Annual report pursuant to Section 13 and 15(d)

PRODUCTIVITY AND REINVESTMENT PROGRAM

v3.19.3.a.u2
PRODUCTIVITY AND REINVESTMENT PROGRAM
 12 Months Ended
Dec. 31, 2019
Restructuring and Related Activities [Abstract]  
PRODUCTIVITY AND REINVESTMENT PROGRAM PRODUCTIVITY AND REINVESTMENT PROGRAM
In February 2012, the Company announced a productivity and reinvestment program designed to further enable our efforts to strengthen our brands and reinvest our resources to drive long-term profitable growth. This program is focused on the following initiatives: global supply chain optimization; global marketing and innovation effectiveness; operating expense leverage and operational excellence; data and information technology systems standardization; and the integration of Old CCE.
In February 2014, the Company announced the expansion of our productivity and reinvestment program to drive incremental productivity that will primarily be redirected into increased media investments. Our incremental productivity goal consists of two relatively equal components. First, we will expand savings through global supply chain optimization, data and information technology systems standardization, and resource and cost reallocation. Second, we will increase the effectiveness of our marketing investments by transforming our marketing and commercial model to redeploy resources into more consumer-facing marketing investments to accelerate growth.
In October 2014, the Company announced that we were further expanding our productivity and reinvestment program and extending it through 2019. The expansion of the productivity initiatives focuses on four key areas: restructuring the Company's global supply chain; implementing zero-based work, an evolution of zero-based budget principles, across the organization; streamlining and simplifying the Company's operating model; and further driving increased discipline and efficiency in direct marketing investments.
In April 2017, the Company announced another expansion of our productivity and reinvestment program. This expansion is focused on achieving additional efficiencies in both our supply chain and our marketing expenditures as well as transitioning to a new, more agile operating model to enable growth. Under this operating model, our business units will be supported by an expanded enabling services organization and a corporate center focused on a few strategic initiatives, policy and governance. The expanded enabling services organization will focus on both simplifying and standardizing key transactional processes and providing support to business units through global centers of excellence. Certain productivity initiatives included in this program, primarily related to our enabling services organization, will continue beyond 2019.
The Company has incurred total pretax expenses of $3,830 million related to our productivity and reinvestment program since it commenced. These expenses were recorded in the line items other operating charges and other income (loss) — net in our consolidated statements of income. Refer to Note 21 for the impact these charges had on our operating segments and Corporate. Outside services reported in the table below primarily relate to expenses in connection with legal, outplacement and consulting activities. Other direct costs reported in the table below include, among other items, internal and external costs associated with the development, communication, administration and implementation of these initiatives; accelerated depreciation on certain fixed assets; contract termination fees; and relocation costs.
The following table summarizes the balance of accrued expenses related to these productivity and reinvestment initiatives and the changes in the accrued amounts (in millions):
 
Severance Pay
and Benefits

 
Outside Services

 
Other
Direct Costs

 
Total

2017
 
 
 
 
 
 
 
Accrued balance at beginning of year
$
123

 
$
6

 
$
22

 
$
151

Costs incurred
310

 
79

 
261

 
650

Payments
(181
)
 
(83
)
 
(267
)
 
(531
)
Noncash and exchange
(62
)
1 
(1
)
 
(1
)
 
(64
)
Accrued balance at end of year
$
190

 
$
1

 
$
15

 
$
206

2018
 
 
 
 
 
 
 
Accrued balance at beginning of year
$
190

 
$
1

 
$
15

 
$
206

Costs incurred
164

 
92

 
252

 
508

Payments
(209
)
 
(83
)
 
(211
)
 
(503
)
Noncash and exchange
(69
)
1 
—

 
(52
)
 
(121
)
Accrued balance at end of year
$
76

 
$
10

 
$
4

 
$
90

2019
 
 
 
 
 
 
 
Accrued balance at beginning of year
$
76

 
$
10

 
$
4

 
$
90

Costs incurred
36

 
87

 
141

 
264

Payments
(57
)
 
(98
)
 
(119
)
 
(274
)
Noncash and exchange
3

1 
2

 
(19
)
 
(14
)
Accrued balance at end of year
$
58

 
$
1

 
$
7

 
$
66


1 
Includes pension settlement charges. Refer to Note 15.