ | 9.6 |
| $ | 3.2 |
| $ | 0.9 |
| $ | 0.9 |
|
|
| | | | | | | | |
| | | Operating leases (1) | | Capital leases (2) |
| 2018 | | $ | 16,241 |
| | $ | 3,401 |
|
| 2019 | | 16,784 |
| | 3,469 |
|
| 2020 | | 14,763 |
| | 3,538 |
|
| 2021 | | 12,914 |
| | 3,609 |
|
| 2022 | | 11,267 |
| | 4,216 |
|
| Thereafter | | 182,368 |
| | 175,313 |
|
Future minimum rental payments reflect commitments under non-cancelable operating leases primarily for offices, retail stores, warehouse and distribution facilities, and certain equipment.
| |
| (1) | Future minimum rental payments reflect commitments under non-cancelable operating leases primarily for offices, retail stores, warehouse and distribution facilities. Total rent expense for the years ended December 31, 2017, 2016 and 2015 was $25,525, $20,330 and $19,754, respectively, including short-term rentals. |
| |
| (2) | Future minimum rental payments reflect commitments under non-cancelable capital leases primarily for offices and warehouse facilities. |
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
In December 2013, we entered into an agreement for the construction of a new confectionery manufacturing plant in Malaysia. We incurred approximately $115 million in capital expenditures for construction of the plant in 2014 and expect to incur costs of $90 million to $110 million in 2015. The total cost of construction is expected to be approximately $265 million to $275 million. The plant is expected to begin operations in the second half of 2015.Environmental contingencies
We have a number of facilities that contain varying amounts of asbestos in certain locations within the facilities. Our asbestos management program is compliant with current applicable regulations, which require that we handle or dispose of asbestos in a special manner if such facilities undergo major renovations or are demolished. Costs associated with the removal of asbestos related to the closure of a manufacturing facility under the Next Century program were recorded primarily in 2012 and included in business realignment and impairment charges. The costs associated with the removal of asbestos from the facility were not material. With regard to other facilities, weWe do not have sufficient information to estimate the fair value of any asset retirement obligations related to these facilities. We cannot specify the settlement date or range of potential settlement dates and, therefore, sufficient information is not available to apply an expected present value technique. We expect to maintain the facilities with repairs and maintenance activities that would not involve or require the removal of significant quantities of asbestos.
Legal contingencies
In 2007,We are subject to various pending or threatened legal proceedings and claims that arise in the Competition Bureauordinary course of Canada began an inquiry into alleged violationsour business. While it is not feasible to predict or determine the outcome of such proceedings and claims with certainty, in our opinion these matters, both individually and in the aggregate, are not expected to have a material effect on our financial condition, results of operations or cash flows.
Collective Bargaining
As of December 31, 2017, the Company employed approximately 15,360 full-time and 1,550 part-time employees worldwide. Collective bargaining agreements covered approximately 5,450 employees, or approximately 32% of the Canadian Competition Act in the sale and supplyCompany’s employees worldwide. During 2018, agreements will be negotiated for certain employees at four facilities outside of chocolate products sold in Canada between 2002 and 2008 by members of the confectionery industry, including Hershey Canada, Inc. The U.S. Department of Justice also notified the Company in 2007 that it had opened an inquiry, but has not requested any information or documents.
Subsequently, 13 civil lawsuits were filed in Canada and 91 civil lawsuits were filed in the United States, against the Company. The lawsuits were institutedcomprising approximately 72% of total employees under collective bargaining agreements. We currently expect that we will be able to renegotiate such agreements on behalf of direct purchasers of our products as well as indirect purchasers that purchase our products for use or for resale. Several other chocolate and confectionery companies were named as defendants in these lawsuits assatisfactory terms when they also were the subject of investigations and/or inquiries by the government entities referenced above. The cases seek recovery for losses suffered as a result of alleged conspiracies in restraint of trade in connection with the pricing practices of the defendants.expire.
The Canadian civil cases were settled in 2012. Hershey Canada, Inc. reached a settlement agreement with the Competition Bureau of Canada through their Leniency Program with regard to an inquiry into alleged violations of the Canadian Competition Act in the sale and supply of chocolate products sold in Canada by members of the confectionery industry. On June 21, 2013, Hershey Canada, Inc. pleaded guilty to one count of price fixing related to communications with competitors in Canada in 2007 and paid a fine of approximately $4.0 million. Hershey Canada, Inc. had promptly reported the conduct to the Competition Bureau, cooperated fully with its investigation and did not implement the planned price increase that was the subject of the 2007 communications.
With regard to the U.S. lawsuits, the Judicial Panel on Multidistrict Litigation assigned the cases to the U.S. District Court for the Middle District of Pennsylvania. Plaintiffs are seeking actual and treble damages against the Company and other defendants based on an alleged overcharge for certain, or in some cases all, chocolate products sold in the U.S. between December 2002 and December 2007 and certain plaintiff groups have alleged damages that extend beyond the alleged conspiracy period. The lawsuits have been proceeding on different scheduling tracks for different groups of plaintiffs.
On February 26, 2014, the District Court granted summary judgment to the Company in the cases brought by the direct purchaser plaintiffs that had not sought class certification as well as those that had been certified as a class. The direct purchaser plaintiffs appealed the District Court's decision to the United States Court of Appeals for the Third Circuit (“Third Circuit”) in May 2014. The appeal remains pending before the Third Circuit.
The remaining plaintiff groups - the putative class plaintiffs that purchased product indirectly for resale, the putative class plaintiffs that purchased product indirectly for use, and direct purchaser Associated Wholesale Grocers, Inc. - dismissed their cases with prejudice, subject to reinstatement if the Third Circuit were to reverse the District Court's summary judgment decision. The District Court entered judgment closing the case on April 17, 2014.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Competition and antitrust law investigations can be lengthy and violations are subject to civil and/or criminal fines and other sanctions. Class action civil antitrust lawsuits are expensive to defend and could result in significant judgments, including in some cases, payment of treble damages and/or attorneys' fees to the successful plaintiff. Additionally, negative publicity involving these proceedings could affect our Company's brands and reputation, possibly resulting in decreased demand for our products. These possible consequences, in our opinion, are currently not expected to materially impact our financial position or liquidity, but could materially impact our results of operations and cash flows in the period in which any fines, settlements or judgments are accrued or paid, respectively.
We have no other material pending legal proceedings, other than ordinary routine litigation incidental to our business.
14. EARNINGS PER SHARE
We compute basic and diluted earnings per share based on the weighted-average number of shares of Common Stock and Class B Stock outstanding as follows:
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Net income | | $ | 846,912 |
| | $ | 820,470 |
| | $ | 660,931 |
|
| Weighted-average shares—basic: | | | | | | |
| Common stock | | 161,935 |
| | 163,549 |
| | 164,406 |
|
| Class B common stock | | 60,620 |
| | 60,627 |
| | 60,630 |
|
| Total weighted-average shares—basic | | 222,555 |
| | 224,176 |
| | 225,036 |
|
| Effect of dilutive securities: | | | | | | |
| Employee stock options | | 1,920 |
| | 2,476 |
| | 2,608 |
|
| Performance and restricted stock units | | 362 |
| | 551 |
| | 693 |
|
| Weighted-average shares—diluted | | 224,837 |
| | 227,203 |
| | 228,337 |
|
| Earnings per share—basic: | | | | | | |
| Common stock | | $3.91 | | $3.76 | | $3.01 |
| Class B common stock | | $3.54 | | $3.39 | | $2.73 |
| Earnings Per Share—diluted: | | | | | | |
| Common stock | | $3.77 | | $3.61 | | $2.89 |
| Class B common stock | | $3.52 | | $3.37 | | $2.71 |
The Class B Stock is convertible into Common Stock on a share for share basis at any time. The calculation of earnings per share-diluted for the Class B Stock was performed using the two-class method and the calculation of earnings per share-diluted for the Common Stock was performed using the if-converted method.
|
| | | | | | | | | |
| For the years ended December 31, | | 2014 | | 2013 | | 2012 |
| Stock options excluded from diluted earnings per share calculations because the effect would have been antidilutive | | 1,510 |
| | 1,757 |
| | 3,543 |
|
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
15. SUPPLEMENTAL BALANCE SHEET INFORMATION14. EARNINGS PER SHARE
We compute basic earnings per share for Common Stock and Class B common stock using the two-class method. The Class B common stock is convertible into Common Stock on a share-for-share basis at any time. The computation of diluted earnings per share for Common Stock assumes the conversion of Class B common stock using the if-converted method, while the diluted earnings per share of Class B common stock does not assume the conversion of those shares.
We compute basic and diluted earnings per share based on the weighted-average number of shares of Common Stock and Class B common stock outstanding as follows: |
| | | | | | | | | | | | | | | | | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| | | Common Stock | | Class B Common Stock | | Common Stock | | Class B Common Stock | | Common Stock | | Class B Common Stock |
| Basic earnings per share: | | | | | | | | | | | | |
| Numerator: | | | | | | | | | | | | |
| Allocation of distributed earnings (cash dividends paid) | | $ | 385,878 |
| | $ | 140,394 |
| | $ | 367,081 |
| | $ | 132,394 |
| | $ | 352,953 |
| | $ | 123,179 |
|
| Allocation of undistributed earnings | | 188,286 |
| | 68,423 |
| | 162,299 |
| | 58,270 |
| | 27,324 |
| | 9,495 |
|
| Total earnings—basic | | $ | 574,164 |
| | $ | 208,817 |
| | $ | 529,380 |
| | $ | 190,664 |
| | $ | 380,277 |
| | $ | 132,674 |
|
| | | | | | | | | | | | | |
| Denominator (shares in thousands): | | | | | | | | | | | | |
| Total weighted-average shares—basic | | 151,625 |
| | 60,620 |
| | 153,519 |
| | 60,620 |
| | 158,471 |
| | 60,620 |
|
| | | | | | | | | | | | | |
| Earnings Per Share—basic | | $ | 3.79 |
| | $ | 3.44 |
| | $ | 3.45 |
| | $ | 3.15 |
| | $ | 2.40 |
| | $ | 2.19 |
|
| | | | | | | | | | | | | |
| Diluted earnings per share: | | | | | | | | | | | | |
| Numerator: | | | | | | | | | | | | |
| Allocation of total earnings used in basic computation | | $ | 574,164 |
| | $ | 208,817 |
| | $ | 529,380 |
| | $ | 190,664 |
| | $ | 380,277 |
| | $ | 132,674 |
|
| Reallocation of total earnings as a result of conversion of Class B common stock to Common stock | | 208,817 |
| | — |
| | 190,664 |
| | — |
| | 132,674 |
| | — |
|
| Reallocation of undistributed earnings | | — |
| | (492 | ) | | — |
| | (324 | ) | | — |
| | (69 | ) |
| Total earnings—diluted | | $ | 782,981 |
| | $ | 208,325 |
| | $ | 720,044 |
| | $ | 190,340 |
| | $ | 512,951 |
| | $ | 132,605 |
|
| | | | | | | | | | | | | |
| Denominator (shares in thousands): | | | | | | | | | | | | |
| Number of shares used in basic computation | | 151,625 |
| | 60,620 |
| | 153,519 |
| | 60,620 |
| | 158,471 |
| | 60,620 |
|
| Weighted-average effect of dilutive securities: | | | | | | | | | | | | |
| Conversion of Class B common stock to Common shares outstanding | | 60,620 |
| | — |
| | 60,620 |
| | — |
| | 60,620 |
| | — |
|
| Employee stock options | | 1,144 |
| | — |
| | 964 |
| | — |
| | 1,335 |
| | — |
|
| Performance and restricted stock units | | 353 |
| | — |
| | 201 |
| | — |
| | 225 |
| | — |
|
| Total weighted-average shares—diluted | | 213,742 |
| | 60,620 |
| | 215,304 |
| | 60,620 |
| | 220,651 |
| | 60,620 |
|
| | | | | | | | | | | | | |
| Earnings Per Share—diluted | | $ | 3.66 |
| | $ | 3.44 |
| | $ | 3.34 |
| | $ | 3.14 |
| | $ | 2.32 |
| | $ | 2.19 |
|
The earnings per share calculations for the years ended December 31, 2017, 2016 and 2015 excluded 2,374, 3,680 and 2,660 stock options (in thousands), respectively, that would have been antidilutive.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
15. OTHER (INCOME) EXPENSE, NET
Other (income) expense, net reports certain gains and losses associated with activities not directly related to our core operations. A summary of the components of certain Consolidated Balance Sheet accounts areother (income) expense, net is as follows:
|
| | | | | | | | |
| December 31, | | 2014 | | 2013 |
| Inventories: | | | | |
| Raw materials | | $ | 377,620 |
| | $ | 226,978 |
|
| Goods in process | | 63,916 |
| | 79,861 |
|
| Finished goods | | 531,608 |
| | 517,968 |
|
| Inventories at FIFO | | 973,144 |
| | 824,807 |
|
| Adjustment to LIFO | | (172,108 | ) | | (165,266 | ) |
| Total inventories | | $ | 801,036 |
| | $ | 659,541 |
|
| | | | | |
| Property, plant and equipment: | | | | |
| Land | | $ | 95,913 |
| | $ | 96,334 |
|
| Buildings | | 1,031,050 |
| | 882,508 |
|
| Machinery and equipment | | 2,863,559 |
| | 2,527,420 |
|
| Construction in progress | | 338,085 |
| | 273,132 |
|
| Property, plant and equipment, gross | | 4,328,607 |
| | 3,779,394 |
|
| Accumulated depreciation | | (2,176,706 | ) | | (1,974,049 | ) |
| Property, plant and equipment, net | | $ | 2,151,901 |
| | $ | 1,805,345 |
|
| | | | | |
| Other assets: | | | | |
| Pension | | $ | 25 |
| | $ | 32,804 |
|
| Capitalized software, net | | 63,252 |
| | 56,502 |
|
| Income tax receivable | | 1,568 |
| | 63,863 |
|
| Other non-current assets | | 77,927 |
| | 139,835 |
|
| Total other assets | | $ | 142,772 |
| | $ | 293,004 |
|
| | | | | |
| Accrued liabilities: | | | | |
| Payroll, compensation and benefits | | $ | 225,439 |
| | $ | 245,641 |
|
| Advertising and promotion | | 326,647 |
| | 348,966 |
|
| Due to SGM shareholders | | 98,884 |
| | — |
|
| Other | | 162,543 |
| | 105,115 |
|
| Total accrued liabilities | | $ | 813,513 |
| | $ | 699,722 |
|
| | | | | |
| Other long-term liabilities: | | | | |
| Post-retirement benefits liabilities | | $ | 268,850 |
| | $ | 245,460 |
|
| Pension benefits liabilities | | 114,923 |
| | 50,842 |
|
| Other | | 142,230 |
| | 137,766 |
|
| Total other long-term liabilities | | $ | 526,003 |
| | $ | 434,068 |
|
|
| | | | | | | | | | | | |
| For the years ended December 31, | | 2017 | | 2016 | | 2015 |
| Write-down of equity investments in partnerships qualifying for tax credits | | $ | 66,209 |
| | $ | 43,482 |
| | $ | 39,489 |
|
| Settlement of SGM liability (see Note 2) | | — |
| | (26,650 | ) | | — |
|
| Gain on sale of non-core trademark | | — |
| | — |
| | (9,950 | ) |
| Other (income) expense, net | | (518 | ) | | (673 | ) | | 600 |
|
| Total | | $ | 65,691 |
| | $ | 16,159 |
| | $ | 30,139 |
|
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
16. SUPPLEMENTAL BALANCE SHEET INFORMATION
The components of certain Consolidated Balance Sheet accounts are as follows:
|
| | | | | | | | |
| December 31, | | 2017 | | 2016 |
| Inventories: | | | | |
| Raw materials | | $ | 224,940 |
| | $ | 315,239 |
|
| Goods in process | | 93,627 |
| | 88,490 |
|
| Finished goods | | 614,945 |
| | 528,587 |
|
| Inventories at FIFO | | 933,512 |
| | 932,316 |
|
| Adjustment to LIFO | | (180,676 | ) | | (186,638 | ) |
| Total inventories | | $ | 752,836 |
| | $ | 745,678 |
|
| | | | | |
| Property, plant and equipment: | | | | |
| Land | | $ | 108,300 |
| | $ | 103,865 |
|
| Buildings | | 1,214,158 |
| | 1,238,634 |
|
| Machinery and equipment | | 2,925,353 |
| | 3,001,552 |
|
| Construction in progress | | 212,912 |
| | 230,987 |
|
| Property, plant and equipment, gross | | 4,460,723 |
| | 4,575,038 |
|
| Accumulated depreciation | | (2,354,026 | ) | | (2,397,790 | ) |
| Property, plant and equipment, net | | $ | 2,106,697 |
| | $ | 2,177,248 |
|
| | | | | |
| Other assets: | | | | |
| Capitalized software, net | | $ | 104,881 |
| | $ | 95,301 |
|
| Income tax receivable | | — |
| | 1,449 |
|
| Other non-current assets | | 146,998 |
| | 71,615 |
|
| Total other assets | | $ | 251,879 |
| | $ | 168,365 |
|
| | | | | |
| Accrued liabilities: | | | | |
| Payroll, compensation and benefits | | $ | 190,863 |
| | $ | 240,080 |
|
| Advertising and promotion | | 305,107 |
| | 358,573 |
|
| Other | | 180,164 |
| | 152,333 |
|
| Total accrued liabilities | | $ | 676,134 |
| | $ | 750,986 |
|
| | | | | |
| Other long-term liabilities: | | | | |
| Post-retirement benefits liabilities | | $ | 215,320 |
| | $ | 220,270 |
|
| Pension benefits liabilities | | 39,410 |
| | 65,687 |
|
| Other | | 184,209 |
| | 114,204 |
|
| Total other long-term liabilities | | $ | 438,939 |
| | $ | 400,161 |
|
| | | | | |
| Accumulated other comprehensive loss: | | | | |
| Foreign currency translation adjustments | | $ | (91,837 | ) | | $ | (110,613 | ) |
| Pension and post-retirement benefit plans, net of tax | | (169,526 | ) | | (207,169 | ) |
| Cash flow hedges, net of tax | | (52,383 | ) | | (58,106 | ) |
| Total accumulated other comprehensive loss | | $ | (313,746 | ) | | $ | (375,888 | ) |
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
17. QUARTERLY DATA (Unaudited)
Summary quarterly results were as follows:
| | | Year 2014 | | First | | Second | | Third | | Fourth | |
| Year 2017 | | | First | | Second | | Third | | Fourth |
| Net sales | | $ | 1,871,813 |
| | $ | 1,578,350 |
| | $ | 1,961,578 |
| | $ | 2,010,027 |
| | $ | 1,879,678 |
| | $ | 1,662,991 |
| | $ | 2,033,121 |
| | $ | 1,939,636 |
|
| Gross profit | | 871,490 |
| | 717,474 |
| | 860,137 |
| | 887,065 |
| | 906,560 |
| | 763,210 |
| | 940,222 |
| | 834,527 |
|
| Net income | | 252,495 |
| | 168,168 |
| | 223,741 |
| | 202,508 |
| |
| Net income attributable to The Hershey Company | | | 125,044 |
| | 203,501 |
| | 273,303 |
| | 181,133 |
|
| Common stock: | | | | | | | | | | | | | | | | |
| Net income per share—Basic | | 1.16 |
| | 0.78 |
| | 1.03 |
| | 0.94 |
| |
| Net income per share—Diluted | | 1.11 |
| | 0.75 |
| | 1.00 |
| | 0.91 |
| |
Net income per share—Basic(a) | | | 0.60 |
| | 0.98 |
| | 1.32 |
| | 0.88 |
|
Net income per share—Diluted(a) | | | 0.58 |
| | 0.95 |
| | 1.28 |
| | 0.85 |
|
| Dividends paid per share | | 0.485 |
| | 0.485 |
| | 0.535 |
| | 0.535 |
| | 0.618 |
| | 0.618 |
| | 0.656 |
| | 0.656 |
|
| Class B common stock: | | | | | | | | | | | | | | | | |
| Net income per share—Basic | | 1.04 |
| | 0.70 |
| | 0.94 |
| | 0.85 |
| |
Net income per share—Basic(a) | | | 0.55 |
| | 0.89 |
| | 1.20 |
| | 0.80 |
|
Net income per share—Diluted(a) | | 1.03 |
| | 0.70 |
| | 0.94 |
| | 0.85 |
| | 0.55 |
| | 0.89 |
| | 1.20 |
| | 0.80 |
|
| Dividends paid per share | | 0.435 |
| | 0.435 |
| | 0.486 |
| | 0.486 |
| | 0.562 |
| | 0.562 |
| | 0.596 |
| | 0.596 |
|
| Market price—common stock: | | | | | | | | | | | | | | | | |
| High | | 108.07 |
| | 104.11 |
| | 96.93 |
| | 106.64 |
| | 109.61 |
| | 115.96 |
| | 110.50 |
| | 115.45 |
|
| Low | | 95.54 |
| | 96.02 |
| | 88.15 |
| | 91.09 |
| | 103.45 |
| | 106.41 |
| | 104.06 |
| | 102.87 |
|
| | | Year 2013 | | First | | Second | | Third | | Fourth | |
| Year 2016 | | | First | | Second | | Third | | Fourth |
| Net sales | | $ | 1,827,426 |
| | $ | 1,508,514 |
| | $ | 1,853,886 |
| | $ | 1,956,253 |
| | $ | 1,828,812 |
| | $ | 1,637,671 |
| | $ | 2,003,454 |
| | $ | 1,970,244 |
|
| Gross profit | | 849,337 |
| | 718,574 |
| | 855,551 |
| | 857,386 |
| | 817,376 |
| | 747,398 |
| | 850,848 |
| | 742,269 |
|
| Net income | | 241,906 |
| | 159,504 |
| | 232,985 |
| | 186,075 |
| |
| Net income attributable to The Hershey Company | | | 229,832 |
| | 145,956 |
| | 227,403 |
| | 116,853 |
|
| Common stock: | | | | | | | | | | | | | | | | |
Net income per share—Basic(a) | | 1.11 |
| | 0.73 |
| | 1.07 |
| | 0.85 |
| | 1.09 |
| | 0.70 |
| | 1.09 |
| | 0.56 |
|
| Net income per share—Diluted | | 1.06 |
| | 0.70 |
| | 1.03 |
| | 0.82 |
| |
Net income per share—Diluted(a) | | | 1.06 |
| | 0.68 |
| | 1.06 |
| | 0.55 |
|
| Dividends paid per share | | 0.42 |
| | 0.42 |
| | 0.485 |
| | 0.485 |
| | 0.583 |
| | 0.583 |
| | 0.618 |
| | 0.618 |
|
| Class B common stock: | | | | | | | | | | | | | | | | |
| Net income per share—Basic | | 1.00 |
| | 0.66 |
| | 0.96 |
| | 0.77 |
| |
| Net income per share—Diluted | | 0.99 |
| | 0.66 |
| | 0.95 |
| | 0.76 |
| |
Net income per share—Basic(a) | | | 0.99 |
| | 0.64 |
| | 0.99 |
| | 0.51 |
|
Net income per share—Diluted(a) | | | 0.99 |
| | 0.64 |
| | 0.99 |
| | 0.51 |
|
| Dividends paid per share | | 0.38 |
| | 0.38 |
| | 0.435 |
| | 0.435 |
| | 0.530 |
| | 0.530 |
| | 0.562 |
| | 0.562 |
|
| Market price—common stock: | | | | | | | | | | | | | | | | |
| High | | 87.53 |
| | 91.25 |
| | 97.69 |
| | 100.90 |
| | 93.71 |
| | 113.49 |
| | 113.89 |
| | 104.44 |
|
| Low | | 73.51 |
| | 85.25 |
| | 89.17 |
| | 91.04 |
| | 83.32 |
| | 89.60 |
| | 94.64 |
| | 94.63 |
|
| |
(a) | Quarterly income per share amounts do not total to the annual amount due to changes in weighted-average shares outstanding during the year. |
18. SUBSEQUENT EVENTS
Short-term Debt
On January 8, 2018, we entered into an additional credit facility under which the Company may borrow up to $1.5 billion on an unsecured, revolving basis. Funds borrowed may be used for general corporate purposes, including commercial paper backstop and acquisitions. This facility is scheduled to expire on January 7, 2019.
THE HERSHEY COMPANY
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS—(Continued)
(amounts in thousands, except share data or if otherwise indicated)
Business Acquisition
On January 31, 2018, we completed the acquisition of all of the outstanding shares of Amplify Snack Brands, Inc. (“Amplify”), a publicly traded company based in Austin, Texas that owns several popular better-for-you snack brands such as SkinnyPop, Oatmega, Paqui and Tyrrells. Amplify's anchor brand, SkinnyPop, is a market-leading ready-to-eat popcorn brand and is available in a wide range of food distribution channels in the United States. The business enables us to capture more consumer snacking occasions by creating a broader portfolio of brands and is expected to generate 2018 post-acquisition net sales of approximately $375,000 to $385,000.
The purchase consideration for the outstanding shares totaled approximately $908,000, or $12.00 per outstanding share. In connection with acquisition, the Company paid a total amount of approximately $607,000 to pay in full all outstanding debt owed by Amplify under its existing credit agreement as of January 31, 2018. Funding for the acquisition and repayment of the acquired debt consisted of cash borrowings under the Company's new revolving credit facility. We are currently in the process of determining the allocation of the purchase price, which will include the recognition of identifiable intangible assets and goodwill. We anticipate that the value of Amplify's acquired net assets will be minimal. Goodwill is being determined as the excess of the purchase price over the fair value of the net assets acquired (including the identifiable intangible assets) and is not expected to be deductible for tax purposes. The goodwill that will result from the acquisition is attributable primarily to cost-reduction synergies as Amplify leverages Hershey's resources, expertise and capability-building.
| |
| Item 9. | CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE |
None.
| |
| Item 9A. | CONTROLS AND PROCEDURES |
As required by Rule 13a-15 under
Evaluation of Disclosure Controls and Procedures
The Company’s management, with the participation of the Company’s Chief Executive Officer and Chief Financial Officer, has evaluated the effectiveness of the Company’s disclosure controls and procedures, as defined in Rules 13a-15(e) and 15d-15(e) of the Securities Exchange Act of 1934 (the “Exchange Act”), the Company conducted an evaluation of the effectiveness of the design and operation of the Company’s disclosure controls and procedures as of December 31, 2014. This2017. Based on that evaluation, was carried out under the supervision and with the participation of the Company’s management, including the Company’s Chief Executive Officer and Interim Principal Financial Officer. Based upon that evaluation, the Chief Executive Officer and Interim Principal Financial Officer concluded that the Company’s disclosure controls and procedures are effective.were effective as of December 31, 2017.
Design and Evaluation of Internal Control Over Financial Reporting
Disclosure controls and procedures are controls and other procedures that are designed to ensure that information required to be disclosed in the Company’s reports filed or submitted under the Exchange Act is recorded, processed, summarized and reported within the time periods specified in the Securities and Exchange Commission’s rules and forms. Disclosure controls and procedures include, without limitation, controls and procedures designed to ensure that information required to be disclosed in the Company’s reports filed under the Exchange Act is accumulated and communicated to management, including the Company’s Chief Executive Officer and Interim PrincipalChief Financial Officer, as appropriate, to allow timely decisions regarding required disclosure.
Changes in Internal Control Over Financial Reporting
Management's report on the Company's internal control over financial reporting appears on the following page. There has beenwere no change during the most recent fiscal quarterchanges in the Company’s internal control over financial reporting identified in connection with its evaluationduring the fourth quarter of 2017 that hashave materially affected, or isare reasonably likely to materially affect, the Company’s internal control over financial reporting.
MANAGEMENTMANAGEMENT'S ANNUAL REPORT ON INTERNAL CONTROL OVER FINANCIAL REPORTING
The management of The Hershey Company is responsible for establishing and maintaining adequate internal control over financial reporting, as such term is defined in Exchange Act Rule 13a-15(f). The Company’s internal control system was designed to provide reasonable assurance to the Company’s management and Board of Directors regarding the preparation and fair presentation of published financial statements.
All internal control systems, no matter how well designed, have inherent limitations. Therefore, even those systems determined to be effective can provide only reasonable assurance with respect to financial statement preparation and presentation.
The Company’s management, including the Company’s Chief Executive Officer and Interim PrincipalChief Financial Officer, assessed the effectiveness of the Company’s internal control over financial reporting as of December 31, 2014.2017. In making this assessment, the Company’s management used the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) in Internal Control–Integrated Framework (2013 edition). Based on this assessment, management concluded that, as of December 31, 2014,2017, the Company’s internal control over financial reporting was effective based on those criteria.
Management’s assessment of,The Company’s independent auditors have audited, and conclusionreported on, the effectiveness ofCompany’s internal control over financial reporting did not include the internal controlsas of Shanghai Golden Monkey Food Joint Stock Co., Ltd., a company acquired September 26, 2014 and included in the Company’s 2014 consolidated financial statements. This entity’s net sales and assets excluded from management's assessment of internal control represented 0.7% and 4.7% of the Company’s total net sales and total assets, respectively, for the year ended December 31, 2014.2017.
|
| | | |
/s/ JOHN P. BILBREYMICHELE G. BUCK | | /s/ RICHARD M. MCCONVILLEPATRICIA A. LITTLE |
John P. BilbreyMichele G. Buck
Chief Executive Officer (Principal Executive Officer) | | Richard M. McConvillePatricia A. Little
Interim Chief Financial Officer
(Principal Financial OfficerOfficer) |
| |
| Item 9B. | OTHER INFORMATION |
None.
PART III
| |
| Item 10. | DIRECTORS, EXECUTIVE OFFICERS AND CORPORATE GOVERNANCE |
The information regarding executive officers of the Company required by Item 401 of SEC Regulation S-K is incorporated herein by reference from the disclosure included under the caption “SUPPLEMENTAL ITEM. EXECUTIVE OFFICERS OF THE REGISTRANT”“Supplemental Item. Executive Officers of the Registrant” at the end of Part I of this Annual Report on Form 10-K.
The information required by Item 401 of SEC Regulation S-K concerning the directors and nominees for director of the Company, together with a discussion of the specific experience, qualifications, attributes and skills that led the Board to conclude that the director or nominee should serve as a director at this time, will be located in the Proxy Statement in the section entitled “PROPOSAL NO.“Proposal No. 1 – ELECTION OF DIRECTORS,Election of Directors,” which information is incorporated herein by reference.
Information regarding the identification of the Audit Committee as a separately-designated standing committee of the Board and information regarding the status of one or more members of the Audit Committee as an “audit committee financial expert” will be located in the Proxy Statement in the section entitled “MEETINGS AND COMMITTEES OF THE BOARD“Meetings and Committees of the Board – Committees of the Board,” which information is incorporated herein by reference.
Reporting of any inadvertent late filings under Section 16(a) of the Securities Exchange Act of 1934, as amended, will be located in the Proxy Statement in the section entitled “SECTION“Section 16(a) BENEFICIAL OWNERSHIP REPORTING COMPLIANCE,Beneficial Ownership Reporting Compliance,” which information is incorporated herein by reference.
Information regarding our Code of Ethical Business Conduct applicable to our directors, officers and employees is located in Part I of this Annual Report on Form 10-K, under the heading “Available Information.”
| |
| Item 11. | EXECUTIVE COMPENSATION |
Information regarding the compensation of each of our named executive officers, including our Chief Executive Officer, will be located in the Proxy Statement in the section entitled “COMPENSATION DISCUSSION“Compensation Discussion & ANALYSIS,Analysis,” which information is incorporated herein by reference. Information regarding the compensation of our directors will be located in the Proxy Statement in the section entitled “NON-EMPLOYEE DIRECTOR COMPENSATION,“Non-Employee Director Compensation,” which information is incorporated herein by reference.
The information required by Item 407(e)(4) of SEC Regulation S-K will be located in the Proxy Statement in the section entitled “COMPENSATION COMMITTEE INTERLOCKS AND INSIDER PARTICIPATION,“Compensation Committee Interlocks and Insider Participation,” which information is incorporated herein by reference.
The information required by Item 407(e)(5) of SEC Regulation S-K will be located in the Proxy Statement in the section entitled “Compensation Committee Report,” which information is incorporated herein by reference.
| |
| Item 12. | SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS |
Information concerning ownership of our voting securities by certain beneficial owners, individual nominees for director, the named executive officers, including persons serving as our Chief Executive Officer and Interim PrincipalChief Financial Officer, and directors and executive officers as a group, will be located in the Proxy Statement in the section entitled “SHARE OWNERSHIP OF DIRECTORS, MANAGEMENT AND CERTAIN BENEFICIAL OWNERS,“Share Ownership of Directors, Management and Certain Beneficial Owners,” which information is incorporated herein by reference.
The following table provides information aboutInformation regarding all of the Company'sCompany’s equity compensation plans as of December 31, 2014:
Equitywill be located in the Proxy Statement in the section entitled “Equity Compensation Plan Information,” which information is incorporated herein by reference.
|
| | | | | | | | | | | |
| Plan Category | | (a) Number of securities to be issued upon exercise of outstanding options, warrants and rights | | (b) Weighted-average exercise price of outstanding options, warrants and rights | | (c) Number of securities remaining available for future issuance under equity compensation plans (excluding securities reflected in column (a)) |
Equity compensation plans approved by security holders(1) | | | | | | | |
| Stock Options | | 7,319,377 |
| | $ | 66.69 |
| | | |
| Performance Stock Units and Restricted Stock Units | | 904,306 |
| | N/A |
| | | |
| Subtotal | | 8,223,683 |
| | | | | 14,824,348 |
|
| Equity compensation plans not approved by security holders | | | | | | | |
| Stock Options | | N/A | | | | | N/A |
| Total | | 8,223,683 |
| | $ | 66.69 |
| (2) | | 14,824,348 |
|
| |
(1) | Column (a) includes stock options, performance stock units and restricted stock units granted under the stockholder-approved Equity and Incentive Compensation Plan (“EICP”). Of the securities available for future issuances under the EICP in column (c), 8,733,087 were available for awards of stock options and 6,091,261 were available for full-value awards such as performance stock units, performance stock, restricted stock units, restricted stock and other stock-based awards. Securities available for future issuance of full-value awards may also be used for stock option awards. As of December 31, 2014, 25,462 performance stock units were excluded from the number of securities remaining available for issuance in column (c) because the measurement date had not yet occurred for accounting purposes. For more information, seeNote 10 to the Consolidated Financial Statements.
|
| |
(2) | Weighted-average exercise price of outstanding stock options only. |
| |
| Item 13. | CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS, AND DIRECTOR INDEPENDENCE |
Information regarding transactions with related persons will be located in the Proxy Statement in the section entitled “CERTAIN TRANSACTIONS AND RELATIONSHIPS,“Certain Transactions and Relationships,” which information is incorporated herein by reference. Information regarding director independence will be located in the Proxy Statement in the section entitled “CORPORATE GOVERNANCE“Corporate Governance – Director Independence,” which information is incorporated herein by reference.
| |
| Item 14. | PRINCIPAL ACCOUNTING FEES AND SERVICES |
Information regarding “Principal Accounting Fees and Services,” including the policy regarding pre-approval of audit and non-audit services performed by our Company’s independent auditors, will be located in the Proxy Statement in the section entitled “INFORMATION ABOUT OUR INDEPENDENT AUDITORS,“Information about our Independent Auditors,” which information is incorporated herein by reference.
PART IV
| |
| Item 15. | EXHIBITS, FINANCIAL STATEMENT SCHEDULES |
Item 15(a)(1): Financial Statements
The audited consolidated financial statements of The Hershey Company and its subsidiaries and the Report of Independent Registered Public Accounting Firm thereon, as required to be filed, are located under Item 8 of this Annual Report on Form 10-K.
Item 15(a)(2): Financial Statement Schedule
Schedule II—Valuation and Qualifying Accounts (see page 93) for The Hershey Company and its subsidiaries for the years ended December 31, 2014, 20132017, 2016 and 20122015 is filed as part of this Annual Report on Form 10-K as required by Item 15(c).
We omitted other schedules because they are not applicable or the required information is set forth in the consolidated financial statements or notes thereto.
Item 15(a)(3): Exhibits
The information called for by this Item is incorporated by reference from the Exhibit Index included in this Annual Report on Form 10-K, beginning on page 94.10-K.
| |
| Item 16. | FORM 10-K SUMMARY |
None.
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the Company has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized, this 20th27th day of February, 2015.2018.
|
| | |
| | | THE HERSHEY COMPANY |
| | | (Registrant) |
| | | |
| By: | | /S/ RICHARD M. MCCONVILLEs/ PATRICIA A. LITTLE |
| | | Richard M. McConvillePatricia A. Little |
| | | Interim PrincipalChief Financial Officer |
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the Company and in the capacities and on the date indicated.
|
| | | | |
| Signature | | Title | | Date |
| | | | | |
/S/ JOHN P. BILBREY s/ MICHELE G. BUCK | | Chief Executive Officer and Director | | February 20, 201527, 2018 |
| Michele G. Buck | | (Principal Executive Officer) | | |
| | | | |
| /s/ PATRICIA A. LITTLE | | Chief Financial Officer | | February 27, 2018 |
| Patricia A. Little | | (Principal Financial Officer) | | |
| | | | |
| /s/ JAVIER H. IDROVO | | Chief Accounting Officer | | February 27, 2018 |
| Javier H. Idrovo | | (Principal Accounting Officer) | | |
| | | | |
| /s/ JOHN P. BILBREY | | Chairman of the Board | | February 27, 2018 |
John P. Bilbrey)Bilbrey | | | | |
| | | | | |
/S/ RICHARDs/ PAMELA M. MCCONVILLEARWAY | | Chief Accounting Officer and Interim Principal Financial OfficerDirector | | February 20, 201527, 2018 |
(RichardPamela M. McConville)Arway | | | | |
| | | | | |
/S/ PAMELA M. ARWAYs/ JAMES W. BROWN | | Director | | February 20, 201527, 2018 |
(Pamela M. Arway)James W. Brown | | | | |
| | | | | |
/S/ ROBERT F. CAVANAUGHs/ CHARLES A. DAVIS | | Director | | February 20, 201527, 2018 |
(Robert F. Cavanaugh)Charles A. Davis | | | | |
| | | | | |
/S/ CHARLES A. DAVIS s/ MARY KAY HABEN | | Director | | February 20, 201527, 2018 |
(Charles A. Davis)Mary Kay Haben | | | | |
| | | | | |
/S/ MARY KAY HABENs/ M. DIANE KOKEN | | Director | | February 20, 201527, 2018 |
(Mary Kay Haben)M. Diane Koken | | | | |
| | | | | |
/S/s/ ROBERT M. MALCOLM | | Director | | February 20, 201527, 2018 |
(Robert M. Malcolm)Malcolm | | | | |
| | | | | |
/S/s/ JAMES M. MEAD | | Director | | February 20, 201527, 2018 |
(James M. Mead)Mead | | | | |
| | | | | |
/S/ JAMES E. NEVELSs/ ANTHONY J. PALMER | | Director | | February 20, 201527, 2018 |
(James E. Nevels)Anthony J. Palmer | | | | |
| | | | | |
/S/ ANTHONYs/ THOMAS J. PALMERRIDGE | | Director | | February 20, 201527, 2018 |
(AnthonyThomas J. Palmer)Ridge | | | | |
| | | | | |
/S/ THOMAS J. RIDGEs/ WENDY L. SCHOPPERT | | Director | | February 20, 201527, 2018 |
(Thomas J. Ridge)Wendy L. Schoppert | | | | |
| | | | | |
/S/s/ DAVID L. SHEDLARZ | | Director | | February 20, 201527, 2018 |
(David L. Shedlarz)Shedlarz | | | | |
Schedule II
THE HERSHEY COMPANY AND SUBSIDIARIES
SCHEDULE II—VALUATION AND QUALIFYING ACCOUNTS
For the Years Ended December 31, 2014, 20132017, 2016 and 20122015
|
| | | | | | | | | | | | | | | | | | | | |
| | | | | Additions | | | | |
| Description | | Balance at Beginning of Period | | Charged to Costs and Expenses | | Charged
to Other Accounts | | Deductions
from
Reserves | | Balance
at End of Period |
| In thousands of dollars | | | | | | | | | |
| | | | | | | | | | |
Year Ended December 31, 2014:
Reserves deducted in the consolidated balance sheet from the assets to which they apply (a) | | | | | | | | | | |
| Accounts Receivable—Trade, Net | | $ | 14,329 |
| | $ | 153,652 |
| | $ | — |
| | $ | (152,096 | ) | | $ | 15,885 |
|
| | | | | | | | | | | |
Year Ended December 31, 2013:
Reserves deducted in the consolidated balance sheet from the assets to which they apply (a) | | | | | | | | | | |
| Accounts Receivable—Trade, Net | | $ | 15,246 |
| | $ | 154,874 |
| | $ | — |
| | $ | (155,791 | ) | | $ | 14,329 |
|
| | | | | | | | | | | |
Year Ended December 31, 2012:
Reserves deducted in the consolidated balance sheet from the assets to which they apply (a) | | | | | | | | | | |
| Accounts Receivable—Trade, Net | | $ | 19,453 |
| | $ | 135,443 |
| | $ | — |
| | $ | (139,650 | ) | | $ | 15,246 |
|
|
| | | | | | | | | | | | | | | | | | | | |
| | | | | Additions | | | | |
| Description | | Balance at Beginning of Period | | Charged to Costs and Expenses | | Charged
to Other Accounts | | Deductions
from
Reserves | | Balance
at End of Period |
| In thousands of dollars | | | | | | | | | | |
| | | | | | | | | | | |
| For the year ended December 31, 2017 | | | | | | | | | | |
| Allowances deducted from assets | | | | | | | | | | |
| Accounts receivable—trade, net (a) | | $ | 40,153 |
| | $ | 166,993 |
| | $ | — |
| | $ | (165,354 | ) | | $ | 41,792 |
|
| Valuation allowance on net deferred taxes (b) | | 235,485 |
| | 92,139 |
| | — |
| | (15,476 | ) | | 312,148 |
|
| Inventory obsolescence reserve (c) | | 20,043 |
| | 35,666 |
| | — |
| | (36,361 | ) | | 19,348 |
|
| Total allowances deducted from assets | | $ | 295,681 |
| | $ | 294,798 |
| | $ | — |
| | $ | (217,191 | ) | | $ | 373,288 |
|
| | | | | | | | | | | |
| For the year ended December 31, 2016 | | | | | | | | | | |
| Allowances deducted from assets | | | | | | | | | | |
| Accounts receivable—trade, net (a) | | $ | 32,638 |
| | $ | 174,314 |
| | $ | — |
| | $ | (166,799 | ) | | $ | 40,153 |
|
| Valuation allowance on net deferred taxes (b) | | 207,055 |
| | 28,430 |
| | — |
| | — |
| | 235,485 |
|
| Inventory obsolescence reserve (c) | | 22,632 |
| | 30,053 |
| | — |
| | (32,642 | ) | | 20,043 |
|
| Total allowances deducted from assets | | $ | 262,325 |
| | $ | 232,797 |
| | $ | — |
| | $ | (199,441 | ) | | $ | 295,681 |
|
| | | | | | | | | | | |
| For the year ended December 31, 2015 | | | | | | | | | | |
| Allowances deducted from assets | | | | | | | | | | |
| Accounts receivable—trade, net (a) | | $ | 15,885 |
| | $ | 172,622 |
| | $ | — |
| | $ | (155,869 | ) | | $ | 32,638 |
|
| Valuation allowance on net deferred taxes (b) | | 147,223 |
| | 59,832 |
| | — |
| | — |
| | 207,055 |
|
| Inventory obsolescence reserve (c) | | 11,748 |
| | 32,434 |
| | — |
| | (21,550 | ) | | 22,632 |
|
| Total allowances deducted from assets | | $ | 174,856 |
| | $ | 264,888 |
| | $ | — |
| | $ | (177,419 | ) | | $ | 262,325 |
|
| | | | | | | | | | | |
(a) Includes allowances for doubtful accounts, anticipated discounts and anticipated discounts.write-offs of uncollectible accounts receivable.
(b) Includes adjustments to the valuation allowance for deferred tax assets that we do not expect to realize. The 2017 deductions from reserves reflects the change in valuation allowance due to the remeasurement of corresponding U.S. deferred tax assets at the lower enacted corporate tax rates resulting from the U.S. tax reform.
(c) Includes adjustments to the inventory reserve, transfers, disposals and write-offs of obsolete inventory.
|
| | |
| EXHIBIT INDEX |
| | | |
| Exhibit Number | | Description |
| |
2.1 | |
| | |
| | |
| | | 22, 2017. |
| 4.1 | | The Company has issued certain long-term debt instruments, no one class of which creates indebtedness exceeding 10% of the total assets of the Company and its subsidiaries on a consolidated basis. These classes consist of the following: |
| | | |
| | 1) 4.850% | | 2020 |
| | 2) 5.450% Notes | 3) 8.8% Debentures due 2016 | 2021# |
| | 3) 1.500% | | 2023 |
| | 4) 4.125% | | 2025 |
| | 5) 8.8% Debentures | | 2026 |
| | 6) 2.625% Notes | | 2027 |
| | 7) 7.2% Debentures | | 2046 |
| | 8) | 9) Other Obligations |
| |
| | The Company undertakes to furnish copies of the agreements governing these debt instruments to the Securities and Exchange Commission upon its request. |
| 10.1(a) | |
10.1 | Kit KatKat® and RoloRolo® License Agreement (the “License Agreement”) between the Company and Rowntree Mackintosh Confectionery Limited is incorporated by reference from Exhibit 10(a) to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 1980. The# |
| 10.1(b) | | Amendment to the License Agreement was amended in 1988 and the Amendment Agreement is incorporated by reference from Exhibit 19 to the Company’s Quarterly Report on Form 10-Q for the quarter ended July 3, 1988. The# |
| 10.1(c) | | Assignment of the License Agreement was assigned by Rowntree Mackintosh Confectionery Limited to Société des Produits Nestlé SA as of January 1, 1990. The Assignment Agreement1990 is incorporated by reference from Exhibit 19 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 1990. | # |
| 10.2 | | Peter Paul/York Domestic Trademark & Technology License Agreement between the Company and Cadbury Schweppes Inc. (now Kraft Foods Ireland Intellectual Property Limited) dated August 25, 1988, is incorporated by reference from Exhibit 2(a) to the Company’s Current Report on Form 8-K dated September 8, 1988. This agreement was assigned by the Company to its wholly-owned subsidiary, Hershey Chocolate & Confectionery Corporation. | # |
| 10.3 | | Cadbury Trademark & Technology License Agreement between the Company and Cadbury Limited (now Cadbury UK Limited) dated August 25, 1988, is incorporated by reference from Exhibit 2(a) to the Company’s Current Report on Form 8-K dated September 8, 1988. This agreement was assigned by the Company to its wholly-owned subsidiary, Hershey Chocolate & Confectionery Corporation.# |
| |
| | | | | | 10.5 | Five Year Credit Agreement dated as of October 14, 2011, among the Company and the banks, financial institutions and other institutional lenders listed on the respective signature pages thereof (“Lenders”), Bank of America, N.A., as administrative agent for the Lenders, JPMorgan Chase Bank, N.A., as syndication agent, Citibank, N.A. and PNC Bank, National Association, as documentation agents, and Bank of America Merrill Lynch, J.P. Morgan Securities LLC, Citigroup Global Markets, Inc. and PNC Capital Markets LLC, as joint lead arrangers and joint book managers, is incorporated by reference from Exhibit 10.1 to the Company's currentCurrent Report on Form 8-K filed October 20, 2011. | | | 10.6 | | | | | 10.7 | | | | | 10.8 | | | | 10.9 | | | | | | | | | | | 10.11 | | | | | | | | | | | | | | | | | | | | | | | | | | 10.12 | | | | |
| 10.13 | | | | | | | | | | | | | | | | | | | | | | 10.14 | Executive Confidentiality and Restrictive Covenant Agreement, adopted as of February 16, 2009, is incorporated by reference from Exhibit 10.4 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2008.+10.18(a) | | 10.15 | Employee Confidentiality and Restrictive Covenant Agreement, amended as of February 18, 2013, is incorporated by reference from Exhibit 10.1 to the Company's Quarterly Report on Form 10-Q for the quarter ended March 31, 2013.+
| | 10.16 | | | |
| | | | | | 10.21 | | | 10.22 | Form of Notice of Award of Performance Stock Units is incorporated by reference from Exhibit 10.1 to the Company'sCompany’s Current Report on Form 8-K8‑K/A filed February 24, 2012.+27, 2017.
| | | 10.23 | The Long-Term Incentive Program Participation Agreement is incorporated by reference from Exhibit 10.2 to the Company's Current Report on Form 8-K filed February 18, 2005.+
| | 10.24 | The Company’s Broad Based Stock Option Plan, as amended, is incorporated by reference from Exhibit 10.4 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2002.+
| | 12.1 | Computation of ratio of earnings to fixed charges statement.* | | 21.1 | Subsidiaries of the Registrant.* | | | 23.1 | | | ` | | | | 31.1 | | | | 31.2 | | | | 32.1 | | | | 101.INS | | | | 101.SCH | | | | 101.CAL | | | | 101.LAB | | | | 101.PRE | | | | 101.DEF | | | | | | | | * | | Filed herewith | | | ** | | Furnished herewith | | | + | | Management contract, compensatory plan or arrangement | | # | | Pursuant to Instruction 1 to Regulation S-T Rule 105(d), no hyperlink is required for any exhibit incorporated by reference that has not been filed with the SEC in electronic format |
| 