Annual report pursuant to Section 13 and 15(d)

RESTRUCTURING

v3.20.4
RESTRUCTURING
 12 Months Ended
Dec. 31, 2020
Restructuring and Related Activities [Abstract]  
PRODUCTIVITY AND REINVESTMENT PROGRAM RESTRUCTURING
Strategic Realignment
In August 2020, the Company announced strategic steps to transform our organizational structure in an effort to better enable us to capture growth in the fast-changing marketplace. The Company is building a networked global organization designed to combine the power of scale with the deep knowledge required to win locally. We are creating new operating units effective January 1, 2021, which will be focused on regional and local execution. The operating units, which will sit under the four existing geographic segments, will be highly interconnected, with more consistency in their structure and a focus on eliminating duplication of resources and scaling new products more quickly. The operating units will work closely with five global marketing category leadership teams to rapidly scale ideas. The global marketing category leadership teams will primarily focus on innovation, marketing efficiency and effectiveness. The organizational structure will also include our existing center that will provide strategy, governance and scale for global initiatives. The operating units, global marketing category leadership teams and the center will be supported by a platform services organization, which will focus on providing efficient and scaled global services and capabilities including, but not limited to, governance, transactional work, data management, consumer analytics, digital commerce and social/digital hubs.
The expenses related to these strategic realignment initiatives were recorded in the line items other operating charges and other income (loss) — net in our consolidated statement of income. Refer to Note 19 for the impact these expenses had on our operating segments and Corporate. Outside services reported in the table below primarily relate to expenses in connection with legal and consulting activities. The Company currently expects the total cost of the strategic realignment initiatives will be up to $550 million. We expect the new networked organization to be established and functioning at the beginning of 2021, and the platform services activities will be integrated, standardized and scaled over the course of 2021.
The following table summarizes the balance of accrued expenses related to these strategic realignment initiatives (in millions):
Severance Pay
and Benefits		 Outside Services Other
Direct Costs		 Total
2020
Costs incurred $ 386  $ 37  $ 4  $ 427 
Payments (170) (36) (1) (207)
Noncash and exchange (35)
1
 —  —  (35)
Accrued balance at end of year $ 181  $ 1  $ 3  $ 185 
1 Includes stock-based compensation modification and other postretirement benefit plan curtailment charges.
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 focused 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 are supported by an enabling services organization and a corporate center focused on a few strategic initiatives, policy and governance. The enabling services organization focuses on both simplifying and standardizing key transactional processes and providing support
to business units through global centers of excellence. Certain productivity initiatives included in the April 2017 expansion, primarily related to our enabling services organization, will continue beyond 2020.
The Company has incurred total pretax expenses of $3,929 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 19 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
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 
2020        
Accrued balance at beginning of year $ 58  $ 1  $ 7  $ 66 
Costs incurred (12) 69  42  99 
Payments (29) (70) (36) (135)
Noncash and exchange (2)

—  (11) (13)
Accrued balance at end of year $ 15  $ —  $ 2  $ 17 
1Includes pension settlement charges. Refer to Note 13.